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Crisis Management and Governance in Tourism project: National Tourism Organisation of a Southern European Country

Best practices

02 October 2024

Crisis Management and Governance in Tourism project: National Tourism Organisation of a Southern European Country

Adventure tourism

Coastal, maritime and inland water tourism

Cultural tourism

+20 more

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The organisation has a strong institutional framework but faces challenges in crisis management, coordination, and reliance on external markets. To address these, it developed actions including strengthening crisis communication, improving data governance, securing funding, and enhancing coordination and governance at regional levels. It also focuses on product diversification, strategic planning, and capacity building. These initiatives aim to improve crisis preparedness, resilience, and data-driven decision-making, ultimately enhancing the tourism ecosystem.

Publishing org

Deloitte

Topics
Geographical descriptors

Albania

Armenia

Austria

Belgium

Bosnia and Herzegovina

Bulgaria

Croatia

Cyprus

Czechia

Denmark

Estonia

EU-27

Finland

France

Georgia

Germany

Greece

Hungary

Iceland

Ireland

Italy

Kosovo

Latvia

Liechtenstein

Lithuania

Luxembourg

Malta

Moldova

Montenegro

Netherlands

North Macedonia

Norway

Poland

Portugal

Romania

Serbia

Slovakia

Slovenia

Spain

Sweden

Switzerland

Türkiye

Ukraine

Organisation Type

Destination Management & Marketing Organisations

National authorities

  • Specific types of tourism

    • Adventure tourism

    • Coastal, maritime and inland water tourism

    • Cultural tourism

    • Ecotourism

    • Education tourism

    • Festival tourism

    • Gastronomy tourism

    • Health and medical tourism

    • MICE tourism

    • Mountain tourism

    • Religious tourism

    • Rural tourism

    • Sports tourism

    • Urban/city tourism

    • Wellness tourism

  • Transition Pathway Strategic Areas

    • Best practices, peer learning and networking

    • Changes in tourism demand and opportunities

    • Governance of tourism destinations

    • Improving statistics and indicators

    • Tools for data on tourism

    • Tourism strategies

  • Business activities

    • Activities of associations and other organisations supporting tourism

    • Other

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The organisation has a robust institutional framework, with a broad set of responsibilities that vary from international marketing & promotion to policy implementation, tourism training & education management and financial instruments´ management. The country's ranking as one of the safest country in the world, combined with the welcoming nature and hospitality of its residents, enhances its appeal as a tourism destination.

Additionally, the country's focus on sustainability, cultural authenticity, heritage, and diversity aligns well with global tourism trends and is a key driver of tourism inflows.

There are, nevertheless, challenges and threats that need to be addressed. The reliance on external markets due to the limited size of the internal market poses a vulnerability.

Crisis management and communication plans are insufficient and coordination between the public and private sector and between different levels needs improvement. Moreover, governance at regional level lacks the necessary mandate to be more effective in supporting tourism stakeholders.

The tourism ecosystem, characterised by SMEs with insufficient financial resilience, requires attention. These companies lack strategic resilience development as well as operational crisis management and preparedness knowledge and expertise.

Additionally, problems arising from climate change (lack of water, extreme weather) or natural events (floods and fires) are risks that need to be managed carefully to maintain country's tourism ecosystem's resilience and success.

#Destination management #Empowerment

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Best Practice: Southern NTO
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