A second reason was the strategy could become a guide to encourage infrastructure investment. A third reason was to encourage nature conservation by. Lastly the process could help encourage new entrants into tourism rather than into sectors which could destroy the long term prospects of tourism.
The second section deals with what a sustainable tourism strategy is and how it differs from a conventional tourism plan. Conventional plans more closely resemble traditional marketing plans as it is designed to increase visitor numbers, turnover etc. through community resources. Sustainable tourism plans rely on wider regional analysis whose hallmarks include analysis of current tourism assets and future tourism development and a discussion of how tourism could be used for social benefits and probably most importantly strategies should be long term in their approach.
The next section identifies how these strategies are produced. Firstly the strategy makers should have a number of objectives in the tourism, economic, ecological, and social sectors. Secondly, consultation with affected parties should be wide ranging and strategies should be an evolving/long term enterprise.
In this regard the focus of this paper was wide ranging. It was a well laid out argument which identifies what the problem is, why strategy formulation should be paramount, how the strategy should be developed and the effect that strategy formulation has had in real world experiences. The only critique would be that in order to reinforce the importance of strategy development, perhaps examples of how not adhering to this sort of strategy should produce negative