Professional Documents
Culture Documents
55
Tourism
Guidelines for
of Gastronomy
the Development
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Development of
Guidelines for the
Gastronomy Tourism
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Table of contents
Acknowledgments 5
Introduction 8
2.3 Take actions to improve the scenario, environment, venues and system for hosting
gastronomy tourists 39
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2.4 Foster the creation and development of products and of gastronomy tourism
experiences associated with the endogenous potential of the destination.
These should be innovative, distinctive, and varied to attract gastronomy tourists
and help position the territory as a gastronomy destination 39
2.5 Promote competitiveness of all actors in the value chain, based on excellence,
knowledge, talent management, innovation and cooperation of all actors 40
2.8 Define and adopt a plan to promote and support the marketing of gastronomy
tourism with the participation of all agents in the sector – gastronomy marketing 41
2.9 Maximize the power of technology as a driver for developing gastronomy tourism 41
4
Guidelines for the Development of Gastronomy Tourism
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Acknowledgments
Foreword
World Tourism Organization
Gastronomy tourism forms an integral part of local life and I wish to thank the BCC, a global gastronomy leader, for
is forged by the history, culture, economy and society of its commitment and outstanding contribution to advance
a territory. This bears the natural potential to enrich the gastronomy tourism as a means to advance sustainable
visitor experience, establishing a direct connection to the development in partnership with UNWTO.
region, its people, culture and heritage.
Zurab Pololikashvili
The interest in gastronomy tourism has grown in recent Secretary-General,
years alongside its intrinsic promotion of regional World Tourism Organization (UNWTO)
identity, economic development and traditional heritage.
Having identified its competitive edge, more and more
destinations around the world are looking to position
themselves as destinations for gastronomy tourism.
Foreword
Basque Culinary Center
Gastronomy is one of the sectors most valued by tourists. Aware of the importance of gastronomy tourism,
When we travel we like to discover the local cuisine of the five years ago, together with the World Tourism
destination, to explore its restaurants, to taste the typical Organization (UNWTO), we organized the first World
products, the traditions, and to be able to live surprising, Forum on Gastronomy Tourism. During these five years,
unique and special experiences. The data show that, gastronomy tourism has been growing in all stages. It is
according to the World Tourism Organization (UNWTO), a broad sector that generates wealth and employment,
more than a third of a tourist’s spending is dedicated to and that faces the challenges of a large sector.
food. Gastronomy has become one of the main reasons
to travel. These have been the bases that have led us to develop the
Guidelines for the Development of Gastronomy Tourism
In many destinations, gastronomy has become a strategic together with the World Tourism Organization (UNWTO),
sector that contributes to the generation of wealth and our strategic ally, – a publication that we hope will help
employment, creating value for the entire value chain and become a useful tool for those territories that want to
from the production of quality food, its transformation, to position and reinforce their gastronomic strategy.
the hotel or tourism companies and the promotion of the
country brand.
This guides the work of the Basque Culinary Center. Joxe Mari Aizega
A holistic and interdisciplinary approach aimed at Director General,
developing the potential of gastronomy through the Basque Culinary Center
training of professionals, in research and innovation of
products and services collaborating with companies
and through different initiatives to promote gastronomy.
The Basque Culinary Center is today a university faculty
with students from 32 countries, a Technological Center
in Gastronomy and has agreements with more than
50 companies.
Introduction
Gastronomy tourism, a rising form of tourism The need to eat is the same for all of us, but it also
differentiates us. Gastronomy tourism has arisen precisely
The World Tourism Organization (UNWTO) defines because of this difference: the difference between
gastronomy tourism as “a type of tourism activity which is tourists who simply feed themselves during their travels
characterized by the visitor’s experience linked with food and those for whom gastronomy has a decisive influence
and related products and activities while travelling. Along on their choice of destination and who wish to satisfy
with authentic, traditional, and/or innovative culinary their hedonistic and cultural appetite in addition to their
experiences, Gastronomy Tourism may also involve other physiological need to eat.
related activities such as visiting the local producers,
participating in food festivals and attending cooking Over recent decades, gastronomy tourism has gone
classes. Eno-tourism (Wine Tourism), as a sub-type of beyond the table setting and now includes all sectors
Gastronomy Tourism, refers to tourism whose purpose of a destination’s food and tourism chain – producers
is visiting vineyards, wineries, tasting, consuming and/or (agriculture, fishing, etc.), processing firms (dairies,
purchasing wine, often at or near the source”.1 olive mills, canning plants, wineries, etc.), the tourism
and hospitality sector (restaurants, specialised
Gastronomy is reasoned knowledge about what we accommodation, gastronomic activity firms, etc.), the
eat and how we eat it. It is an area of inter-disciplinary retail sector, the commerce sector (sale of products) and
knowledge which studies and generates physicochemical, even the knowledge sector.
cultural and socio-economic processes in which human
beings cultivate, process, distribute and consume good Gastronomy tourism today cuts across many tourism
foods and beverages which affect their physical, mental products. It has expanded the possibilities for enjoyment
and social wellbeing. 2 and knowledge offered by good-quality local gastronomy
products in the different territories and by the activities
Gastronomy has always formed part of tourism, but the that are possible in their productive and processing
relationship between them has changed significantly environments.
over recent decades. In recent years, we have seen a
phenomenon in which increasing interest in food has Gastronomy tourism is therefore based on a concept of
led the relationship between gastronomy and tourism to knowing and learning, eating, tasting and enjoying the
evolve towards new models, giving rise to a new tourism gastronomic culture that is identified with a territory. It
segment, that of gastronomy tourism. is not possible to talk of gastronomy tourism without
also talking about the culinary identity of the terroir as
influence on tourists’ decisions to travel there and/or to and manage any form of gastronomy tourism, especially
attract the profile of gastronomy tourists who wish to during the initial phases of development of a gastronomy
experience the gastronomic culture of the places visited. destination.
Great progress in the shaping of a diverse gastronomy The guide describes some general principles and
tourism offer that is largely experience-based points recommendations for the development of gastronomy
to the interest among the various sectors involved in tourism in destinations from the perspective of NTAs and
developing it. DMOs.
From the point of view of demand, one of the main It aims to provide assistance on various key aspects in
obstacles for quantifying gastronomy tourists and the planning and management of gastronomy tourism
measuring the impact of gastronomy tourism worldwide destinations, posing in each case a set of guidelines on
is the lack of a well-defined, standardised definition the work to be done.
of gastronomy tourism and of a methodology for
comparisons. However, both market research and the The guide does not aim to be a detailed manual on
statistics available in some destinations point to a clear procedures, but rather to cover in a coherent way the
rise in so-called gastronomy tourists and also indicate areas of management or interest that must be considered
that they are tourists who consume more than average when developing gastronomy tourism in destinations. For
and who are demanding, discerning, putting value in each area, comments and recommendations for action
authenticity and reject uniformity. are made, and practical advice is given on aspects to be
taken into account.
So food has become an essential inducement for
differentiating tourism destinations and making them The tourism scenario and the degree of knowledge of
attractive, and gastronomy tourism has become a market gastronomy tourism may vary considerably from one
segment in itself. destination to another and this will determine the way in
which this guide is interpreted and used.
There is a broad consensus today that gastronomy
tourism can contribute to the Sustainable Development
Goals (SDGs) in destinations and there is a huge Methodology
opportunity for developing this contribution in areas such
as rural development, economic growth, job creation or The working process covered the compilation of both
responsible consumption and production. primary and secondary information:
The scenario, therefore, is one in which gastronomy – On the one hand, several experts in gastronomy
is conceived as a great asset for tourism destinations, tourism who participate in the Master’s Course on
and gastronomy tourism offers great opportunities Gastronomy Tourism at the BCC were involved.
to the whole sector and to society in general. But it is They were asked to contribute regarding the main
also a greatly changing environment, in which today it is milestones and practices for efficient development
more necessary than ever to plan and define strategies of gastronomy tourism in destinations, from the
that determine the roadmap for both consolidated and perspective of NTAs and DMOs; and
emerging gastronomy tourism destinations.
(Bangkok, Thailand).
Endnotes:
1.1 Planning and management of gastronomy Therefore, based on the reality and potential of the
tourism in the territory destination, this document:
The competitiveness of a tourism destination is built – Sets the path for the development and market of
on the planning and strategic management of its gastronomy tourism;
comparative and competitive advantages and is based
on the creation of high-quality, differentiated products – Should be flexible and adapted over time if the
that generate experiences and added value for tourists. scenario makes this necessary; and
Proper planning is necessary to boost the competitiveness – Should be shared and based on a consensus with
of tourism destinations and maximize the positive impacts the agents of the gastronomy tourism ecosystem in
of tourism, minimizing the negative ones, anticipating the destination.
changes in the needs and tastes of tourism demand
and re-orienting the offer, reducing deficiencies in the Therefore, a Strategic Plan for Gastronomy Tourism is
destination, fighting seasonality, etc. considered:
When the tourism policy of a destination places priority – A planning tool which, starting from an understanding
on working to promote the attractions of the gastronomic of the initial situation and a diagnosis, transfers
culture, it is essential to draw up a Strategic Plan for to reality the perceptions and needs of the sector
Gastronomy Tourism. involved and serves to define and lay down the main
strategic lines of action that will allow the destination
Such plans should be considered as instruments for to become, as desired, a destination for gastronomy
laying the foundations and designing strategies for tourism; and
future action with regard to gastronomy tourism in the
destination. They also provide a framework for all actions – An integrated strategy that is in line with the
to be carried out by all the agents involved, over a specific destination’s general tourism strategy and with
timescale for fostering this type of tourism. other tools for planning, and in coordination with
actions by other bodies and entities, depending on
the geographical scope of action of the NTA and the
DMO.
agents related to the activity, and basically comprises the how the destination must be projected in the main
following main phases: markets and among the different target audiences in
order to ensure that the sustainable development and
Preliminary phase: Launch of the project. During this growth of gastronomy tourism benefit the territory, as
phase, the working team is defined, along with the scope well as the sector that is directly involved and the local
and methodology of the project, the main targets and the communities.
timescale.
Phase III: Operational planning. In this stage the
Phase I: Analysis and diagnosis of the situation. This programmes shall be defined and priorities established
phase focusses on the knowledge of the destination’s for the actions needed to advance towards the
tourism context, its current situation and the potential of construction of the gastronomy destination. Therefore,
the tourism activity related to gastronomy in the territory, both an Operational Development Plan and an
and on the identification of the main shortcomings and Operational Marketing Plan must be devised so that all
potentialities. This diagnosis identifies any favourable the tourism and gastronomic potential of the territory can
and unfavourable conditions affecting the gastronomy be developed in such a way that it will benefit all the
tourism activity which will have to be dealt with during parties involved.
the planning process. For this purpose, among other
aspects, the following shall be analysed: Phase IV: Communication and dissemination of
the Plan. In this phase, the Plan will be made known
1. From an internal point of view: externally to all those involved, in the sector, among
– The territorial and tourism context of the citizens and among the communication channels that
gastronomy tourism product; can link up with potential tourists.
– Inventory and evaluation of all gastronomy
resources; The following graph covers the full contents and the
– Analysis of the tourism supply and its gastronomic classic methodology of a Strategic Plan for Gastronomy
component; Tourism that has the same process and methodology in
– Analysis of the promotion and marketing of certain aspects as other strategic tourism plans.
gastronomy tourism;
– Identification of the agents forming part of the
gastronomy tourism model; and
– Identification of any gastronomy tourism products,
locations and venues that have special or
differential value.
Territorial and tourism Inventory and evaluation Analysis of the real and
Analysis of gastronomy
context for the gastronomy of all the gastronomic potential demand for
tourism trends
tourism product resources gastronomy tourism
Benchmarking.
component. gastronomy tourism the destination
Desired gastronomy
Mission Vision Values
tourism model
Operational plan for Operational plan for Plan management Control and monitoring
development marketing model mechanisms
Programme of actions
Results Important
A strategic planning tool based on consensus with – The Gastronomy Tourism Plan must be completely
the gastronomy tourism agents in the destination over in line with the destination’s Tourism Plan and its
a specific timescale which will take the form of annual goals;
plans and operational programmes.
– Planning is not guessing the future: planning is
defining and using various scenarios that help to
reduce uncertainty by providing strategies and tactics
for the destination to minimize its weaknesses and
reinforce its strengths;
– Processes and mechanisms for participation: activities of the tourism value chain.
one of the key objectives when building a tourism
development model is to grasp the reality of the Support activities involve transport and infrastructure,
territory based on the knowledge and participation human resource development, technology and systems
of the revelant agents. They need to be involved of other complementary goods and services which may
in the process of discussion and reflection on the not be related to the core tourism businesses but have a
tourism strategy to be designed in order to achieve high impact on the value of tourism (UNWTO).1
the goals and visualize the tourism scenario in a
not very distant future. The drafting of a Strategic Gastronomy tourism is a very interesting field when
Plan for Gastronomy Tourism shall include an open, analysing the value chain because, for some years now,
participatory process of reflection in which the most gastronomy has gone beyond the table and the
representative agents from the gastronomy tourism restaurant setting. As a product it is now open to a
value chain in the destination must participate (political large number of attributes and participants.
leaders, associations from the gastronomy and
tourism sector, tourism specialists, opinion leaders There seems to be unanimity in considering gastronomy
from the sector, etc.). The process of participation as a value chain involving different branches of activity
must also guarantee that the benefits of the sector and starting from food production (which includes
are distributed by including them in the value chain of agriculture, fishing and the food industry). It includes
gastronomy tourism; and distribution via any type of channel (from traditional
markets, supermarkets and large retail outlets to
– Sustainable development: the Gastronomy Tourism neighbourhood shops, grocers and online commerce);
Plan, like the destination’s Tourism Plan, must include and it reaches homes and catering businesses with
the principles of the Sustainable Development Goals different profiles (including international delivery firms) for
of the 2030 Agenda and the UNWTO Global Code of processing and tasting and, obviously, it also includes
Ethics for Tourism. tourism related to gastronomy.
Gastronomy heritage
Research and training centers: Gastronomic universities, catering schools and training
centers, etc.
– Gastronomy tourism cuts across sectors and may endogenous products can be given greater value
be unique in helping to maximize the distribution of through tasting sessions, purchases, etc. NTAs
the benefits of tourism in the communities and in the and DMOs should promote these links by means of
territory. Gastronomy tourism empowers all those who programmes to promote local gastronomic products;
form part of the gastronomy value chain, especially and
local communities and professionals in their capacity
as ambassadors for their territory, thus reinforcing the – Inter-relations between the food value chain
identity and feeling of belonging, and safeguarding and other areas: in addition to the sectors that
the authenticity of each place; are closely linked to the value chain of gastronomy
tourism, also of importance are the relations between
– The gastronomy tourism value chain is often very food and gastronomy and culture, biodiversity and
heterogeneous and fragmented: this means that the landscape, health and wellbeing, science and
great efforts are needed to work in a collaborative technology and education.
way. It is necessary to establish programmes to create
awareness and to offer training and qualification for
agents, especially for those who are less linked to
tourism activities (producers, industries, shops, etc.);
of gastronomy tourism and its possible impact on the card use and comments by users and tourists on the
strategic tourism proposal of the destination. various tourism and gastronomic digital platforms.
The destination’s management entity should set up a It is essential to periodically review the scorecard, to
system for market intelligence that includes gastronomy process and use the information and to communicate
tourism and allows the main trends to be observed and the results.
interpreted and the planning and management processes
to be improved. For this purpose, a scorecard is proposed
to record integrated information on international, national, Results
regional and local entities, and new sources of information
such as big data, social media, credit card firms, etc. This A market intelligence system that makes it possible to
would make it possible to study, amongst others: the know and interpret the main global trends on gastronomy
general evolution of the tourism sector and, in particular, tourism with the aim of improving planning and
of gastronomy tourism; the economic and geopolitical management processes.
situation; changes in markets and in tourism demand;
the strategy of other leading or competing destinations;
the challenge of the digital economy and of the ‘sharing Important
economy’; the impact of technology and social media;
concern about sustainability, climate change and the – Institutional leadership: the NTA or DMO should
impact of tourism on destinations; gastronomic trends, etc. be responsible for promoting an observatory on
gastronomy tourism;
The following sources of information are recommended:
– Sources of information: the main sources of
– Documentation and official statistics on the tourism information on trends in tourism and gastronomy
sector from international organizations such as should be monitored;
UNWTO, the World Travel & Tourism Council (WTTC),
the World Economic Forum (WEF), and the World Bank – System of intelligence on the destination:
and from national, regional and local organizations; expansion of current systems for tourism intelligence,
including relevant information on gastronomy tourism,
– Studies on trends on the digital economy from firms using new sources of information on trends such as
such as Google, TripAdvisor, Booking; and reports big data, social media, etc.;
from firms that specialize in market research and
market trends such as GfK or Phocuswright; – Compilation of information: a recurring protocol
should be established for centralized compilation of
– Documentation and studies on gastronomy tourism, information on gastronomy tourism of interest for the
such as the UNWTO Global Reports on Gastronomy destination; and
Tourism, Conclusions of the Global Fora on
Gastronomy Tourism UNWTO/BCC, documents from – Dissemination of information: there should also
organizations such as the United Nations Educational, be a procedure for the processing and periodic use
Scientific and Cultural Organization (UNESCO), the of the information stored and the dissemination of
Food and Agriculture Organization of the United knowledge via the NTA or DMO media for promotion.
Nations (FAO) and the Organisation for Economic Co-
operation and Development (OECD), and reports from
specialist entities such as the BCC; and
A comparative analysis and an analysis of competitors are 11. Professionalization: the development and intention
the first step for knowing the positioning of a gastronomy to professionally develop the gastronomy sector;
tourism destination.
12. Profitability: the cost-benefit of the gastronomic
As part of the gastronomy tourism strategy, it is important activities;
to carry out an analysis comparing the destination with
other gastronomy destinations in order to find out how 13. Positioning: the conceptual territory occupied by the
https://www.e-unwto.org/doi/book/10.18111/9789284420957 - Wednesday, September 08, 2021 1:20:47 AM - IP Address:46.161.102.55
they are working in this area and to study their strong gastronomy destination and how it is projected;
points. Such destinations should be selected because
their geographical location and the type of product they 14. Visibility: the presence of the gastronomy destination
offer are similar to those of the destination in question, or in its markets; and
because their gastronomy tourism proposal makes them
relevant. 15. Innovation: the degree of innovation in the
gastronomy tourism offering and processes for
This analysis should make it possible to identify the relating with tourists.
current gastronomic positioning of the destination and
the desired positioning for the future. To define the positioning of the gastronomy tourism
destination it is necessary to make a strategic diagnosis
Various selection criteria are recommended for this from various perspectives:
analysis:
Dimension/perspective 1: Gartner matrix, to analyse:
1. Natural and cultural environment: landscape and
cultural attractions of the location of the gastronomic – The capacity for developing and marketing what is on
activity; offer; and
2. Product: the quality of the produce/raw materials to – Anticipation by the destination of trends and needs
be used for developing gastronomic experiences; in the gastronomy tourism market and adaptation to
them.
3. Preparation: the way the produce is processed to
maintain its quality and naturally enhance its flavour;
Figure 1.3 Gartner matrix
4. Quality of service: this is related to the service
provided to tourists and the clarity and transparency
Development and marketing
8. Communication of the offer: the quality of Source: Gartner inc. (2019), Gartner Magic Quadrant (online), available at:
communication to promote the gastronomy www.gartner.com.
destination;
Extensive
– The rate of growth of the gastronomy tourism sector; High investment
investment and
funds
– The attraction of the gastronomy destination in the
market; and
Relative participation in the sector
– The competitive position in the gastronomy tourism Source: Reeves, M.; Moose, S. and Venema, T. (2014), ‘BCG Classics
market. Revisited: The Growth Share Matrix’, Boston Consulting Group
(online), available at: www.bcg.com/publications/2014/growth-
share-matrix-bcg-classics-revisited.aspx (23-04-2019).
Invest Invest
High
All or nothing
Develop Strengthen
Market attractiveness
Medium
Divest Invest
Reorganize
Abandon Maintain
Competitive position
Source: McKinsey (2008), ‘Enduring Ideas: The GE-McKinsey nine-box matrix’, McKinsey Quarterly, September 2008 (online), available at:
www.mckinsey.com (23-04-2019).
– Analyse the economic, social and environmental Certain tools and techniques can help explain the
impact of gastronomy tourists in the destination. behaviour of gastronomy tourists, such as:
Segmentation of gastronomy tourists and their in-depth – The customer journey: this maps the stages through
knowledge is a challenge for destinations. The profiles which a gastronomy tourist passes during purchase
of gastronomy tourism consumers can be segmented and travel, starting from when they first have the
by demographic variables (place of origin, age, sex, idea of travelling, and including planning, the actual
https://www.e-unwto.org/doi/book/10.18111/9789284420957 - Wednesday, September 08, 2021 1:20:47 AM - IP Address:46.161.102.55
etc.), socio-economic variables (income, occupation, visit and the post-travel stage when they share their
education, socio-economic level, etc.), psychographic experience, qualify the destination and recommend it
variables (lifestyle, personality, values, interests, if the experience was positive;
tastes, opinions, etc.) and behavioural variables. But,
to understand the gastronomy tourist, perhaps the – A traveller profile describes behaviour in a specific
most important variable is motivation because the situation. People may exhibit various behaviour models
place occupied by gastronomy in the tourist’s intention or profiles during their lifetimes. Buyer personas and
to travel to a destination may vary: empathy maps are illustrative methods that can be
used to represent gastronomy tourists taking into
– Gastronomy is the main motive or experience in the account socio-demographic data and information on
tourism activity; their behaviour;
– Gastronomy is a secondary experience or motivation – Digitalization and connectivity with consumers are a
for travel, that is, it is a relevant complement that constant source of information. Big data and neuro-
gives significant added value to travel; and marketing technologies can help decipher the habits
and behaviour of gastronomy tourists, anticipating
– Gastronomy forms part of the tourist’s routine. It their needs, designing offers adapted to each
meets the physiological need for food, in which case segment and offering services to facilitate purchases
we would not be talking about a gastronomy tourist. or integral solutions; and
Gastronomy tourist profiles can be drawn up with – The economics of behaviour, psychology and
the help of observation and research (surveys, focus neuroscience should be used to understand how
groups, expert panels, etc.) and should be the basis for gastronomy tourists behave and to design evidence-
tourism product design. To characterize and value the based products or services.
different gastronomy tourism segments and profiles,
and to decide on the target groups, aspects such as the
following should be taken into account: Results
– The size and potential of growth, that is, the sales – Quantitative and qualitative data on gastronomy
that might be generated in the activities selected and tourists in the destination: main figures (number of
foreseeable growth; entries, overnight stays, number of catering services),
and knowledge of behaviour of the different profiles,
– The factors that a client in this segment takes into expectations, needs, travel patterns and preferences
account when deciding on which gastronomic related to gastronomy tourism. This should make
destination to visit (price, nearness, convenience, it possible to attract more gastronomy tourists by
service quality, extent of offer, destination’s image, developing attractive experiences and marketing
location, etc.); and them;
– The degree of competitiveness that exists in – Segmentation factors based on lifestyle (including
competing destinations for attracting this type of demographics, leisure types, etc.);
segment in comparison with the destination under
consideration.
Gastronomy (2016) stresses, with regard to tourist of gastronomy tourism firms and should transfer any
motivation, that the gastronomic experience is as knowledge generated to the sector;
important today as visiting a museum, enjoying music
or admiring the architecture in a destination. In this – Measuring the tourism experience during the
context and according to various studies, there is now post-travel in the digital age: social media serve
a new, rising tourist profile: one whose main motivation as a platform for communication to the gastronomy
when travelling is to discover and enjoy the culinary sector during the inspiration and the sharing phase,
identity of the places visited. Tourists have changed and they provide information allowing tourism
the focus of their travel. Now instead of wishing experiences to be measured. The use of big data to
to visit sites at the destination in a contemplative analyse online reputation can provide very valuable
way, they wish to enjoy experiences and carry out information for the destination and companies. Today
memorable activities that allow them to connect and the online reputation of tourism destinations lies with
participate and that should be the expression of the the catering sector. Studying the online reputation of
atmosphere, lifestyle and gastronomic culture of the the catering sector can provide valuable information
place. Today’s gastronomy tourists want to find the on aspects such as the degree of satisfaction with
essence of the place. They search for authenticity the experience in various dimensions (service, price,
and identity, not only of the food products but also of ambiance, food quality), and this can be segmented
the social context around them. They are interested according to various criteria, origin of opinions, etc.;
in product origin and culinary techniques, and they
see gastronomy as a means of socialization. Such – Future research methods: discoveries on the
tourists consume more than average, are demanding importance of emotions in decision-making have
and discerning authenticity and reject uniformity; given rise to improved market research and
competitive intelligence solutions in which traditional
– Designing knowledge-based value for gastronomy techniques are used alongside technology from the
tourists: it is essential to acquire detailed knowledge fields of medicine and neuro-marketing (attention
of the main attributes tourists look for and the values measurement, galvanometer, etc.), and alongside
associated with them in order to enhance value in more recent methodologies, such as qualitative/
gastronomy tourism today and in the future; quantitative research (linguistic and semantic analysis
of what is stated on the Internet, in conversations
– In some cases, less may be more: therefore, instead between customers and operators in call centres,
of trying to attract various profiles of gastronomy etc.) and predictive inference (the use of statistical
tourist, it may be better to focus on just a few of them, models to define the perceptive aspects that have an
studying them in order to find the ideal customer. The impact on certain behaviours); and
more research is done, the better target gastronomy
tourists will be understood and it will become more – Scorecard, transfer of data to the sector: in
feasible to personalize gastronomy tourism proposals order to monitor trends, it is necessary to create a
to satisfy, or even go beyond, customer needs and scorecard including the main indicators. It is essential
expectations; for the results obtained to be comparable from one
destination to other so similar methodologies should
be used in all regions, and also for the results of
research to be transferred to the sector.
tourism destination comprises three types of work: 2. Analysis of the customer journey of the
gastronomy tourist: the image of the destination
1. Research and analysis of generating markets: associated with gastronomy in the different stages of
first, the main national and international markets the gastronomy tourist experience based on analysis
generating gastronomy tourists should be identified. in digital environments (big data) and qualitative
For this purpose, a set of criteria may be established studies on influencers in potential markets, marketing,
to facilitate selection: experience and reputation.
– Connectivity;
– Number of tourists per generating market; 3. Analysis of marketing in the gastronomy tourism
– Number of potential tourists per generating destination: to assess marketing media and actions
market; for gastronomy tourism, an analysis should be carried
– Per capita expenditure on tourism; out into the media and content of promotional actions
– Per capital expenditure on gastronomy tourism; taken by the management entity and by other relevant
– Degree of knowledge of, and familiarity with, the public and private institutions affecting the destination.
destination; Specifically, the following should be considered:
– Travel culture; and – Promotional media for gastronomy tourism in
– Gastronomic culture. the destination, especially the website, presence
on social media (Facebook, Twitter, etc.), video
Once the priority markets have been selected and networks (YouTube) and photograph networks
the potential specific weight of such markets for (Instagram, Pinterest, Flickr, etc.), publications,
the destination has been analysed by their levels of audiovisual products and tourism leaflets;
tourism expenditure, proximity and familiarity, a more – Actions taken in the destination to promote
qualitative analysis should be carried out regarding gastronomy tourism: participation in events, trade
their habits and gastronomic trends as well as their fairs, familiarization trips, tourism products, etc.;
expectations and motivations when planning travel, and
and what they miss from their home country when – Presence of the destination in the catalogues of
they are in a new destination. the main gastronomy tourism operators.
– Tourism intelligence: the destination should have The destination’s gastronomy tourism strategy should be
a good system of tourism intelligence so that it can built around the following four pillars:
identify the top-priority markets for gastronomy
tourism, from both its own sources and market 1. The tourism development model: the mission and
research institutes; vision, the main inspiring principles and the strategic
goals of the destination;
– Orientation to demand: to generate knowledge on
trends among gastronomy tourism customers from 2. The territorial strategy;
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– How gastronomy tourism should be structured The basic strategies to be defined are:
territorially?
– Product strategy:
– What role is assigned to each area of tourism and/or What gastronomy tourism products or activities must
to each resource? be promoted and what will the priorities be?
The methodology proposed is that of the Potential/
– How should the gastronomy proposal be structured Attractiveness Matrix which makes it possible to
in relation to the destination’s territorial reality? define the portfolio of gastronomy tourism products.
The aim is for the territorial adoption of gastronomy – Market strategy and target audiences:
tourism to be optimal from the points of view of cultural, Who will the customers be?
social and environmental sustainability and from that of Determination and prioritization of the target
competitiveness, looking towards the goals of improving audiences for each of the tourism products or activities
the quality of life for the local population. proposed. For this purpose, the main stakeholders,
target audiences and the top-priority markets must
be identified.
Competitive strategy
– Positioning strategy:
We consider competitive strategy to be the choice We define the positioning of the destination’s
between various alternatives, a long-term vision, providing gastronomy tourism as the ‘place’ it wants to
the greatest competitive advantage for the destination’s occupy in the mindset of its stakeholders and its
gastronomy tourism strategy. The alternatives are: target audiences. That is, the image that we want
to be perceived of the destination, for each of the
– Leadership in cost: this is a strategy based on stakeholders and target audiences both singly and
efficiency which minimizes costs and allows for together. The positioning of the gastronomy tourism
competition in the market with lower prices than destination will take the form of a single value
those of other similar destinations; proposition, a unique selling proposition (USP).
This is a simple sentence that should summarize
– Approach or specialization: this is a strategy based almost completely the set of values associated with
on an area of almost exclusive specialization but in the destination’s gastronomic positioning.
which the destination is acknowledged to be the best
option;
Results
– ‘Blue Ocean’: this is a strategy based on an area
of specialization in which there are no competing Definition of the gastronomy tourism strategy formulating
destinations; and the tourism model proposed, identifying the gastronomic
landscapes, the attributes on which the competitive
– Differentiation: this is a strategic option based strategy is based and defining the portfolio of products,
on singling out and focussing on the values of the target audiences and priority markets and the positioning
destination’s offering which characterize it and set it of the destination.
apart from its competitors.
– The destination’s tourism strategy: gastronomy The product strategy aims to identify and classify all
tourism is not an isolated initiative but forms part of the the types of gastronomy tourism product that could
destination’s general strategy. The general strategic potentially exist in a destination, so that they can be
framework of the destination should therefore be formulated and launched on the tourism market.
analysed together with the integration and linking of
gastronomy with other sectors and activities in the Creating a gastronomic product in a destination requires
territory; that strategies be defined to offer products, services and
experiences to consumers that allow them to connect
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– Gastronomic culture: the cultural and gastronomic with the essence and personality of the destination’s
identity of the territory must be included as a key gastronomic culture, including proposals for gastronomic
element for differentiating the destination, together enjoyment in line with the territorial reality that are
with international conventions on intangible cultural appealing and capable of attracting new customers.
heritage;
Product design must be in line with the gastronomic
– Sustainability: a strategy should be based on the resources that are characteristic of the various parts of
guidelines stemming from the main international the territory and with the needs of demand. If the offering
declarations and conventions on sustainable includes a large element of experience and emotion, then
development such as the SDGs and the UNWTO the products can connect with the feelings of potential
Global Code of Ethics for Tourism2; visitors from the different generating markets.
– Participation: the process of drafting the destination’s The product strategy must focus on developing, above
strategy should encourage participation by all the all, the products that best suit the demand, identifying
agents, whether public or private, and civil society markets and target audiences and finding out their
that are involved in the value chain of gastronomy expectations in order to meet them. This strategy should
tourism; be outlined on a Potential/Interest matrix so that both
priorities and the weight of products can be analysed.
– The travel experience cycle: the strategy of the
gastronomy destination is conceived from the point The main tasks to be carried out by an NTA or DMO when
of view of the travel experience: dreaming of the defining and structuring gastronomy tourism products
trip, planning, booking, the experience and sharing. are:
The challenge for the gastronomic destination is
to be present in each of these stages of the tourist – Identification of the icons of the local gastronomy
experience; and (primary or processed) that have greatest potential for
introduction into the tourism market. Giving value to
– Orientation towards demand: a destination’s the gastronomic resources of a territory is one of the
tourism strategy proposal should be oriented towards challenges faced by gastronomy tourism destinations.
demand and the creation of experiences based on It is therefore important to define the heritage and
the local culture and gastronomy. natural gastronomic resources to be converted into
tourism products that will identify the territory.
Selection
User experience
Test
Create a
Understand Define Implement
prototype
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Observe Conceive
Design and
Creativity
execution
Results Important
The process results in the portfolio of the destination’s – Promotion of the endogenous gastronomy
gastronomy tourism products. resources in the territory: to build a gastronomy
tourism product, it is important to define which
Details on how the product is created should be gastronomy resources are special and different and
recorded, including at least: the name and description of are to be converted into tourism product. They will
the gastronomy product, the target audience, the values be those that allow visitors to learn about cultural and
to be projected, the process of providing the service, the historical heritage, culinary techniques, etc. of the
product’s technical specifications (duration, retail price, destination by tasting, experiencing and purchasing.
people involved, facilities, consumables, necessary Enhancing these endogenous resources is precisely
investment, internal cost, elements that differentiate the one of the main challenges faced by gastronomy
product, intangible elements, etc.). tourism destinations.
work on the creation of products and innovative the public sector, universities and vocational training
experiences and promote them in markets under centres, among others, are essential for achieving the
a common brand and covered by product self- development of a sound, sustainable sector. 3
regulation.
The undoubted influence of gastronomy during travel, the
– Technology at the service of product creation: increasing demand for gastronomy tourism and the fact
technology makes it possible like never before to that it cuts across other sectors make this type of tourism
provide support for gastronomy tourism products. one of the tourism segments with greatest potential for
Some examples: self-guided routes (by creating the future. This sector therefore needs to have highly-
leaflets and mobile applications) with gastronomic specialized professionals, not only in tourism and
themes to encourage visitors to explore the rural area gastronomy but also specifically in gastronomy tourism.
and to spend locally, augmented reality recreating
scenes showing the production and/or harvesting of The training required by gastronomy tourism must be
gastronomic products, mobile applications helping multi-disciplinary, flexible and evolving. It must also
visitors to find a local restaurant or a food market, etc. promote creativity and entrepreneurship and include the
latest trends in gastronomy consumption, so that they
– Gastronomic tourism products to meet the can be applied fast in the sector.
different needs of gastronomy tourists: tourism
products proposed by all agents in the primary, Gastronomy tourism may amount to an important
secondary and tertiary sector should meet tourists’ mechanism for creating jobs providing that framework
different needs and expectations. conditions oriented towards competitiveness are created,
– Biological needs: the simple fact of eating, and policies are designed to optimize job opportunities.
which tourists need to do several times a day. These should include aspects such as the creation of a
The proposals of restaurants, accommodation facilitating framework for micro-, small and medium-sized
facilities and other hospitality establishments enterprises (MSMEs) in tourism and for proper training of
must meet these basic needs; people working in the tourism sector.
– Cultural needs: getting to know, learning about
and discovering the origin of products, how they Networking is also a key tool for learning. It can be
are made, their characteristics, etc. Producers developed by holding congresses, trade fairs, meetings
and industries that can be visited, museums with and gastronomic fora, all of which are especially relevant
guided visits and other such activities can help for training new talents for the future.
visitors get to know the local products and how
they are made; and Gastronomy should also be included in school curricula
– Hedonistic needs: carrying out unusual activities, from the earliest age and should be recognized and
joining a club, sleeping in a vineyard or olive protected as part of the people’s cultural heritage.
grove, tasting gourmet products and experiencing
pleasure and delight, buying products, etc. The far-reaching changes noted by participants in
gastronomy tourism indicate that new training needs are
– UNWTO actively supports the promotion of arising, with the definition of new professional profiles
gastronomy tourism in various countries, in terms that master new techniques and digital environments
of both knowledge and the practical application of while also understanding the values and content of the
models for creating products through its Product very varied proposals offered by gastronomy tourism all
Development Programme. over the world.
– Human resources training: design and adopt – Regular needs for training in gastronomy tourism:
annual training plans for the various sub-sectors managing an agrifood business from the tourism
of gastronomy tourism in line with needs detected, point of view, knowledge of local products, marketing
with strategic and operational targets, and evaluate and sales techniques in the digital environment; and
progress by establishing strategic alliances with
academic institutions and public and/or private – Promotion of entrepreneurship. To develop an
organizations; entrepreneurship ecosystem, it is necessary to bring
together six main agents: startups, corporations,
– Adaptation of training formats to the characteristics venture capital investors, universities, institutions and
and profiles of the sectors involved: training pills, governments.
classroom and/or online training, publication and
distribution of manuals on good practices and/or
practical guides; and
The travel experience has changed and is no longer In advanced societies, food is no longer a mere
limited to the actual travel days but starts long before, physiological need and has become a more aspirational
with preparation (inspiration, search for information, activity, one that aims to stand out in everyday activities.
comparison, booking) and finishes when the tourist This trend refers to food products that aim to generate an
evaluates and shares experiences on social media. impact on all five of the consumer’s senses, generating
a full, internal sensory experience. Consumers search
Key agents in the tourism sector are beginning to for different, original sensations that are closely related
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humanize the way in which they communicate, replacing to pleasure. It will therefore be necessary to develop
heritage and views with the promise of unforgettable well-kept, attractive venues and destinations that give
experiences and focussing their messages on the pleasure to the sense of sight, among others, and that
opportunity to connect with others. are a delight to visit.4
Gastronomy tourism has always been experience-based, Some authors consider that memorable tourist
but it is now more necessary than ever for proposals to experiences are those that meet the following
stand out for their creativity, originality, sensitivity and requirements:
singularity and to arouse feelings and emotions. It is a – Develop a singular environment or scenario;
matter of wooing the customer, providing memorable – A singular environment or scenario;
and unforgettable moments, involving them in a totally – Present limited access;
personal way so that their enjoyment involves all five – Allow for socialization or interaction with the
senses. environment;
– Promote a high potential for learning;
In today’s global environment, destinations are faced with – Theme-based;
the challenge of developing gastronomy tourism products – Offer enjoyment, relaxation or evasion;
that are clearly experience-based, can meet the needs of – Provoke venting of emotions;
increasingly demanding tourists who have more specific – Integrate resources from the territory; and
Transformative
Need for self-realization
experience
Social needs
Emotional development, Classic product
acceptance, association
Source: based on: Tejo Alonso, D. (2016), La nueva pirámide de Maslow: el cambio en las necesidades básicas en el siglo XXI y su influencia en el lifestyle
actual (online), availabe at: www.davidtejo.com (24-04-2019).
on the narrative of gastronomy from a human to developing solutions and opportunities on the basis
perspective, seeking new angles with an impact of agreements that recognize interdependencies and
on the destination’s culinary identity. Foods with a shared responsibilities.6
message, chefs as interpreters of the territory, etc.
The construction of an inspiring message is vital; Managing a sustainable gastronomy destination with
its triple dimensions – territorial, sectoral and social –
– Perceived quality – tourist satisfaction: a requires a tourism governance model that is based on
methodology should be set up and applied to identify shared leadership and on participation by all the agents
and interpret the degree of satisfaction of tourists; in the value chain of gastronomy tourism, to the benefit
of a common goal.
– Certification systems and quality labels associated
with gastronomy/tourism and with gastronomy From a more operational point of view, governance entails
tourism. The NTAs or DMOs should make known, establishing channels that allow for joint work among
promote and support initiatives relating to the adoption all the agents involved in the destination’s value chain.
of quality management in establishments and in All these agents become fundamental for structuring
public and private tourist services in the destination and generating a range of quality gastronomy tourism
and should work on customer service, hosting and products and experiences that are singular, attractive
consumer protection to raise visitor satisfaction; and and can seduce travellers who wish to learn about the
gastronomic culture of the territory visited.
– Minimizing food risk: an essential premise must be
borne in mind with regard to food safety: there is no The development of sustainable gastronomy tourism in
such thing as zero risk. However, control systems, any destination therefore involves the great challenge of
such as Risk Analysis and Critical Control Points, joint work among the various public and private agents
and preventive or control measures are basic pillars both together and with other sectors.
for reducing risk and guaranteeing consumer safety.
Acting to minimize food risks for tourists, especially The following are therefore necessary:
with regard to certain activities such as street food,
food trucks, etc. is important not only for consumer – Integration and promotion of cooperation among
safety but also to protect the image of the destination. all the sectors of the destination’s value chain,
defining a clear strategy and a roadmap and working
in the same direction, with a shared and consensus-
based vision;
– Creating awareness of the benefits and possibilities – If there is a single common denominator in these
of collaboration between the public sector, the private territories that stands out from a culinary viewpoint,
sectors and the communities in the development of it is that the local population cares about its
gastronomy tourism and providing models of suitable gastronomy. These are destinations that see
practices that can be adopted in the territorial context gastronomy as an inseparable part of their culture
of the NTA and the DMO; and which, in spite of globalization, endeavour to
pass on from generation to generation the culinary
– Identification of the roles and functions of the heritage they have received, to preserve, improve and
various agents: identification and clarification of develop it and to make it known by innovating.
the functions and roles to be played by the various
entities and public and private organizations in the
development of gastronomy tourism;
This makes it necessary for planning instruments to be adopting policies, strategies, plans and management
conceived as dynamic, vigorous and versatile plans that processes. Both quantitative and qualitative
can be adapted to tourism scenarios and to the constant methodologies are recommended;
and multiple changes taking place. For this reason,
correct management of gastronomy tourism should – The creation of management indicators allowing
include a firm focus on research and on establishing for evaluation and monitoring of adoption of the actual
mechanisms for control and monitoring of the impact of Gastronomy Tourism Strategic Plan and orientation of
actions taken in the framework of plans, of trends and decision-making in relation to the targets set. Such
competitors. indicators will be of two types:
In this context, the monitoring and comparative 1. Input indicators: these will indicate the degree
assessment of gastronomy tourism is a key activity. It of execution of actions and the budget invested in
is not only public administrations that need reliable the different areas covered by the plan, measuring
statistics for drawing up policies and plans of action in the implementation of programmed actions; and
gastronomy tourism, but other agents in the value chain
(entrepreneurs, professionals, investors, associations, 2. Output indicators: these offer a perspective on
researchers, educational entities, etc.) also need to the degree of effectiveness of the various actions,
have information for analysis prior to taking decisions assessing the results achieved.
on aspects such as: marketing plans, investments in the
sector, the design of market strategies, identification of They should also meet certain requirements, as
new tourism products, human capital development, etc. follows:
– Source of information must be easily accessible.
Monitoring and comparative assessment of any form This is one of the main shortcomings detected in
of tourism may be a complex task for the tourism process of tourism planning and evaluation;
administration. This complexity stems from limited – Indicators must be easy to interpret so that the
information and data availability as well as different agents involved can understand trends once the
methodologies used by different countries and cultures knowledge has been duly transferred;
that make comparison difficult. – They must reflect the evolution seen during the
period analysed (short and medium term); and
In gastronomy tourism, the difficulty is even greater – They must be related to the strategic and
because gastronomy tourists are difficult to delimit and operational goals set in the planning process, so
define and it is hard to discern between them and the that they work as tools for follow-up that identify
gastronomic behaviour of a general tourist or a tourist new responsibilities for the agents participating in
motivated by other types of tourism. the process of building gastronomy tourism in the
destination.
the main macro figures for the sector: number, – Technology at the service of knowledge: the
capacity, jobs, etc. in establishments by type of application of technology (big data, the Internet of
gastronomy tourism (farms and food industries things, augmented reality, blockchain, etc.) makes
open to visitors, markets, restaurants, etc.); it possible to improve decisions, the experiences
– Analysis of the traffic of real and potential offered to visitors and the quality of life for residents.
gastronomy tourists to understand their travel Technology helps us to manage effectively but does
experience; not replace the human factor, which is essential for
– Evaluation and monitoring of environmental transforming data into knowledge; and
impact: production landscapes, recovery of native
breeds and local products, etc.; and – Knowledge management: there should be a system
– Evaluation and monitoring of the socio-economic of intelligence providing data on any changes taking
impact of tourism, measurements of quality of life, place in the environment, with the aim of establishing
employment, inclusion, etc. strategies to correct impacts and improve
competitiveness.
– Definition of the main indicators in order to
analyse the gastronomic behaviour of other types
of tourist in the destination, including specific items
related to gastronomy in the destination’s general
tourism statistics.
Results
4 Mintel (2019), Global Food and Drinks Trends 2019 (online), available
at: www.mintel.com/global-food-and-drink-trends (20-03-2019).
Chapter 2
Recommendations
Some recommendations and considerations for – Support the creation of partnerships, working
the development of gastronomy tourism in the networks, product clubs, clusters, etc. to generate
destinations are proposed below, as well as a series synergies and gain critical mass;
of possible intervention proposals and activities for the
implementation of said recommendations. – Provide institutional leadership and sufficient
resources (both economic and human) for
implementing the action programmes required by
2.1 Promote a model of governance that is the strategy to develop gastronomy tourism in the
transparent, participatory and offers leadership destination; and
– Design a strategic plan to develop gastronomy – Promote working spaces shared among the various
tourism – a roadmap for the medium and long term – actors.
with a vision that is shared and based on consensus
among the agents in line with the global vision of the
destination and the Sustainable Development Goals 2.2 Promote the recognition of the local
(SDGs); gastronomy as a cultural heritage: strengthen
culinary identity, local products and the gastronomy
– Structure a cross-cutting value chain for gastronomy of the destination
tourism that includes agents from the various sectors
related directly or indirectly to gastronomy; – Draw up an inventory of the tangible and intangible
food-related heritage (utensils, customs, recipes,
– Set up mechanisms for cooperation, communication products, etc.) to provide a basis for creating or
and collaboration – public-public, public-private and updating the gastronomy offering;
inter-sectoral – among those involved in gastronomy
tourism in the destination; – Provide stimulus for projects to recover, maintain and
enhance the gastronomic heritage, for example, to
– Establish instruments allowing the different agents in recover native cattle breeds and varieties, traditional
the territory to participate, share common principles, recipes, tracks or lookouts over agricultural
plan, strengthen decision-making and achieve a landscapes, etc.;
consensus on the policies needed to achieve the
desired scenario for gastronomy tourism; – Develop programmes to create awareness of
the gastronomic culture and of local products at
– Design and develop a programme to protect and – Draw up an inventory of the gastronomy offering;
promote local products by fostering links among
producers, chefs, shops, consumers, etc.; – Identify the local gastronomy products that have
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– Encourage the local people to be proud of their – Foster the development of guided gastronomic tours
gastronomy and to feel part of it; and to resources that are difficult to reach, as either
temporary or permanent products;
– Manage quality labels and branding policies for
endogenous food products to prevent standardization – Generate geographical or themed food routes (dishes,
and the loss of heritage value, while strengthening products, people, agricultural landscapes, etc.) that
actions to generate relevant branding, image and can contribute to the socio-economic development
communication. of the region as a whole, helping to distribute tourism
flows, strengthening the local economy and improving
territorial balance;
2.3 Take actions to improve the scenario,
environment, venues and system for hosting – Create product networks and prestige clubs by
gastronomy tourists selecting the best proposals in line with certain
standards;
– Set up amenities to enhance the gastronomic heritage:
museums, venues, gastronomy interpretation centres, – Create product clubs bringing together a set of agents
etc.; involved in the territory’s gastronomy;
– Develop a signage plan and elements for the – Organize activities to galvanize the sector: cookery
interpretation of the gastronomic heritage and competitions, gastronomic meetings, awards and
programmes to enhance aesthetic and themed recognitions, etc.;
aspects of gastronomy;
– Organize singular events and activities to help
– Set up activities to encourage the various communities attract tourists to the territory, enhance endogenous
to celebrate their gastronomic traditions, fostering resources, give visibility and reduce seasonality;
pride in their community and preserving their cultural
identity; and – Draw up a calendar of gastronomic activities, defining
clear criteria for the development and participation
– Promote themed and enhanced gastronomic content of agents in events that enhance the destination’s
in tourist information offices and points within the products and professionals; and
territory.
– Define plans to consolidate and foster projects for 2.6 Develop mechanisms for gastronomy
gastronomic excellence; tourism intelligence in order to quantify, know and
characterize gastronomy tourists and analyze the
– Encourage firms to participate in tourism and dynamics of the destination
gastronomic quality assurance programmes;
– Develop programmes for research and monitoring of
– Encourage restaurants to obtain gastronomic quality gastronomy tourism markets;
seals;
– Segment and analyse the different types of
– Draw up gastronomy training plans for different gastronomy tourists;
sectors, based on prior identification of their training
needs. For example, promote training on the local – Identify the segments that best suit the destination’s
product, marketing and sales techniques, adaptation characteristics and development goals;
to the digital economy, etc., organize trips to other
destinations as well as fora, congresses and meetings – Develop plans for orientation towards specific
for discussion, networking, etc.; demand profiles;
– Set up programmes to develop, attract and retain – Study and monitor the dynamics of the gastronomy
talent and for the inclusion of strategic professional tourism value chain and the effects of this activity on
profiles in firms and in destination management the territory; and
organizations;
– Cooperate with agents in the different areas
– Foster a culture oriented to value people and (banking, telephony, social media, etc.) to gain
professions of gastronomy tourism; greater knowledge about the profile and behaviour of
gastronomy tourists.
– Promote strategic technological investments by
businesses that can exert a pull effect on the sector;
2.7 Develop an authentic, credible storyline about
– Promote funding instruments to support businesses; the destination’s gastronomy as a brand argument –
gastronomic branding
– Set up programmes to accelerate start-ups in
gastronomy tourism in collaboration with agents in the – Define the brand strategy linked to the values of the
gastronomy ecosystem and with influential, landmark destination’s gastronomy and its global brand;
firms in the value chain;
– Provide the destination with an identity in line with the
– Set up scholarship programmes for entrepreneurs vectors and attributes for differentiation, the proposal
through open innovation initiatives to encourage for positioning and the target audiences laid down
participation by students and young entrepreneurs in in the gastronomy tourism strategy: creativity, claim,
the search for solutions to the challenges faced by advertising discourse, etc.; and
the sector;
– Include in the brand strategy the various agents
– Promote the dissemination of successful innovation participating in the territory’s gastronomy value chain.
projects set up by gastronomy SMEs that had an
impact on businesses or processes;
– Promote the use of interactive communication – Encourage universal accessibility as integral part of
applications, especially social networks, which the Gastronomy Tourism Strategic Plan.
make it possible to know the degree of satisfaction
of tourists and apply continuous improvement to the Endnote:
systems, as well as develop new loyalty systems; and
1 For further information please consult: World Tourism Organization
(2017b), Handbook on Key Performance Indicators for Tourism
Marketing Evaluation, UNWTO, Madrid.
The work process has been supported by the participation of several experts in gastronomy tourism. They are also
professors in the Master of Gastronomic Tourism of BCC.
List of professors associated to the Master in Gastronomic Tourism of BCC who has collaborated in this publication:
– Damià Serrano
– David Mora
– Manuel Romero
– Eduardo Serrano
– Antoni Nicolau
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Citation: World Tourism Organization and Basque Culinary Center (2019), Guidelines for the Development of Gastronomy Tourism, UNWTO, Madrid,
DOI: https://doi.org/10.18111/9789284420957.
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