tourism planning approaches

Want to create or adapt books like this? Learn more about how Pressbooks supports open publishing practices.

Tourism Policy, Planning, and Development

General overview.

Tourism policy, planning, and development are all very connected and do not just occur when a geographic area decides to be a tourism destination. Policy, planning, and development are included in numerous aspects of communities.

continue but from different perspectives. An example would be the use of the destination/product lifecycle, discussed later. It is important to understand what tourism planning and development are individually as well as collectively. Planning is essential to effective development. Tourism is not always a beneficial industry for a geographical area, but without planning tourism can damage the area, including natural and cultural resources (Morrison et al., 2018). A destination might consider “Who, What, When, Where, Why” when working on a tourism plan. The same can be considered for tourism development, as well as other topics included in this alternative textbook (e.g., marketing and promotion).

Tourism Policy

A policy is essentially a course of action taken by some organization or institution (e.g., government, business, educational institution). A tourism policy as defined by Edgell et al. (2008) “is a progressive course of actions, guidelines, directives, principles, and procedures set in an ethical framework that is issues-focused and best represents the intent of a community (or nation) to effectively meet its planning, development, product, service, marketing, and sustainability goals and objectives for the future grown of tourism” (p. 7). Stated more simply, Hall and Jenkins (1995) suggest “tourism public policy is whatever governments choose to do nor not to do with respect to tourism” (p. 7-8). A tourism policy is essentially a framework including guidelines, goals, and initiatives to work toward achieving the goals. Where as an act by government, such as the Travel Promotion Act of 2009 establishing Brand USA, is a law or statute.

A policy for international travel is having a current passport and for many countries a Visa. The application for a Visa to visit a foreign country allows countries to approve who may visit the country and not allow individuals for a variety of reasons (e.g., security threat). The U.S also has the Visa Waiver Program, which is an agreement with  40 countries allowing citizens of those countries to visit the U.S. for business or leisure travel purposes for up to 90 days without a Visa, provided they meet other requirements (U.S. Department of State – Bureau of Counsular Affairs, n.d.). The countries with the Visa Waiver Program also allows U.S. residents to travel to the respective countries with fairly similar criteria. The purpose of requiring a Visa is to regulate travel between countries. The Visa Waiver Program is an agreement to allow citizens of certain countries to visit without having to obtain a Visa if certain criteria are met. This essentially makes it easier to travel between the respective countries.

The International Trade Administration includes a Tourism Policy Council (TPC) to ensure national decision-making considers the national interests of travel and tourism (International Trade Administration, n.d.). The TPC provides resources to help with such issues or challenges as recovering from disaster, and links to Center for Disease Control (CDC), and many other potential issues or challenges for travel and tourism in the U.S.

At more local levels, Morrison et al. (2018) suggest tourism destinations can develop policies for development, marketing, tourist experiences, human resource issues, tourism organizations (e.g., structure), relationships throughout the community, quality assurance, and supporting services (e.g., safety and security).

Policy Setting Process

There are a series of recommended steps for the establishing policy (Morrison et al., 2018). First, identifying and assessing the circumstances related to the issue. This includes understanding contraints that you and/or will face. Constraints can be internal (e.g., locals’ awareness of tourism, training and education of employees in hospitality and tourism, budget) or external (e.g., economy,  price of gas, natural disaster). The tourism organization/local industry has more control or ability to do something about internal constraints, while have little or no control over external constraints. For example, nothing can be done about bad weather or if a natural disaster occurs. However, if locals are not aware of tourism in the local community, education and information can be shared to make locals more aware. This step in the process can also make you aware of new opportunities (e.g., an attraction to develop, new target market).

The next step is typically to create a policy statement to provide guidelines, goals, and initiatives to help guide the organization, destination, etc. While not directly a policy statement, most CVB vision statements include something that provides a guideline with somewhat vague goals. For example, it might be to maintain and/or improve the quality of life for residents of the destination by promoting the destination for tourism and conventions, which would include an economic goal. A policy statement for this vision would be more specific with the goals and initiatives identified to fulfill the goals.

Consultation with government, local tourism businesses, and any other stakeholders is next. This step is to get feedback about the policy statement. Following the consultation and depending on the outcome, the policy statement might be rewritten or modified. Next would be another round of consultation and then rewriting until the the policy statement is approved.

Now is time to implement the policy statement. This will include identifying specific roles of individuals, committees, organizations, etc. This step also includes developing the budget and timeline for the initiative(s).

Finally, those involved evaluation the policy. Were the goals achieved? Why or why not? However, you do not wait until the end of the established timeline for the policy to evaluate. There should be constant assessment to identify if you are likely to achieve the goals. Remember there are numerous constraints that are external (e.g., weather, natural disaster) that might dictate the need to adjust the initiatives and other efforts related to the tourism policy.

Tourism Planning

Prior to tourism planning it is important to consider other types of planning for a community or geographic area. Planning is not new. Gunn and Var (2002) indicate physical planning goes back to early Greek and Roman times. Planning is done to manage visual appearance and land use. However, planning incorporates many disciplines and perspectives: “Planning is a multidimensional activity and seeks to be integrative. It embraces social, economic, political, psychological, anthropological, and technology factors. It is concerned with the past, present, and future” (Rose, 1984, p. 45).

Gunn and Var (2002) suggest when plans (not only tourism, but community, etc.) are created they often include very high or lofty goals and it is difficult to actually achieve such goals for numerous reasons. Planning is very vague and has no real theory behind it. For community plans the general goal is a better place to live. For tourism planning the goal might be to provide visitors with a good experience. As stated earlier, an effective  tourism plan can also maintain or even improve the quality of life of residents, not just economically but the attractions provide activities for local residents as well as tourists.

Morrison et al. (2018) offer three primary reasons for tourism planning. The first two are related to impacts, to maximize the economic benefits and minimize damage to resources (i.e., natural, environmental, cultural). Another reason for a tourism plan is that tourism is constantly changing for many reasons (e.g., visitor expectations, needs, motives; politics; economy; technology). As a result, the plan needs to be adaptable.

Not all destinations have a tourism plan. Some reasons for not having a tourism plan include (Morrison et al., 2018):

• Objections – it should be taken care of by the private sector and there is no need for a formal plan.
• Cost – includes market research, consultations, and a lot of time.
• Complex – tourism is affected by numerous things, such as government policies, dynamic of the community and stakeholders.
• Diversity – various sectors involved directly or indirectly in tourism.
• Seasonality – in many destinations the jobs related to tourism can be seasonal (e.g., beach destinations, snow skiing destinations).
• Unpredictability – keep in mind the numerous things that affect and make tourism complex (e.g., natural disasters, crises, politics, economy).

Gunn and Var (2002) add the following tourism planning barriers:

• Lack of awareness of tourism impacts – which is ironic because it is a reason for a tourism plan.
• Do not understand tourism development – there needs to be a plan for developing tourism and then maintaining and even upgrading tourism (e.g., attractions, facilities, etc.).
• Inadequate infrastructure – might have deteriorated attractions, facilities, etc.
• Unorganized – no leadership to guide the process.
• Politics – usually various opinions among stakeholders (e.g., businesses, government, other stakeholders).
• Lack of hospitality training.

However, there can be serious consequences of unplanned tourism. In general, unplanned tourism is not likely to be sustainable tourism economically, environmentally, socially/culturally.

Tourism Planning Models or Approaches

Morrison et al. (2018) provide a seven step tourism destination planning model:

• Background analysis – including a SWOT analysis and assessments of government policies that affect tourism, inventory analysis (e.g., attractions, accommodations, restaurants, etc.), current demand for tourism at the destination.
• Research and analyses – identify/map locations of the inventory analysis, market survey of current visitors (e.g., motivations, what they like to do) and non-visitors (e.g., why have they not visited?, awareness of the destination, image/perception of the destination), competitive analysis (e.g., who are your competitors?, how can you differentiate your destination from competitors? what do and can you work to improve?).
• Where are we now? (position statement).
• Where would we like to be? (vision statement). Then, identify critical success factors or ways to measure and determine if you achieved your vision.
• Setting goals, establishing strategies, and setting objectives – develop a policy or (e.g., stimulate the economy). Set goals or achievable outcomes. Identify alternative strategies to achieve goals and select the most desired of the alternatives given environment or conditions (e.g., economy, resources, politics). Set objectives which are more short term goals to help monitor if you are going to achieve your longer term goals. If not, remember a tourism destination plan should be adaptable, which is the next step.
• Develop a plan – identify organizations and people to be involved and their roles, funding sources and budgets for different aspects of the plan, activities to implement your plan.
• Implement and monitor the plan – While the plan should be developed by input and participation by numerous stakeholders, it is generally implemented by a local tourism agency or organization (e.g., CVB). But, there should be committees derived of various stakeholders to which the agency is accountable. This helps monitor progress of implementing the tourism destination plan and adapt if needed.
• Evaluate the plan – measure performant of the various parts of the plan against the goals (e.g., did you achieve the goals? Why or why not?). Use the evaluation to see if and how you might adapt the plan moving forward.

Tourism Development

The tourism destination plan helps guide development of tourism. Destinations will be at various stages of development. So, it is not that the tourism plan is just for a destination just getting involved in tourism. As suggested by Mason (2003). development and change for destinations occurs as time progresses. The characteristics, motives, preferred activities and attractions, and many other things change over time and destinations redevelop to remain competitive. A fairly common way to view this is commonly referred to as “Butler’s Tourism Area Lifecycle”. There are five main stages to Butler’s Life Cycle (Butler, 1980):

• Exploration – at this stage there might be some tourism but not really an effort to provide traditional or common tourism attractions, facilities, etc. This stage mostly include tourists visiting facilities and local resources used by residents.
• Involvement – this is the beginning of the destination offering some facilities for tourists. The destination begins to more formally organize and provide or improve infrastructure, some attractions, and facilities for tourists at a local level.
• Development – the destination begins marketing and promoting the destination. This stage also begins development from outside organizations and/or businesses. The destination will begin to develop and look more like a noticeable tourist destination. More and more tourists will likely visit the destination as development progresses.
• Consolidation – at this stage the rate of increase in visitors will begin to decline. The rate of development will also begin to decline. Residents may become opposed to tourism with all of the non-locals who are in the community and there is more traffic and congestion. Some of the older attractions, facilities, etc. may also begin showing degradation.
• Decline – number of visitors will be begin to decrease as competitor destinations might have more appealing attractions, infrastructure, etc. The degradation of attractions, infrastructure, and other aspects of the destination will continue and possibly turn into what Butler (1980) refers to as a “veritable tourist slum” (p. 9).
• Rejuvenation – this outcome can occur by development of a new man-made attraction, which is likely to be followed by improvement of surrounding attractions, facilities, and other tourist needs. However, if competitor destinations also rejuvenate, the competition will remain and rejuvenation might be much less or possibly not rejuvenate and potentially decline. Another way Butler (1980) suggest rejuvenation can occur is to utilize natural resources that might not have been part tourism product throughout previous tourism development and marketing and promotion.

Butler (1980), as well as many other tourism scholars, suggest all of these efforts or stages of Tourism Area Life Cycle should be a collaborative effort within the community. For example, the government could offer incentives for private development of a new man-made attraction.

There are a number of potential ways to develop tourism. One way is to develop a “flagship” attraction, which are major attractions like a theme park (e.g., Disney Land, Disney World) and/or utilize natural attractions (e.g., ocean, lake, National Park). Gunn and Var (2002) offer recommendations for tourism destinations to develop destination zones. The zone would have clusters of attractions (e.g., museum districts) and a corridor connecting the clusters with some form of transportation. Clustering attractions provides tourists with more to do in a closer area so they spend more time at attractions and less traveling between attractions. The destination zone and clustering is a great example of planning and development and how integrated the two initiatives should be.

Morrison et al. (2018) suggest tourism involvement should be holistic. The holistic view would include consideration of the product (e.g., attractions, events, support facilities, transportation, infrastructure, etc.). Respective destinations could also ensure people (i.e., hosts, guests) are included to ensure there is community awareness and  inclusion of local businesses, organizations, and residents. Morrison et al. (2018) also suggest visitor management (e.g., signage) and identifying the visitor mix of the destination. Packages (e.g., all inclusive, hotel and tickets to attraction) and programs (e.g., events, festivals, other activities) could also be developed to attract more tourists. However, destinations should approach tourism development and/or redevelopment from a sustainable approach to avoid overtourism (i.e., too many tourists).

Sustainable Tourism Development

Tourism development should also be sustainable and include the three impacts of tourism (i.e., economic, environmental, social/cultural).

The United Nations (n.d.) proposes 17 goals to consider for economic development, which include economic (e.g., “No Poverty”, “Decent Work and Economic Growth”, environmental (e.g., “Clean Water and Sanitation”, “Affordable and Clean Energy”), and social/cultural (e.g., “Good Health and Well Being”, Quality Education”) goals. The 17th goal is “Partnerships For the Goals”, which are very important for tourism destinations, not only in tourism destination planning and development, but other aspects such as marketing and promotion.

Relating development back to the impacts of tourism (i.e., economic, environmental, social/cultural). Sustainable development should include these impacts. Morrison et al. (2018) through applying the triple bottom line to tourism offers some examples of efforts for sustainable development in each of the three areas:

• Social – include residents, be sure development improves or at least maintains locals’ quality of life.
• Environmental – protect resources, educate visitors and residents of ways to protect resources.
• Economic – new employment opportunities, increase spending of visitors, find ways to have businesses purchase locally to minimize leakage.

Tourism Development Strategies

Various strategies exist to develop tourism. For example, flagship attractions (e.g., large amusement parks, National Parks) can provide something unique to market and promote. Development of clusters of attractions (e.g., museum districts) provide several attractions near each other so visitors do not have to drive long distances between attractions. Such districts could also include development of a circuit or trail for transportation via hiking or biking. Aside from man-made attractions, events can be developed by destinations to highlight such things as cultural or other unique aspects of a destination.

Considering all of the possible options of tourism development provides a holistic view. Not only the examples of attractions and events, but packages and programs can developed. Destinations need to also consider all of the elements of tourism in development (i.e., attractions, infrastructure, transportation, built/support facilities, service quality/hospitality). Again, not only businesses and organizations directly involved in tourism, but all stakeholders (e.g., residents, other local businesses) should be included and/or given the opportunity to provide feedback regarding the tourism development plan.

The general goals of tourism development should include improving visitors’ experiences, improving the local economy, not damaging natural resources, and integration throughout the destination so that tourism attractions and venues are not isolated from the rest of the community (Gunn & Var, 2002). Such goals of tourism development require all three sectors (i.e., private, non-profit, government) to be involved and collaborate.

Tourism Development Roles

The private sector, non-profit, government, and local community (e.g., residents) should be involved in tourism development. The private sector role is entrepreneurial and operations (Morrison et al., 2018). The entrepreneurial role is to identify investors to develop man-made attractions, accommodations, food and beverage, and other facilities for tourists. Once built their role becomes to hire workers, manage the operation and ensure it is successful. After all, they are taking a risk as entrepreneurs.

As discussed in the Tourism Organizations section, the non-profit organizations include CVBs to market and manage the destination, chambers of commerce, associations such as a local sports association to attract sporting events to the destination. The CVB typically works with all stakeholders and leads the marketing and sales (e.g., conventions, trade shows) for the destination. Chambers of commerce might be the tourism marketing and sales organization in smaller destinations. However, many of these non-profit types of organizations collaborate with each other, as well as with private or for-profit-sector (e.g., members of CVBs) and government (e.g., hotel tax dollars as a funding source). Non-profit organizations might also operate such things as museums and historical attractions, as well as festivals and events. Such organizations might be local cultural organizations.

The government really does not manage tourism attractions. However, there are exceptions, such as National Parks. Government roles are to stimulate development of tourism, as well as establish and enforce procedures, codes, such as zoning (e.g., business, residential). Government might also get involved for the following reasons: bankruptcy of an attraction where the government needs to help the business in some way, ensure cultural aspects of the community are conserved, encouraging private sector development, find ways to work with potential attractions and other elements of tourism provided through the private sector where businesses may have concerns about being profitable (Morrison et al., 2018).

Government might fulfill some of the above reasons for their role in tourism development by offering incentives (e.g., tax breaks) to entice development by the private sector. Government might also offer a piece of land for private sector development, which lowers the businesses cost to develop at attraction, supporting facilities, or other element of tourism.

While the sectors may have relatively unique roles in tourism development, it is also important the cooperate with each other for the good of the destination. Edgell and Haenisch (1995) offer a model whereby there are times each will work independently of the other two sectors, times when two sectors work together (e.g., private sector and government), and times when all three work together. Edgell and Haenisch (1995) call this “coopetition”. For example, while attractions compete within the destination for tourists to visit respective attractions, if all stakeholders cooperate the develop and manage tourism, the destination will do better overall.

Project Development Analyses

Prior to developing an attraction, hotel, or other element of tourism, there should be an assessment or analysis to determine the feasibility of being successful. Private sector developers who need be profitable will typically do feasibility studies. This may start with a pre-feasibility study, which is essentially to see if the project is even viable. For example, does the project make sense given what the destination already offers? Pre-feasibility studies might be conducted by whatever company or organization is interested in the project. If it does, the next step would be a more robust feasibility study to identify such things as potential sites for the product being considered, assess the market demand of the project, projected revenues and expenses, capital costs to develop the project, and will there be enough return on investment (ROI) if the project is developed. The full feasibility study is often conducted by an independent consulting company to minimize biases. The feasibility studies helps the company or organization identify if the project should move forward or not.

The market demand study within the full feasibility study would include secondary and primary research. Secondary research would include existing data, such as hotel metrics (e.g., supply, demand or rooms sold over a given period of time, occupancy, average daily rate (ADR), and revenue per available room (REVPAR) if the project is a hotel. Primary market analysis requires collection of data. This can include surveys (e.g., visitors of the destination to determine if the potential project is of interest), focus groups to get in-depth insight as to the interest of visitors. Surveys can also be conducted to potentially identify potential demand for the project.

If a project is not intended to be profitable, such as one being developed by the government or non-profit organization, a cost-benefit analysis can be conducted. Such a study essentially identifies the potential benefits to society are worth the cost of the investment.

Butler, R. W. (1980). The concept of a tourist area life cycle of evolution: Implications for management of resources. Canadian Geographer, XXIV (1), 5-12.

Draper, J., Woosnam, K. M., & Norman, W. C. (2011). Tourism use history: Exploring a new framework for understanding residents’ attitudes toward tourism. Journal of Travel Research, 50 (1), 64-77.

Edgell, D. L., Allen, M. D., Smith, G., & Swanson, L. E. (2008). Tourism policy and planning: Yesterday, today and tomorrow . Elsevier Inc.

Gunn, C. A., & Var, T. (2002). Tourism planning: Basics, concepts, cases (4th ed.). Routledge.

Hall, C. M., & Jenkins, J. M. (1995). Tourism and public policy . Routledge.

International Trade Administration. (n.d.). Tourism Policy Council (TPC). https://www.trade.gov/tourism-policy-council

Mason, P. (2003). Tourism impacts, planning and management . Elsevier Butterworth-Heinemann.

Morrison, A. M., Lehto, X. Y., & Day, J. G. (2018). The tourism system (8th ed.). Kendall Hunt.

Rose, E. A. (1984). Philosophy and purpose in planning. In M. J. Bruton (Ed.), The spirit and purpose of planning (2nd ed., pp. 31-65). Hutchinson.

United Nations. (n.d.). Department of Economic and Social Affairs: Sustainable Development. https://sdgs.un.org/goals

U.S. Department of State – Bureau of Counsular Affairs. (n.d.) Visa Waiver Program. https://travel.state.gov/content/travel/en/us-visas/tourism-visit/visa-waiver-program.html

GHL 2365 - Tourism Copyright © 2024 by Jason Draper is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License , except where otherwise noted.

Share This Book

Academia.edu no longer supports Internet Explorer.

To browse Academia.edu and the wider internet faster and more securely, please take a few seconds to  upgrade your browser .

Enter the email address you signed up with and we'll email you a reset link.

• We're Hiring!
• Help Center

TOURISM PLANNING APPROACHES

Related Papers

Kelly Bricker

Predicated on socio-economic changes in the more developed countries, international tourism in less developed countries has become an attractive option for economic development. As international tourism continued to grow however, it became apparent that a range of negative impacts was affected. As a result, sustainable development became a focus for tourism as a development tool. There are several inherent challenges in applying the principles of sustainable development at an operational level in tourism. These include the nature of the tourism industry and product, the fragmented fashion in which critical decisions about tourism are made, and the diverse and often conflicting interests in tourism development held by a broad range of stakeholders. Sustainability under these conditions is an elusive concept and even more of a challenge to implement within the tourism system. This paper considers the pragmatic implications of operationalizing sustainable practices in tourism developme...

Tourism International Scientific Conference Vrnjačka Banja - TISC

Biljana Pejoska Risteska

European Scientific Journal

Rezarta Brokaj

Theodosia Christhe Nathalia

Purpose: Tourism is becoming increasingly more important in economic development. Aware of this potential, organizations, governments, professionals, and scholars that are involved in tourism development recognize the need and right for stakeholders to be included and involved in the tourism development process. The focus on more stakeholder participation emphasizes its ability to handles multiple perceived issues. The purpose of the paper is to identify stakeholders of Central Sumba who is responsible for the development of a tourism destination and how they have been applied in relation to sustainable tourism development. Design/methodology/approach: A qualitative research method was chosen. The data are based on the interviews of tourism stakeholders in Central Sumba. Data were collected via semi-structured, in-depth interviews with 25 representatives. In order to capture the widest variety of local, regional and national viewpoints on the implementation of sustainable tourism development situation, local residents, governmental, non-governmental and private sectors were included. Findings: The level of leadership among the stakeholders in Central Sumba varied, yet still depends on the public sectors which is local government. The public sectors seem to have a greater role and more responsibility in developing the destinations. Originality/value: The paper discusses the roles of tourism stakeholders.

Proceedings of the International Conference on Tourism (ICOT 2013). Trends, Impacts and Policies on Sustainable Tourism Development

Valentina Della Corte , Alessandra Iavazzi

The aim of the paper is to deeply understand the different strategic choices a destination management organization (DMO) can make with a managerial approach in order to ensure the development of the destination by systematizing local resources according to a long run vision. Once the “sustainable tourism” is identified, it is necessary to understand which are the main strategic initiatives a DMO can put in place taking into account the stakeholders directly or indirectly involved in tourism activities, according to a responsible tourism approach. In order to identify common procedures and successful policies, the paper uses a comparative case study analysis in order to describe several existent best practices with some possible generalizations. The findings of this research highlight strategic governance choices, as well as the role of public and private actors, in facilitating destinations sustainable development.

Sustainable Development

Maria Partidario

mahmood ziaee

Extended Abstract Sustainable tourism development recently as a management strategy for destinations has got special significant. However, there is Discontinuities between concept of sustainable tourism development (STD) and original paradigm that STD derived from it, means sustainable development, in terms of theoretical and practical viewpoints. The main goal of paper discusses and analyze around the most important practical and theoretical challenges that sustainable tourism development has face with them. The research method is literature content review of this field. This paper, Also, review different frameworks of sustainable tourism development. Dynamics of tourism destination development during the three Separate ways that according one environmental pragmatism move to sustainable mass tourism and finally converge will be discussed. Finding of this paper is identifying the most important theoretical and practical challenges and critics of sustainable tourism development form...

Morena Mičetić Fabić

The purpose of this paper is to establish how and to what extent local self-governments(towns) in tourism destinations are involved in sustainable development. The aim is to identify the types of activities undertaken by local self-government units to promote sustainable development and the main problems they are faced with in undertaking and implementing these activities. The paper also investigates whether the towns possess plans containing activities for promoting sustainable development, whether they have defined indicators to measure progress in sustainable growth and whether they use them, whether they have made the necessary organisational adjustments to planning and promoting sustainable development and whether they are equally concerned with ecological, economic and socio-cultural sustainability. Two primary studies were conducted, one on a sample of experts on sustainable development and/or tourism and the other on a sample of towns in Croatian coastal counties. The study ...

Vanessa GB Gowreesunkar

Few businesses are subjected to negative criticism as tourism does. In early stages, it was considered a passport to development, later around the last quarter of 20th century, it touched the zenith, bringing in its wake, myriad negative consequences that it consumes places, cultures, creates acculturation, degrades the environment and suffers from leakages. Tourism destroys tourism become a bye-word. Serious thinkers came forward with two mantras of redemption: Ecological Tourism and Sustainable Development (SD). Both models were a promise of conservation of resources, and assured well-being of the local community and of the visitors. Both were the outcomes of the world’s best brains; they asked for the parsimonious use of finite resources, promote localism, and act in line with the laws of nature with sustainable policy. Ecotourism fell prey to human greed and green washed many splendid ecosystems and SD got entangled with definitional irk. This paper reviews the tourism scenario critically and indicate possible barriers that hamper the fruition of the concept of sustainability. Critics of SD argue that, it needs new knowledge to operate effectively. It does not have strong database on the present world tourism situation, let alone future generation. SD is based on the science of ecology, we may have theoretical knowledge, but the deeper understanding of overall ecosphere is wanting. ‘Evenmoreism’ seems not to be compatible with SD such as anthropocentrism, resourcism, modernism. The myth of endless growth that promotes over-consumerism, over production, ineffective policy and poor governance are some of the drivers of unsustainability. One of the sad facts is that most stakeholders are averse to tourism research that relegates them to archaic methods. For attaining sustainable development, stakeholders have to foster a culture of sustainability. The paper illustrates the factors responsible for unsustainability with the help of a case study which demonstrates ‘how a sustainable resort declines without effective policy and guidelines.

Tourism is a vital component of the Welsh economy and the need to incorporate sustainability principles into new and more responsible forms of tourism development is now widely accepted. Sustainability in a tourism context is multi-faceted, involving consideration of the economic, sociocultural and environmental impacts of tourism on all of the people and places impacted by it, including tourism and non-tourism businesses, residents and guests. Planning for sustainable tourism is therefore complex, requiring integration with other relevant planning processes; wide-ranging stakeholder participation; and, an integrative, iterative and strategic approach. This study assessed the extent to which Wales’ regional tourism entities have to date incorporated a stakeholder-driven, sustainability-focused mindset into their planning activities. Evaluation of 22 recent destination management plans revealed that there are many opportunities for improvement in the extent to which the desires of th...

RELATED PAPERS

Potharaju Venu

IEEE Communications Magazine

Chung-sheng Li

Seung-Yeon Kim

Yasmine Gharieb

Anisya Nasht Zahnidar Lukman

Elise de La Rochebrochard

SSRN Electronic Journal

BIMAL SARKAR

Engineering Economics

Regina Andriukaitienė

Boletín del Museo Chileno de Arte Precolombino

Gisela Spengler

Publicationes Universitatis Miskolcinensis. Sectio Philosophica

Csaba Fazekas

Jurnal Psikohumanika

Christiana Hari Soetjiningsih

Debora Fonseca

Gerrit Lohmann

Marilyne Andersen

Clinical Oncology

Tim Illidge

The World Bank, Washington DC

Enno Heijndermans

Clinical Chemistry

hans neubauer

Pharmacological Research

M. Pastor-anglada

Journal of Thermal Analysis and Calorimetry

Godwin Antony A

Ondrej Zindulka

38th Aerospace Sciences Meeting and Exhibit

Vladimir Riabov

Transformasi Global

Yanti Sianturi

The holistic approach to environment

Dr. Bharat Malakar

Circulation: Cardiovascular Genetics

Alberico Catapano

•   We're Hiring!
•   Help Center
• Find new research papers in:
• Health Sciences
• Earth Sciences
• Cognitive Science
• Mathematics
• Computer Science
• Academia ©2024

Wait you forgot to try your Luck

Enter your email and get details on how you can win Prizes/ Shopping Vouchers

• Business Courses How to start a travel agency 4Ps of Tourism Marketing Interpersonal Skills Training Mastering in AIRBNB Travel Consultant Course Travel Photography Travel Agent Essentials Tourism Marketing Course International Tourism Course View All
• Destinations Alpines of Graubunden Lakshadweep Oman Andaman Manali Hampi Hawaii Hungary Saudi Arabia Ooty View All
• Hotels Centara Ras Fushi Resort Maldives Centara Grand Maldives Courtyard By Marriott Bangkok JW Marriott Bangkok FIVE Zurich Hyatt Ziva Los Cabos Hyatt Ziva Puerto Vallarta Sinner Paris Kandima Maldives View All
• Experiences ARTECHOUSE Kennedy Space Center An out of this world adventure SUMMIT One Vanderbilt Phillip Island Nature Park Trans Studio Bali Theme Park Zoos Victoria Vana Nava The Wheel at ICON Park View All

• Register with us
• Webinar Registration
• Destinations
• Experiences
• Business Courses
• TBO Portal Training
• Strategic Alliance

Existing Agents Login Here

Reset Password

Tourism planning: importance, benefits, types & levels.

Planning is to prepare a Road Map to achieve goals.

Faludi, in 1973, defined tourism planning as "Planning is a very important part of the process by which governments manage tourism at the national, local and organizational levels".

What is Tourism Planning?

The upkeep and expansion of the tourism sector in a particular area is referred to as tourism planning. Planning for tourism is, of course, a crucial component.

Creating strategies and plans to increase, develop, and stimulate tourism for/in a destination may be summed up as tourism planning. The primary motivation behind establishing and implementing strategies for the tourist industry is to generate money, which will eventually raise the GDP of a nation or region.

What is the need for Tourism Planning?

For the expansion of the sector important to plan tourism activities for the following reasons:

• It is necessary to plan tourism activities on different levels and in various manners to promote tourism and boost the economy.
• To provide quality to both tourists and residents.
• It involves making major decisions which cannot be taken spontaneously.

What are the components of Tourism Planning

• Exploration phase/ Preparatory
• Planning phase/Feasibility/
• Zoning phase/Formal planning
• Design and implementation phase
• Operational phase

Most nations that have successfully planned their tourism can be found online and are regarded as incredible holiday destinations. People go to these nations hoping their travel vlogs will increase their subscriber count on YouTube. That is an indication of success in the modern day.

Benefits of Tourism Planning

Tourism destination planning should be a vital component of every destination's tourism development plan to get the best outcomes and please all stakeholders. While some places do a great job of maintaining sustainable tourism, others (typically developing countries) need to recognize the significance of comprehensive tourism development planning.

Tourism planning can benefit various parties involved from the industry in the following ways:

• It boosts revenue and employment thanks to tourist spending.
• It safeguards cultural and natural assets so that visitors can enjoy them.
• It broadens the comprehension of cultural diversity
• It constructs new infrastructure, such as sewage systems, roads, etc., for the community.

Impacts of Tourism Planning

The impacts of tourism destination planning can be sorted into seven general categories:

• Environmental
• Social and cultural
• Crowding and congestion
• Community attitude

According to Inskeep, six "golden standards" should be followed when creating a strategy for tourist planning and policy (1991).

1. Goal Oriented: Tourism Planning should be oriented to achieve broad national and community goals.

2. Integrative: Integrating tourist policy and planning into the economy, land use and infrastructure, conservation, and environmental planning.

3. Market Driven: Planning for successful tourism growth in a cutthroat international market.

4. Resource Driven: Developing tourism that capitalizes on the location's inherent advantages while preserving and improving the features and experiences of existing tourism resources.

5. Consultative: Considering broader community attitudes, needs, and desires to determine what the population will accept.

6. Systematic: utilizing primary or secondary information to support planners conceptually or predictably, incorporating knowledge from other tourist locations

Levels of Tourism Planning

Planning and policy for the tourism industry occur at several levels. This can be done in a top-down approach, with international or national bodies, or a bottom-up approach from a local level.

1. International Tourism Planning: Tourism planning at the international level typically involves international transportation services, the movement and scheduling of tourist tours between different countries, the development of significant tourist attractions and facilities in neighboring countries, as well as the working strategies and promotional programs of many nations.

2. National Tourism Planning: Tourism policy, infrastructural facilities, and a physical structure plan, which includes significant tourist attractions, chosen tourism development regions, international entrance points, facilities, and services, are all addressed at the national level of tourism planning. Additionally, it is concerned with the quantity, types, and quality of lodging and other essential tourist facilities and services; the country's major travel routes and their regional connections; tourism organization

rights, laws, and investment policies; marketing and promotion strategies for the industry; education and training initiatives; and environmental, economic, and sociocultural analysis.

3. Regional Tourism Planning: Regional planning considers factors such as regional policy, regional entrance points, transportation facilities, and services; the types and locations of tourism attractions; the quantity, varieties, and places of lodging and other tourist facilities and services; and the sites of tourist development regions, such as resort areas.

They will also oversee sociocultural, environmental, economic, and impact analyses, regional education and training programmes, marketing strategies, investment policies, organizational structures, legal frameworks, and implementation strategies, including project plans and zoning ordinances.

4. Local Tourism Planning: Participants at the local level will think about the analyses, outputs, outcomes, and assessment of tourism planning at the ground level.

Types of Tourism Planning

Before creating a comprehensive plan to market the destination, the following types of tourism planning are taken into account:

Spatial Tourism Planning: Spatial tourism planning attempts to thoroughly process social, environmental, and economic change to bring about certain ends. Drawing plans, maps or diagrams are put together to decide where socio-spatial activities can occur.

Sectoral Tourism Planning: In this kind of planning, the regions are divided into sections, and each section is called a sector. It concentrates on a manageable area and takes into account the specific infrastructure, land use, transportation, and environmental requirements of that region. Depending on the nature of the products or services provided, economic, social, and administrative activities are grouped into sectors.

Complex Tourism Planning: When various regions are considered for the purpose of tourism planning, it is known as complex tourism planning. These regions are to be developed comprehensively because of the significant interest shown by international tourists. There is a possibility that these regions are located far away from one another.

Integrated Tourism Planning: Integrated tourism refers to making tourism the primary industry in a given area by systematically and comprehensively promoting all available economic, social, and tourism resources.

Sustainable Tourism Planning: Sustainable tourism planning involves striking the correct balance between the requirements of people and the environment. It entails stating the community's mission, vision, and unique selling point or identity in clear terms. With the help of this type of destination planning in our local communities, we are better equipped to plan for the long term, and respond to changing target markets, trends, and emergencies like the Covid-19 outbreak. Additionally, it guarantees that resources are allocated properly while ethically and sustainably establishing local communities. This method of tourism planning benefits people and places in positive ways on all fronts—socially, economically, culturally, and environmentally—puts sustainability at its core.

Centralized Tourism Planning: Centralized tourism planning is done by a single authority, usually the state or central government.

Decentralized Tourism Planning: Organizations are interested in developing tourist spots and planning the various activities visitors can enjoy. (Joint Venture).

They take assistance from government. Suggested Read:  Sustainable Tourism

Frequently Asked Questions

Q1. why is tourism planning important.

A1. Destination development plans should include tourism planning since it promotes a destination's long-term viability and encourages cooperation among important stakeholders..

Q2. What are the features of tourism planning?

A2. Three general principles of planning for tourism can be specified as anticipation, regulation and monitoring.

Q3. What are the barriers to tourism planning?

A3. A3. According to earlier research conducted in several nations, a common pattern of issues has emerged. For instance, financial constraints, a lack of knowledge, an insufficient amount of time, and other issues have prevented local governments from incorporating tourism into their development plans.

• Exploring Sigatoka Sand Dunes: The Crowned Jewel of Fiji
• 10 Most Beautiful Places to visit in Istanbul
• Things to do in Phillip Island: For an Incredible trip to Melbourne, Victoria
• Top 15 Things to Do in Victoria: Exploring Melbourne and Beyond
• Top 6 Places to Visit in Muscat: Top Attractions & Hidden Gems
• 10 Things to Do in Saudi Arabia Beyond a Spiritual Experience
• 8 Adventures in Oman: You shouldn’t be missing
• 8 Tourist Places to Visit in Lakshadweep: India’s Island Paradise
• 8 Best Things to do in Oman for a Holiday to Remember
• Full Proof Guide to 13 Top New Attractions in Dubai
• Top Things to Do at Katara Cultural Village, Doha, Qatar
• Exploring the Breathtaking Beaches of Tanzania: A Coastal Paradise
• Discovering Willy’s Rock: Boracay's Hidden Gem
• 10 Top Places to Visit in Oman, Tourist Places & Tourist Attractions
• Camping in Riyadh: A Recreational Escapade in the Desert

Why tourism planning is important

Disclaimer: Some posts on Tourism Teacher may contain affiliate links. If you appreciate this content, you can show your support by making a purchase through these links or by buying me a coffee . Thank you for your support!

Tourism planning should be an integral part of any destination’s tourism development plan in order to achieve the best results and satisfy all stakeholders. Tourism planning is key to maintaining sustainable tourism and whilst some destinations do this very well, others (often developing countries), fail the recognise the importance of effective tourism development planning.

In this post I will explain why tourism planning is so important and recommend some literature for further reading on this topic. This information on tourism planning should be helpful to a number of tourism stakeholders, including business entrepreneurs, Government bodies and tourism workers. It is also useful for those studying travel and tourism as well as those who have a general interest in the subject. For an introduction to the concept of tourism policy and planning visit this post- ‘ The different levels of tourism policy and planning ‘. 

Wait! Before you read on, take a look at the short video that I created all about the importance of tourism planning! 

What is tourism planning?

Tourism development refers to the growth and maintenance of the tourism industry in a given locality. And, of course, tourism planning is a very important part of this.

On a basic level, tourism development can be defined as creating strategies and plans to increase/develop/encourage tourism for a destination. The fundamental reason behind planning and implementing strategies for developing the tourism sector is primarily to make money and to subsequently increase the GDP of a country/area.

You might also be interested in my post- ‘ What is tourism? A definition of tourism ‘ 

Tourism development consists of many elements including, but not limited to: developing and managing private-public partnerships, assessing the competitors to gain competitive advantage, ensuring responsible and sustainable development, viewing tourism as an interconnected system and a demand-driven sector, assessing private sector investment and international cooperation, tourism clustering and involvement by the Government.

According to Williams cited in Mason (2003);  

‘The aim of modern planning is to seek optimal solutions to perceived problems and that it is designed to increase and, hopefully maximise development benefits, which will produce predictable outcomes’.

And Getz (1987) cited in Pearce (1989) defines tourism planning as;

“A process, based on research and evaluation, which seeks to optimise the potential contribution of tourism to human welfare and environmental quality”

Tourism development planning should be an integral part of any destination’s tourism plan in order to achieve the best results and satisfy all stakeholders. Tourism development planning is key to maintaining sustainable tourism and whilst some destinations do this very well, others (often developing countries), fail the recognise the importance of effective tourism development planning.

What is tourism development planning?

Tourism development refers to the growth and maintenance of the tourism industry in a given locality. And, of course, planning is a very important part of this.

Basic stages in tourism development planning

Tourism development planning is no simple task and there are many variables to consider. There are also different levels of tourism planning and policy . Fortunately , destinations can learn lessons from other areas which have been successful or otherwise. Take for example, over dependence on tourism in Egypt as I explain in this post- Why Unpaid Business is Better than No Business: The Case of the Egyptian Boatman. It is also worthwhile to look at the tourism policies of similar destinations. Some strong examples include Jamaica and Cape Town .

On a basic level, the main stages in tourism development planning include: the analysis of previous tourist development; evaluation of the position of tourism in the area including competition; formulation of relevant tourism policy by Government; the defining of a development strategy and the formation of a programme of action.

The benefits of tourism development

Tourism development planning enables a range of benefits to all stakeholders involved, for example:

• It increases income and jobs from tourist spending
• It helps preserve cultural and natural heritage for tourists
• It increases understanding of other cultures
• It builds new facilities such as sewage for whole communities or new roads

The costs of tourism development

There are also some costs which must be considered and planned for, which include:

• Costs of implementing tourist facilities can be costly
• The environment can be destructed to make room for hotels etc. to be built
• Social standards may be undermined e.g. topless women in Dubai
• The natural environment may be polluted

Formulating an approach to tourism policy and planning

There are six ‘golden rules’ that should be applied when formulating an approach to tourism policy and planning, as outlined by Inskeep (1991).

• Goal oriented

Clear recognition of tourism’s role in achieving broad national and community goals

• Integrative

Incorporating tourism policy and planning into the mainstream of planning for the economy, land use and infrastructure, conservation and environment

• Market driven

Planning for tourism development that trades successfully in a competitive global marketplace

• Resource driven

Developing tourism which build on the destination’s inherent strengths whilst protecting and enhancing the attributes and experiences of current tourism assets

• Consultative

Incorporating the wider community attitudes, needs and wants to determine what is acceptable to the population

Drawing on primary or secondary research to provide conceptual or predictive support for planners including the experiences of other tourism destinations

Why tourism development planning is important

Tourism development planning really can make or break a destination. If done well, it can ensure the longevity of the tourism industry in the area, take good care of the environment, have positive economic outcomes and a positive benefit to the community.

If done badly , tourism development can destroy the very environment or culture that it relies on. It can disrupt local economies, cause inflation and negative effects to local people and businesses. Unfortunately, developing countries tend to suffer the most from negative impacts such as these, largely as a result of limited education and experience in contrast with Western nations. For more on this topic, you can read this post.

If you wish to cite any of the content in the post please use reference ‘Stainton, Hayley. (2018) Lifeasabutterfly .’

§§cs§§

For more on what constitutes tourism planning I recommend that you refer to the texts Tourism Policy and Planning: Yesterday, Today, and Tomorrow by Edgell and Swanson and Tourism Planning and Destination Marketing by Camilleri .

Tourism development planning is no simple task and there are many variables to consider. There are also different levels of tourism planning and policy. Fortunately, destinations can learn lessons from other areas which have been successful or otherwise. Take for example, over dependence on tourism in Egypt as I explain in this post- Why Unpaid Business is Better than No Business: The Case of the Egyptian Boatman. It is also worthwhile to look at the tourism policies of similar destinations. Some strong examples include Jamaica and Cape Town .

You might also be interested in my post- ‘ Best Universities In The UK To Study Travel and Tourism ‘

There are six ‘golden rules’ that should be applied when formulating an approach to tourism planning and policy, as outlined by Inskeep (1991).

You might also be interested in my post- ‘ What is ‘begpacking’ and why is it so bad ?’

Tourism planning really can make or break a destination. If done well, it can ensure the longevity of the tourism industry in the area, take good care of the environment, have positive economic outcomes and a positive benefit to the community.

If done badly, tourism development can destroy the very environment or culture that it relies on. It can disrupt local economies, cause inflation and negative effects to local people and businesses. Unfortunately, developing countries tend to suffer the most from negative impacts such as these, largely as a result of limited education and experience in contrast with Western nations.

For more on this topic, I recommend the following texts:

Tourism Policy and Planning: Yesterday, Today, and Tomorrow

Tourism Planning and Destination Marketing

Leisure, Sport and Tourism, Politics, Policy and Planning

Tourism Planning: Policies, Processes and Relationships

Liked this article? Click to share!

The Role of Spatial Models in Tourism Planning

• Conference paper
• First Online: 19 May 2018
• Cite this conference paper

• Svjetlana Mise 6  

Part of the book series: Smart Innovation, Systems and Technologies ((SIST,volume 100))

Included in the following conference series:

• International Symposium on New Metropolitan Perspectives

1846 Accesses

1 Citations

Tourism is becoming one of the world’s largest growing industries with a continuous growth of around 4% per year for seven years straight according to UNWTO. Consequently, interest in utilizing the potential of tourism to boost economic development has grown dramatically. And although tourism’s beneficial impact on the fostering country’s economic growth and the developmental force tourism generates is undeniable, non-strategic development of tourism industry can result in negative outcomes. The extractive character of the tourist industry poses a challenge to urban policies which have to avert negative outcomes, control the expansion of the tourist industry while responding to a particular set of problems which vary depending on the given political, economic, socio-cultural, environmental context. The article utilizes literature analysis in order to illustrate the role of spatial models, as an extension of those policies, in mediating the tourist-host conflict.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

• Available as PDF
• Read on any device
• Instant download
• Own it forever
• Available as EPUB and PDF
• Compact, lightweight edition
• Dispatched in 3 to 5 business days
• Free shipping worldwide - see info
• Durable hardcover edition

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

World Tourism Organization (UNWTO): Tourism Highlights (2017)

Google Scholar  

Read, R.: The implications of increasing globalization and regionalism for the economic growth of small Island States. World Dev. 32 , 365–378 (2004)

Article   Google Scholar  

Kim, K., Uysal, M., Sirgy, M.: How does tourism in a community impact the quality of life of community residents? Tour. Manag. 36 , 527–540 (2013)

Richards, G.: The market for cultural attractions. In: Richards, G. (ed.) Cultural Attractions and European Tourism, pp. 31–53. CABI, Wallingford (2001)

Chapter   Google Scholar  

Schubert, S., Brida, J., Risso, W.: The impacts of international tourism demand on economic growth of small economies dependent on tourism. Tour. Manag. 32 , 377–385 (2011)

Hadjimichalis, C.: Uneven Development and Regionalism. Croom Helm, London (1987)

Richards, G., Hall, D.: Tourism and Sustainable Community Development. Routledge Advances in Tourism, vol. 7. Taylor & Francis Group, London (2000)

Book   Google Scholar  

Wall, G., Mathieson, A.: Tourism. Pearson Prentice Hall, New York (2006)

Murphy, P.: Perceptions and attitudes of decisionmaking groups in tourism centers. J. Travel Res. 21 , 8–12 (1983)

Crotts, J., Holland, S.: objective indicators of the impact of rural tourism development in the state of Florida. J. Sustainable Tour. 1 , 112–120 (1993)

Butler, R.: The concept of a tourist area cycle of evolution: implications for management of resources. Can. Geogr./Le Géographe canadien 24 , 5–12 (1980)

Murphy, P.: Tourism: A Community Approach. Methuen, New York (1985)

Urry, J.: The Tourist Gaze: Leisure and Travel in Contemporary Societies. Sage, London (1990)

Joppe, M.: Sustainable community tourism development revisited. Tour. Manag. 17 , 475–479 (1996)

León, M.: Women and empowerment: community participation in tourism in Ecuador. Msc thesis, Department of Environmental Sciences, Social-spatial Analysis. Wageningen University, Wageningen (2006)

Hall, C.: Tourism Planning: Policies, Processes and Relationships. Prentice Hall, Harlow (2000)

Pretty, J., Hine, R.: Participatory Appraisal for Community Assessment: Principles and Methods. University of Essex, Colchester (1999)

Tosun, C.: Limits to community participation in the tourism development process in developing countries. Tour. Manag. 21 , 613–633 (2000)

Tosun, C.: Stages in the emergence of a participatory tourism development approach in the developing world. Geoforum 36 , 333–352 (2005)

Mitchell, R., Reid, D.: Community integration: island tourism in Peru. Ann. Tour. Res. 28 , 113–139 (2001)

Mowforth, M., Munt, I.: Tourism and Sustainability: New Tourism in the Third World. Routledge, London and New York (2003)

Scheyvens, R.: Ecotourism and the empowerment of local communities. Tour. Manag. 20 , 245–249 (1999)

Sharpley, R.: Tourism and sustainable development: exploring the theoretical divide. J. Sustainable Tour. 8 , 1–19 (2000)

Perrottet, J., Garcia, A.: Pacific Possible Background Paper, No. 4. World Bank, Washington, DC (2016)

Chhabra, D., Healy, R., Sills, E.: Staged authenticity and heritage tourism. Ann. Tour. Res. 30 , 702–719 (2003)

Getz, D.: Tourism planning and research: traditions, models and futures. In: Strategic Planning for Tourism: An Australian Travel Research Workshop. 5–6 November 1987. Conference Papers and Workshop Notes, pp. 2–43. Lord Forrest Hotel, Bunbury (1987)

Inskeep, E.: Environmental planning for tourism. Ann. Tour. Res. 14 , 118–135 (1987)

Inskeep, E.: Tourism planning: an emerging specialization. J. Am. Plann. Assoc. 54 , 360–372 (1988)

Getz, D.: Models in tourism planning: towards the integration of theory and practice. Tour. Manag. 7 , 21–32 (1986)

Konsolas, N., Yacharatos, G.: Regionalisation of tourism activity in greece: problems and policies. In: Briassoulis, H., Straaten, J. (eds.) Tourism and the Environment: Regional, Economic. Cultural and Policy Issues. Kluwer Academic Publishers, Dordrecht (2000)

Pacione, M.: Models of urban land use structure in cities of the developed world. Geography 86 (2), 97–119 (2001)

Dredge, D.: Destination place planning and design. Ann. Tour. Res. 26 , 772–791 (1999)

Dredge, D., Moore, S.: Planning for the integration of tourism and town planning. J. Tour. Stud. 3 , 8–21 (1991)

Baud-Bovy, M., Lawson, F.: Tourism and Recreation Development. Architectural Press, London (1977)

Campbell, S., Fainstein, S.S.: Introduction: the structure and debates of planning theory. In: Campbell, S., Feinstein, S.S. (eds.) Readings in Planning Theory, pp. 1–4. Blackwell Publishers, Cambridge (1996)

MacLoughlin, J.: Urban and Regional Planning. Faber and Faber, London (1973)

Britton, S.G.: A conceptual model of tourism in a peripheral economy. In: Pearce D.G., (ed.) Tourism in the South Pacific: The Contribution of Research to Development and Planning. NZ MAB Report, 6. NZ National Commission for UNESCO, pp. 1–12. University of Canterbury, Christchurch (1980)

Lundgren, J.: The tourist frontier of Nouveau Quebec: functions and regional linkages. Tour. Rev. 37 , 10–16 (1982)

Smith, R.: Beach resort evolution. Ann. Tour. Res. 19 , 304–322 (1992)

Stansfield, C., Rickert, J.: The recreational business district. J. Leisure Res. 2 , 213–225 (1970)

Lynch, K.: Good City Form. The MIT Press, Cambridge (1981)

Alexander, C., Ishikawa, S., Silverstein, M.: A Pattern Language: Towns, Buildings, Construction. Oxford University Press, New York (1975)

Gunn, C.: Vacationscape. Board of Regents of the University of Texas System, Austin (1972)

Pearce, D.: Tourism Today: A Geographical Analysis. Addison Wesley Longman, Harlow (1995)

Davis, M.: Ecology of Fear: Los Angeles and the Imagination of Disaster. University of California, Berkeley (1999)

Sorkin, M.: Variations on a Theme Park: The New American City and the End of Public Space. Hill and Wang, New York (1991)

Hall, C., Page, S.: The Geography of Tourism and Recreation: Environment, Place and Space. Routledge, London (2006)

Page, S., Connell, J.: Leisure. Pearson Education Limited, Harlow (2010)

Kádár, B.: A morphological approach in defining the causes of tourist-local conflicts in tourist-historic cities. In: Resourceful Cities. International RC21 Conference, Berlin (2013)

Hillier, B.: Space is the Machine. Cambridge University Press, Cambridge (1996)

Download references

Author information

Authors and affiliations.

Mediterranea University of Reggio Calabria, 89100, Reggio Calabria, Italy

Svjetlana Mise

You can also search for this author in PubMed   Google Scholar

Corresponding author

Correspondence to Svjetlana Mise .

Editor information

Editors and affiliations.

Mediterranea University of Reggio Calabria, Reggio Calabria, Italy

Francesco Calabrò

Lucia Della Spina

University of Reggio Calabria, Reggio Calabria, Italy

Carmelina Bevilacqua

Rights and permissions

Reprints and permissions

Copyright information

© 2019 Springer International Publishing AG, part of Springer Nature

About this paper

Cite this paper.

Mise, S. (2019). The Role of Spatial Models in Tourism Planning. In: Calabrò, F., Della Spina, L., Bevilacqua, C. (eds) New Metropolitan Perspectives. ISHT 2018. Smart Innovation, Systems and Technologies, vol 100. Springer, Cham. https://doi.org/10.1007/978-3-319-92099-3_13

Download citation

DOI : https://doi.org/10.1007/978-3-319-92099-3_13

Published : 19 May 2018

Publisher Name : Springer, Cham

Print ISBN : 978-3-319-92098-6

Online ISBN : 978-3-319-92099-3

eBook Packages : Intelligent Technologies and Robotics Intelligent Technologies and Robotics (R0)

Share this paper

Anyone you share the following link with will be able to read this content:

Sorry, a shareable link is not currently available for this article.

Provided by the Springer Nature SharedIt content-sharing initiative

• Publish with us

Policies and ethics

• Find a journal
• Track your research

Tourism Planning

Tourism Planning: The written account of projected future course of action or scheme aimed at achieving or targeting specific goals or objectives within a specific time period is called a Plan.  A Tourism plan explains in detail what needs to be done, when to be done, how to be done, and by whom to be done. It often includes best case, expected case, and worst case scenarios or situations. 

A plan is usually a map or list of steps with timing and available resources, used to achieve an objective to do something.  It is commonly understood as a temporary set of projected actions through which one believes that the goals or targets would be achieved.  

Plans can be formal or informal:

Structured and formal plans, utilised by numerous people, are more likely to occur in projects, diplomacy, careers, economic development, military campaigns, combat, sports, games, agriculture, technology, tourism, IT, Telecommunication etc. or in the conduct of other businesses. 

In most cases, the absence of a well-laid plan can have high effects: for example, a nonrobust project plan can cost the organization long time and high cost. 

The persons to fulfill their various quests do informal or adhoc planning. But, what most importantly matters is the extensiveness, time interval, and preciousness of the plans. Though, all these planning categories are not self-governing and dependent on each other. 

For example, there is an intimate connection between short-range and long-range plans and tactical (strategic) & functional (operational) planning classifications.

For businesses, sector planning’s (such as IT, telecommunication, services, banking, tourism, agriculture etc.) and military purposes formal plans used to a greater level. They are conceptualized, thought as abstract ideas, are likely to be written down, drawn up or otherwise stored in a form that is accessible to multiple people across time and space. This allows more reliable collaboration in the execution of the plan.

Tourism Planning and the Need for Tourism Planning  

Planning is one of the most important project management and time management techniques or methods. It involves preparing or forming of a sequence of action steps to achieve some specific desired goals.  If you do it effectively and efficiently, you can reduce much of the necessary time and effort used in achieving the goal. 

A plan is like a map or a blueprint which would fetch you results slowly & steady according to a time frame.  Whenever, you are following any plan, you are able to know how much you have neared to your assignment objectives or how much distant you are from your goals. 

Why is planning important?

• To set direction and priorities for the workforce in the organisation:

The strategy is the chief requirement of the organization, in order to achieve the targets.  The strategies give the route and primacies (priorities) for your organization. It describes your organization’s perspective and gives an order to the activities that will make the perspective into reality. 

Read more on World Federation of Tourist Guide Associations (WFTGA)

The plan will assist the team in achieving goals and also give them familiarity about the tasks.  The plainly defined and appropriate strategy will give priority initiatives that will drive  the maximum success.

• To get everyone on the same room or the same box:

An organisation has different departments, but a single goal. That’s, why different departments work in a way that add to the goals of the organization. 

Hence, a strategy is required, so that all actions move in one direction. Then only, the various departments such as marketing, administration, sales, operations etc. can move together to accomplish the anticipated goals of the organisation. Tourism Planning

• To simplify decision-making process within the organisation:

Whenever, there are targets, there are different solutions. The team also may have new philosophies or probable solutions. Therefore, you need a definite plan, so there are no inhibiting factors. 

• To drive alignment:

Many a times, inspite of the best labour, you reach nowhere. The reason is that the efforts or labour is done in areas, which are of no use.  Hence, the effort should coincide with the priorities or primacies.  The plan serves as a vehicle for answering the enquiry, that “How well we can use all the resources such as material, man, machine etc. to upsurge our tactical (strategic) success?

• To communicate the message to everyone:

The countless managers in the top level management know how to make an effective plan/strategy, at which position their organisation is, what they need to do and where they need to be there  Many a time, the strategies are not written down and the various aspects in the plan are not linked systematically. 

Then, only few members of your team can work towards your goals. Therefore, it’s very important that your team, staff, customers, suppliers and other stakeholder’s know your plan of action and strategy base, this will lead to better probability of success and more efforts pouring in. Tourism Planning

Also read Contribution of Tour Guiding in Sustainability

Once, you ascertain your goal, you are in a good position to make a solid proof plan in which role of each team member is defined.  There are very less managers, who have understanding of situations and actually comprehend to make the greatest use of their part in smoothing policy (Eagles, McCool, Haynes, Philips, & United Nations Environment Programme, 2002). 

Techniques of Plan formulation 

It involves a number of steps: 

• Collection of information (data):

The most noteworthy phase of economic planning is the gathering of the economic data.  The data not only contains economic defining variables, but also descriptive variables such as demographical, topographical, and political data.  The economic planning also contains non-quantitative variables.  And surely in order to collect appropriate data the planner should have intra-disciplinary as well as inter-disciplinary knowledge. 

• Deciding the nature and duration of the plan:

After the collection of data in context to the economy.  Now the next step is deciding the nature and period (time duration) of the plan. Now, the planner has to decide the planning levels i.e. micro or macro basis, functional (practical) or structural (operational),centralised (central) or decentralised (distributed), long or medium or short term etc. The medium term plan generally comprises 5 years and is enough time periods to apply its drivers, strategies and approaches.

Also read Goals and objective of sustainable tourism development

• Setting up of the objectives:

The third step after setting the nature and time period of the plan is setting the goals or objectives or aim of the plan.  And, surely these objectives will have to be realized in a fixed time schedule. Generally, most of the objectives related to economy of the country are related to advanced progress rate of GNP, reduction in joblessness, eradication of local discrepancies, removal of illiteracy, growth of farming and manufacturing areas, etc.  

After, the planner has analysed the ground situation and given the objectives.  Now, the planner has to establish these objectives depending on the eminence/Significance to the individuals and the economy in totality.

• Determination of growth rate:

While framing the plan, the planner has to determine the growth rate i.e. at what rate the economy will grow through this time interval. Whatever plan, the planner and policy makers decide at least, it should maintain the per capita income level of the country. The plan should be such that the per capita income do not decreases or affect the progress of the country negatively.

And, such a thing is possible, if the growth rate of GNP or growth rate of the country and growth rate or progress of the population is same. But this growth rate is least recommended.  Rather, the planner will choose for that growth rate which is better than the population rate.  “For example, if India wants to maintain its present per capita income while population is growing at the rate of 8% p.a., then the obligatory GNP growth rate should not be less than 8%.  If we want to grow GNP by 8%, NI should grow @ 16%. 

If the capital output ratio (COR) is 1:3, then we will have to invest 16% of GNP.  While defining the growth rate, the planner must keep in view the growth rate of other adjoining or developing countries like Pakistan, China, Sri Lanka, Indonesia, Bangladesh, etc.” Tourism Planning

• Full utilisation of financial resources of the plan:  

The utilization of resources including the fiscal resources should be in a way that the predetermined objectives are realized. The various resources used in a plan of a country are human resources, natural resources, technology, worthy governance, entrepreneurial skills, financial resources etc. Therefore, from these resources or sources advantages or profits can be achieved.

Read more Local Community Involvement in Tourism Development

Broadly it can be categorized into renewable or renewal resources. Advantages of resource application may be augmented prosperity or needs, appropriate operation of a system, or boosted welfare. With the resource allocation, resource management is also crucial in a plan. The various resources have three basic attributes- “utility, limited availability, and potential for depletion or consumption.”

In order to accomplish the planning requirements, outside (external) resources are also used, when internal (inside) resources fall short. The outside resources generally comprises of foreign relief and support, foreign grants, foreign direct investment, and foreign borrowings from various International Financial Institutions (IFI’s) and rich countries.

The role of government is important and cannot be ignored. They plan and take various roles depending upon the environment of the country. When, a country is developed, their role more becomes as a facilitator, while in case of developing or poor countries, they have to actively participate in it. They have to implement plans as well as pour on their resources. 

Whenever, the plans have been made by the government, they are sent to the necessary departments with goals, necessary steps and outlays. Thereafter, the concerned ministries or departments see the feasibility of the sent projects and give recommendations about the feasibility (viability) of various schemes and projects of the plan. Here, the government organisations are asked of their keeping in mind the sectorial distribution and extent of the plan. There are also some projects where partnership occurs between governmental and private sectors. Here, the government may play role of a catalyst or facilitator and there may be some revenue sharing understandings. 

• Formation of economic policies:

In planning, plans are fine. The role of planners is fine. But, most importantly the plans should be able to give the desired results. The results should have more positive effects than the negative effects. Here, economic programmes, policies or strategies play a substantial role. As, they act as a gasoline to the locomotive of economic development. Also, the plans implemented should be based on ground or current scenario, rather than being picked from other countries, environments or sectors.

• Plan execution:  

The final phase of planning is plan operation. And, for actual implementation of plan, following conditions cannot be ignored: 

• The regime should be steady, truthful, genuine and productive.
• The organisational (administrative) system should be well-organized,
• i.e. free of nepotism, dishonesty, enticement, red tapism.
• Upkeep of law and order inside the nation.
• There should be equivalent level of involvement of both private and public sectors in economic growth.
• Keep a check on convenience and electronic up keep of government records, monetary proclamations and cost statements. Tourism Planning
• The opposition should be Watchful and productive. (Wagner, Frick, & Schupp, 2007)
• Different countries use planning models/techniques dependent upon the nature of the economy. 
• The availability of the data, the volume to use and manage such techniques and models. 

Read more Tourism Policy formulation Bodies in India

You Might Also Like

Types of Adventure Tourism

Sustainability Principles and Developments

unwto tourism highlights 2022

Un tourism | bringing the world closer.

Unwto 2021: a year in review, 2021: tourism united, resilient and determined.

2021 has been a year of learning and adapting for tourism. It has proven that only by working together can the sector overcome challenges and embrace opportunities.

Gathering the global tourism community and developing concrete actions, UNWTO has led tourism’s response with the vision of not only restarting, but doing so in a more inclusive, innovative and sustainable way.

January - March

As global tourism faced up to a second year of unprecedented crisis , UNWTO began 2021 by counting the cost so far . At the same time, however, the emergence of vaccines brought hope . The Global Tourism Crisis Committee met to explore what this meant for safe travel and the restart of tourism, while the announcement of the winners of the UNWTO Global Start-up Competition recognized the role culture and creativity will play in tourism’s restart and recovery .  

April - June

Collaboration and innovation were the focusat the start of the second quarter. UNWTO partnered with IATA on a new Destination Tracker to give both tourists and destinations clear, impartial and trusted advice. And a new Start-up Competition was launched to find the best ideas for accelerating rural development through tourism. In May, the launch of the Best Tourism Villages by UNWTO generated significant interest from Members in every global region. 

July - September

As destinations in Europe welcomed tourists back for the peak summer season, UNWTO highlighted the role of  digital solutions for the safe restart of the sector. But UNWTO also looked ahead, to a more sustainable future , working with key partners to  reduce plastic waste and consumption across every part of the sector. Together, we celebrated World Tourism Day around the theme of Tourism for Inclusive Growth, a message of solidarity and determination that was echoed on a global scale.

October - December

The final quarter of 2021 began with cautious optimism as UNWTO’s Barometer showed signs of improvement in tourist arrival numbers during the summer season in the northern hemisphere. A new partnership with Netflix will bring the message of tourism as a driver of opportunity to a massive global audience, while in November, UNWTO was tourism’s voice at COP26 and signatories to the landmark Glasgow Declaration keep growing. Finally, against the backdrop of the UNWTO General Assembly , the programme of work for the coming biennium was approved and 77% of Members voted to secure a second mandate for the Secretary-General from 2022-2025.

Growing and Moving Forward

UNWTO brings together political leaders from across the globe to deliver a strong, coordinated response. Governments, destinations, fellow UN agencies and international organizations met at key international events joining efforts to rethink tourism. Institutional coordination has proven crucial to find the solutions that build a smarter, greener and safer tourism.

Leaving Nobody Behind

The pledge to ‘ leave nobody behind ’ means nobody should miss out : Not now as we support the sector in the face of crisis, and not in the future as tourism starts again. Tourism is a proven driver of equality and opportunity. And that’s why we turn words into actions, delivering guidelines and action plans , to ensure everyone can enjoy the opportunities tourism brings.

A Shared Vision

Advancing the transformation of the tourism sector , partnerships are the only way forward. In 2021, UNWTO signed agreements with international organizations and the private sector to step our vision for the future of tourism: innovation , education , sustainability , green investment , rural development.

From business as usual to Covid-19

Looking to the future

• Regional Support Office for Asia and the Pacific (RSOAP)
• Member States in Asia and the Pacific
• SUSTAINABLE TOURISM OBSERVATORIES (INSTO)

World Tourism Barometer: September 2022

UNWTO updates World Tourism Barometer and reports international tourism back to 60% of pre-pandemic levels from January to July 2022

Below are excerpts from the September 2022 release of the UNWTO Tourism Barometer :

• The steady recovery reflects strong pent-up demand for international travel, especially in the months of June and July which are part of the Northern Hemisphere summer season. The easing or lifting of travel restrictions in an increasing number of countries also contributed to boost results.
• International tourist arrivals almost tripled (+172%) in January-July 2022 compared to the same period of 2021. Numbers climbed from -64% in January 2022 (versus 2019) to -28% in July, the strongest month since the start of the pandemic.
• Asia and the Pacific (+165%) saw arrivals more than double in the first seven months of 2022, though they remained 86% below 2019 levels.
• The ongoing recovery can also be seen in outbound tourism spending from major source markets. Expenditure from France was at -12% in January-July 2022 compared to 2019 while spending from Germany stood at -14%. International tourism spending remained at -10% in Belgium, -23% in Italy and -26% in the United States.
• The uncertain economic environment seems to have reversed prospects for a return to pre-pandemic levels in the near term. 61% of UNWTO Panel of Experts now see a potential return of international arrivals to 2019 levels in 2024 or later while those indicating a return to pre-pandemic levels in 2023 has diminished (27%) compared to the May survey (48%).

Know more about the global tourism sector performance from January to July 2022 by checking the UNWTO World Tourism Barometer Volume 20, Issue 5 .

LEAVE A REPLY Cancel reply

Save my name, email, and website in this browser for the next time I comment.

Regional Support Office in Asia and the Pacific (RSOAP)

Rsoap a to z.

• Sustainable Tourism Observatories(INSTO)

UNWTO A to Z

• About UNWTO
• Affiliate Members
• Member States
• Tourism in the 2030 Agenda
• World Tourism Day
• Technical Cooperation
• ASIA AND THE PACIFIC
• MIDDLE EAST
• RESOURCES/SERVICES
• Sustainable Development of Tourism
• Ethics, Culture and Social Responsibility
• Market Intelligence
• Tourism Data Dashboard
• Publications
• UNWTO Academy

Partners links

© UNWTO Regional Support Office for Asia and the Pacific (RSOAP)

• Course Catalog

TOURISM TRENDS 2022

11 Aug TOURISM TRENDS 2022

The situation for tourism remains rather unusual as a result of the ongoing COVID-19 pandemic.

The crisis has marked a significant change for everyone, and above all for tourism, one of sectors hit hardest by the virus. 2020 was the year in which international tourism came to a near-complete standstill, and the only alternatives were domestic and local tourism.

2021 has seen some improvements, but only in a very subtle way as restrictions are still in place and many countries keep their borders fully or partially closed.

It is difficult to make an estimate for 2022 as it is not known how the pandemic will evolve. However, it is possible to talk about the new tourism trends that are likely to emerge over the coming year: – International travel with restrictions still maintained by both destinations and airlines in order to offer 100% security to the consumer.

– Reinforcement of COVID-19 testing; two years after the pandemic, COVID testing will still be in place as a preventive measure. – Conscious travel will be advocated. Travel to more distant destinations, but with prolonged durations of stay, as consumers look to enjoy as much of each place they visit as possible. – Green travel. Climate change is a problem that is present and growing. Consumers now are much more responsible and aware of the reality they live in on daily basis.

– A new trend is the “ed-ventures”. It is about combining education and holidays for the youngest members of the family. While adults may need to telework or attend meetings, their children can be doing workshops and learning in a playful way.

• Client log in

Metallurgicheskii Zavod Electrostal AO (Russia)

In 1993 "Elektrostal" was transformed into an open joint stock company. The factory occupies a leading position among the manufacturers of high quality steel. The plant is a producer of high-temperature nickel alloys in a wide variety. It has a unique set of metallurgical equipment: open induction and arc furnaces, furnace steel processing unit, vacuum induction, vacuum- arc furnaces and others. The factory has implemented and certified quality management system ISO 9000, received international certificates for all products. Elektrostal today is a major supplier in Russia starting blanks for the production of blades, discs and rolls for gas turbine engines. Among them are companies in the aerospace industry, defense plants, and energy complex, automotive, mechanical engineering and instrument-making plants.

Headquarters Ulitsa Zheleznodorozhnaya, 1 Elektrostal; Moscow Oblast; Postal Code: 144002

Contact Details: Purchase the Metallurgicheskii Zavod Electrostal AO report to view the information.

Website: http://elsteel.ru

EMIS company profiles are part of a larger information service which combines company, industry and country data and analysis for over 145 emerging markets.

To view more information, Request a demonstration of the EMIS service

Turn Your Curiosity Into Discovery

Latest facts.

11 Facts About National Numeracy Day May 22nd

9 Facts About Workers Memorial Day April 28th

40 facts about elektrostal.

Written by Lanette Mayes

Modified & Updated: 02 Mar 2024

Reviewed by Jessica Corbett

Elektrostal is a vibrant city located in the Moscow Oblast region of Russia. With a rich history, stunning architecture, and a thriving community, Elektrostal is a city that has much to offer. Whether you are a history buff, nature enthusiast, or simply curious about different cultures, Elektrostal is sure to captivate you.

This article will provide you with 40 fascinating facts about Elektrostal, giving you a better understanding of why this city is worth exploring. From its origins as an industrial hub to its modern-day charm, we will delve into the various aspects that make Elektrostal a unique and must-visit destination.

So, join us as we uncover the hidden treasures of Elektrostal and discover what makes this city a true gem in the heart of Russia.

Key Takeaways:

• Elektrostal, known as the “Motor City of Russia,” is a vibrant and growing city with a rich industrial history, offering diverse cultural experiences and a strong commitment to environmental sustainability.
• With its convenient location near Moscow, Elektrostal provides a picturesque landscape, vibrant nightlife, and a range of recreational activities, making it an ideal destination for residents and visitors alike.

Known as the “Motor City of Russia.”

Elektrostal, a city located in the Moscow Oblast region of Russia, earned the nickname “Motor City” due to its significant involvement in the automotive industry.

Home to the Elektrostal Metallurgical Plant.

Elektrostal is renowned for its metallurgical plant, which has been producing high-quality steel and alloys since its establishment in 1916.

Boasts a rich industrial heritage.

Elektrostal has a long history of industrial development, contributing to the growth and progress of the region.

Founded in 1916.

The city of Elektrostal was founded in 1916 as a result of the construction of the Elektrostal Metallurgical Plant.

Located approximately 50 kilometers east of Moscow.

Elektrostal is situated in close proximity to the Russian capital, making it easily accessible for both residents and visitors.

Known for its vibrant cultural scene.

Elektrostal is home to several cultural institutions, including museums, theaters, and art galleries that showcase the city’s rich artistic heritage.

A popular destination for nature lovers.

Surrounded by picturesque landscapes and forests, Elektrostal offers ample opportunities for outdoor activities such as hiking, camping, and birdwatching.

Hosts the annual Elektrostal City Day celebrations.

Every year, Elektrostal organizes festive events and activities to celebrate its founding, bringing together residents and visitors in a spirit of unity and joy.

Has a population of approximately 160,000 people.

Elektrostal is home to a diverse and vibrant community of around 160,000 residents, contributing to its dynamic atmosphere.

Boasts excellent education facilities.

The city is known for its well-established educational institutions, providing quality education to students of all ages.

A center for scientific research and innovation.

Elektrostal serves as an important hub for scientific research, particularly in the fields of metallurgy, materials science, and engineering.

Surrounded by picturesque lakes.

The city is blessed with numerous beautiful lakes, offering scenic views and recreational opportunities for locals and visitors alike.

Well-connected transportation system.

Elektrostal benefits from an efficient transportation network, including highways, railways, and public transportation options, ensuring convenient travel within and beyond the city.

Famous for its traditional Russian cuisine.

Food enthusiasts can indulge in authentic Russian dishes at numerous restaurants and cafes scattered throughout Elektrostal.

Home to notable architectural landmarks.

Elektrostal boasts impressive architecture, including the Church of the Transfiguration of the Lord and the Elektrostal Palace of Culture.

Offers a wide range of recreational facilities.

Residents and visitors can enjoy various recreational activities, such as sports complexes, swimming pools, and fitness centers, enhancing the overall quality of life.

Provides a high standard of healthcare.

Elektrostal is equipped with modern medical facilities, ensuring residents have access to quality healthcare services.

Home to the Elektrostal History Museum.

The Elektrostal History Museum showcases the city’s fascinating past through exhibitions and displays.

A hub for sports enthusiasts.

Elektrostal is passionate about sports, with numerous stadiums, arenas, and sports clubs offering opportunities for athletes and spectators.

Celebrates diverse cultural festivals.

Throughout the year, Elektrostal hosts a variety of cultural festivals, celebrating different ethnicities, traditions, and art forms.

Electric power played a significant role in its early development.

Elektrostal owes its name and initial growth to the establishment of electric power stations and the utilization of electricity in the industrial sector.

Boasts a thriving economy.

The city’s strong industrial base, coupled with its strategic location near Moscow, has contributed to Elektrostal’s prosperous economic status.

Houses the Elektrostal Drama Theater.

The Elektrostal Drama Theater is a cultural centerpiece, attracting theater enthusiasts from far and wide.

Popular destination for winter sports.

Elektrostal’s proximity to ski resorts and winter sport facilities makes it a favorite destination for skiing, snowboarding, and other winter activities.

Promotes environmental sustainability.

Elektrostal prioritizes environmental protection and sustainability, implementing initiatives to reduce pollution and preserve natural resources.

Home to renowned educational institutions.

Elektrostal is known for its prestigious schools and universities, offering a wide range of academic programs to students.

Committed to cultural preservation.

The city values its cultural heritage and takes active steps to preserve and promote traditional customs, crafts, and arts.

Hosts an annual International Film Festival.

The Elektrostal International Film Festival attracts filmmakers and cinema enthusiasts from around the world, showcasing a diverse range of films.

Encourages entrepreneurship and innovation.

Elektrostal supports aspiring entrepreneurs and fosters a culture of innovation, providing opportunities for startups and business development.

Offers a range of housing options.

Elektrostal provides diverse housing options, including apartments, houses, and residential complexes, catering to different lifestyles and budgets.

Home to notable sports teams.

Elektrostal is proud of its sports legacy, with several successful sports teams competing at regional and national levels.

Boasts a vibrant nightlife scene.

Residents and visitors can enjoy a lively nightlife in Elektrostal, with numerous bars, clubs, and entertainment venues.

Promotes cultural exchange and international relations.

Elektrostal actively engages in international partnerships, cultural exchanges, and diplomatic collaborations to foster global connections.

Surrounded by beautiful nature reserves.

Nearby nature reserves, such as the Barybino Forest and Luchinskoye Lake, offer opportunities for nature enthusiasts to explore and appreciate the region’s biodiversity.

Commemorates historical events.

The city pays tribute to significant historical events through memorials, monuments, and exhibitions, ensuring the preservation of collective memory.

Promotes sports and youth development.

Elektrostal invests in sports infrastructure and programs to encourage youth participation, health, and physical fitness.

Hosts annual cultural and artistic festivals.

Throughout the year, Elektrostal celebrates its cultural diversity through festivals dedicated to music, dance, art, and theater.

Provides a picturesque landscape for photography enthusiasts.

The city’s scenic beauty, architectural landmarks, and natural surroundings make it a paradise for photographers.

Connects to Moscow via a direct train line.

The convenient train connection between Elektrostal and Moscow makes commuting between the two cities effortless.

A city with a bright future.

Elektrostal continues to grow and develop, aiming to become a model city in terms of infrastructure, sustainability, and quality of life for its residents.

In conclusion, Elektrostal is a fascinating city with a rich history and a vibrant present. From its origins as a center of steel production to its modern-day status as a hub for education and industry, Elektrostal has plenty to offer both residents and visitors. With its beautiful parks, cultural attractions, and proximity to Moscow, there is no shortage of things to see and do in this dynamic city. Whether you’re interested in exploring its historical landmarks, enjoying outdoor activities, or immersing yourself in the local culture, Elektrostal has something for everyone. So, next time you find yourself in the Moscow region, don’t miss the opportunity to discover the hidden gems of Elektrostal.

Q: What is the population of Elektrostal?

A: As of the latest data, the population of Elektrostal is approximately XXXX.

Q: How far is Elektrostal from Moscow?

A: Elektrostal is located approximately XX kilometers away from Moscow.

Q: Are there any famous landmarks in Elektrostal?

A: Yes, Elektrostal is home to several notable landmarks, including XXXX and XXXX.

Q: What industries are prominent in Elektrostal?

A: Elektrostal is known for its steel production industry and is also a center for engineering and manufacturing.

Q: Are there any universities or educational institutions in Elektrostal?

A: Yes, Elektrostal is home to XXXX University and several other educational institutions.

Q: What are some popular outdoor activities in Elektrostal?

A: Elektrostal offers several outdoor activities, such as hiking, cycling, and picnicking in its beautiful parks.

Q: Is Elektrostal well-connected in terms of transportation?

A: Yes, Elektrostal has good transportation links, including trains and buses, making it easily accessible from nearby cities.

Q: Are there any annual events or festivals in Elektrostal?

A: Yes, Elektrostal hosts various events and festivals throughout the year, including XXXX and XXXX.

Was this page helpful?

Our commitment to delivering trustworthy and engaging content is at the heart of what we do. Each fact on our site is contributed by real users like you, bringing a wealth of diverse insights and information. To ensure the highest standards of accuracy and reliability, our dedicated editors meticulously review each submission. This process guarantees that the facts we share are not only fascinating but also credible. Trust in our commitment to quality and authenticity as you explore and learn with us.

Share this Fact:

• Victor Mukhin

Victor M. Mukhin was born in 1946 in the town of Orsk, Russia. In 1970 he graduated the Technological Institute in Leningrad. Victor M. Mukhin was directed to work to the scientific-industrial organization "Neorganika" (Elektrostal, Moscow region) where he is working during 47 years, at present as the head of the laboratory of carbon sorbents.     Victor M. Mukhin defended a Ph. D. thesis and a doctoral thesis at the Mendeleev University of Chemical Technology of Russia (in 1979 and 1997 accordingly). Professor of Mendeleev University of Chemical Technology of Russia. Scientific interests: production, investigation and application of active carbons, technological and ecological carbon-adsorptive processes, environmental protection, production of ecologically clean food.   

Title : Active carbons as nanoporous materials for solving of environmental problems

Quick links.

• Conference Brochure
• Tentative Program

2022 has been the year to rethink tourism. Countries around the world turned UNWTO's vision for a greener, smarter and more inclusive sector into real action. 2020 showed the relevance of tourism for sustainable development. 2021 laid the foundations for the transformation of the sector. In 2022, we made it happen. 2022 began on a positive note.

According to the latest UNWTO World Tourism Barometer, international tourism saw a strong rebound in the first five months of 2022, with almost 250 million international arrivals recorded. This compares to 77 million arrivals from January to May 2021 and means that the sector has recovered almost half (46%) of pre-pandemic 2019 levels. UN ...

International Tourism Highlights, 2023 Edition - The Impact of COVID-19 on Tourism (2020-2022) ISBN (printed version): 978-92-844-2497-9 ISBN (electronic version): 978-92-844-2498-6 DOI: 10.18111/9789284424986 Published by the World Tourism Organization (UNWTO), Madrid, Spain First published: September 2023 Revised and updated: October 2023

Find out the latest updates from the UNWTO on tourism trends, challenges and opportunities in 2022 and beyond. Learn about the UNWTO's activities, projects and partnerships in various regions and topics, such as sustainable tourism, gastronomy, investment and education.

International Tourism and COVID-19. Export revenues from international tourism dropped 62% in 2020 and 59% in 2021, versus 2019 (real terms) and then rebounded in 2022, remaining 34% below pre-pandemic levels. The total loss in export revenues from tourism amounts to USD 2.6 trillion for that three-year period. Go to Dashboard.

According to the latest UNWTO World Tourism Barometer, international tourist arrivals almost tripled in January to July 2022 (+172%) compared to the same period of 2021. This means t he sector recovered almost 60% of pre-pandemic levels. The steady recovery reflects strong pent-up demand for international travel as well as the easing or lifting ...

The time is now to seize this opportunity to rethink how we do tourism. The official World Tourism Day celebration will be held in Bali, Indonesia, on 27 September, highlighting the shift towards tourism being recognized as a crucial pillar of development. Wonderful Indonesia - Witness the 42nd World Tourism Day 2022 in Bali, Indonesia!

In terms of tourist numbers, the year 2022 is expected to close with over 900 million international arrivals, despite growing challenges pointing to a softening of the recovery pace. International tourist arrivals: 2020, 2021 and Scenarios for 2022 (monthly change over 2019,%) Source UNWTO World Tourism Barometer: November 2022 Press Release.

January - March. As global tourism faced up to a second year of unprecedented crisis, UNWTO began 2021 by counting the cost so far.At the same time, however, the emergence of vaccines brought hope.The Global Tourism Crisis Committee met to explore what this meant for safe travel and the restart of tourism, while the announcement of the winners of the UNWTO Global Start-up Competition ...

Below are excerpts from the latest World Tourism Barometer May 2022 issue: According to the latest UNWTO World Tourism Barometer, international tourism saw a 182% year-on-year increase in January-March 2022, with destinations worldwide welcoming an estimated 117 million international arrivals compared to 41 million in Q1 2021.

The UNWTO Elibrary is an online service from the World Tourism Organization (UNWTO) with a broad coverage of tourism and related subject areas. ... International Tourism Highlights, 2023 Edition - The Impact of COVID-19 on Tourism (2020-2022) Revised and updated, October 2023. Released: December 2023.

The 7th UNWTO World Forum on Gastronomy Tourism will be held from Monday, December 12 to Thursday, December 15, 2022 (4 days).

The economic contribution of tourism (tourism direct gross domestic product) is estimated at US$1.9 trillion in 2021, above the US$1.6 trillion in 2020, but still well below the pre-pandemic value of US$ 3.5 trillion. The latest UNWTO Panel of Experts survey indicates that 61% of tourism professionals expect better performance in 2022 than in 2021.

Below are relevant points to the July 2022 World Tourism Barometer: Nearly 250 million international trips were recorded worldwide in the first five months of the year, more than three times the number of arrivals recorded in the same period of 2021 (77 million). Robust performance is also reflected in hotel occupancy rates.

2022-10-28. Below are excerpts from the September 2022 release of the UNWTO Tourism Barometer: The steady recovery reflects strong pent-up demand for international travel, especially in the months of June and July which are part of the Northern Hemisphere summer season. The easing or lifting of travel restrictions in an increasing number of ...

International tourism continues to outpace the global economy. 2. Driven by a relatively strong global economy, a growing middle class in emerging economies, technological advances, new business models, affordable travel costs and visa facilitation, international tourist arrivals grew 5% in 2018 to reach the 1.4 billion mark.

UNWTO Tourism Academy | TOURISM TRENDS 2022. The situation for tourism remains rather unusual as a result of the ongoing COVID-19 pandemic. The crisis has marked a significant change for everyone, and above all for tourism, one of sectors hit hardest by the virus. 2020 was the year in which international tourism came to a near-complete ...

International Tourism Highlights, 2023 Edition - The Impact of COVID-19 on Tourism (2020-2022) Revised and updated, October 2023 Published: December 2023 Pages: 32

International Tourism Highlights, 2020 Edition. Published: January 2021 Pages: 23. eISBN: 978-92-844-2245-6 | ISBN: 978-92-844-2244-9. Abstract: 2019 was another year of strong growth, though international arrivals grew below the exceptional rates seen in 2017 (+7%) and 2018 (+6%). Demand was somewhat weaker for travel to advanced economy ...

Main Activities: Iron and Steel Mills and Ferroalloy Manufacturing | Nonferrous Metal (except Copper and Aluminum) Rolling, Drawing, and Extruding. Full name: Metallurgicheskii Zavod Electrostal AO Profile Updated: February 22, 2024. Buy our report for this company USD 29.95 Most recent financial data: 2022 Available in: English & Russian ...

40 Facts About Elektrostal. Elektrostal is a vibrant city located in the Moscow Oblast region of Russia. With a rich history, stunning architecture, and a thriving community, Elektrostal is a city that has much to offer. Whether you are a history buff, nature enthusiast, or simply curious about different cultures, Elektrostal is sure to ...

Catalysis Conference is a networking event covering all topics in catalysis, chemistry, chemical engineering and technology during October 19-21, 2017 in Las Vegas, USA. Well noted as well attended meeting among all other annual catalysis conferences 2018, chemical engineering conferences 2018 and chemistry webinars.

In the city of Elektrostal in Russia, a drone attack occurred. It's reported that no one was injured as a result of the incident. Additional details, including the particulars of the attack, potential motives or responsible parties, have not been provided. However, the fact that a drone was used as a means of attack underscores