Data, intelligence and trends
The Tourism Market Intelligence and Competitiveness department (TMIC) generates market knowledge in order to enhance the understanding of world tourism trends and their economic dimension
Our research provides the latest tourism market intelligence and identifies good practices for successful development and marketing of destinations.
Data, intelligence and trends
UNWTO generates knowledge in order to enhance the understanding of tourism trends and the economic impact of tourism through the:
- Collection and analysis of tourism data
- Analysis of key global trends and their impact on tourism
- Analysis of tourism market segments and products
- Development of short- and long-term forecasts.
Governance and Policy
The development and management of tourism destinations requires a holistic approach to policy and governance.
UNWTO works to provide guidance and share good practices on policies and governance models aimed to effectively support the tourism sector at the different levels: national, regional and local.
Governance has two specific dimensions:
- Directive capacity of government, determined by coordination and collaboration as well as by the participation of networks of stakeholders.
- Directive effectiveness, determined by institutional skills and resources that support the ways in which processes are conducted to define goals and search for solutions and opportunities for relevant stakeholders, and by the provision of tools and means for their joint execution.
In this sense, UNWTO works to support its Members in their efforts to develop efficient governance models / structures and policies, focusing among others on:
- Tourism policy and strategic planning
- Governance and vertical cooperation, i.e. national-regional-local levels
- Public Private Partnership (PPP)
Quality
Quality of a Tourism Destination is defined by UNWTO as “the result of a process which implies the satisfaction of all tourism product and service needs, requirements and expectations of the consumer at an acceptable price, in conformity with mutually accepted contractual conditions and the implicit underlying factors such as safety and security, hygiene, accessibility, communication, infrastructure and public amenities and services. It also involves aspects of ethics, transparency and respect towards the human, natural and cultural environment. Quality, as one of the key drivers of tourism competitiveness, is also a professional tool for organizational, operational and perception purposes for tourism suppliers.”
UNWTO provides practical guidelines and showcase good practices for destinations in their efforts to improve the quality of visitor experience all through the supply chain and to launch destination quality systems.
Further information in publication “Practical Guidelines for Integrated Quality Management in Tourism Destinations”. World Tourism Organization (2017). UNWTO, Madrid. Publication available on the UNWTO E-library.
Competitiveness
UNWTO defines (1) Competitiveness of a Tourism Destination as “the ability of the destination to use its natural, cultural, human, man-made and capital resources efficiently to develop and deliver quality, innovative, ethical and attractive tourism products and services in order to achieve a sustainable growth within its overall vision and strategic goals, increase the added value of the tourism sector, improve and diversify its market components and optimize its attractiveness and benefits both for visitors and the local community in a sustainable perspective.”
(1) See UNWTO Definitions as adopted by the 22nd session of the General Assembly held in Chengdu, China (11-16 September 2017) click in UNWTO definitions.
Destination Management
In recent years, there has been increasing recognition of the need for sound and planned management of tourism destinations.
Destination management consists of the coordinated management of all the elements that make up a tourism destination. Destination management takes a strategic approach to link-up these sometimes very separate elements for the better management of the destination. Joined up management can help to avoid overlapping functions and duplication of effort with regards to promotion, visitor services, training, business support and identify any management gaps that are not being addressed.
Destination management calls for a coalition of many organizations and interests working towards a common goal, ultimately being the assurance of the competitiveness and sustainability of the tourism destination. The Destination Management Organization’s (DMO) role should be to lead and coordinate activities under a coherent strategy in pursuit of this common goal.
Though DMOs have typically undertaken marketing activities, their remit is becoming far broader, to become a strategic leader in destination development. This is a vital ingredient for success in every tourism destination and many destinations now have DMOs to lead the way.
From a traditionally marketing and promotion focus the trend is to become leading organizations with a broader mandate which includes strategic planning, coordination and management of activities within an adequate governance structure with the integration of different stakeholders operating in the destination under a common goal. Destinations wherein such an organization is not still in place are increasingly creating or plan to create a DMO as the organizational entity to lead the way.
From a traditionally marketing and promotion focus the trend is to become leading organizations with a broader mandate which includes strategic planning, coordination and management of activities within an adequate governance structure with the integration of different stakeholders operating in the destination under a common goal. Destinations wherein such an organization is not still in place are increasingly creating or plan to create a DMO as the organizational entity to lead the way.
UNWTO has identified three areas of key performance in destination management at DMO level: Strategic Leadership, Effective Implementation and Efficient Governance.
UNWTO supports its Members and Destination Management/Marketing Organizations through the UNWTO.QUEST - a DMO Certification System. UNWTO.QUEST promotes quality and excellence in DMOs planning, management and governance of tourism, by means of capacity building. UNWTO.QUEST Certification evaluates the three areas of key performance in destination management at DMO level: Strategic Leadership, Effective Implementation and Efficient Governance. With a training and capacity building component, UNWTO.QUEST is a strategic tool which allows the DMOs to implement an improvement plan to achieve the criteria and standards of the Certification with the aim of enhancing their management processes and thus contribute to the competitiveness and sustainability of the destinations they represent.
Related links
Tourism Products
As defined by UNWTO, a Tourism Product is "a combination of tangible and intangible elements, such as natural, cultural and man-made resources, attractions, facilities, services and activities around a specific center of interest which represents the core of the destination marketing mix and creates an overall visitor experience including emotional aspects for the potential customers. A tourism product is priced and sold through distribution channels and it has a life-cycle".
UNWTO works to support the sector in the sustainable development of:
UNWTO understands Rural Tourism as "a type of tourism activity in which the visitor’s experience is related to a wide range of products generally linked to nature-based activities, agriculture, rural lifestyle / culture, angling and sightseeing. Rural Tourism activities take place in non-urban (rural) areas with the following characteristics: i) low population density, ii) landscape and landuse dominated by agriculture and forestry and iii) traditional social structure and lifestyle".
Mountain Tourism is a type of "tourism activity which takes place in a defined and limited geographical space such as hills or mountains with distinctive characteristics and attributes that are inherent to a specific landscape, topography, climate, biodiversity (flora and fauna) and local community. It encompasses a broad range of outdoor leisure and sports activities".
Rural and mountain tourism have a high potential to stimulate local economic growth and social change because of its complementarity with other economic activities, its contribution to GDP and job creation, and its capacity to promote the dispersal of demand in time (fight seasonality) and along a wider territory.
As global tourism is on the rise and competition between destinations increases, unique local and regional intangible cultural heritage become increasingly the discerning factor for the attraction of tourists.
For many destinations, food-making as well as wine-making represent an integral part of their history and identity and have become the key element in the nation’s brand image. Gastronomy and wine tourism represents an opportunity to revitalize and diversify tourism, promote local economic development, involve many different professional sectors and bring new uses to the primary sector. Hence, gastronomy and wine tourism contribute to promoting and branding destinations, maintaining and preserving local traditions and diversities, and harnessing and rewarding authenticity.
The Committee on Tourism and Competitiveness (CTC) of UNWTO define Gastronomy Tourism as a type of tourism activity which is characterized by the visitor’s experience linked with food and related products and activities while travelling. Along with authentic, traditional, and/or innovative culinary experiences, Gastronomy Tourism may also involve other related activities such as visiting the local producers, participating in food festivals and attending cooking classes. Whilst Eno-tourism (Wine Tourism), as a sub-type of Gastronomy Tourism, refers to tourism whose purpose is visiting vineyards, wineries, tasting, consuming and/or purchasing wine, often at or near the source.
Tourism and sports are interrelated and complementary. Sports – as a professional, amateur or leisure activity – involves a considerable amount of traveling to play and compete in different destinations and countries. Major sporting events, such as the Olympic Games, football and rugby championships have become powerful tourism attractions in themselves – making a very positive contribution to the tourism image of the host destination.
Sports tourism is one of the fastest growing sectors in tourism. More and more tourists are interested in sport activities during their trips whether sports are the main objective of travel or not. Sport events of various kinds and sizes attract tourists as participants or spectators and destinations try to add local flavours to them to distinguish themselves and provide authentic local experiences. Mega sport events such as Olympics and World Cups can be a catalyst for tourism development if successfully leveraged in terms of destination branding, infrastructure development and other economic and social benefits.
Shopping Tourism is becoming an increasingly relevant component of the tourism value chain. Shopping has converted into a determinant factor affecting destination choice, an important component of the overall travel experience and, in some cases the prime travel motivation. Destinations have thus an immense opportunity to leverage this new market trend by developing authentic and unique shopping experiences that add value to their touristic offer while reinforcing, and even, defining their tourism brand and positioning.
More importantly, shopping is one of the major categories of tourists’ expenditure, representing a significant source of income for national economies both directly and through the many linkages to other sectors in the economy.
According to UNWTO, Urban Tourism is "a type of tourism activity which takes place in an urban space with its inherent attributes characterized by non-agricultural based economy such as administration, manufacturing, trade and services and by being nodal points of transport. Urban/city destinations offer a broad and heterogeneous range of cultural, architectural, technological, social and natural experiences and products for leisure and business".
According to the United Nations, in 2015, 54% of the world’s population lived in urban areas and, by 2030, this share is expected to reach 60%. Along with other key pillars, tourism constitutes a central component in the economy, social life and the geography of many cities in the world and is thus a key element in urban development policies.
Urban tourism can represent a driving force in the development of many cities and countries contributing to the progress of the New Urban Agenda and the 17 Sustainable Development Goals, in particular, Goal 11: Make cities and human settlements inclusive, safe, resilient and sustainable. Tourism is intrinsically linked to how a city develops itself and provides more and better living conditions to its residents and visitors.
Fulfilling tourism’s potential as a tool of sustainable and inclusive growth for cities requires a multi-stakeholder and multilevel approach based on close cooperation among tourism and non-tourism administrations at different levels, private sector, local communities and tourists themselves. Likewise, the sustainable development and management of tourism in cities needs to be integrated into the wider urban agenda.