This report will critically evaluate a tourism destination plan based on knowledge of the strategic planning process. It will examine tourism in the destination, past developments and the current potential of the destination. We will then evaluate how appropriate the plan is to guide future developments. Finally we will also discuss how to improve it with specific recommendations.1. Destination IntroductionThe destination the report will focus on is Greater Manchester. Greater Manchester takes up a huge part of the North West region, but a lot has changed in the area, so it's very interesting to look at. According to Agma (2013) Manchester's population is one of the fastest growing northern regional cities in the UK, which offers a significant opportunity to connect jobs that create quality places to live, so as to encourage people to stay and contribute to success. The tourism economy is worth around £6.6 billion and the tourism business sector supports around 22,000 jobs and growing. It also generates £820 million from annual business conferences and events for the Greater Manchester economy and receives huge support from these businesses (New Economy, 2013). Highlights In greater Manchester, over four million fans watch football every year, which has created potential sports tourism in the destination area. In the last five years it has increased by a billion pounds, which proves to be a successful income for the economy. Greater Manchester attracts more than five million ambassadors each year to its conferences and business events which demonstrate the value of the destination. The Manchester metropolitan area has a world-class attraction that attracts more than... half of the paper...anchester as a destination; there is an understanding about the development and key issues that can be addressed. However, the Plan is not presented as a strategic plan, it will be better recommended as a search for potential business. Greater Manchester as a destination has high potential as it is continually growing and has a rapidly developing infrastructure. The layout is primarily a demand strategy, promote rather than a strategic supply plan. The key problem with the plan is the timetable which is not included, the objectives are not linked to tourism and are not demonstrated throughout the plan. This may be due to the owners behind the strategy, who come from a marketing background and this may be the main reason for the plan errors. However the plan is well organized and clearly written but fails to satisfy the strategic plan and instead reasonably satisfies a public relations document.