Tag: destination planning

Tourism is not static. It ebbs and flows, along with changing cultures, preferences and tastes. Destinations often struggle with adapting to the dynamic mindset of tourists, however. There are a number of techniques to mitigate seasonality in strategic destination planning, but what exactly are these?

A little story, when I was eight, I experienced the impact of tourism seasonality for the first time. I went to Sorrento, a picturesque beachside town on Melbourne’s Mornington Peninsula. During my summer visit, I observed numerous tourists enjoying the beaches. They patiently queued up outside restaurants and ice cream shops. Additionally, all the stores were open, catering to the needs of tourists who were purchasing souvenirs and various items.

This time, things were different. Many shops were closed, including the ice creamery. There were a few restaurants open, but only half full. The beach only had a few individuals walking along the sand, and the ambience was more relaxed and mellow.

Maya Bay, a popular area in Thailand that had to be closed off due to overtourism and seasonality.
Maya Bay, a popular area in Thailand that had to be closed off due to overtourism and seasonality (Photo Credit: MikeClegPhoto/Pixabay)

“Mum, where are all the tourists?” I said,

“Not many tourists come in Winter; it’s too cold for the beach; it’s the low season.” Mum exclaimed,

“But, Sorrento has many other great activities to do, so it should attract tourists throughout the year!”

The idea that came to me as an eight-year-old is something that tourism professionals have struggled with for many years.

How can we tell tourists that there is no such thing as the ‘best season’? How do we tell them that our product is engaging and enjoyable outside peak times so that they keep coming? In addition, in some cases, how do we deter individuals from coming during peak times to prevent overtourism? These are the considerations needed to curtail seasonality in strategic destination planning.

What is the meaning of seasonality?

Seasonality‘s definition in tourism relates to the volatility of tourist numbers in a destination over time due to natural and institutional factors. Natural factors predominately include the weather and climate, which may affect elements of experience within a destination.

The cherry blossom season in Japan occurs in late March or early April. It is a well-known example of natural seasonality in tourism. Thousands of tourists come to see the cherry blossoms, causing airfares and hotel prices in Japan to increase significantly. 

Institutional factors are related to specific events which may occur at different times of the year. In my home city of Melbourne, Australia, a major example is the Australian Open. This is an annual major tennis tournament that attracts swarms of tourists both domestically and internationally.

Kinkakuji in Japan. Japan is a destination negatively affected by seasonality.

Kinkakuji in Kyoto, Japan, a destination that grapples with the effects of overtourism and seasonality. (Photo Credit: Kevin Li)

What is the effect of seasonality?

Seasonality’s effects on destinations can be far-reaching, affecting the environment, society, and the economy. High demand in peak times puts strain on locales and can cause long-term damage. In low seasons, tourism-dependent places may experience poverty, a decline in material living standards, and overall despondency.

Overtourism: Strain on local resources and services during peak season

During peak season, certain places get overwhelmed by too many tourists, which strains local services and infrastructure. This is what is called ‘overtourism’, which has been an issue affecting destinations for decades. This is a key development focus that Solimar International partners with destinations to prevent.

In particular, this has intensified in some destinations following the end of the end of COVID-19 lockdown. Overtourism heavily affects Venice in Italy and Barcelona in Spain, particularly during the summer months. These destinations have experienced environmental damage, alienation of local residents, and impacts on the capacity of local services. The impact of too many tourists can bother residents, making them dislike tourists more and worsening the tourist experience.

Overtourism can be so bad that it also threatens the local ecology, both fauna and flora. 

For example, tourism destroyed Thailand’s Maya Bay after the movie “The Beach” made it famous in 2000. This was particularly because the vast majority of tourists would visit the bay during Thailand’s ‘cool season’, meaning a concentration of tourists around this time period.

Tourists and boats damaged coral, causing marine animals like sharks to leave and the bay to lose its natural beauty. It took a major closure and regeneration project at Maya Bay to return it to its pristine glory.

However, even after these works, the area is still at risk. Some say that current efforts to curtail tourist numbers are not enough to protect it. There are calls to close Maya Bay off to tourists completely in peak season. The need for drastic measures to keep tourism sustainable and mitigate seasonality in strategic destination planning is increasingly apparent.

Economic hardship during the low season

When destinations enter their low season, demand for local goods and services often decreases substantially. This depends on the destination’s reliance on its tourism industry.

For destinations with high social and economic reliance on tourism, the results can be very alarming. When visitor numbers drop, people may lose their jobs and income, putting pressure on their household budgets.

Places with high seasonality have difficulty getting outside investment because people think they won’t make as much money overall. This is because spending and growth are not consistent, even if the place has a popular holiday season.

Seasonal employment

One pivotal challenge facing destination management organizations is the intricate puzzle of seasonal employment. Places with fluctuating demand use temporary contracts to hire more staff during busy times. However, the company releases these staff members when demand decreases.

Some people, such as adventurous working holidaymakers, find these contracts suitable. But in certain areas, they become the main source of income for residents throughout the entire year. The consequence? A pervasive shadow of seasonal unemployment looms over destinations, casting a gloomy veil of poverty. Notorious among these are ski destinations, where extended closures outside peak times exacerbate the issue.

In addition, many places struggle to staff their businesses adequately during peak periods. This happened most recently in 2021-2022 with the easing of COVID restrictions in the USA. However, this is not the first time it has happened, and it will likely be an issue for future ski seasons. Thus, developing a sustainable employment solution is vital when curtailing seasonality in strategic destination planning.

What are some strategies to mitigate seasonality in strategic destination planning?

Seasonality can really bring destinations to their breaking point. At Solimar International, we work with destinations to develop comprehensive strategies to prevent this. No single technique will eliminate seasonality; however, using a careful mix of different techniques can mitigate the issue. These techniques can include economic, marketing, and societal dimensions to tackle seasonality in strategic destination planning from all sides.

The Louvre. Whilst seasonality remains moderate in Paris, where the Louvre is, overtourism is high, and is a key concern for the protection of the Louvre's artwork.

The Louvre, a very prominent tourist destination in Paris, France, often overrun by tourists, especially in peak holiday seasons. This can affect the integrity of the artwork inside. (Photo Credit: Pixabay)

Strategic destination planning technique 1: Implementation of a seasonal pricing strategy

When the weather is not conducive for tourism, there must be another compelling reason to visit the destination. Altering prices is a great way to encourage people who want to travel on a budget. Increasing prices in peak season to subsidize cheaper prices in low season means that average income remains the same.

Most hotels often use demand-based pricing to maintain steady revenue flows. Airlines also use seasonal pricing and service offerings to increase yields from tourism. Local businesses can make use of seasonal pricing in their service offering.

In peak season, restaurants can increase their menu prices, entry fees, and range of services to attract greater yield. During slow times, businesses can link together to offer affordable package deals that attract visitors and increase spending. This incentivization allows the destination to defy seasonality in strategic destination planning, increasing yields from tourism to benefit the local economy.

Strategic destination planning technique 2: Target locals and domestic tourists

Locals are fantastic people to target when attempting to combat seasonality. Low barriers to tourism, such as lower cost and distance, increase their propensity to travel in off-peak times. These times of the year are quieter and are likely to attract locals who wish to have a more relaxing experience.

An example was the Victorian travel voucher scheme, which encouraged tourism within Victoria, Australia, in late 2020. The vouchers gave a $200 discount on tourism in regional Victoria, if customers met certain requirements. Customers had to spend at least $400 on activities, lodging, or tours in regional Victoria to use them.

This helped regenerate tourism after a period when tourism numbers were at an all-time low. The DMO used this plan during the aftermath of the COVID-19 lockdown. However, destination managers can also use it to fight against seasonal changes. In Australia, this strategy is part of a broader narrative to create a ‘tourist mindset‘, bolstering domestic visitation.

With a strong domestic tourism economy, cheaper, shorter travel leisure trips help to fill in gaps in low periods, aiding stability. This is particularly important in areas with high economic reliance on tourism.

Strategic destination planning technique 3: Development of a broader product and package range

Creating tourism products and packages for low and shoulder season tourism are great ways to combat seasonality. Every destination has something to offer at all times of the year, even if it is not their hallmark product.

A great example of this are “four season resorts” (and no, we are not just talking about the lavish hotel chain), where unique experiences are offered at all times of the year.

Guests can enjoy skiing in winter, swimming in summer, and other indoor activities like ice skating or leisure treatments. Operators can also create special deals for conferences and MICE events for low season to fill in the gaps. Ensuring that there are no times when the tourist does not have a reason to go is key in combatting seasonality in strategic destination planning.

A prominent example of this is, coincidentally, the “Four Seasons” Resort in Whistler, British Columbia. While most prominently a ski resort for winter months, it also offers experiences in fall, summer and spring. Combined with adjusting season rates and other seasonality adjustments, the resort brings in visitation year-round. This preserves jobs and ensures stability for the destination, even if there are minor fluctuations in seasonality patterns.

Whistler, Canada, the location of an all-seasons resort that aims to mitigate seasonality

Whistler, Canada, the location of an all-season resort that caters to tourists throughout the year, not just the winter peak. (Photo Credit: Brigitte Werner/Pixabay)

Key takeaways to eliminate seasonality in strategic destination planning

The bottom line is tourism will happen if tourists are happy and will slow if they are not. The key to any successful strategy lies in how customers respond. This comes down to the needs of the tourism segment in your market and the external environment. Listening to both customers and the needs of society and the environment is vital in creating a sustainable tourism strategy.

For price-sensitive tourists, seasonal pricing of airfares or hotels may be an effective approach. However, in areas frequented by more affluent tourists, enhancing the quality and breadth of tourism offerings can serve as a better incentive.

Monitoring peaks and troughs in tourism activity and their repercussions on the broader economy, society, and environment is paramount. If local communities, infrastructure, and natural ecosystems are adversely affected by fluctuating tourist numbers throughout the year, proactive measures are necessary.

If you’re considering a trip, it’s an opportune moment to reconsider your travel timing and approach. Sustainability concerns aren’t solely the responsibility of destination marketing organizations; significant changes can stem from individual behavioral adjustments. Opting for off-peak travel times and educating yourself about current issues in your destination can contribute to mitigating adverse impacts.

Solimar’s tourism expertise helps you create a captivating story that promotes tourism all year, not just in peak season. Want to help implement sustainable tourism solutions? Learn more about our virtual internship opportunities here

What is a DMO by Solimar International

Why do some destinations thrive, while others do not? All global destinations compete for visitors and money. They need the support of destination management organizations (DMOs) to help market, manage, succeed. But how and why? This article answers the question: what is a DMO and why the tourism industry should care about them.

So, what is a DMO?

DMO stands for destination management organization, though these are often referred to as destination marketing organizations. Ever wondered what a DMO is and what do they do? It is important to know about destination management first. The tourism industry is a trillion-dollar global business. Over 1.2 billion people travel abroad every year to experience the world’s diverse cultures and physical environments. Serious logistics are in play with this.  

According to the UNWTO, destination management is the coordinated and thoughtful planning of all elements that make up a tourism destination. This can involve anything from attracting visitors to providing amenities for them to enjoy during their stay in town – whether it’s free Wi-Fi or a stocked convenience store. 

What a destination management organization (DMO) does is represent the voice of its destination to potential visitors. It works with travel trade partners to provide travelers with information about the destination before they decide where to go on vacation. 

DMOs also bring together organizations that serve all aspects of the visitor experience – from lodging providers, attractions operators, restaurants, and retailers – so that they can share insights into what makes their community stand out as a tourist destination. Destinations with a strong DMO will be more competitive, have increased visibility, and have better economic performance than those without one. This careful planning ensures strategic, long term success of a tourism destination. This in-depth coordination moves beyond marketing, and is the reason why the M in DMO has been more recently referred to as management instead of marketing.

What Are the Responsibilities of a Destination Management Organization?

Successful DMOs and destination managers play an essential role in managing tourism at the local level to help attract tourists and support businesses within its boundaries. They’re also responsible for promoting it through positioning statements, branding campaigns, high-quality product development, effective communication with stakeholders (e.g., residents), and maximizing financial resources available from both public and private sources, while ensuring value for money spent on projects that meet overall objectives.

Contrary to popular belief, the overall objective for a DMO isn’t only to bring more tourists to the destination. It is to make tourism more sustainable and thus enjoyable for visitors for years to come. Hence, in a nutshell, DMOs engage in a variety of activities that will help promote and develop sustainable travel practices, including:

  • Educating travelers about the destination’s attractions and offerings
  • Marketing through targeted campaigns
  • Working with other organizations on issues related to sustainability to achieve common goals
  • Addressing resident concerns related to tourism

Image showing the aftermath of beachgoers not cleaning up after themselves. Shows what currently occurs in areas with no framework or organization to prevent wasteful behavior without a DMO

Why Should All Destinations Have a DMO?

Destinations are always looking for ways to stand out from the competition, but to do so, they need both short and long-term strategies. And that’s what all popular DMOs have. A destination management organization works with tourism boards and convention and visitors bureaus. It has a proven track record for generating awareness of destinations among tourists and travelers, which is why all destinations should care about DMOs.

Destinations don’t always receive their fair share of attention, funding, and investment from governments and corporations which can lead to a lack of tourism and growth opportunities.

However, destinations are an essential part of the world’s economy. Destination management organizations (DMOs) exist for this reason: to create economic prosperity in communities through promotion, strategic planning, and marketing efforts that attract tourists while ensuring that these visitors have a memorable experience.

The Importance of Destination Management Organizations

DMOs are committed to sustainable tourism and are of critical importance because they:

1. Take Advantage Of Their Destination’s Unique Potential

Every destination has something different and unique to offer. DMOs bring out that exclusivity to the front to portray the destination as a better attraction than other ones.

Simplification of tourism with different continents highlighted Colorful image that drives the point of tourism home while also drawing eye attention with colors

2. Conduct Market Research

Knowing what to do, how to do, and when to do it is an art. And DMOs are the masters at it. These organizations are able to conduct market research through their short and long-term strategies to further elevate the destination’s status for years to come.

3.  Implement Destination Marketing Strategies

For destinations, it is especially important to be visible online to guide potential visitors. Destination management organizations focus on marketing strategies to promote a destination’s events, products, services, landmarks, and attractions.

DMOs are responsible for promoting their city’s tourism industry through strategic advertising campaigns that reach target audiences with specific messages or information. This strategic destination content takes the form of social media, print collateral, co-sponsoring events, hosting influencers, working with the local chamber of commerce, and more! Look into the ways your local DMO promotes visitors coming to your home.

4. Drive Economic Growth in a Sustainable Way

In the 21st century, a sustainable economy is more important than ever. As travel becomes accessible to a wider range of people across all income brackets and cultures, destinations must promote tourism in a way that their economic growth remains sustainable. And that’s what DMOs do.

Sign depicting a common slogan directed towards tourists, encouraging them to be mindful of litter and leaving things behind. Emphasizes want for sustainable tourism by stakeholders (native people). it shows the importance of a DMO

5. Attract Investment

Every destination needs to be the best it can be, and that includes marketing its own community to attract investors. Hence, DMOs are one of the most effective ways for destinations to market themselves in exactly the right way to draw more investment feasibly! This requires a collaborative approach from both public and private stakeholders.

6. Engage With Stakeholders To Develop More Favorable Conditions

DMOs take everyone on the path to sustainable and successful tourism. They not only cater to travelers, but also serve as an interface between visitors and local businesses; they can help develop new products or improve existing ones to meet the needs of both tourists and locals.

What is a DMO by Solimar International

Conclusion

Destination Management Organizations (DMOs) are the backbone of tourism destinations. They exist to promote destinations, attract visitors, and develop a regional economy. DMOs are responsible for everything from attracting major sporting events to promoting local festivals. They work with businesses to help them understand what travelers need to have an enjoyable experience. Read more about why a DMO is important to a destination

Interested in how we can help you develop a DMO for your destination? Contact us to learn more, and check out ATKOMA, the DMO we helped develop in Atauro Island, Timor-Leste

Written by Daniel Segura and Zane Hartog

“We rely confidently on Solimar's deep technical experience and professionalism as tourism consultants. You always are exceeding our expectations.”
Leila Calnan, Senior Manager, Tourism Services Cardno Emerging Markets

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