Wyniki wyszukiwania - Biblioteka Nauki

1

Integration as a Tool of Destination Management - The Case of Rural and Rural Fringe Areas

100%

Juvan E. , Ovsenik R.

Organizacija

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2008

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tom 41

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nr 1

31-40

EN

It is well known that the organizational structure of the Slovenian tourism industry is changing. Tourist companies are merging, but unfortunately only a few companies empowered their capital structure and market position, so in a way we can talk about an oligopoly. The situation does not favor rural and rural fringe areas, where an underdeveloped tourism economy cannot represent a solid source of income for many tourist farms and other tourist companies. Integration is a scientifically and professionally proven method for empowering businesses. Integrative destination management, which provides the tool for tourist destinations development, aims at sustainable tourism where the community collectively develops and runs the tourism economy. This paper examines the possibilities for the development of business integration as a basis for the successful implementation of destination management in the Mislinja Valley. A survey has been conducted, where two thirds of the tourist companies in the area were investigated in relation to the destination management and tourism opportunities in the area. Analysis shows that the business environment accepts the idea of integration as a tool for empowering the regional tourism industry, however only interest integration appeares to be acceptable at this time.

2

Opportunities for evaluation of sustainable tourism – assessing the availability of ETIS indicators in Poland

100%

Niezgoda A.

Turyzm

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2023

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tom 33

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nr 1

57-66

EN

The purpose of the article is to evaluate the possibilities of evaluating sustainable tourism in Polish tourist regions, in particular, through the use of ETIS indicators and to assess for the availability of data for their calculation in the nationwide statistical system. Qualitative research methodology was used to study the availability of ETIS indicators. A diagnostic type research procedure was adopted and the desk research method was used. In a situation where the data necessary for calculating a given indicator was not found in the available sources, primary research in the form of direct interviews with representatives of branches of Statistical Offices was used. In order to quantify the availability of ETIS indicators, a system for their evaluation was adopted and aggregate indicators were proposed for the evaluation of sections and individual criteria in the section, which is the author’s attempt to develop a unified system for evaluating sustainable tourism indicators. The results of the study showed that the availability of data for calculating ETIS indicators in Poland is not satisfactory. The lowest rating was given to the availability of indicators that facilitate the management of the resort, including the tourists’ satisfaction survey (section A). Also rated very low was the availability of indicators of the environmental impact of tourism in a resort (section D). The results obtained confirm the results of studies by other authors dealing with the issue of the real use of ETIS in tourist regions of other countries.

3

Komparace destinačního managementu v Jihočeském kraji a Horním Rakousku

88%

Dagmar Š. P. , Martin Š.

Littera Scripta

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2010

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tom 1+2

98-111

EN

For the healthy development of these border regions, one of the essential questions is the position of tourism and its development in the economy of respective regions. Currently, the big trends in the field of destination management are activities such as event, congress tourism, etc., operated primarily in private accommodation in the home region of clients. Like any other part of the economy, tourism is also confronted with the pitfalls of the economic crisis. These pitfalls are to deal with a good knowledge of clients and their expectations as well as with maximum use of what the region offers in terms of tourism. This paper was supported by the project No. MEB 061008.

4

Determining the factors influencing tourist souvenir expenditure: The case of Turkey

88%

Kızılcık O. , Birdir K.

Turyzm

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2023

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tom 33

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nr 2

29-41

EN

In this study, information will be explored that will contribute to increasing tourism income in destinations with low tourist expenditure per person. For this purpose, the souvenir expenditure of tourists in Turkey is examined. Souvenir stores in Sultanahmet and the Grand Bazaar in Istanbul were investigated using a qualitative case study research design. Semi-structured interviews were conducted with 11 souvenir sellers and 778 online comments of tourists shopping in souvenir stores were analyzed by netnography. As a result of the research, it has been determined that the efforts made to transform products based on the natural, historical and cultural richness of Turkey into brands, and thus increase local product diversity, play a critical role in increasing souvenir expenditure. On the other hand, the importance of the selection of high spending tourists as the target market and increasing the employment of qualified workers in the tourism sector has emerged.

5

DMO – A dummy-made organ or a really working destination management organization

88%

Holešinská A.

Czech Journal of Tourism

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2013

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tom 2

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nr 1

19-36

EN

Destination management is considered as an advanced form of cooperation among tourism stakeholders who are associated in a destination management organization (DMO). In developed tourist destinations such as the Alpine regions, these institutions were formed spontaneously after a few years dealing with the socio-economic changes in demand to prove their competitiveness. This process strengthened their cooperation. In the Czech and Slovak Republic destination management does not have a long tradition. Although numerous tourism organizations have been established, their identification as DMOs is questionable especially considering the length of cooperation development in the Alpine regions. Therefore the article examines on an example of the Slovak Republic.

6

Tourism and destination management: determining the viability of tourism development in local regions

63%

de Bruyn C. , Meyer N.

Polish Journal of Management Studies

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2022

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tom Vol. 25, No. 2

123--137

EN

Throughout the world, tourism is perceived as a viable tool to help alleviate poverty by enhancing employment and equality in many underserved countries such as South Africa. However, tourism may not be established in all regions since each region has diverse industrial potential, which makes it difficult to quantify and develop the appropriate planning and execution of beneficial development strategies. Moreover, tourism development and management, local economic development (LED), and destination management require a systematic local analysis and strategy to establish full implementation and sustainability protocols. The primary aim of this study is to contribute to the enhanced knowledge and expertise associated with the comprehensive ability to determine if a specific region should develop its tourism industry in order to optimise the acquisition of tourism’s enormous benefits. This study utilised a quantitative approach methodology in collecting data from the community, businesses, and government within the region of the Vaal Triangle in South Africa. Moreover, our research used SPSS to analyse the robustness of the statistical data. This study should also augment the extant literature relating to the overall potential of various industries within local regions and expand on the challenges tourism confronts in the development of LED and destination management. The results of the study could also establish a framework for scholars, destination managers and policymakers to determine a region’s ability to compete by incorporating all three ranges of LED, which will confirm that strategies and development proposals are tailored to the specific region.

PL

Na całym świecie turystyka jest postrzegana jako realne narzędzie pomocy w łagodzeniu ubóstwa poprzez zwiększanie zatrudnienia i równości w wielu zaniedbanych krajach, takich jak Republika Południowej Afryki. Jednak turystyka może nie być prowadzona we wszystkich regionach, ponieważ każdy region ma zróżnicowany potencjał przemysłowy, co utrudnia określenie ilościowe i opracowanie odpowiedniego planowania i realizacji korzystnych strategii rozwoju. Ponadto rozwój i zarządzanie turystyką, lokalny rozwój gospodarczy (LED) i zarządzanie destynacją wymagają systematycznej lokalnej analizy i strategii w celu ustanowienia protokołów pełnego wdrożenia i zrównoważonego rozwoju. Podstawowym celem tego badania jest przyczynienie się do poszerzenia wiedzy i doświadczenia związanego z wszechstronną umiejętnością określenia, czy dany region powinien rozwijać swoją branżę turystyczną w celu optymalizacji pozyskiwania ogromnych korzyści z turystyki. W badaniu wykorzystano metodologię podejścia ilościowego do zbierania danych od społeczności, firm i rządu w regionie Trójkąta Vaal w Afryce Południowej. Ponadto w naszych badaniach wykorzystano SPSS do analizy odporności danych statystycznych. Badanie to powinno również uzupełnić istniejącą literaturę dotyczącą ogólnego potencjału różnych branż w regionach lokalnych i rozszerzyć wyzwania, przed jakimi staje turystyka w rozwoju technologii LED i zarządzania destynacją. Wyniki badania mogą również ustanowić ramy dla naukowców, menedżerów destynacji i decydentów politycznych w celu określenia zdolności regionu do konkurowania poprzez uwzględnienie wszystkich trzech gam LED, co potwierdzi, że strategie i propozycje rozwoju są dostosowane do konkretnego regionu.

7

Rozwój wydarzeń kulturalnych zorientowanych na turystykę

63%

Smoleński M.

Ekonomia i Zarządzanie

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2011

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tom Vol. 3, no. 2

73-82

EN

The paper discusses the issues connected to development of cultural events tourismoriented. Positioning of cultural events of destination was outlined by using the portfolio method. The author points out the need of comprehensive destination management with development of tourism-oriented events as a priority. There is common understanding, that high positioning of destination image is impossible with lack of marketable hallmark events - of destination mark product. Tasks of event tourism policy was discussed widely with respect to: (1) distinct facilities policy of MICE; (2) destination management organization (DMO) support for the organization, the marketing, the financing and the consulting of destination events.