Geisha Kowlessar-Alonzo
The quality of the visitor experience is an integral component of destination success and this therefore, will deliver a high-quality tourism experience for visitors.
This was among the findings of recent research conducted by Dr Acolla Cameron, Dean of the Faculty of Social Sciences and tourism lecturer Tenisha Brown-Williams also at UWI, St Augustine.
Titled “Rethinking Destination Success: An Island Perspective,” the research was presented at the Sir Arthur Lewis Institute of Social and Economic Studies (SALISES) 22nd annual conference themed, “Reimaging Development for Small Island Developing States (SIDS).”
They found that there is a need to urgently shift from management to stewardship; from product to experience; from quantity to quality and; from stakeholder presence to engagement.
For the study, data was collected through asynchronous email interviews over two months in 2020 during the COVID-19 pandemic.
Responses were received from 21 senior officials from destination management organisations in the Caribbean.
Brown-Williams explained they were asked their views on the definition of a successful destination, factors that contribute to destination success and would help the destination become more successful in its tourism pursuit and the barriers to achieving success.
She said that for many officials interviewed, destination success was defined by the extent to which the lives of the locals have been positively impacted by tourism development.
Brown-Williams also noted that tourism has been a panacea for economic growth and development among island destinations, with many of them solely dependent on the tourism sector for revenue generation, employment and foreign exchange.
In 2019 Caribbean tourism grew by 4.4 per cent, which was almost perfectly in step with tourism growth worldwide.
However, the United Nations World Tourism Organization (UNWTO) designated 2020 as the worst year in tourism history, citing a 74 per cent decline in international arrivals and an estimated loss of US$ 1.3 trillion in export revenues; a loss that is 11 times greater than the fallout of the 2008 to 2009 global economic crisis.
It also noted that with economic dependence on tourism, Caribbean islands experienced an average GDP loss of approximately 15 per cent in 2020, with islands such as Aruba, Turks and Caicos and Antigua and Barbuda experiencing GDP losses of roughly 36 per cent.
But what does the research means for T&T?
Brown-Williams believes that meaningful changes can occur in the tourism sector in T&T with the implementation of a sustained stakeholder engagement strategy that has the potential to increase the self-reliance of the stakeholders, facilitate more suitable trade-offs among stakeholders with competing interests and promote decisions that enjoy a greater degree of ‘consensus’ and shared ownership.
However, she suggested that this cannot be achieved without open and frank discussions that seek to unpack and address the root cause of what has hampered the consistent growth and development of tourism locally.
Success-more than tourist arrivals
According to Cameron one of the more substantial results of the research was the minimal attention given to tourist arrivals as an indicator of destination success.
She explained that traditionally, destinations emphasise arrivals and visitor expenditure as key metrics but only three out of the 21 respondents explicitly defined destination success with tourist arrivals.
“Another unexpected finding was the minimal attention given to safety and resilience in determining destination success given the vulnerability of island destinations. Only one official touched on the pandemic and the need to strike a balance between safety and economic growth as key to success,” Cameron added.
However, she said there was recognition by stakeholders that a successful destination is adaptive, innovative and responsive to the environmental conditions in which it operates.
According to Cameron tourism planners and policymakers have begun to understand that tourism is more than an industry to be exploited for economic gain; it is the lifeblood of the people.
She also noted that there appears to be a clearer understanding that benefits can only be accrued when there is a sustainable approach to tourism development.
Cameron also believes that based on the research findings, as destination management organizations navigate the redefined tourism space and move towards attaining success in their respective destinations, a shift in focus is required in tourism practice.
Further, she said there is an urgent need to shift from management to stewardship; from product to experience; from quantity to quality and; from stakeholder presence to engagement.
“ As an industry, there must be a shift from almost total dependence on high-density/high-impact styles of mass tourism to a greater embracing of more low-density/low impact alternatives,” Cameron advised.
As a revitalisation tool, she added, Caribbean nationals must view tourism as an opportunity to construct a more satisfying culture through deliberate, organised, conscious effort, adding that as s a “social force,” tourism should emphasise benefits to society and the environment which can be used for many benefits.
Marketing-still a key determinant
Brown-Williams also shared that effective marketing featured as a critical determinant of destination success. However, underlying marketing and product development efforts are several less overt determinants.
One such determinant is the development of human capital, she said.
According to Brown-Williams one interviewee stated that investment in human resources is critical for retaining visitors since beach offerings (in the Caribbean) will not be enough.
Further, she noted that major contributors to Caribbean tourism such as Sandals Resort International has recognised this with the recent signing of a Memorandum of Understanding with The University of the West Indies (The UWI) and Florida International University’s (FIU) Chaplin School of Hospitality and Tourism Management to create the Gordon’ Butch’ Stewart International School of Hospitality and Tourism.
Moreover, Brown-Williams said this also signalled the strength of public-private-sector collaboration, which is among the success determinants.
Additionally, she said respondents also indicated that effective stakeholder engagement coupled with political will and visionary leadership are critical for destination success in this period.
Brown-Williams also said that deeper probe into this finding revealed that in some destinations, the Destination Management Organisations (DMOs) shared the view that there was insufficient support and commitment from governments to develop the industry, evidenced by the inadequate funding commitments.
CTO Secretary General in the article referenced
Neil Walters, acting Secretary General of the Caribbean Tourism Organisation also told the Sunday business Magazine that travel and tourism impact far beyond the direct spending by travellers to the countries of the Caribbean.
He described the sector as an economic engine which fuels economies, spawns new businesses, provides linkages with other economic sectors, and generates the tax revenues essential to the building of infrastructure and government services.
Given this pivotal role, Walters said, the CTO and other key regional partners recently held a conference in celebration of World Tourism Day, and identified priorities for the future of Caribbean tourism under the overarching themes of social inclusion, sustainability, and smart destinations and businesses.
“This vision for the future of Caribbean tourism calls for a sector that is environmentally conscious and prioritises the monitoring of environmental impacts.
“It requires a sector that provides incentives and opportunities for local communities to be ‘equipped’ and equitably integrated into the tourism economy.
“Also, one which infuses the region’s rich culture and heritage patrimonies, to provide unique, authentic and memorable experiences to diversify the Caribbean tourism product and experience,” Walters explained.
Further, he said it requires regional tourism stakeholders at the public and private sector levels to fully embrace digital technologies and the highest standards for visitor and employee health and safety, while remaining committed to excellence in service and product delivery.
Additionally, Walters advised that in the post COVID-19 context, as the industry looks towards recovery, there should be equal focus and commitment to take the necessary actions to ensure long term resilience.
According to Walters, the region remains vulnerable to ongoing threats of climate change, hurricanes, geological hazards and other natural disasters, and as such adaptation, mitigation and preparedness should form the corner stone of future tourism planning.
Noting that tourism has played a critical role in national development throughout the Caribbean and has tremendous untapped power to continue to transform societies, Walters added that the CTO remained heartened by the solidarity from regional partners to support tourism recovery.
“The dedication and support demonstrated by all partners is evidenced of recognition of the role and value of tourism to social and economic development in the region,” he added.