Hinako IWASAKI

There is a risk that various crises may occur in the future, and we should construct a risk management framework for tourist destinations that differs from the conventional tourism recovery measures and apply it to reduce the damage caused by possible crises in the future. Through this study, we have found that, although there are differences depending on whether tourism is a core industry of the region, the history of development and growth as a tourist destination, and regional characteristics, it is possible that tourism businesses and tourist destinations as a whole can build good relationships with customers and fans during normal times as a way to improve their resilience to possible crises in the future. The results of the survey revealed that building good relationships with customers and fans during normal times has potential as a way to improve resilience to possible future crises. Specifically, the degree of resilience that a region possesses is likely to vary depending on whether or not business leaders and community leaders exercise leadership, tourism-related industry associations build partnerships with each other, and information is shared and collaboration is established on a daily basis regarding local issues. Although it is not sufficient to study the universality of this phenomenon since it was observed in the two study areas, it is important to note that building good relationships with customers is not something that can be completed only by tourism operators or tourism destinations as a whole, but it is more important for both parties to work together like two wheels on a cart to improve resilience. It is important for both parties to work together like two wheels of a car to improve resilience. This is because we believe that managers and community leaders who promote risk management will be nurtured in local communities.