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Survey respondents are compared on strategic tourism planning issues in Banff, Alberta, and Niagara Falls (Ontario and New York). Findings reveal areas of consensus and disagreement in perceptions of issues and preferences for strategies. Three specific issues are considered: the destination life cycle concept, capacity, and destination image. Conclusions are drawn on how public and private‐sector cooperation on destination planning can be fostered when significant differences in perception and preference occur.

Wine tourism has been growing considerably over the past decades. The literature highlights its relevance in the social, economic and cultural development of the regions where wine routes are located. However, few studies examine residents’ tourism impact perceptions and even fewer analyse the diversity of these perceptions. This study aims to fill this gap, examining this diversity according to the life-cycle stage of the wine route and residents’ involvement with wine and with tourism activities.

Data obtained from a questionnaire-based survey (N = 882) of residents from three wine routes of the Central Region of Portugal – Bairrada, Dão and Beira Interior – were used, with dimensions of perceived impacts tested for internal consistency via Cronbach’s α. T-tests and ANOVA tests were used to compare residents’ perceptions of wine tourism impacts according to the life-cycle stage of the wine route and residents’ involvement with wine and with tourism activities.

Generally, residents perceived that wine tourism generates more benefits than costs, with positive economic and socio cultural impacts standing out, while negative environmental and social impacts were perceived less. Some differences are observed according to the life-cycle stage of the wine route, with both the most and the least developed routes presenting more pronounced both positive and negative impact impressions in diverse dimensions. Also, a moderating effect (however not as pronounced) of working in tourism and (even less visible) of working in the wine sector is observed. Possible explanations of these findings and implications on wine route development are discussed.

This article analyses a subject of great relevance for the sustainable development of wine tourism destinations that has been little studied in the literature. Thus, relevant theoretical and empirical contributions are identified.

An essential requirement for tourism planning and policymaking is to review past strategies. The development of future roadmaps depends on a robust strategy validation process. The research analyses the technology strategies in Goa from 1962–2017 and highlights the impact of technology on tourism in Goa.

The paper presents a unique methodology that integrates tourism area life cycle (TALC) and Mintzberg’s strategy analysis framework to evaluate strategies at a tourism destination.

The findings show that most technological advancements have taken place during the period 1989–2008. Both deliberate and emergent strategies were identified. Development of technology altered the type of tourism practiced in Goa. The use of internet facilitated the growth of tourism.

This study clarifies the styles of public planning for tourism. It provides the foundation for strategic planning process.

Effective and efficient use of policy through technology road mapping can aid in co-creating a sustainable tourism destination for the future.

The strategic evaluation framework can be used in any tourism destinations to identify past strategies and assess its impact on the future.

The paper presents a unique methodology that integrates TALC and Mintzberg’s strategy analysis framework to evaluate strategies at a tourism destination. The research proposes a strategic evaluation process that recognizes past strategies to validate the strategic analysis process.

The immense returns generated from tourist destinations have caused governments to invest to a greater extent in developing the tourism industry, with the aim of improving its market share. Scholars and policy makers for tourism destinations are not simply focusing on attracting more tourists but also on improving the competitive position of their destinations. For this reason, destination marketing has become a fountain for future growth and sustainability of tourism destinations in an increasingly globalized and competitive tourist market. The need to maintain a steady growth in tourism gains has increased pressure on marketers and promoters of Zimbabwe as a destination as they strive to attract and convince current and prospective tourists to partake in their tourism offerings. However, the efforts of various destination marketers in Zimbabwe have been undercut by the hyperinflation and unemployment of the country, which have destroyed both the supply and demand of tourism in Zimbabwe, as it became increasingly expensive, and where social unrest has grown. From a political perspective, the country witnessed fights and other forms of mayhem, which labeled the tourism destination unsafe for tourists' visits.

Bodenmais has developed from a region into a destination. This progression means that the region has faced different challenges as well as ups and downs caused by external factors such as changing market conditions and customer needs, along with internal factors such as changes in the governance structure. Bodenmais is an example of how a central organization can play a role in the relaunch of a destination. The Bodenmais Tourism & Marketing Board was founded after several years of negotiations among political, economic, and community interests. The association undertakes several tasks, ranging from internal and external marketing to product development and quality control. The organization structure means that all private actors may seek membership, through which they can influence the strategic development of the destination.

This chapter presents a brief selective review of recent literature from which the operative definition “sustainability diamond” emerges. Subsequently a tourism penetration index is developed for 40 small islands with populations of less than three million. The index scores loosely arrange destinations into three development stages across the life cycle: emerging, intermediate, and high impact. Descriptive profiles of the characteristics of these three stages are presented, followed by a means difference analysis employing a dozen socioeconomic variables. The chapter concludes that these are three empirically distinct stages of development, each having major policy challenges.

The Upper Toggenburg is located close to major urban areas and is used mainly for overnight tourism. The destination has an urgent need for revitalization and faces dramatic challenges in renewing its products and markets. The newly created DMO, along with political and financial management by the cantonal government, raises issues related not only to the rejuvenation and the relaunch of the destination but also for the role of particular institutions. While the destination is clearly positioned in a declining phase, there are numerous efforts to overcome the critical situation; and some projects are promising. The life cycle concept and institutional analysis are useful approaches for the discussion of this case.

This paper aims to highlight the crucial role of individual people, entrepreneurs and other stakeholders in the development of a tourist destination during its life cycle. The purpose is to increase our understanding of individual actors as contributors to leadership and development of tourism destinations.

An intrinsic case study of a Finnish ski resort, Ruka, is presented. The primary data consist of 16 narrative interviews. Secondary sources of information such as a history book and a historical review, reports and Web pages have been used as well.

The study suggests that the leadership in a destination is attributed to individuals. It is the charismatic entrepreneurs, business managers, municipality and influential politicians that may take control of the leadership at the destination. Being local enhances the sense of identity with the place and facilitates a cooperative atmosphere between actors. Finally, the roles of stakeholders and aspects of the leadership of a destination may vary along the destination life cycle.

As this paper presents a single case study in a Finnish context, the findings cannot be, and are not meant to be, generalized. Rather, the findings present an example of an exception to the mainstream destination management and governance literature.

The paper fills the research gap noted by Kennedy (2014) and presents an in-depth study analysing the role of different stakeholders in destination leadership.

The purpose of this paper is to address reasons why destinations stagnate and lose visitor numbers and to offer a series of methods, which stakeholders can employ to assist with rejuvenation efforts.

The paper is based on a limited literature review of Butler's Tourism Area Life Cycle (1980). The academic theory is applied to the on‐going situation that is occurring in the Niagara region of Canada, although the insights are applicable to other tourism destinations that are facing stagnation and decline.

While Niagara tourism is currently experiencing a decline in visitor numbers brought about by a series of factors, the destination has the opportunity to rejuvenate its offering. Key components of the rejuvenation include collaboration, strategizing, developing a destination brand that resonates with existing and future visitors and incremental and revolutionary innovation. Once these key elements are in play, the destination should see visitor numbers rebound if not surpass previous high water marks.

This paper is of value to destination marketing officials and entrepreneurs who may believe visitation numbers are lower as a result of a variety of external factors including rising fuel prices, global warming, terrorism threats, changing passport regulations, SARS, hurricanes, tsunamis, and other concerns. By understanding the signals associated with stagnation, destination stakeholders will be in a position to take proactive actions designed to rejuvenate the destination.