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486 results in Regional geography

Page 4 of 25

  • 1 - The background for the European strategy for tourism development

  • from PART I - European directions of strategic development of tourism
  • Edited by Małgorzata Bednarczyk, Andrej Malachovský, Ewa Wszendybył-Skulska
  • Book:
    Strategic Directions of Tourism Development
    Published by:
    Jagiellonian University Press
    Published online:
    10 January 2018
    Print publication:
    31 December 2012, pp 13-24

  • Summary

    The background for the European strategy for tourism development

    Strategic tourism development in the European Union and rising its competitiveness in the global market constituted a cornerstone for creation of common action frames for all member states with regard to creation of European tourism policy. In communication from the European Commission from 2006 “A renewed EU Tourism Policy: Towards a stronger partnership for European Tourism” is discussed (COM (2006) 134). In this document special attention was oriented toward supporting tourism enterprises’ competitiveness and creation of conditions for their development. Another important point was supporting cooperation between member states through exchange of best practices. The common policy for development of the European tourism sector has been encompassed in the most important strategic documents of the European Union. They constitute the basic formal frames for practical actions on each and every level of tourism management in UE member states, taking into consideration their cultural specificity, organizational differentiation, potential and competencies.

    Tourism in the Europe 2020 strategy

    On 26 March 2010, the European Council agreed on the key elements of the new strategy named Europe 2020 – A strategy for smart, sustainable and inclusive growth. The rules of the new strategy sum up the European model of social market economy with a strong environmental dimension. The strategy elements were formally adopted on 17 June 2010.

    The strategy of UE development covers 5 agreed strategic goals: investment in R'D, education, energy – climate change, employment rate and reduction of poverty and social exclusion. All targets should refer to growth, employment and increase of UE competitiveness. These are:

  • — To raise the employment rate of the population – aged 20–64 from the current 69% to at least 75%.

  • — To achieve the target of investing 3% of GDP in R'D in particular by improving the conditions for R'D investment by the private sector, and develop a new indicator to track innovation.

  • — To reduce greenhouse gas emissions by at least 20% compared to 1990 levels or by 30% if the conditions are right, increase the share of renewable energy in final energy consumption to 20%, and achieve a 20% increase in energy efficiency.

  • 2 - Tourism strategy in Slovakia

  • from PART II - Strategic directions for tourism development: a case of Slovakia
  • Edited by Małgorzata Bednarczyk, Andrej Malachovský, Ewa Wszendybył-Skulska
  • Book:
    Strategic Directions of Tourism Development
    Published by:
    Jagiellonian University Press
    Published online:
    10 January 2018
    Print publication:
    31 December 2012, pp 45-86

  • Summary

    Tourism Development Strategy must take into account developments in competitor countries. Tourism market in Slovakia is under severe pressure from competitors in neighbouring countries, particularly Poland, Czech Republic, Hungary and Austria. These countries are also direct competitors to the German market, the main source for inbound tourism for this part of the world. For this reason it is necessary to create a strategy for tourism development in Slovakia, which will take into account the competitive position of Slovakia in the Central European tourism market. It is also necessary to create a strategy based on the best and proven strategies and functional models of tourism policy in Western countries.

    Analysis of tourism development in Slovakia as a precondition for strategic management application

    The strategic analysis of the tourism development starting position is a precondition for the application of strategic management. The analysis comprises the external macroenvironment analysis of tourism, the analysis of the relevant external environment, and the internal environment analysis of tourism. Based on these analyses, it is possible to identify strengths, weaknesses, threats and opportunities of tourism development in Slovakia. The analyses serve as fundamentals to set an appropriate development strategy and tourism policy.

    External macro-environment analysis of tourism

    Tourism as a sector of economy, social, legal, political, technological and ecological environment. Globalisation has caused that the scene of various influences formation takes place beyond the state borders. Mutual linkages among national economies and continuing progress of European integration should primarily be perceived as new trends and opportunities that are meant to be utilised for further development. Therefore, we will focus on the data that point out future potential development trends in terms of the globalisation process enforcement. At the same time, we will take them into account when identifying strengths, weaknesses, opportunities and threads.

    a) Economic and social environment

    The gross domestic product of Slovakia has had at a high growth rate since the existence of the independent republic. A dramatic drop of the growth rate, which felled to 1.4% was noted in 2000 (app. 1). Such a situation was caused by the fact that system reforms had been repeatedly postponed.

  • Conclusions

  • Edited by Małgorzata Bednarczyk, Andrej Malachovský, Ewa Wszendybył-Skulska
  • Book:
    Strategic Directions of Tourism Development
    Published by:
    Jagiellonian University Press
    Published online:
    10 January 2018
    Print publication:
    31 December 2012, pp 145-146

  • Summary

    Directions of the strategic tourism development by the European Commission can be realized only by the co-participation and co-responsibility of the countries and regions. Europe, to continue being the most often visited destination, needs to co-create a common long-term policy in terms of tourism development, which means that each European Union country, and each region as well, needs to create their own national strategy based on the systematic monitoring of competitiveness of the national and regional tourism sector in order to take full advantage of its unique potential.

    The examples of two European countries presented in this book, i.e. Poland and Slovakia, it is not so simple. Social, economic, political and environmental conditions significantly affect the efficiency of the activities that are directed towards the growth of competitiveness of the tourism sector.

    Successive development of strategic management that reflects the changed conditions is a guarantee of practical application of knowledge. It does not refer to one general model only, but also to a number of ideas that not only agree with each other, but also negate one another. The basic contents line can be characterized as a strategic analysis, mission and goals formulation, and major and functional strategies. It can also be applied in the tourism sector. It is evidenced in the important works of theoreticians of tourism. In their works, knowledge of strategic management is reflected in formulation of tourism policy at both the national and regional level.

    Basing on the analysis, several relevant results were obtained. The range and degree of the analysis, as well as mutual comparability of the data, are partly determined by the state of tourism statistics. It is never possible to carry out a comprehensive analysis. An analysis must be carried out in a relatively short period of time so that one could take the next step. It confirms the thesis, which says that, for strategic management, it is typical to make decisions in uncertainty which results from the lack of information. The fact that practice underestimates a number of weaknesses and threats is shown in the analysis.

Strategic Directions of Tourism Development
  • The Cases of Poland and Slovakia - Scientific Monograph
  • Edited by Małgorzata Bednarczyk, Andrej Malachovský, Ewa Wszendybył-Skulska
  • Published by:
    Jagiellonian University Press
    Published online:
    10 January 2018
    Print publication:
    31 December 2012
  • The monograph Strategic directions of tourism development. The cases of Poland and Slovakia presents:- the important tasks in implementing tourism policy in the EU faced by each European country,- the differences in approach to tourism policy implementation in two selected European countries, despite the presence of the EU three-level system of tourism management in both of the chosen countries,- the complexity and difficulty of the systematic monitoring process of national and regional tourism products competitiveness in the context of creating the European tourist product.

  • Introduction

  • Edited by Małgorzata Bednarczyk, Andrej Malachovský, Ewa Wszendybył-Skulska
  • Book:
    Strategic Directions of Tourism Development
    Published by:
    Jagiellonian University Press
    Published online:
    10 January 2018
    Print publication:
    31 December 2012, pp 7-10

  • Summary

    Introduction

    Tourism has become a significant factor in the global economy development. Removing barriers and world trade liberalization brought economic growth and prosperity. Liberalization is also associated with freedom of movement and travel. Globalization has become a trend of global economy. The effects of globalization in tourism are positive. On one hand, the process leads to strengthening global economic growth. On the other hand, it affects small and medium-sized enterprises. Small and medium-sized enterprises are typical for the tourism sector. Creating a common product and its successful sale to the western European tourism market is an example of effective application of the strategic management instruments in the tourism sector. Short-term development in the tourism sector in Slovakia after the 1990s did not ensure competitiveness. Today, we can confidently say that overcoming the gap in the tourism sector will require radical solutions and significant changes in financing the tourism sector.

    Long-term development of the tourism sector in Poland does not mean the stability of competitiveness of the Polish tourism sector in the significantly changing global tourism market. It is necessary to monitor the potential of the sector and to introduce innovations.

    Slovakia, in comparison with the Czech Republic, Poland and Hungary, has gained an insufficient income from tourism. The share of tourism in the GDP is comparatively low. Application of strategic management instruments is a successful trend in the tourism sector. The cooperation between private and public sector is a prerequisite for the success of both Slovakia and Poland in the global tourism market.

    For many years now Europe has been the most popular destination in the world. In 2010 alone, it was visited by 476.6 m travellers. It does not mean, however, it is unbeatable as for the last twenty years Asian and Pacific countries have become their greatest competitors. In 2010, travelling to theese destinations constituted 22% of the total share of the global market of tourist arrivals and, according to the prognoses by UNWTO, the share is going to reach 30%. Taking these prognoses into account, Europe is taking steps to maintain the top slot as the favored tourist destination worldwide.

  • 1 - Theoretical approaches of strategic management research and its implementation in tourism

  • from PART II - Strategic directions for tourism development: a case of Slovakia
  • Edited by Małgorzata Bednarczyk, Andrej Malachovský, Ewa Wszendybył-Skulska
  • Book:
    Strategic Directions of Tourism Development
    Published by:
    Jagiellonian University Press
    Published online:
    10 January 2018
    Print publication:
    31 December 2012, pp 27-44

  • Summary

    Tourism is a dynamic sector that requires cooperation of both the private and public sector. To this point arise the following questions: how to identify suitable ways to manage a sector that lacks a stable organisational structure and what management tools to apply. It is no longer questionable that management theories and strategic management theories are applicable not only in company management, but also in the management of various organisational entities with different legal forms and internal structures. Strategic management is an answer to the dynamically changing external environment. In the recent decades, the internal environment of all economic sectors has significantly changed, too. The development of strategic management has therefore gradually advanced from long-term planning to strategic planning and later to strategic thinking. In developed countries, this process has led to the transformation of business environment into the phase known as knowledge-based economy.

    Positive outcomes of tourism policy in different countries in Europe and across the world demonstrate the successful application of strategic management in tourism theory and practice. Tourism policy has thus become a tool that enforces the application of strategic management with the foremost outcome – the strategy. Prior to strategy development are: mission formulation, objectives formulation, internal and external environment analysis, determination of strengths, weaknesses, threats and opportunities. These strategic management components are present in different documents of national or regional institutions with an influence on tourism management. Therefore, we have decided to pay particular attention to this field, in order to emphasize its factual significance in regard to a correct approach towards the specific strategy of tourism development.

    Schools of thoughts and content of strategic management

    The theory of strategic management principles was formulated as an answer to the existing managerial problems of large companies. These were in need to ensure stability not only through traditional, well-established tools and methods, but also in a long-term perspective. Globalization and internationalization have vigorously influenced rapid and dynamic changes of the external environment and have led to the advancement of competition into superb competition. The necessity to establish stability by implementing strategic management tools has become the most significant reaction towards dramatic changes of the external environment.

  • 2 - Analysis of tourism sector innovation in Poland

  • from PART III - Innovation as a key success factor of the tourism development strategy in Poland
  • Edited by Małgorzata Bednarczyk, Andrej Malachovský, Ewa Wszendybył-Skulska
  • Book:
    Strategic Directions of Tourism Development
    Published by:
    Jagiellonian University Press
    Published online:
    10 January 2018
    Print publication:
    31 December 2012, pp 125-144

  • Summary

    A reliable interpretation of results of the research on the tourism industry in Poland can be made against the background of the foregoing considerations on innovation in tourism. The results of the studies are part of much broader diagnostic analyses of the knowledge-based tourism economy in Poland, which is due to competitiveness of small and medium-sized tourism businesses, carried out by the team of the Faculty of Management in Tourism at the Jagiellonian University between 2008 and 2010. In these analyses, competitive factors were grouped into external and internal ones according to the source of increase/decrease of competitiveness of SMEs, and regarded as external and internal levers of growth/decline in their competitiveness (fig. 1).

    In the progress of the studies undertaken by the team of the Faculty of Management in Tourism at the Jagiellonian University in the project no. N N115 3730 33, it was assumed that the SMEs serve as an economic background and foundation of the tourism sector and a basic element of knowledge-based tourism economy, and its effectiveness is not affected by single isolated tourism businesses and surrounding entities. Still, it is an effect of synergy of interactions of all factors, i.e. tourism enterprises, units of government, local business, other business units and local communities in shaping tourism products based on local potential of knowledge.

    Innovation is phrased as an internal lever of competitiveness. Thus, the subject of the research was innovation of tourism enterprises in Poland measured according to the following factors:

  • – frequency of introduction of new products to the market,

  • – sources of innovation, i.e. for instance employees, suppliers, customers, competitors, business consultants and others,

  • – staff development possibilities.

    • In the course of the study, the factors were estimated to watch their intensity. First, the respondents were asked to rate the selected factor in comparison with the major competitors. It allowed to indication of the level of the competency gap. The range of acceptable values of the gap was set between 1 and 4:

  • – < 0.0 ; 0.8 > – Very little

  • – < 0.8 ; 1.6 > – Little

  • – < 1.6 ; 2.4 > – Medium big

  • – < 2.4 ; 3.2 > – Big

  • – < 3.2 ; 4.0 > – Very big

    • However, the assessment of innovation made by the analyzed businesses in comparison with the competitors was not enough.

  • 1 - About of innovation in tourism sector

  • from PART III - Innovation as a key success factor of the tourism development strategy in Poland
  • Edited by Małgorzata Bednarczyk, Andrej Malachovský, Ewa Wszendybył-Skulska
  • Book:
    Strategic Directions of Tourism Development
    Published by:
    Jagiellonian University Press
    Published online:
    10 January 2018
    Print publication:
    31 December 2012, pp 89-124

  • Summary

    The sector of toutism is the fastest growing sector of the global economy, as it is confirmed by statistical data of the World Tourism Organization (UNWTO) and World Travel and Tourism Council (WTTC), noting a steady and continuous growth in number of visitors and revenue from tourism after the World War II.

    Tourism is undoubtedly an important and modern sphere of economic and social activity in many countries in the world, including Europe. Tourism development is a key driver that accelerates socio-economic development of a country. Its great importance is reflected in a high capacity to generate new jobs, improvement of the quality of life of local communities, and increase in competitiveness of the regions.

    Poland is enjoying a growing popularity among tourists. The change in perception of the country by foreign visitors has been a positive change.

    Moreover, Poland is a country which has not been strongly affected by the global economic depression in comparison with the traditional European tourism markets, i.e. Greece, Italy, Portugal or Spain. It does not mean, however, that the Polish economy has not been touched by the global crisis at all. Similarly to other European countries, the number of tourist arrivals has decreased, which resulted in some financial difficulties of tourism enterprises, mostly small or medium-sized ones.

    For many years, the Polish economy has been focused on its efforts to change the image of the country in order to become attractive to tourism. As a result, both foreign tourists and investors are becoming more interested in Poland. An additional element that supports tourism development in Poland is European funds, of which Poland is the greatest beneficiary in the current programming period.

    Changing tourists’ needs, a growing number of more diverse offers of the international tourism market, increasing number of competitors that are becoming more determined and aggressive in pursuing goals, and changes in the broad market environment (demographic, economic, socio-cultural, political, legal and technological changes), all these factors make it necessary to change the strategy of Polish tourism market, and thus, of the whole tourism economy.

    One of the key directions taken by Poland in tourism development is the increase in competitiveness of products, entities and touristic regions.

Coastal Management in Australia
  • Nick Harvey, Brian Caton
  • Published by:
    The University of Adelaide Press
    Published online:
    05 June 2012
    Print publication:
    31 December 2010
  • Coastal Management in Australia introduces the background to the various coastal management systems operating in Australia and illustrates these with 'real world' examples from the different states and territories.

  • 1 - An Era of Change

  • Nick Harvey, University of Adelaide, Brian Caton, Flinders University
  • Book:
    Coastal Management in Australia
    Published by:
    The University of Adelaide Press
    Published online:
    05 June 2012
    Print publication:
    31 December 2010, pp 1-18

  • Summary

    Each coastal State should consider establishing, or where necessary strengthening, appropriate coordinating mechanisms … for integrated management and sustainable development of coastal and marine areas and their resources, at both the local and national levels.

    UNCED 1992, chapter 17.6

    Global imperatives for coastal management

    The above quote clearly illustrates the international importance of coastal and marine management. This is one of the major program areas dealt with in Chapter 17 of Agenda 21 (UNCED 1992), which is essentially the United Nations' blueprint for sustainable development (see page 207 for definition and discussion). At the United Nations Conference on Environment and Development (UNCED), often referred to as the ‘Earth Summit’, held in Rio de Janiero in 1992, there was a recognition that the world was beginning to live beyond its ecological means and that rapid action was necessary to avert future disaster (UNCED 1992). In this global context, the coast is particularly important for three reasons.

    First, most of the world's population lives around the coast. There have been various estimates for just how many people live around the coast, and these estimates will differ depending on what definitions of ‘the coast’ are used. Agenda 21 (17.3) stated that in 1992 more than half of the world's population lived within 60 km of the coast, and that by the year 2020 this proportion could rise to two thirds. Hinrichsen (1998) quotes a figure of 3.2 billion people living within 200 km of the coast, on about 10% of the Earth's land area, and two thirds of the world's population already living within 400 km of the coast.

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