Creative Tourism in Successful Destination Management as a Solution of Systemic Crisis in Slovak Tourism

Creative Tourism in Successful Destination Management as a Solution of Systemic Crisis in Slovak Tourism

Andrej Malachovský
Copyright: © 2017 |Pages: 22
DOI: 10.4018/978-1-5225-2016-0.ch006
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Abstract

This chapter describes how strategies and strategic management can increase the tourism performance in Slovakia at the state and regional level. The result of strategic management of tourism must be, after the analysis of external and internal environment, selection an appropriate strategy and set the right goals and priorities in the tourism development. For such properly defined objectives in Slovak conditions we consider, inter alia, the use of creative tourism as a form of cultural tourism. Cause is the demand a return to traditional values in tourism. Chapter shows examples of creative tourism from a selected successful tourism region, which are proven statistical data on the development of tourism. The aim of this chapter is in the context of the theory of strategic and destination management to highlight the important contribution and potential of creative development of tourism for the development of tourism regions.
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Background

Market strategies are an integral part of the theory and practice of strategic management. Strategic management is understood as a scientific discipline that has undergone extensive development from long-term planning through strategic planning to strategic management and thinking Athiyaman (1995), Barney and Hansen (1994), Barney and Hesterly (2006).

It is necessary to emphasize that through strategic management a set of interrelated strategies is being established. The aim of these partial strategies is to create conditions for the fulfilment of the main strategies, which in practice is described as a market strategy.

A Market strategy is designed to meet the main objective and targets of an organization or a purpose-oriented social system, and in the meantime takes into account the results of the organization's mission and strategic analysis of both the internal and external environment Bastakis, Buhalis, and Butler, (2004), Belz and Peattie (2012), Blanco, Rey-Maquieira and Lozano (2009), Bowman, Sing and Thomas (2002). .

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