Relevant bibliographies by topics / Tourism strategic planning

Academic literature on the topic 'Tourism strategic planning'

Author: Grafiati
Published: 4 June 2021
Last updated: 19 February 2022

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Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Journal articles on the topic "Tourism strategic planning":

1

Gavva, R. V., and E. N. Lozhkomoeva. "STRATEGIC PLANNING AND FORECASTING IN THE TOURISM INDUSTRY." Vestnik Universiteta, no. 1 (February 25, 2021): 42–48. http://dx.doi.org/10.26425/1816-4277-2021-1-42-48.

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The article considers the essence and role of strategic planning in the activities of organizations of the tourism industry. The paper shows that the concept of the life cycle of tourist services can serve as a justification for strategic management decisions. The authors formulate the main approaches to the study of the life cycle of tourist services. The study determines the directions of using information at different stages of the life cycle of services in the field of tourism. The article proposes approaches to the operational definition of the type of service and the stage of its life cycle, which contributes to the adoption of sound strategic management decisions that ensure the effective, stable operation of tourist organizations. The paper determines that the modern development of the tourism market should be based on a combination of regional, Federal, national, and international tourism policies that combine strategic planning with the tasks and needs of the short-term perspective.
2

Alkier Radnić, Romina, and Daniela Gračan. "THE ROLE OF STRATEGIC MARKETING PLANNING IN REPOSITIONING THE OPATIJA RIVIERA ON THE TOURIST MARKET." Tourism and hospitality management 9, no. 1 (2003): 153–65. http://dx.doi.org/10.20867/thm.9.1.14.

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The Opatija Riviera is a tourist destination with a longstanding tourist tradition, and in its tourism development up to date it has not yet achieved such results as could be expected based on its available resources and other comparative advantages. Tourism in the Opatija Riviera is lagging behind modem tourist trends. Hence, the primary objectives of this destination in its future tourism development should be the shaping of an identifiable, top-quality tourist product, the creation of its own identity, and the deliberation of tourism from the viewpoint of the destination, as the basis of tourism prosperity. With the aid of marketing mix activities, it is crucial to reposition the Opatija Riviera as an attractive and competitive tourist destination with a recognisable image, capable of attracting potential tourists. Through carefully directed marketing planning and with a view to tourism prosperity, the Opatija Riviera, as a tourist destination, will be able to achieve the required level of imagination, originality and variety with regard to the competition.
3

Bailoa, Sandra, and Pedro Cravo. "Strategic tourism planning in Portugal." Zbornik Veleučilišta u Rijeci 8, no. 1 (2020): 353–74. http://dx.doi.org/10.31784/zvr.8.1.23.

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The growth of tourism in Portugal allowed leveraging the economy on the last decade more than any other economic activity. The positive results in many indicators, such as the contribution to GDP, exports and revenues, show that it has been considered an engine of the economy that has produced effects in all the regions of the country. Also contributing to these results were the various strategies that the government has continually defined over the past two decades. This paper starts with a brief literature review and presents a descriptive analysis of the main long-term instruments that feature the Portuguese strategy for tourism, showing the important role that planning can have on the management of the impacts that come from the implementation of these activities. Also, the results of the main indicators (published by several different sources) are presented. The results reveal that there are still several issues that need addressing, so the main challenges for tourism development in Portugal are exposed.
4

Illiashenko, Inna, Nataliia Boiko, Tatiana Kolisnichenko, Oleg Pankratov, and Maryna Poliukhovych. "Strategic management as a tool for improving the tourist enterprise management system." Problems of Innovation and Investment Development, no. 25 (June 30, 2021): 66–73. http://dx.doi.org/10.33813/2224-1213.25.2021.7.

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The sphere of tourism can be safely attributed to the category of unique in efficiency industrial complexes that can help solve economic anti-crisis problems. Tourist activity has a significant impact on economic growth, which is manifested in the improvement of entrepreneurship, the scale of production of products and services, the growth of effective demand. The article considers the concept of strategic management in the tourism industry. In the course of research the stages of a cycle of strategic management of the tourist company are defined on the basis. The constituent elements of strategic planning as a basis of strategic management are considered. Peculiarities of strategic management at tourist enterprises are determined. The article identifies current problems of management of tourist enterprises in Ukraine. It is noted that the success of the tourist enterprises of Ukraine depends on an effective system of management and coordination of all components of tourist attractiveness: tourist resources, infrastructure, investment and quality service. It is offered to consider the management system of the tourist enterprise in dynamics which interacts with such important elements, as: tourist resources, services, production, external environment and the factors influencing development of tourist sphere, the purposes of development of system of management of tourism. The key characteristics of the process of realization of the tourist enterprise management system are given. In today’s global economic change and the crisis in the tourism industry, tourism companies should apply strategic management, which includes a program of action to identify specific goals and means of implementing the chosen path of development. The strategic management of tourism enterprises should be based on strategic planning, which will provide an opportunity to predict the future development of production of goods and services, promising projects, personnel and financial activities on a planned basis. Key words: strategic management, management system, planning, strategy, tourism company.
5

Woods, Robert H. "Strategic Planning." Cornell Hotel and Restaurant Administration Quarterly 35, no. 3 (June 1994): 41–49. http://dx.doi.org/10.1177/001088049403500314.

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Gilbert, David. "Strategic marketing planning for national tourism." Tourist Review 45, no. 1 (January 1990): 18–27. http://dx.doi.org/10.1108/eb058038.

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Bjeljac, Zeljko, Marijana Pantic, and Marko Filipovic. "The role of event tourism strategy of Serbia in strategic planning." Spatium, no. 30 (2013): 54–60. http://dx.doi.org/10.2298/spat1330054b.

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Tourist events represent not only a significant tourism potential, but also the touristic product of Serbia. There are approximately 2500 events every year, attended by several million visitors from Serbia and all around the world. Since the 1990s in the world and since the beginning of the 21st century in Serbia, the organization and development of events has become a significantly profitable activity. Certain countries developed event tourism strategies on the level of the country or on the regional level; in Serbia, the event tourism is mentioned in the national tourism development strategies and certain regional ones. This paper targets the need for development of Event Tourism Strategy on the level of Serbia.
8

Mackay, Robert M., Roberto Minunno, and Gregory M. Morrison. "Strategic Decisions for Sustainable Management at Significant Tourist Sites." Sustainability 12, no. 21 (October 29, 2020): 8988. http://dx.doi.org/10.3390/su12218988.

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This research explores how tourist site management and human attitudes and behaviours can help decrease the pressure of tourism on the environment. Estimates show that, together with ancillary sectors, the tourism industry is expected to contribute approximately 6.5 gigatons of greenhouse gases by 2025. These emissions are primarily a result of tourists favouring air travel and luxury experiences that require more energy outputs. Additionally, tourism continues to grow and has become a routine activity for the middle class who travel more regularly on an annual basis. With growing middle classes in many developing countries, the number of tourists who will be able to afford recreational travel is estimated to increase exponentially. The pressures and demands of increasing tourist numbers can strain vulnerable natural sites. These predictions show that changes within the tourism industry fabric are necessary. Against this backdrop, this research employs a combined methodology. A survey methodology was employed to explore tourist attitudes towards tourism sites and their behaviours and decision making with a top-down and bottom-up approach. Additionally, an interview methodology of tourism field experts was employed to investigate the attitudes of the industry and how consumer behaviours may be influenced. Findings from the survey and interview discussions were employed to inform four managerial aspects. First, the ticket price of the tourist experience should be proportional to the value proposition of the experience. Second, a government-led framework could guide businesses towards sustainable management and educate their tourists on greener practices. Third, businesses could integrate sustainability issues into their marketing and advertising to create awareness and ensure the longevity of the site. Lastly, tourism bodies and businesses could increase their partnerships with local custodians to add cultural value and understand the visitor experience.
9

Kurniawan, Zulfiandri. "Perencanaan Pembangunan Pariwisata Dalam Rangka Meningkatkan Daya Tarik Wisata Di Kabupaten Kutai Kartanegara (Studi Di Dinas Pariwisata Kabupaten Kutai Kartanegara)." DIA: Jurnal Ilmiah Administrasi Publik 15, no. 2 (November 15, 2017): 37. http://dx.doi.org/10.30996/dia.v15i2.1909.

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This study aims to analyze tourism development planning in order to increase tourist attraction in Kutai Kartanegara district, there are natural, cultural and artificial tourist attractions in Kutai Kartanegara district which are still largely undeveloped. The results showed that tourism development planning in Kutai Kartanegara district carried out by the District Tourism Office of Kutai Kartanegara began with the determination of the objectives and targets set out in the Strategic Plan, then data collection and analysis were carried out in the form of internal and external data. preparation of plans that are finally realized in programs and activities, the planning stages that are carried out are in accordance with tourism development planning through several approaches. Stakeholders involved in tourism development planning, namely the government, the private sector and the community. There are inhibiting factors in tourism development planning in Kutai Kartanegara District, namely human resource planning factors, system factors used and funding factors in tourism planning.Keywords: tourism development planning, tourist attraction
10

Pestushko, Valery. "AVIA PASSENGER TRANSPORTATION AND TOURISM: INTERACTION FEATURES." GEOGRAPHY AND TOURISM, no. 44 (2018): 3–12. http://dx.doi.org/10.17721/2308-135x.2019.44.3-12.

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Purpose: a study of the current state and prospects of avia passenger transportation in international tourism as prerequisites for strategic planning of the tourism business. Methodology: collection, analysis, systematization and synthesis of the latest statistical data of the World Tourism Organization and the International Civil Aviation Organization on avia transportation in tourism. Results: data on the dynamics of avia transportation in tourism in the current century were obtained, the socio-economic role of avia transportation in tourism was clarified, and the structure of avia passenger transportation by tourist regions was determined. Scientific novelty: the current trends and prospects for the further use of avia transportation means in the tourist services market are identified. Practical significance: the results of the study can be used both in the educational process in the development of experts in tourism, and in the tactical and strategic planning of the tourism business.
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Journal articles Dissertations / Theses Books

Dissertations / Theses on the topic "Tourism strategic planning":

1

Cloete, Thunes Johannes. "A strategic planning model for provincial tourism authorities / Thunes Johannes Cloete." Thesis, Potchefstroom University for Christian Higher Education, 2001. http://hdl.handle.net/10394/928.

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The purpose of this study was to develop a strategic tourism-planning model for provincial authorities. In order to achieve this goal, a literature study was firstly necessary to determine the important aspects identified for strategic tourism planning by researchers working in that field. Secondly, the nine provinces were asked to forward their existing provincial strategic tourism plans. Only five of the nine provinces complied with this request. These five provincial strategic plans were compared, to identify those aspects which the provinces perceive as important for the present tourism industry, and to identify the aspects which they incorporate in their strategic plans. This was done in Table 3.2. Before investigating and evaluating the present strategic plans, criteria had to be identified for this purpose. The White Paper on Tourism (1996) identified ten key success factors for provinces to achieve. In Table 3.3 these ten key success factors were applied as criteria to evaluate the five existing provincial strategic tourism plans. From the literature study eleven key strategic elements for provincial tourism were identified. These were discussed in chapter 2. In Table 3.4 the five existing provincial strategic tourism plans were evaluated against the above eleven key strategic elements. It was shown that a tourist's decision and the unique tourism circumstances (attractions) of the provinces' natural resources (including the "Big Five" tourism attractions) are very important to a strategic tourism plan and that it had to be included in the proposed provincial strategic tourism planning model. A questionnaire including the above aspects and elements was compiled. The objective of the questionnaire was to measure the importance which the nine provinces attach to the identified elements. Questionnaires were sent out to the nine provinces, for them to complete and return. A 100% response rate was achieved. The results of the questionnaire were discussed in line with the eleven key strategic elements. From the results the following conclusions can be made: In their strategic plans provincial tourism authorities focussed primarily on marketing. All nine provinces rated safety and security as important and felt that it should be included in a provincial strategic tourism plan. On the other hand, aspects such as staff training, women in tourism, providing for disabled people in tourism, secondary services, health-related issues, provinces' natural resources (biomes), provinces' involvement in new tourism business and globalisation got low ratings. Safety and security and the promotion strategy received the highest average ratings (96%). This study concluded with a number of recommendations, of which the following are the most important: To implement the proposed provincial strategic tourism planning model. To research practical actions that can be implemented to protect tourists against criminal elements while visiting a province. To research how the quality of service can be improved in a province's tourism industry.
Thesis (Ph.D. (Tourism))--Potchefstroom University for Christian Higher Education, 2002.
2

McGowan, Gerrit James. "Strategic planning for pro-poor tourism : a case study of Livingstone, Zambia." Thesis, University of British Columbia, 2007. http://hdl.handle.net/2429/31602.

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Tourism is a booming industry in Livingstone, Zambia. Over the past decade, an influx of foreign investment has completely transformed the local economy, contributing to a meteoric rise in tourist arrivals, expenditures, and new businesses. This has provided more jobs to the local workforce, created more opportunities for small business, and produced greater government revenues. As a result, the Zambian government has made tourism one of its highest priority development sectors. As large-scale tourism is a recent phenomenon in Livingstone, both the national and local governments have been forced to respond retroactively to the needs and effects of the growing sector. This has led to a policy framework for tourism that is largely uncoordinated and inconsistent, and in some cases outdated. With the approval of Zambia's Poverty Reduction Strategy Paper in 2003, there is now an additional mandate to include the promotion of poverty reduction within government tourism sector activities. The following thesis provides an examination of the tourism economy in Livingstone, Zambia - identifying opportunities for promoting poverty reduction through this growing sector. Using a strategic planning approach adopted by UN-Habitat, this paper identifies and prioritizes objectives and opportunities for pro-poor tourism in Livingstone. This begins with the compilation of tourism and poverty related data outlined in a situation assessment, followed by an analysis of key stakeholders active in the sector. A broad vision is then established and key issues and objectives are identified and streamlined. Using simple decision-analysis tools' to structure and assess alternatives, potential pro-poor tourism opportunities are then assessed in relation to the objectives. The four-highest ranking opportunities were chosen for further analysis. They are listed below according to rank. 1. Small business support - including business development services, registration and licensing, informal sector activity, and issues of land tenure and title. 2. Credit and Finance - including expanded micro-credit programming 3. Marketing - including pro-poor and SME marketing programs and a sustainable tourism certification program 4. Training and Capacity Building - including the expansion of public sector programs and the monitoring and regulation of private sector activities. 1 Decision analysis is a discipline that comprises the philosophies, theories, methodologies, and professional practices for addressing important decisions in a formal manner (Howard, 1984).
Applied Science, Faculty of
Community and Regional Planning (SCARP), School of
Graduate
3

Leung, Wing-kei Lucia, and 梁詠璣. "Strategic framework of place marketing for greater Pearl River Delta from a regional tourism planning perspective." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2004. http://hub.hku.hk/bib/B31261309.

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Luštický, Martin. "Strategický benchmarking plánování rozvoje cestovního ruchu." Doctoral thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-191825.

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The presented dissertation thesis deals with a set of problems related to the strategic planning of tourism development in the context of tourism policy. By making full use of the strategic benchmarking method, the thesis tries to make a certain contribution to the improvement of strategic planning in tourism which represents an important factor of tourism destination competitiveness. The objective of the presented dissertation thesis is to postulate and in practice verify a methodology related to strategic benchmarking, aimed at regional tourism development strategies and at selected aspects of the process of their formation. The dissertation thesis postulates a complex procedure thus making it possible to evaluate and compare the tourism developing strategies of the Czech, Slovak and British regions on the basis of stipulated criteria and fuzzy scales. This procedure is implemented into an on-line evaluating application, which can be used by key regional actors for the evaluation of the particular developing strategies. The evaluation results are used for benchmarking gap analysis and for selection of suitable benchmarking partners by means of fuzzy TOPSIS method. Consequently, selected partners are submitted to an external benchmarking investigation focused on methods of how to create strategies, and managerial approaches to planning. The acquired information is used for an identification of good practices for a regional planning of tourism development.
5

Pansiri, Jaloni University of Ballarat. "Harambe : strategic alliance formation and performance evaluation in the tourism sector of travel." University of Ballarat, 2006. http://archimedes.ballarat.edu.au:8080/vital/access/HandleResolver/1959.17/12803.

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"This thesis investigates the influence of company and executive characteristics on strategic alliance formation (decision to form alliances, alliance type selection and choice of alliance partners) and performance evaluation of alliances, in the Australian tourism industry sector of travel. The significance of forming strategic alliances as a way of achieving 'harambe' is emphasised throughout this thesis. 'Harambe' is a ki-Swahili term meaning "to pull together, or to work together or to pull the same rope together at the same time" in harmony. The idea here is that companies pool their resources together through strategic alliances to be able to achieve their strategic goals and objectives. The research focuses on three travel sub-sectors - travel agencies, tour operators and wholesalers and how these sub-sectors relate with those of transport and accommodation." -
Doctor of Philosophy
6

Pansiri, Jaloni. "Harambe : strategic alliance formation and performance evaluation in the tourism sector of travel." University of Ballarat, 2006. http://archimedes.ballarat.edu.au:8080/vital/access/HandleResolver/1959.17/15396.

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"This thesis investigates the influence of company and executive characteristics on strategic alliance formation (decision to form alliances, alliance type selection and choice of alliance partners) and performance evaluation of alliances, in the Australian tourism industry sector of travel. The significance of forming strategic alliances as a way of achieving 'harambe' is emphasised throughout this thesis. 'Harambe' is a ki-Swahili term meaning "to pull together, or to work together or to pull the same rope together at the same time" in harmony. The idea here is that companies pool their resources together through strategic alliances to be able to achieve their strategic goals and objectives. The research focuses on three travel sub-sectors - travel agencies, tour operators and wholesalers and how these sub-sectors relate with those of transport and accommodation." -
Doctor of Philosophy
7

McCamley, Claire. "Strategic marketing planning in the context of heritage tourism management : a study of two heritage regions." Thesis, Ulster University, 2014. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.601509.

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The effective strategic management of heritage tourism is vital to the economic, environmental and social health of a region. This is even more pronounced in heritage based regions where the resource is ultimately finite and where development cannot be separated from its local residents, communities and businesses. Given this scenario, the effective marketing of heritage tourism must take both a strategic approach and be underpinned by effective stakeholder engagement, which includes processes of coordination and integration in order to achieve a holistic approach to marketing management. The research sought to establish the nature and scope of stakeholders involved in strategic marketing planning within heritage regions, to investigate the coordination and management of strategic marketing functions, and to examine the process of strategic implementation. The empirical study took a qualitative approach guided by the case study methodology, which used a range of data collection techniques including content analysis and in-depth interviews. A range of data sources reflecting the structure of the tourism industry were used, including key strategic documents, public sector key informants and tourist product service providers operating in both the private and community sectors, representing the regions. Key contributions made by the research relate to the identification of four key issues including Strategic Direction, Marketing Communications, Consultation and Aggravated Fragmentation. Overall, it was found that there is no central strategic direction for tourism management, with the result that tourism delivery is unclearly and ambiguously assigned between myriad bodies and agencies. At strategic level, marketing communications between such bodies is endemically poor, resulting in a disintegrated approach to tourism marketing management. The implications of these weaknesses are evident across several strategic marketing functions, including Strategic Orientation, Resource Allocation, Product Service Development and Destination Promotion, and are significant across the levels of management and administration for tourism, from government level planning to individual tourism providers.
8

Holtzhausen, Beatrix. "The development of turnaround strategies for the Calitzdorp Spa Tourism resort." Thesis, Nelson Mandela Metropolitan University, 2004. http://hdl.handle.net/10948/225.

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The objective of this study was to develop turnaround strategies for the Calitzdorp Spa Tourism Resort (herein after referred to as Calitzdorp Spa) to stop the performance decline and put it back on the road of recovery again. The development of turnaround strategies are dependent on establishing the cause of the performance decline and to enable management to plan effective and optimal strategies for the tourism resort focused on the recovery response. An analysis of various sources on strategic management models were undertaken to find a theoretical framework for the development of a strategic management model that could be applied to a tourism resort. The following model for the strategic management of a tourism resort was consequently developed and consists of the following main components: • Mission, objectives and stakeholders; • Strategic position; • Strategic choice; and • Strategic implementation. A second model for the Turnaround Process of a tourism resort was proposed to assist management in guiding the resort to recovery, consisting of two main phases, namely: • Turnaround situation; and the • Turnaround response. The research methodology followed included: • a literature survey to define the important concepts of tourism, resorts, strategic management and turnaround strategies; • a questionnaire survey to determine customer satisfaction at the Calitzdorp Spa; • telephone interviews to determine the marketing and positioning strategies of the Calitzdorp Spa; and • a focus group discussion session to determine the current situation at the resort and to plan future management strategies of the Calitzdorp Spa. Specific conclusions were made and specific actions recommended based on the results obtained.
9

Ventura, Sílvia Sofia Bandeira Nunes. "Góis: bases para um plano estratégico de desenvolvimento do turismo." Master's thesis, Escola Superior de Hotelaria e Turismo do Estoril, 2010. http://hdl.handle.net/10400.26/2407.

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Na área da Gestão Estratégica de Destinos Turísticos o planeamento estratégico assume primordial importância, consubstanciando-se num dos instrumentos fundamentais para a definição e implementação de uma política integrada de competitividade e sustentabilidade para o turismo. Sendo um concelho do interior do país, de cariz marcadamente rural, Góis enfrenta hoje graves problemas de desertificação e de desenvolvimento. Constituindo o turismo uma actividade transversal, capaz de gerar impactes socioeconómicos, demográficos, físicos, ambientais e culturais importantes, recaem sobre a actividade turística elevadas expectativas quanto aos seus contributos relevantes enquanto motor de desenvolvimento rural para a revitalização económica e a preservação do património natural e cultural, afirmando-se o turismo como um dos sectores estratégicos para a inovação e competitividade do concelho. Nesse sentido, este trabalho pretende ser um contributo para o planeamento estratégico do desenvolvimento do turismo no concelho de Góis, que estabelece o conceito e a visão turística para o território e define orientações nos domínios considerados estruturantes. Devidamente enquadrado pela análise da relevância do planeamento estratégico em turismo e da influência do turismo como alavanca para o desenvolvimento do mundo rural, a par de uma reflexão sobre os desafios que se colocam na implementação de um modelo de desenvolvimento turístico sustentável, bem como pela avaliação da importância do turismo na economia mundial e nacional, elabora-se o levantamento, diagnóstico e análise aprofundados do sistema turístico do concelho e da região, que inclui a avaliação das potencialidades dos recursos para o desenvolvimento de produtos turísticos, que irão determinar o futuro da actividade turística no concelho.Com base no diagnóstico e análise realizados são definidos os conceitos, visão e objectivos, a partir dos quais é definida a estratégia e os respectivos eixos de intervenção, que permitirão a qualificação, diferenciação e inovação da oferta turística, promovendo o posicionamento competitivo do destino turístico Góis, num quadro de desenvolvimento sustentável.
Within the domain of strategic management of tourism destinations, strategic planning is of utmost importance, giving shape to a fundamental tool for the definition and the implementation of a competitive and sustainable integrated policy for tourism. As an inland district, with a markedly rural nature, Góis faces these days serious desertification and development difficulties. Tourism being an activity with a crosswise dimension, capable of generating socio-economical, demographic, environmental and cultural impacts, high expectations fall on tourism activity, regarding its relevant contribution as a rural development agent for economical revival and natural and cultural heritage preservation, therefore tourism stands, among others, as a strategic sector for the district’s innovation and competitiveness. In this sense, this work pretends to be a contribution for the strategic planning of Góis’ district tourism development, it establishes the territory’s tourism concept and vision and it defines orientations for areas considered as fundamental. Duly framed by the relevance analysis of strategic planning for tourism and tourism influence as a lever for rural development, along with the challenges that occur with the implementation of a model for sustainable tourism development, as well as the reflection on the importance of tourism in the world and the national economy, lies the elaboration of an in-depth data gathering, diagnosis and assessment of the district and the region’s tourist system, including the evaluation of the resource potentials for the development of tourism products, which will determine the future of the district’s tourism activity.
10

Alves, Alberto da Paz Coutinho. "Plano Estratégico para o Turismo do Concelho de Amares." Master's thesis, [s.n.], 2016. http://hdl.handle.net/10284/5319.

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Dissertação apresentada à Universidade Fernando Pessoa como parte dos requisitos para a obtenção do grau de Mestre em Ciências da Comunicação, ramo de Marketing e Publicidade
O turismo tem uma enorme importância estratégica para a economia portuguesa devido ao facto de criar emprego e riqueza. É um setor onde as vantagens competitivas são certas, o que acontece em poucas áreas. É fundamental apostar no turismo, quer por parte do governo ou dos empresários do ramo. O turismo em Portugal está a atravessar uma fase positiva e sente-se um crescente aumento. Estão a surgir novos destinos de grande qualidade, mas é importante apostar no turismo, nos destinos já existentes e na descoberta de novos. É necessário criar um novo modelo turístico, levar Portugal a ser um destino turístico ainda mais procurado. A necessidade de um planeamento estratégico turístico possibilitará a Portugal de melhorar e reequilibrar a economia. A acelerada emergência do processo de planeamento estratégico em Portugal e mais precisamente, no concelho de Amares, o meu caso de estudo, incita-nos a questionar acerca da sua criação e integração possível no modelo turístico português e mais concretamente no caso de Amares. É imprescindível compreender o que pode ser feito a nível de estratégias turísticas, bem como os seus impactos no futuro, no setor do turismo de Amares. O presente trabalho pretende responder a essas questões e apresentar um conjunto de medidas estratégicas que podem ser adotadas a nível do turismo, no concelho de Amares. Para obter respostas às perguntas levantadas neste trabalho, foi essencial fazer uma revisão de literatura no âmbito do turismo, planeamento estratégico e todas as temáticas que lhes estão associadas. Para compreender melhor quais seriam as soluções estratégicas mais adequadas ao turismo do concelho de Amares, este estudo baseou-se em duas ferramentas para ajudar, a análise PEST e a análise SWOT. Dessas análises concretas e de todas as observações feitas ao longo da concretização desse trabalho, surgiu um conjunto de estratégias que se espera, possam vir a ajudar o turismo do concelho de Amares.
Tourism has a huge strategic importance for the Portuguese economy due to the fact that creates jobs and wealth. It is a sector where competitive advantages are sure, what only happens in a few areas. It is crucial to invest in tourism, either by the government or the branch of business. In Portugal, tourism is going through a positive phase and we can observe a growing increase. They are emerging new high quality destinations, but it is important to invest in tourism, on the destinations that already exist and discover new ones. It’s necessary to create a new tourism model, in order to help Portugal becoming a tourist destination even more sought. The need of a tourism strategic planning will allow Portugal to improve and rebalance the economy. The rapid emergence of the strategic planning process in Portugal and more precisely in Amares municipality, my case study, urges us to question about their creation and possible integration in the Portuguese tourism model and more specifically in the case of Amares. It is essential to understand what can be done in terms of tourism strategies and their impact on the future, in particular, in Amares tourism sector. This paper aims to answer these questions and presents a set of strategic aspects that could be adopted in Amares tourism. In order to find the answers to the questions raised in this work, it was essential to make a literature review in the field of tourism, strategic planning and all subjects associated with them. For a better understanding about the most appropriate strategic solutions to the Amares county tourism, this study was based on two tools to help, the PEST analysis and SWOT analysis. From these concrete analyzes and all the comments made during the implementation, a set of expected strategies emerged, that can help the tourism in Amares county.
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Books on the topic "Tourism strategic planning":

1

Heath, Ernie. Marketing tourism destinations: A strategic planning approach. New York: Wiley, 1992.

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Phillips, P. A. Strategic planning systems in hospitality and tourism. New York: CAB International, 1998.

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Brady, Shipman Martin Natural Environment Consultants. Tourism in the Burren: A strategic plan : draft. Dublin: [s.n.], 1994.

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Evans, Nigel. Strategic management for travel and tourism. Oxford: Butterworth-Heinemann, 2003.

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Hingston, Roach Group Inc. Big Sky Value: Montana tourism & recreation strategic plan 2003-2007. Grangeville, Idaho: Hingston Roach Group, 2002.

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Brady Shipman Martin, Natural Environment Consultants. Tourism in the Burren: A strategic plan : draft action plan. Dublin: [s.n.], 1994.

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Mozambique. Strategic plan for the development of tourism in Mozambique (2004-2013): Approved at 15th ordinary session of Council of Ministers held on 12th October, 2004. [Maputo]: Republic of Mozambique, Ministry of Tourism, 2004.

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Sabourin, Vincent. L' industrie touristique: Stratégie concurrentielle des entreprises. Sainte-Foy, Québec: Presses de l'Université du Québec, 2000.

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Gao, Shunli. Zhongguo lü you ye dui wai kai fang zhan lüe yan jiu =: Opening strategy research on China tourism industry. 8th ed. Beijing: Zhongguo lü you chu ban she, 2004.

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Zimbabwe. Ministry of Environment and Tourism. Strategic directions. Causeway, Harare, Zimbabwe: Ministry of Environment & Tourism, 1996.

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Book chapters on the topic "Tourism strategic planning":

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Edgell, David L. "Policy and strategic planning toward sustainable tourism development." In Managing Sustainable Tourism, 179–201. New York : Routledge, 2020. | Previously published: London ; New York : Routledge, 2016.: Routledge, 2019. http://dx.doi.org/10.4324/9780429318122-8.

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Edgell, David L., and Jason R. Swanson. "Strategic tourism planning as a part of the policy agenda." In Tourism Policy and Planning, 243–67. Third Edition. | New York: Routledge, 2018. | "Second edition: Routledge, 2018. http://dx.doi.org/10.4324/9781351033541-10.

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Camilleri, Mark Anthony. "Strategic Planning and the Marketing Effectiveness Audit." In Tourism, Hospitality & Event Management, 117–35. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-49849-2_7.

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Agaliotou, Chara, Loukia Martha, and Maria Vrasida. "Spatial Planning Principles as an Active Agent: Making Greece a Global Market for Sensitized Tourism." In Strategic Innovative Marketing and Tourism, 665–72. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-12453-3_77.

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Saveriades, Alexis. "18. Strategic Planning in National Tourism Organisations: The Case of Cyprus." In European Tourism Planning and Organisation Systems, edited by Carlos Costa, Emese Panyik, and Dimitrios Buhalis, 279–94. Bristol, Blue Ridge Summit: Multilingual Matters, 2014. http://dx.doi.org/10.21832/9781845414344-022.

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Alyfanti, Kiriaki. "Strategic Planning to Promote the Cultural Heritage. The Business Model Canvas for the Kapodestrian Buildings of the Island of Aegina, Greece." In Strategic Innovative Marketing and Tourism, 499–509. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-36126-6_56.

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Raikov, Alexander. "Megapolis Tourism Development Strategic Planning with Cognitive Modelling Support." In Advances in Intelligent Systems and Computing, 147–55. Singapore: Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-15-0637-6_12.

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(Nee Nthoi), Olivia Molefe. "Economic Recovery and Strategic Transformation Planning for Tourism in Botswana." In Advances in Tourism, Technology and Systems, 521–28. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-33-4260-6_44.

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Rogerson, Christian. "Chapter 14. Towards Strategic Planning for an Emerging Backpacker Tourism Destination: The South African Experience." In Beyond Backpacker Tourism, edited by Kevin Hannam and Anya Diekmann, 203–20. Bristol, Blue Ridge Summit: Multilingual Matters, 2010. http://dx.doi.org/10.21832/9781845411329-017.

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Dieke, Peter U. C., Nneoma G. Ololo, and Afamefuna P. Eyisi. "Tourism in Nigeria: new policy and planning directions needed for a neglected sector." In Tourism in development: reflective essays, 62–77. Wallingford: CABI, 2021. http://dx.doi.org/10.1079/9781789242812.0006.

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Abstract This chapter reflects on a neglected export sector in the Nigerian economy, that of tourism, in order to identify whether some refinements to the existing principles of developing tourism are merited. It then goes on to hint at both the issues that deserve consideration for future tourism development in Nigeria and also the general implications that the continued neglect of the sector portends. Strategic resource allocation, human resource development, funding of the tourism sector, and public-private sector roles are identified as the essential inputs to tourism development in general, highlighting their strategic importance with respect to policy and planning principles, as a framework for exploring the future growth and direction of the tourism sector in Nigeria in particular.

Conference papers on the topic "Tourism strategic planning":

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Eka Suwintari, I. Gusti Ayu. "Strategic Planning of Cultural Tourism at Pura Panti Timbrah, Paksebali, Klungkung Study Case: SWOT Analysis of Dewa Mesraman Attraction." In International Conference on Tourism, Gastronomy, and Tourist Destination (ICTGTD 2016). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/ictgtd-16.2017.35.

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Halim, Deddy Kurniawan, and Ida Bagus Setiawan. "Bali: towards a green island." In Post-Oil City Planning for Urban Green Deals Virtual Congress. ISOCARP, 2020. http://dx.doi.org/10.47472/hebn1651.

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On the 28 October 2019, the Government of Bali issued a Governor Ordinance No. 45/2019 prioritising(?)clean energy as the solution to the energy crisis in Bali. This crisis has been further exaserbated by the covid 19 pandemic which has decimated the Islands economy in particular, tourism, its primary industry. This has forced Bali to change its tourism orientation from urban tourism to rural tourismpromoting homestay, a shift which will signifcantly influence renewable energy planning for the Island. There are only two solar power plants on the island; one in Bangli and one in Karangasem each with 1 MWp on-Grid capacity. In addition there is a small hydro power plant in Buleleng with 1,95 MWp capacity, with existing rooftop PV power plant in the community generates around 1.3 MWp and 0.07 MWp off-grid. This leaves the Island with a signficant shortfall and must, in acocrdance with the Ordinance, be met through the promotion of community uptake of solar panel for homes and buildings. This paper presents the of the strategic planning approach used by a special task force supervisory team of Bali Clean Energy to implement the Ordinance for the island
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Juodisius, Mantas, and Aiste Barbora Uspuriene. "Accessibility of Rural Tourism Services for the Disabled in Lithuania." In International Scientific and Practical Conference. TSNS Interaktiv Plus, 2020. http://dx.doi.org/10.21661/r-551747.

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Rural tourism has great potential for attracting people with different interests, but it requires close cooperation in the planning and implementation of strategic development directions and measures related to tourism. At present time, the social model of integration of the disabled is becoming more and more established. A person with a disability needs adapted infrastructure to travel. Actions should be implemented in accordance with the principle that people with disabilities, like all people, need access and integration. Therefore, it is important to study the accessibility of rural tourism services for the disabled in Lithuania.
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DAYOUB, BASHAR, PEIFENG YANG, ALAA DAYOUB, TAREK BARAKAT, and HE LI. "TOURISM AND STRATEGIC PLANNING: LEARNING FROM THE CHINESE PROVINCE OF HAINAN TO IMPROVE THE SYRIAN COASTAL REGION." In SDP 2018. Southampton UK: WIT Press, 2018. http://dx.doi.org/10.2495/sdp180471.

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Fang, Chien, and Li Nianzhong. "Urban Design Practice in "Instant New Towns"." In 1995 ACSA International Conference. ACSA Press, 1995. http://dx.doi.org/10.35483/acsa.intl.1995.46.

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Shenzhen is a lengendary city booming out from a small fishing village within ten years. It is situated at the south end of China, along eastern side of the Pearl River opening to the South China Sea. As one of the earliest of four Special Economic Zones in China since 198 1, Shenzhen has enjoyed a set of privileged economic policies and turned into an energetic metropolis with population of over three million. According to the strategic planning, Shenzhen will expand to an area of nearly 2000 square kilometers from 300 square kilometers right now. The local government seeks to realize 100% urbanization in Shenzhen in a short time. In other words, the whole outskirts and rural area will be urbanized. In the conprehensive plannning, the surburb, formerly Baoan county, is becoming another two districts (Baoan and Longgang) besides the existing three districts (Luohu, Futian, and Nanshan). The grouped structure of urban layout in the planning attempts to organize the present villages and towns in the outskii into 8 groups (4 in each district), which are assigned different priority urban bctions such as transportation, communication, industry, tourism, district centre, etc. Generalization of the project of Longgang District Planning Our project is concerned with the zone planning ofthe central group in Longgang district. It consists of Longgang, Pingdi, and Pingdi Centre, covers an area of over 180 square kilometers, and holds population of 200,000. According to the strategic plan, the group is to develop into the future admistrative, commercial, and cultural center of Longgang district. The study of urban design is one important field in our project.
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Hasanli, Aygul, and Mahir Mirzeyev. "The Impact of Ecological Factors on Tourism in Azerbaijan." In 4th International Conference of Contemporary Affairs in Architecture and Urbanism – Full book proceedings of ICCAUA2020, 20-21 May 2021. Alanya Hamdullah Emin Paşa University, 2021. http://dx.doi.org/10.38027/iccaua2021218n8.

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We discuss the uniqueness of natural and geographical conditions for tourism in the Sheki-Zagatala region of Azerbaijan In this article. The role and place of tourism in the development of the national economy are considered, the tourist potential of the region is characterized, the ways of tourism development are determined. The need to develop a new strategy for the development of urban planning organization and improving the design of recreation and tourism complexes is noted. It is analyzed the opening of a new corridor linking Nakhichevan with the western regions of Azerbaijan and, accordingly, Turkey with Central Asia, which will significantly affect regional development, including opening up wide opportunities for the development of tourism in the region.
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Cosmi, C., S. Fiore, and P. Ragone. "Planning and management strategies in tourist areas: guidelines for a sustainable development of the Durres Bay district." In SUSTAINABLE TOURISM 2010. Southampton, UK: WIT Press, 2010. http://dx.doi.org/10.2495/st100141.

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Pop, Mihai, Camelia Avram, Claudiu Domuta, Dan Radu, and Adina Astilean. "Route Planning Strategy for Smart Tourism Services Development." In 2019 6th International Symposium on Electrical and Electronics Engineering (ISEEE). IEEE, 2019. http://dx.doi.org/10.1109/iseee48094.2019.9136135.

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Fratu, Delia. "THE MARKETING MIX - A BASIC TOOL IN THE MANAGEMENT OF THE TOURIST DESTINATION." In Fourth International Scientific Conference ITEMA Recent Advances in Information Technology, Tourism, Economics, Management and Agriculture. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/itema.2020.55.

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Kotler's 2002 definition of place marketing is as follows: "Place marketing means designing a site to meet the needs of its target markets. The development of places means the development for a place of a systematic long-term marketing strategy, directed towards the identification and development of the natural and potential attributes of an area”. The elaboration of a marketing mix for the tourist destination is the main tool for marketing planning and for adopting the most appropriate strategies. Given that each tourist destination has its specificity, the marketing mix must contain its own elements, adapted to the objectives set. In this paper we chose to exemplify a way to apply and combine the components of the following marketing mix: product, price, distribution, promotion, staff, partnerships, packaging, security, process management for the tourist destination Brasov Area.
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Quattrone, G. "Combined management strategies for the valorisation and reuse of defence cultural heritage and the promotion of sustainable cultural tourism." In SUSTAINABLE DEVELOPMENT AND PLANNING 2015. Southampton, UK: WIT Press, 2015. http://dx.doi.org/10.2495/sdp150801.

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Reports on the topic "Tourism strategic planning":

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Slätmo, Elin, Louise Ormstrup Vestergård, Johannes Lidmo, and Eeva Turunen. Urban–rural flows from seasonal tourism and second homes: Planning challenges and strategies in the Nordics. Nordregio, November 2019. http://dx.doi.org/10.6027/r2019:13.1403-2503.

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