Search Results

1 - 10 of 22 items :

  • "destination management organisations" x
Clear All
Innovations and networking fostering tourist destination development in Slovakia

tourism. Tourism Management 23 (5): 465–474. Hjalager A., 2010. A review of innovation research in tourism. Tourism Management 31 (1): 1–12. Hjalager A., Flagestad A., 2012. Innovations in well-being tourism in the Nordic countries. Current Issues in Tourism 15 (8): 725–740. Jafari J. et al., 2003. Encyclopedia of tourism. Routledge, London. Jamal T.B., Getz D., 1995. Collaboration theory and community tourism planning. Annals of Tourism Research 22(1): 186–204. Kidová A., 2017. Map of destination management organisations in

Open access
Impact of Declared Clusters of Tourism on Slovak Destinations

Abstract

This paper aims to present the results of secondary and primary research focused on declared clusters of tourism in Slovakia and to draw conclusions of their influence on Slovak destinations. Subsequent progress could indicate whether declared clusters of tourism lead to competitiveness, innovation, research and growth or rather pursue those activities which are typical of destination management organisations.

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

Abstract

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.

Open access
Destination Networks as a Tool for Minimizing the Risk and Improving the Performance of a Destination

politiky cestovního ruchu (Destination management as an instrument for regional tourism policy). Brno: Masaryk University. Holešinská, A. (2013). DMO - A dummy-made organ or a really working destination management organization. Czech Journal of Tourism , 2(1), 19-36. DOI:10.2478/cjot-2013-0002. Holešinská, A. (2014). DMOs’ cooperation with stakeholders. In Holešinská, A. (ed) 5th International Colloquium on Tourism . Proceedings. Pavlov, 11-12 September 2014. CD-ROM (pp 55-65). Brno: Masaryk University. Kozak, M., Crotts, J. C., & Law, R. (2007). The

Open access
The effect of tourists’ perceptions of a tourism product on memorable travel experience: Implications for destination branding

. (2004).Tourists’ characteristics and the perceived image of tourist destinations: A quantitative analysis-a case study of Lanzarote, Spain. Tourism Management, 25, 623-636. [5] Blain, C., Levy, S. E., & Ritchie, J. R. (2005). Destination branding: Insights and practices from destination management organizations. Journal of Travel Research, 43(4), 328-338. [6] Bonn, M. A., Sacha M. J., & Dai, M. (2005).International versus domestic visitors: An examination of destination image perceptions. Journal of Travel Research, 43 (February), 294

Open access
Destination Choice In German Winter Sport Tourism: Empirical Findings

Abstract

Introduction. Despite the fact that sport tourism plays an important role in upland destinations, as a field of research it is still characterised by a knowledge deficit.

Material and methods. Active winter sport tourists at two upland destinations were compared in terms of socio-demographic variables, the importance of destination choice criteria, and travel behaviour in order to give recommendations to destination management organisations.

Conclusions. There were significant differences between tourists at the two destinations. Consequently, advantages may be gained from the development of destination-specific marketing strategies.

Open access
Should Italians, Croats and Slovenes Work Together in Developing a Northern Adriatic Tourist Destination?

Should Italians, Croats and Slovenes Work Together in Developing a Northern Adriatic Tourist Destination?

The article assesses opportunities for creating a macro-tourist destination in the region of the Northern Adriatic. Research was based on a survey of more than 1700 summer tourists in three different sea towns, namely Grado in Italy, Opatija in Croatia and Portorož in Slovenia in 2004. The three countries share a common past under the Austro-Hungarian monarchy and are headed for a common future within the European Union. Survey results of tourists' motivations and destination quality perceptions support the notion that the Northern Adriatic is considered by many central Europeans as the "sea closest to home". Thus, EU efforts under the framework of the Cohesion Policy of EU regions could also be adopted in the area of joint destination management of the Northern Adriatic. A Destination Management Organization for the three regions should be established as the main agent of change in the destination management of the region.

Open access
Network Analysis of Cooperation in Tourism Destinations

://faculty.ucr.edu/~hanneman/ Holešinska, A. (2013). DMO - A Dummy-made Organ or a Really Working Destination Management Organization. Czech Journal of Tourism, 2(1), 19-36. DOI: 10.2478/cjot-2013-0002 Lencsesova, Z. (2012). Inovacie vybranych marketingovych nastrojov v horskych strediskach cestovneho ruchu (Innovation of selected marketing instruments in mountain destinations) Ekonomická revue cestovného ruchu, 45(4), 239-248. Marakova, V. (2012). Manažerska organizacia v cieľovom mieste (Destination management organisation). In Gučik, M. et al. Manažment cieľového

Open access
The Process of Managing a Destination in Lower and Upper Austria

University. Holešinska, A. (2013). DMO - A dummy-made organ or a really working destination management organization. Czech Journal of Tourism, 2(1), 19-36. DOI: 10.2478/cjot-2013-0002 Jafari, J. (2000). Encyclopedia of Tourism. London: Routledge. Jenkins, J. (2000). The dynamics of regional tourism organisations in New South Wales, Australia: History, structures and operations. Current Issues in Tourism, 3(3), 175-203. DOI: 10.1080/13683500008667872 Kozak, M., & Baloglu, S. (2011). Managing and Marketing

Open access
Branding as an Essential Element of the of Destination Management Process Using the Example of Selected States

Branding Measures: A Case Study of Alexandria Destination Marketing Organizations, Volume 3, Number 2, Fayoum University, Aleksandria. Berry L., 2000, Cultivating service brand equity, Journal of the Academy of Marketing Science, 28 (1). Blain C., Levy S.E., Ritchie J.R.B., 2005, Destination branding: insights and practices from destination management Organizations, ”Journal of Travel Research”, vol. 43. Błaziak J., 2000, Różnorodność pod jednym znakiem. Wizualna identyfikacja państwa, [in:] Gospodarka pod własną banderą

Open access