The pervasive motivational power of the primal human desire for cultural immersion into new tourism experiences is driving the future of tourism.
It is this irrepressible yearning to escape to the excitement of new cultural experiences – with their accompanying status and ‘Instagram-moment’ bragging rights – that, for centuries, has propelled humanity’s insatiable Wanderlust.
An insatiable Wanderlust hardwired into all human DNA that has created the world’s largest (by far) discretionary consumer activity.
2015 saw over seven billion global tourism movements (domestic and international), resulting in $US7.6 trillion of global tourism expenditure (WTTC). Which is more than four times greater than 2015’s $US1.7 trillion of global military expenditure (SIPRI)
Today, more than ever, embracing genuine breakthrough creativity and ingenuity to differentiate new quality infrastructure (and its brand experiences) to the hugely competitive tourism/recreational market, is absolutely vital to commercial success.
Imperative to this outcome is the prior development of a comprehensive long- term master tourism development strategy for the project, well before any designer’s pen is put to paper. This necessitates exhaustive desktop and market research; a crystal clear understanding of the distinctive cultural and environmental ‘character’ that defines the location; a similar understanding of the demographics, psychographics and motivations of the targeted users of the finished development; local and international competitive analysis; the objectives and goals of the owner; identifying potential issues of critical stakeholders, particularly local communities, opinion leaders and governments; market forecasts… and so on.
The project’s long term positioning (its unique vision, its essential creativity, its wow factor) that is the critical backbone of the master tourism strategy must be able to be easily explained and simple to comprehend by all. Such as the iconic Sydney Opera House’s brand positioning, for example.
Less is more.
Only by so doing can developers confidently ensure they are accurately matching proposed new tourism infrastructure and its experiences (underpinned with compelling brand positioning) to the dreams and expectations of the demanding, increasingly sophisticated world tourist.
Today’s global tourist is increasingly walking away from the plethora of derivative and unoriginal tourism infrastructure and experiences. Building more of the soulless, monolithic concrete-tower homogeneity that characterises much of the world’s newer tourist development, is exactly what Australia must avoid.