Class Strategic Management of Tourist Destinations

Destination management is an increasingly important issue as the success of destination management depends on the ability to deliver high-quality visitor experiences and manage the impacts of tourism on local communities. To compete effectively, destinations need to provide good experiences and maximize the value of those experiences for visitors. Now, the construction of this experience is affected by the way attractions, amenities, accessibility, and image, among others, and the relationship that is established between them, always within the constructive assumptions of sustainability. In order to respond to these dynamics, the DMOs were created, which take the lead in the destination development strategy. This course aims through several points of analysis to understand how these processes intertwine and how they develop strategies within the competitiveness of tourist destinations.  

Not applicable

1. Understanding geographical space and the main trends in world tourism 2. Tourist destination 2.1 Definition: different perspectives 2.2 Basic elements of a tourist destination 2.3 The life cycle of tourist destinations 3. The importance of Destination Management Organisations (DMOs) 3.1 Genesis and evolution, functions and structure 3.2 The diversity of destination management organisations 3.2.1 The Tourism Competitiveness and Technology Centre, Regional Tourism Entities and Promotional Agencies 3.2.2 The relevance of Regional Tourism Observatories in supporting management 4. Principles and practices of strategic management of tourist destinations 4.1 Inventorying resources and assessing a destination's competitiveness 4.2. Developing tourism products: strategic definition 4.3 Competitive positioning and management of tourist destinations 5. Smart tourism destination strategies

During the course of the theoretical classes, students will have the possibility to contact with the real world, through the contact with specialists working in DMOs, both international and national. both international and national, in order to develop creative skills and the ability to solve progressively more complex problems. ability to solve progressively more complex problems. Thus, there will be several thematic seminars and study visits. The Inverted Classroom methodology will also be applied through group work to solve problems, case studies and learning. problem-solving, case studies and peer learning.

  Buhalis, D., Leung, X. Y., Fan, D., Darcy, S., Chen, G., Xu, F., ... & Farmaki, A. (2023). Tourism 2030 and the contribution to the sustainable development goals: the tourism review viewpoint. Tourism Review, 78(2), 293-313. Eusébio, C., Carneiro, M. J., Rodrigues, V., Robaina, M., Madaleno, M., Gama, C., ... & Monteiro, A. (2022). Factors influencing the relevance of air quality in the attractiveness of a tourism destination: Differences between nature-based and urban destinations. Tourism Management Perspectives, 44, 101045. Goeldner, C. & Ritchie, J. (2012). Tourism: principles, practices, philosophies. John Wiley and Sons, Inc. Harrill, R. (2013). Fundamentals of destination management and marketing. Pennsylvania: A.H.&L.E.I. Xiang, Z., Tussyadiah, I., & Buhalis, D. (2015). Smart destinations: Foundations, analytics, and applications. Journal of Destination Marketing and Management, 4(3), 143-144.