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This chapter seeks to elaborate on the concept of complexity theory when applied to destination management, using Mount Rigi (an important recreational and tourism destination in Lucerne, Switzerland) as the focus of the case study. This study supports an alternative view of complexity theory which can help to explain the dynamic, nonlinear, and nondeterministic relationships within the tourism system. It also supports the theory’s applicability toward explaining the nature of tourism as a complex adaptive system, and reveals that Mount Rigi’s development did not occur in isolation, but involved various interdependent tourism components and external factors at both the macro and micro levels.

In this chapter, the analysis-action nexus will be addressed by reviewing studies from across the chapters. The broad themes covered have included governance and sustainability, consumer benefits and experiences, and networking among entrepreneurs and associated opportunities. It is argued that addition to tourism intelligence often lies in improving communication, building trusted connections, and affirming local networks. A focus on the need for trust, the use of tools for insights, the value of identifying new trends, and understanding target markets, together with the usefulness of training and an appreciation of time, help smooth the journey along the long and winding road from analysis to action.