Upholding Tourism in Jammu and Kashmir

To undermine tourism means many things. Tourism is not a business alone. It comprises sensitive depiction of the cultural moorings of the people and their ecosystems. What differentiates tourism from other sectors is its intangibility and multiple linkages. To thrive on word of mouth and the success of the destination area depends on the successful strategies to internalise the carrying capacity in tourism business. When these cardinal truths about tourism are relegated to the background then the tourism is destined to doom both as a business initiative and as the ambassador of the local culture. What compounds the problem is the unprofessional handling of tourism and then indulging in trivialisation of the issues that eclipse this sensitive sector. There is an urgent need to empower the Tourism Development Authorities (TDAs) in Jammu and Kashmir Union Territory(JKUT).A lot needs to be done so that these TDAs are enabled to function as the nucleus of the tourism development at the destination area. But for that there is a need for devolution of powers and authority so that demarcation of land and areas under their jurisdiction is well defined. It will enable a smooth tourism governance mechanism and will lead to a decentralised model of enhancing the tourism potential if the professional players are incorporated in the destination development. There must be a tourism policy in place that values tourism professionals who are well equipped to innovate and internalise the cardinal principles of multiplier effect and carrying capacity. A synergy of various professionals is the need of the hour. The reason being the multi-disciplinary approach to handle tourism due to the multiple linkages inherent in this sector. There is an urgent need for the devolution of resources enabling these TDAs to generate revenue from the assets under their control. It includes the management and control of the lands after proper demarcation. The terms of reference of the constituted high power committees to internalise the best practices and relevant case studies besides the success stories from the rest of India and the other countries. So that these are emulated and localised for use in Jammu and Kashmir to create our own success stories. The aim is to develop a model that is based on decentralisation of the tourism governance and inculcate professionalism in promoting the tourism business in Jammu and Kashmir. Tourism sector cannot be practised in isolation and bureaucratic control as it needs competitive marketing and professional handling at various levels. Thus the undercurrent has to be centred on facilitating the entry of private sector and professional market players who have the expertise to create brands and brand value. With a system that is based on self-regulation and transparency. It is in this backdrop all the stakeholders must internalise that tourism is deep rooted in professional expertise when it comes to create a brand value for the destinations. Jammu and Kashmir offers delight to marketers when it comes to market segmentation, targeting and positioning of the destinations. The reason being that the JKUT is blessed with diverse climates, cultures and people that will enable the tourism marketers to offer variety to the tourists. It will be unfortunate if we fail to build upon this. Once professionalism is induced in the tourism sector in Jammu and Kashmir it will not only have a positive impact on the multiplier effect but on employment generation as well. Enabling the tourism entrepreneurs to contribute in building the brand Jammu and Kashmir as the eternal tourist delight.