Assessment of Tourist Competitiveness by Analysing Destination Efficiency

Cracolici, Maria Francesca; Rietveld, Piet; Nijkamp, Peter

doi:10.2139/ssrn.942729

Cited by 34 publications

(36 citation statements)

References 45 publications

(19 reference statements)

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“…Thus, the questions were posed to measure how each variable is managed and contributes to the sustainability of the tourism destination from a long-term perspective. In addition, the performance variables were measured by focusing on two aspects, the sustainability of the performance of the tourism destination [55,59,[63][64][65] and the customers [56][57][58]61,62] in the long term. A seven-point Likert scale was used, where 1 indicates the management of the variables without any sustainability criteria, and 7 means high sustainability management.…”

Section: Methodsmentioning

confidence: 99%

“…Few articles have studied destination performance, even though it is a key tool for managing the destination. The majority have analyzed different aspects of performance, such as image [56][57][58], advertising [59], price [60], loyalty [61,62], production processes and management efficiency [55,[63][64][65], and the data envelopment analysis approach [66,67]. Another study that focuses on performance in the tourism industry was carried out by Assaf and Josiassen [68].…”

Section: Literature Reviewmentioning

confidence: 99%

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Determining the Sustainability Factors and Performance of a Tourism Destination from the Stakeholders’ Perspective

Díaz

Espino‐Rodríguez

2016

Sustainability

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Abstract:The competitiveness of a tourism destination depends on the sustainability of its economic and environmental resources. The aim of this paper is to determine the key factors in achieving the sustainability of a tourism destination in relation to the performance obtained. A methodology based on the opinions of stakeholders is developed to determine the sustainability factors and performance in the tourism destination of Gran Canaria. The variables used in the study are related to the environmental resources, the principal agents in the tourism supply chain, the governance of the destination, and the complementary characteristics that improve the competitiveness of the tourism destination, as well as the dimensions that determine security. Performance is measured by stakeholders from two perspectives, the destination and the customers, in order to establish the main variables that will influence the destination's sustainability. The key sustainability factors were identified, and a regression analysis determined that there was a positive influence on long-term performance. The results showed that the key factors that have a direct and significant relationship with performance are the key resources and supply chain, security, alternative leisure, and governance.

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Section: Methodsmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Determining the Sustainability Factors and Performance of a Tourism Destination from the Stakeholders’ Perspective

Díaz

Espino‐Rodríguez

2016

Sustainability

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“…Other researchers refer to competitiveness as an opportunity to develop more sustainable communities (Ferreira and Estevão, 2009). Cracolici et al (2006) have expanded this definition to include prosperity not only at a community level but also at a firm level. Destination performance plays an important role in maintaining the competitive advantage developed by a tourist place.…”

Section: Competitivenessmentioning

confidence: 99%

“…Other scholars such as, Cracolici et al (2006) looked at the impact of resource efficiency on the competitiveness of a tourist site. These authors suggest that to achieve competitive advantage, the economic efficiency of the tourist destination needs to be compared to the efficiency of a single company within that destination.…”

mentioning

confidence: 99%

The competitiveness of the Uruguayan rural tourism sector and its potential to attract German tourists

Barbe

Triay

Haufele

2016

Competitiveness Review

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Purpose -The purpose of this paper is to assess the competitiveness of the Uruguayan rural tourism sector against its main competitors from Argentina and Brazil, as perceived by Uruguayan stakeholders on the supply side. The paper will also evaluate the potential of Uruguay as a rural tourism destination in attracting German tourists. Design/methodology/approach -Two different questionnaires were administered, one to Uruguayan rural tourism stakeholders and another one to potential German tourists in Germany. Findings -The findings indicate that the main strengths of Uruguayan rural tourism offer, compared to Argentina and Brazil, are the hospitality and friendliness of local people, the natural and cultural attractions and the country's security and safety. Main weaknesses identified were the poor management of several destination components that are key to create a successful tourism destination and poor management of the "demand conditions" component of Dwyer and Kim's (2003) integrated model.

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“…It was noted that most tourists avoid destinations with impaired destination that wants to take a good position in the domestic and international tourism market should be guided by the basic principles of sustainable development respect the request of clients for maximum quality offered resources and services Dwyer et al,2002;Mitchelli,2006;Mazilu and Sitnikov, 2010). Cracolici et al (2008) they find that the performance of tourist destinations can be evaluated by their ability to make their inputs, that is material and human resources, to transform the maximum output Cracolici, Nijkamp i Rietveld, 2008). In other words, if all participants are firing together in determining what you really want from tourism and how they want to sell, everyone will be a winner (Dohey, 1975;Butler, 1980 However, four of us is interesting itchier and Crouch (2003) model of competitive advantages of tourism destinations, which includes five groups of factors: key resources and attractions, supporting factors and resources, policy, planning and destination development, destination management and qualifying and reinforcing determinants.…”

Section: Introductionmentioning

confidence: 99%

Business Competitive of Tourist Destination: the Case Northeastern Montenegro

Bulatović¹,

Rajović²

2015

European Journal of Economic Studies

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Business tourism northeastern Montenegro, in terms of tourist valorization is insufficiently explored. Hence the paper discusses the business competitiveness of tourism destinations.The research results show that the two determinants of destination management and Qualifying Determinants ("at the same level in competing destinations") weakest determinants of competitiveness northeastern Montenegro, while the highest grade awarded determinants of key resources and attractions. How a key competitiveness factors vary depending on the destination, northeastern Montenegro must avoid the universal solution, and must have specific policies and strategies to improve competitiveness, based on the nature of the competitive set. The research results can be of benefit management organizations, tourism policy makers to better understand and identify the strengths and weaknesses of the business tourism northeastern Montenegro, and to help formulate strategies to effectively manage tourist destinations.

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Assessment of Tourist Competitiveness by Analysing Destination Efficiency

Cited by 34 publications

References 45 publications

Determining the Sustainability Factors and Performance of a Tourism Destination from the Stakeholders’ Perspective

Determining the Sustainability Factors and Performance of a Tourism Destination from the Stakeholders’ Perspective

The competitiveness of the Uruguayan rural tourism sector and its potential to attract German tourists

Business Competitive of Tourist Destination: the Case Northeastern Montenegro

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