Strategic partnerships for sport tourism destinations
A strategic approach to the development of tourism needs to reflect not only current problems and concerns, but also future aspirations (Jenkins, 1991).A haphazard, ad hoc approach to tourism development is not a viable option, given the growing acknowledgement of the importance of sustainability. It follows that those who shape and steer the industry must accept a wider responsibility for their actions, and adopt a more rounded and strategic approach. Tensions exist, however, between operationally driven motivations (short term) and strategically determined aspirations (long term), and the fragmentary nature of tourism does little to facilitate a strategic approach. Demand for tourism is inherently volatile and is subject to a melting pot of possible influences. In turn, demand is satisfied by a destination area where supply of the product or tourism experience is fragmented and variable. The dynamic nature of tourism leads many to contend that any balance that is achieved between the generating and destination countries (i.e. supply and demand) is the result of serendipity rather than strategy. Understandably, individual tourism businesses, concerned primarily with considerations of continued survival, will make independent, self-contained investment decisions. Few will have the inclination or the need to consider their actions from any longer-term strategic standpoint.