The tool that can be used for the strategic control is to use the tangible economic indices and the profit margins. Added to this, the sector is dominated by the emotional factors that control the ways in which people are related with a particular place. For this the effective tool that needs to be incorporated is the benchmarking. Benchmarking is a process where the companies and the people can gain important competitive insights. They need to provide the people with an evidence based view of the product and the organizational lifestyles. The tourism managers need to have better comprehension of the evaluation efforts in the tourism organization.
They must try to clarify the ways in which the specific practices can lead to improved performance and lead to better organizational learning (Cox and Wray, 2011). In the industry, there should be comparison with the local areas of competition and also in the emerging markets. This is also considered to be the extension of the total quality management. This benchmarking needs to be applied internally as well as in the external metrics of the company. For this process of benchmarking, there must be analysis of the internal operation of the company and the macro environmental external factors. The internal operation of the company can be derived from the SWOT analysis of the company and the external operation can be derived from the PESTLE and PORTER analysis.
These process combined with the quality of the service offering can improve the service rendering and ensure that these can lead to overall improvement and benefit all the stakeholders. There must be appropriate leadership to bring in these changes into the company. To bring in these changes the soft leadership strategy can be incorporated by the companies and the local areas of business (Dredge, 2010). These have been detailed in the subsequent section.