IJMSS Vol.2 Issue-09, (September 2014) ISSN: 2321-1784 Impact Factor- 3.259 International Journal in Management and Social Science http://www.ijmr.net.in email id- irjmss@gmail.com Page 79 Tourism Destination Competitiveness from Stakeholders’ Perspectives: Influences and Evidence from Uttarakhand Adarsh Kumar Aggarwal 1 Dr. Sudhanshu Joshi 2 Introduction: In recent tourism literature, researchers have introduced concepts and relevant models about tourism destination competitiveness (Crouch & Ritchie, 1999; Evan & Johnson, 1995; Hassan, 2000; Kozak, 2001; Ritchie & Crouch, 1993; Thomas & Long, 2000). Most of these studies have focused on how effectively and efficiently destination competitiveness can be improved to respond to escalating market competition. It has been also discussed that creating or integrating value-added destination products and services is a basic step in enhancing tourism attractiveness. Accordingly, understanding the driving forces of success as well as developing suitable competitive strategies is of fundamental importance to improve regional or national destination competitiveness. Particularly, Heath, and Wall (1992) noted that the distinctive quality or conditions of tourism attractions and resources in a given region provide an understanding of the strengths and weaknesses of regional tourism resources. Subsequently, evaluation or identification of a distinctive competence in a specific region provides a clear foundation and direction for the tourism planning process. In the tourism-planning context, tourism attractions and resources have been considered as a function of successful supply factors in achieving destination or organizations’ objectives. Additionally, tourism attractions such as competitive forces or resources have been evaluated and categorized in various ways so that supply components can effectively match the diverse tourism market demands (Gunn, 1988; Inkeeps, 1991; Lew, 1987). The most common evaluation method of tourism attractiveness is from visitors’ or tourists’ perspectives. It has been argued that this approach is somewhat limited due to the short period of visiting time, and a limited knowledge of or familiarity with attractions existing in a given region (Formica, 2000; Milman & Pizam, 1995). Thus, Liu (1988) and Formica (2000) 1 Research Scholar, Singhania University, Jhunjhunu, Rajasthan (India) 2 Assistant Professor, School of Management, Doon University