Destination Development and
Institutionalization Strategies
In the OIC Member Countries
152
HIGH:
In case of high levels of visitation from immigrants who come back to visit family and
friends, can offer attractions at discounted rates if visiting with a local, with locals entering
attractions for free or at highly discounted rates. This will encourage the locals to take their
visitors to the attractions since they are at a low (or no cost) to them.
A country, that receives business travelers, such as Nigeria, where 90% of hotel stays in
Lagos are related to business trips414, can offer short tour packages so the rest of the
industry (and not just hotels, restaurants and convention centers) benefits from the visit.
In the case of Nigeria, capitalizing on business travelers, will encourage investors to further
build tourism facilities that will help attract leisure travelers.
Tourism
Super-
structure
LOW:
Superstructures such as accommodation facilities, transportation facilities and attractions
are elements that destination managers can control, however they require investments.
HIGH:
Countries with high superstructures should continue to maintain them as well as address
any future needs.
Examples: Dubai
Source: DinarStandard analysis
Table 33: Recommendations for Countries in the Consolidation – Stagnation Phases (Developed)
Type of
Resource
Recommendation
Natural and
cultural
resources
LOW:
Since these resources are beyond the control of destination managers, focus should be
placed on developing activities since these are within the control of destination managers.
Also, when a country is low in cultural natural resources, it is important to focus on the living
culture and their lifestyle:Why do locals livewhere they live andwhy. Destinationmanagers
should position their destination as a lifestyle destination with a special focus for example
on Gastronomy, spa, the event calendar, modern design etc..
HIGH:
In the more developed stages of the tourism life cycle degradation of resources usually
happens at a rapid rate due to over-tourism, if not properly managed.
 Forecast demand by establishing data systems that compile data on a regular basis on
arrivals growth (an increasing growth rate could strain destinations that are already
overcrowded), density of tourism (number of visitors per square kilometer) in both the
destination as well as at specific sites, tourism intensity (number of visitors per resident),
arrival seasonality (difference in arriving-flight seats between high and low months.
Encourage data sharing by stakeholders and share aggregated statistics as it will benefit
the entire value chain.415
 Implement measures to prevent/manage overtourism which can result in an unpleasant
experience for tourists, inconvenience the local community, and damage natural and
cultural resources. Such measures include
414 Interview with President/Founder, Nigeria Hotel and Tourism Investment Conference
415 Dichter, A., & Guevara Manzo, G. (2017). Coping with Success – Managing Overcrowding in Tourism Destinations. 30–31.