Demarketing as a strategic response to overtourism: paradoxes, pitfalls and future directions

Purpose This paper examines why demarketing, despite its growing importance in managing overtourism, remains conceptually fragmented and underused in practice. It tackles the strategic challenge faced by destinations that have historically invested in tourism growth but now must reduce visitors without harming economic stability or brand identity. Design/methodology/approach This is a conceptual, theory-building study based on a critical review and abductive synthesis of the literature. A scoping and narrative search across major databases identified conceptual gaps and recurring governance challenges. Two heuristic tools are developed: (1) a demarketing strategy matrix, linking demarketing types to marketing levers and intervention levels and (2) a contextual risk matrix that helps managers align strategies with local governance capacity and socio-political sensitivity. Findings Demarketing remains challenging to implement due to political opposition, fragmented authority and the lack of context-specific frameworks. The proposed models offer structured guidance for evaluating contextual risks, balancing symbolic and practical actions and supporting transparent, evidence-based planning. Practical implications The paper provides practical guidance for destination managers and policymakers to incorporate demarketing into broader sustainability and governance initiatives. It highlights the importance of equity safeguards, adaptive monitoring and participatory legitimacy as essential for successful implementation. Originality/value This paper redefines demarketing as a proactive governance tool rather than just a defensive tactic. By combining insights from marketing, sustainability and destination planning, it offers new frameworks for addressing overtourism challenges and fostering long-term resilience.