Guidelines For The Development of Gastronomy Tourism

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103
Tourism
Guidelines for
of Gastronomy
the Development
https://www.e-unwto.org/doi/book/10.18111/9789284420957 - Monday, January 04, 2021 12:16:31 AM - IP Address:47.15.88.103
Development of
Guidelines for the
Gastronomy Tourism
Table of contents
Acknowledgments 5
Forewords World Tourism Organization 6

Basque Culinary Center 7
Introduction 8
Chapter 1 Development of gastronomy tourism – a practical guide for tourism destinations 12
1.1 Planning and management of gastronomy tourism in the territory 12
1.2 The value chain of gastronomy tourism 15
1.3 Analysis of trends in gastronomy tourism 18
1.4 Comparative analysis and analysis of competitors in the destination 19
1.5 Quantitative and qualitative analysis of gastronomy tourists 21
1.6 Analysis of the destination’s image and gastronomic positioning 24
1.7 Defining the destination’s competition strategy 25
1.8 Promoting product development and innovation 27
1.9 Training, professionalization and job creation 30
1.10 Offering memorable experiences: guaranteeing quality services 32
1.11 Governance: promoting public-private collaboration 34
1.12 Control and monitoring mechanisms 36
2 Guidelines for the Development of Gastronomy Tourism

Chapter 2 Recommendations 38
2.1 Promote a model of governance that is transparent, participatory and offers

leadership 38
2.2 Promote the recognition of the local gastronomy as a cultural heritage:

strengthen culinary identity, local products and the gastronomy of the destination 38
2.3 Take actions to improve the scenario, environment, venues and system for hosting
gastronomy tourists 39
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
2.6 Develop mechanisms for gastronomy tourism intelligence in order to quantify,

know and characterize gastronomy tourists and analyze the dynamics of
the destination 40
2.7 Develop an authentic, credible storyline about the destination’s gastronomy as a

brand argument – gastronomic branding 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
2.10 Promote gastronomy tourism as a tool to progress towards sustainability in

the destination and the contribution of tourism to the SDGs 41
Methodology and list of participating experts 42
References and bibliography 43
Guidelines for the Development of Gastronomy Tourism

3
4
Acknowledgments
This report is the result of collaboration between the

World Tourism Organization (UNWTO) and its affiliate
member, the Basque Culinary Center. The report was
prepared by Ms. Amaia Lopez de Heredia and Mr. Iñaki
Gaztelumendi from the Basque Culinary Center.
The editing and revision work at UNWTO was carried

out under the supervision of Ms. Sandra Carvão, Chief
of the Tourism Market Intelligence and Competitiveness
Department, with the contribution of Ms. Aditya
Amaranggana.

5
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.
These guidelines have been developed by UNWTO and

our Affiliate Member, the Basque Culinary Center (BCC).
They are a practical toolkit to support the development of
gastronomy tourism at the destination level.
The guidelines complement the work that UNWTO and

the BCC have been undertaking over the past years to
promote gastronomy tourism around the world, including
the yearly UNWTO World Forum on Gastronomy Tourism,
which alternates between Donostia/San Sebastián,
Spain, and an international host country.

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
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.

7
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

a distinguishing feature. The territory is the backbone of Purpose and scope of the guide
gastronomy because a destination’s landscapes, culture,
products, techniques and dishes define its culinary The purpose of this guide drawn up by UNWTO and BCC
identity and are the foundation of, and should be part of, is to provide a set of practical tools for national tourism
the DNA of the tourism experiences offered to visitors. administrations (NTAs) and destination management
organizations (DMOs) that wish to develop gastronomy
Destinations all over the world are now developing tourism.
strategies to develop the culinary identity of their
territories and to promote proposals whereby their This set of tools has been created to guide and support
gastronomy and its singularities may exert an important NTAs and DMOs and to facilitate their efforts to develop
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.

9
– – On the other hand, a review was carried out of
existing secondary sources, including academic
works, books, reports and studies, specialist journals
and case studies. Especially, the Global Reports on
Gastronomy Tourism by UNWTO were consulted, as
well as the contributions, reflections and conclusions
of the four World Forum on Gastronomy Tourism
organized by UNWTO and the BCC and held in 2015
(Donostia/San Sebastián, Spain), 2016 (Lima, Peru),
2017 (Donostia/San Sebastián, Spain) and 2018
(Bangkok, Thailand).
Endnotes:
1 World Tourism Organization (2019), UNWTO Tourism Definitions,

UNWTO, Madrid, DOI: https://doi.org/10.18111/9789284420858.
2 Government of the Basque Country (2017), Plan estratégico de

gastronomía y alimentación de Euskadi 2020.


11
Chapter 1
Development of gastronomy tourism

– a practical guide for tourism
destinations
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.

Planning gastronomy tourism is not substantially Phase II: Strategic drafting of the Plan. Based on the
different from the planning of any other tourism product preliminary phase of diagnosis, this second phase is a
or segment either in regard to its functionality or the complex but key phase which is crucial for defining the
working process. It does, however, differ in regard to the path to be followed for achieving the goals. It is essential
broad and diverse range of agents that must participate to involve the participation and the consensus among
in it. all agents, including the local community. Strategic
recommendations will be made regarding the future
In the design and drafting of a Strategic Plan for of gastronomy tourism for the destination. These must
Gastronomy Tourism, a classic methodology is followed, visualize the desired scenario regarding the areas of
which must incorporate mechanisms for participation by action for boosting the destination’s competitiveness,
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.
2. From the external point of view:

– – Analysis of trends (tourism, food, catering
management, gastronomy tourism);
– – Analysis of the real and potential demand for
gastronomy tourism;
– – Analysis of the gastronomic positioning of the
destination; and
– – Analysis of competitors.

13
Figure 1.1 Methodological process for drafting a Strategic Plan for Gastronomy Tourism
Phase I: analysis and diagnosis of the initial situation
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
Analysis of the tourism Analysis of the promotion Analysis of the

Analysis of competitors.
offer and its gastronomic and marketing of gastronomic positioning of
Benchmarking.
component. gastronomy tourism the destination
Identification of the Identification of

agents forming part of gastronomy tourism
Strategic diagnosis
the gastronomy tourism products, locations and
model venues of special value
Phase II: drafting of the strategy
Desired gastronomy
Mission Vision Values
tourism model
Challenges and strategic Competitive

Strategic programme
goals strategies
Phase III: operational planning
Operational plan for Operational plan for Plan management Control and monitoring
development marketing model mechanisms
Programme of actions
Source: Basque Culinary Center.
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;

– – Multi-disciplinary working team: the drafting of a 1.2 The value chain of gastronomy tourism
gastronomy tourism strategy requires an experienced,
multi-disciplinary working team with sufficient skills The value chain of tourism is a sequence of primary
and technical capability to consider the various and support activities which are strategically essential for
phases of the project covering gastronomy and the performance of the tourism sector.
tourism from different but complementary angles.
The roles and working mechanisms to be established Linked processes such as policy making and integrated
between the internal team in the NTA or DMO and the planning, product development and packaging,
external team of advisors are also key elements; promotion and marketing, distribution and sales and
destination operations and services are the key primary
– – 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.
The value chain of gastronomy and, therefore, of

gastronomy tourism, means that a broader, richer,
more satisfactory universe can be covered by tourism
and allows it to become the main motive for tourism
activity. Gastronomy is not just a dish. To reach that
dish, a value chain has been built that includes elements
associated with the production and processing of foods,
as well as their distribution, transformation and, finally,
ingestion. These processes include added values such
as gastronomic landscapes, the destination’s cultural
and culinary identity, tangible and intangible heritage
(culinary crafts, traditional recipes, utensils, etc.) and
are linked to other elements having a greater or lesser
impact such as public policies, administrative regulation,
infrastructure, training and research, amongst others.

15
The value chain of gastronomy tourism is an important 5. Events and activities to disseminate gastronomic
topic: it allows for the building of an innovative culture: trade fairs and markets offering produce
framework for the analysis of the tourism activity from from agriculture, fishing and farming, gastronomic
a holistic and integrating perspective. Understanding events, gastronomic activity firms;
how the process works is essential for identifying what
policies are needed to ensure that sustainability is 6. Venues for gastronomic education: museums and
included as a strategic variable for the management wine and food interpretation centres; and
and positioning of gastronomy tourism destinations in
markets and, therefore, for the success of the resulting 7. Centres for gastronomic research and training:
tourism products and activities. gastronomic universities, hospitality schools and
training centres, etc.
In this context, a key step for the development and

management of gastronomy tourism in a territory is to This analysis should allow us to identify the products,
identify, inventory and analyse the potential and locations and venues for gastronomy tourism of special
degree of development of the various elements in the or differential value that define the destination’s value
value chain of gastronomy tourism: producers in the proposition and to analyse current and potential products,
primary and secondary sector, firms in the tertiary sector, their promotion and marketing. It will also be necessary
the catering offer, accommodation, specialist trade, firms to study how gastronomy tourism complements other
providing gastronomic activities and services (cookery tourism products existing in the destination.
workshops, tasting schools, etc.), knowledge venues such
as cookery and hospitality schools, markets, wholesale
markets, auctions, and venues for the dissemination of Results
gastronomic culture, trade fairs, festivals and events, and
also natural and cultural resources. Knowledge of the functioning of the existing value chain
of gastronomy tourism in the destination, identifying the
This quantitative and qualitative identification and analysis attractions, services, direct and indirect agents and the
may contain the following elements, among others: links between them.
1. Gastronomic heritage: natural, heritage and

gastronomic resources: gastronomic routes and Important
itineraries, landscapes, paths, recipes, typical dishes,
culinary crafts, etc; – – Map of gastronomy value: knowledge and
identification of the elements involved in the different
2. Gastronomic products, producers and food steps of the value chain and their location on the
industries: quality products with a Protected destination’s map of gastronomy value are relevant for
Designation of Origin (PDO) and a Protected determining synergies and networks of interest. This
Geographical Indication (PGI; from the sea, the land, knowledge is also the basis for creating gastronomy
cattle-breeding, etc.), their production areas and tourism products as it allows for the identification
associated tourism and leisure activities; of the potential and opportunities for gastronomic
culture in destinations, and for the proposal of the
3. Hospitality sector (catering and accommodation): main lines of strategy for promoting and galvanizing
quantitative and qualitative: number of establishments, them as a sustainable, quality tourism product;
types (haute cuisine and signature cuisine, traditional
cuisine, popular cuisine, tapas bars, gastrobars, – – Gastronomy tourism, much more than food:
etc.), geographical distribution, types, quality labels gastronomy tourism goes beyond the restaurant and
associated with gastronomy; leads to the discovery and integration of other agents
in the food production chain;
4. Specialist trade: traditional markets, street markets,
local products, delicatessens, wine cellars, etc.;

Figure 1.2 Elements for analysing a destination’s resources, products and gastronomy
Gastronomy heritage
Gastronomy products and producers and food industries
Hospitality sector (restaurants, bars, accommodation establishments, etc.)
Firms providing gastronomic activities: Destination Management Companies

(DMC), cookery schools, etc.
Specialist trade: markets, shops
Venues for gastronomic education: museums, centres, etc.
Trade fairs, festivals and gastronomic events
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.);
– – From the place of origin to the table: relations

between the tourism sector and the primary and
secondary sectors are essential for connecting
a territory’s storehouse with the table so that

17
1.3 Analysis of trends in gastronomy tourism – – Documentation and studies on trends, consumer
patterns and gastronomic innovation.
By analysing trends in gastronomy tourism, we can
find out about the context in which this activity takes In the framework of the gastronomy tourism strategy, it
place. This gives us an idea about the main trends in is also necessary to improve in the sources of primary
the tourism sector, helps us understand the role played information on the destination with surveys on demand,
by gastronomy in today’s societies – especially as a including the analysis of gastronomy tourism (motivations,
key element in cultural heritage, as an instrument for activities, evaluation, satisfaction, etc.), focus groups
innovation and regional competitiveness, or as a driver or the promotion of university research on gastronomy
for the SDGs – and reflects on the specific dynamics tourism. Also relevant is the analysis of data on credit
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

1.4 Comparative analysis and analysis of 10. Diversity: the number of products per category in the
competitors in the destination destination;
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
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
of the information they receive;

Challengers Leaders
5. Price: the cost of the product for tourists;
6. Experiences: the number and quality of tourism

experiences offered in connection with gastronomy;
Niche players Visionaries
7. Connectivity of the destination: the frequency and
number of destinations connected to the gastronomy
tourism destination, both national and international;
Anticipation and adaptation
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;
9. Variety: the number of product categories in the

destination;

19
Dimension/perspective 2: Boston Consulting Group Figure 1.4 Boston Consulting Group matrix
matrix, to analyse:
Extensive
– – The rate of growth of the gastronomy tourism sector; High investment
investment and
Rate of growth in the sector

and and participation
zero participation
– – Relative participation by the destination in the

gastronomy tourism sector.
Low participation,
Generation of and low
Dimension/perspective 3: McKinsey matrix, to analyse: funds generation of
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).
Figure 1.5 Matriz de McKinsey
Invest Invest
High
All or nothing
Develop Strengthen
Market attractiveness
Medium
Divest Invest
Reorganize
Abandon Maintain
Divest Divest Selective

Low
Abandon Abandon investment
Low Medium High
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).

Results 1.5 Quantitative and qualitative analysis of
gastronomy tourists
A map showing the positioning of the gastronomy
tourism destination in relation to its competitors, good One of the essential elements for an external analysis
practices of other destinations, and a strategic roadmap of a tourism product is to study both real and potential
for achieving the desired positioning of the destination, demand. Consumers are the main drivers of innovation
that is, the place it wants to occupy for its stakeholders and their motivations, tastes and needs change at
and target audiences. breakneck speed, marking the natural evolution of
markets.
Important To promote sustainable tourism development in a

destination, it is essential to understand gastronomy

– – Good practices: clearly identify competitors in the tourists and their perspective of tourism and of
field of gastronomy tourism, and experiences of good gastronomy, as well as to know the impact on
practices in the various areas so that the destination destinations. It is useful to study a variety of gastronomic
can establish criteria for defining its strategy; profiles and interests in order to better understand how
and when to act. Measuring the tourist experience is also
– – Values of the destination: select appropriate criteria essential for improving, developing and understanding
for the comparative analysis in line with the goals and the phenomenon, and for taking up the opportunities
values of the destination and with the dynamics of the presented by gastronomy tourism.
gastronomy tourism demand;
The main actions to be taken in relation to gastronomy
– – Sources of prestige: analyse primary and secondary tourism demand from the destination point of view are
sources to evaluate actions by competing destinations the following:
and good international practices; and
– – Market research: segment, characterize and evaluate
– – Professional tools: use tools such as those proposed the attractiveness of the gastronomy tourism segments
above (Gartner, Boston Consulting and McKinsey for the destination, offering information on socio-
matrices) to map the positioning of the destination demographic and psychographic characteristics,
and to identify its possible strategic roadmap. tourism consumption and gastronomic patterns
(type of accommodation, transport, average stay,
travel organization, tourist expenditure, spending on
food and beverages, complementary/gastronomic
activities performed, etc.);
– – Analyse and determine tourism consumption

habits and gastronomic behaviour in the main
markets generating tourism towards the destination;
– – Analyse tourist traffic and their gastronomic

behaviour in the destination in order to understand
the dynamic behind the travel experience: general
data (duration of travel, frequency or use of the
service, loyalty, first or repeat visit, price sensitivity,
number of travel companions, means of transport
used, activities carried out during travel, sales
channel used, method of travel organization, advance
booking, period of travel, type of accommodation
used, average expenditure, information sources,
etc.), and specific data on gastronomic behaviour
(number and type of gastronomic activities, average
expenditure per activity, etc.);

21
– – Analyse the degree of satisfaction of gastronomy The above should make it possible to draw up a matrix
tourists in the destination; and for market and segment prioritization.
– – 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
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.

– – Matrix for prioritizing markets and segments; and – – Destinations focussing on gastronomy tourists:
customer orientation is an area of constant
– – Product-market approach: product/segment matrices improvement in firms. Knowing trends and changes in
(at national level and for the destination). consumer attitudes, their reasons for buying, times of
consumption and preferences should be a strategic
priority. Processes of marketing and customer service
Important for tourists should play a key role in all firms, placing
consumers at the centre of strategies. Gastronomy
– – Gastronomy tourists: the UNWTO Second Global tourists are today at the heart of the travel cycle. NTAs
Report on Gastronomy Tourism: Sustainability and or DMOs should play the role of facilitators or drivers
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.

23
1.6 Analysis of the destination’s image and –– Reports from market research institutes; and
gastronomic positioning –– Interviews with decision-makers on outbound
tourism from such markets and focus groups with
To further the development of a gastronomy tourism participants from generating markets.
strategy, it is relevant to analyse the destination’s image
to find out how potential clients think, what their attitude With the results of all this work, a diagnosis can
is and how they behave when travelling as well as the role be drawn up of the destination’s image which will
played by gastronomy during travel. identify the most relevant drivers to be included in the
gastronomy tourism strategy.
The methodology for analysing the image of a gastronomy
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.
This will allow us to identify patterns and insights

that enable us to detect drivers that we can use to Results
help attract tourists from such markets, based on the
following sources of information: Definition of the positioning and top-priority generating
– – Publications in mass media in generating markets; markets for the destination and of the patterns of
– – Opinions of opinion leaders on tourism and consumption, lifestyle and quality of life in order to
gastronomy; identify the drivers for the gastronomy tourism strategy
– – Blogs on gastronomy and tourism; and promote the attraction of tourists from those markets.
– – Image of the destination in generating market
search engines;
– – Rankings in international publications;
– – Portals such as Tripadvisor, La Fourchette, The
Fork, etc.;

Important 1.7 Defining the destination’s competition strategy
– – 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;
the main generating markets. The gastronomy tourism
strategy targets an individualised and demanding 3. The competitive strategy of the gastronomy
audience. Therefore, knowledge of the needs, destination; and
preferences and behavioural habits of current and
potential consumers is important for preparing the 4. The basic strategies: product strategy, top-priority
destination’s gastronomic offering and the channels target audiences, markets and positioning.
for promotion and communication;
– – The travel experience cycle: to analyse the Tourism development strategy

destination’s image in the different stages of the
travel experience: planning, booking, experience and What role should be taken by gastronomy and what
sharing. The challenge for the destination is to know weight should it have in the tourism development of the
how it can be present in each of these stages of the destination? How should it be related to other economic
gastronomic tourist experience; and and social sectors? The development of gastronomy
tourism should go hand in hand with other sectors
– – Evaluation of the marketing: to evaluate the and activities. Both the mission and the vision of the
presence of gastronomy in the different media and gastronomy tourism strategy must be defined:
channels for promotion and marketing of the tourism
destination. – – They should be conceptual formulations/statements,
so should be ambitious and inspiring;
– – They should serve as a reference for the destination’s

strategic goals. All important decisions affecting the
development of the gastronomy tourism strategy
should be consistent with such formulations;
– – They should be conceived over a (very) long term:

as cross-cutting activities, tourism and gastronomy
have a long lead time and impact on the territory.
They require long-term investments, they create
inter-dependence among different sectors of the
destination’s economy, culture and society, and the
functioning of the project’s basic product, gastronomic
culture, obviously falls outside the timescale of any
strategy; and
– – They should therefore be based on consensus and

should be validated by the different agents in the
territory to guarantee acceptance, understanding and
continuation in the long term.

25
The mission of gastronomy in the destination’s tourism The competitive strategy that is normally proposed for
proposal should define the main goals pursued by the a gastronomy tourism destination is differentiation.
NTA or DMO by focussing on this sector of activity.
Therefore, the vectors and attributes that set apart the
The vision should offer a long-term snapshot of what the destination’s gastronomic offering and on which the
project will be in the future. It is a desired scenario so strategic proposal for the gastronomy tourism destination
should be inspiring and define an ideal for the plan. will be based must be identified.
Territorial strategy Basic strategies

– – 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.

Important 1.8 Promoting product development and innovation
– – 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
– – 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 Tourism 2; 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.
– – Identification of the agents involved in the product:

generally speaking, a tourism product involves:
–– Firms providing gastronomic services for tourists
(food producers and industries, accommodation
establishments, restaurants of all types, markets,
gourmet stores, shopping, culinary activities,
experiences, festivals and events related to
the gastronomic products of the destination,
gastronomic centres and museums, etc.);
–– Facilitators: district and local management
entities in the destination, tourism associations,

27
associations of cooks and producers, universities of the product laid down in manuals which identify
and training centres, etc.; and the product, as well as the agents involved, and the
– – Opinion leaders: tourism offices, local gastronomy main criteria to be followed by the various types of
media, etc. participants, in order to guarantee a specific level of
quality, specialization and adaptation to gastronomy
– – Definition and structuring of consumer proposals: tourist demand. The collective brand is also usually
the various proposals for product consumption which defined as the gastronomy tourism destination.
will form the product structure must be defined:
– – Product for the destination as a whole made up of There are tools that facilitate the creation of products and
all the others together; experiences, such as Design Thinking.
– – Themed routes or itineraries based on products or
the most appealing dishes; Gastronomy tourism should be based on the very great
– – Gastronomic districts and municipalities: variety of forms of consumption and should cover them
areas, districts and municipalities marked by a all, including those of a more popular, social, familiar
gastronomic product and all their culture; and everyday nature. Promotion of interaction between
– – Gastronomic experiences: original proposals for visitors and the people who are ‘behind the gastronomy
consumption that will be striking and memorable scene’ in destinations should not be neglected. Nor
for tourists; and should gastronomic excursions.
– – Gastronomic events: festivals, trade fairs, sessions
and events related to the gastronomic culture. The offer made by gastronomy destinations, if made
with authenticity and based on experiences, should be
These consumption proposals will be created from backed by the values of cultural identity, sustainability,
what already exists and by grouping, standardizing quality of tourism products and services and consumer
and enhancing resources that were identified as having protection.
potential during the analysis phase.
– – Creation of a product manual: in cases in which

working networks or product clubs are set up
voluntarily, there should be rules for self-regulation
Figure 1.6 Some proposals for gastronomy tourist consumption
Visit food producers and industries
Eat, sleep, shop, visit museums and carry out activities
Travel along a thematic route (based on a product or dish) or a geographical route
Visit the gastronomic heritage
Have exceptional experiences
Participate in festivals and gastronomic events
Visit gastronomic municipalities and districts

Figure 1.7 Models of Design Thinking
Selection
User experience
Test
Create a
Understand Define Implement
prototype
Observe Conceive
Design and
Creativity
execution
Source: Hasso-Plattner Institute of Design, University of Stanford.
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.
– – Promotion of the destination’s culinary identity: the

destinations that stand out from a gastronomic point
of view set up projects for enriching their gastronomic
heritage, creating awareness and enthusiasm,
passing on the culinary heritage, conservation, etc.
They have resources that are distinctive, and they
promote the protection, recognition and development
of local products and local gastronomy.
– – The product development programme draws up a

holistic roadmap based on research and analysis and
including topics such as governance, links in the value
chain, products, skills, territorial tourism intelligence,
brand identity, communication and marketing.

29
– – Promotion of hubs, incubators and accelerators for 1.9 Training, professionalization and job creation
the creation of firms that offer innovative gastronomy
tourism products. Human capital is acknowledged to be a determining
factor in the competitiveness of any industry, especially
– – Product clubs, collaboration networks: the in tourism in which the ‘moments of truth’ are key for
development of successful tourism products requires customer satisfaction.
the commitment of all agents involved. Synergies
and potential connections must be found among the It is also undeniable that education and tourism training
various agents in the value chain in order to generate play a key role in the strategies for competing in the sector,
voluntary groups of public and private entities that in which private institutions, entrepreneurs, workers,
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.

In their role as facilitators, NTAs and DMOs should help Results
make firms in the sector more competitive by means
of training plans and programmes, with support from The adoption of a programme to strengthen businesses,
academic entities, universities, etc. and experts from the stimulate enterpreneurship and improve competitiveness
sector. The goal of such plans or programmes is to provide in the sector should result in processes to generate and
the necessary training for the various agents involved in retain talent. That is, there should be highly-qualified and
the gastronomy tourism product and to establish specific properly trained human capital in both the public and
guidelines for work as well as tools to improve the private sectors that can develop, manage and provide
gastronomy tourism offer. This will allow for the creation gastronomy tourism services.
of an experience-based product adapted to the needs
of demand and considering the environment and other
trends. All these programmes will address the different Important

actors in the value chain (producers, tourism fabric and
the administrations, etc.), while in the launch phases it – – Improved personal and professional skills not
will be necessary to set up training programmes with the only in gastronomy, management, communication,
aim of including food producers in tourism activity. marketing, etc. but also in ‘soft skills’. Experiences
such as exchanges of chefs and/or professionals
Therefore, in order to build competitive gastronomic among countries or regions can help to increase
destinations, it will be necessary to provide multi- certain skills such as the capacity to work with others,
disciplinary training that adapts to the latest research- to solve problems, communicate, etc.;
based trends and can be applied fast throughout the
sector. For this purpose, NTAs, and DMOs should take – – Manuals of good practices in gastronomy tourism.
the following actions: Manuals of good practices should be drawn up and
promoted by Ministries of Agriculture and Tourism,
– – Identification of needs for training and/or skills: NTAs and DMOs;
identify the needs for training among the human
resources that provide or will provide gastronomy – – Knowledge and technology transfer from
tourism services in the destination; universities and research centres to the gastronomy
tourism sector;
– – Definition of competencies for each job position
in gastronomy tourism: determine requirements and – – Cooperation by NTAs and DMOs with universities
draw up the professional profiles for all job positions and academic institutions for the design and provision
related to gastronomy tourism; of training;
– – 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
– – Create systems to promote and support startups.

31
1.10 Offering memorable experiences: expectations and are searching for authentic, significant,
guaranteeing quality services unique and memorable experiences.
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
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
Figure 1.8 Pyramid of needs and type of tourism service product
Transformative
Need for self-realization
experience
Need for self-esteem

Innovative
Recognition, trust, respect,
experience
success
Social needs
Emotional development, Classic product
acceptance, association
Need for security and

safety Security and
Feel safe, protected, safety, guarantees
employment, housing
Basic physiological needs Transport, accommodation,

Food, water, health, rest, etc. catering, etc.
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).

– – Include tangible elements or souvenirs that the Results
customer can take home.
– – Portfolio of experience-based gastronomy products;
The quality of a tourism destination is the result of a
process that implies the satisfaction of all tourism product – – Quality assurance system for gastronomy tourism;
and service needs, requirements and expectations of and
the consumer at an acceptable price, in conformity with
mutually accepted contractual conditions and the implicit – – System for measuring quality as perceived by
underlying factors such as safety and security, hygiene, gastronomy tourists.
accessibility, communication, infrastructure and public
amenities and services.5
Important
Quality management is based on processes of ongoing
improvement in tourism businesses and destinations, in – – Dream society: the weight of the individual’s
which all the services accredit a high level of satisfaction emotional behaviour (linked to values, emotions and
of tourists’ expectations and needs. feelings) is more relevant than rational behaviour
(based on knowledge acquisition);
Offering quality experiences is an essential requirement
for competitiveness in the tourism sector. Destinations – – Authenticity is a key element in gastronomy
must include the concept of ongoing improvement in tourist satisfaction: the concept of authenticity, in
the quality of their gastronomy offer, not only because the framework of the tourism sector, refers to the
of tourist demands but also because they acknowledge offer of situations, places, natural attractions, objects
that better quality results in higher revenue. and people who are not only genuine and original but
have not been changed or staged for visitors – that
Destinations that wish to promote gastronomy tourism is, they exist irrespective of the presence of tourists.
are obliged to work at several levels in relation to quality: Eating habits and local production are elements that
exist in the territory, transforming it and moulding it
– – Protection and recognition of local products; to give rise to spaces and landscapes that form part
of the local culture and should constitute the DNA of
– – Development of a competitive and experience-based the gastronomy tourism offer. The local gastronomic
offer; culture connects up directly with the history of the
region, the soul of its people and the rhythm of daily
– – Professional human resources throughout the value life;
chain of gastronomy tourism, based on initial and
ongoing training; – – The subjectivity of the experience: experience
in gastronomy tourism is a coming-together of
– – Hosting and protection of consumers, to increase aesthetics, service and hospitality. This makes the
visitor satisfaction; and analysis difficult to delimit and it varies in line with
the customer’s expectations and knowledge of
– – Establishment and adoption of a methodology to gastronomy. Not all customers enjoy a meal or a
identify and interpret the degree of tourist satisfaction. gastronomic experience in the same way;
Possible actions in this respect include: – – Hybridization: hybridization, in the sense of

developing activities based on open, multi-disciplinary
– – Adoption and promotion of quality labels; innovation, requires the creation of new associations
that might not initially seem obvious between sectors,
– – Certification and promotion of products, food branches, disciplines and/or people that would
producers and restaurants; and otherwise seem unrelated;
– – Renewal and updating of cultural and gastronomic

traditions.

33
– – Multi-sensory experience – eating and drinking 1.11 Governance: promoting public-private
with all five senses: tasting is a multi-sensory activity: collaboration
perception if affected by what we can see, feel and
hear, and by what we smell and taste. Emotion is also Governance in the tourism sector is a measurable practice
involved. For example, stress makes food and drink of government whose aim is to effectively manage the
taste bitter; tourism sector at the various levels of government,
through efficient, transparent and accountable forms
– – The importance of storytelling: people and their of coordination, collaboration and/or cooperation, for
stories make experiences and destinations attractive the pursuit of goals of collective interest shared by
and distinctive. It is essential to work on storytelling, networks of actors impacting on the sector with a view
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;
– – Work, links and interaction among the various

agents involved in the value chain of gastronomy
tourism, generating mutually beneficial relations and
searching for balance between preserving the values
of a territory and developing functions in it (economic,
environmental and social);
– – Alignment of interests among all the agents

involved and coordination of efforts to benefit a
shared project. Such cooperation is especially vital

considering that gastronomy tourism cuts across the private producing sector, associations and the
sectors, reaching some that are not traditionally tourism and gastronomic sector, etc. Always with
linked to the tourism activity, and considering the size the goal of creating synergies that can improve the
of small local producers with a weak structure that competitiveness and positioning of the destination;
need support;
– – Joint effort: the success of any destination receiving
– – Instruments to allow the various agents in the gastronomy tourism is based on close collaboration
territory to participate, sharing common principles, among the institutions and all the necessary links in
planning, reinforcing decisions and achieving a the chain for developing tourist products: agricultural
consensus to take up opportunities and resolve any producers, cattle farmers, the fishing sector, retailers,
conflicts arising; markets, restaurants, chefs, hotels and sector
associations, etc.;
– – Institutional capacity to guarantee the efficiency of
public policies and programmes related to gastronomy – – Model(s) for cooperation: there are different
tourism; and experiences of models of public-private collaboration
in gastronomy tourism and on different territorial
– – Participation by the local community in the scales: gastronomy tourism product clubs,
process. Definition of the specific processes and gastronomic networks, clusters. Several factors must
locations for information, debate, consultation and be taken into account when promoting the model for
participation by the local community – both individually collaboration: tradition and culture for developing
and/or through local associations – in initiatives of cooperation, the type of gastronomy tourism product,
interest for tourism, taking up the potential offered by the agents in the industry, their profile, etc. Networks
the new information and communication technologies. involve businesses of all sizes in various combinations
and may be local or international. They may arise at
all stages of the value chain and range from highly
Results informal relations to structured relations in the form
of legal entities;
A better institutional framework for the development
gastronomy tourism in the destination and a model – – Involvement of the local population: gastronomy
for public and private participation in decision-making tourism empowers all those who form part of
processes and policy-making leading to the development, the gastronomic value chain, especially the local
management and promotion of gastronomy tourism. communities, and also professionals in their capacity
as ambassadors of the territory, thus strengthening
identity and a feeling of belonging and safeguarding
Important the authenticity of each place; and
– – 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;
– – Importance of internal branding: generating

relations of complicity among the agents,
strengthening links, creating relations, partnerships
and collaboration with and among the public sector,

35
1.12 Control and monitoring mechanisms When adopting a plan, it is necessary to have a model for
assessment and monitoring involving a set of indicators
The reality of gastronomy tourism is complex, dynamic to facilitate the evaluation of results. The following are
and changing, while also very competitive. As with other needed:
types of tourism, technological, social, economic and
political factors, amongst others, generate changes – – The establishment of a specific observatory on
in both the tastes and habits of consumers and in the gastronomy tourism, which systematically applies
competitiveness of destinations, forcing them and their techniques for monitoring, evaluation (sustainable
businesses to transform and adapt their strategies. gastronomy tourism indicators) and management
of information as basic tools for drawing up and
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.

– – Definition of the main indicators of specific Important
results of gastronomy tourism in the destination
(indicators of outcome and final impact on the system) – – Competitive intelligence: it is important to have
and studies to analyse how they evolve, in order to up-to-date information on market trends, market
characterize the gastronomy tourism industry and to segmentation, demand profiles, competing and
assess its contribution and impact on the territory’s landmark destinations, so that a competitive
tourism activity as a whole. Such indicators should and attractive gastronomic offer can be set up,
allow for: transmitting the distinctive values of the destination’s
– – Analysis of gastronomy tourism as an economic culinary identity;
phenomenon starting from the offer and including
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
– – Model for regular and reliable measurement of

statistics and studies on gastronomy tourism in the
destination and/or the gastronomic behaviour of
tourists; and
– – Improved knowledge for following up and managing Endnotes:

information to support decision-making and policy- 1 World Tourism Organization (2019), UNWTO Tourism Definitions,
making, to achieve greater sustainability in the UNWTO, Madrid, DOI: https://doi.org/10.18111/9789284420858.
gastronomy tourism destination.
2 World Tourism Organization (1999), Global Code of Ethics for Tourism,
UNWTO, Madrid (online), available at: www.unwto.org.
3 Lillo Bañuls, A. (2009), 'El papel del capital humano en el sector

turístico: algunas reflexiones y propuestas', Cuadernos De Turismo,
número 24, Murcia University, pp. 53–64.
4 Mintel (2019), Global Food and Drinks Trends 2019 (online), available
at: www.mintel.com/global-food-and-drink-trends (20-03-2019).
5 World Tourism Organization (2019), UNWTO Tourism Definitions,

UNWTO, Madrid, DOI: https://doi.org/10.18111/9789284420858.
6 Duran Fuentes, C. (2013), 'Governance for the Tourism Sector and

its Measurement', UNWTO Statistics and TSA Issue Paper Series,
UNWTO, Madrid (online), available at: www.e-unwto.org.

37
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

various educational levels: primary and secondary, 2.4 Foster the creation and development of
baccalaureate, vocational training and universities; products and of gastronomy tourism experiences
associated with the endogenous potential of the
– – Promote the transfer of gastronomic culture to future destination. These should be innovative, distinctive,
generations to prevent the loss of authenticity and of and varied to attract gastronomy tourists and help
values; position the territory as a gastronomy destination
– – 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
greatest potential for introduction into the tourism
– – Draw up programmes to encourage chefs to serve as market;

interpreters of the territory;
– – Promote the most cultural aspect of gastronomy and
– – Cooperate with other social agents to foster and how it is reflected in the social and economic life of
socialize the advantages of the local gastronomic the territory by making proposals for tourist immersion
culture and create awareness among the people of in the local gastronomic culture, enabling them to
the advantages of a healthy, sustainable diet with participate in local customs, markets, festivals and
short-circuit products; events and to enjoy the local gastronomic culture;
– – 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.

39
– – Use technology to interpret and disseminate elements – – Facilitate the development of projects that are
of the gastronomic culture (virtual reality, Internet of transformative and attract investment to the sector;
things, etc.).
– – Promote awards and recognitions in gastronomy
tourism; and
2.5 Promote competitiveness of all actors in the
value chain, based on excellence, knowledge, talent – – Work on consumer service, hosting and protection,
management, innovation and cooperation of all with the aim of increasing visitor satisfaction.
actors
– – 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;

2.8 Define and adopt a plan to promote and – – Promote technological developments applied to
support the marketing of gastronomy tourism energy and sustainable development, which reduce
with the participation of all agents in the sector – the environmental impact and costs associated
gastronomy marketing with tourism, either by improving energy efficiency,
reducing the consumption of resources or ensuring
– – Promote a strategy and specific marketing tools for sustainable management of waste.
gastronomy tourism that will allow the destination to
reach its various target audiences, with messages
adapted to their tastes and needs, and to be present 2.10 Promote gastronomy tourism as a tool to
in every stage of the traveller experience; progress towards sustainability in the destination
and the contribution of tourism to the SDGs
– – Develop tools to improve online positioning: website,

blog, social media profiles, campaigns to improve – – Encourage firms and destinations to participate in
positioning on search engines and advertising; systems for sustainability certification and codes of
good practice;
– – Generate relevant, attractive, interactive content on
the gastronomy tourism proposal for different B2B – – Promote the concept of gastro-diplomacy to further
and B2C channels; intercultural understanding and enhance cultural
sharing through gastronomy;
– – Define tools and key performance indicators (KPIs)1
to measure the impact and the return on investment – – Set up visitor awareness programmes so that they
(ROI) on marketing actions; and respect the socio-cultural authenticity of the host
communities and preserve their cultural heritage and
– – Create networks of gastronomy tourism traditional values, both built and living;
‘ambassadors’.
– – Promote training and integration in the value chain for
women, young people and underprivileged segments
2.9 Maximize the power of technology as a driver of the population;
for developing gastronomy tourism
– – Develop programmes to encourage the use of
– – Facilitate customer approach for businesses sustainable local products and services to generate
throughout the value chain by combining digitalization, employment and local benefits, supporting campaigns
big data management and artificial intelligence to to take products direct to the table;
anticipate consumer behaviour and needs;
– – Encourage the inclusion of local products and
– – Create programmes for ‘ambient intelligence’ techniques in the tourism value chain, especially in
development to promote gastronomy tourism hospitality;
experiences for visitors (connectivity, use of mobile
proximity applications, social networks, augmented – – Promote sustainable cooking with local products.
reality for the interpretation of resources, etc.); (For example, in Japan, restaurants display a green
light to mean that x% of the products used are local);
– – Encourage the use of technological developments
applied to tourism marketing, personalization, the – – Promote good practices relating to the circular, green
development of quality audiovisual content, the use and blue economy, such as the rational use of plastic
of interactive tools, etc.; and energy, food waste reduction, etc.; and
– – 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.

41
Methodology and
list of participating experts
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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Copyright: © 2019, World Tourism Organization (UNWTO) and Basque Culinary Center (BCC)

ISBN printed version: 978-92-844-2094-0
ISBN electronic version: 978-92-844-2095-7 | DOI: 10.18111/9789284420957
Published by the World Tourism Organization (UNWTO).

First published: 2019.
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The Guidelines for the Development of Gastronomy
Tourism have been developed by UNWTO and the
Basque Culinary Center (BCC), a UNWTO affiliate
member, as part of its long-term collaboration.
The guidelines aim to serve as a practical toolkit to

support the development of gastronomy tourism
in destinations by providing recommendations on
key aspects such as planning and management by
national tourism administrations (NTAs), national
tourism organizations (NTOs) and destination
management organizations (DMOs).
The World Tourism Organization (UNWTO), a

United Nations specialized agency, is the leading
international organization with the decisive and
central role in promoting the development of
responsible, sustainable and universally accessible
tourism. It serves as a global forum for tourism
policy issues and a practical source of tourism
know-how. Its membership includes 158 countries,
6 territories, 2 permanent observers and over
500 Affiliate Members.
World Tourism Organization (UNWTO) www.unwto.org

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Forewords World Tourism Organization 6

Chapter 1 Development of gastronomy tourism – a practical guide for tourism destinations 12

1.1 Planning and management of gastronomy tourism in the territory 12

1.2 The value chain of gastronomy tourism 15

1.3 Analysis of trends in gastronomy tourism 18

1.4 Comparative analysis and analysis of competitors in the destination 19

1.5 Quantitative and qualitative analysis of gastronomy tourists 21

1.6 Analysis of the destination’s image and gastronomic positioning 24

1.7 Defining the destination’s competition strategy 25

1.8 Promoting product development and innovation 27

1.9 Training, professionalization and job creation 30

1.10 Offering memorable experiences: guaranteeing quality services 32

1.11 Governance: promoting public-private collaboration 34

1.12 Control and monitoring mechanisms 36

2 Guidelines for the Development of Gastronomy Tourism

2.1 Promote a model of governance that is transparent, participatory and offers

2.2 Promote the recognition of the local gastronomy as a cultural heritage:

experiences associated with the endogenous potential of the destination.

2.6 Develop mechanisms for gastronomy tourism intelligence in order to quantify,

2.7 Develop an authentic, credible storyline about the destination’s gastronomy as a

2.10 Promote gastronomy tourism as a tool to progress towards sustainability in

Methodology and list of participating experts 42

References and bibliography 43

Guidelines for the Development of Gastronomy Tourism

This report is the result of collaboration between the

The editing and revision work at UNWTO was carried

Guidelines for the Development of Gastronomy Tourism

These guidelines have been developed by UNWTO and

The guidelines complement the work that UNWTO and

6 Guidelines for the Development of Gastronomy Tourism

Guidelines for the Development of Gastronomy Tourism

8 Guidelines for the Development of Gastronomy Tourism

Guidelines for the Development of Gastronomy Tourism

1 World Tourism Organization (2019), UNWTO Tourism Definitions,

2 Government of the Basque Country (2017), Plan estratégico de

10 Guidelines for the Development of Gastronomy Tourism

Guidelines for the Development of Gastronomy Tourism

Development of gastronomy tourism

12 Guidelines for the Development of Gastronomy Tourism

2. From the external point of view:

Guidelines for the Development of Gastronomy Tourism

Phase I: analysis and diagnosis of the initial situation

Analysis of the tourism Analysis of the promotion Analysis of the

Identification of the Identification of

Phase II: drafting of the strategy

Challenges and strategic Competitive

Phase III: operational planning

Source: Basque Culinary Center.

14 Guidelines for the Development of Gastronomy Tourism

one of the key objectives when building a tourism

The value chain of gastronomy and, therefore, of

Guidelines for the Development of Gastronomy Tourism

In this context, a key step for the development and

1. Gastronomic heritage: natural, heritage and

16 Guidelines for the Development of Gastronomy Tourism

Gastronomy products and producers and food industries

Hospitality sector (restaurants, bars, accommodation establishments, etc.)

Firms providing gastronomic activities: Destination Management Companies