Determinants of Destination Management System (DMS) and Tourism Industry Assessment of Madagascar

Abstract

Tourism is one of the largest industries in the world. It is particularly significant in island economies, but also benefits significantly a range of developing and developed countries across the world. The sector is compound largely because of the interdependency between the universal production, largely managed in the established world, and the purposes around the world for which it assembles visitors. Information and communication technologies (ICTs) and tourism are two of the most dynamic drives of our worldwide economy. In the Madagascar, the tourism sector is the third largest provider of currency. Madagascar has a remarkable array of biodiversity, natural beauty and cultural resources to support tourism. Unexpectedly, of the 200,000 visitors the island per year, only about 60,000 come expressly for tourism, the rest traveling for other reasons but which could include some tourism activity. Madagascar has the potential to welcome many more tourists if the sector's growth is well planned in abroad, multi-sectorial way focusing on economic aspects, infrastructure and environmental and social concerns, particularly for community participation. This report sets out a program for equitable development of the sector and evaluates the opportunities for growth and the barriers that currently block progress and some suggestions that how to cover this era to maintain its stander of tourism sector along with. This paper describes the tourism of Madagascar, some lack of management, condition of the present tourism sector and at the end there is a conclusion of this study and recommendations on the base of present study.

Tourism Marketing: Measuring Tourist Satisfaction

“…The variables of influence of touristic services on tourist satisfaction [72], respond to the correct choice of the place, fulfillment of their expectations, positive tourism experience, recommendation and repetition of the trip [73], and determined predictive relevance of the variables as evidenced in the Path coefficient of 0.306 [74].…”

Key factors for implementation and success of destination management systems. Empirical evidence from European countries

“…The concept of DMS has attracted considerable attention (Aur elien and Herinandrianina, 2014;Baker et al, 1996;Buhalis and Spada, 2000;Buhalis and Egger, 2008;Estêvão et al, 2015;Law et al, 2010;Sigala, 2013). DMSs are defined by some authors as a collection of computerized information about a destination that is accessible in an interactive way Buhalis and Spada, 2000).…”

“…The literature review allows the identification of several aspects of destination management that may affect the implementation of a DMS. In this scope, special attention is paid to networking and the establishment of partnerships (Aur elien and Herinandrianina, 2014;Bedard et al, 2008;Buhalis and Deimezi, 2004;Cooper and Hall, 2008;Ndou and Petti, 2007;Sigala, 2011Sigala, , 2013, as well as the importance of local governance and management (Aur elien and Herinandrianina, 2014;Buhalis and Egger, 2008;Sigala, 2013;Sussmann and Baker, 1996;Volgger and Pechlaner, 2014).…”

“…Furthermore, most of the literature in this scope has a more theoretical and non-IMDS 121,6 empirical approach (Baker et al, 1996;Michopoulou et al, 2007;Ndou and Petti, 2007;World Tourism Organization, 2001). In addition, the geographic scope of most studies carried out is limited to the national level (Aur elien and Herinandrianina, 2014;Bedard et al, 2008;Collins and Buhalis, 2003;Sigala, 2009). Other empirical studies consider a very small number of DMSs Baker et al, 1996) or a limited set of factors that influence the adoption of a DMS by a DMO (Bedard et al, 2008;Sigala, 2013).…”

2018 13th Iberian Conference on Information Systems and Technologies (CISTI)

“…Este tipo de sistemas também são considerados como a infraestrutura tecnológica de uma OGD representando, ao nível organizacional, uma infraestrutura de relevância estratégica para as OGD coordenarem a sua atividade [9]. O conceito de SGD tem atraído considerável atenção por parte de inúmeros investigadores como testemunham Baker et al [13], Buhalis e Spada [10], Buhalis et al [11], Buhalis e Egger [14], Law et al [15], Aurélien e Herinandrianina [16], Sigala [17] e Estêvão, Carneiro e Teixeira [18].…”