RE-EVALUATING a STRATEGIC MODEL for TOURISM DESTINATIONS - PRACTICAL IMPLEMENTATION of THEORIES and CONCEPTS 38 Informatol

Marko Koščak, Tony O’Rourke, Dinko Bilić: RE-EVALUATING A STRATEGIC MODEL FOR TOURISM DESTINATIONS - PRACTICAL IMPLEMENTATION OF THEORIES AND CONCEPTS 38 Informatol. 50, 2017., 1-2, 38-49 INFO -2167 UDK: 338.48:338.486 Primljeno/received: 2016-10-15 Original Scientific Paper/ Orginalni znanstveni rad

RE-EVALUATING A STRATEGIC MODEL FOR TOURISM DESTINATIONS - PRACTICAL IMPLEMENTATION OF THEORIES AND CONCEPTS

RE-EVALUACIJA STRATEŠKOG MODELA TURISTIČKE DESTINACIJE – PRAKTIČKA IMPLEMENTACIJA TEORIJE I KONCEPTA

Marko Koščak1, Tony O’Rourke2, Dinko Bilić3 Faculty of Tourism, University of Maribor, Maribor, Slovenia1; Institute of Banking and Finance, London, United Kingdom2; Croa- tian Communication Association3 Fakultet za turizam, Sveučilište u Mariboru, Maribor, Slovenij1; Institut za financije, London, Velika Britanija2; Hrvatsko komu- nikološko društvo3

Abstract Sažetak In this paper we seek to identify what we see as a U svom radu nastojimo identificirati ono što dysfunctional barrier in the development of smatramo disfunkcionalnim barijerama u razvoju environmentally and economically sustainable ekološki i ekonomski održivog turizma na lo- tourism at a local level. Changing shifts in kalnoj razini. Pomaci na turističkom tržištu doveli tourism markets have led to the greater su do inicijative, da se veća važnost pridaje onim importance of sustainable tourism initiatives, kretanjima koja po svojoj prirodi imaju tendenciju which by their very nature will tend to have a ka lokalnoj orijentaciji, za razliku od nacionalno locally oriented concept, as opposed to a national ili međunarodno usmjerenog koncepta. U našem or international concept. Our research used four smo istraživanju komparativno upotrijebili četiri comparative case-studies to consider the potential studije slučaja u kojima je izražena prednost lo- advantage of locally focused bottom-up tourism kalno usmjerenih turističkih modela prema models based on coalitions of key local actors metodi „odozdo prema gore“, odnosno participa- over top-down models based on national or tivnog planiranja, u čijem je temelju koalicija international structures. ključnih lokalnih aktera posloženih obrnuto od modela „odozgo prema dolje“ utemeljenom na nacionalnim ili međunarodnim strukturama.

1. Introductory comments from tourism clients. This may therefore be an 1.1 Objective opportune moment in time to seek to re-evaluate the strategic model for those tourism destinations In this paper we are seeking to identify what we see that are based on the development of locally- as a number of dysfunctional barriers in the focused and environmentally sustainable cultural development of environmentally and economically and heritage tourism. sustainable tourism at a local level. Changing shifts In re-evaluating that model we have identified two in tourism markets have led to the greater important features: importance of sustainable tourism initiatives, Finding focus - the need to focus on the necessity which tend to have a locally oriented concept, as for tourism destinations to operate on the basis of opposed to a national or international concept. The the bottom-up model, where the target concept is challenge of resourcing and managing these related to: destinations has been intensified by a • growing tourism actions and activity from a contemporary economic climate with both capital local level shortages as well as greater demands for value

ISSN 1330-0067 Coden: IORME7

Marko Koščak, Tony O’Rourke, Dinko Bilić: RE-EVALUATING A STRATEGIC MODEL FOR TOURISM DESTINATIONS - Marko Koščak, Tony O’Rourke, Dinko Bilić: RE-EVALUATING A STRATEGIC MODEL FOR TOURISM DESTINATIONS - PRACTICAL IMPLEMENTATION OF THEORIES AND CONCEPTS PRACTICAL IMPLEMENTATION OF THEORIES AND CONCEPTS Informatol. 50, 2017., 1-2, 38-49 Informatol. 50, 2017., 1-2, 38-49 39 INFO -2167 UDK: 338.48:338.486 • thereafter engaging upwards into 1.2 Methodology used Primljeno/received: 2016-10-15 Original Scientific Paper/ Orginalni znanstveni rad regional/national/international levels In the paper we used a so-called two-level RE-EVALUATING A STRATEGIC MODEL FOR TOURISM DESTINATIONS Addressing failures - the need to address: approach. First we used conceptual desk research • lack of professionalism and expertise at local on local level sustainable & heritage tourism in the - PRACTICAL IMPLEMENTATION OF THEORIES AND CONCEPTS levels context of the above-mentioned success and failure • lack of understanding of private sector for the factors. In addition we also performed a detailed RE-EVALUACIJA STRATEŠKOG MODELA TURISTIČKE DESTINACIJE – need to contribute towards destination literature search on destination management and management, both in non-financial and developmental issues in the relation to the heritage PRAKTIČKA IMPLEMENTACIJA TEORIJE I KONCEPTA financial way tourism products and its worldwide trends. • lack of satisfactory human capacity to address Theoretical and operational frameworks gained Marko Koščak1, Tony O’Rourke2, Dinko Bilić3 the issues and resolve them in a strategic and from literature and practical experience of both Faculty of Tourism, University of Maribor, Maribor, Slovenia1; Institute of Banking and Finance, London, United Kingdom2; Croa- sustainable manner on the local and even authors’ work in the last 25 years was then studied tian Communication Association3 regional level sometimes and checked with the use of three selected case Fakultet za turizam, Sveučilište u Mariboru, Maribor, Slovenij1; Institut za financije, London, Velika Britanija2; Hrvatsko komu- studies in Slovenia and Scotland. Each Case study nikološko društvo3 We are suggesting that the building of strong present its own model and experience on coalitions of local actors as well as dynamic development of heritage tourism and its multi- Abstract Sažetak connectivity with key individuals/institutions on a stakeholder management in the context of In this paper we seek to identify what we see as a U svom radu nastojimo identificirati ono što regional/national level will not only meet the focus particular destination where product was located. dysfunctional barrier in the development of smatramo disfunkcionalnim barijerama u razvoju on the bottom-up methodology but will Detailed analysis and field research interviews environmentally and economically sustainable ekološki i ekonomski održivog turizma na lo- satisfactorily address the problematic failures. We were performed in each of the selected case studies tourism at a local level. Changing shifts in kalnoj razini. Pomaci na turističkom tržištu doveli suggest that many of the problematic failures are in to collect and elaborate information and data on tourism markets have led to the greater su do inicijative, da se veća važnost pridaje onim due to the fact that, in general, top-down models heritage product and management. This brings us importance of sustainable tourism initiatives, kretanjima koja po svojoj prirodi imaju tendenciju tend to suffer from weakened impact, unfocused finally to the phase where suggestions of follow-up which by their very nature will tend to have a ka lokalnoj orijentaciji, za razliku od nacionalno resourcing and a diffusion of structural energy at research models are proposed and discussed in locally oriented concept, as opposed to a national ili međunarodno usmjerenog koncepta. U našem the point of local delivery due to the bureaucratic order to continuing research and investigation. or international concept. Our research used four smo istraživanju komparativno upotrijebili četiri elements present in such models. Final conclusion and the next steps for action are comparative case-studies to consider the potential studije slučaja u kojima je izražena prednost lo- This has led us towards the ideal of both Critical part of this phase. advantage of locally focused bottom-up tourism kalno usmjerenih turističkih modela prema Success Factors and Critical Failure Factors in the models based on coalitions of key local actors metodi „odozdo prema gore“, odnosno participa- development of an appropriate model. The factors 2. Developing the heritage/cultural tourism over top-down models based on national or tivnog planiranja, u čijem je temelju koalicija for success in the model may be seen as: market? international structures. ključnih lokalnih aktera posloženih obrnuto od 1. Creating economic regeneration 2.1 Connectivity into the macro-economic and modela „odozgo prema dolje“ utemeljenom na 2. Contributing to regional tourism financial environment nacionalnim ili međunarodnim strukturama. development 3. Complementing other tourism products We may be able to predict that as a result of the 4. Transferability of the model to other dynamic yet highly negative changes brought destinations and tourism sectors about by the international financial crisis from 5. Developing and maintaining sustainable 2008-2010 there may be greater capacity for 1. Introductory comments from tourism clients. This may therefore be an tourism. sustainable heritage and cultural tourism which 1.1 Objective opportune moment in time to seek to re-evaluate general operates in the micro and small scale the strategic model for those tourism destinations Those factors that induce negative results may be tourism business sector. On one side, the massive In this paper we are seeking to identify what we see that are based on the development of locally- seen as: credit restrictions of lending institutions have as a number of dysfunctional barriers in the focused and environmentally sustainable cultural 1. Failure to provide local/regional economic created a highly negative environment for development of environmentally and economically and heritage tourism. regeneration micro/small businesses as a whole. But at the same sustainable tourism at a local level. Changing shifts In re-evaluating that model we have identified two 2. Failure to contribute to the local/regional time, micro/small businesses have a high degree of in tourism markets have led to the greater important features: tourism model flexibility and adaptational skills - if they are importance of sustainable tourism initiatives, Finding focus - the need to focus on the necessity 3. Non-complimentarity with other tourism properly managed and strategically directed. which tend to have a locally oriented concept, as for tourism destinations to operate on the basis of products Sustainable heritage and cultural tourism therefore opposed to a national or international concept. The the bottom-up model, where the target concept is 4. Lack of transferability of options, models, has the ability to position itself in the most challenge of resourcing and managing these related to: techniques and selling points appropriate market segments. But as we suggested destinations has been intensified by a • growing tourism actions and activity from a 5. Failure to provide a sustainable tourism in the introduction, and in a sense this is the real contemporary economic climate with both capital local level concept and product range conundrum, it needs overlaying support from local shortages as well as greater demands for value and regional economic agencies as well as the

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Marko Koščak, Tony O’Rourke, Dinko Bilić: RE-EVALUATING A STRATEGIC MODEL FOR TOURISM DESTINATIONS - PRACTICAL IMPLEMENTATION OF THEORIES AND CONCEPTS 40 Informatol. 50, 2017., 1-2, 38-49 development of multi-stakeholder coalitions of agricultural credit and production co-operatives public, private and mutually owned partnerships espoused /1/. To a degree, this was: to underpin the ability to be flexible, to grasp new “due to the fact that in many parts of the market opportunities and to retain and develop private sector, co-operatives are seen as those opportunities. inherently socialist. Yet this is a serious misapprehension given that the origins of 2.2 Multi-stakeholder concepts Slovenian co-operative and mutual institutions derives from the nineteenth In this paper we are advancing the view that one of century nationalist-Catholic-agrarian the beneficial methodologies for growing and consensus which then could find no developing sustainable tourism (e.g. heritage and distinctive place either in the highly cultural tourism at a local level in rural locations) is centralist first Yugoslav state nor indeed by adopting a multi-stakeholder approach. This in the second decentralised Yugoslav involves a structured sustainable and integrated state” approach by a core of multiple stakeholders in terms of start-up, implementation and For locally-focused tourism activity, mutually- development. The crucial pointers about the multi- owned or co-operatively owned organisations of stakeholder approach are: entrepreneurs provide a significant methodology 1. Entrepreneurship and entrepreneurial skills, for not only mobilising credit inflows, but also harnessed in a bottom-up model of providing seriously constructive marketing and development, have the potential to make a promotional power. Unfortunately it is often huge impact on rural and agri-tourist micro- difficult to encourage individual entrepreneurs to economies at a local community level. The comprehend and understand the value of co- effect in driving wealth creation and operation within a culture that extols the free expanding employment is measurable in a market values of competition. very tangible and transparent way A prime example is the need for small-scale 2. Furthermore, multi-stakeholder tourism tourism entrepreneurs to develop a promotional projects benefit the ownership transformation mechanism to market their product or service at a process by forcing public, private, co- national and international level. Individually the operative and social ownership agents and costs of such an activity are frequently far too great enterprises to work together for common for micro-enterprises, but they are possible for benefit. Because of the bottom up approach groups of enterprises. This evidences how an the measurable value at an enterprise or integrated model enables participants to benefit agency level is also more tangible and obvious from the totality and complexity of resources and 3. We can also see that by engaging local public skills held by all stakeholders. Obviously mutuals agencies, the dimension of environmental or co-operatives are not the only structural form of planning and protection can be assured. In organisation, equally valid are not-for-profit this way the sustainable nature of tourism and agencies which combine a variety of stakeholders its impact on the local environment can be or associations. Mutuals have tended to be a assessed and given due priority prevalent form (e.g. the Italian confidi model), in 2.3 The failed potential of mutual co-operation in part due to the fact that they operate on a one local tourism member-one vote principal. However, we would suggest that mutual- One of the major failures of the economic ownership/co-operative models are very transition process, which assaulted Central and appropriate for locally-based tourism operating in Eastern European economies through 1990-2000, the area of cultural heritage. Given that the players was the continuation of the destruction of co- are generally micro/small enterprises, collaboration operative and mutually-owned institutions at a in a tourism co-operative may be meaningful in local level in rural environments. Slovenia, terms not only of marketing and promotion but renowned as the “land of the co-operators” during also in regard to access to credit facilities. the 19th century is a prime example of the collapse Positioning as mutual loan guarantee societies (or of that vision of agrarian self-reliance which similar entities) could create institutions which on behalf of their small tourism enterprise members,

ISSN 1330-0067 Coden: IORME7

Marko Koščak, Tony O’Rourke, Dinko Bilić: RE-EVALUATING A STRATEGIC MODEL FOR TOURISM DESTINATIONS - Marko Koščak, Tony O’Rourke, Dinko Bilić: RE-EVALUATING A STRATEGIC MODEL FOR TOURISM DESTINATIONS - PRACTICAL IMPLEMENTATION OF THEORIES AND CONCEPTS PRACTICAL IMPLEMENTATION OF THEORIES AND CONCEPTS Informatol. 50, 2017., 1-2, 38-49 Informatol. 50, 2017., 1-2, 38-49 41 development of multi-stakeholder coalitions of agricultural credit and production co-operatives are able to access and articulate bank credit, suggest concepts and ideas that may be converted public, private and mutually owned partnerships espoused /1/. To a degree, this was: venture capital and other forms of financial into real practical applications. Tourism is an to underpin the ability to be flexible, to grasp new “due to the fact that in many parts of the accessibility which small enterprises on their own academic discipline that has a very real potential to market opportunities and to retain and develop private sector, co-operatives are seen as are not able to reach. integrate theory and practice, to provide a situation those opportunities. inherently socialist. Yet this is a serious where theories can be applied and tested in a real misapprehension given that the origins of 3. Concluding views world dimension. From our initial work to date, 2.2 Multi-stakeholder concepts Slovenian co-operative and mutual and from this group of case studies, we suggest institutions derives from the nineteenth As has already been intimated, this paper is very that there is a significant scope for connecting In this paper we are advancing the view that one of century nationalist-Catholic-agrarian much “work-in-progress”. To date we have academic research and practical implementation in the beneficial methodologies for growing and consensus which then could find no identified four specific case studies, which have an the following areas: developing sustainable tourism (e.g. heritage and distinctive place either in the highly input into our view of how locally driven • Assessing the potential for model Destination cultural tourism at a local level in rural locations) is centralist first Yugoslav state nor indeed destination management organisations engaged in Management Organisations which combine by adopting a multi-stakeholder approach. This in the second decentralised Yugoslav cultural and heritage tourism may operate, develop multi-agency organisations from public, private involves a structured sustainable and integrated state” and flourish. Based on these cases we would and not-for-profit sector approach by a core of multiple stakeholders in suggest the following issues as being worthy of • Creating capability models which will assist terms of start-up, implementation and For locally-focused tourism activity, mutually- continuing research and investigation: local cultural and heritage organisations to not development. The crucial pointers about the multi- owned or co-operatively owned organisations of 1. Destination Management Organisations be only assess carrying capacity, but also to stakeholder approach are: entrepreneurs provide a significant methodology viewed as critical success factors in promoting, identify gateway opportunities 1. Entrepreneurship and entrepreneurial skills, for not only mobilising credit inflows, but also developing and sustaining locally based • Understanding more effective relationships harnessed in a bottom-up model of providing seriously constructive marketing and cultural & heritage tourism. This is due to the between trans-national agencies (e.g. EU), development, have the potential to make a promotional power. Unfortunately it is often fact that a significant level of cultural & national government agencies, regional and huge impact on rural and agri-tourist micro- difficult to encourage individual entrepreneurs to heritage tourism derives from peripheral local authorities in order to mitigate the loss of economies at a local community level. The comprehend and understand the value of co- regions which have poor transport and resources which frequently occur as project effect in driving wealth creation and operation within a culture that extols the free infrastructure facilities funds pass through the top-down system expanding employment is measurable in a market values of competition. 2. Connected to this is the fact that rural tourism • Creating strong, identifiable and recognisable very tangible and transparent way A prime example is the need for small-scale by its very nature has significant difficulties in local brands through local marketing coalitions 2. Furthermore, multi-stakeholder tourism tourism entrepreneurs to develop a promotional achieving a visible profile without offering a • Understanding the strengths and weaknesses of projects benefit the ownership transformation mechanism to market their product or service at a well-defined and potentially unique product. geographic peripherality process by forcing public, private, co- national and international level. Individually the 3. This leads to linking locally focused operative and social ownership agents and costs of such an activity are frequently far too great destination management with city gateway CASE STUDY 1 enterprises to work together for common for micro-enterprises, but they are possible for locations THE DOLENJSKA & BELA KRAJINA benefit. Because of the bottom up approach groups of enterprises. This evidences how an 4. We suggest that local cultural & heritage HERITAGE TRAIL EXPERIENCE the measurable value at an enterprise or integrated model enables participants to benefit tourism requires a very specific methodology agency level is also more tangible and obvious from the totality and complexity of resources and in terms of marketing and promotion. Due to The rural case-study presented is one of a region in 3. We can also see that by engaging local public skills held by all stakeholders. Obviously mutuals the relatively small scale of the tourism Slovenia along the border with Croatia, where a agencies, the dimension of environmental or co-operatives are not the only structural form of operator base (micro and small scale twelve year process can be tracked, from the planning and protection can be assured. In organisation, equally valid are not-for-profit enterprises) it is undeniable that the only preliminary idea to the operational reality of this way the sustainable nature of tourism and agencies which combine a variety of stakeholders method of promotion and attainment of a sustainable international tourism in a strategically- its impact on the local environment can be or associations. Mutuals have tended to be a visible profile is through multi-agency and co- located destination-region. assessed and given due priority prevalent form (e.g. the Italian confidi model), in operative organisations which bring together 1. Integrated rural community development project 2.3 The failed potential of mutual co-operation in part due to the fact that they operate on a one all the players - whether private, public or not- – CRPOV and International Heritage Trial local tourism member-one vote principal. for-profit. Cases 1 and 3 show how such a Consultancy However, we would suggest that mutual- methodology can successfully operate; Case 2 The community development role of CRPOV One of the major failures of the economic ownership/co-operative models are very shows how the failure to co-operate can involved many local village meetings, linked to the transition process, which assaulted Central and appropriate for locally-based tourism operating in creates an inability to be visible; Case 4 economic need for diversification of the rural Eastern European economies through 1990-2000, the area of cultural heritage. Given that the players indicates how a small tourism community can economy. This background of the CRPOV was the continuation of the destruction of co- are generally micro/small enterprises, collaboration be self-reliant as a first stage, and then programme as well as the parallel development in operative and mutually-owned institutions at a in a tourism co-operative may be meaningful in dynamiting success to attract support from terms of Wine Trails, prompted the Regional local level in rural environments. Slovenia, terms not only of marketing and promotion but external agencies Chamber of Commerce of Dolenjska & Bela krajina renowned as the “land of the co-operators” during also in regard to access to credit facilities. In general, academic papers are not always to accept an invitation by a consortium (which had the 19th century is a prime example of the collapse Positioning as mutual loan guarantee societies (or regarded as a method for promoting changes in in 1996 secured European Union funding to launch of that vision of agrarian self-reliance which similar entities) could create institutions which on practice and the achievement of practical two pilot projects in Slovenia and Bulgaria) to behalf of their small tourism enterprise members, implementation. Such papers may not always create Heritage Trails. The consortium included

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Marko Koščak, Tony O’Rourke, Dinko Bilić: RE-EVALUATING A STRATEGIC MODEL FOR TOURISM DESTINATIONS - PRACTICAL IMPLEMENTATION OF THEORIES AND CONCEPTS 42 Informatol. 50, 2017., 1-2, 38-49 Ecotourism Ltd. (a British consultancy firm), The effective commercial launch of the Heritage PRISMA (a Greek consultancy firm) and ECOVAST Trail at an international level, with a foreign tourist (The European Council for the Village and Small industry adviser and a much greater professionally Town). All of these were supported by regional and co-ordinated national approach, was delayed until national institutions in the field of natural and 2002, in London. There, at the World Travel cultural heritage. Market, the launch had the active support of the 2. Material & Methods Slovene Tourism Board, together with other The UK/Slovene Heritage Trail team conducted a relevant institutions. ‘Tourist Resource Inventorisation & selection’, 3. Thematic routes – next stage development… based upon natural, built and living cultural From these well-accepted initial considerations the heritage resources in the selected region. Some 150 promoters sought for further development of the sites were identified and proposed by the different product. Their thinking was led by the fact that: partners involved in the participation process for • More than 75% of tourists from foreign markets the Heritage Trail. From this large number, 28 sites are seeking active holidays were selected, to be networked in a trail system for • More than 50% of the reservations are made by the area /2/. The idea was to develop a tourist internet product which was capable of offering • More tourists want to change the destinations opportunities for stays of up to seven days in the every couple of days, etc. region. 2. Results So, it was found necessary to create a product A major result of this work was the creation of a which: Regional Partnership of 32 organisations, from the • May be used by the individual traveller in the public, private and NGO sectors, which signed an same manner as by a tour operator agreement to co-operate in the Heritage Trail’s • Will connect actual tourist offer components in implementation phases of marketing and product the region development. This partnership - working under the • Will be supported by all new commonly used umbrella of the Regional Chamber of Commerce – technologies was in operation for 12 years until December 2008, • Will support active holidays then “transferred” into LAG LEADER partnership • Should be different to other products in the which remains a vibrant and robust operating field of active holidays entity /3/. The partnership supports, co-ordinates In 2009 and with financial support of the European and brings together the provider-partners. Work in Regional fund the promoters of the programme general consists of marketing activities, product successfully finished the project, which fulfilled all development, and training activities, where those conditions. different combinations of partners, institutions, and With the project they built a “back-bone” for four individuals are involved. main activities hiking, biking, horse riding and For marketing purposes, a local commercial partner rowing in the whole region. The routes were - Kompas Novo mesto - was invited into the connecting the natural and cultural heritage of the partnership in 2002, in order to articulate a stronger region with other tourist offers, such as and more effective assault on foreign markets. accommodation, activities, information, services Kompas was engaged to act as the marketing etc. Wholly digitalised and located by GPS, routes agency, on behalf of the Heritage Trail partnership. are currently presented in a renewed portal Although the official launch of the product was in http://www.slovenia-heritage.net/ and in newly 1997, at the World Travel Market in London, built mobile portal http://activeslovenia.mobi. The followed in 1998 by a presentation at ITB/Tourist product is also presented in Facebook and on Fair in Berlin, there was no significant response. YouTube. Biking and horse riding routes are also Foreign markets at that time had limited awareness visualised. The potential tourist may take a detailed about any Slovene tourist products, other than look and then plan their holidays from home what can be described as the constantly featured (internet). Once on the terrain, they can use Mobile, traditional Slovene Tourist icons such as Lake Bled, PDA, GPS devices (and print outs) to navigate Kranjska Gora ski resort, Postojna Cave, and themselves in the region. For those who have Portoroz seaside resort. insufficient time to create the holidays by

ISSN 1330-0067 Coden: IORME7

Marko Koščak, Tony O’Rourke, Dinko Bilić: RE-EVALUATING A STRATEGIC MODEL FOR TOURISM DESTINATIONS - Marko Koščak, Tony O’Rourke, Dinko Bilić: RE-EVALUATING A STRATEGIC MODEL FOR TOURISM DESTINATIONS - PRACTICAL IMPLEMENTATION OF THEORIES AND CONCEPTS PRACTICAL IMPLEMENTATION OF THEORIES AND CONCEPTS Informatol. 50, 2017., 1-2, 38-49 Informatol. 50, 2017., 1-2, 38-49 43 Ecotourism Ltd. (a British consultancy firm), The effective commercial launch of the Heritage themselves, the active tourist packages are pre- in wildlife, and in features of cultural heritage, PRISMA (a Greek consultancy firm) and ECOVAST Trail at an international level, with a foreign tourist prepared and shown on the web as well. including fine churches (some with remarkable (The European Council for the Village and Small industry adviser and a much greater professionally It is clear that: frescoes and other features), vernacular buildings, Town). All of these were supported by regional and co-ordinated national approach, was delayed until 1. Entrepreneurship and entrepreneurial skills, water-powered mills and other monuments. It has national institutions in the field of natural and 2002, in London. There, at the World Travel harnessed in a bottom-up model of traditional local products of high quality, notably a cultural heritage. Market, the launch had the active support of the development, will have a huge impact on variety of good wines; a distinctive regional 2. Material & Methods Slovene Tourism Board, together with other rural and agri-tourist micro-economies at a cuisine; and a local dialect and tradition of custom, The UK/Slovene Heritage Trail team conducted a relevant institutions. local community level. The effect in driving dress, music and decorative arts which are recalled ‘Tourist Resource Inventorisation & selection’, 3. Thematic routes – next stage development… wealth creation and expanding employment is and valued by the older local people. based upon natural, built and living cultural From these well-accepted initial considerations the measurable in a very tangible and transparent 2. Heritage Trails Consultancy heritage resources in the selected region. Some 150 promoters sought for further development of the way. The main implementation institution for the project sites were identified and proposed by the different product. Their thinking was led by the fact that: 2. Furthermore, multi-stakeholder tourism beside three already mentioned municipalities of partners involved in the participation process for • More than 75% of tourists from foreign markets projects benefit the ownership transformation Koper, Izola and Piran was Regional Development the Heritage Trail. From this large number, 28 sites are seeking active holidays process by forcing public, private and social Centre of Koper, which was supported by regional were selected, to be networked in a trail system for • More than 50% of the reservations are made by ownership agents and enterprises to work institutions on the field of natural and cultural the area /2/. The idea was to develop a tourist internet together for common benefit. Because of the heritage. Partners & stakeholders in the project product which was capable of offering • More tourists want to change the destinations bottom up approach the measurable value of were institutions from public, private and NGO opportunities for stays of up to seven days in the every couple of days, etc. an enterprise or agency level is also more sector in this part of Slovenia. region. tangible and obvious. It can also be seen that 2.1 Methodology 2. Results So, it was found necessary to create a product by engaging local public agencies, the First of all, shared opinion among experts, who A major result of this work was the creation of a which: dimension of environmental planning and were responsible for the development of the Regional Partnership of 32 organisations, from the • May be used by the individual traveller in the protection can be assured. In this way the concept was that the Heritage Trail in Slovenian public, private and NGO sectors, which signed an same manner as by a tour operator sustainable nature of tourism and its impact Istria must take account of the distinctive character agreement to co-operate in the Heritage Trail’s • Will connect actual tourist offer components in on the local environment can be assessed and of the territory. It must take account also of the implementation phases of marketing and product the region given due priority. area’s location, immediately behind and above the development. This partnership - working under the • Will be supported by all new commonly used zone of coastal tourism, and adjoining the Croatian umbrella of the Regional Chamber of Commerce – technologies At the same time, in such integrated projects, part of Istria, to which it is linked by history, was in operation for 12 years until December 2008, • Will support active holidays individual entrepreneurs begin to comprehend and character and a pattern of inland roads and tracks. then “transferred” into LAG LEADER partnership • Should be different to other products in the understand the value of co-operation as well as of It had the potential to build on the existing pattern which remains a vibrant and robust operating field of active holidays competition. A key feature is often the need for of tourist enterprises and flows of visitors. entity /3/. The partnership supports, co-ordinates In 2009 and with financial support of the European small-scale tourism entrepreneurs to develop a These factors imply that a Heritage Trail in this and brings together the provider-partners. Work in Regional fund the promoters of the programme promotional mechanism to market their product or area would be different from that in Dolenjska-Bela general consists of marketing activities, product successfully finished the project, which fulfilled all service at a wider national and international level. krajina in two crucial ways: development, and training activities, where those conditions. Individually the costs of such an activity are too (a) It may be aimed at two distinct types of visitor, different combinations of partners, institutions, and With the project they built a “back-bone” for four great for micro-enterprises, but they are possible namely : individuals are involved. main activities hiking, biking, horse riding and for groups of enterprises. This shows how an • day visitors, coming from the adjoining coastal For marketing purposes, a local commercial partner rowing in the whole region. The routes were integrated model enables participants to benefit resorts and from Trieste and the surrounding - Kompas Novo mesto - was invited into the connecting the natural and cultural heritage of the from the totality and complexity of resources and areas of Slovenia and Croatia partnership in 2002, in order to articulate a stronger region with other tourist offers, such as skills held by all stakeholders. • people staying overnight within the area and more effective assault on foreign markets. accommodation, activities, information, services (b) It may relate to two different scales of activity, Kompas was engaged to act as the marketing etc. Wholly digitalised and located by GPS, routes CASE STUDY 2 namely : agency, on behalf of the Heritage Trail partnership. are currently presented in a renewed portal THE HERITAGE TRAILS OF SLOVENIAN • larger groups of visitors, for example parties of Although the official launch of the product was in http://www.slovenia-heritage.net/ and in newly ISTRIA 20 - 30 or 50 people arriving in a coach 1997, at the World Travel Market in London, built mobile portal http://activeslovenia.mobi. The (although this are fewer than some years ago): followed in 1998 by a presentation at ITB/Tourist product is also presented in Facebook and on 1. Introduction such groups need to be focused only on those Fair in Berlin, there was no significant response. YouTube. Biking and horse riding routes are also Slovenian Istria is a compact rural area of very roads, and those facilities, which have the Foreign markets at that time had limited awareness visualised. The potential tourist may take a detailed distinctive character. It is green and fertile, with capacity to take them about any Slovene tourist products, other than look and then plan their holidays from home Mediterranean climate and vegetation. It has a • smaller groups, such as families or parties what can be described as the constantly featured (internet). Once on the terrain, they can use Mobile, remarkable structure of deep valleys and flat- arriving by car or minibus, who can use the traditional Slovene Tourist icons such as Lake Bled, PDA, GPS devices (and print outs) to navigate topped hills, with plateaux offering stunning views narrower roads and the smaller facilities. Kranjska Gora ski resort, Postojna Cave, and themselves in the region. For those who have west to the sea, north into mountainous Slovenia, Team of experts suggested that there should be Portoroz seaside resort. insufficient time to create the holidays by and south into Croatian Istria. The overall effect is particular emphasis upon three issues, namely: of a fine and distinctive landscape. The area is rich

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Marko Koščak, Tony O’Rourke, Dinko Bilić: RE-EVALUATING A STRATEGIC MODEL FOR TOURISM DESTINATIONS - PRACTICAL IMPLEMENTATION OF THEORIES AND CONCEPTS 44 Informatol. 50, 2017., 1-2, 38-49 • The character and physical capacity of the focal tourist stakeholders in the region and by the points (villages, churches, restaurants, synergies thus created dynamise the entire tourism monuments etc) and of the roads and tracks offer for this region /5/. Regrettably, such an through the area, with a clear distinction organisation does not exist in this region of between those which may take the larger and Slovenia. Unfortunately it was a lost opportunity the smaller scales of activity stated above. to launch a Heritage Trail /6/ and to focus on the • The existing pattern of tourism activity, with a rural offer some years ago when the opportunity focus on the types of visitor (see above) and was ripe for such actions. It is not our intention to their profile (nationality, point of origin etc), speculate and insist that this will change the since this would provide crucial clues to the figures presented above, but we believe that a early stages of developing and marketing the Heritage Trail type structure would open immense Trail. opportunities for rural entrepreneurs and offer • The existing or potential links between them new challenges for new jobs in their home- different features on the prospective Trail: this yards in rural Istria. Certainly the evidence would provide the starting-point for creating presented in Case Study 1, shows how such a and marketing distinctive ‘products’ within the potential can reach a realistic and achievable end. total concept of the Trail. For example, the 2.3 Tourism destination establishments connected with horse-riding It would be a task of DMO to provide opportunities may be linked to a network of horse-riding to all tourism stakeholders in the Slovenian Istria to routes within and beyond the area collaborate in a range of areas that can boost Finally a model was drawn /4/ in order to illustrate business performance and productivity. By coming all these elements and justify why the concept of together local businesses can create something that the Trail was structured in the method proposed. is greater than the sum of parts, collaborating to This model presented historical movements from strengthen external promotion, but also internal inland rural parts of the territory which supplied improvements. main towns on the coast. In the context of DMO can and should therefore provide packages sustainable tourism development product, as of shared products, be it coastal, be it rural and Heritage trails should be structured, the model above all shared services to tourism businesses anticipated a range of integrated tourism products. operation in well-defined geographic area such as This included an interaction in terms of the Slovene Istria is. For example, a DMO acting as a tourism offer comprised as an ideal product mix shared service co-operative could provide such between the coastal elements and the rural facilities as marketing, bookings, travel services, elements, which may be seen as sustainable in the web presence etc. to a group of local hotels, longer term perspective. restaurants, tour operators and guides. These have 2.2 Stages of commercial product adaptation and particular value in connecting up tourism implementation opportunities in both rural and urban areas of In comparison with the Heritage Trails in Slovene Istria. Dolenjska and Bela krajina, the Heritage Trails in Slovenia Istria was sadly never officially launched, CASE STUDY 3 neither on the domestic nor on the international ARGYLL & THE ISLANDS TOURISM CO- market. The reason for this failure lay in the fact OPERATIVE that tourist stakeholders in this coastal region, which was traditionally and remains now the most 1. Background & development of AITC visited tourism region in Slovenia, were fixated in This case study is a live example – AITC (Argyle & the past achievements of tourism activity. As a the Isle Tourism Cooperative, 2015) was only result, in the current contemporary environment, created in 2012 and remains in the process of which holds greater challenges and demands, they establishing and developing its strategic vision. It is were unable and to a degree unwilling to make an example of a regional tourism destination that critical step forward to co-operate, to engage management organisation (DMO) collectivising and to agree an efficient and long-term public- state agencies, semi-state bodies, local government, private partnership & co-operation, which will private tourism operators and local DMOs. It is perform as Destination Management Organisation structured as a co-operative in which all members (DMO). Such a DMO would act on behalf of all have a single vote irrespective of size, assets or

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Marko Koščak, Tony O’Rourke, Dinko Bilić: RE-EVALUATING A STRATEGIC MODEL FOR TOURISM DESTINATIONS - Marko Koščak, Tony O’Rourke, Dinko Bilić: RE-EVALUATING A STRATEGIC MODEL FOR TOURISM DESTINATIONS - PRACTICAL IMPLEMENTATION OF THEORIES AND CONCEPTS PRACTICAL IMPLEMENTATION OF THEORIES AND CONCEPTS Informatol. 50, 2017., 1-2, 38-49 Informatol. 50, 2017., 1-2, 38-49 45 • The character and physical capacity of the focal tourist stakeholders in the region and by the influence. and resources, all members are equal points (villages, churches, restaurants, synergies thus created dynamise the entire tourism Whilst Scotland as a whole benefits from one third • The region is geographically peripheral with a monuments etc) and of the roads and tracks offer for this region /5/. Regrettably, such an of all tourists (based on per night spend and thus distinctive language (Gaelic), strong historical through the area, with a clear distinction organisation does not exist in this region of contributions to Scottish GDP) coming from outside traditions of music and folklore and collective between those which may take the larger and Slovenia. Unfortunately it was a lost opportunity the UK, in the case of Argyll & Bute (the AITC socio-economic structures the smaller scales of activity stated above. to launch a Heritage Trail /6/ and to focus on the operating region) it is only one-fifth of all tourists. • A strong engagement of local communities - • The existing pattern of tourism activity, with a rural offer some years ago when the opportunity The region has 9% of Scottish land area but only 2% often on a volunteer basis focus on the types of visitor (see above) and was ripe for such actions. It is not our intention to of the national population. At the same time Thus tourism has to respond to local communities, their profile (nationality, point of origin etc), speculate and insist that this will change the tourism employs around 15% of the regional whilst at the same time recognising that many since this would provide crucial clues to the figures presented above, but we believe that a workforce (10% across Scotland as a whole) projects need European level intervention in the early stages of developing and marketing the Heritage Trail type structure would open immense (Scottish Tourism Statistics 2015). Importantly the provision of resources. Trail. opportunities for rural entrepreneurs and offer AITC region has a rich cultural heritage. There are As with many cultural-heritage focused tourism • The existing or potential links between wthem ne challenges for new jobs in their home- 60 medieval castles, 1256 neolithic monuments, the projects in peripheral regions, AITC has a different features on the prospective Trail: this yards in rural Istria. Certainly the evidence cradle of Scottish Christianity at Iona and the seat particular attraction for those from small groups would provide the starting-point for creating presented in Case Study 1, shows how such a of the ancient Scottish kings at Dunadd. The initial (individual travellers, groups of 6-10,, the and marketing distinctive ‘products’ within the potential can reach a realistic and achievable end. step in creating a distinctive local agency for Argyll "grey/retired" market) rather than from mass total concept of the Trail. For example, the 2.3 Tourism destination and the Islands began in 2009 following the closing tourism. Transport capacity is limited by aircraft establishments connected with horse-riding It would be a task of DMO to provide opportunities of the former state tourist boards; a summit event size (under 30 seats), the lack of rail routes or the may be linked to a network of horse-riding to all tourism stakeholders in the Slovenian Istria to was held in 2011 that devised a plan with 3 key size of car ferries (which will frequently give routes within and beyond the area collaborate in a range of areas that can boost action points: priority to commercial traffic). Finally a model was drawn /4/ in order to illustrate business performance and productivity. By coming 1. To develop an umbrella brand identity for the In addition, with a large percentage of the market all these elements and justify why the concept of together local businesses can create something that region Scotland/UK-based AITC is seeking to grow the the Trail was structured in the method proposed. is greater than the sum of parts, collaborating to 2. To have a strategic presence at the tourism overseas visitor market (which demonstrates This model presented historical movements from strengthen external promotion, but also internal exhibitions and events higher earning capacity) through focused inland rural parts of the territory which supplied improvements. 3. To better communicate within the industry campaigns. These are now being targeted on the main towns on the coast. In the context of DMO can and should therefore provide packages It was apparent that a delivery vehicle was needed, Nordic/Scandinavian markets. An important sustainable tourism development product, as of shared products, be it coastal, be it rural and and that this should be wholly industry based and element is on boosting the offering in relation to Heritage trails should be structured, the model above all shared services to tourism businesses engage the 150 tourism enterprises in the region. wildlife, the open heritage culture, various out- anticipated a range of integrated tourism products. operation in well-defined geographic area such as The result was the creation in 2012 of a tourism co- door activities as well as the quality of This included an interaction in terms of the Slovene Istria is. For example, a DMO acting as a operative for public, private, voluntary and not-for- environmentally sustainable and organically- tourism offer comprised as an ideal product mix shared service co-operative could provide such profit tourism activities in the region - the Argyll & produced food and drink. between the coastal elements and the rural facilities as marketing, bookings, travel services, Isles Tourism Co-operative. A key decision was Essentially the AITC tourism offer is mainly elements, which may be seen as sustainable in the web presence etc. to a group of local hotels, that the new body would focus on destination channelled through micro & small enterprises, longer term perspective. restaurants, tour operators and guides. These have strategies and thus add value to the existing local located in remote rural locations with seasonal 2.2 Stages of commercial product adaptation and particular value in connecting up tourism DMOs. It was therefore envisioned as an umbrella tourism flows (April to October). As a result, much implementation opportunities in both rural and urban areas of cooperative, whose members would be the local time has been devoted to community-focused In comparison with the Heritage Trails in Slovene Istria. DMOs as well as sectoral groups. The co-operative, training and brand development during the Dolenjska and Bela krajina, the Heritage Trails in AITC, was established in 2012 with 15 members. November-March period. In addition resources are Slovenia Istria was sadly never officially launched, CASE STUDY 3 The areas covered are Mull, Iona, Tiree and Coll; also being focused on developing winter specific neither on the domestic nor on the international ARGYLL & THE ISLANDS TOURISM CO- Islay, Jura and Colonsay; Oban and Lorn; Kintyre programmes focusing on wildlife and adventure market. The reason for this failure lay in the fact OPERATIVE and Gigha; Inveraray, Kilmartin and Knapdale; tourism in somewhat harsh climatic conditions as a that tourist stakeholders in this coastal region, Bute; Cowal/Loch Lomond and the Clyde Sea means of using available capacity during the “low” which was traditionally and remains now the most 1. Background & development of AITC Lochs. Industry sectors include museums, gardens season. visited tourism region in Slovenia, were fixated in This case study is a live example – AITC (Argyle & and food production. Funding was secured from 3. The future the past achievements of tourism activity. As a the Isle Tourism Cooperative, 2015) was only local and central government for the period from The cultural heritage is the most important result, in the current contemporary environment, created in 2012 and remains in the process of 2014 to 2017. motivator for tourism growth in this region, a which holds greater challenges and demands, they establishing and developing its strategic vision. It is 2. What makes it different? heritage which is many ways is protected and were unable and to a degree unwilling to make an example of a regional tourism destination There are interesting issues of differentiation in the developed by the very peripherality and that critical step forward to co-operate, to engage management organisation (DMO) collectivising AITC model remoteness of the region. This then requires a and to agree an efficient and long-term public- state agencies, semi-state bodies, local government, • Formation as a co-operative membership model careful balance between economic development private partnership & co-operation, which will private tourism operators and local DMOs. It is is based on the “one member one vote” from exploiting the heritage and protecting the perform as Destination Management Organisation structured as a co-operative in which all members principle. Members work together with a viability of the heritage from usage in excess of (DMO). Such a DMO would act on behalf of all have a single vote irrespective of size, assets or common aim and despite differences in size carrying capacity.

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Marko Koščak, Tony O’Rourke, Dinko Bilić: RE-EVALUATING A STRATEGIC MODEL FOR TOURISM DESTINATIONS - PRACTICAL IMPLEMENTATION OF THEORIES AND CONCEPTS 46 Informatol. 50, 2017., 1-2, 38-49 At the same time, this also reflects the equally exceptional water quality and natural, unspoilt delicate balance between top-down management - environment. Inishbofin is also special area of from whence much of the financial funding flows - conservation as it is a breeding area for many and the bottom-up developments much of which is species of birds. The population has fallen from driven and inspired by micro enterprises and 1404 in 1841 to the current level of permanent unpaid volunteers. The top-down has the necessary residents estimated at 212. There is a passenger human resources and connectivity into global ferry connection (35 minutes) from the mainland tourism markets; the bottom-up has commitment, port of Cleggan operating two return sailings daily local knowledge and a desire to share a rich and with an additional sailing in the summer. In vibrant heritage. Undoubtedly economic growth addition there is a cargo ferry service twice a week. will bring significant benefits, but must be handled There is no passenger car ferry access, which limits in such a way as to protect a fragile cultural the capacity of traffic to the island. heritage that has endured for almost 3,000 years on Tourism background the North-Western edge of Europe. Ethnic Structured tourism began on the island in 1969, cleansing in the 18th and 19th centuries had a with 2 hotels; in 2016, there are 3 hotels, 5 Bed & destructive impact on both the landscape and the Breakfasts, a hostel, a campsite and 60 holiday socio-economic system; it is therefore important to homes. The holiday season on Inishbofin operates ensure that tourism capacity is managed in such as from Easter-October. Tourism is focused on a high way as to protect the cultural heritage that remains. level of repeat business, predominantly from the We see this case study as work-in-progress, a case domestic market. For the hotel market, although study that provides useful comparisons with the the domestic market is the largest at around 80% other case studies and which also may provide (and again highly dependent on repeat visitors) the some useful lessons for other regions facing similar next largest market is from the UK, followed by challenges to their cultural heritage. France. For day visitors, the Irish domestic market is predominant, followed by France, Germany, CASE STUDY 4 Italy, Spain and USA. Word-of-mouth and personal BUILDING SUCCESS ON THE EDGE OF referrals have a significant part in the tourism EUROPE inflows. The island has not had to resort to Background expensive marketing campaigns, although capacity This case study is based on a small Irish island. The is limited to the actual capacity on the ferry service entire western coast of Ireland is not only (90), and the total capacity of the island’s peripheral compared to the more populated east of accommodation facilities (around 400). This tends the country, but peripheral to Europe as a whole. to ensure that carrying capacity will not reach There are 28 inhabited offshore islands, which in levels at which damage could be made to what is a the 2011 census had a combined population of fairly fragile ecological environment. 2,896. The economic development of these islands Organisational structure is under the responsibility of Comhar na nOileán After a working through two voluntary Teo (Federation of Irish islands), the LEADER/ EU associations, in 1993, a legally constituted company partnership company which operates under the limited by guarantee was established - the Irish government’s Department of Arts, Heritage & Inishbofin Development Company (IDC). This has The Gaeltacht. The company is also the Irish the mission to improve: representative on the European Association of 1. the quality of life through the establishment, Small Islands (ESIN). development and provision of support and The island of Inishbofin (Inis Bó Finne) services Inishbofin is located 10km from the west coast of 2. the socio-economic, eco-infrastructure, , Galway, with an area of 23km2. The main activities cultural, heritage and administrative are tourism,farming and some fishing. The island requirements of the island having been inhabited from around 8000 BC. It is clear that on Inishbofin, the community seek to Inishbofin has EU Blue Flag status, with sandy take a different approach to tourism, aiming to beaches which due to the clear nature of the sea achieve sustainable tourism that does not water are good for swimming, snorkelling and negatively impact upon the island’s natural diving. Two of the beaches on Inishbofin have been environment, whilst at the same time benefitting awarded a ‘Green Coast Award’ to denote their and supporting the local community.

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Marko Koščak, Tony O’Rourke, Dinko Bilić: RE-EVALUATING A STRATEGIC MODEL FOR TOURISM DESTINATIONS - Marko Koščak, Tony O’Rourke, Dinko Bilić: RE-EVALUATING A STRATEGIC MODEL FOR TOURISM DESTINATIONS - PRACTICAL IMPLEMENTATION OF THEORIES AND CONCEPTS PRACTICAL IMPLEMENTATION OF THEORIES AND CONCEPTS Informatol. 50, 2017., 1-2, 38-49 Informatol. 50, 2017., 1-2, 38-49 47 At the same time, this also reflects the equally exceptional water quality and natural, unspoilt The island has, in the words of Simon Murray, unpopulated island of Inishark. Inishbofin is the delicate balance between top-down management - environment. Inishbofin is also special area of Chairman of the IDC, been driven by its first Irish island to have been given LNT status; the from whence much of the financial funding flows - conservation as it is a breeding area for many peripherality to maintain its existence. The Inishbofin LNT Network currently includes 7 and the bottom-up developments much of which is species of birds. The population has fallen from abandonment of a nearby island (Inishark) in 1960’s businesses on the island, and many inhabitants driven and inspired by micro enterprises and 1404 in 1841 to the current level of permanent was a great shock for the inhabitants of Inishbofin, have taken the certified Awareness Sessions that unpaid volunteers. The top-down has the necessary residents estimated at 212. There is a passenger and created an urgent need to ensure that the LNT operate. This has led towards EcoTourism human resources and connectivity into global ferry connection (35 minutes) from the mainland island remained populated and viable. Importantly, being a major force in the “greening” of the island - tourism markets; the bottom-up has commitment, port of Cleggan operating two return sailings daily the island did not await the provision of with 4 ecotourism certifications covering 23 local knowledge and a desire to share a rich and with an additional sailing in the summer. In government or EU grants before seeking to tourism activities. This has included such diverse vibrant heritage. Undoubtedly economic growth addition there is a cargo ferry service twice a week. improve and structure its tourism and related activities as historical tours and studies, equestrian will bring significant benefits, but must be handled There is no passenger car ferry access, which limits offers. Rather it relied on a process of self- activities, farm tourism and birdwatching. In in such a way as to protect a fragile cultural the capacity of traffic to the island. resourcing, and then when it had achieved viable addition the community is also engaged in a food heritage that has endured for almost 3,000 years on Tourism background products, then began to seek grants and financial festival and other festivals which relate to the the North-Western edge of Europe. Ethnic Structured tourism began on the island in 1969, support. This is an interesting learning point, as it cultural heritage of the western part of Ireland. cleansing in the 18th and 19th centuries had a with 2 hotels; in 2016, there are 3 hotels, 5 Bed & indicates that tourism-driven communities can be Importantly, the IDC has been able to operate to a destructive impact on both the landscape and the Breakfasts, a hostel, a campsite and 60 holiday self-sufficient, independent of grant/loan support fairly tight schedule in developing these actions; socio-economic system; it is therefore important to homes. The holiday season on Inishbofin operates and only applying for such support once they have utilising grant aid from the state Environmental ensure that tourism capacity is managed in such as from Easter-October. Tourism is focused on a high developed a tangible project. The focus on tourism Protection Agency, it was able to gain certification way as to protect the cultural heritage that remains. level of repeat business, predominantly from the activity from Easter-October has traditionally been for the main ecotourism activities. We see this case study as work-in-progress, a case domestic market. For the hotel market, although part of the socio-economic model for the island study that provides useful comparisons with the the domestic market is the largest at around 80% population; it has then enabled a focus on other Conclusion other case studies and which also may provide (and again highly dependent on repeat visitors) the economic activities from November through to Despite the issues of location (e.g. peripherality, some useful lessons for other regions facing similar next largest market is from the UK, followed by March (e.g. farming, fishing, tourism marketing lack of developed infrastructure, dependence on a challenges to their cultural heritage. France. For day visitors, the Irish domestic market and development). However it has become clear single transport link), this appears to be a is predominant, followed by France, Germany, that there is surplus capacity in the “shoulder” community that has built cohesion in its efforts to CASE STUDY 4 Italy, Spain and USA. Word-of-mouth and personal periods (mid-April to end-May and end-August to attract sustainable and environmentally friendly BUILDING SUCCESS ON THE EDGE OF referrals have a significant part in the tourism end-October). Whilst the Irish school holidays tourism activity. This task has been carried out EUROPE inflows. The island has not had to resort to occupy an 8 week period from the beginning of through self-reliance and self-support, using the Background expensive marketing campaigns, although capacity July to the end of August, there are period outwith cohesion of the island community and the skills of This case study is based on a small Irish island. The is limited to the actual capacity on the ferry service that peak season which could be further exploited. the islanders themselves. The Community Centre is entire western coast of Ireland is not only (90), and the total capacity of the island’s The shoulder seasons have now become a primary clearly the island’s activity hub, including tourism peripheral compared to the more populated east of accommodation facilities (around 400). This tends area for the development of outdoor cultural information, cultural/heritage activities as well as the country, but peripheral to Europe as a whole. to ensure that carrying capacity will not reach heritage activities which are by their nature not community support (e.g. nursery/childcare). There are 28 inhabited offshore islands, which in levels at which damage could be made to what is a weather-dependent. The critical success factor is the engagement of the the 2011 census had a combined population of fairly fragile ecological environment. Eco-tourism developments permanent community who see building a 2,896. The economic development of these islands Organisational structure As part of EcoTourism development, the island sustainable tourism product and extending the is under the responsibility of Comhar na nOileán After a working through two voluntary achieved Gold Certification from EcoTourism tourism season as helping to ensure the long-term Teo (Federation of Irish islands), the LEADER/ EU associations, in 1993, a legally constituted company Ireland for its Cultúr na nOileáin (Culture of the survival of the island. Connected to that has been partnership company which operates under the limited by guarantee was established - the island) tours. These tours offer ecotourism embracing environmental and eco-system controls, Irish government’s Department of Arts, Heritage & Inishbofin Development Company (IDC). This has experiences in the most the most environmentally to ensure that the flow of visitors does not damage The Gaeltacht. The company is also the Irish the mission to improve: friendly way (i.e. walking). Importantly both the a fragile environment. Carrying capacity is representative on the European Association of 1. the quality of life through the establishment, tour company and the Inishbofin Community effectively restricted to the size of the passenger Small Islands (ESIN). development and provision of support and Centre are members of the Leave No Trace (LNT) vessel, which effectively even in high season can The island of Inishbofin (Inis Bó Finne) services network, with the guided walks keeping to the only transport around 200 passengers per day in Inishbofin is located 10km from the west coast of 2. the socio-economic, eco-infrastructure, , LNT code of conduct and adhering to the minimal each direction - some of whom will stay and others Galway, with an area of 23km2. The main activities cultural, heritage and administrative impact hillwalking, birdwatching and marine will be only day visitors. are tourism,farming and some fishing. The island requirements of the island megafauna viewing codes where relevant. The Importantly, the community cohesion has been having been inhabited from around 8000 BC. It is clear that on Inishbofin, the community seek to tour maximum group size is fixed at 25 people per bottom-up driven, to reflect the boundaries existing Inishbofin has EU Blue Flag status, with sandy take a different approach to tourism, aiming to guide. Particular care is taken to highlight features in a peripheral island environment. Undoubtedly, beaches which due to the clear nature of the sea achieve sustainable tourism that does not of the Special Areas of Conservation, and how to Inishbofin is a very small tourism destination. water are good for swimming, snorkelling and negatively impact upon the island’s natural avoid negatively impacting upon these. Currently However, it presents a microcosm of the situation diving. Two of the beaches on Inishbofin have been environment, whilst at the same time benefitting there are two EcoTourism experiences - an affecting Europe’s offshore island tourism facilities. awarded a ‘Green Coast Award’ to denote their and supporting the local community. exploration of Inishbofin and a guided tour to the In a sense, size is an attraction, as it presents a

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Marko Koščak, Tony O’Rourke, Dinko Bilić: RE-EVALUATING A STRATEGIC MODEL FOR TOURISM DESTINATIONS - PRACTICAL IMPLEMENTATION OF THEORIES AND CONCEPTS 48 Informatol. 50, 2017., 1-2, 38-49 compact and easily visited environment. For the 7. Comhar na hOilean Teo (2016)., “Data on Irish day traveller it is possible to walk around the offshore islands” [online]. Available at whole island, take a meal, visit some local tourism http://oileann.ie [Accessed 25 May 2016] establishments and return. For the longer stay 8. Cook, G. & Matthews, M. & Irwin, S. (2009). Innovation in the Public Sector: Enabling Better visitor it provides a small, remote location with the Performance, Driving New directions. Australian general facilities expected in larger destinations, National Audit Office, Canberra. but with the atmosphere provided by the remote 9. Dwyer, L., Edwards, D., Mistilis, N., Roman, C., location. Scott, N. “Destination and enterprise management for a tourism future“, Tourism Management, References Vol.30, Is.1, February, 2009, 63 10. ESIN (2016)., “European Association of Small /1/ O’Rourke A.R (2012), The Development of Co- Islands” [online]. Available at operatives in Slovenia. In Diarmuid McDonnell and https://europeansmallislands.com [Accessed 25 Elizabeth Macknight (eds) May 2016] /2/ Koščak, M. (2009). Transformation of rural areas along http://www.crctourism.com.au/wms/upload/resour Slovene-Croatian border, PhD thesis, Faculty of Art, ces/110017%20evolbackpackermarket%20web.pdf Department of Geography, University of Ljubljana. [Accessed 14 May 2015] /3/ Koščak, M. (2002). Heritage Trails - rural regeneration 11. Inishbofin Development Company Ltd (2016)., through sustainable tourism in Dolenjska and Bela “Community website” [online]. Available at krajina, Rast, Novo mesto http://www.inishbofin.com [Accessed 25 May 2016] /4/ Dower, M., Koscak, M., Heritage trails through 12. Korenjak, Dragica, Plenković, Mario, Korenjak, Slovenian Istria and Dolina, Sustainable Tourism Marko. Communication science in network marke- strategy for rural Istria, RRC Koper, 2001, ting (NM). 1st ed. Maribor: Alma mater Europaea - /5/ Ritchie, J.R.B., Crouch, G.I., “The competitive European Centre, 2013. 157 str., ilustr. ISBN 978- destination: a sustainable perspective“, Tourism Management, Vol.21, Is.1, February, 2000, 1-7 961-93493-0-4. [COBISS.SI-ID 266893312] /6/ Koščak, M. (2012). Po poteh dediščine – od teorije k 13. Koščak, M. & O’Rourke A.R., (2009) A praksi, Priročnik za načrtovanje trajnostnega razvoja Multistakeholder approach to tourism in turizma z vključevanjem naravne in kulturne development in Page, S.J., & Ateljevič J., (eds) dediščine s praktičnimi primeri. Tourism & Entrepreneurship, Chapter 14. Oxford:

Butterworth Heinemann Literature Kučiš, Vlasta, Plenković, Mario, Plenković, Ivana, 14. 1. Argyle & The Isle Tourism Co-operative (2015) Mustić, Daria. Basic conditions for successful busi- “Explo re Argyll & the Isles” [online]. Available at: ness communication. V: Plenković, Juraj (ur.), Top- 2. Bilić, Zvonko (avtor, fotograf), Plenković, Mario lak, Ludvik (ur.), Galičić, Vlado (ur.). Društvo i (avtor, fotograf). Fotoreportaža 56. svjetski kongres tehnologija 2015 : dr. Juraj Plenković = Society and F.I.J.E.T.-a. Media, culture and public relations, ISSN technology 2015 : Dr. Juraj Plenković. Zagreb: Hrvats- 1333-6371, 2014, vol. 5, no. 2, str. 256- ko komunikološko društvo, Croatian Communica- 257. http://hrcak.srce.hr/127973. [COBISS.SI- ID 92018177] tion Association, 2015, str. 413-422. [COBISS.SI- 3. Bornhorst, T., Ritchie, J.R.B., Sheehan, L., ID 21877256] “Determinants of tourism success for DMOs & 15. Kučiš, Vlasta, Plenković, Mario. Retorika istraži- destinations: An empirical examination of vačkog novinarstva u športu i turizmu. V: PLEN- stakeholders' perspectives“, Tourism Managment, KOVIĆ, Mario (ur.). Novinarstvo, šport i turizam, Article in Press, July, 2009, 1 (Hrvatski mediji na pragu 21. stolječa, knj. 3). Zag- 4. Buhalis, D., “Marketing the competitive destination reb: Hrvatsko komunikološko društvo, Nonacom: = of the future“, Tourism Management, Vol.21, February, 2000, 98 Croatian Communicology Association, Nonacom, 5. Butler, R.W. (1980)., “The concept of a tourist area 1997, str. 99-107. [COBISS.SI-ID 11536648] cycle of evolution: implications for management of 16. Leave No Trace Ireland (2016)., “Information on resources”. The Canadian Geographer/Le support for eco-tourism” [online]. Available at Géographe canadien 24-1. Malden. DOI: http://leavenotraceireland.org [Accessed 25 May 10.1111/j.1541-0064.1980.tb00970.x 2016] 6. Butler, R.W. 2004: “The tourism area life cycle in Mann, M. (2002). The Good Alternative Travel the twenty-first century”. A Companion to 17. Tourism. Oxford. Guide, Tourism Concern, Earthscan, UK

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Butterworth Heinemann crisis communication in tourism management. vol. 43, št. 4, str. 293-306. [COBISS.SI-ID 9810341], Literature Kučiš, Vlasta, Plenković, Mario, Plenković, Ivana, V: New trends in tourism and hospitality manage- 14. 33. Veljković, Božidar, Usenik, Janez, Plenković, Mario, ment, 21st Biennial International Congress Tourism 1. Argyle & The Isle Tourism Co-operative (2015) Mustić, Daria. Basic conditions for successful busi- Kučiš, Vlasta, Volčanjk, Jožica, Polovič, Morana, & Hospitality Industry 2012, May 03-05, 2012, Opa- “Explore Argyll & the Isles” [online]. Available at: ness communication. V: Plenković, Juraj (ur.), Top- Klemenc, Sonja, Černelič Krošelj, Alenka, Vidiček, Matija. Strategija razvoja zidaniškega turizma. Ljublja- 2. Bilić, Zvonko (avtor, fotograf), Plenković, Mario lak, Ludvik (ur.), Galičić, Vlado (ur.). Društvo i tija, Croatia, Congress Centre, Hotel "Ambasador", na: Republika Slovenija, Ministrstvo za gospo- (avtor, fotograf). Fotoreportaža 56. svjetski kongres tehnologija 2015 : dr. Juraj Plenković = Society and Opatija. Opatija: University of Rijeka, Faculty of darstvo, F.I.J.E.T.-a. Media, culture and public relations, ISSN Tourism and Hospitality Management, 2012, str. 43. technology 2015 : Dr. Juraj Plenković. Zagreb: Hrvats- 2007. http://www.mg.gov.si/fileadmin/mg.gov.si/pa 1333-6371, 2014, vol. 5, no. 2, str. 256- [COBISS.SI-ID 16064022] ko komunikološko društvo, Croatian Communica- geuploads/razpisi/JN/DT/Strategija_ZT-koncna.pdf. 257. http://hrcak.srce.hr/127973. [COBISS.SI- 23. Plenković, Mario, Veljković, Božidar, Kučiš, Vlasta, ID 92018177] tion Association, 2015, str. 413-422. [COBISS.SI- [COBISS.SI-ID 15931656] Colarič-Jakše, Lea-Marija. The preferred attitudes of 3. Bornhorst, T., Ritchie, J.R.B., Sheehan, L., ID 21877256] 34. Veljković, Božidar. Gostoljublje - duša turizma. Ba- “Determinants of tourism success for DMOs & 15. Kučiš, Vlasta, Plenković, Mario. Retorika istraži- business women in selection of tourist destinations nja Luka: Nezavisni univerzitet, 2015. 248 str. ISBN destinations: An empirical examination of vačkog novinarstva u športu i turizmu. V: PLEN- : (case study: Croatia - Slovenia). V: Conference ab- 978-99955-41-62-0. [COBISS.SI-ID 10106277] stakeholders' perspectives“, Tourism Managment, KOVIĆ, Mario (ur.). Novinarstvo, šport i turizam, stract book. [Farnham]: Gower, 2014, str. 45. [CO- 35. Travel Manuals. (2003/4). Heritage Trails through Article in Press, July, 2009, 1 (Hrvatski mediji na pragu 21. stolječa, knj. 3). Zag- BISS.SI-ID10092453] Dolenjska & Bela krajina in Slovenia 4. Buhalis, D., “Marketing the competitive destination reb: Hrvatsko komunikološko društvo, Nonacom: = 24. Plenković, Mario. Suvremeno turističko-športsko 36. European Parliament. (2007). Resolution of 29 of the future“, Tourism Management, Vol.21, novinarstvo. V: Plenković, Mario November 2007 (Commission recommendation February, 2000, 98 Croatian Communicology Association, Nonacom, (ur.). Novinarstvo, šport i turizam, (Hrvatski mediji 5. Butler, R.W. (1980)., “The concept of a tourist area 1997, str. 99-107. [COBISS.SI-ID 11536648] 2006/2129-INI) on a renewed EU Tourism Policy: cycle of evolution: implications for management of 16. Leave No Trace Ireland (2016)., “Information on na pragu 21. stolječa, knj. 3). Zagreb: Hrvatsko ko- Towards a stronger partnership for European resources”. The Canadian Geographer/Le support for eco-tourism” [online]. Available at munikološko društvo, Nonacom: = Croatian Tourism. Géographe canadien 24-1. Malden. DOI: http://leavenotraceireland.org [Accessed 25 May Communicology Association, Nonacom, 1997, str. 37. http://www.exploreargyll.co.uk [Accessed 20 July 10.1111/j.1541-0064.1980.tb00970.x 2016] 9-16. [COBISS.SI-ID 2048552458] 2015] 6. Butler, R.W. 2004: “The tourism area life cycle in Mann, M. (2002). The Good Alternative Travel the twenty-first century”. A Companion to 17. Tourism. Oxford. Guide, Tourism Concern, Earthscan, UK

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