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The purpose of this paper is to address reasons why destinations stagnate and lose visitor numbers and to offer a series of methods, which stakeholders can employ to assist with rejuvenation efforts.

The paper is based on a limited literature review of Butler's Tourism Area Life Cycle (1980). The academic theory is applied to the on‐going situation that is occurring in the Niagara region of Canada, although the insights are applicable to other tourism destinations that are facing stagnation and decline.

While Niagara tourism is currently experiencing a decline in visitor numbers brought about by a series of factors, the destination has the opportunity to rejuvenate its offering. Key components of the rejuvenation include collaboration, strategizing, developing a destination brand that resonates with existing and future visitors and incremental and revolutionary innovation. Once these key elements are in play, the destination should see visitor numbers rebound if not surpass previous high water marks.

This paper is of value to destination marketing officials and entrepreneurs who may believe visitation numbers are lower as a result of a variety of external factors including rising fuel prices, global warming, terrorism threats, changing passport regulations, SARS, hurricanes, tsunamis, and other concerns. By understanding the signals associated with stagnation, destination stakeholders will be in a position to take proactive actions designed to rejuvenate the destination.

Traditional innovation typologies within the extant literature are not compatible with the innovation levels found within the Australian outdoor hospitality parks (OHP) sector, given its tourism and small business characteristics. This paper seeks to introduce an innovation typology specific to the Australian OHP sector.

A two‐phase qualitative research method was employed, whereby 30 semi‐structured interviews were conducted with OHP operators/administrators who were identified as being “innovative” by four industry executives. Based on the 30 interviews carried out in Phase 1, six industry individuals who demonstrated a wider and deeper approach to innovation than the others were further interviewed in Phase 2.

A small percentage of Australian OHP industry operators and executive officers showcase a level of innovation that is beyond incremental in character, but is not radical, revolutionary or disruptive. This group of “strategic innovators” are the first to adopt ideas from other sources and adapt them to fit within the Australian context. These new ideas are introduced in three‐ to four‐year increments, providing the individuals with sufficient time to assess the market's reaction to the changes, and to measure increased value to their situation. The three‐ to four‐year time span dovetails with the length of time taken by the majority of competitors to imitate the new concepts.

The paper introduces an innovation typology applicable to the Australian outdoor hospitality parks sector.

During the year the officers of the Board of Customs and Excise have taken numerous samples at the ports with a view to giving effect to the provisions of Section 1 of the Sale of Food and Drugs Act, 1899, and Section 5 of the Butter and Margarine Act, 1907, as to the importation of butter, margarine, milk, condensed milk, cream, and cheese.

Outlines the internet’s contribution to the US economy with particular reference to the growth of online investing since 1994. Presents a study of the factors leading to this growth and its impact on the industry. Tabulates the market shares and stock commissions of the top ten online brokers, discusses their competitive strategies and identifies their key growth drivers. Suggests that they examplify McNair’s (1978) “wheel of retailing” by moving from a new, discounted service to a range of services like those of traditional brokers. Considers the online industry’s current problems (technical, legal, regulatory etc.), gives some advice on choosing an online broker and ranks the top ten by various criteria. Predicts that customers will benefit from increasing competition in the future and that the most successful firms will be middle‐tier ones offering a good combination of cost and service.

This article explores the benefits of green exercise and open spaces for people living with dementia. These benefits are set within the existing general evidence base concerning well‐being and connection with nature. The scale of the social, economic and demographic challenges are outlined to enable potential opportunities to be identified. The benefits of green exercise, contact and connection with nature and open spaces for people with dementia and the current research gaps are identified. A case study of Dementia Adventure is highlighted, as are implications for practice.