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nity, location, place or area. The term is used
with reference to impact analysis, and is regarded
as the most appropriate level for the development
of sustainable tourism planning and
development strategies because of the need to
integrate community responses.
local organisation
C. MICHAEL HALL, NEW ZEALAND
A local tourism organisation is a governmental or
non-governmental entity, or public±private partnership
body, which represents a specific city or
community. It is a fourth-tier organisation in
countries that have national, state/provincial/
territorial and regional tourism representations,
and its organisation varies by country. In the
United States, this body tends to be a convention
and visitor bureau funded primarily through a
room tax. Other countries, such as the United
Kingdom, more frequently place this responsibility
with the local government authority such as the
city or municipal council, with direct funding from
the local government. Public±private sector partnerships
also exist in some communities where
direct government funding is combined with
private sector contributions.
The roles of this local agency include marketing,
planning, development, research and
visitor servicing. Most promote their communities
to pleasure tourists, the travel trade, and
potential convention, conference and meeting
groups. The organisers of convention and conferences
are an especially important target, because of
their large potential economic impacts on a host
community. Local tourism organisations may be
involved in the planning, development or operation
of convention or conference centres that serve this
market. Many operate tourism information centres
within their communities.
The local tourism organisation can be a catalyst in
the community in analysing and enhancing its
community's image as a destination. This agency
often coordinates long-term planning exercises
involving visioning and the development of strategies
or plans. Almost certainly, it champions tourism
in the local community and lobbies other agencies
for greater recognition and funding of this industry.
It may conduct a research programme to determine
business patterns, economic impacts of tourism and
visitor profiles. As an umbrella organisation for a
wide range of businesses and community interests, it
must often answer to a variety of `masters' including
local politicians, the hotel and restaurant operators
and other local agencies, as well as local
residents. Balancing the needs and expectations of
these diverse interest groups is one of the major
challenges for most local tourism organisations.
See also: city office
Further reading
Bramwell, B. and Rawding, L. �1994) `Tourism
marketing organisations in industrial cities:
organisations, objectives and urban governance',
Tourism Management 15�6): 425±34. �Reports on
local tourism organisations in five British
industrial cities.)
Judd, D.R. �1995) `Promoting tourism in US cities',
Tourism Management 16�3): 175±87. �Shows steps
that US cities are taking to develop and promote
tourism.)
localisation curve
ALASTAIR M. MORRISON, USA
Localisation curves provide a graphical representation
of the level of concentration of a tourist
activity. The curves utilise location quotients which
are ratios of, for example, bednights to geographical
area. Where there is a perfect match between
the two variables, the curve would be represented
by the diagonal between the two axes. Increasing
divergence between the curve and the diagonal
displays the level of concentration.
location
location 361
CHRIS COOPER, AUSTRALIA
Location is a relatively broad term which refers to
a geographic area containing one or more
potential sites where a business can be estab