ABSTRACT
Increasing competition in tourism markets, cluttered with the noise of substitute products and countless destinations promoting similar features and benefits, as well as the risk of natural and man-made disasters, necessitates DMOs at all levels to develop a marketing strategy that is inclusive for stakeholders. Every business needs some form of marketing plan to charter a course through an uncertain future. The focus of the DMO’s strategic vision and mission will be on enhancing destination competitiveness. Destination marketing is a forward-thinking discipline, which involves matching destination resources with ever-changing macro-environment opportunities. First mover advantage doesn’t last forever, however, with imitators quick to follow the lead, and so the quest for a competitive edge is ongoing. Marketing planning is not an exact science and requires skills in both critical analysis and creative thinking. This chapter provides a framework for developing a destination marketing strategy that culminates with achievable objectives to underpin the development of promotional tactics, the rationale for which should be clear to stakeholders through the framework structure. Central to the process for developing tactics are three tools: 1) the STEEPL Analysis is used to scan the macro-environment to identify potential opportunities and threats; 2) the VRIO resource model categorises the destination’s resources to identify sources of competitive edge (strengths); and 3) the SWOT Matrix is a visual tool for a) developing objectives that match destination resources with environment opportunities, and b) demonstrating the rationale for the marketing tactics to stakeholders.
