With the infomation listed below, explain why St. Kitts & Nevis should implement more partnerships in their country.

 This strategy is all about looking out for partnerships with organizations that have similar interests to yours in order to build trust and gain new resources. Such partnerships can include hotels, restaurants, tour operators, travel agents, entertainment venues, or even local authorities from your country. We can convince these parties to provide support and participate in your campaign by discussing your goals and branding ideas with these parties, they will be able to implement your marketing campaigns alongside their own advertising methods and generate visitor interest in the target country.

Good strategy requires timely action which in turn depends upon building the consensus/agreement and collaboration needed to move forward with the plan in a coordinated fashion. This necessitates the strengthening of linkages between all parts of the value chain including the many industries, suppliers, and government agencies that must work together in order to produce the unique tourism experience that destination travelers seek. Indeed, building consensus around the plan is critically important as even the best business strategies can be undermined by the forces of inertia or a fear of change. Small islands would seem to be the easiest places to get things done because you can get all the right people together in a single room, but in fact they can be some of the hardest places in the world to get things done because people have long memories and often value harmony over change. 

For St-Kitts to move forward, the implementation process must bring various constituencies together and empower them to take action, and in so doing, take risks. Building a consensus around the strategy is particularly important in tourism given the unique nature of the industry. Tourism is one of the only industries in the world where the customer is actually shared amongst a number of service providers. The sharing of customers entails a strong degree of interdependence between stakeholders in the public and private sector. Hotels, restaurants, dive shops, customs officers, heritage sites, information bureaus and police departments all make an important contribution to the quality of the visitor's experience. Any one player can ruin the visitors overall experience if their contribution is of a particularly low quality. In this sense, the industry can be said to be only as strong as its weakest link. This is all the more true for the destination model which necessarily involves a diversity of service providers. 

To foster the necessary consensus around the tourism sector strategy, a Steering Group made up of stakeholders from the public and private sector, along with representation from civil society, should be formed. The Steering Group will play the main coordinating role in implementing the various components of the strategy.

 The make-up and configuration of the Steering Group, outlined below, would recognize that both the government and the private sector must play a leadership role in their respective domains. The government would provide overall leadership and coordination whereas the private sector would focus its efforts on innovation and service delivery. This approach explicitly recognizes the fact that satisfying expectations really occurs at a oneon-one level between service providers and visitors. For example, the government may stipulate that Black Rocks is a major tourist attraction and put in place the necessary environmental safeguards, but only a local entrepreneur will lead scenic walks at the site or provide for creature comforts such as cold beverages and a bowl of conch chowder. As such, the public and private sector must each take the lead on various issues but do so in a coordinate way at all times.