**10. Findings from documentary evidence**

The documentary evidence was grouped into three categories that include brochures, books and press releases, and archaeological research reports. **Table 7** presents a comparison of findings uncovered from the three categories of documentary evidence in order to identify the extent to which these findings from documentary evidence corroborate findings from in-depth interviews.

These findings include: (1) industry innovators award; (2) slow food praesidium award for Bario rice; and (3) intelligent community's award. These three findings were not uncovered in the in-depth interviews which basically could be regarded as part of destination image, destination awareness and identity of Bario. On top of this, participant observation was adopted to supplement findings from both in-depth interviews and documentary evidence as follows.


#### **Table 7.**

*Comparison of findings from In-depth interviews with documentary evidence.*

case of Bario, findings also suggest that there is a need to educate and involve the younger generation in destination branding activities so that they can revive and preserve the culture which is one of the main tourism attractions in Bario. The empowerment for the younger generation is necessary because of the ageing

**Main themes Findings**

a. Tertiary stakeholder – logging companies

a. Promoting Bario food and cultural festival b. Assurance on safety and security of the tourists c. Sustainability of tourism destination attractions

c. Communication, honesty and transparency d. Alliance and consultation with destination branding

b. Integrity and quality of service

e. Innovation and creativity f. Networking with non-stakeholders

c. Unique trust destination d. Inflow of business investment

developmental events.

and homestay operators.

Tourism destination stakeholders' roles Tertiary stakeholder - logging companies or loggers

**Strategies**

experts

**Benefits**

opportunities

Bario

b. Secondary or Non-tourism stakeholder **-** general public outside Bario, individuals and private organisations involved in the provision of infrastructures projects and

c. Primary stakeholder – tourist, researchers, NGOs and volunteers, local residents, government, DMMOs, travel, tour operators, transporters and airlines, local business

investment in trees planting due to harvest of matured trees, specifically in Bario, linked logging road from Ba'kelalan to

a. Build and maintain good relationship among stakeholders

g. Progressive relationship, sense of ownership and trust

a. Rurum Kelabit Sarawak (RKS) community association b. Bottom-up approach: Stakeholder power through the rural community association and local leadership (e.g. RKS)

a. Networking with branding experts and resource

e. Infrastructure development and CSR projects f. Successful brand development and implementation g. Sustainable destination brand development

Tourist spend reasonable number of days

a. Building sustainable destination brand b. Develop training programmes on sustainability

a. Educate and involve younger generation b. Gradual and balanced development avoid major

c. Improve eBario website and directory

d. Promote archaeological sites as tourism attractions

transformation of Bario

b. Provision of financial requirements

Identification of rural tourism

Roles of destination management and marketing organisations (DMMOs)

Strategies and benefits of relationship building (stakeholders and non-

Leadership initiative in relationship

Descriptions of tourism destination

Stakeholders involvement in tourism

Future of tourism development and

destination sustainability

management in Bario

*Source: Developed for this study.*

*Destination stakeholders' roles.*

**Table 6.**

**288**

stakeholders

*Tourism*

stakeholders)

building

sustainability
