Untitled - Singidunum International Tourism Conference

SINGIDUNU
TOURISM C
Zbornik radova
Međunarodna naučna konferencija Univerziteta Singidunum
KONKURENTNOST TURISTIČKE DESTINACIJE
Book of Proceedings
Singidunum University International Scientific Conference
Tourism destination competitiveness
Belgrade
September 25, 2015.
www.sitcon.singidunum.ac.rs
Međunarodna naučna konferencija Univerziteta Singidunum
KONKURENTNOST TURISTIČKE
DESTINACIJE
Singidunum University International Scientific Conference
tourism destination
competitiveness
Programski odbor / Scientific Committee
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
Milovan Stanišić, Singidunum University, Serbia
Slobodan Unković, Singidunum University, Serbia
Angelina Njeguš, Singidunum University, Serbia
Danijel Cvjetićanin, Singidunum University, Serbia
Danilo Golijanin, Singidunum University, Serbia
Dragan Cvetković, Singidunum University, Serbia
Dragoljub Barjaktarović, Singidunum University, Serbia
Jovan Popesku, Singidunum University Serbia
Milorad Stojić, Singidunum University, Serbia
Miroslav Lutovac, Singidunum University, Serbia
Mladen Veinović, Singidunum University, Serbia
Olivera Nikolić, Singidunum University, Serbia
Radmila Živković, Singidunum University, Serbia
Slobodan Čerović, Singidunum University, Serbia
Svetlana Stanišić Stojić, Sinigdunum University, Serbia
Tijana Radojević, Singidunum University, Serbia
Verka Jovanović, Singidunum University, Serbia
Vesna Spasić, Singidunum University, Serbia
Vladimir Džamić, Singidunum University, Serbia
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
Akin Aksu, Akdeniz University, Turkey
Alexandru Nedelea, Stefan cel Mare University of Suceava, Romania
Aurora Pedro Bueno, University of Valencia, Spain
Biljana Crnjak Karanović, University of Split, Croatia
Dinu Vasile, Bucharest University of Economic Studies, Romania
François Vellas, University of Toulouse, France
Georg Christian Steckenbauer, IMC University of Applied Sciences Krems,
Austria
Irfan Arikan, IMC University of Applied Sciences Krems, Austria
Jasmina Gržinić, University of Pula, Croatia
Kerstin Wegener, Frankfurt University of Applied Sciences, Germany
Larry Dwyer, University of New South Wales, Australia
Lidija Petrić, University of Split, Croatia
Magda Antonioli Corigliano, Bocconi University, Italy
Marjan Bojadjiev, University American College Skopje, Macedonia
Mihalis Kavaratzis, University of Leicester, United Kingdom
Milenko Stanić, Synergy University, Bosnia and Herzegovina
Nellie Swart, University of South Africa, South Africa
Rade Ratković, Business and Tourism Faculty of Budva, Montenegro
Silvana Đurašević, Mediterranean University, Montenegro
Sofronija Miladinoski, Faculty of Tourism and Hospitality Ohrid, “St. Kliment
Ohridski” Bitola, Macedonia
Stanislav Ivanov, International University College, Bulgaria
Tadeja Jere Jakulin, University of Primorska, Slovenia
Organizacioni odbor / Organizing Committee
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
Milovan Stanišić, PhD
Mladen Veinović, PhD
Dragoljub Barjaktarović, PhD
Jelena Gajić, PhD
Jovan Popesku, PhD
Marko Šarac, PhD
Nataša Sekulović, PhD
Radmila Živković, PhD
Slobodan Čerović, PhD
Svetlana Stanišić Stojić, PhD
Tijana Radojević, PhD
Konkurentnost turističke destinacije / Tourism Destination Competitiveness
Elektronska verzija / Electronic version
Publisher: Singidunum University, Belgrade, Danijelova 32
Editor-in-Chief: Professor Milovan Stanišić, PhD
Prepress: Novak Njeguš, MSc
Design: Aleksandar Mihajlović, MSc
Year of publication: 2015.
Circulation: 250
Printed by: Singidunum University
ISBN: 978-86-7912-615-3
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
◆◆
Vladimir Džamić, PhD
Vesna Spasić, PhD
Aleksandar Mihajlović, MSc
Ana Petrović, MSc
Danijel Pavlović, MSc
Ivana Brdar, MSc
Miroslav Knežević, MSc
Nikola Minić, MSc
Novak Njeguš, MSc
Predrag Obradović, MSc
Vladimir Lazović, MSc
Access to articles:
Singipedia (www.singipedia.com),
Google (www.scholar.google.com) i
ResearchGate (www.researchgate.net).
Contact us:
Singidunum University
32 Danijelova Street, 11010 Belgrade, Serbia
Phone No. +381 11 3093220, +381 11 3093290,
Fax. +381 11 3093294
E-mail: [email protected]
Web: www.sitcon.singidunum.ac.rs
SitCon
Copyright © 2015.
Sva prava zadržana. Nijedan deo ove publikacije ne može biti reprodukovan u bilo kom vidu i putem bilo kog medija, u delovima ili celini bez prethodne pismene saglasnosti izdavača.
All rights reserved. No part of this work covered by the copyright herein may be reproduced, transmitted, stored or used in any form or by any means graphic, electronic,
or mechanical, including but not limited to photocopying, recording, scanning, digitizing, taping, Web distribution, information networks, or information storage and
retrieval systems, without the prior written permission of the publisher.
O KONFERENCIJI SITCON 2015
Sa izuzetnim zadovoljstvom Vam predstavljamo Zbornik I međunarodne naučne konferencije iz oblasti turizma i hotelijerstva
SITCON 2015, koja je održana 25. septembra 2015. godine na Univerzitetu Singidunum u Beogradu.
Konferencija predstavlja idealnu priliku za učesnike da prezentuju svoje radove i rezultate istraživanja široj javnosti, kao i za
razmenu iskustava i ideja sa drugim uglednim stručnjacima iz oblasti turizma i hotelijerstva. Konferencija SITCON 2015 je osmišljena i kao platforma za dijalog u cilju pružanja naučnog doprinosa u oblasti menadžmenta i marketinga u vezi sa konkurentnošću
turističke destinacije s posebnim osvrtom na Srbiju, kao i na širenje osnova za bolje razumevanje ključnih sadržaja pojma konkurentnosti turističke destinacije.
Na svečanom otvaranju i plenarnoj sesiji konferencije govorili su prof. dr Milovan Stanišić, rektor Univerziteta Singidunum;
prof. dr Slobodan Unković, emeritus, Univerzitet Singidunum; prof. dr Lukrecija Đeri, državna sekretarka u Ministarstvu trgovine,
turizma i telekomunikacija Vlade Republike Srbije; Gordana Plamenac, direktorka Turističke organizacije Srbije; prof. dr Larry
Dwyer, University of New South Wales, Australija; prof. Christian Maurer, IMC University of Applied Sciences – Krems, Austrija; i
Natalia Vlasova, prorektorka za međunarodnu saradnju Uralskog državnog ekonomskog univerziteta, Jekaterinburg, Rusija (video
obraćanje).
Prijavljene radove su recenzirali ugledni članovi Naučnog odbora iz zemlje i inostranstva. Naučni odbor konferencije čini 19
profesora iz Srbije i 22 profesora sa 20 uglednih Univerziteta širom sveta (Australija 1; Austrija 2; Bosna i Hercegovina 1; Bugarska 1;
Crna Gora 2; Francuska 1; Hrvatska 3; Italija 1; Južna Afrika 1; Makedonija 2; Nemačka 1; Rumunija 2; Slovenija 1; Španija 1; Turska
1; Velika Britanija 1).
Ukupni statistički podaci, koji se odnose na primljene prijave i radove, su sledeći:
◆ Broj prijavljenih apstrakata: 76
◆ Ukupno poslatih radova: 62
◆ Broj prihvaćenih radova i apstrakata: 57
◆ Broj neprihvaćenih apstrakata i radova: 16
◆ Broj povučenih radova: 3
Od ukupnog broja pristiglih radova 43 je na engleskom jeziku, a 33 na srpskom.
Prijavljeni radovi pripadaju sledećim tematskim oblastima konferencije SITCON 2015:
◆ Konkurentnost turističke destinacije: 9
◆ Konkurentnost zemalja kao turističkih destinacija: 2
◆ Pokazatelji konkurentnosti turističke destinacije: 3
◆ Upravljanje turističkom destinacijom: 7
◆ Menadžment u turizmu i hotelijerstvu: 12
◆ Marketing u turizmu i hotelijerstvu: 9
◆ Održivi razvoj turizma: 8
◆ Turistička infrastruktura i suprastruktura: 4
◆ Regulatorni okviri poslovanja i razvoja turizma: 3
◆ Kvalitet usluga u turizmu i hotelijerstvu: 4
◆ Upravljanje prirodnim resursima u turizmu: 2
◆ Upravljanje kulturnim resursima u turizmu: 6
◆ Upravljanje ljudskim resursima u turizmu: 4
Za učešće na konferenciji prijavilo se ukupno 147 autora iz 25 zemalja. Broj autora po zemljama je sledeći: Australija: 1; Bosna i
Hercegovina: 3; Bugarska: 1; Crna Gora: 3; Grčka: 2; Gruzija: 1; Hrvatska: 3; Italija: 5; Izrael: 1; Kongo: 1; Mađarska: 1; Makedonija: 7;
Nigerija: 2; Poljska: 2; Portugalija: 3; Rumunija: 3; Senegal: 2; Sirija: 1; Slovačka: 2; Slovenija: 2; Srbija: 92; Švajcarska: 2; Švedska: 1; Tajland: 2; Turska: 4.
Svi prihvaćeni radovi u celosti su objavljeni i javno dostupni u okviru portala konferencije. Svakom radu dodeljen je DOI broj,
referenca na Google Scholar-u, a zbornik radova nosi ISBN broj. Jedan rad je prihvaćen za publikovanje u časopisu Univerziteta
Singidunum - The European Journal of Applied Economics.
Navedeni podaci, kvalitet prihvaćenih radova i prisustvo velikog broja gostiju, eminentnih stručnjaka i naučnih radnika iz
zemlje i inostranstva, ukazuju na značaj i važnost konferencije SITCON 2015, kao i njen međunarodni karakter i prihvaćenost u
akademskoj zajednici.
Poštovani čitaoci, u ime naučnog i organizacionog odbora konferencije SITCON 2015, želimo da izrazimo veliku zahvalnost
svim učesnicima koji su svojim radovima i izlaganjem doprineli kvalitetu konferencije. Iskreno se nadamo da ćete uzeti učešće i u
narednoj konferenciji koja će biti održana sledeće godine na Univerzitetu Singidunum, sa novim temama i originalnim radovima.
Beograd, oktobar 2015.
Organizacioni odbor međunarodne naučne konferencije SITCON 2015
III
ABOUT SITCON 2015
It is our great pleasure to present the Proceedings of the first international scientific conference in the field of tourism and
hospitality SITCON-2015, held on September 25, 2015, at Singidunum University in Belgrade.
The Conference provided an ideal opportunity to present recent and ongoing research and papers to the general public, and an
ideal platform for all attendees from the country and abroad to exchange ideas in the area of tourism and hospitality.
The aim of SITCON 2015 conference was to provide a considerable scientific contribution in the field of marketing and management regarding tourism destination competitiveness, with an emphasis on the Serbian market, and further broadening of
knowledge necessary for better understanding of the key concepts related to the area of tourism destination competitiveness.
The speakers at the plenary session were: prof. Milovan Stanišić, rector of Singidunum University; prof. emeritus Slobodan
Unković, Singidunum University; prof. Lukrecija Đeri, State Secretary at the Ministry of Trade, Tourism and Telecommunications
of the Republic of Serbia; Mrs. Gordana Plamenac, CEO of the National Tourism Organization of Serbia; prof. Natalia Vlasova,
vice-Rector for International Relations, Ural State University of Economics, Ekaterinburg, Russia (video addressing), prof. Larry
Dwyer, University of New South Wales, Australia; prof. Christian Maurer, IMC University of Applied Sciences, Krems, Austria.
Our extensive team of reviewers did a successful job of handling the review process. The Scientific Committee comprised 19
reputable professors from Serbia and 22 professors from 20 renowned foreign universities: (Australia 1; Austria: 2; Bosnia and
Herzegovina 1; Bulgaria 1; Croatia 3; France 1; Germany 1; Great Britain 1; Italy: 1; Macedonia 2; Montenegro 2; 1; Romania 2;
Slovenia: 1; South Africa: 1; Spain 1; Turkey: 1).
The overall statistics on the conference are the following:
◆ The total number of submitted papers- abstracts: 76
◆ The total number of full papers submitted: 62
◆ The total number of accepted papers-abstracts: 57
◆ The total number of unadopted/rejected abstracts and papers: 16
◆ Total number of withdrawn papers: 3
Out of the total number of papers submitted 43 are in English and 33 in Serbian.
The number of submitted papers/abstracts according to SITCON 2015 conference topics:
◆ Tourism Destination Competitiveness: 9
◆ Competitiveness of Countries as Tourism Destinations: 2
◆ Indicators of Destination Competitiveness: 3
◆ Tourism Destination Management: 7
◆ Management in Tourism and Hospitality: 12
◆ Marketing in Tourism and Hospitality: 9
◆ Sustainable Tourism Development: 8
◆ Tourism Infrastructure and Superstructure: 4
◆ Regulatory Framework for Tourism Development: 3
◆ Quality of Services in Tourism and Hospitality: 4
◆ Natural Resource Management in Tourism: 2
◆ Cultural Resource Management in Tourism: 6
◆ Human Resource Management in Tourism: 4
A total of 147 authors from 25 different countries have submitted papers to SITCON-2015 conference. The number of authors
according to their country of origin: (in alphabetical order): Australia:1; Bosnia &Herzegovina:3; Bulgaria:1; Congo: 1; Croatia:
3; Greece:2; Georgia: 1; Hungary: 1; Italy: 5; Israel:1; Macedonia: 7; Montenegro: 3; Nigeria: 2; Poland: 2; Portugal: 3; Romania: 3;
Senegal: 2; Serbia; 92; Slovakia: 2; Slovenia: 2; Sweden: 1; Switzerland: 2; Syria: 1; Thailand: 2; Turkey: 4.
All accepted papers are published and made publicly available within the Conference portal. Each paper is assigned its DOI
number, reference on Google Scholar, and Conference Proceedings have an ISBN number. One paper is accepted for publishing
in Singidunum University journal entitled in the European Journal of Applied Economics issued by Singidunum University.
The above-given statistics, high-quality submissions and a large number of conference guests and tourism experts from the
country and abroad, indicate the importance of SITCON 2015 as an international scientific conference, and testify that the conference has been well-accepted and highly-valued within the academic community in Serbia and abroad.
Esteemed readers, on behalf of the Scientific and Organizing Committee of SITCON 2015, we would like to express our deepest
gratitude and appreciation to all participants for their valuable contributions. We sincerely hope that you shall take part in the next
year’s conference held at Singidunum University, with a new theme and innovative scientific papers.
IV
Belgrade, October 2015.
Organizing Committee of international scientific conference SITCON 2015
SITCON 2015 - CONTENTS
SADRŽAJ / CONTENTS
OSNOvE KONKURENTSKOg POLOŽAJA TURISTIČKE DESTINACIJE
KEY ISSUES ON TOURISM DESTINATION COMPETITIvENESS
1-8
9 - 17
PODRŠKA RAZvOJU TURIZMA KAO fAKTOR KONKURENTNOSTI SRBIJE KAO TURISTIČKE DESTINACIJE
Slobodan Čerović, Dragoljub Barjaktarović, Miroslav Knežević
ADAPTED INTEgRATED MODEL Of DESTINATION COMPETITIvENESS
Jovan Popesku, Danijel Pavlović
18 - 22
AMAN SvETI STEfAN RESORT: A CHALLENgE fOR DESTINATION MANAgEMENT
Silvana Đurašević
23 - 28
THE ROLE Of DESTINATION MANAgEMENT COMPANIES (DMC) IN IMPROvINg COMPETITIvENESS
Of SERBIA AS A TOURISM DESTINATION
vesna Spasić, Danijel Pavlović
29 - 33
CROSS MARKETINg IN SWISS TOURISM: MANUS MANUM LAvAT
Michael J. Kendzia, Cary Steinmann
34 - 38
SAfETY AND SECURITY AS fACTORS Of TOURISM DESTINATION COMPETITIvENESS
Ninela Kordić, Radmila Živković, Jelena Stanković, Jelena gajić
39 - 42
INNOvATION, BUSINESS SUCCESS AND LEADERSHIP IN TOURISM
Slavka Drašković
43 - 46
POZITIvNI EfEKTI PROCESA gLOBALIZACIJE NA TURIZAM
Ivana Brdar, vladimir Džamić, Tijana Radojević, Jelena Đorđević Boljanović, gordana Dobrijević
47 - 52
THE INfLUENCE Of gLOBALIZATION ON TOURISM AND IMPACT Of TOURISM ON OTHER ACTIvITIES
WITH AN EMPHASIS ON gREENfIELD INvESTMENTS IN TOURISM
Slobodan Čerović, Predrag vukadinović, Miroslav Knežević
53 - 57
EvENT TOURISM, vECTOR fOR A COMPETITIvE DESTINATION - CASE STUDY: TIMIŞOARA, ROMANIA
Cipriana Sava
58 - 64
DEvELOPMENT PERSPECTIvES Of CITY TOURISM OffER Of RIJEKA
Slobodan Ivanović, Romina Alkier, vedran Milojica
65 - 70
DIgITALIZACIJA PROMOCIJE BANJA SRBIJE - NA PRIMERIMA vRNJAČKE BANJE I SOKOBANJE
verka Jovanović, Melita Jovanović Tončev
71 - 76
UPRAvLJANJE RAZvOJEM TURISTIČKE DESTINACIJE NA PRIMERU BANJA SRPSKE TOPLICE
Simonida vilić, Tatjana Dujaković
77 - 80
LANAC vREDNOSTI U ANALIZI IZvORA KONKURENTSKE PREDNOSTI DESTINACIJE BANJA DvOROvI
Danica vuković
81 - 87
PROPOSED PRO-ACT DECISION MAKINg MODEL fOR TOURISM DESTINATION CHOICE
IN DIffICULT TIMES: CONSUMER PERSPECTIvE
Kadir Çakar
V
SITCON 2015 - SADRŽAJ
88 - 92
OPPORTUNITIES fOR DEvELOPMENT Of TOURISM AND SMALL ENTERPRISES
IN DOJRAN MUNICIPALITY IN MACEDONIA
Nako Taskov, Tanja Angelkova Petkova, Marija Magdinceva Sopova, Dejan Metodijeski
93 - 98
EvENTS AND TRADITION AS A POTENTIAL fOR INCREASED TOURISM DEvELOPMENT
IN THE REPUBLIC Of MACEDONIA
Ivanka Nestoroska
99 - 105
A COMPARATIvE STUDY Of PORTUgUESE AND SERBIAN TOURISM MARKETS
Nikola Minić, vitor gomes Rodrigues, Catarina ferreira Dias Dinis, Ivana Stević
fAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
COMPETITIvENESS fACTORS Of TOURISM ENTERPRISES
VI
106 - 109
ANALIZA PODRUČJA POSLOvNOg ODLUČIvANJA HOTELSKIH PREDUZEĆA U REPUBLICI SRBIJI
Slobodan Čerović, Nikica Radović
110 - 114
STRATEgIJE I MODELI fORMIRANJA CENA U SEKTORU USLUgA SMEŠTAJA
goranka Knežević, Jasmina gržinić, vule Mizdraković, Predrag vukadinović
115 - 121
ARHITEKTURA KAO fAKTOR KvALITETA HOTELSKOg PROIZvODA
Đorđe Čomić
122 - 126
ODRŽIvA STOPA RASTA HOTELSKIH I UgOSTITELJSKIH PREDUZEĆA U SRBIJI
Zoran Jović, Kosana vićentijević, Zoran Petrović
127 - 132
UPRAvLJANJE REPUTACIJOM – KLJUČNA KOMPONENTA KvALITETA U HOTELIJERSTvU
Ljiljana Kosar, Nikolina Kosar
133 - 139
UPRAvLJANJE ONLAJN ZAJEDNICAMA U HOTELIJERSTvU
Radmila Živković, Angelina Njeguš, Jelena gajić, Ivana Brdar, Ivana Mijajlović
140 - 145
UPRAvLJANJE ONLAJN KOMUNIKACIJOM S KORISNICIMA HOTELSKIH USLUgA
Saša Mašić
146 - 149
LOW-COST fLIgHTS AND TOURISM: DEvELOPMENT AND CHANgES
fROM BERgAMO-ORIO AL SERIO INTERNATIONAL AIRPORT
Andrea Macchiavelli, Andrea Pozzi
150 - 154
ANALYTICAL INSIgHT INTO TALENT MANAgEMENT IN TOURISM AND HOSPITALITY
IN THE SLOvAK BUSINESS ENvIRONMENT
Michaela Sirková, viktória Ali Taha
155 - 160
KONCEPT KREATIvNOg gRADA U fUNKCIJI UNAPREĐENJA RAZvOJA HOTELIJERSTvA U NOvOM SADU
Tamara Kliček, Tatjana vanić
161 - 163
ASPEKTI fISKALNIH OLAKŠICA/PODSTICAJA TURIZMU REPUBLIKE SRBIJE
Kosana vićentijević, Zoran Petrović, Zoran Jović
164 - 167
BANKRUPTCY RISK EXPOSURE Of SERBIAN HOTELS IN THE PERIOD 2008-2012
vule Mizdraković, goranka Knežević, Nenad Stanić
168 - 174
OCENA fINANSIJSKE SPOSOBNOSTI HOTELSKIH PREDUZEĆA KOJA gRAvITIRAJU
gRADSKIM TURISTIČKIM CENTRIMA U REPUBLICI SRBIJI
Nataša Jovanović, Miloš Jovanović, Nikola Jovanović
SITCON 2015 - CONTENTS
175 - 177
RAČUNOvODSTvENI ASPEKTI TURISTIČKIH USLUgA U REPUBLICI SRBIJI
Zoran Petrović, Zoran Jović, Kosana vićentijević
178 - 181
gLOBALIZATION AND CHANgES IN CONSUMER BEHAvIOR - IMPACT ON TRAvEL AgENCIES
Tatjana Cvetkov-Čikošev, Andriela vitić-Ćetković
182 - 186
WHAT MAKES A SUCCESSfUL HOTEL REPUTATION MANAgEMENT STRATEgY:
QUALITATIvE RESEARCH ON TRIPADvISOR HOTEL REvIEWS
Edina Ajanović, Beykan Çizel
187 - 192
INDIKATORI KONKURENTNOSTI „CONDO“ HOTELA
Jovan vukotić
193 - 197
THE IMPACT Of SUSTAINABILITY ON DEvELOPINg STRONg TOURISM BRANDS
Milivoj Teodorović
198 - 201
A COMPARATIvE ANALYSIS ON HOTEL fINANCIAL PERfORMANCE
Dušan Borovčanin
RESURSI KAO fAKTOR KONKURENTNOSTI TURISTIČKE DESTINACIJE
RESOURCES AS A fACTOR Of TOURISM DESTINATION COMPETITIvENESS
202 - 209
PODSTICAJNA PUTOvANJA I POSLOvNI TURIZAM KAO ELEMENTI RAZvOJA
DESTINACIJA gEONASLEĐA SRBIJE
Milan Čulić, Bojan Zečević, Igor Kovačević
210 - 213
PODELA ODgOvORNOSTI IZMEĐU UČESNIKA U ODRŽIvOM TURIZMU
Marija Kostić, Melita Jovanović Tončev
214 - 221
ULOgA OPSERvATORIJA U ODRŽIvOM RAZvOJU TURIZMA
Renata Pindžo
222 - 228
THE TRENDS Of RURAL TOURISM RESEARCH IN THE PAST fIfTEEN YEARS
Szabó E. Orsolya
229 - 236
PRIMENA EUROgITES STANDARDA ZA PROCENU KvALITETA USLUgA U AgROTURIZMU
Marko D. Petrović, Snježana gagić, Željko Bjeljac, Dunja Demirović, Karolina Simat
237 - 241
ANALIZA KvALITETA U vOJvOĐANSKIM RESTORANIMA
Snježana gagić, Ana Jovičić, Irma Erdeji, Bojana Kalenjuk, Marko D. Petrović
242 - 247
TURIZAM ZASNOvAN NA BAŠTINI: IDEOLOŠKI PROCESI I IMPLIKACIJE
Miloš Ničić
248 - 251
THE CASE Of LOUvRE-LENS: REgIONAL REgENERATION THROUgH CULTURAL INNOvATION
Elena Borina, Ivan Paunović
252 - 256
THE ROLE Of PASSAgES IN URBAN TOURISM: TRABOULER IN LYON
Brigitta Pécsek
257 - 259
RE-INTERPRETATION Of NATURAL AND CULTURAL HERITAgE SYMBIOSIS AS A TOOL
fOR SUSTAINABLE TOURISM DEvELOPMENT IN BELgRADE
Sanja Iguman
VII
SITCON 2015 - SADRŽAJ
260 - 263
UPRAvLJANJE KULTURNIM RESURSIMA U fUNKCIJI UNAPREĐENJA PONUDE
KULTURNOg TURIZMA vRNJAČKE BANJE
Milena Podovac, Melita Jovanović Tončev
264 - 266
gORgES IN THE MUNICIPALITY Of PIROT AS A POTENTIAL fOR gEOTOURISM DEvELOPMENT
IN SOUTH-EAST SERBIA
Milica Began, Tamara višnić, Predrag Obradović
267 - 272
MODERN HUMAN RESOURCE MANAgEMENT - AN EXAMPLE Of HOTEL“ZIRA”
Jelena Petrović, Pero Petrović
273 - 276
ZNAČAJ OBRAZOvANJA LJUDSKIH RESURSA U HOTELIJERSTvU
Mirjana Šekarić, Marina Milovanović, Marina Kostić, Jelena Šekarić Sotirovski
APSTRAKTI
ABSTRACT PREvIEW
VIII
277
UNDERLYINg DIMENSIONS Of DESTINATION COMPETITIvENESS: A CASE STUDY Of SERBIA
Tanja Armenski, vanja Dragićević, Larry Dwyer, Ljubica Knežević Cvelbar, Tanja Mihalič
278
OffER Of AUTHENTIC fOOD AS A CONDITION fOR gASTRONOMIC TOURISM DEvELOPMENT
Bojana Kalenjuk, Dragan Tešanović, Snježana gagić, Irma Erdeji, Maja Banjac
279
SUSTAINABLE COMMUNITY BASED HERITAgE TOURISM:
A MODEL Of SUCCESS IN THE OLD CITY Of NAZARETH
Alon gelbman, Daniel Laven
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-1-8
PODRŠKA RAZVOJU TURIZMA KAO FAKTOR
KONKURENTNOSTI SRBIJE KAO TURISTIČKE DESTINACIJE
Slobodan Čerović*, Dragoljub Barjaktarović, Miroslav Knežević
Univerzitet Singidunum, Danijelova 32, Beograd, Srbija
Apstrakt:
Zahvaljujući prirodnim, geografskim, kulturno-istorijskim, klimatskim i drugim pogodnostima,
Srbija ima veoma povoljne uslove za razvoj onih vidova turizma koji će u budućnosti opredeljivati
pravce kretanja u međunarodnim relacijama i koji nude mogućnost za zadovoljavanje raznovrsnih
potreba i zahteva savremenih turista. Uz to i dostignuti obim smeštajnih i drugih kapaciteta i ostale
turističke infrastrukture daju dobru osnovu za značajnije valorizovanje tih resursa i za adekvatnije
uključivanje naše zemlje u međunarodne turističke tokove, uključujući i brži razvoj domaćeg turizma.
U radu je prikazano da turizam u Srbiji, po svim bitnim pokazateljima (devizna potrošnja, ostvareni
turistički promet, zaposlenost, učešće u BDP-u, izvozu roba i usluga, investicijama i sl.), znatno zaostaje u odnosu na resursne i tržišne mogućnosti njegovog razvoja, što neminovno nameće potrebu
za aktivnijom ulogom države u preduzimanju podsticajnih mera, kako bi njegova multiplikativna
komponenta inicirala sveukupni privredni razvoj Srbije. Imajući to u vidu, osnovni cilj ovog rada
jeste da ukaže na ključne aktivnosti države i drugih subjekata nadležnih za kreiranje i sprovođenje
turističke politike koja će dovesti do valorizacije resursa kojima Srbija raspolaže.
1. UVOD
U proceni efekata budućeg razvoja turizma u Srbiji i
njegovog uticaja na ukupni privredni razvoj mora se poći
od očekivanih trendova u razvoju međunarodnog turizma,
kvaliteta raspoloživih resursa, razvijenosti materijalne osnove i spremnosti zemlje da se ovoj delatnosti u privrednom
sistemu i merama ekonomske politike obezbedi ravnopravan tretman sa ostalom izvoznom privredom. Srbija je do
sada kroz više razvojnih dokumenta (Koncepcija razvoja
turizma Srbije iz 1986. godine, Strategija razvoja turizma iz
1999. i 2006. godine, Prostorni plan Republike Srbije) definisala polazne osnove i strateške ciljeve razvoja turizma,
koji su uglavnom ostajali nerealizovani.
Podsticanjem ove delatnosti, koja u globalnim okvirima
po svim bitnim pokazateljima (brojem učesnika u međunarodnom turizmu, turističkoj potrošnji, učešćem u BDP,
nacionalnom dohotku i broju zaposlenuh) zauzima jednu
od vodećih pozicija u svetskoj privredi (Barjaktarović, 2013,
str. 14), stvaraju se uslovi da Srbija, zahvaljujući bogastvu
i raznovrsnošću resursa, geostrateškom položaju, gastronomskoj ponudi i gostoprimstvu, krene putem koji će joj
obezbediti mesto na turističkoj pozornici interesantnoj i
stranim i domaćim posetiocima.
Samo uz značajniju podršku koja bi otklonila postojeće
barijere, Srbija bi znatno povećala inostrani i domaći turistički promet i potrošnju stranih turista i sa postojećim
kapacitetima i raspoloživim turističkim proizvodom. Generatorska uloga turizma u privrednom razvoju, kao i poznati
* [email protected]
Ključne reči:
turizam,
strategija,
razvoj,
resursi,
podsticaji.
multiplikativni efekti koje stvara ovaj sektor privređivanja,
doprineće i povećanju direktne i indirektne zaposlenosti,
naročito u nedovoljno razvijenim područjima u svim delatnostima komplementarnim turizmu. Zato smatramo da
je ovu delatnost neophodno uključiti u prioritetne pravce
razvoja (Čerović, 2002, str. 171).
2. USLOVI ZA RAZVOJ TURIZMA U SRBIJI
Srbija, zahvaljujući prirodnim, geografskim, istorijskim,
klimatskim i drugim pogodnostima, ima veoma povoljne
uslove za razvoj onih vidova turizma koji će prema predvđanjima UNWTO u budućnosti predstavljati dominantne
pravce kretanja u međunarodnim relacijama.
Osnovu za to čine poznati i već afirmisani planinski (Kopaonik, Zlatibor) i banjsko -zdravstveni centri (Vrnjačka,
Bukovička, Niška, Kanjiža, Soko i druge banje); reke (Dunav, Tisa, Sava, Drina); brojna jezera (Đerdapsko, Palićko,
Vlasinsko, Srebrno i dr.); Pešterski mesečev pejzaž, Đavolja
varoš, Caričin grad u kome je rođen rimski car Justinijan,
Medijana, Trajanova tabla i ostaci Trajanovog mosta, Lepenski vir i Vinča i još mnogo prirodnih bisera i drugih
znamenitosti intetresantnih za turističku valorizaciju.
Ovu riznicu prirodne i kulturne baštine dopunjuju i
brojni spomenici kulture, među kojima su najznačajniji
manastiri Studenica, Sopoćani, Mileševo, Žiča, Stari Ras,
Ravanica, fruškogorski i manastiri Ovčarsko - Kablarskog
područja, Pećka patrijaršija, Dečani, Gračanica i još veliki
broj znamenitosti. Deo ovih spomenika, zbog svoje izuzetne
1
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
vrednosti, uvršten je u svetsku kulturnu baštinu i pod zaštitom je UNESCO-a (Stari Ras sa Sopoćanima, Studenica,
Romulijana…). Ovi spomenici, svojim postojanjem, pričaju
istoriju Srbije tokom poslednjih deset vekova (Barjaktarović, 2008, str. 61).
Ovome treba dodati i tradicionalno gostoprimstvo i bogatu i raznovrsnu trpezu sa velikim brojem prepoznatljivih
nacionalnih jela i pića koja uz prepoznatljiv dizajn treba da
prezentuju našu bogatu kulturno-istorijsku baštinu na međunarodnom turističkom tržštu, kao i brojne već afirmisane
manifestacije, poput Guče i EXITA, koje značajno doprinose afirmaciji Srbije kao turističke destincije.
Ovako kvalitetna resursna osnova, uz dosignuti stepen
razvijenosti materijalne osnove i očekivane trendove u međunarodnim turističkim kretanjima, opredeljuje i orijentaciju nosilaca turističke i poslovne politike Srbije prema
onim oblicima turizma (turističkim proizvodima) koji treba
da otvore vrata međunarodne turističke pozornice. U tom
kontekstu, kao ključni turistički proizvodi Srbije izdvajaju
se (Službeni glasnik RS, 2006):
1) gradski turizam (gradski odmori, manifestacije i dr.).
Gradovi koji su posebno interesantni za inostrane
posetioce su: Beograd, Novi Sad, Niš, Subotica, Sombor i Kladovo;
2) touring (kružna i linearna turistička putovanja) ture/
putevi - nacionalnih parkova, planina, klisura, pećina, srednjovekovnih manastira, dunavskih motiva,
salaša, vina i gastronomije, biciklizma, pešačenja, jahanja, lova, ribolova i dr;
3) poslovni turizam + MICE (Meetings, Incentives, Conferences and Exibitions);
4) banjski turizam (zdravstveni/balneološki, klimatski i
wellness/rekreativni);
5) planinski turizam (na visokim planinama, na srednjim i niskim planinama);
6) nautički i drugi vidovi turizma na vodi (reke, jezera,
kanali);
7) događaji (Events);
8) ruralni turizam (agroturizam i kombinovani seoski
turizam);
9) turizam specijalnih interesa (verski, rekreativno sportske, avanturističko - eksternističke i druge aktivnosti).
rizma privredi Srbije (sa direktnim i indirektnim efektima)
oko 3%,7%1 u vrednosti izvozu roba i usluga, 29% vrednosti
izvoza usluga, 1% u zaposlenosti direktno i 2,2% indirektno,
i oko 1% u ukupnim investicijama (RZS, 2014).
Zabrinjava činjenica da se broj zaposlenih kontinuirano
smanjuje, uprkos povećanju broja registrovanih privrednih
subjekata, posebno u sektoru smeštaja i ishrane, što upućuje
na zaključak da je u ovom sektoru privređivanja sivo tržište
u značajnoj meri prisutno. Broj zaposlenih, prema zvaničnim staističkim podacima se sa 27.000 u 2006. godine smanjio na oko 20.000 direktno, odnosno ova delatnost upošljava što direktno, što indirektno oko 45.500 radnika (RZS).
Ono što posebno zabrinjava je kontinuirani pad domačeg
turističkog prometa, posebno od 2010. godine i smanjenje
smeštajnih kapaciteta.
2.1.1 Smeštajni kapaciteti
Srbija danas raspolaže sa 43.657 smeštajne jedinice i
107.256 ležajeva, od čega 18.337 soba i 38.056 ležaja u osnovnim i 25.320 soba i 69.200 ležaja u komplementarnim
smeštajnim kapacitetima (RZS, 2014). U okviru kategorisanih smeštajnih kapaciteta (356 objekata) hoteli (227) imaju
dominantno mesto (63.66%), čiji stepen iskoršćenosti je
25% na nivou republike, a u Beogradu nešto oko 38%.
Tabela 1. Ukupan broj kategorisanih objekata prema vrsti i
kategoriji/2014. god.
2.1 Dostignuti nivo razvoja turizma Srbije
2
Dostignuti nivo razvoja turizma, uprkos postojanju kvalitetne resursne osnove, po svim bitnim pokazateljima znatno
zaostaje u odnosu na resursne i tržišne mogućnosti njegovog razvoja. U periodu od 1989. do 2010. godine turistički promet u Srbiji je opao prosečno godišnje 3,4% u broju
dolazaka i 2,9% godišnje u broju noćenja. Drugim rečima,
Srbija je 2010 ostvarila tek 54% turističkog prometa iz 1989.
godine mereno brojem noćenja (Unković & Zečević, 2011,
str. 407). U poslednjih 10 godina, prema zvaničnim podacima nadležnih institucija, turizam u užem smislu (sektor
smeštaja i ishrane) učestvuje u bruto domaćem proizvodu
između 1 i 1,5%, pri čemu je najveći udeo bio uoči svetske
ekonomske krize, najmanji u periodu od 2008. do 2011. godine, dok je u poslednje dve godine ponovo u porastu (RZS,
2014.). Može se proceniti da je danas ukupan doprinos tu-
Vrsta
objekta
Broj
objekatа
Br. sm.
jedinicа
BrOJ
ležаjа
Hoteli
227
14604
24270
Apart hoteli
8
381
1069
Garni hoteli
94
1976
3162
Ukupno
329
16.961
28591
Moteli
13
301
498
Pansioni
3
78
119
Tur.naselje
4
215
384
Apartm. naselje
1
26
107
Kampovi
6
1055
Ukupno
356
17581
29609
Izvor: Statistički godišnjak RZS 2014.
U ukupnoj hotelskoj ponudi (prema boju smeštajnih
jedinica) dominiraju hoteli sa četiri (29,20%) i tri zvezdice
(25,21%), zatim hoteli sa dve (14,9%)(RZS, 2014).Struktura hotelskih kapaciteta je izmenjena u poslednjih nekoliko
godina kada je došlo do izgradnje novih, i to prvenstveno sa
4*, poznatih brendova (Radisson Blu, Crowne Plaza, Luxury
Collection – Starwood, Falkeinsteiner, Holiday Inn, Best Western) i to pre svega, u Beogradu, Subotici, Novom Sadu i
Nišu, kao i izgradnjom i adaptacijom jednog boja domaćih
hotela (Grand, Mona, Izvor i dr.).
1
Izveštaj WTTC za 2014. godinu pokazuje da ukupno učešće turizma u BDP iznosi 6,1%, a direktno (smeštaj, hrana i piće 2,1%
(WTTC, 2015)
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
godini, kada je registrovan i najveći broj turista u našoj
zemlji od 1989. godine. U istom periodu broj ostvarenih
noćenja domaćih i stranih turista kretao se između 6.173 i
7.334 miliona (tabela 2).
2.1.2. Ostvareni turistički promet
Broj turista koji posećuju Srbiju u periodu od 2000. do
2014. godine kreće se između 1.889.771 i 2.306.558 u 2007.
Tabela 2. Ukupan broj dolazaka i noćenja turista u Srbiji / 2000-2014. god.
Dolasci turista
Ostvarena noćenja turista
Godina
Ukupno
Domaći
Strani
Ukupno
Domaći
Strani
2000
2.166.354
2.001.128
165.226
7.688.134
7.257.041
431.093
2005
1.989.367
1.536.321
453.158
6.499.241
5.507.138
992.087
2006
1.889.771
1.420.929
468.842
6.407.225
5.391.913
1.015.312
2007
2.306.558
1.610.513
696.045
7.328.692
5.853.017
1.475.675
2008
2.266.166
1.619.672
646.494
7.334.106
5.935.219
1.398.887
2009
2.018.466
1.373.444
645.022
6.761.715
5.292.613
1.469.102
2010
2.000.597
1.317.916
682.681
6.413.515
4.961.359
1.452.156
2011
2.068.610
1.304.443
764.167
6.644.738
5.001.684
1.643.054
2012
2.079.643
1.269.676
809.967
6.484.702
4.688.485
1.796.217
2013
2.192.435
1.270.667
921.768
6.567.460
4.579.067
1.988.393
2014
2.192.268
1.163.536
1.028.732
6.086.275
3.925.221
2.161.054
Izvor: Urađeno prema Statističkom godišnjaku RS, 2014.
Kao što se vidi iz predhodne tabele, Srbiju je u 2014.
godini posetilo 2.192,268 turista (približno isti nivo u odnosu na prethodnu godinu) koji su osvarili 6.086.275 miliona
noćnja, (7% manje u odnosu na 2013. godinu). Domaćih
turista bilo je 1,165.536 (8% manje u odnosu na 2013.), što
čini 53% od ukupnog broja gostiju, a inostranih 1,028.732
(12% više u odnosu na 2013. godinu), odnosno 47% od ukupnog broja gostiju.
Od 6.086.275 noćenja domaći turisti ostvarili su 3.925.221
(14 % manje u odnosu na predhodnu godinu), što čini 64 %
od ukupnog broja ostvarenih noćenja, a inostrani 2,161.054
(9% više), ili 36 % od ukupnog broja ostvarenih noćenja
(RZS, 2014).
Najveći broj dolazaka i noćenja domaćih turista ostvaren je u banjskim mestima (42%), zatim slede planinska mesta (30%) itd. Inostrani gosti najviše su boravili u Beogradu
(51%), Novom Sadu, Zlatiboru i Vrnjačkoj Banji.
U strukturi inostranih gostiju dominiraju turista iz regiona (45%). Najveći broj noćenja ostvarili su turisti iz Bosne
i Hercegovine (163.695 noćenja, što je za 5 % više u odnosu na 2013. godinu). Od ostalih tržišta značajno učešće
ostvaruju turisti iz Rusije 8.6%, Italije 7.5%, Nemačke 7.6%,
Turske 3.5% (RZS, 2014).
Analizirajući ostvarene rezltate u turističkom prometu
može se zakljčiti da u poslednjih nekoliko godina dolazi do
značajnijeg slabljenja domaćeg turističkog prometa, što je
rezultat pada životnog standarda, nedovoljno kvalitetne
ponude i liberalizacije viznog režima. S druge strane, evidentno je povećanje broja stranih turista sa evropskih tržišta, što uz već tradicionalno visok nivo poseta iz zemalja
regiona doprinosi značajnijem povećanju deviznog priliva
po osnovu turizma.
2.1.3. Ostvareni devizni priliv po osnovu turizma
Najznačajniji efekti turizma pokazuju se kroz rast deviznog priliva (posebno posle 2007. godine kada je došlo do
promene meodologije obračuna potrošnje stranih turista i
posle 2011., kada inostrani turistčki promet ostvaruje značajniji rast), što se vidi iz sledeće tabele.
S druge strane, stanovnici Srbije za turistička putovanja
u inostranstvo izdvajaju značajna sredstva. Prema nezvaničnim podacima Narodne banke Srbije i Nacionalne asocijacije turističkih agencija – YUTA - procenjuje se da je u 2014.
godini broj naših građana koji su putovali u inostranstvo
iznosio oko 1.350.000 i da su oni utrošili preko 1.1 mlrd.
USD (YUTA, 2015).
Tabela br. 3: Devizni priliv u Srbiji 2005 - 2014. godine u mlrd. $
God
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
$
307
290
617,2
845
617,2
604,9
710,1
707,8
900,2
1050
Ind.
1,39
0,94
2,13
1,37
0,73
0,98
1,17
1.00
1,27
1,17
Izvor: Obrađeno prema podacima Narodne banke Srbije (http://www.nbs.rs/internet/cirilica/90/sb.html)
3
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
3. CILJEVI DUGOROČNOG RAZVOJA TURIZMA
REPUBLIKE SRBIJE
U cilju potpunije valorizacije raspoloživih turističkih resursa u funkciji podsticanja privrednog rasta, regionalnog
razvoja zemlje, povećanja zaposlenosti i boljeg pozicioniranja Srbije kao turističke destinacije na domaćem i međunarodnom turističkom tržištu, mogu se definisati sledeći cilje
1. Podsticanje ukupnog privrednog razvoja kroz potpunije
korišćenje postojećih resursa2
Realizacija ovog cilja zahteva intenziviranje i kompletiranje turističke ponude, obogaćivanje novim sadržajima
i podizanje nivoa kvaliteta usluga, prvenstveno u mestima koja su u određenoj meri turistički afirmisana. To je
moguće ostvariti:
◆ unapređenjem i razvojem ukupne putne i druge infrastrukture (izgradnja započetih i planiranih najvažnijih
magistralnih i regionalnih puteva, modermizacija železničkih putnih pravaca, unapređenje plovnog saobraćaja, rekonstrukcija postojeće i izgradnja nove vodovodne i kanalizacione mreže i dr. u skladu sa rešenjima
iz Prostornog plana, Službeni glasnik RS, 2010a),
◆ podizanjem kvaliteta smeštajne ponude i izgradnjom
novih hotelskih kapaciteta više i visoke kategorije,
zelenih hotela, apartmanskih i turističkih naselja i
rekreativnih sadržaja (spa, velnes, tenis tereni, golf i
sl.), sa orijentacijom na korišćenje obnovljivih izvora energije, na područjima utvrđenim detaljnim urbanističkim planovima, s obzirom da isti garantuju
kvalitetniju uslugu, veću popunjenost i bolje finansijske,
◆ standardizacijom usluga zasnovanom na međunarodnim standardima kvaliteta i uvođenjem savremenih informacionih tehnologija u svim segmentima
poslovanja privrednih subjekata iz ove delatnosti,
◆ efikasnijim upravljanjem prirodnim i kulturnim resursima, zaštitom korisnika usluga, životne sredine i
svih učesnika u lancu kreiranja i isporuke turistčkog
proizvoda,
◆ intezivnijim promovisanjem kulturno – istorijskih,
arheoloških i drugih prirodnih vrednosti i lokalnih
običaja i tradicije.
2. Pozicioniranje Srbije kao turističke desinacije na međunarodno turističko tržište
Pozicioniranje Srbije kao turističke desinacije, u eri globalnog zaokreta prema novim i neistraženim destinacijama koje nude nove doživljaje i iskustva, zahteva:
◆ definisanje misije Srbije kao turističke destinacije,
definisanje ciljeva budućeg razvoja inostranog turizma, primenu savremenih koncepcija (marketing,
menadžment i dr.) u turističkoj privredi i jasno definisanje smernica preko kojih će i misija i ciljevi biti
operacionalizovani (Čerović, 2007). Pri tome, poseb2
4
Jedan od brojnih ciljeva prethodnih strategija razvoja turizma
bio je slično postavljen: Intenziviranje ukupnog razvoja kroz
potpunije korišćenje postojećih kapaciteta (1999) i Podsticanje privrednog rasta, zapošljavanja i kvaliteta života stanovnika
putem razvoja inostranog turizma (2006). Orijentacija prema
ukupnom razvoju i domačeg i inostranog turizma opredeljuje i
predložnu formulaciju ovog cilja.
nu pažnju treba usmeriti na uspostavljanje savremenog sistema upravljanja na nivou turisičke destinacija i njihovu čvršću vezu sa Nacionalnom turističkom
organizacijom, što zahteva promene strateškog marketing plana kojim će se na bolji način promovisati
identitet Srbije.
◆ profilisanje onih proizvoda koji imaju šansu na inostranom turističkom ržištu. To su, pre svega, proizvodi povezani sa korišćenjem prirode i ekoturizma,
zdravljem i rekreacijom, aktivnostima specijalnih
interesa, ruralnim i kulturnim turizmom, rečnim
krstarenjem, nautikom, kao i poslovnim turizmom
i MICE, jer za ovim proizvodima u svetskim razmerama postoji veliko interesovanje.
Stvaranje povoljnijeg imidža i bolja pozicija na međunarodnom tržištu upućuje na upostavljanje mreže turističkih
predstavništava na ciljim turističkim tržištima i značajnije
povećanje turističkog budžeta, uz korišćenje savremenih
sredstava i tehnologija promocije.
Realizaciju ovako postavljenih ciljeva moguće je ostvariti:
1. Uspostavljanjem privrednog ambijenta koji će stimuliativno delovati na razvoj turizma, kroz mere
ekonomske politike koje će obezbediti da ova delatnost postane jedan od ključnih generatora ukupnog
privrednog razvoja. Te podsticaje, prvenstveno, treba usmeriti na područja infrastrukturnog opremanja, stimulisanja domaćih i stranih investitora za ulaganja u turizam, uvođenja međunarodnih standarda
koji opredeljujuće deluju na kvalitet turistčkog proizvoda, primenu savremenih informacionih i drugih
tehnologija i bolju promociju turističkih resursa na
turističkom tržištu.
2. Unapređivanjem organizovnosti na svim nivoima
donošenja odluka, bolju saradnju javno - privatnog
sektora, bolju organizovanost turističke privrede i
njenu jaču povezanost sa privrednim delatnostima
koje učestvuju u formiraju turističkog proizvoda (trgovina, proizvodnja organski zdrave hrane, saobraćaj, ribarstvo, vinogradarstvo, zanatstvo, komunalne
delatnosi i dr.).
Ovo zahteva značajno jaču ulogu menadžmenta turističkih destinacija, specijalizovanih javnih preduzeća za razvoj
turizma i asocijacija turističke privrede, njihovu edukaciju
na svim nivoima, edukaciju zaposlenih u svim segmentima
ove delatnosti i potpuno obezbeđenje informatičke podrške
razvoju turizma kroz uspostavljanje jedinstvene turističke
statistike (smeštajnih kapaciteta, turističkog prometa i deviznog priliva) sa svetski uporedivim parametrima.
4. MERE ZA PODSTICANJE RAZVOJA TURIZMA3
Dinamičniji razvoj turizma, koji bi mogao biti snažna
poluga ukupnog privrednog rasta, zahteva podršku u sledećim područjima:
3
Polazna osnova za izradu Mera za podsticanje razvoja turizma su
radni materijali “Program mera i aktivnosti za ostvarivanje ciljeva Strategije razvoja turizma Srbije do 2025” i “Ključni elementi
infrastrukture u prioritetnim turističkim destinacijima”, koji su
autori ovog teksta pripremili za izradu navedenog dokumenta.
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
1) dogradnja i unapređenje zakonske regulative i njeno
usaglašavanje sa evropskim standardima,
2) unapređenje i razvoj saobraćajne, turističke, komunalne i ostale infrastrukture,
3) stimulisanje ukupne investicione aktivnosti,
4) vođenje stimulativne fiskalne politike,
5) podsticanje razvoja inostranog i domaćeg turizma.
1.
tegorije i novih turističkih sadržaja sa orijentacijom
zaokruživanja već postojećih turističkih centara, a ne
otvarenja novih sa nepotpuno uređenom infrastrukturom, turističkim sadržajima i neadekvatnim ljudskim resursima. Ovo neminovno vodi ograničavanju
i zaustavljanju neplanske (divlje) gradnje i neplanskog razvoja turističkih kapaciteta uz harmonizaciju
razvoja smeštajnih kapaciteta i drugih sadžaja.
◆ Dogradnju i unapređenje propisa koji će dovesti do
značajnijeg smanjena sive ekonomije (uvođenje nelegalnog poslovanja u legalne tokove), koja je u oblasti ugostiteljstva dostigla kritičnu tačku kroz:
- pooštravanje kaznenih normi u domenu radnog
zakonodavstva kroz jačanje uloge inspekcijskih
službi i oštro sankcionisanje kršenja propisa;
- unapređenje zaštite korisnika turističkih usluga;
- efikasniju kontrolu sprovđenja propisa;
- izgradnju sistema upravljanja informacijama i
kvalitetom.
Uspostavljanje institucionalno - pravnog okvira za
dalji razvoj turizma
Ključne aktivnosi nosilaca turističke politike u domenu
poboljšanja zakonske regulative u oblasti turizma mogće je
ostvariti kroz:
◆ Unapređenje (dogradnja) zakonske regulative kojom se uređuje privređivanje turističke delatnosti.
Kvalitetna i usklađena zakonodavna infrastruktura
je preduslov uspešnog upravljanja turističkim razvojem. Poslovanje ove delatnosti uređeno je brojnim
zakonskim, podzakonskim i dugim akatima za čije
su predlaganje i sprovođenje zaduženi različiti organi i organizacije državne uprave. Radi se, pre svega, o
onim zakonima koji direktno uređuju poslovanje ove
oblasti, kao što je Zakon o turizmu, zatim set Zakona iz oblasti zaštite životne sredine, čijim rešenjima
treba obezbediti efikasniju ekološku zaštitu i unapređenje turističkih prostora, Zakon o banjama, Zakon
o nacionalnim parkovima, Zakon o planiranju i izgradnji i dr. Od značaja za ovu oblat su izakoni o:
zaštiti i očuvanju kulturnih dobara, šumama, vodama, zaštiti potrošača i dr. Rešenja u ovim propisma
su neusklađena, zastarela i nedorečena, pa kao takva
otežavaju njihovo sprovđenje, što nameće potrebu
nihove dogradnje, odnosno međusobne usklađenosti
i usklađenosti sa kretanjima na savremenom turističkom tržištu;
◆ Završetak započetog procesa privatizacije hotelsko
- ugostiteljskih preduzeća (hotela u sastavu SUP-a,
vojske, javnih preduzeća, RHC i drugih hotelsko ugostiteljskih preduzeća koja nisu završila ovaj proces poput hotela ”Slavija”, UP ”Vranje”, UP ”Evropa”
Surdulica i dr.) i ostalih oblika transformacije kroz:
- dogradnju postojeće zakonske regulative vezane
za utvrđivanje porekla sredstava, preciziranje rokova za privatizaciju, veću ulogu matičnog ministarstva, kontrolu izvršenja ugovora o kupoprodaji, pre svega u delu izvršenja investicionog
programa, i dr.;
- rešenje statusa hotela koji zbog neadekvatne privatizacije i nerešenih imovinsko pravnih odnosa
već duže vreme ne rade ili delimično rade (hotel
„O Zone”, hotel ”Zelenkada”, HTP ”Fontana”,
hotel ”Balkan”, hotel “Prag”, hotel ”Prezident” ,
hotel ”Patrija” i dr.).
◆ Donošenje regulacionih planova koji će obezbediti
da se razvoj planske dokumentacije sa master i prostornih planova prebaci na regulacione planove i planove marketinga i konkurentnosti koji su do sada
vrlo retko rađeni. Tim planovima treba opredeliti
lokacije na prioritetnim turističkim destinacijama
za izgradnju novih kvalitenih hotela više i visoke ka-
2.
Unapređenje i razvoj saobraćajne, turističke,
komunalne i ostale infrastrukture
Unapređenje i razvoj ukupne infrastrukture treba da se
ostvaruje kroz realizaciju prostorno – planskih dokumenata prema prioritetnim turističkim destinacijama (Službeni
glasnik RS, 2010) u sledećim pravcima:
◆ Poboljšanje postojeće i izgradnju nove saobraćajne
infrastrukture prema glavnim turističkim centrima
(Zlatibor, Kopaonik, Stara planina, Vlasina, Vrnjačka Banja, Golija, Tara, Divčibare...) i mestima u okviru turističkih destinacija, što zahteva rekonstrukciju
postojeće i izgradnju dela nove putne mreže, aerodroma za sletanje manjih aviona (Ponikve, Sombor,
Morava), mostova, pristupnih puteva, modernizaciju
železničkih pruga i pristupnih puteva prema železničkim stanicama, unapređenje plovnog saobraćaja
i uređenje rečnog priobalja;
◆ Poboljšanje komunalne infrastrukture u turističkim
centrima, rekonstrukcija postojeće i izgradnja nove
vodovodne i kanalizacione mreže u skladu sa prioritetima utvrđenim regulacionim i detaljnim planovima;
◆ Razvoj i unapređenje turističke infrastrukture (kompletiranje i izgradnja sportskih objekata, tematskih
parkova, bazena, golf terena i sl., unapređenje turističke signaliazcije, uređenje javnih površina unutar
turističkih mesta, širenje mreže pešačkih i biciklističkih staza, otvaranje zanatskih i umetničkih radionica
(kolonija) koje bi radile i prodavale suvenire, delikatesne stvari i sl. turistima, otvaranje novih i osavremenjavanje postojećih turističkih informativnih
centara, trgovinskih i ugostiteljskih radnji i dr. u skladu sa opredeljenjima iz master i prostornih planova
pojedinih turističkih destinacija);
◆ Stvararanje skladnog ambijenta između arhitekture
i prirodno - kulturnog ambijenta uz zaštitu kulturnog nasleđa, zaustavljanje degradacije, revitalizaciju
i uređenje prostorno kulturno - istorijskih celina,
kako onih proglašenih, tako i onih koje to nisu, a
posebno starih gradskih jezgara (Beograd, Novi Sad,
5
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
Subotica, Sombor, Niš) i arhitektonsko usaglašavanje
novoplaniranih objekata u tim prosorima sa postojećom arhitekturom. U tom pravcu sredstva pristupnih
i drugih fondova EU i dugih međunarodnih finansijskih institucija prioritetno treba usmeravati na zaštitu
prirodnih i kulturnih resursa i izgradnju turističke infrastrukture, pre svega u zaštićenim prostorima. Zaštita ovih prostora, inače je u prioritetu finansiranja
regionalnih projekata iz fondova EU, a Srbija raspolaže brojnim zaštićenim prostorima i nije u stanju da
ove projekte finansira sopstvenim sredstvima.
3.
6
Podsticanje investicione aktivnosti u turizmu
Investicije u turizam u ukupnim investicijama u prethodnom periodu u Srbiji uglavnom su pratile udeo sektora
u BDP-u, što znači da na ovaj sektor privređivanja u Srbiji otpada oko 1% ukupnih investicija (RZS, 2014). Težnja
za stvaranjem uslova da turizam bude jedan od pokretača
privrednog razvoja nameće kao neophodnost jačanje investicionih aktivnosti radi postizanja značajnih efekata turističkog razvoja. Uvažavajući budžetska ograničenja, ali uz
očekivano povećavanje interesovanja za ulaganja u Srbiju,
rešenje je moguće naći kroz:
◆ Povećanje i restrukturiranje javnih investicija u
turizmu, kao i aktivnija politika koja će dovesti do
značajnog povećanja inostranih investicija u ovom
sektoru. U tom smislu neophodno je godišnje održavati barem jednu turizmu posvećenu investicionu
konferenciju, odrediti instituciju koja će biti zaduženju za informisanje potencijalnih investitora za ulaganja u ovu oblast (uslovi za ulaganja, podsticaji i sl.)
i uraditi Kataloga projekata za ulaganja u turizam;
◆ Obezbeđenje projekata koji mogu koristiti sredstava
pristupnih i drugih fondova EU i drugih finansijskih
instiitucija, kao što su:
- projekti na Dunavu kao jednom od ključnih razvojnih projekata EU, pri čemu su tržišni potencijal i atrakcijska baza za razvoj ovog proizvoda
neosporni (European Movement in Serbia, 2015),
- izgradnja turističke infrastrukture, pre svega u
zaštićenim prostorima, jer je zaštita ovih prostora u prioritetu finansiranja regionalnih projekata
iz fondova EU, a Srbija raspolaže brojnim zaštićenim prostorima i nije u stanju da ove projekte
finansira sopstvenim sredstvima;
◆ Davanje zemljišta bez naknade (koncesije) investitorima za ulaganja u turističku infrastrukturu, uz
smanjenje poreskih, komunalnih i drugih dažbina
(oslobađanje od plaćanja poreza na dobit ostvarenu
po osnovu prihoda od predmeta koncesije na određeni rok i dr.);
◆ Obezbeđenje povoljnijih kredita za izgradnju smeštejnih kapaciteta (soft loans) na prioritetnim lokacijama
(gde je urađena kompletna planska dokumentacija).
Radi se o instrumentu direktnog podsticanja privatnih investitora sa kamatnom stopom od 1% na
godišnjem nivou na period do 84 meseca po isteku
odloženog roka u trajanju od 12 meseci. Ovi krediti
u dosadašnjem periodu nisu u dovoljnoj meri korišćeni zbog ročnosti, ali treba nastaviti sa njihovim
odobravanjem (uz odgovarajuće relaksiranje rokova)
i to za: turističku infrastrukturu, izgradnju, rekonstrukciju i uređenje hotelskih i drugih smeštajnih
objekata,nabavku i adaptaciju plutajućih objekata,
prevoznih i rekreativnih sredstava namenjenih posetiocima i turistima,dizajn, pripremu za proizvodnju
i proizvodnju turističkih suvenira (Turizam i putovanja, 2013);
◆ Obezbeđenje finansijskih i drugih oblika podsticaja
i olakšica za ulaganja u hotelske kapacitete viših i visokih kategorija na prioritetnim lokacijama (poreske
olakšice, smanjenje komunalnih dažbina na zemljište uključujući i dažbine na uvoz opreme i rezervnih
delova za potrebe turisičke privredei dr.) (Službeni
glasnik RS, br. 48/2010) i kapitalne investicije u turističkim centrima u slučaju da se kroz takve projekte
obezbeđuje otvaranje značajnog broja novih radnih
mesta.U tom kontekstu posebno je bitno zadržavanje
postojećih rešenja vezano za:
- Pravo na oslobađanje od plaćanja poreza na dobit
u periodu od 10 godina poreskom obvezniku koji
uloži više cca. od 4 mil. evra (po važećem zakonu
6 miliona evra) i u periodu ulaganja dodatno zaposli na neodređeno vreme najmanje 100 lica,
- Pravo na oslobađanje od plaćanja poreza na dobit
u periodu od 5 godina poreskom obvezniku, koji
obavlja delatnost na području od posebnog interesa za Republiku, pod uslovom da je u osnovna
sredstva uložio iznos veći od cca. 70 hiljada evra
i da u periodu ulaganja obveznik dodatno zaposli
na neodređeno vreme najmanje 5 lica;
◆ Obezbeđenje sredstva za subvencije (bespovratna
sredstva i povoljniji krediti) za podsticanje razvoja
kvaliteta turističke ponude određenih turističkih mesta i prostora (uključujući i razvoj ruralnih područja) uz striktno pridržavanje kriterijuma na bazi kojih
se sredstva i dodeljuju i kontrolu njihovog utroška
(Službeni glasnik RS, 2013).
4. Vođenje stimulativne fiskalne politike
Fiskalni nameti (porez na dobit, porez na dodatnu vrednost i druga opterećenja) značajno su veći nego u zemljama okruženja i predstavljaju veliki teret u poslovanju ove
delatnosti. Stopa poreza na dobit povećana je sa 10% (bila
među najnižim u okruženju) na 15%. Stopa PDV na smeštaj povećana je sa 8% na 10% i veća je nego kod zemalja u
okruženju (Hrvatska 10%, Slovenija 8,5%, Crna Gora 7%,
Bugarska 7%), dok je stopa PDV-a na hranu i piće sa 18%
povećana na 20%.
U funkciji povećanja konkurentnosti turizma, neophodno je kontinuirano pratiti efekte postojećih fiskalnih
opterećenja i sagledavati mogućnosti njihovog smanjenja
(posebno kada je u pitanju: PDV na usluge smeštaja koje
koriste inostrani turisti, porez na dobit, porez na zarade i
druga primanja, doprinos na zarade, oslobađanje od plaćanja komunalnih i drugih davanja i dr.) ili ukidanja. Primera radi agencijama, hotelima ili drugim organizatororima
kongresa ili dugih skupova, koji organizovano dovode inostarne turisteu našu zemlju, uz njihovu obavezu da ostvare
sinergiju sa ostalim delatnostima (poljoprivreda, trgovina,
zanatstvo i dr.), kako bi se osigurao kvalitet po konkurentnim cenama.
5. Stimulisanje razvoja inostranog turizma
Nacionalni turistički marketing i menadžment, pre svega zbog nedovoljnog budžeta, još uvek nisu na potrebnom
konkurentskom nivou pa se u tom segmentu uz manje
budžetske impulse i jači upravljački angažman mogu napraviti značajniji efekti i u kraćem roku. Taj zaokret moguće
je obezbediti kroz:
1) izdvajanje većeg iznosa sredstava za promociju turističke ponude Srbije u inostranstvu povećanjem
turističkog budžeta za promociju u iznosu od 1% od
ostvarenog deviznog priliva od turizma u predhodnoj godini, što je i preporuka UNWTO;
2) osnivanje mreže predstavništava sa predstavništvima
nacionalnog avioprevoznika, PKS i drugim organizacija na ciljim turističkim tržištima (Čerović, 2002,
str. 181);
3) stimulisanje prodaje robe domaćeg porekla stranim
turistima kroz:
◆ obavezu slobodnih carinskih prodavnica (DFŠ)
da u svojim prodavnicama drže najmanje 20%
robe domaćeg porekla,
◆ povraćaj dela PDV (10 ili 20%) na kupljenu domaću robu (TAX FREE) prilikom izlaska iz zemlje
uz odgovarajuću dokumentaciju (REF i fakturu),
◆ simulisanje turisičkih agencija koje dovode strane
turiste u Srbiju.
6. Podsticanje razvoja domaćeg turizma
U cilju intezivnijeg razvoja domaćeg turizma i boljeg
korišćenja smeštajnih kapaciteta u turističkim mestima neophodno je:
◆ izvršiti disperziju školskih raspusta prema regionima (okruzima), kao i izvršiti preusmeravanje đačkih
ekskurzija prema nacionalnim (ili regionalnim) turistčkim centrima i njihovo edukativno - programsko
osmšljavanje prema nastavnim programima,
◆ obezbediti dotacije hotelima i drugim smeštajnim objektima za boravak turista u njima tokom (manji iznos
sredstava) i izvan glavne turističke sezone (veći iznos
sredstava),
◆ obezbediti raznovrsne “instant-programe” učenja stranih jezika, plesa, folklora, sportskih veština, kulinarstva i dr. (Čerović, 2007, str. 184),
◆ usklađivanje infrastrukture, javnih službi, usluga, rekreacije i sporta sa istovremenim potrebama stalnih
stanovnika i turista.
5. REZIME
Srbija nema prepoznatljiv imidž turističke destinacije
jer, osim Beograda, Kopaonika i još nekih drugih destinacija, ne nudi međunarodnom tržištu prepoznate proizvode.
Ništa povoljnija situacija nije ni na domaćem tržištu, koje
kontinuirano opada (posebno u banjama) zbog smanjenja
kupovne moći, neadekvatne ponude, ali i liberalizacije uslova putovanja. Inostrano tržište raste uglavnom u segmentu
individualnih i poslovnih putovanja.
S obzirom da se ulazi u fazu ozbiljnih privrednih reformi
za očekivati je da će Srbija u narednom periodu više pažnje
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
posveti ovoj delatnosti i stimulativnim merama podstaći
njen razvoj čime bi se obezbedilo:
◆ povećanje izgradnje hotelskih kapaciteta, posebno
onih sa višom kategorijom i njihov veći udela u ukupnim smeštajnim kapacitetima; nastavak tendencije
povećanja inostranog turističkog prometa na nivou i
znatno dinamičniji rast domaćeg turističkog prometa (10-12%), što bi u dogledno vreme (5-7 godina)
dovelo do udvostručenja ukupnog turističkog prometa, veće iskorišćenosti kapaciteta, povećanja deviznog priliva, povećanja broja zaposlenih u ovoj delatnosti i delatnostima komplementarnim turizmu,
uz zadržavanje odliva mlađeg stanovništva i povećanog udela turizma u BDP-u. Na nosiocima poslovne
i turističke politike je realizovanje ovih pretpostavki.
LITERATURA
Barjaktarović, D. (2008). Menadžment hotelskog preduzeća
na savremenom turističkom tržištu. Beograd: Univerzitet Singidunum.
Barjaktarović, D. (2013). Restoratersko poslovanje. Beograd:
Univerzitet Singidunum.
Čerović, S. (2002). Strategijski menadžment turističke privrede Srbije. Beograd: Želnid.
Čerović, S. (2007). Podsticanje razvoja turizma Srbije. U: Ekonomska politika u 2006. godini (str. 303-313). Beograd:
Ekonomski fakultet.
Čerović, S., Barjaktarović, D., & Knežević, M. (2015). Radni
materijal “Program mera i aktivnosti za ostvarivanje
ciljeva nove Strategije razvoja turizma Srbije do 2025”.
Beograd: Ministarstvo turizma, trgovine i telekomunkiacija.
Čerović, S., Barjaktarović, D., Knežević, M., & Pavlović, D.
(2015). Ključni elementi infrastrukture u prioritetnim
turističkim destinacijima, Prilog za izradu Strategije razvoja turizma do 2025. godine. Beograd: Ministarstvo
turizma, trgovine i telekomunkiacija.
European Movement in Serbia. (2015). Dunav-Najjača veza
sa Evropskom unijom. Preuzeto 5. juna 2015. sa http://
www.emins.org/sr/aktivnosti/projekti/dunav/o_dunavu.pdf
Narodna banka Srbije. (2015). Statistički bilten. Preuzeto 5.
juna 2015. sa http://www.nbs.rs/internet/cirilica/90/
sb.html
Republički zavod za statistiku. (2014). Statistički gošnjak Republike Srbije. Preuzeto 5. juna 2015. sa http://pod2.
stat.gov.rs/ObjavljenePublikacije/God/SGS2014.pdf
Službeni glasnik Republike Srbije. (2006). Strategija razvoja turizma Republike Srbije. Službeni glasnik Republike Srbije, br. 91/2006. Preuzeto 5. juna 2015. sa http://mtt.gov.
rs/download/3/Strategija%20razvoja%20turizma,cir.pdf
Službeni glasnik Republike Srbije. (2010). Uredba o vrsti,
količini i vrednosti robe na koju se ne plaćaju uvozne
dažbine. Službeni glasnik Republike Srbije br. 48/2010.
Službeni glasnik Republike Srbije. (2010a). Zakon o prostornom planu Republike Srbije od 2010. do 2020. godine.
Službeni glasnik Republike Srbije br. 88/2010.
Službeni glasnik Republike Srbije. (2013). Uredba o uslovima
i načinu dodele i korišćenja kreditnih sredstava za podsticanje kvaliteta turističke ponude. Službeni glasnik
Republike Srbije br. 22/2013.
7
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
Todosijević, R. (2004). Faktori izbora strategijske opcije za
turističku destinaciju. Marketing hotelske kuće: više od
realizacija / V naučno-stručni simpozijum Hotelska kuća
2004 (str. 82-103). Beograd: Poslovno udruženje hotelsko-ugostiteljske privrede “Hores”.
Turizam i putovanja. (2013). Krediti za turizam i ugostiteljstvo po odličnim sulsovima. Preuzeto 5. juna 2015. sa
http://www.turizamiputovanja.com/krediti-za-turizamugostiteljstvo-po-odlicnim-uslovima/
Unković, S., & Zečevć, B. (2012). Ekonomika turizma. Beograd: Ekonomski fakultet.
Weaver, D., & Lawton, L. (2010). Tourism Management. Milton: Wiley & Sons.
WTTC. (2015). Economic impact research. Preuzeto 5. juna
2015. sa http://www.wttc.org//media/files/reports/economic%20impact%20research/countries%202015/serbia2015.pdf).
YUTA. (2015). Turističke agencije. Preuzeto 5. juna 2015. sa
www.yuta.rs/sr/yuta/turisticke_agencije.asp.
SUPPORT TO TOURISM DEVELOPMENT AS A FACTOR
OF SERBIAN TOURISM DESTINATION COMPETITIVENESS
Abstract:
Due to its exceptional natural, geographic, cultural - historical, climate and other resources, Serbia
boasts highly favorable conditions for development of those forms of tourism that will represent the
dominant future movements in international relations and offer possibilities for meeting the diverse
requirements and needs of modern tourists. Also, the achieved level of accommodation and other
facilities concerning tourism infrastructure provide a good basis for significant valorization of such
resources and adequate involvement of our country in international tourist flows, including faster
development of domestic tourism. This paper shows that tourism in Serbia, in terms of all relevant
indicators (foreign consumption, realized tourist traffic, employment, contribution to GDP, exports
of goods and services, investment, etc.), is significantly lagging behind compared to resource and
market opportunities for its development, which inevitably requires a more active role of the state
in taking incentive measures, in order to initiate its multiplicative component and development of
the overall Serbian economy. Having that in mind, the principal purpose of this paper is to highlight
the key activities of the state and other entities responsible for creating and implementing tourism
policies that would lead to valorization of Serbian tourism resources.
8
Key words:
tourism,
strategy,
development,
resources,
incentives.
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-9-17
ADAPTED INTEGRATED MODEL
OF DESTINATION COMPETITIVENESS
Jovan Popesku, Danijel Pavlović*
Singidunum Univeristy, Danijelova 32, Belgrade, Serbia
Abstract:
The improvement of competitive position is one of the fundamental preconditions for tourism destination’s survival on the market. Accordingly, long-term tourism development in the destination
refers, among other things, to the establishment of a continuous tourism destination competitiveness
measurement process, based on the permanent monitoring of competitiveness indicators. This paper
proposes the adapted integrated model of destination competitiveness, using the example of Serbia as
a tourism destination. Basically, the proposed model is based on Dwyer’s and Kim’s model, previously
tested on several tourism destinations (Australia, Korea, Slovenia, and Serbia). The paper presents a
theoretical basis for the application of the proposed model. The proposal includes additional indicators to measure competitiveness and two groups of stakeholders that are to be surveyed in order to
perform the assessment of competitiveness: tourism demand - tourists and foreign tour operators.
1. INTRODUCTION
Changes in tourism demand and tourist flows on competitors’ side are driving tourism destination towards more
efficient and effective models of tourism development management. Accordingly, new possibilities for achieving or
sustaining the competitive position are opening. Continuous measurement of indicators, based on which the assessments and basis for the improvement of competitiveness
will be created, makes the basis for defining the key areas in
the process of further tourism development.
In the process of competitiveness measurement and
improvement, the important role is given to tourism destination management, as the basic driver for achieving the
tourism destination competitiveness (management of resources, attractions, consumers’ added value, and similar).
The role of tourism destination management is to use and
develop existing resources, or to overcome the lack of these,
with clear and efficient strategies and creation of added
value for tourism demand. On the other hand, destination management should be supported in these efforts by
stakeholders who become the inevitable factor in the process of measuring and improving the destination competitiveness (Gomozelj & Mihalič, 2008). Based on the adapted
model herein proposed, the assessment of tourism destination competitiveness is derived from the survey among
the internal stakeholders in a destination (stakeholders on
the supply side in a destination and other stakeholders, in* [email protected]
Key words:
tourism destination,
competitiveness,
competitiveness indicators,
integrated model of destination
competitiveness,
Serbia.
stitutions, tourism experts, etc.) and external stakeholders
among which the special emphasis is given to the tourists
and foreign tour operators.
According to the World Economic Forum reports, Serbia
is not holding a significant competitive position on the international market. In 2015, Serbia is ranked as 95th among 141
countries listed (WEF, 2015, p. xvi), and assumes weaker
ranking than in 2013 when it was at the 89th position among
140 ranked countries, and also in 2012 when it was ranked
as 82nd in line with the competitive index value (WEF, 2013,
p. xvi). According to the data in the 2015 report, among 37
European countries Serbia is ranked as 35th (WEF, 2015, p.
292). Subsequently, there is the issue of necessity to research
the factors that contribute to the poor competitive position
of Serbia as a tourism destination.
The aim of this paper is to formulate the proposal of
competitiveness model in order to define essential weaknesses of the Serbian tourism and create guidelines for further improvement of its competitive position. The importance of this paper is reflected in using the advantages of
integrated model of destination competitiveness on the example of Serbia, through assessment of five competitiveness
factors: natural and cultural resources, created resources,
supporting factors, destination management, situational
conditions, and through introducing two new factors by
involving two survey groups (external stakeholders) based
on whose replies the independent assessment is derived
(comparing to the internal stakeholders).
9
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
2. LITERATURE REVIEW: TOURISM DESTINATION
COMPETITIVENESS AND ASSESSMENT
10
Tourism destination competitiveness has become a very
important research field in tourism (Crouch & Ritchie,
2008). Nation’s competitiveness concept, based on the nation’s competitiveness diamond, was firstly introduced by
Porter (Porter, 1990, pp. 74-75). Competitiveness diamond
can also be applied for the tourist destination competitiveness issues. The starting point is that the tourism destination competitiveness represents “ability of the place to optimise its attractiveness for residents and non-residents, to
deliver quality, innovative, and attractive tourism services
to consumers and to gain market shares on the domestic
and global market places, while ensuring that the available
resources supporting tourism are used efficiently and in a
sustainable way” (Dupeyras & MacCallum, 2013, p. 14). On
the other hand, there is a great importance of the specific
role of the tourist destination management, especially because the type of services, the resources available in a destination (natural, cultural, created) and relationships between
all involved stakeholders inside and outside the destination,
determine the way in which tourism development will be
managed. The influences of trends on the competitive market make this process even more complex. Because of that,
there is an emerging need for tourism destination strategic
management. N. Evans et al. (2012, p. 8) stress that “the
overall aim of strategic management is thus to develop a
framework for thinking ahead – strategically”. Considering the role of the management, it has to be supported by
the public and private sector having in mind that tourism
industry creates the value of tourist experience in a destination (Dwyer et al., 2014), while public sector supports and
creates the framework for tourism development. Thereby,
the importance of public-private partnerships is also immense, especially in striving for sustainable tourism development and reaching competitive position on the market.
Destination competitiveness can be connected to its
ability to deliver an experience that is more satisfying compared to other destinations (Vengesay, 2013, p. 639). The
experience delivery should be real, unsullied and rooted in
the destination (Cooper & Hall, 2013, p. 27). Competitiveness is derived and it depends on the tourist choices in relation to alternative tourist destinations (Ritchie & Crouch,
2000). Sustainable tourism destination competitiveness requires systematic assessment of the comparative advantage
uniqueness that offers long-term attractiveness in defined
market segments (Hassan, 2000).
Comparative advantage is based on the abundance of
factors classified in five groups: human resources, natural
resources, knowledge resources, capital and infrastructure
(Porter, 1990). Having in mind that tourism is a specific
economic activity, it is also necessary to include historical
and cultural heritage as two additional categories, and allocate tourism superstructure besides infrastructure (Ritchie
& Crouch, 2003, p. 20).
Resources make the basis for achieving tourism destination competitiveness. On the other hand, the ability for
achieving the destination competitiveness advantage is also
reflected in using these resources in responsible and sustainable way (Crouch & Ritchie, 1999; Ritchie & Crouch,
2000; Ritchie & Crouch, 2003). Inherited resources, to-
gether with created resources (like infrastructure, tourism
superstructure) represent a tool for achieving the competitiveness. Smart tourism destination resources exploitation
should lead to economic results in order to increase competitiveness advantage (Popesku & Pavlović, 2013).
Comparative advantage implies resources that are available in a destination, while competitive advantage refers to
the ability of a destination to use these resources effectively
and in a long-term (Ritchie & Crouch, 2003, p. 23). Tourism destination competitiveness is also multi-dimensional
because it implies the following dimensions of competitiveness: economic, political, socio-cultural, technological and
environmental (Ritchie & Crouch, 2003, p. 2).
Achieving of competitiveness is a simultaneous process
with the continuous assessment of competitiveness indicators, thus the competitiveness researchers are upgraded
with the issue of its assessment. As stressed by Dwyer and
Kim (2003), the tourist destination competitiveness indicators can be classified in variables that can be measured objectively or subjectively. Objectively measurable indicators
are those that do not contain subjective assessments and
that are quantitatively measurable. Subjectively measurable
indicators are qualitatively measurable and are related to
the consumers’ perception. Based on this approach, as also
stated by Kozak (1999), indicators can be generally classified as quantitatively and qualitatively measurable.
Competitiveness measurement, or continuous measurement of tourism destination competitive position, should
be approached as a continuous process that is an integrated
part of tourism destination management. Measurement results create the basis for targeted improvement of tourism
destination competitiveness elements.
It is necessary to understand that there are not universal
and generally applicable competitiveness models that can
include all indicators, in a broader sense of detailed analysis,
which are generally applicable to every tourist destination.
Accordingly, the characteristics of one tourist destination,
or the characteristics of its product, point out to the necessity of establishing the model that is basically applicable for a
specific tourist destination and its competitive set. This further implies that, generally speaking, the approach should
be limited to defining models that include relevant competitiveness indicators distinctive to a defined competitive
set. Kozak and Rimmington (1999, p. 296) stress that, while
defining tourist destination competitive set, it is necessary
to begin with the established criteria for defining of direct
competitors (defining of competitors based on a common
tourist destination market segment, etc.).
There is also a special issue of choosing the relevant
competitiveness indicators. Defining of indicators implies
the detailed analysis that must result in choosing the indicators by criteria of their applicability in case of a specific
tourism destination. Therefore, it is very important to define
what is needed to be assessed and with which destination
it is necessary to compare. As Crouch (2008, p. 4) claims,
while defining competitiveness measurement indicators it
is: It is quite likely that some of the attributes of destination
competitiveness will be much more important than others
in terms of their impact. A destination seeking to improve
its competitive performance would therefore be wise to focus its attention and limited resources on those attributes
that are likely to have the greatest beneficial impact. Besides
defining the competitiveness measurement indicators in relation to the competitive set, it is important to emphasise
Porter’s stand (1980) about the selection of important components in competitiveness measurement. He claims that
it is necessary to analyse the existing competitors, which is
basically connected with the defined competitive set, but
also the potential competitors that may come on the scene
(Porter, 1980, p.49).
There are different approaches to the competitiveness
measurement that resulted in proposals for indicators and
different models. Primarily, the development of many competitiveness models is based on Porter’s diamond, which
represents the competitiveness model of the national economy and is primarily related to the economic competitiveness (Porter, 1990). The next step was made by introducing
the principles of competitive success (Poon, 1993): the environment first makes tourism a lead sector, strengthens the
distribution channels in the marketplace, and builds a dynamic private sector. Keyser and Vanhove (1994) suggested
five key competitiveness indicator groups for competitiveness assessment of tourism policy, macro-economic, supply, transport and demand factors. Go and Govers (1990)
measured the competitiveness based on seven attributes:
facilities, availability, service quality, overall accessibility,
image, climate and environment as an attribute and attractiveness of a destination.
Kim’s model (Kim & Lee, 2005) assesses the competitiveness by dividing indicators to primary sources of competitiveness, comprised of environment, subjects and resources,
and secondary sources of competitiveness – politics, planning, management (methods for running tourism policies
and tourism management), investments, taxes and prices,
and tertiary sources of competitiveness – tourism infrastructure, system for accommodating tourist, attractiveness
of resources, labour force. The model also sets aside resultants of the sources of competitiveness – tourist demand,
tourism employment, success of tourism and international
tourism income.
Ritchie and Crouch (Crouch, 2006, p. 7) developed and
presented their model of competitiveness in 1999, complemented over the years with several factors. It comprises of
five indicator groups: supporting factors and resources, core
resources and attractors, destination management, destination policy, planning and development, qualifying and amplifying determinants.
Ritchie and Crouch model predominantly served as a
very good basis for creation of the integrated model of destination competitiveness (Kim & Dwyer, 2003) because a
certain number of variables, defined in Ritchie and Crouch
model, was included in the integrated model (Dwye, Liviac
& Mellor, 2003, Armenski et al., 2011b). Testing of the validity and data accessibility of integrated model confirmed
that its structure covered the most important tourism destination competitiveness factors and indicators (Dwyer et al,
2014). As basic indicator groups, or competitiveness factors,
this model implies: natural and cultural resources, created
resources, supporting factors, destination management, situational conditions and demand conditions. The model was
primarily applied in competitiveness assessment of Korea
and Australia (Kim & Dwyer, 2003). The same methodical
approach was used in competitiveness assessment of Slovenia as a tourism destination (Gomozelj & Mihalič, 2008) as
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
well as competitiveness of Serbia as a tourism destination
(Armenski et al., 2011, 2011b; Popesku & Pavlovic, 2013)
3. STUDIES ON COMPETITIVENESS OF SERBIA
AS A TOURISM DESTINATION
The analysis of competitiveness of Serbia as a tourism destination requires a comprehensive study with a great number
(participation) of criteria and indicators (Popesku & Pavlović,
2013), and therefore, it is necessary to review previous significant studies that are completely or partially related to the
issue of competitiveness of Serbia as a tourism destination.
One of the conclusions on the competitive position of
Serbia as a tourism destination is given in a study that dealt
with defining the appropriate measures in order to stimulate
tourism development in Serbia. The study defines tourism
product of Serbia as very fragmented, selected through several offers, mainly based on facilities, or hotels, concentrated primarily in Belgrade and to a lesser extent throughout
the country. The study points out that the main advantage,
which should be transformed into competitive advantage of
Serbia as a tourism destination, is its geographic position,
specifically the geographic location and distance of Serbia
from the main travel and tourism generating markets, as
the basis for defining the main competitors in relation to
whom Serbia must position itself (Krupka & Zečević, 2003).
The research conducted within the USAID project A
Brand Strategy for Serbian tourism (USAID, 2004), for the
purpose of brand strategy development, pays special attention to the SWOT analysis of Serbian tourism. The main
conclusion of the project was that the analysis of the priority
markets should point out to the key competitors of Serbia
as a tourism destination.
The analysis of competitive position of Serbia as a tourism destination is covered by the World Economic Forum.
Tourism Competitiveness Index Reviews of the position of
Serbia, based on this report, are given in Tab.1 where global
and European levels are covered.
Table 1. Competitiveness of Serbia (WEF T&TCI) – global and
European level
2015
2013
2011
2009
2008
Rank (global)
95/141 89/140 82/139 88/133 78/130
Rang (Europe)
35/37
40/42
38/42
38/42
37/42
Index value
3,34
3,78
3,85
3,71
3,76
Source: Comparative analysis is made based on the data from reports:
WEF T&TCI: 2015, 2013, 2011, 2009, 2008
Methodological approach used for competitiveness assessment of Australia and Korea, as well as Slovenia as a
tourism destination, based on the integrated model of destination competitiveness, also found its application in competitiveness assessment of Serbia as a tourism destination.
Competitiveness of Serbia as a tourism destination is
tested by analysing six defined groups from the integrated
model (Armenski et al., 2011b). It is concluded in this study
that Serbia is more competitive in its natural, cultural and
inherited resources compared to destination management.
Also, the other competitiveness determinants of the integrated model were assessed: inherited resources, created
11
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
resources, supporting factors, destination management and
situational conditions (Armenski et al., 2011b). In the pilot
research (Popesku & Pavlović, 2013), two indicator groups
were tested, defined with determinants: natural and cultural
resources and management. These studies have provided
the basis for further analysis and competitiveness indicators
assessment of Serbia as a tourism destination by means of
the the integrated model. The results of these studies indicate that Serbia is more competitive in the area of cultural
and natural resources than in the area of destination management. These studies point out that the foundation in assessed competitive position of Serbia as a tourist destination
is based primarily on good resources.
Besides the above-mentioned, the implementation of the
most common models for competitiveness assessment of Serbia was also used for determination of competitiveness of Novi
Sad as a regional convention tourism destination (Dragićević
et al., 2009). In this study, the authors are referring to the
possibility of applying the model suggested by Ritchie and
Crouch. This model surely has a wide scope of implementation, and it also explores “the relevance or importance of key
competitiveness variables to destinations at different development or evolution stages” (Wilde & Cox, 2008). Besides this,
this model was also tested in the analysis of tourism competitiveness in the Autonomous province of Vojvodina, as a tourism cluster of Serbia (Dragićević et al., 2012).
The latest studies related to tourism competitiveness of
Serbia refer to IPA analysis, the assessment of the importance of different activities within tourism development
of Serbia and its competitiveness, as well as perceptions of
performances of these activities by tourism industry. Studies identified activities related to tourism in Serbia that are
seen by stakeholders as important for sustainable tourism
industry development, in line with their assessments of destination performances related to those activities. Research
results are useful since they can enable destination management and private sector to develop action plans focused
on achieving and sustaining destination competitiveness
(Dwyer et al., 2015).
12
4. PROPOSED MODEL FOR COMPETITIVENESS
ASSESSMENT OF SERBIA AS A TOURISM
DESTINATION
Adapted model in this paper is essentially based on the
integrated model of destination competitiveness. Basically,
five factors of integrated model are included. Namely, the
first factor, inherited resources, is basically connected to the
attractiveness of a tourism destination (natural and cultural
resources). Natural resources make a destination attractive to visit and build foundations upon which a successful
tourism industry is established (Dwyer & Kim, 2003), while
the culture and tradition are the main forces for attracting
future visitors (Ritchie & Crouch, 2003). The second factor refers to created resources. The third indicator group
are supporting factors that are the basic infrastructure in
a destination (Dwyer & Kim, 2003), which Ritchie and
Crouch (2003) specifically divide: accessibility, facilitating
resources, hospitality, enterprise, and political will. For created, inherited resources and supporting factors, it is typical
that, being the part of the resource basis, together make a
destination attractive for tourists and create the basis for
successful tourism development. Destination management,
as the forth indicator group, according to the original model
refers to the destination management organizations, destination marketing management, destination policy, planning and development, human resource development and
environmental management (Dwyer & Kim, 2003); the
fifth group refers to situational conditions, which could
represent certain influences to competitiveness (economic,
socio-cultural, political influences, technological development, incentives, partnerships, etc.). They filter the impact
of other factors, and thus have positive or negative effects
on competitiveness (Dwyer & Kim, 2003). Image 1 shows
the scheme of adapted integrated model.
Besides the existing factors of integrated model, the
analysis includes competitiveness indicators assessed by
tourists through their tourist experience. In line with this,
indicators contained in the demand factor, the original
Image 1. Adapted integrated model of destination competitiveness - Serbia
part of integrated model, are included into the factor tourist experiences which contain more indicators that can be
assessed from the tourist point of view. Tourists in this way
assess indicators based on the “components of destination
attractiveness among the services they consume (Armenski
et al., 2011b), and precisely based on tourist experience. Besides this, adaption is also related to the introduction of the
respondents group comprised of foreign tour operators as
external stakeholders. In this way, the assessment of tourism
destination competitiveness is derived from the tour operators’ perception.
The essence of the model herein presented is related to
providing three competitiveness assessments based on different perceptions. The first assessment is obtained based on
questioning of internal stakeholders in a destination. The
second and the third assessment are obtained based on the
questioning of external stakeholders: survey of tourist demand and establishing the connection between the experience and competitiveness: tour operators’ perception as a
result of the survey of foreign tour operators.
Determination to include tourist demand, or tourists
as separate stakeholders, represented by carefully defined
respondents group, and defining of indicators which this
group assess, arises from the importance of tourist demand
and its experience for the overall tourism destination competitiveness. Understanding the needs and desires of tourists (travellers), as Buhalis and Amaranggana (2015) claim,
is of key importance for tourism destination competitiveness. Pearce (2015) concludes that in a view of tourism destination management, tourists are an extremely important
stakeholder group. Emphasising tourists as stakeholders
is not only related to positioning of tourists (needs, wants
etc.) in the focus of destination management and marketing,
but also to managing impacts generated by tourists. Simplified, it can be said that the destination is competitive if the
experience of tourists in a destination is higher, better and
more complete compared to their experience in other destinations. Therefore, tourist satisfaction can be considered as
“a main tool for increasing tourism destination competitiveness in the globalization conditions” (Pavlic et al., 2011). Accordingly, Hoarau and Kline (2014), point out that the value
of tourist experience is not created only by service providers,
but that the value is merely an integral part of experience in
wider social and spatial sense.
Based on their experience during travel, tourists can
point out to importance of different assessment units for
establishing the perception about experienced competitiveness in relation to the destinations they visited before. This
especially refers to indicators directly connected to tourism
destination competitiveness. Established elements of experience during travel and stay in a destination in relation to the
proposed indicators in this model are displayed in Tab. 2.
The importance is given also to the elements that refer
more precisely to tourists’ attitudes about the awareness
and perception of a destination compared to previously
visited destinations. The indicators mentioned in Table 2,
which refer to the perception and awareness of destination,
were initially covered by integrated model within the factor
of demand (image, brand, etc.).
The impact of tourist demand on tourism destination
competitiveness is multiple. The assessment based on the
tourist demand survey is grounded on the perception,
awareness and preferences of tourists, which creates the
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
quality of experience during travel, and especially during
the stay in a destination. Based on the quality of experience
assessment in relation to other destinations, it is possible to
establish the basis for the overview of competitive position
and also establish basic activities for the improvement of
destination’s competitive position.
Points of view in the literature (Gartner & Bachri, 1994;
Buhalis & Laws, 2001; Bastakis, Bulter & Buhalis, 2004;
Čavlek, 1998, 2002; Mansfeld & Pizam, 2006; Curtin &
Busby, 1999; Xin & Chan, 2014; Budeanu, 2009; Spasić,
2013; Budeanu, 2009a; Čavlek, 1998; Kozak & Baloglu 2011;
Dolores et al., 2008; Chand & Katou, 2012; Duke & Persia,
2015; Meyer, 2003) refer to the conclusion that the role of
tour operators, in the context of their contribution to tourism in a tourist destination, is reflected in: distribution – including of a destination in their own package tours; role in
the field of promotional activities; direction and control of
tourist demand flows; contribution to tourism development
in a tourism destination; contribution to tourism destination sustainable development; impact on tourists’ behaviour
while choosing tourist destination; impact on creating the
awareness among consumers about the destination; impact
on the demand perception about the safety and security in
tourism destination; impact on image creation of tourism
destination; role in providing/selling of tourist experiences
linked with a destination; implementation of corporate
social responsibility in tourism destination development.
The importance of tour operators’ perception about the
destination competitiveness can also be stressed. The approach based on this assertion was used in order to create
the “competitive identity” of Armenia as a tourism destination (USAID, CAPS, 2010).
Indicators displayed in a part of Tab. 2, based on which
it is possible to obtain competitiveness assessment of Serbia,
are assessed by tour operators that include the destination
in their product because they can be seen as relevant subject
that has sufficient information about the destination. The
starting point is the assumption that destination is competitive as much as foreign tour operators are ready to include
it in their programmes. Their perception of competitiveness
can be assessed by measuring previously specified indicators that can be basically assessed from the aspect of knowledge about the destination, market and competitive tourism
destinations. This approach can also be used for tour operators that do not organise package tours for Serbia. In this
case, it would be necessary to define precisely the indicators
that these tour operators could assess. Here, the relevance
and weighting of indicators is definitely assumed, but also
the respondent group itself. Accordingly, from tour operators that do not organise trips to Serbia, it would be more
desirable to obtain the information about the reasons for
not including a destination in their product, as well as about
the general perception of destination within the competitive
environment.
The proposal for tourism destination competitiveness
assessment, based on the perception of foreign tour operators and also tourist experience, contains competitiveness
indicators that are primarily based on the integrated model
indicators of Dwyer and Kim. Indicators set up in the Tab. 2
are adjusted to the respondent group itself, based on the defined criteria that determine indicators that can be assessed
by tour operators and tourists.
13
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
Table 2. Indicators – external stakeholders
Demand – tourist experience
Foreign tour operators - perception
Access to information about the destination
The suitable climate for tourism
Quality of transport infrastructure to Serbia
Uniqueness of resources (natural, cultural, traditions, historical,
architectural features, etc. ...)
The quality of local transport infrastructure and transport system in Serbia
The quality and variety of accommodation facilities in Serbia
Time necessary for travelling to destination in Serbia
Quality of transport infrastructure to Serbia
The suitable climate for tourism
The quality of local transport infrastructure and transport system
in Serbia
Uniqueness of resources (natural, cultural, traditions,
historical, architectural features, etc.)
Tourism superstructure quality (restaurants, visitors’ centres, theme
parks, stadiums, zoos, airports, rent-a-car locations, convention
centres, etc.).
Tourism superstructure quality (restaurants, visitors’
centres, theme parks, stadiums, zoos, airports, rent-acar locations, convention centres, etc.).
The diversity of offered activities and programs in Serbia
Accessibility to tourist sites and attractions (parking
lots, signs, walks, etc.).
Time necessary for travelling to destination in Serbia
The quality and variety of accommodation facilities
Accessibility to tourist sites and attractiveness (parking lots, signs,
walks, etc.).
The diversity of offered activities and programs
The attractiveness of Serbia as a tourism destination
Performing daily activities (exchange availability, the
use of foreign languages, the ease of ordering and making reservations, etc.).
Value for money
Service quality
Service quality
Hospitality of the local people towards tourists
Tourist safety in Serbia
Serbia’s interconnection as a tourism destination with
tourist companies (travel agencies, tour operators, airlines, hotel chains ...)
Serbia’s image as a tourism destination
Regulations adaptation to the tourists needs (access to
museums, monuments etc.)
Quality of Serbian tourism product
Value for money
Recognition of Serbian tourism product
Ratio between perceived experience in Serbia and your
tourism needs and expectations
Serbian tourism brand as a guarantee of quality
Cleanness and hygiene
The quality of the tourist experience in Serbia (in relation to the
previously defined competitors)
Tourist safety in Serbia
Serbia’s interconnection as a tourism destination with tourist companies (travel agencies, tour operators, airlines, hotel chains ...)
Recognition of Serbian tourism product
Cleanness and hygiene
Serbia’s image as a tourism destination
Serbian tourism brand as a guarantee of quality
The quality of the tourist experience in Serbia in relation to previously visited countries
14
Source: Indicators are adjusted based on Meng (2006) and integrated model of destination competitiveness
3. SUMMARY
The main issue of tourism destination competitiveness
is related to the challenge of competitiveness assessment. In
this context, importance is given to the assessed indicators
and factors that point out to the overall picture of tourism
destination competitiveness.
In the context of the model proposed in this paper1 and
the possibility of its application in case of Serbia and its
competitors, the competitiveness assessment is essentially
comprised of three separate assessments. The model shows
that the competitiveness assessment derived from the survey of internal stakeholder’s points to the assessment from
the aspect of key players in destination’s tourism industry,
as well as among experts and professional associations in
tourism, regulatory bodies etc. For this purpose, previously
used approach defined in the integrated model was applied.
The second assessment is derived from the assessment of
the tourist experience by comparing the destination with
previously visited destinations Competitiveness assessment
based on tourist experience can offer important information about the destination perception from the tourist’s
point of view and it defines, from their aspect, strengths
and weaknesses of the destination’s competitive position.
The third assessment is related to the perception of foreign
tour operators who, besides the indicator assessment itself,
can also present the reasons for including or not including
the destination into their product. In this way, it is possible to make conclusions that would be the basis for further
improvement of competitiveness (conclusions on potential
products, brand, market flows, etc.). Generally speaking, the
model also refers to defining the differences in assessments
among different respondent groups of internal and external
stakeholders, which leads to further interpretations, analyses and conclusions.
It is clear that different stakeholder groups cannot assess
identical indicators in total. Therefore, this model sets indicators that are identical for all groups and based on which
it is possible to perform a comparative analysis, to find relations and to make conclusions on further destination’s
activities. On the other hand, the advantage of the model
is also reflected in the assessment of other indicators that
are not the same for all groups, which leaves the possibility
to make conclusions about the competitiveness that could
not be made only from the aspect of internal stakeholders.
Accordingly, in the process of obtaining the final results, it
is necessary to use complex methods of statistical analysis
in order to further examine the causes of the obtained assessment.
The model also sets the basis for defining the strengths
and weaknesses of competitive position. Based on the assessment, it is possible to define indicators with positive and
negative effects on competitiveness. Their identification offers further possibilities for the establishment of fields where
it is necessary to direct activities in further tourism development and destination competitiveness improvement.
The study of the specifics of the process of achieving
the solid competitive position on the market is a complex
process that makes the support to shaping the strategies
of long-term and sustainable development. For this very
1
Suggested model is part of the wider long term study of the authors, especially during the PhD studies of D. Pavlović, and results will be analysed in papers that will be published soon
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
reason, the basis for the further development of competitiveness model in case of Serbia as a tourism destination is
suggested herein.
REFERENCES
Armenski, T., Gomezelj, D.O., Đurdjev, B., Đeri, L., & Dragin,
A. (2011). Destination competitiveness, a challenging
process for Serbia, Human Geographies. Journal of
Studies and Research in Human Geography, 5(1), 19‐33.
Armenski, T., Marković, V., Davidović, N., & Jovanović, T.
(2011b). Integrated model of destination competitiveness. Geographica Panonica, 15 (2), 58-69.
Bastakis, C., Buhalis, D., & Butler, R. (2004). The perception
of small and medium sized tourism accommodation
providers on the impacts of the tour operators’ power
in Eastern Mediterranean. Tourism Management, 25(2),
151-170.
Budenau, A. (2009). Environmental supply chain management in tourism: The case of large tour operators. Journal of Cleaner Production, 17(16),1385-1392
Buhalis, D. (2000). Relationships in the distribution channel
of tourism: conflicts between hoteliers and tour operators in the Mediterranean region. International Journal
of Hospitality & Tourism Administration, 1(1), 113-139.
Buhalis, D., & Amaranggana, A. (2015). Smart Tourism Destinations Enhancing Tourism Experience Through Personalisation of Services. Information and Communication Technologies in Tourism 2015 - Proceedings of the
International Conference in Lugano, Switzerland, February 3-6, 2015 (pp. 377-389). Springer International
Publishing.
Čavlek, N. (1998). Turoperatori i svjetski turizam. Zagreb:
Golden marketing.
Čavlek, N. (2002). Tour operators and destination safety. Annals of Tourism Research, 29(2), 478-496.
Chand, M., & Katou, A.A. (2012). Strategic determinants for
the selection of partner alliances in the Indian tour operator industry: A cross-national study. Journal of World
Business, 47(2),167-177.
Cooper, C., & Hall, M. (2013). Contemporary Tourism: An International Approach, 2nd edition. Woodeaton, Oxford:
Goodfellow Publishers Ltd.
Crouch, G., & Ritchie, J.R.B. (2013). Competitiveness and
tourism. Cheltenham: Edward Elgar.
Crouch, G. (2006). Destination Competitiveness-Insights
into Attribute Importance. International Conference of
Trends, Impacts and Policies on Tourism Development
Hellenic Open University, Crete, June 15-18, 2006.
Crouch, G.I. (2008). Expert Judgment of Destination Competitiveness Attributes, proceedings of Tourism and
Hospitality Research, Training and Practice: “Where
the ‘bloody hell’ are we?”: 18th Annual Council for Australian University Tourism and Hospitality Education
(CAUTHE) Conference, Surfers Paradise, Qld., 11-14
February, Griffith University, Gold Coast, Qld. p. 4. Retrieved March 5, 2015, from http://www.griffith.edu.au/
conference/cauthe2008/cauthe-2008-proceedings.pdf
Crouch, G.I., & Ritchie, J.R.B. (1999). Tourism, Competitiveness, and Societal Prosperity. Journal of Business Research,
44(3), 137-152. doi: 10.1016/S0148-2963(97)00196-3
15
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
16
Curtin, S., & Busby, G. (1999). Sustainable destination development: The tour operator perspective. International
Journal of Tourism Research 1, 135-147.
Dolores, F., Rodrigues, M., & Castaneda, A. (2008). Internet vs. travel agencies on pre-visit destination image
formation: An information processing view. Tourism
Management 29(2008), 163-179.
Dragičević, V., Jovičić, D., Blešić, I., Stankov, U., & Bošković,
D. (2012). Business tourism destination competitiveness: a case of Vojvodina province (Serbia). Ekonomska
istraživanja: znanstveno-stručni časopis, 25(2), 311-331.
Dragičević, V., Armenski, T., & Jovičić, D. (2009). Analysis
of the Competitiveness of Novi Sad as a Regional Congress Destination. Tourism and Hospitality Management, 15(2), 247-256
Duke, C.R., & Persia, M.A. (2015). Purchasing Issue Importance in Service Channels of Distribution: Tour Operators and Travel Agents. In Proceedings of the 1993
Academy of Marketing Science (AMS) Annual Conference (pp. 405-408). Springer International Publishing.
Dupeyras, A., & MacCallum, N. (2013). Indicators for Measuring Competitiveness in Tourism: A Guidance Document. OECD Tourism Papers, 2013/02. doi: http://
dx.doi.org/10.1787/5k47t9q2t923-en
Dwyer, L., Cvelbar, Lj.K., Mihalič, T., & Koman, M. (2014).
Integrated Destination Competitiveness Model: Testing
Its Validity and Data Accessibility. Tourism Analysis,
19(1), 1-17.
Dwyer, L., & Kim, C. (2003). Destination Competitiveness:
A model and Determinants. Current Issues in Tourism,
6(5), 373.
Dwyer, L., Dragićević, V., Armenski, T., Mihalič, T., &
Knežević Cvelbar, Lj. (2015). Achieving destination competitiveness: an importance-performance
analysis of Serbia. Current Issues in Tourism. doi:
10.1080/13683500.2014.944487
Dwyer, L., Dragićević, V., Armenski, T., Mihalič, T., & Knežević Cvelbar, Lj. (2015). Modified IPA for evaluating
tourism businesses strategies: comparison of Slovenia
and Serbia. International Journal of Tourism Research.
doi: 10.1002/jtr.2052
Evans, N., Stonehouse, G., & Campbell, D. (2012). Strategic
management for travel and tourism. Hoboken:Taylor
& Francis.
Gartner, W.C., & Bachri, T. (1994). Tour operators’ role in
the tourism distribution system: an Indonesian case
study. Journal of International Consumer Marketing,
6(3-4), 161-179.
Go, F., & Govers, R. (1999). The Asian perspective: which
international conference destinations in Asia are the
most competitive? Journal of Convention & Exhibition
Management, 1(4), 37-50.
Gomozelj, D., & Mihalič, T. (2008). Destination competitiveness: Applying different models, the case of Slovenia.
Tourism Management 29, 294-307.
Hassan, S.S. (2000). Determinants of Market Competitiveness in an Environmentally Sustainable Tourism Industry. Journal of Travel Research, 38(3), 239-245. doi:
10.1177/004728750003800305
Hoarau, H., & Kline, C. (2014). Science and industry: Sharing
knowledge for innovation. Annals of Tourism Research,
46, 44–61.
Keyser, R., & Vanhove, N. (1994). The Competitive Situation of Tourism in the Caribbean Area-Methodological
Approach. Tourism Review, 49(3), 19-22. doi: 10.1108/
eb058160
Kim, C., & Dwyer, L. (2003). Destination competitiveness and
bilateral tourism flows between Australia and Korea.
Journal of Tourism Studies, 14(2), 55-67.
Kim, C., & Lee, T. (2005). Exploring Four Dimensional Sources
of Destination Competitiveness. International Journal of
Tourism Sciences, 5(1), 105-130. Retrieved September 10,
2012, from http://ijts.tosok.or.kr/02_issue/abstract_view.
asp?IDX=74
Kozak, M, & Baloglu, S. (2011). Managing and marketing tourist destinations: strategies to gain a competitive edge, New
York: Routledge.
Kozak, M., & Rimmington, M. (1999). Measuring tourist destination competitiveness: conceptual considerations and
empirical findings. International Journal of Hospitality
Management, 18(3), 273-283. Retrieved September 10,
2012, from http://linkinghub.elsevier.com/retrieve/pii/
S0278431999000341
Kozak, M. (1999). Destination competitiveness measurement:
Analysis of effective factors and indicators. The 39th.
European Regional Science Association Conference (No.
289). Vienna: European Regional Science Association.
Retrieved September 10, 2012, from http://www-sre.
wu-wien.ac.at/ersa/ersaconfs/ersa99/Papers/a289.pdf
Krupka, A.B, & Zečević, B. (2003). Report on appropriate
measures aimed to facilitate and stimulate increased
tourism, and to develop the tourism sector. Belgrade:
Savetodavni centar za ekonomska i pravna pitanja.
Mansfeld, Y., & Pizam, A. (2006). Tourism, security and safety.
London: Routledge.
McCabe, S. (2014). Situating the tourist. In: P. Adey, et al.
(Eds.), The Handbook of Mobilities. London: Routledge.
Meng, F. (2006). An Examination of Destination Competitiveness from the Tourists’ Perspective: The Relationship
between Quality of Tourism Experience and Perceived
Destination Competitiveness, PhD Dissertation, Faculty
of the Virginia Polytechnic Institute and State University,
pp. 70-71.
Meyer, D. (2014). The Outbound Tour Operating Industry
and Implications for Pro-Poor Tourism - Working Paper
No. 17. Retrieved February 13, 2014, from http://www.
propoortourism.info/documents/Outbound2003WkP17.
pdf
Pavlic, I., Perucic, D., & Portolan, A. (2011). Tourists’ satisfaction as an important tool for increasing tourism destination competitiveness in the globalization conditions
– The case of Dubrovnik-Neretva county. International
Journal of Management Cases 01/2011, pp. 591-599
Pearce, D.G. (2015). Destinations: Tourists’ Perspectives from
New Zealand. International Journal of Tourism Research,
17(1), 4-12.
Poon, A. (1993). Tourism, Technology, and Competitive Strategy. Wallingford: CAB International.
Popesku, J., & Pavlović, D. (2013). Competitiveness of Serbia as
a tourist destination: Analysis of selected key indicators.
Marketing, 44(3), 199-210.
Porter, M.E. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors. New York: Free Press
Porter, M.E. (1990). Competitive advantage. New York: Free
Press.
Porter, M.E. (1990). The competitive advantage of nations.
New York: Free Press.
Ritchie, B., & Crouch, G. (2003). The competitive destination
– a sustainable tourism perspective. Wallingford: CABI
Publishing.
Ritchie, B., & Crouch, G. (2000). The competitive Destination: a sustainability perspective, Tourism Management, 21(2), 1-7. Retrieved March 5, 2015, from
http://www.estig.ipbeja.pt/~aibpr/Ensino/EngDesenvTur/MaterialdeApoio/2semestre/CroucheRitchie/
Crouch2000.pdf
Spasić, V. (2013). Poslovanje turističkih agencija i organizatora putovanja. Beograd: Univerzitet Singidunum.
UNEP. (2005). Integrating Sustainability into Business: A
Management Guide for Responsible Tour Operations.
Retrieved March 5, 2015, from http://www.toinitiative.org/fileadmin/docs/publications/Sustainability_
in_Business_-_Management.pdf
USAID, CAPS. (2010). Foreign Tour Operator’s Survey Reporting Tables. Retrieved March 5, 2015, from http://
www.cf.am/files/news/125/0bfc5048e1fa27c5.pdf
USAID. (2004). A Brand Strategy for Serbian tourism, Selling
Serbia and Belgrade to the World, 2004. USAID
Vengesayi, S. (2003). A conceptual model of tourism destination competitiveness and attractiveness, ANZMAC
Conference Proceedings, 1-3 December2003, Adelaide,
pp. 637-647
Wilde, S., & Cox, D. (2008). Principal Factors Contributing to
the Competitiveness of Tourism Destinations at Varying Stages of Development. Proceedings of Tourism and
Hospitality Research, Training and Practice: “Where
the ‘bloody hell’ are we?”: 18th Annual Council for Australian University Tourism and Hospitality Education
(CAUTHE) Conference, Surfers Paradise, Qld., 11-14
February, GriffithUniversity, GoldCoast, Qld. p. 3. Retrieved March 5, 2015, from http://www.griffith.edu.au/
conference/cauthe2008/cauthe-2008-proceedings.pdf
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
World Economic Forum. (2007). Travel & Tourism Competitiveness Report 2007: Furthering the Process of Economic Development. Retrieved March 5, 2015, from
http://www.weforum.org/pdf/tourism/Part1.pdf
World Economic Forum. (2009). Travel & Tourism Competitiveness Report 2009: Managing in a Time of Turbulence. Retrieved March 5, 2015, from http://www3.
weforum.org/docs/WEF_GCR_TravelTourism_Report_2009.pdf
World Economic Forum. (2011). The Travel and Tourism
Competitiveness Report 2011: Beyond the Downturn.
Geneva: World Economic Forum. Retrieved March
5, 2015, from http://www3.weforum.org/docs/WEF_
TravelTourismCompetitiveness_Report_2011.pdf
World Economic Forum. (2013). The Travel & Tourism
Competitiveness Report 2013: Reducing Barriers to
Economic Growth and Job Creation. Geneva: World
Economic Forum. Retrieved March 5, 2015, from
http://www3.weforum.org/docs/WEF_TT_Competitiveness_Report_2013.pdf
World Economic Forum. (2015). The Travel & Tourism
Competitiveness Report 2015: Growth through Shocks.
Geneva: World Economic Forum. Retrieved March
5, 2015, from http://www3.weforum.org/docs/WEF_
TT_Competitiveness_Report_2013.pdf
Xin, T.K., & Chan, J.K.L. (2014). Tour Operator Perspectives on Responsible Tourism Indicators of Kinabalu
National Park, Sabah. Procedia-Social and Behavioral
Sciences, 144, 25-34. Retrieved March 5, 2015, from
http://www.sciencedirect.com/science/article/pii/
S1877042814041986
17
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-18-22
AMAN SVETI STEFAN RESORT:
A CHALLENGE FOR DESTINATION MANAGEMENT
Silvana Đurašević*
Mediterranean University, MTS – Montenegro Tourism School, Podgorica, Montenegro
Abstract:
Cooperation between all parties involved in tourism product, both for their own benefit and the
benefit of the destination, represents the basis of tourism destination cometitiveness in the global
market. Branded hotels play an important role, as they link multiple stakeholders with their cohesive
power and contribute with their image to the overall destination competitiveness.
The main aim of this paper is to highlight the necessity of establishing an integrated management
structure by destination management organisations at the micro locality of a unique destination – the
island of Sveti Stefan in Montenegro. The arrival of investors to the Sveti Stefan hotel has brought
about numerous changes. Apart from the need to provide economic benefit to investors, the benefits
also need to be secured for the local population, as well as the overall prosperity of the destination.
The paper presents the views of respondents from among the local population regarding the role of
this hotel in building the destination’s image, as a basis for achieving greater competitiveness. The
negative attitudes of this group indicate that the hotel has not been fully integrated at the destination,
and that the hosts have not yet embraced the newcomers. These findings suggest that the destination
competitiveness can only be achieved through a clearly defined managerial structure by destination
management organisations.
Besides bibliographic research, relevant data was obtained by surveying the local population, in addition to the personal knowledge of the author, who has been involved in the tourism industry in
this region for many years.
1. INTRODUCTION
18
The analysis of stakeholders doing business at this authentic tourism site, of existing institutions in tourism,
of local government bodies and of the local population –
which is highly monocultural, having lived from tourism
for more than fifty years – served as a catalyst for us to use
this unique destination to examine the need to introduce
tourism destination management. As many destinations
have matured, the influencing forces in their external and
internal environments have become more complex, which
has been the impetus for the rise of the modern-day tourism
destination management model (Đurašević, 2015). Thus
Bornhorst presents the tourism destination as a highly complex system which can be defined as a geographical region, a
territorial/administrative region or as an important attraction, which seeks to offer its visitors experiences ranging
from those acceptable to those unforgettable (Bornhorst et
al., 2009). Such way of thinking enabled us to gain necessary
information for considering the unique site of Sveti Stefan
as a microdestination of particular value, with its “important attraction”, Aman Sveti Stefan resort, which can be
considered a fully-developed attraction in its own right.
* [email protected]
Key words:
new investors,
branded hotel,
tourism destination,
value chain,
destination management
organizations.
The natural surroundings of the remarkable island of
Sveti Stefan connect the villages of Šumet and Pržno with
their pearly beaches, as a key development resource. The
beach to the left and right of the isthmus, running along the
coastal part of the village of Šumet, continuing unbroken
along the long Miločer Beach which inland blends into the
Miločer Park with its exclusive Miločer Hotel. Further on
is the most beautiful beach, Kraljičina Plaža (the Queen’s
Beach), with a number of villas set back from it, to the
beach in the village of Pržno, once an authentic fishing village with its distinctive Maestral Hotel. Such opulent diversity demands that this micro-locality be considered in the
context of the natural environment it belongs to. There are
four religious buildings on the island, which is protected as
a monument of culture. Along with the adapted summer
residence of Queen Marija in the Miločer Park, this wealth
of unique local, centuries-old natural and cultural heritage
and authentic beauty demands that the community respects
the criteria of sustainable development and integrated destination management. Or as Poon suggests to the main principals at the destination, to be competitive requires a strongly
sustainable environment which makes tourism the leading
sector and strengthens the distribution channels in the market and builds a dynamic private sector (Poon, 1993).
2. THE ANALYSIS OF PRESENT CONDITIONS
AND KEY TRAITS OF TOURISM DEVELOPMENT
The need for introducing destination management and
improving competitiveness of Sveti Stefan as a tourism destination should be considered in its geographical, historical,
socio-cultural, demographic and economic context, as part
of the overall tourism product of Montenegro. It is unique
as it is comprises elements that cannot be found at competing destinations. The achievement of management objectives
of this unique tourism destination depends on the capacity
of the destination to meet the needs and desires of tourists.
Richie considers the relationship between stakeholders at the
destination and the ways in which they can come together to
better manage the consumer’s experience (Richie & Crouch
2003). This requires fundamental knowledge of the market,
good organisation and coordination of all activities and all
stakeholders influencing the value chain at the destination.
According to Buhalis, the main objectives in tourism destination management are: meeting the needs of consumers, maximising profitability of local companies, securing long-term
prospects for the local population and optimising the existing
resources through sustainable development (Buhalis, 2000).
With the pre-transition period behind us, when the leading role in development and operational management was
taken by state-owned tourism companies, the task placed
before tourism institutions in Montenegro at all levels, both
the main “players” in the industry and numerous companies
that are new to the sector, has been to establish new organisational and management forms at the destination level. Thus,
the key question arising at this level of development refers to
management structures to which destination management is
entrusted at the most exclusive destination on the Montenegrin coast. In order to ensure management function for this
destination, a suitable strategy needs to be adopted that will
be implemented by management structure of the destination
management organisation.
With the lease of the Sveti Stefan complex of hotels to the
Singapore Aman Resorts brand in January 20071, its subsequent takeover by investors Restis Group in 2009 and then the
third takeover of the lease in 2013 by Greek businessman Petros Stathis, the most attractive portion of Montenegrin coast
ceased to be of interest to the former lead organisation in the
development of the destination, HTP Budvanske Rivijere, and
contact between the current leaseholder and the local population has not been established, but remains in an ongoing
state of latent tension. This can be seen in a number of issues:
the use of beach resources and their management, access to
the churches on the island, the use of paths through park areas and parking spaces and the loss of tennis courts that were
previously used by guests of the hotels and tourist villages, as
well as by the local population. In July 2015, an annex to the
agreement signed with the company Adriatic Properties managing the complex of hotels in Sveti Stefan and Miločer, was
approved, reducing the lease payments by 30% and extending
the lease from 30 years to 42 years. An annex to the agreement
for the Queen’s Beach extended the lease from 30 to 90 years
and envisaged the sale of 66 out of 126 apartments, with the
rest remaining for use by the hotel. (RTCG, 2015.).
1
The price agreed then for the lease of the Sveti Stefan complex
was 1.96 million euros. The tenant was to pay this in three installments annually. Of the agreed sum, 1.29 million euros is paid to
the Budvanska Rivijera hotel group, and the remaining 670,000
euros to the government’s company HTP Miločer for lease of the
Kraljičina Plaža Hotel.
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
There is also certain understandable dissatisfaction among
the local population that it took six years for the hotel to be
brought into operation. During these years, the image of the
destination, not to mention Montenegrin tourism as a whole,
was negatively impacted. With the lease of Sveti Stefan, massive brand-centred value went with it, a unique trademark
that made Montenegro worldwide famous and brought the
world’s jetset and political establishment to the island. The
fact that the hotel was not working had a negative impact
on the economy of the local population, which was based on
tourism. No improvements could be observed in terms of
living conditions, work on the infrastructure, the road network, garage space and promenades or any improvement to
the town at all, and the location during that time was either a
building site or the hotel was closed.
A destination cannot be given exclusivity by a single,
grandiose hotel accommodating around a hundred tourists
if the environment is not also made equally inviting, since
the guest perceives the destination as a single whole. Another
possible question refers to whether the Aman Sveti Stefan
Resort, Miločer and other facilities are to be open-or closedtype. Will the uniqueness of natural and cultural resources
herein presented serve to facilitate the expected interaction
among the people who live together in the area, use the same
roads, parks and beaches and breathe the same air? Is cohesion and adaptation on both sides – that of the locals and the
foreign investors – possible by restructuring and changing
the model at this locality?
As regards the workforce, it should be noted that entire
families were once employed in one facility or other of the
former Sveti Stefan Hotel. Most of them lost their jobs on
various grounds. Today, there are just few local employees
working in administrative jobs. The remainder are in support
jobs or are employed on a seasonal basis. Considering that
this is an exclusive hotel, demanding a competent workforce,
it is understandable that key positions in the hotel are held by
foreigners with experience in working at this type of resorts.
However, for other positions, it is our opinion that priority
should be given, under equal conditions, to local workforce.
This would also be acceptable to the hotel considering the
cost savings for various reasons. The analysis showed that
the employment service in Budva records in its books 33
unemployed hospitality industry workers with vocational
high-school qualifications, 9 qualified workers, 45 waiters,
21 cooks, 12 specialised waiters, 3 specialised cooks, 8 tourism economists, 9 hotel and tourism managers, 7 graduates
of economics, 12 law graduates, as well as a range of other
vocations available at one of the Aman Resorts facilities.
As regards the need for the Aman Resorts facilities to
be accessible, it is necessary to remember that much-lauded
Sveti Stefan, which was an embodiment once of Yugoslav,
now of Montenegrin tourism, acquired its status partly because it was accessible to people – they could visit it, experience its charm and admire its mediaeval architecture. It was
and has remained a matter of prestige to be seen on Sveti
Stefan, even if just to take a photo or have a cup of coffee. The
competitive advantage of Sveti Stefan must be built on a basis of natural resources, local culture, historical heritage and
the range and quality of its products and services. These are
the integral elements to the quality of this destination, which
marketers should use to build their story and for visitors to
get unforgettable experience. Satisfied guests create further
demand and repeat custom, and thus value is created in the
market, further creating this desirable brand. This analysis
19
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
raises the question of whether the future trademark of this
fascinating site will be an identity centred on its unique local
characteristics and features intrinsic to this destination. The
question also arises as to the existence of any place in this
story for the local population and their entrepreneurial ideas.
There are various approaches in transition times that can
be taken towards further development. In the case of the
Sveti Stefan complex, those in charge chose the long-term
lease model as the most rational solution. Without entering
into discussion about the effectiveness of the solution, we
may ask the question concerning the destination management strategy the lease-holder has planned. It is also necessary to answer the question as to whether the revenues from
the lease of the most attractive, naturally self-contained site
on the Montenegrin coast, lying between the villages of Sveti
Stefan and Pržno, in the period of development before us,
will be reinvested in the development of this destination.
Such an approach would partly justify the chosen transitional model, as an innovative and modern tourism product
comes with prestigious hotels, which will encourage the local
development of tourism and its integration into the process
of progressive change in the international tourism market.
3. RESEARCH METHOD
Secondary research was based on the available bibliographic resources. For the primary research, surveys of the
local population were used, which were processed using statistical analysis. The survey was carried out primarily using
a structured questionnaire with closed-ended questions, for
which the subjects were offered answer choices which were
not suggestive and did not take a great deal of the subjects’
time. A minority of questions analysed respondent attitudes,
obtained using a semi-structured portion of the questionnaire with open-ended questions, where participants were
asked to give detailed responses.
The emphasis was placed on the local population, who
should be participants in further destination development
and experience the benefits of doing so. The questions were
directed at their level of involvement in work at the hotel,
their satisfaction with the arrival of the Aman brand and the
benefits, innovations but also negative effects of the investor’s arrival. A sample of 105 respondents was analysed, aged
between 20 and 55, with 64 women and 41 men, of employed
(primarily in tourism) and unemployed status. The group
was heterogenous in structure and encompassed all types
that are of relevance for understanding the attitudes of the
population towards the key destination development issues.
4. RESEARCH RESULTS AND DISCUSSION
The attitudes of the local population confirm that this destination is an attractive and prestigious tourism resource, primarily due to its environmental, cultural and historical value,
natural characteristics of architecture and religious structures
on the island itself. They emphasize poor accessibility of parks
and paths, and use of beaches, which due to the pricing policy
remain affordable only to high-paying clientèle.2 As regards
the access to the Aman Sveti Stefan Resort, they note that the
situation has improved this year as entry to the island has
been allowed in two timeslots during the day, with a guide for
2
20
The price of daily rental of beach accessories for two people is 75
euros on the hotel beach in Sveti Stefan and Miločer.
a group of up to 10 people.3 “Demand in tourism takes special
account of the expected benefits and what is actually received
for the price – not just the quantity, primarily the quality of
services. This is a critical success factor for a company in the
tourism market, in particular international market” (Čačić,
2010). Parking fees also apply, which makes it difficult for
the locals to come to the beach by car if they need to. The
access to to the Queen’s Beach is not allowed, and 80% of
respondents object to this as they would like to walk through
the Miločer Park beside the sea outside the bathing season, as
they once did. Moreover, 33% of those surveyed complained
that they could not go to the church on the island. Access is
only possible for services agreed between the hotel and the
Church, most commonly for religious holidays, or weddings,
baptising etc. The answers to questions concerning the number of family members employed in the hotel were rather
unfavourable. Only 12% of those surveyed said that they or
a member of their family was employed in the hotel. The respondents also showed great dissatisfaction (93%) regarding
the attitude of the company towards the activities at the destination. In the absence of managers at the destination, and
of the destination management organisation coordinating the
activities of numerous companies and other participants at
the destination, “in practice it is usual for an active attitude to
be taken by the company towards activities at the destination.
In other words, this is an opportunity for the company to assume the leading role in development of the destination as a
whole” (Čačić, 2010). Lundberg gives the example of Sheraton
Hotel in Colorado that took over the strategic development
of the tourism destination. The town is a well-known ski centre, which was achieving good occupancy rates in the winter
season, but needed to address the issue of the summer season.
The hotel established contacts with the locals, accepting part
of their culture and traditional way of life, and launched a
product under the slogan The Way it Was, organising some
50 traditional activities the local population has been engaged
in for decades, such as rafting, Indian games, cowboy-style
camping, ‘shoot-outs’ in the street, shows of various kinds,
horse riding and more. With the involvement of stakeholders from the value chain (airlines, local agencies and the local
population), the hotel effectively single-handedly developed
business at the destination, without waiting for regional organisations and other coordinators. Occupancy rate in summer months rose from an average of 8% to 58% during the
summer season (Lundberg, 1990).
By analysing the opinions of the local population, we can
conclude that Sveti Stefan is still in the third phase of development as a tourism destination, the mass-tourism phase, which
has the characteristics that “the interests of visitors, companies
and the local community are still not sufficiently harmonised,
and conflicts can arise in their relationships” (Laws,1991).
Those surveyed bemoaned the decline in the image of the destination as a result of the poor accessibility of the Aman Sveti
Stefan Resort, both to visitors and the local population. They
opposed to the idea of the creation of a “ghetto” in the midst
of centuries of tradition and the heritage of the Paštrovići4 region. They expect greater inclusion through employment and
involvement in joint local development, cultural and entertainment projects, and emphasise the need to create parking
space and accompanying infrastructure. The guests of Aman
resort cannot reach the hotel without passing through the village, which itself does not reflect the exclusivity it should have
3
4
Price of entry is 20 EUR per person.
Paštrovići – the traditional name of a Montenegrin coastal tribe
as an integral part of the destination. Car parks, pavements
and other basic elements expected in a modern, developed urban environment are lacking. The guests of Aman, just as any
guest accommodated in the village, will want to take a walk,
see the town, get to know the people and customs and visit the
local restaurants and cafés. Hence, it needs to be developed,
with shared management.
In their responses, the subjects also placed particular emphasis on the lack of involvement of the local authorities in
addressing the issues concerning the town. In local infrastructure plans, items related to construction of a sewage collector
on the Sveti Stefan beach and Lungo Mare promenade were
carried forward from year to year. In order to encourage development of this village, the need for interaction also needs to
be met – the promenade is of vital importance to all tourists,
guests of Aman and others. The promenade would go handin-hand with small traditional restaurants and bars which
could breathe in new life and preserve the local identity and
attract tourists. Manente says that a lack of destination management organisations and the need for them to come in and
coordinate activities between different groups, leads to “suffering as a result of the consequences of conflict between political
objectives and market demand” (Manente & Minghetti, 2009).
Table 1 shows the frequency of responses regarding the
strengths of the tourism destination; Table 2 gives frequencies of responses concerning the weaknesses of the tourism
destination of Sveti Stefan.
Table 1. Frequency of responses concerning the strengths of
tourism destination
Response offered
Based on the responses and information provided by
the author, it can be seen that respondents are least happy
with the attitude of the leaseholder towards the village,
along with the issue of employment of the locals, maintaining infrastructure and the interests and needs of the local
population. They believe that it also damages the reputation
of Sveti Stefan; the general opinion is that before the arrival
of the Aman brand, the previous company Montenegroturist took considerable care to ensure that the needs of the
local population were met, as well as those of the village
itself – developing beaches, maintaining olive groves, lawns
and flowerbeds and preserving tradition by organising traditional events with the opportunity to try local specialities.
In other words, it took on the leadership and management
role, as was the case for Sheraton in Colorado.
5. POTENTIAL PROGRAMMES AND
PARTICIPANTS IN DEVELOPMENT
If Sveti Stefan is considered a highly-rated holiday destination, then luxury hotels and private accommodation providers, together with small, traditional hospitality businesses
and both natural attractions and those that are man-made –
based on centuries-old culture, legends, the Paštrovići Court
and the peace council and the Bankada, after which the island was named the “place of justice” – cultural programmes
based on the four churches on the island, Paštrovići cuisine
and much more, should comprise a single whole, provide a
unified experience and build a shared, recognised image. An
illustration of Sveti Stefan is given in Figure 1.
Frequency
Environment
96
Attractiveness
99
Cultural and historical resources
88
Summer stage events
35
Possibility of entry to Aman Sveti Stefan hotel
49
Restaurants
56
Amusement park for children
79
Table 2. Frequency of responses concerning the weaknesses of
tourism destination
Response offered
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
Frequency
Decline of destination image
86
Poor accessibility of beach
91
Poor accessibility of roads and paths through
Miločer Park
88
Lack of parking space and fees payable
92
Poor employment of the local workforce
99
Lack of involvement of local authorities
95
Attitude of Aman towards activities at the
destination
98
Poor accessibility of religious sites
35
Unauthorised sale of souvenirs in front of
entrance gate
56
Figure 1. Sveti Stefan
Source: http://photo-montenegro.com/
The initiative for development of a new brand image for
the most exclusive resort on the Mediterranean, as it is frequently acclaimed, should be sought amongst the specialists
of Aman Resorts and other brands that may be observed in
this area, to the benefit and satisfaction of both the investor and the local population, which would take the leading
role in these activities. The leading tourism experts have for
years been warning that one of the primary prerequisites for
a destination to be competitive is for tourism development
to be accepted by the locally resident population, to whom
it brings increased quality of life and well-being, preservation of the local identity amidst the trend of globalisation
and permeation of culture, where the overall attraction and
tourism experience must be superior in relation to alternative destinations (Richie & Crouch, 2003; Dwyer et al.,
21
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
2001). The nucleus of a destination management organisation (DMO) must be found in private and public partnership to begin with, even in the most modest form. In this
respect, potential participants in development of Sveti Stefan as a tourism destination need to include:
◆ leaders of existing initiatives (at the state and municipal levels)
◆ leaders of investment programmes (public and private)
◆ programmes open to capital investment
◆ potential participants in development (citizens, associations and cooperatives)
◆ scientific, professional, educational and non-governmental organisations
One category of potential partners in the DMO are
local people interested in becoming involved in the tourism industry, whether by letting rooms or providing other
services. Their involvement will depend on their ability to
organise themselves cooperatively or create associations.
Only if organised in this way, will the locals be able to become partners and take part in all phases of development
processes by participating in the DMO on an equal footing.
Regardless of the level at which a new organisation operates, a DMO must have:
◆ full financial, administrative and political support
from the local authority.
◆ influence on decisions and solutions of the relevant
departments
◆ the authority to initiate change and gain support
◆ the full support of the private sector
◆ competent and professional staff (who for the most
part have yet to be trained)
CONCLUSION
As we continue into the third millennium, the issues
faced by governments and the tourism industry will become
much broader and will be difficult to resolve without some
form of cooperation between the public and the private
sector as complementary participants in tourism product
creation (Đurašević, 2008). All countries in the region have
become aware of the necessity to introduce changes in the
way tourism is managed and organised using a destination
management organisation (DMO). This is the way ahead
for Montenegro too.
Further development in the hotel industry will require
answers to at least the following two questions: what to
build or modernise in order to provide new hotel or auxiliary facilities, and how to organise activities in companies
and destinations and manage development (Čačić, 2008).
The analysis carried out on the example of Sveti Stefan
points to the need for professional and effective development of the value chain at this exclusive location. This
means establishing an institution that would be operationally responsible for the implementation of the Master
Plan for the area. The institution must be professional and
competent, comprising relevant representatives of desti-
22
nation development. The objectives of Aman Resorts and
other “big players” at the destination must coincide with the
wishes and needs of all stakeholders in order to be competitive and ensure prosperity over a sustainable time period.
The story of Sveti Stefan rings true universally. Most
destinations have, or will soon have, a similar situation in
their own backyards. That is why it is necessary to establish
a model that can be applied in such situations. In this specific case, the destination must ensure that it has its own
management through partnership between the key players
at the destination: management, investors, lessors, local authorities, citizen’s associations and NGOs.
REFERENCES
Bornhorst, T., Ritchie, J.R.B., & Sheehan, L. (2009). Determinants of Tourism Success for DMOs & Destinations:
An empirical examination of stakeholders’ perspectives.
Tourism Management, 31 (5), 1-18. doi: 10.1016/j.tourman.2009.06.008.
Buhalis, D. (2000). Marketing the Competitive Destination in
the Future. Tourism Management, 21 (1), 97-116. doi:
10.1016/S0261-5177(99)00095-3.
Čačić, K. (2008). Očekivane tendencije u hotelijerstvu Srbije.
Singidunum Revija, 5 (1), 126-130.
Čačić, K. (2010). Poslovanje hotelskih preduzeća. Beograd: Univerzitet Singidunum.
Dwyer, L., Mistilis, N., Forsyth, P., & Rao, P. (2001). International price competitiveness of Australia‘s MICE industry. International Journal of Tourism Research, 3 (2),
123-139. doi: 10.1002/jtr.292.
Đurašević, S. (2008). Odnos destinacije i klastera. U: J. Popesku (Ed.), Menadžment turističke destinacije (str. 111126). Beograd: Univerzitet Singidunum.
Đurašević, S. (2008). Turistička putovanja-savremeni koncepti
prodaje. Podgorica: CID.
Đurašević, S. (2015). Tourism in Montenegro: A Destination
Management Perspective. Tourism: An International Interdisciplinary Journal, 63 (1), 81-96.
Laws, E. (1991). Tourism Marketing. Cheltenham: Stanley
Thomas.
Lundberg, D.E., Krishnamoorthy, M., & Stavenga, M.H.
(1995). Tourism economics. New York: J. Wiley.
Manente, M., & Minghetti, V. (2009). Organizations and participants in destination management. U: J. Popesku (Ed.),
Tourism destination management. Beograd: Univerzitet
Singidunum.
Poon, A. (1993). Tourism, technology, and competitive strategies. Wallingford: CAB International.
Portal Montenegrina. (2015). Kulturna kapija Crne Gore. Retrieved August 2, 2015 from http://montenegrina.net/
pages/pages1/
Ritchie, J.R.B., & Crouch, G.I. (2003). The competitive destination: A sustainable tourism perspective. Oxon, UK: CABI
Pub.
RTCG. (2015). Prošao Sveti Stefan, ne i Mamula i Kraljičina
plaža. Retrieved August 2, 2015 from http://www.rtcg.
me/vijesti/ekonomija/99366/prosao-sveti-stefan-ne-imamula-i-kraljicina-plaza.html
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-23-28
THE ROLE OF DESTINATION MANAGEMENT COMPANIES (DMC)
IN IMPROVING COMPETITIVENESS OF SERBIA
AS A TOURISM DESTINATION
Vesna Spasić, Danijel Pavlović*
Singidunum University, Faculty of Tourism and Hospitality Management, 32 Danijelova St., Belgrade
Abstract:
Turbulent changes in the tourism value chain, especially in distribution chains of tourism products
and services, have created conditions for intensive activities and have triggered the new role of incoming travel agencies, and led to the emergence of destination management companies (DMC).
This new type of travel agencies (DMC) is oriented towards a wider range of activities within the
destinations and assumes an important role in creating more complex products. The aim of this paper
is to indicate possible positive effects of DMC on tourism destination development, and particularly,
enhanced competitiveness of Serbia as a tourism destination. So far, such contribution of DMCs in
our country can be visible in the area of the so-called MICE tourism (meetings, incentives, conferencing, exhibitions). Owing to the DMC activities, positive effects could be achieved by offering new
tourism products. This paper starts with the evaluation of previous trends related to the activities of
domestic incoming agencies and highlights the necessity for strengthening the role of DMC based
on the collaboration between the private and the public sector.
1. INTRODUCTION
Turbulent changes in the tourism value chain, triggered
by constant innovations and the Internet technology, especially in distribution channels of tourism products, have
created necessary conditions for the new quality role of incoming travel agencies. Fundamental changes are primarily
visible in abandonment of conventional role of ground operators. Traditionally, they operated within the destination
dominantly as intermediaries between service providers at
the destination and tour operators from generating tourism and travel markets, providing simple services such as:
transfers, meet-and-greet at airports, local excursions etc.
The expansion of the Internet and information and communication technologies has encouraged new approach to
generating markets, and created new possibilities for service
providers within the destination. At the same time, tourists emerge more and more as individual travellers who are
organizing their travel independently using different tools
available on the Internet. The individualization of tourist
demand, and tendency towards development of direct sales
channels by different service providers in tourism and travel industry, has threatened the basic intermediary role of
traditional travel agencies and led to the process called the
“Reintermediation phase” (Cheung & Lam, 2009; Spasić,
Pavlović & Stanić, 2015). These tendencies were particularly intensive in the US market at the beginning of the 21st
century, and have also emerged on developed tourism and
travel generating markets of European countries (Great
Britain, Germany) (Beiderman, 2008; Holloway, 2004; Buhalis, 2003).
* [email protected]
Key words:
Destination Management Companies
(DMC),
tourism development,
destination competitiveness,
Serbia.
Along with the process of elimination of travel agencies
as traditional intermediaries, new types of intermediaries
– online agencies (OTA), have emerged. They based activities on the Internet which brought about new possibilities
in communication with consumers and services providers
in the travel and tourism industry. In addition, a new part
of incoming travel agency activities has shown a positive
trend. These are the activities that can be emphasised as part
of the process of strengthening the DMC role.
This research is primarily focused on the Serbian tourism market. The analysis is based on the effects that domestic travel agencies have on attracting foreign tourists
and providing services throughout their stay. Difficulties in
the analysis stem from the fact that there is no extensive
research that provides more accurate data on the structure
of foreign tourist expenditure in Serbia. Also, there are no
precise data on the share of travel agencies in the distribution of different products and services. The initial step
in the analysis is based on the available statistics, obtained
from the Statistical Office of the Republic of Serbia, on foreign tourists who visit Serbia using the services of domestic
travel agencies. Based on the statistical data, we come to the
conclusion about the trends during the period from 2007 to
2013. These data provide only a partial basis for assessing
the role of travel agencies, and in support of that, we shall
highlight several conclusions:
◆ Incoming agencies offer is directed towards all segments of tourists coming to the country (individually
or organized by foreign tour operators, cruise lines,
travel agencies, meeting planners etc.), and includes
a set of different products and services. Accordingly,
23
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
the effects are far greater than it could be assessed
based solely on the role in attracting foreign tourists
and providing them with accommodation services.
◆ The analysis based only on the number of visitors
and the number of overnights stays, does not provide
a reasonable basis for the adoption of appropriate
conclusions. The effects can be analysed only on the
basis of the analysis of foreign tourists’ expenditure
and distribution of complex and innovative products.
For these reasons, the next step in the research was the
analysis of the existing travel agencies offer intended for
foreign tourists. The analysis was conducted on the basis
of the current offers available on the websites of the travel
agencies, that according to YUTA classification belong to
the group of incoming tour operators in Serbia (YUTA).
This group includes 27 travel agencies.
In this paper, we shall attempt to estimate the next phase
in DMC development in Serbia and their orientation to
different segments of leisure travel. We shall also to try to
determine whether there are few isolated examples of real
domestic DMC in Serbia that struggle for the position on
the international tourism market. This is a necessary step
because without quality incoming agencies that assume the
role of DMC, there are no basic conditions for the achievement of significant economic effects of tourism in a country.
2. THE TERM AND ROLE OF DMC
24
A destination management company is a professional
management company specializing in the design and delivery of tours, events, local transportation and other different
activities based on local knowledge and expertise. This type
of company is locally- based and uses local resources to provide products and services and satisfy interests and needs of
individual clients and groups within a specific city, region or
a country. Its local knowledge and experience allows designing products for clients such as: outgoing travel agencies and
tour operators, meeting planners and other event organizers,
as well as for independent travellers at the destination (USAID, 2015, p. 5; ISMP, 2015; ADMEI, 2015).
The term “Destination Management Company” emerged
in the USA as a result of the expanded role of this type of
agencies. Ground operators (incoming or handling agencies) were usually small local enterprises providing basic
services such as, transfers, meet-and-greet at airports, local excursions and different kinds of sport and recreational
activities. In the beginning, DMC started to add numerous
new products and services as local experts and they were primarily oriented towards business travellers (organization of
congresses and other types of meetings, incentive programs,
organization of different business events etc.). The next step
was their orientation towards leisure travellers when they
started to offer complex and specialized products.
Modern DMC are characterized by complex activity,
more sophisticated products and more independent market
approach. Some of them took over the role of incoming tour
operators, specializing in a specific destination and creating products for unknown customers. DMC are developing
appropriate distribution channels by using the advantages
of the Internet communication. Online channels are used
for direct sales to individual customers. On the other hand,
they also make more complex distribution channels based
on the creation of network with tour operators, travel agencies, meeting planners and other companies from generating
markets.
The growing experience of potential tourists in mature
tourism and travel generating markets and their readiness
for organizing holidays based on the principle “do-it-yourself” is an important factor for incentive DMC. Tourists
show a high level of trust towards agencies within the destination that have precise knowledge and information about
the resources and the overall situation within the destination. Also, a stimulating factor for strengthening the role
of DMC in the distribution channels comes from social
networking in destinations with special benefits for service
consumers. On the contemporary tourism market, such effects are particularly present in the field of MICE tourism,
but also in the whole range of leisure programmes.
3. THE ASSESMENT OF BUSINESS TRENDS IN
THE INCOMING AGENCIES IN SERBIA
The development of incoming travel agencies in Serbia
is in the initial stage and positive effects have so far been
achieved in the field of MICE tourism. According to ICCA
2014 Country & City rankings, Serbia assumes the 46th
place among the top 50 destinations worldwide, based on
destinations’ meetings-related performance on a global
scale (SCB, 2015). Data providers for this ranking are hotels, venues, travel agencies, transport companies and other
service providers.
According to the National Tourism Organisation of Serbia, there are 30 travel agencies in Serbia oriented towards
congresses and other forms of MICE tourism, with different
size and market position (TOS). Some of them are organized as DMC and have achieved certain level of success in
promoting and selling their products in the international
market (Spasić, Njeguš & Pavlović, 2014).
In order to attempt to assess the role of domestic incoming agencies, we have used available statistical data. The data
are used for the comparative analysis of trends in foreign
tourist arrivals and overnight stays in Serbia realized by domestic travel agencies for the period from 2007-2013. The
results are shown in Table 1.
Table 1. Foreign tourist arrivals and overnight stays, 2007-2013
Year
Total
arrivals
Total
nights
By domestic travel
agencies arrivals
By domestic travel
agencies nights
2007
696.000
1.476.000
34.034
87.950
2008
646.000
1.399.000
32.487
76.449
2009
646.000
1.469.000
27.726
59.378
2010
682.681
1.452.156
23.794
68.765
2011
764.167
1.643.054
21.648
56.398
2012
809.967
1.796.217
20.139
56.522
2013
921.768
1.988.393
21.449
62.432
Source: Statistical office of the Republic of Serbia, Statistical Yearbook,
2008-2014
During the period from 2007-2013, negative trends are
observed in the number of foreign tourists coming to our
country, organized by domestic travel agencies; During the
observed period, the number of visitors arrivals via agencies decreased by 159%, whereas the number of overnight
stays decreased by 141%. A slight increase was recorded in
the last observed year (2013), when 21.449 foreign visitors
came to Serbia via agencies (+6.5% compared to 2012) and
generated 62.432 overnight stays (+10.4%). Predominantly
negative trends can be observed compared to the results of
the overall number of foreign tourists during the reporting
period: the number of total visitors increased by 32.4% and
the number of overnight stays by 34.7%; That led to a drop
in relative participation of travel agencies in bringing foreign
tourist from 4.9% in the number of visitors and 6% in the
number of overnight stays in 2007, to 2.3% in the number of
visitors and 3.1% in the number of overnight stays in 2013.
The important fact is connecting with the average length of
stay: foreign tourists coming via domestic travel agencies
stay longer (2.9 days) compared to the results in the overall foreign tourism turnover (2.2 days based on the data in
2013).
Changes in the number of arrivals and overnight stays
of foreign tourists are shown in Figure 1.
Figure 1. Foreign tourist arrivals and overnight stays,
2007-2013 – by domestic travel agencies
The aim of qualitative analysis of the group comprising 27 incoming tour operators, the members of YUTA
(National association of travel agencies of Serbia), is the
evaluation of the complexity of products and services that
include Serbia as a tourist destination, as well as the degree
of orientation towards international markets. The analysis
is based on the current products and services available on
the official sites of agencies, bearing in mind the necessity of
websites as an instrument of modern communication with
the global market.
The analysis started from some basic questions.
Do agencies use web sites for promotion and selling purposes? The analysis of websites indicates that the answer
is negative for 2 agencies (they don’t use the possibility of
presentation by web site), while for one another agency,
it could be observed that the web site is in the process of
renovation.
Are the web sites used as an instrument of communication with business partners and individual tourists from
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
foreign markets? The answer is positive in the case of 9 incoming tour operators that also have presentations of their
offer in English (30% of the total number of tour operators
in the particular group). Further analysis indicates that only
3 tour operators (Magelan, Glob Metropoliten Tours and
Eurojet - with 2 brands focused towards incoming tourism: SerbiaIn and Go2Serbia) have presentations in 3 or 4
languages.
The particular group of 9 incoming tour operators, having presentation in English, is the subject to further analysis. Tour operators based in Belgrade (6) dominate in the
group, followed by Novi Sad (2), while one tour operator
has its headquarters in Uzice.
The products of MICE tourism are represented by almost all tour operators from the observed group. In addition, the products of agencies in this group are focused
on leisure market: classic tours (Balkan tours, as well as
tours that include only Serbian destinations), city breaks
and sightseeing tours. The products are given in a form of
guaranteed tours, suggested tours, as well as the possibility
of creating tailor-made products, while a number of tour
operators (3) have special brochures focused on international market, which can be downloaded from the site.
Some incoming tour operators create innovative products, such as special tours, for instance “Rafting on the
Tara river”, “Bird watching”, Roads of rakia and raspberry,
Cruising on Serbian rivers, trips that include a variety of
events – concerts, festivals, sports events etc.
An important question for our study is related to whether there are agencies whose operations have characteristics
of DMC operations. Magellan and Bon Voyage, the agencies
from Novi Sad, declared their operations as the business of
DMC, but complexity of created products and services, as
well as the way of presentation focused on the international
market, led the authors to the conclusion that Glob Metropoliten Tours can be included in this group. Magellan
emphases its leading position as DMC in Serbia that annually provides 3000 foreign tourists in Serbia (Turistički
cvet, 2015).
The research leads to the conclusion that domestic tour
operators that “declare” as incoming, are not focused on
international market, and that, with a few noted examples,
we can state that only initial steps have been taken in positioning of DMC on the leisure market and that we can
expec intensive activities in the future.
4. THE NECESSITY OF STRENGTHENING
THE ROLE OF DMC IN IMPROVING
COMPETITIVENESS OF SERBIA AS A TOURISM
DESTINATION
Without incoming agencies that seriously take the role
of DMC, it is not possible to realize significant economic
effects in the Serbian tourism market, especially, having in
mind the necessity for redirecting tourism flows to relatively unknown destinations in the country. It is well-known
that Belgrade is the leading incoming destination in Serbia
and that the processes of activating other destinations and
involving them in programs for foreign tourists would be
an important task for DMC.
A significant part of potential tourism demand will not
turn into reality without stimulating the role of travel agen-
25
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
cies. In support of this thesis stands the fact that, in global
tourism market, the role of tour operators and travel agencies increased in the case of including new and unknown
destinations in the market, and particularly if there are significant difficulties in connecting the destination with the
most important generating countries. When it comes to
complex package tours, travelling from distant source markets, especially those associated with a high degree of risk,
the role of tour operators and travel agencies is far more
important since higher number of users choose organized
tours as opposed to the number of tourists who opt for individual travel. The breakthrough into the distant markets
such as, for instance, Chinese, is impossible without various
forms of cooperation between tour operators and agencies.
In addition, the trends towards more individualized travel,
reliability, security and guarantee of quality, when they represent the hallmark of tour operators business, can be the
supporting factors for potential tourists in making decisions
about buying travel packages. In the tourism value chain,
DMC occur as an irreplaceable link to the destination, especially in providing a range of services to individual tourists and tourist groups. Their considerable knowledge about
destinations and connections with various participants on
the side of tourism supply, enable them to create and deliver
high-quality products at the lowest cost. Foreign tour operators need quality DMCs that are, on the other hand, reliable partners in servicing tourist groups at the destination.
The distribution of tourism products and services is one
of the crucial factors for successful positioning of destinations in the international market. It is important to establish effective channels connecting the supply and demand.
On the other hand, supply is sometimes trying to eliminate
intermediaries, not realizing their key benefits: better knowledge of travel and tourism generating markets, cover of a
wider potential market, successful market communication
and lower total marketing costs. For enterprises on the side
of tourism supply, a distinct advantage of agencies and tour
operators, as part of distribution channels, is particularly
apparent when the supply is higher than demand. Through
S
POSITIVE
NEGATIVE
• Expert knowledge of available resources in the domestic
market.
• Relatively well-developed DMC operations in the field
of MICE tourism.
• The agency business is dominated by small businesses that do not
have the means for a significant orientation towards foreign markets.
• Lack of qualified staff with good knowledge of foreign markets.
• Lack of interest in local agencies for receptive business.
• Lack of cooperation with representatives of the public sector at the
destination.
• Unwillingness of certain part of tourist offer to cooperate with
DMC.
• Lack of adequate capacity, in terms of volume and quality in some
areas.
• Undeveloped transport infrastructure and the unavailability of certain tourism sites.
• The increasing interest for Serbia as a tourism destination, with the emergance of new markets (China, Turkey).
• The emergance of new market segments and increase in
demand in the field of tourism of special interests .
• The possibility of forming new products (e.g. Wine tours,
adventure trips, bike tours etc.).
• The available natural and built resources inside the country.
• Advantages of modern technology that enable presence
on the global market at low cost.
• Lack of quality destination management at many destinations in
Serbia.
• Lack of professionalism in the work of the public sector in particular
local communities and lack of willingness to cooperate with local
agencies.
• Lack of interest of certain part of tourism offer to cooperate with
DMC.
INTERNAL
EXTERNAL
O
26
its activities, tour operators and travel agencies can make a
positive contribution to the extension of the tourist season
in tourist destinations. Development of correct relationships
is a condition of mutually beneficial and long-term cooperation based on the positive economic effects for both sides.
In the upcoming period, conditions for intensifying the
role of DMC should be created. The role of the DMC in
organization of different activities, especially those connected to the enrichment of the activities for tourists, indicates their importance in contribution to the improvement
of tourist destinations competitiveness, tourist expenditure
and foreign exchange earnings. DMCs activities contribute
to the quality of the products offered in the destination and
also its activities contribute to the destination competitiveness at the international market. These companies can use
their considerable knowledge about destination attractiveness, and detection of unknown destination resources, to
create new products, which can lead to increased consumption. In this way, they attract new market segments and create added value on the destination product. The inclusion
of, so far, insufficiently activated attractiveness into the
tourist product and, particularly, the extension of the tourist season can significantly contribute to better utilization
of already built accommodation capacities in certain destinations. In rural tourism in Serbia, accommodation capacity utilization is only 4% (UNWTO, 2011). Activation
of the available natural and man-made tourist attractions
and better utilization of accommodation capacities would
be a chance for greater employment of rural population and
rural areas development. In such a way, the DMC could
achieve a stimulating role in the overall more balanced regional development of Serbia.
The possibility for product and services delivery to foreign tourists should be seen as part of contemporary tendencies in the Serbian market and potential benefits that
arise for local agencies. In recent years, intensive crisis in
the travel agencies activities in Serbia could be observed,
and therefore, there is a need for new strategies that will
lead to improvement of the competitive position. This is
Figure 2. SWOT analysis of DMC in Serbia
W
T
based on the estimations of the world’s leading analysts who
estimate that future intensification of global competition
with the further expansion of large multinational companies should be expected. Although still at an early stage,
these processes are already present on the Serbian market,
primarily the growing trend of direct booking and purchasing via the Internet. In addition, the leading German
tour operators, TUI and DerTour, have been present on
the Serbian market for several years. In conditions of the
growing global competition in tour operators and travel
agencies business, we should consider that besides global
mega companies, local agencies that are well-familiar with
the market and can specialize in offering a range of attractive products at the destination, will have a significant role
in the future (UHPA, 2011).
Despite the present trend with an emphasis on travel
individualization, numerous studies in Serbia show that the
role of the DMC should not be viewed only in organizing
more attractive stay for tourists, but also in the fact that
its activity can contribute to resolving some of the current
difficulties foreign tourists face at the destination. The fact
is that certain segments of public transport in the country
are almost completely undeveloped and there is no possibility of access to most tourist attractions in the interior of
Serbia using the public transport. Difficulties for domestic
and foreign tourists also appear due to the lack of traffic and
tourist signs. The absence of high-quality and experienced
guides, with the possibility of interpretation in several languages, is one of the deficiencies of Serbia’s tourist offer.
Creation and implementation of new programs that should
include the interior of the country would have great benefits
for tourists, and with the exception of Belgrade and Novi
Sad, Serbia represents an undiscovered destination in the
European and global market. All this indicates that there
are significant opportunities for DMC in the domain of
creation and selection of quality products that can affect
the competitiveness of Serbia as a tourism destination.
In accordance with these observations, Fig. 2 shows the
SWOT analysis of DMCs in Serbia.
The realization of the potentially significant role of DMC
in improving Serbia’s competitiveness as a tourism destination, is possible under the condition that the growing
number of travel agencies focus on creation of new complex
products, for the purpose of discovering new and undeveloped tourist sites, inclusion of the local population and their
products into the programs that offer authentic products
and apply the principles of sustainable tourism development instead of mass tourism products.
5. SUMMARY
By analysing the available programs that were the subject of this research, it can be concluded that there is no
directing of the receptive agencies to two important strategic directions for future development of Serbia, namely the
tourism of special interests and event organization.
The special benefits of DMC can be achieved in products intended for tourists with special interests. Dynamic
changes in modern tourists’ demands, with the appearance
and narrow market niche, can be the basis for specialization and authentic quality products based on the available
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
resources where Serbia has numerous comparative advantages. An abundance of opportunities can be found in offering a wide range of new and authentic products, among
which we can allocate certain products that can already be
observed with the initial positive results, such as wine tours
or bicycle tourism.
Another potentially significant product group are events
that according to the Serbian Tourism Strategy are marked
as the so-called Quick win products. Not taking the opportunity to note the quality of many events that take place in
Serbia, may indicate only the lack of professionalism in the
organization, and the consequences are minimal effects in
attracting domestic and foreign tourists. One of the important activities of modern DMC worldwide refers to a variety
of events, and this professional role exists in Serbia only in
the field of MICE tourism. It is obvious that the professional
role of DMC in the organization of events aimed at tourism
market in Serbia is still pending.
The experience of successful and well-positioned tourist destinations indicates that the quality of complex tourist
products based on authentic values and preserved natural
and built environment, significantly affects the overall attractiveness of a tourist destination. DMC can only be successful as part of an overall quality destination management
based on coordination and joint action of all participants in
the area, especially mutual cooperation of the private and
public sector.
Cooperation of incoming agencies with various participants from the Serbian public sector is still at the initial
phase. Positive examples can be observed for agencies from
the region of Belgrade and Novi Sad (Novi Sad Magellan,
Glob Metropolitan Tours, and others) and those are usually
joint promotional activities at fairs. In general, cooperation
can be described as insufficient and receptive agencies are
often in a competitive relationship with the local tourist organizations. Public sector contribution is essential in generating market research and joint appearance.
Previous experience has shown that for positioning on
the new travel and tourism generating markets, the investments in a period of 2 or more years are necessary until the
first positive economic effects appear. Small agencies, that
dominate the agency sector in Serbia, have neither financial assets nor enough professional staff necessary to lead
long-term programs in order to conquer foreign markets.
The coordination and cooperation of all stakeholders in the
tourism destinations is also very important, because through
product placement, DMC provides a range of other services
at the destination (accommodation, meals, sightseeing tours
and tourist attractions, services in the field of sport and recreation, entertainment, adventure).
The public sector has a particularly responsible role,
whose task is to create conditions for development of private initiatives in the area, and it also represents the basic
mechanism in providing necessary cooperation of all participants in destination management. Continuous efforts
towards improving the quality of services of all participants
in the tourist offer of a destination is also an important task
of the public sector, which is based on different aspects of
employee education in the tourism sector. Recent experiences in some neighbouring countries (Croatia, Macedonia)
have shown that positive effects can be achieved within a
relatively short period of time, owing to the support mechanisms aimed directly at receptive agencies that are primarily
focused on attracting foreign tourists.
27
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
In the upcoming period, DMC can achieve a competitive
advantage when creating new products based on the use of
their own knowledge, considerable knowledge referring to
available resources in the domestic market, but also the use
of new technologies in communication with foreign markets.
REFERENCES
ADMEI-Association of destination management international. (2015). What is a DMC? Retrieved August 30, 2015,
from http://www.adme.org/dmc/what-is-a-dmc.asp
Biederman, P.S. (2008). Travel and Tourism: an industry
primer. Upper Saddle River, NJ: Pearson.
Buhalis, D. (2003). eTourism: Information technology for strategic tourism management. Harlow, England: Financial
Times Prentice Hall.
Holloway, J.C. (2004). Marketing for Tourism, 4th edition.
England: Pearson Education Limited, Essex.
ISMP- International Society of Meeting Planners. (2015).
Destination Management Companies: How They Work.
Retrieved August 30, 2015, from http://www.ismp-assoc.org/documents/Destination_Management_Companies_$10.pdf
Ministarstvo trgovine, turizma i usluga Republike Srbije,
Horwath Consulting Zagreb i Ekonomski fakultet Beograd. (2005). Strategija razvoja turizma Republike Srbije – Prvi fazni izveštaj. Beograd: Ministarstvo trgovine,
turizma i usluga Republike Srbije.
SCB-Serbia Convention Bureau. (2015). Serbia Hits New Record at ICCA Rankings. Retrieved August 29, 2015, from
http://www.scb.travel/serbia-convention-bureau/news/
Serbia-Hits-New-Record-at-ICCA-Rankings.n-1.22.html
Spasić, V., Njeguš, A., & Pavlović, D. (2014). Modern information technologies application in destination management companies, SINTEZA 2014; Impact of Internet on
Business activities in Serbia and Worldwide; E-Business
in tourism and hospitality industry, pp. 772-776, 2014.
DOI: 10.15308/SInteZa-2014-772-776.
Statistical Office of the Republic of Serbia. (2008). Statistical Yearbook of the Republic of Serbia 2008. Retrieved
August 25, 2015, from http://pod2.stat.gov.rs/ObjavljenePublikacije/G2008/pdf/G20082003.pdf
Statistical Office of the Republic of Serbia. (2009). Statistical
Yearbook of the Republic of Serbia 2009. Retrieved August 25, 2015, from http://istmat.info/files/uploads/47438/
statistical_yearbook_of_the_republic_of_serbia_2009.pdf
28
Statistical Office of the Republic of Serbia. (2010). Statistical
Yearbook of the Republic of Serbia 2010. Retrieved August 25, 2015, from http://istmat.info/files/uploads/47439/
statistical_yearbook_of_the_republic_of_serbia_2010.pdf
Statistical Office of the Republic of Serbia. (2011). Statistical Yearbook of the Republic of Serbia 2011. Retrieved
August 25, 2015, from http://www.media.srbija.gov.rs/
medsrp/dokumenti/SGS2011_cyr.pdf
Statistical Office of the Republic of Serbia. (2012). Statistical Yearbook of the Republic of Serbia 2012. Retrieved
August 25, 2015, from http://pod2.stat.gov.rs/ObjavljenePublikacije/G2012/pdf/G20122007.pdf
Statistical Office of the Republic of Serbia. (2013). Statistical
Yearbook of the Republic of Serbia 2013. Retrieved August 25, 2015, from http://webrzs.stat.gov.rs/WebSite/
repository/documents/00/01/17/20/G20132010.pdf
Statistical Office of the Republic of Serbia. (2014). Statistical Yearbook of the Republic of Serbia 2014. Retrieved
August 25, 2015 from http://pod2.stat.gov.rs/ObjavljenePublikacije/God/SGS2014.pdf
Turistički cvet. (2015). Vesti. Retrieved August, 29, 2015,
from www.turistickisvet-hotnews.com
UHPA - Association of Croatian travel agencies. (2011). Taleb Rifai: Turističke agencije budućnosti. Retrieved August, 30, 2015, from http://www.uhpa.hr/clanak/talebrifai-turisticke-agencije-buducnosti-32993
UHPA - Association of Croatian travel agencies. (2013). Destinacijske menadžment kompanije. Retrieved August,
30, 2015, from http://www.uhpa.hr/publikacija/destinacijske-menadzment-kompanije
UNWTO, UN Joint Programme ″Sustainable Tourism for
Rural Deelopment″. (2011). Strategy for Sustainable
Rural Tourism Development in Serbia. In Master Plan
for Sustainable Rural Tourism Development in Serbia.
Madrid: UNWTO. Retrieved October 14, 2012, from
http://www.turizam.merr.gov.rs /images/ stories/ UNWTO/Novi fajlovi 21042011/ VOLUME II STRATEGY for Sustainable Rural Tourism Development in
Serbia_190411.pdf.
USAID. (2015). Destination Management Company Training
Manual for USAID. Retrieved September 5, 2015, from
http://pdf.usaid.gov/pdf_docs/Pnadl944.pdf
YUTA-Serbia National Association of Travel agencies. Retrieved August 30, 2015, from http://www.yuta.rs/en/
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-29-33
CROSS MARKETING IN SWISS TOURISM:
MANUS MANUM LAVAT
Michael J. Kendzia, Cary Steinmann*
ZHAW School of Management and Law, The Department of International Business,
Stadthausstrasse 14, Winterthur, Switzerland
Abstract:
The paper sets out the role of cross-marketing in Swiss tourism. So far, theory and research have
failed to provide the appropriate definition of this phenomenon. By applying a system model of
brand antecedents and consequences, the authors reveal the widespread usage of Switzerland as a
brand. Regarding the two detected images, it seems that the positioning of a brand is inconsistently
applied. On the one hand, there is the modern image of Switzerland, including its openness and
competitiveness within a highly developed environment and commonly known brands, such as Rolex,
UBS, or Nestlé. On the other hand, there exists the fantasy image of Switzerland, including figures,
such as Heidi and William Tell, reflecting a world, to put it mildly, which has nothing in common
with reality. The authors conclude that Switzerland as a brand is positioned rather indistinctively.
Key words:
advertising,
brand,
cross-marketing,
Switzerland.
1. INTRODUCTION
The relationship between marketing and the wealth of
people has always been controversially discussed. Ever since,
different beliefs concerning the nature of advertising have
contributed to this discussion (Shapiro, 1980; Tremblay &
Tremblay, 1995). In this context, the often discussed notion of advertising (Bishop, 1997) or information overload
is nothing new and has received a lot of attention since the
1970s (Jacoby, 1984).
Brands would still exist, even if no money was spent on
advertising by companies. This has a lot to do with the simple function of brands and branding: Brands enable identifying products and services, which have already proven
their usefulness, through distinguished characters, such as
name, color, shape, etc. Thereby, customers’ search costs
can be reduced significantly and purchase decisions might
become more efficient. In contrast, it is also possible that a
satisfied consumer, the so-called satisfier, tends to stick to
the proven product, instead of looking for an alternative,
or maybe better options. Such kind of behaviour, in turn,
would result in inefficiencies (Keller & Lehmann, 2006).
In this paper, the authors deal with cross-marketing in
view of a highly specific brand: Switzerland. In order to do
so, it is important to understand the conditions in which
consumer behaviour and brands are embedded.
* [email protected]
Figure 1. A System Model of Brand Antecedents and Consequences
Source: Keller & Lehmann (2006, p. 753)
29
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
30
velopment of new products (Sing et al., 1997). A possible
Figure 1 indicates the relationship between the decisions
taken by companies and their impact on customers. The
explanation for proliferation of partnerships between firms,
‘Company actions’ symbolize the input made by the comin particular with regard to marketing efforts, might be the
pany, which can be measured quantitatively by marketing
far reaching internationalization process within the business
expenditures or qualitatively by consistency or clarity of the
environment (e.g. Aulakh et al., 1996).
marketing program. This might result in the ‘What customUsing the notion of Williams et al. (1998), this phenomers think and feel about a brand’, described by the ‘Five As’,
enon might be expressed by arguing that these dynamics
touching on areas, such as awareness, associations, attitude,
force companies ‘to cooperate in order to compete, and in
attachment, and activity. Nonetheless, in addition to one’s
some cases, in order to survive.’ As a consequence, firms
own experience gained by the utilization of a product, the
attempt to share risks and resources. Nevertheless, to cut
experiences made and spread by others, e.g. through word
a long story short, Cross Marketing wants to achieve more
of mouth, may also influence the customers’ view of a brand.
for less. Therefore, companies partner in strategic alliances
According to this model, the actual reaction of customers
in order to optimize the Marketing effectiveness. Intertakes place on the market place, ‘What customers do about
estingly, there is no clear and single-minded definition of
a brand’ by e.g. buying or ignoring the brand. And finally,
‘Cross Marketing’ in the contemporary literature. Business
the market capitalization of the company is addressed –
applies, but theory and research do not define (yet) the isdescribed herein as the ‘Financial market impact’. This insue. We recognize general descriptions like ‘strategic and/
cludes the reaction of the financial market in view of the
or operational cooperations of two or more brands’ - what
performance of the company and it represents an essential
is clear is - once again: benefit up, costs down.
parameter, which is closely related to the product market
However, reducing the risks and costs of doing business
(Keller & Lehmann, 2006).
is not the only the advantage of cross-marketing. By cooperIn the following paper, the model is used to analyze the
ating closely in the area of marketing, firms are also enabled
phenomenon of Cross Marketing in Swiss tourism. The topto quickly entry new markets and circumvent potential baric has been chosen against the background of mainly three
factors: Firstly, a widespread use of Switzerland as a brand
riers (Aulakh et al., 1996). To realize cross-marketing is not
has been witnessed in recent years, leaving a large scope for
always that easy, as there is a risk of failure. As mentioned
business-related scientific research on this issue.
earlier, the observed phenomenon of cross-marketing can
Secondly, it seems increasingly questionable to apply
thus be described as a legitimate answer of firms given a
Switzerland as a brand without taking into account the exact
highly dynamic world business environment.
framework conditions, under which the brand is perceived
In Swiss Tourism, the suppliers into tourism (Swiss
worldwide. Thirdly and lastly, a striking yet rarely acknowlInternational Airlines, Swiss Federal Railways SBB CFF,
edged aspect is the development of a brand in conjunction
Zurich Airport, UBS, hotelleriesuisse, Swisscom, American
with Cross Marketing. Closely following a psychoanalytic
Express, Europcar) and from tourism (Chocolate Frey, Apapproach for the treatment of a patient, the authors use the
penzell Beer, Axpo, Switzerland Cheese Marketing, Gastrosubsequent methodology: After a thorough anamnesis and
Suisse, Chambray SA, Ricola, Butcherer) are cooperating on
diagnosis with respect to this relatively new phenomenon,
the platform MySwitzerland.com, representing the official
the paper aims at setting the patient on the right path for
federal marketing organization of Swiss Tourism (ST).
therapy.
This enhances the opportunities to perceive the market
On the one hand, we have an immense surplus of offers
and the brand ‘Switzerland’ and it also enables the opening
and brands in the markets. In Switzerland in 2012, for inof new distribution and communication channels. Marketstance, you may find 40 different car brands with statistical
ing Tools in use are in general Co-Branding, Ingredient
416 models, including different equipment, setups, motoriBranding, Product Bundling, Coupling and Cross Promozations etc. On the other hand, we have an information overtions. The structure of this particular kind of collaboration
flow of over 98% in the western societies. Communication
can be described by our model (see Fig. 1). Yet, ‘company
reaches its limits with up to 1’500 advertising messages per
actions’ must be replaced by a series of companies and
consumer per day. Brands are perceived as interchangeable.
actions affecting ‘What customers think and feel about a
Be that as it may, when everything is the same, the price
brand’. Thus, the ‘Five As’ of our model, describing the
becomes crucial. That’s how the price war can be explained
‘heart and soul’ of a brand, are not influenced by a single
in many industries (Gijsbrechts et al., 2008), as well as the
company or rather marketing department, but by many.
declining profit margins (Baker & Powell, 2005).
Cross Marketing appears to be a
Table 1. Export revenue of main sectors in Switzerland
new ‘magic formula’ when it comes
to Marketing. In general, Cross Mar2008
2009
2010
2011
2012
keting is related to companies, not
being in direct competition, which
1. Chemical industry
71.9
71.8
75.9
74.6
79.0
partner and bundle activities in mar2. Metal and machine industry
74.0
58.1
63.6
64.0
59.4
keting and communication to create more visibility and touch points
3. Watchmaking industry
17.0
13.2
16.2
19.3
21.4
with fewer resources (Spengler et al.,
4. Tourism
15.6
15.4
15.4
15.2
15.0
2010). Moreover, Cross Marketing
activities are considered a helpful
5. Textile industry
4.5
3.7
3.4
3.2
3.1
instrument for a more effective deSource: STF, 2013.
Today, besides the chemical industry, the metal and
machine industry, as well as the watch-making industry,
the tourism sector represents the fourth biggest branch in
terms of the overall export revenue in Switzerland. In principle, the services provided in a restaurant are not tourist.
However, when goods are being consumed by a tourist, they
become touristic. That is, in accordance with data of the
Swiss Federal Statistical Office (SFSO) and the interpretation made by the Swiss Tourism Federation (STF), tourism
is determined by the demand side. In other words, both the
export of goods and the spending of a tourist in Switzerland
have the same influence on the Swiss balance of payments
(STF, 2013, pp. 8-10).
The first remarkable element of Switzerland’s unique
branding is its reference to classical antiquity. Its official
Latin name, Confoederatio Helvetica (i.e. ’Swiss Confederation’, hence its abbreviation CH), which was admittedly
coined as late as 1848, and it defines Switzerland as a federal republic, comprising 26 cantons, with Berne being the
seat of the federal authorities. A country whose name is
associated with the classical period must undoubtedly also
distinguish itself with other elements of classical culture:
a world-class education system, a multicultural and multilingual environment (Switzerland has three main cultures
and four official languages), and a touch of sophistication
(Steinmann, 2012).
As a small and open economy, Switzerland depends heavily on the internationalization of its business and demonstrates regularly and forcefully its adaptation to this process.
That is why the World Economic Forum (WEF) in 2013
confirms Switzerland’s top place among the most competitive economies (WEF, 2013). With a GDP per head of 54.128
USD in 2013 (OECD, 2014), Switzerland benefits to a large
extent from its competitiveness and belongs to the wealthiest economies. According to the human development index
(HDI), an index created by the United Nations, examining
health, education and incomes, Switzerland, with a figure of
0.913 in 2012, ranks among the top ten in the world (UNDP,
2013).
Against this background, another element of Switzerland as a brand constitutes its relationship with its obvious affluence. It is one of the world’s richest countries and
reports the highest wealth-per-adult ratio in the world.
However, Switzerland does not evoke the nouveaux-riche
luxury of Monte Carlo or Dubai. Due to the down-to-earth
mentality of the Swiss people, and to some degree also influence of the Reformation brought to various parts of the
country by Zwingly, Farel, and Calvin, modesty is valued
very highly in Swiss society. As a result, Switzerland stands
for unostentatious wealth and understated luxury. The third
important brand characteristic is identification. The Swiss
have a strong sense of belonging to their country, despite
the fact that they are not a nation with a common ethnicity
or linguistic identity. Yet, the Swiss celebrate their history,
their shared values of federalism and direct democracy, and
the symbolism of the Alps. In accordance with our model
(see Fig. 1) and to gain further insights into the brand ‘Switzerland’, it is necessary to shed light on ‘What customers
think and feel about a brand’. In 2002, one of the authors
of this article conducted a study amongst strategic planners
from over 30 countries, analyzing what is loved or hated
about Switzerland from a global point of view. It did not
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
come as much of a surprise that Switzerland is loved for
representing a cosmopolitan lifestyle, quality, diversity, efficiency, but also effective design, cleanliness everywhere,
organization skills, politeness, and a sense of safety. By contrast, what was perceived as negative about Switzerland was
the impression that it is expensive, cold, and boring and
that its people are too rich, too conservative, and too introverted. If it is true that strong brands tend to polarize, then
these results indicate that Switzerland is a strong brand. An
interesting thing about the findings of this survey is the absence of mountains, cows, cheese, chocolate, and the other
Swiss clichés. Perhaps the interviewees, due to their profession, were more reflective than the average participant. The
results nonetheless underline the fact that Switzerland as
a brand has the ability to project a modern perspective on
the country and people, one that transcends the traditional
Swiss world of ‘Heidi’ (a novel about the life of a young
girl in her grandfather’s care in the Swiss Alps written in
1880 by Swiss author Johanna Spyri). The modern view of
Switzerland as a brand is strongly related to world-famous
companies such as Nestlé, Novartis, Credit Suisse, UBS,
USM, Rolex, Swatch, as well as Omega and all the other
Swiss luxury watch labels (Steinmann, 2012).
It is also most likely the result of the achievements of
some of Switzerland’s distinguished ambassadors in the
fields of art, science, and sports: Herzog & de Meuron, for
example, the architects who built the Bird’s Nest in Beijing
(2008 Olympics) and the Tate Modern Gallery in London,
film producer Arthur Cohn, or Kurt Wüthrich, winner of
the Nobel Prize in Chemistry in 2007. Others include athletes like Roger Federer, the Swiss U17 soccer team, which
won the World Cup in 2009, or the team of the Alinghi, who
successfully defended their title at the 2007 America’s Cup.
Switzerland is a Janus-like brand, looking at two worlds. On
the one hand, there is the modern reality of financial security, an outstanding infrastructure, and very high quality of
life, with the three major Swiss cities of Zurich, Geneva, and
Berne ranking among the world’s top ten according to the
Quality of Living Survey of Mercer Consulting 2011. On the
other hand, there is the Disneyland-like dramatization of a
world full of folklore, clichés, and kitsch that seems to come
straight from a children’s book (Steinmann, 2012).
Such Switzerland can be observed at every tourist destination of the country: Visitors get the impression that the
Swiss are country folk, strong and honorable like William
Tell (who may never have existed) or innocent and helpful like our beloved Heidi. They are shown to live in the
mountains on picturesque farms wearing traditional national costumes, drinking healthy milk, and eating Swiss
cheese. In fact, the Swiss tourism industry supports these
idealized notions by emphasizing Switzerland’s unspoiled
natural beauty, clean air, healthy livestock, and happy people. Sometimes, however, the two worlds collide: Visitors
arriving at Zurich Airport’s Terminal E take the Skymetro,
a subterranean air cushion cableway, to the main building
of the airport. Inside, they can read signposts such as ‘Heidi 30 Sec.’ (indicating the time of the ride), watch a short
movie (e.g., of the Matterhorn), and listen to the sound of
cowbells, mooing cows and bleating goats over the speaker
system. This is an outstanding example of a brand paradox
(Steinmann, 2012).
31
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
2. RESULTS AND DISCUSSION
The Janus-faced appearance of Switzerland entails two
diametrically opposed images, following the common view
of marketing. On the one hand, there is the modern image
of Switzerland, including its openness and competitiveness
within a highly developed environment and commonly
known brands, such as Rolex, UBS, or Nestlé. On the other
hand, there exists the fantasy image of Switzerland, including figures, such as Heidi and William Tell, reflecting a
world, to put it mildly, which has nothing in common with
reality.
In reference to the chosen model (see Fig. 1), ‘What
customers do about a brand’, closely related to the market
reaction concerning a brand, we find that the demand for
Swiss tourism has remained stable and constant over the
past five years (see Tab. 1). When the Reputation Institute
attempted to find out about the most reputable countries
in the world, it asked its interviewees, beside their ‘good
feelings’ regarding the country, whether they admire, trust
and respect the mentioned country. According to this survey, Switzerland became the third highest ranked country
in 2013 (Forbes, 2013). A year before, Switzerland even
topped the Country Brand Index. The study, conducted by
a global brand consultancy named FutureBrand, measures
and ranks global perceptions of the world’s nations (FutureBrand, 2012).
Considering this, it seems that our alleged patient enjoys good health. However, carrying out a sound evaluation in view of the ‘financial market impact’ of the brand
‘Switzerland’ in accordance with our model, remains challenging, as the company ‘Switzerland’ is not traded on the
stock market.
Although many of the companies involved in MySwitzerland.com are listed on the Swiss Market Index (SMI), attempting to find any positive correlation between the brand
‘Switzerland’ and the national stock market index would be
far-fetched. Therefore, the aspect ‘financial market impact’
of our model has not been further considered within our
investigation.
In view of the two detected images of Switzerland as a
brand, it seems that the positioning of the brand is inconsistently applied. Anyway, when one hand washes the other
(in Latin - Manus manum lavat), it is likely that both images
do not compete with each other. Rather, both images are
not mutually exclusive. To conclude, Switzerland as a brand
is positioned somewhere ‘in the middle of the doughnut’,
which means that its image is not very distinct. According
to brand theory, a brand with such ambivalent positioning cannot be successful. However, the case of Switzerland
seems to be an exception to the rule and absolutely unique
(Steinmann, 2012).
3. SUMMARY
32
In this paper, the authors deal with cross-marketing in
view of a highly specific brand: Switzerland. In order to analyze the phenomenon of cross-marketing in Swiss tourism,
a system model of brand antecedents and consequences
is applied. According to this model, the actual reaction of
customers takes place on the market place, by, for instance,
buying or ignoring the brand.
The topic has been chosen owing to three reasons: Firstly, the widespread use of Switzerland as a brand has been
observed in recent years. Secondly, it seems increasingly
questionable to apply Switzerland as a brand without taking
into account the exact framework conditions, under which
the brand is perceived worldwide. Thirdly, a rarely acknowledged aspect is the development of a brand in conjunction
with cross-marketing, as cross-marketing appears to be a
new ‘magic formula’ when it comes to Marketing.
Generally speaking, cross-marketing is related to companies, not being in direct competition, which enter into
partnerships and bundle activities in marketing and communication to create more visibility and touch points with
fewer resources. That is, companies partner in strategic alliances in order to optimize their Marketing effectiveness.
Today, besides the chemical industry, metal and machine
industry, as well as the watch-making industry, the tourism
sector represents the fourth biggest branch in terms of the
overall export revenue in Switzerland.
Switzerland constitutes a rather Janus-like brand, looking at two worlds. On the one hand, there is the modern
reality of financial security, outstanding infrastructure, and
very high quality of life. On the other hand, there is the
dramatization of a world full of folklore, clichés, and kitsch.
However, it is likely that both images do not compete with
each other. Rather, they might not be mutually exclusive.
REFERENCES
Aulakh, P., Kotabe, M., & Sahay, A. (1996). Trust and Performance in Cross-Border Marketing Partnerships: A
Behavioral Approach. Journal of International Business
Studies, 27 (5), 1005-1032.
Baker, H.K., & Powell, G.E. (2005). Understanding Financial
Management: A practical guide. Malden MA: Blackwell
Publishing.
Bishop, N. (1997). Advertising overload. Marketing Magazine, 15 (42), 58-64.
Forbes. (2013). The World`s Most Reputable Countries, 2013.
Retrieved March 15, 2015, from http://www.forbes.com/
sites/susanadams/2013/06/27/the-worlds-most-reputable-countries-2013/
FutureBrand. (2012). Country Brand Index 2012-13. Retrieved March 15, 2015, from http://www.futurebrand.
com/images/uploads/studies/cbi/CBI_2012-Final.pdf
Jacoby, J. (1984). Perspectives on Information Overload.
Journal of Consumer Research, 10 (4), 432-435.
Keller, K.L. & Lehmann, D.R. (2006). Brands and branding:
Research findings and future priorities. Marketing Science, 25 (6), 740-759.
OECD. (2014). OECD StatExtracts. 1. Gross domestic product (GDP): GDP per head, US $, current prices, current
PPPs. Retrieved March 15, 2015, from http://stats.oecd.
org/index.aspx?queryid=558
Shapiro, C. (1980). Advertising and Welfare: Comment. The
Bell Journal of Economics, 11 (2), 749-752.
Song, M., Montoya-Weiss, M.M., & Schmidt, J.B. (1997).
Antecedents and Consequences of Cross-Functional
Cooperation: A Comparison of R&D, Manufacturing,
and Marketing Perspectives. Journal of Product Innovation Management, 14(1), 35-47. doi: 10.1111/15405885.1410035.
Spengler, C., Wirth, W., & Sigrist, R. (2010). 360° Touchpoint
Management - How important is Twitter? Marketing
Review. Retrieved March 15, 2015, from https://www.
accelerom.com/en/wp-content/uploads/2012/10/2010_
Marketing-Review_360-degree-Touchpoint-Management.pdf
Steinmann, C. (2012). Switzerland as a Brand: What signifies
Switzerland as a brand? Swissness: The Magazine of the
School of Management and Law at Zurich University of
Applied Sciences. Retrieved March 15, 2015, from https://
www.zhaw.ch/storage/sml/ueber-uns/zhaw-broschuerecompetence-international.pdf
Swiss Tourism Federation. (2013). Swiss tourism in figures
2012: Structure and industry data. Retrieved March 15,
2015, from http://www.swisstourfed.ch/files/infothek/
Vademecum/2012/STiZ_2012_en.pdf
Tremblay, C. H., & Tremblay, V. J. (1995). Adversiting, Price,
and Welfare: Evidence from the U.S. Brewing Industry.
Southern Economic Journal, 62 (2), 367-381.
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
UNDP-United Nations Development Programme. (2013).
Human Development Report 2013. The Rise of the
South: Human Progress in a Diverse World. New York.
van Heerde, H.J., Gijsbrechts, E., & Pauwels , K. (2008). Winners and losers of a major price war. Journal of Marketing Research, 45 (5), 499-518. doi: 10.1509/jmkr.45.5.499.
WEF-World Economic Forum. (2013). The Global Competitiveness Report 2013-2014. Retrieved March 15, 2015, from
http://www3.weforum.org/docs/WEF_GlobalCompetitivenessReport_2013-14.pdf
Williams, J., Han, S.L., & Qualls, W.J. (1998). A Conceptual
Model and Study of Cross-Cultural Business Relationships. Journal of Business Research, 42 (2), 135-143. doi:
10.1016/S0148-2963(97)00109-4.
33
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-34-38
SAFETY AND SECURITY AS FACTORS OF TOURISM
DESTINATION COMPETITIVENESS
Ninela Kordić*, Radmila Živković, Jelena Stanković, Jelena Gajić
Singidunum University, Belgrade, Serbia
Abstract:
Competitiveness on the global market represents one of the key factors and challenges for tourism
industry and all its activities. The aim of the paper is to highlight the significance of tourism industry
for economic development and employment, as well as to discuss and conclude on the importance of
safety as a factor of competitiveness of the Republic of Serbia as a tourism destination. The analysis
has been carried out in order to gain insight into Serbian competitiveness, in relation to destinations
inside the region of Southern and Western Europe. Also, the time series have been used to present
the specific pillars of tourism destination competitiveness and development of Serbia, especially
safety and security pillars. In this paper, we shall present some of the implications of the current
positioning of Serbia as a tourism destination, based on the use and analysis of the competitiveness
index of the Republic of Serbia.
1. INTRODUCTION
34
According to the database of the United Nations World
Tourism Organization (UNWTO), the tourism industry has
recorded a considerable rise despite the crises and natural
disasters. Globally, international arrivals increased from $25
million in 1950, to $278 million in 1980, and from $527 million in 1995, to $ 1,133 billion in 2014. Also, the incomes
from international tourism industry have increased from
$2 billion in 1950, to $104 billion in 1980, and from $415
billion in 1995, to $1245 billion in 2014 (UNWTO, 2015a;
UNWTO, 2015b). The World Travel and Tourism Council
(WTTC) states that tourism industry provides 277 million
working places, and participates in the global GNP with
9,8% in the year 2014 (WTTC, 2015b).
The competitiveness of the state is the capability of the
country to specialize and implement its resources for the
purpose of increasing its real income and maintaining positive equilibrium of the current account balance, based on a
transparent and effective national macroeconomic policy
and strategies in its different industries.
The World Economic Forum (WEF) in Davos issues annually the reports on the competitiveness of countries, such
as the Global Competitiveness Report starting from 1979.
For tourism and travelling purposes, the Global Travel and
Tourism Report has been issued biennially ever since 2007.
* [email protected]
Key words:
safety and security,
competitiveness,
tourism destination,
index of competitiveness,
the Republic of Serbia.
2. THE CHARACTERISTICS OF SAFETY
AND SECURITY FACTORS
The Travel & Tourism Competitiveness Report (WEF,
2015) offers methodology for measuring tourism competitiveness. The Travel & Tourism Competitiveness Index
(TTCI) represents the measure of factors and policies that
enable sustainable development of travel and tourism sectors that contribute to the overall competitiveness of the
country. The TTCI is published and presented every two
years. In 2015, there were 141 countries participating in
the index calculation and measurement. The global index
includes 4 sub-indexes (favourable production conditions,
travel and tourism policies and incentives, infrastructure,
and natural and cultural resources). Each of these sub-indexes is divided into pillars (14 in total), and each pillar is
divided into indicators (90 in total).
Over the past recent years, (WEF, 2015), the terrorism
has been on the rise, while the world has been facing geopolitical tensions in the Middle East and Ukraine, South
East Asia, fear and threats of global crisis on the travel and
tourism industry such as safe travelling and accommodation for leisure and business travellers etc. So far, the effects
of the mentioned troubling factors and effects have been
treated differently in diverse countries. While some countries faced a significant decrease in inbound tourism, other
countries did not have that problem. In the future, one can
expect that the issue of uncertainty of the travel and tourism
sector will continue.
On one hand, the developed economies are facing low
rates of economic development while developing countries
are facing slow economic development. On the other hand,
the world is in the process of constant globalization. Having
that in mind, the theme of the WEF TTCI report for year
2015 is “Growing through Shocks”. This report represents
the current global context and complexity of the situation,
which has to be solved in order to contribute to future economic development.
The tourism market is sensitive to social or political instability within a destination. Accordingly, significant decline in tourist arrivals occurs during the periods of warfare
or other conflicts.
The negative effects of war on tourism are not necessarily confined to the actual war zone or period of conflict. The
decline in arrivals was, in large part, due to global uncertainty, associated with both the prelude and aftermath of a
particular incident (Weaver & Lawton, 2010).
Deliberate targeting of tourists and tourism facilities
by terrorists represents an increasingly disturbing trend
that resulted in several factors. Among these factors is the
knowledge that disruption of tourist flows can have severe
economic and socio-political repercussions on the countries
where this sector makes a significant contribution to GNP.
Beyond the macro level forces of war, unrest and terrorism, destination viability is affected by the extent to which
tourists perceive a place to offer a high level personal safety
in terms of everyday health and well-being. Dissuasive factors include high crime levels, susceptibility to natural disasters, such as earthquakes and hurricanes, unsafe drinking water and food, and the prevalence of diseases such as
malaria and AIDS. Tourist deaths and injuries associated
with traffic-related and other accidents can also generate
negative market perceptions, prompting some destinations
to pursue strategies to minimize their occurrence.
Tourism is sensitive to crisis caused by economic factors, and crises caused by non-economic factors. Also, tourism has proved the high extent of ability for its recovery,
which resulted in a positive tendency in its development,
accompanied by occasional periods of stagnation caused by
negative environmental factors.
Negative environmental changes have led to changes in
tourism activities in terms of reducing the number or redirecting of the regular travel (Živković, 2014).
Special attention to travellers and tourist safety was
intensified in the 80s, along with the development of the
trend of increased number of dangerous situations tourists were facing. The problem of safety and security became
the problem of tourism institution and the entire country,
since guaranteed safety increases the likelihood of visits to
a particular destination.
Panic and insecurity among tourists, especially in hotel industry, is usually caused by fire. Tourist health can be
seriously jeopardised by poor hygiene and infections (TripAdvisor, 2015). However, ecological catastrophes and epidemic are by far the most dangerous threats to tourists and
tourism development.
Most commonly, travellers experience abrupt and dramatic changes of ambient conditions, which can negatively
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
affect their health and well-being. Travelling also includes
changes in altitude, temperature, and humidity, as well as
being exposed to the bites of dangerous exotic animals and
insects. Negative contact with accidental changes in the environment can be reduced by taking precautions measures
(Popesku, 2008; Becken, 2010).
Environmental security is always seriously jeopardised
by local and regional crisis whose main characteristic is their
abruptness. Those crises usually accompany some global
change or disaster, such as: civil riots and wars, ethnic conflicts, illegal migrations, trafficking, smuggling of narcotics
and weapons (Shelley, 2014). Tourism itself is sensitive to
changes in political and security environment, especially in
terms of war and terrorism risks (Mata-Lima et al., 2013).
2.1. Unfavourable state of environment
and natural disasters
Natural disasters are caused by climate changes, hydro
meteorological and biological activities, which directly influence natural and urban environment (Mata-Lima et al.,
2013). One of the common characteristics of natural disasters is their abruptness, like with earthquakes and landslides. However, contemporary science and modern technologies enable prediction of some of the disasters, their
time, place and intensity.
One can conclude that disasters are pretty complex in
their nature. Thus, the consequences of accidents could be
enormous and disastrous, leading to serious disruptions in
natural and social sphere, followed by human and material
loss, spread of diseases etc.
Natural catastrophes should be approached by complex
prevention, through establishing strong cooperation between science, high technologies and civil education when
dealing with changes and their consequences.
Among numerous aspects of natural disasters, climate
changes are one of the strongest and should be pointed out.
Climate changes exert a strong impact on the operation activities in the tourism industry. One of the conclusions of the
Intergovernmental Panel on Climate Change (IPCC) Fifth
Assessment Report (AR5) 2014 was that climate changes are
unambiguously the result of human activities, especially CO2
emissions into the atmosphere. The fatal emission changes
are clearly visible in all regions worldwide: global warming,
green house effect, etc. (CISL, 2014).
There have been strong attempts towards establishing
connection between positive climate activities, the existing
tourism destinations and sustainable development. Important factors that should be considered and included in the
process include air temperature, wind chill effects, humidity, radiation etc. Also, some other elements, such as wind
speed or snow depth may be important when planning recreational activities, in particular tourism destinations. The
climate parameters can be jointly considered into a single
index, which is used to indicate adequate places for planning and managing specific tourist activities (Becken, 2010)
2.2. Political uneasiness and security situation
According to numerous research tourism connect great
deal of uncertainty and concern with personal physical
unsafety, which is extremely visible during political and
35
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
Data in this report are essential for contributing to risk
management of future terrorist attacks in countries with
low levels of movement.
Key factors which determine tourist exposure to risks
(World Health Organization, 2015) include:
◆ destination
◆ length of visit
◆ purpose of visit
◆ accommodation and hygiene
◆ tourist behaviour.
Traffic accidents have become the most usual cause
of tourist accidents. Traffic accidents and violence impose
significant risk for travellers in many countries, especially
in developing countries, where professional help is usually
poor and not always on disposal.
Accidents and injuries may occur in different places,
such as recreation facilities, swimming pools, scuba and
surfing spots, etc. The most significant risks for tourist
health are drowning, head and spinal injuries. The data
show that at least half a million of deaths are caused by
drowning every year. Also, one of the key causes of death
in tourism is freezing. The possibility of infection is high in
shore water, as a result of large number of pathogen microorganism inhalation due to human and animal factor, and
water pollution effects (World Health Organization, 2009).
Tour operators, tourist agencies, airline and shipping
companies should be responsible for health protection of
their travellers. Health protection and tourist safety should
be the primary interest of the entire tourism and travel
industry. The goal is to reduce and avoid potential issues
while travelling abroad. Thus, highly professional tourist
agencies organize meetings with tourists before trips and
journeys, in order to inform them about the situation at the
destination (World Health Organization, 2009).
2.3. Epidemics, road traffic accidents,
violence and injuries
3. SERBIAN TRAVEL AND TOURISM
COMPETITIVENESS
Every travelling is connected with health risks. Most of
the risk can be avoided or significantly reduced through
proper education of people, health promotion, prevention
of diseases, and environmental protection. These activities
require responsibility of professionals such as tourism and
health workers, as well as tourists themselves.
Health protection and safety risks, especially those connected with tourism companies, are related to business risks
as they come from business processes that are highly labour intensive. Tourism product is complex and comprises
a wide range of service elements. It is being consumed on
the spot, while being produced, and requires interaction not
only between the personnel and natural, physical environment (facilities, equipment etc.), but also with the tourists
who actively participate in creating tourism products. Accordingly, professional, health, and safety risks are being
multiplied, which increases adverse effects on the business
goals and strategies of tourism companies, as well as on employees and tourists themselves (Dimitrov, 2009).
Insufficient health protection can be regulated by poverty perception connected with the tourism destination, as
well as with the incidence of different diseases such as malaria, cholera, AIDS, hepatitis etc., which represent a serious
threat to the health of tourists and their fear connected with
the destination.
Direct contribution of Travel and Tourism sector (T&T)
to Serbia’s GDP was 2.1% in 2014, with the anticipated rise
by 5.2%, from 2015-2025 (2.5% of total GDP). The total
contribution was 6.1%, with long-term forecasts by 7.2%
of total GDP.
In 2014, T&T sector directly supported 35.000 jobs (2.6%
of total employment). In 2014, the total contribution of
Travel &Tourism to employment includes jobs indirectly
supported by the industry and equals 6.4% of total employment (87,500 jobs) (WTTC, 2015b).
According to the WEF available data from 2008, a decline in Serbian ranking is evident according to the related
factors. The decline can be traced to factors such as TT human (5.1 in 2008 - 4.29 in 2014), cultural and natural resources (2.73 and 2.27 in 2008 – 1.61 and 1.90 in 2014) and
TT regulatory framework (4.27 in 2008 and 3.83 in 2014)
(WEF, 2015).
Enabling Environment embraces general assumptions
necessary for the development of activities of the country: 1.
Business Environment, 2. Safety and security, 3. Health and
hygiene, 4. Human resources and labour market, 5. Capability to use information and communication technologies.
Table 2 gives an overview of global and regional index, as
well as the values of five pillars engaged in Business Environment in the tourism sector of the Republic of Serbia and
some countries of Southern and Western Europe.
war crisis. Nowadays, terrorism represents the strongest
threat to physical safety. Most people agree that the world
has changed after the attacks in London, Madrid, and New
York. Terrorist attacks could occur anytime and anywhere.
The Global Terrorism Index shows the direct and indirect influence of terrorist attacks in 162 countries, expressed
through particular indicators. This study is produced by the
Institute for Economics and Peace (IEP), and is considered
the most comprehensive global dataset on terrorist activity.
According to the GTI, over 80 per cent of lives were lost
due to terrorist activity in 2013 in only five countries – Iraq
(10), Afghanistan (9.39), Pakistan (9.37), Nigeria (8.58) and
Syria (8.12)1. In 2014, ranking and score for the countries in
region were the following (Table 1):
Table1. Rang and scores, Global Terrorism Index, 2014
rang
75
86
87
89
105
107
124
country
Macedonia, FYR
Bosnia and Herzegovina
Montenegro
Serbia
Croatia
Albania
Slovenia
GTI
1.45
0.76
0.7
0.58
0.23
0.19
0
Source: Institute for Economics and Peace (IEP)
36
1
GTI ranks and scores (1-10), 2014
Table 2. T & T index and Enabling Environment Pillars, values, 2015
country
Global
rank
Southern
and Western
Europe
rank
Spain
France
Germany
Croatia
Slovenia
Montenegro
Macedonia, FYR
Serbia
Albania
S&W Europe average
1
2
3
33
39
67
82
95
106
1
2
3
19
23
33
34
35
36
Business Environment
4.09
4.52
5.32
3.65
4.03
4.39
4.87
3.38
4.11
4.56
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
Safety and
Security
Health and
Hygiene
Human
Resources
and Labor
Market
ICT Readiness
5.97
5.44
6.06
6.00
6.20
5.69
5.75
5.46
5.34
5.95
6.11
6.52
6.85
6.33
6.05
5.71
5.99
6.04
5.22
6.23
4.87
4.96
5.18
4.41
4.69
4.85
4.47
4.29
4.68
4.87
5.26
5.55
5.51
5.03
5.07
4.42
4.47
4.45
4.07
5.14
Source: Adapted from http://www.weforum.org/issues/travel-and-tourismcompetitiveness/ttci-platform
Security is a key factor which determines tourism sector
competitiveness. There is a great likelihood that tourists are
to refrain from travelling to dangerous countries or regions,
which makes this sector less attractive for development in
these destinations. For the purpose of calculating the security index, the total cost incurred will be taken into consideration, arising from crime, violence and terrorism, as well
as to the extent one can rely on police forces in providing
protection from crime.
Table 3 presents an indicator structure of security index for Serbia for the year 2015. The first three indicators
presented in Table 3 are derived from the World Economic
Forum’s Executive Opinion Survey, and are always expressed on a scale of 1 to 7 (1=the worst score, 7=the best
score). The other two are derived from other relevant international databases, such as the International Air Transport
Association (IATA), the International Union for Conservation of Nature (IUCN), the UN World Tourism Organization (UNWTO), and the World Travel & Tourism Council
(WTTC).
Table 3. Safety and Security value structure, and global rank,
Serbia, 2015
Safety and Security
5.5
59
Business costs of crime and violence†
4.2
86
Reliability of police services†
3.8
89
Business costs of terrorism†
5.5
58
Index of terrorism incidence*
7.0
79
1
30
Indicators
Homicide rate*
Source: T &T Competitiveness Report, 2015
Regarding Safety and Security, together with Health
and Hygiene, Serbian tourism is better positioned compared to other pillars, especially International Openness
Pillar, Infrastructure Pillars and Natural and Cultural Resources Pillars. Nevertheless, according to the WEF T&T
Competitiveness Index 2015, in the Southern and Western
Europe, Serbia assumes second-to-last place.
4. SUMMARY
According to the results of the survey on competitiveness in 2015, and additional quantitative and qualitative
data and analysis, T & T industry continues to grow and
could be considered “shock-proof”. In addition, new trends
are emerging, which provides benefits to the countries capable of using new potentials for development. Growth and
development of T & T sector create potential for development of other countries regardless of their wealth, offering
employment positions at different levels, which is also very
important for Serbia as a tourism destination.
A favourable geographical position and accessible natural and cultural resources contribute to tourism development throughout year and positioning of Serbia as a tourism destination.
According to the World Economic Forum, the downturn in Serbian competitiveness ranking is obvious. The
downturn is apparent in the human resources sector, as
well as in cultural and natural resources sector. Especially,
significant downturn is evident in policy regulations sector,
which can be explained by incompatible access to development strategy in tourism sector accomplished by national
institutions.
In this paper, we have also presented that the Republic
of Serbia, as a tourism destination, still does not use sufficiently all its benefits and potentials, based on the factors
and indicators from the period 2007-2014. Risk perception,
in the context of tourism industry, can be defined as perception of tourist experience in the process of purchasing and
consuming tourism products and services, based on possible dissatisfaction or problems related to it. The concept
comprises different risk categories, among which the most
significant would be financial, physical, psychological, social, political (instability and crisis), health, terrorism, etc. In
order to promote and develop Serbia as a competitive tourism destination, continuous research and analysis has to be
established between risk perception and travel intentions
of tourists and visitors. Identification of safety and security
risks, and their reduction, should contribute to elevating
tourist satisfaction and building of a better image of Serbia
as a tourism destination.
37
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
REFERENCES
Becken, S. (2010). The Importance of Climate and Weather
for Tourism, 2010. Retrieved August 15, 2015 from
http://www.lincoln.ac.nz/PageFiles/6750/WeatherLitReview.pdf
Dimitrov, P. (2009). Measuring Occupational Health and
Safety Risks in Tourism Companies. Ege Academic
Review, 9 (3), 889-902.
European Climate Foundation. (2014). Climate Change:
Implications for Tourism. Retrieved August 15, 2015
from http://europeanclimate.org/climate-change-implications-for-tourism/
Institute for Economics and Peace. (2015). Global Terrorism
Index (GTI). Retrieved August 15, 2015 from http://economicsandpeace.org/research/
Mata-Lima H., Alvino-Borba, A., Pinheiro, A., Mata-Lima,
A., & Almeida, J.A. (2013). Impacts of Natural Disasters
on Environmental and Socio -Economic Systems: What
Makes the Difference? Ambiente & Sociedade , 14 (3),
45-64.
Popesku, J. (2008). Menadžment turističke destinacije. Beograd: Univerzitet Singidunum.
Shelley, L. (2014). Human smuggling and trafficking into Europe: a Comparative Perspective. Washington, DC: Migration Policy Institute.
TripAdvisor. (2015). TripAdvisor. Retrieved August 15, 2015
from http://www.tripadvisor.com.
UNODC. (2010). The Globalization of Crime, A Transnational
Organized Crime Threat Assessment. Retrieved August
15, 2015 from https://www.unodc.org/documents/dataand-analysis/tocta/TOCTA_Report_2010_low_res.pdf
38
UNWTO. (2015a). World Tourism Barometer 2015. Retrieved August 15, 2015 from http://mkt.unwto.org/
barometer
UNWTO. (2015b). Tourism Highlights 2015. Retrieved
August 15, 2015 from http://www.e-unwto.org/doi/
pdf/10.18111/9789284416899
Weaver D., & Lawton L. (2010).Tourism Management. Sydney, Australia: John Wiley & Sons.
WEF. (2009). Travel & Tourism Competitiveness Report
2009. Retrieved August 15, 2015 from http://www3.
weforum.org/docs/WEF_GCR_TravelTourism_Report_2009.pdf
WEF. (2015). Travel and Tourism Competitiveness Report
2015. Retrieved August 15, 2015 from http://reports.
weforum.org/travel-and-tourism-competitivenessreport-2015/
World Health Organization. (2009). Health risks and precautions: general considerations. Retrieved August 15, 2015
from http://www.who.int/ith/ITH2009Chapter1.pdf
World Health Organization. (2015). International travel and
health. Retrieved August 15, 2015 from http://www.
who.int/ith/precautions/travel_related/en/
WTTC. (2015a). Travel and Tourism Economic Impact
2015: Serbia. Retrieved August 15, 2015 from http://
www.wttc.org/-/media/files/reports/economic%20
impact%20research/countries%202015/serbia2015.pdf
WTTC. (2015b). Travel and Tourism Economic Impact. Retrieved August 15, 2015 from http://www.wttc.org/-/
media/files/reports/economic%20impact%20research/
regional%202015/world2015.pdf
Živković, R. (2014). Ponašanje i zaštita potrošača u turizmu.
Beograd: Univerzitet Singidunum.
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-39-42
INNOVATION, BUSINESS SUCCESS
AND LEADERSHIP IN TOURISM
Slavka Drašković*
English School of Business Belgrade, Cara Uroša 17, Belgrade
Abstract:
This paper analyses the relationship between innovation and business success and the role of a leader
in such relationship. The main question addressed herein refers to how can a leader uses innovation
to influence competitiveness and business success in tourism in an increasingly global competitive
environment.
The paper introduces the Scheme of success and applies it to the issue of leadership, innovation and
business success in tourism. Results indicate that a leader’s influence on a company’s success through
innovation is very high and that it is quite different in today’s conditions of global competitiveness
than it used to be. A leader can influence competitive advantage through innovation development
in two basic interconnected ways: being innovative himself/herself i.e., undertaking a pioneering
endeavour; and developing an innovative, learning organization, based on an organizational culture
that supports innovation at all organizational levels. This second approach to leadership influence is
a novelty compared to the time of mass tourism and competition before it became global. Practical
implications for effective leadership in tourism are also addressed and recommendations for further
research are provided.
1. INTRODUCTION
Tourism is one of the fastest growing global market
industries. In order to maintain this growth and keep up
with an increasingly growing global competition, a number of countries have declared innovation to be one of the
key factors for future growth and sustainable competitiveness. Key figures in tourism industry such as Thomas Cook
or Vladimir Raitz, or pioneers in the hotel sector such as
Conrad Hilton and J.W. Marriott, have shown how innovation can lead to a leadership position in the business world.
The Scheme of Success based on the author’s qualitative research of the American leaders’ business success, including
prominent Serbian Americans, shows that a leader has to
be innovative and undertake a pioneering business of some
sort in order to ensure competitive advantage and the top
leadership positions in business (Drašković, 2010). Global
competitiveness has placed even more demands for innovation on leadership. The paper addresses the following questions: what characterizes innovations in tourism and how
can a leader use innovation to influence competitiveness
and business success in tourism in the global competitive
environment. It examines the ways of gaining competitiveness in tourism through development of innovation and
leadership interventions.
The global competition environment presents new challenges to leadership in tourism. The challenge is to always
be innovative and different in order to be competitive.
Therefore, leaders have to assume a pioneering approach.
In fact, innovation-pioneering endeavours are an inevitable
part of every top leadership position. Those endeavours are
* [email protected]
Key words:
innovation,
elements of success,
scheme of success,
tourism competitiveness,
leadership.
generally based on sustainable or disruptive business model
innovation, but hypercompetitive global market places even
more need for transformational business model innovation.
The examination of the connection between leadership, innovation and business success in tourism has led to another
conclusion, that a leader today has an additional new challenge: to develop and support new knowledge development
in an organization - the learning organization - based on
an organizational culture that supports innovation at all
organizational levels.
The paper is structured as follows: Section 1 introduces
the question of innovation in tourism and possible connection between innovation, business success and leadership. It
also highlights the main findings. Section 2 discusses the ways
in which innovation in tourism has been explored and deals
with types of innovation in tourism. Afterwards, it explores
the environment in which tourism organizations operate,
and introduces the Scheme of Success based on the author’s
qualitative research showing that an innovation-pioneering
endeavour is an inevitable part of every top leadership position. Examples of pioneers in the tourism industry are presented, as well as research results. In Section 3, concluding
remarks are given together with practical implications of the
conclusions for effective leadership in tourism and recommendations for future research.
2. RESULTS AND DISCUSSION
The research field dealing with innovation in tourism is
relatively new. Studies conducted on innovation in tourism
reveal a lack of innovation and slow change in innovation
39
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
40
behaviour in tourism (Weiermair, 2006; Myer, 2009; Kvam
& Straete, 2010). Some researchers claim that innovation in
tourism is very low and that the tourism industry primarily
adjusts to changes, copies innovation in other fields and is
very little innovative itself (Myer, 2009; Kvam & Straete,
2010). Research on innovation, and types of innovation in
tourism, has been done mostly based on Schumpeter’s work
and adapted to the services sector. One of the researches
was done by Hjalager who defined five types of innovation
in tourism: product innovation; process innovation; management innovation; logistics innovations; institutional innovation (Kvam & Straete, 2010). Hjalager’s typology of innovation in tourism is commonly used and is itself the basis
for other typologies on innovation in tourism. For example,
typology developed by Mayer, in addition to Hjalager’s five
types differentiates 14 more types of innovation in tourism,
in total 19 types of innovation in tourism (Mayer, 2009).
On the other side, many of the business model innovation
have been developed based on the work done by Clayton
Christensen who identifies 3 types of competitive innovations: Sustaining Innovation – when the service providers
make innovations to meet costumers’ demands and in order
to remain competitive in the existing market; Disruptive Innovation – when an existing competitive market is entered
with the new business model that offers transformation of
an existing product or service in a way to be much cheaper
and/or easier to use; and Transformational Innovation creating a totally new product or service that customers do
not know about and there is no demand for it as nothing
similar existed before (Christansen, 2012). In tourism industry research, Christensen’s work has been used by Crotts
and Gupta as a base for discussing prospects for developing
business model innovation that can increase competitiveness in tourism. Crotts and Gupta give, as an example of a
disruptive innovation in industry of tourism and hospitality, the launch of the Holiday Inn hotel chain in early 60’s,
as it offered products/services that are far more affordable
and simple for a larger population to use, than offered by
the existing models at the time (Christensen, 2012; Crotts &
Gupta, 2013). They concluded that although Christensen’s
work can give an important framework for research in competitiveness and innovation business models in tourism, it
cannot be applied and adopted as it is (Crotts & Gupta,
2013). However, Crotts and Gupta have opened the subject,
and the issue of innovating business models in tourism has
yet to be developed and researched.
Organizations operating in the area of tourism face an
increasingly dynamic and competitive environment. It is
characterized by constant and rapid change. Information
and knowledge have become the key resources (Yakl, 2010;
Blanco, 2011). Global competition is basically different than
traditional competition – it is called „hypercompetition“. It
is radically increased competition where positioning is based
not only on price–quality ratio, but on creation of new knowhow and on the “first mover” product/service provider. That
means that there is still demand for the best price–quality ratio, but it is not enough. There is another key factor: creating new know-how – the advantage of the “first
mover” (Lieberman & Montgomery, 1988). An economy
is essentially based on innovations – on new knowledge
development and implementation. In all industries, competitiveness increasingly depends on the way people collect,
organize and commercialize their know-how (Yukl, 2010;
Radun, 2010; Drašković, 2011). Not only that organisations
have to predict future trends and act accordingly, but to
go ahead of the changes, to create changes. In order to be
competitive, companies have to be different rather than better than the competition. The key words are innovation and
difference. Therefore, there is a need for continuing education of human resources and for developing organizations
and people to be innovative and adaptive (D’Aveni, 1995;
Yakl, 2010). Accordingly, knowledge-based society and the
impetus of the “first mover” have increased the need for
innovation in the tourism industry.
According to the UNWTO, two tourism areas have
undergone major changes: The first area is the marketing
of tourism destinations, products and services, because of
different online marketing channels such as internet marketing, social network marketing, search engine marketing,
mobile and location-based marketing, etc. The second area
in tourism where major changes have occurred is the infrastructure of the organization in a way that allows greater
flexibility and readiness to respond to customer requirements (Sakulsureeyadej, 2011). Both of the mentioned areas of change in tourism relate mostly to development of
sustainable and/or disruptive business models innovation
(Crotts & Gupta, 2013). However, the hypercompetitive
global market places a need not only for sustainable and
disruptive business model innovation, but even more for
transformational innovation. Leadership in the tourism industry should look up to information technology industry
where transformational innovation business model is used
from IT beginnings. Some of the basic inventions in the IT
industry as we know it are based on transformational innovation, including the Internet (that we did not know about
or have demand for before it appeared), lap tops, USB devices, or iPhones, iPads, etc. So, in addition to the idea that
there is a need for being innovative and meeting demands
and consumers’ new needs in tourism (Sakulsureeyadej,
2011), there is an idea behind transformational innovation
that consumers are buying as “there is a job to be done”
(Crotts & Gupta, 2013) - so if there is a solution in some totally new, so far unknown product/service, they will take it.
Terms “innovation” and “technological change” have
become an inevitable part of global tourism vocabulary
(Blancoj, 2011), but, there is still lack of innovation and
slow changes in innovation behaviour in tourism (Weiermair, 2006; Myer, 2009; Kvam & Straete, 2010). It is up to
leadership in the tourism industry to create change, move
changes ahead, and introduce innovative business models
in tourism. The research on the business success of more
than 50 leading American and Serbian American business
leaders found the following elements of their success: 1)
Innovation - Pioneering endeavours and novelties that the
leader introduced; 2) Crisis and risk - overcoming critical situations in which the leader found himself/herself; 3)
Hard work, long- working hours; 4) Help from other people
and institutions; 5) Personality traits that led to success; and
6) Maximizing opportunity, taking advantage of favourable
circumstances (Drašković, 2010). The scheme provided below supports the above-stated.
Not until all six elements are combined together can
higher level change occur – the change that can bring a
competitive advantage. Innovation/Pioneering undertaking
is the first of the six common elements of the US business
leaders’ success stories. Every one of them was an innovator
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
Fig.1: Success Scheme
Source: Drašković (2010)
and a pioneer in their fields of business (Drašković, 2010). It
is the same in tourism where innovation laid the foundation
for the modern age hospitality and tourism industry. There
are several people that should be taken into consideration.
Firstly, Thomas Cook who was an inventor and pioneer of
commercialized mass tourism as he organized the first excursions ever, the first organized tours; Secondly, Vladimir
Raitz, who pioneered the first mass package holidays abroad
with charter flights; and Ellsworth Statler who led the hotel
industry into the modern age with his innovations in hotel
engineering and design with the first private bath etc. Many
have followed their example including the current pioneers
of web-based disintermediation, new tourism intermediaries, tourism marketing through social media etc. However,
there is an important difference between the pioneering
endeavours in the 20th century businesses and in today’s
global business environment, because today the impetus of
innovation has not been required just at the top management level. Innovation culture today means innovation
diffusion and knowledge transfer/ dissemination through
organizations at all levels (Yakl, 2010). There is a need to
have people at every level who are oriented towards learning and continuous improvement. The leadership in tourism should assume the key roles in nurturing innovative
behaviour, flexibility and culture of constant learning and
change in organizations. Learning organization is the term
for the organizations that learn rapidly and use knowledge
to develop people and become more effective through innovation and new knowledge (Chawla, 1995; Sengi, 2003).
Consequently, competitive advantage in tourism through
innovation can be achieved through changes in organizational culture in tourism organizations. Therefore, there is
a need for leadership to develop flexible infrastructure in
order not only to be able to respond to travellers’ expectations of new and personalized products and services, but
even more importantly, to develop business models, products and services, or the way of advertising them, which are
not yet in demand in modern tourism.
There are organisations in tourism
that have already developed the innovative and knowledge-based organisational culture. The Association for Talent
Development has made a yearly list of
learning organisations and the „2014’s
Very BEST Learning Organizations“list.
They include 42 companies of which
two are the companies in the tourism
and hospitality sectors: MGM Resorts
International and Hilton Worldwide
(ATD 2014). There are also some studies on learning organisations in tourism and the hospitality industry like
the one discussing weaknesses in the
„adventure of becoming a learning organization“ (Bayraktaroglu & Kutanis,
2003) or the one researching if learning
organization concept can be applied in
the context of tourism destination management (Schianetz, Kavanagh & Lockington, 2007). They both concluded that
although organizational learning may
be an important factor in building an
organization’s competitiveness, it cannot guarantee success in today’s fiercely competitive markets
and they suggested that this approach should be further utilized and explored (Bayraktaroglu & Kutanis, 2003; Schianetz, Kavanagh & Lockington, 2007). All this suggests that
research on the subject of learning organisations in tourism
has just commenced, and that the subject of leadership roles
in that context is yet to be considered.
3. SUMMARY
The competitive environment encourages companies to
quickly and efficiently innovate products or services. Although traditionally innovation is more related to products,
there is no doubt that its popularity is growing significantly
in the services sector.
Innovation is found to be one of the key elements of
business success in tourism at the individual level concerning the big leadership figures in tourism industry, but also
as part of today’s “learning organizations” in tourism. Even
though innovation has always been important for leadership and business success (Drašković, 2010, 2011), innovation has spread to lower levels of the organization in the
modern global economy.
Practical consequences for leadership/management
in tourism are that they are forced to intervene through
development of innovative, adaptive, flexible learning organization and to develop business models that would give
an advantage to a “first mover”. The concept of a learning
organization is connected to the culture that involves experimenting, risk taking and the right to make mistakes.
Leaders/managers in tourism should be encouraged to
experiment on a small-scale and test new ideas. That creates opportunity to try new ideas without the risk of major
change of programs/models/services and products in tourism. Guidelines for increasing learning and innovation listed
by Yakl (2010) can be useful if adapted for competitiveness
in tourism and applied by the country and economy leaders,
41
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
as well as leaders in tourism organizations. The Guidelines
include as follows: Encourage appreciation for flexibility and
innovation; Set innovation goals; Encourage and facilitate
learning by individuals and teams; Help people to improve
their mental models; Leverage learning from surprises and
failures; Encourage and facilitate sharing of knowledge and
ideas; and Reward entrepreneurial behaviour (Yukl, 2010,
pp. 324-326).
Further research in the field of innovation and business success in tourism should include the role of a leader
and focus more on innovation business models in tourism.
The other field that is opened for researchers is the field of
advantages and disadvantages of developing learning organisations in tourism, and leadership and managerial role
in such context.
REFERENCES
ATD. (2014). 2014’s Very BEST Learning Organizations . Alexandia, USA: ATD Publiuctions. Retrieved September
02, 2015, from https://www.td.org/Publications/Magazines/TD/TD-Archive/2014/10/BEST-Intro
Bayraktaroglu, S., & Kutanis, R. O. (2003). Transforming
hotels into learning organisations: a new strategy for
going global. Tourism Management, 24 (2), 149–154.
doi:10.1016/S0261-5177(02)00061-4.
Blanco, J. (2011). Understanding and managing innovation
and technological change: a major opportunity for tourism organizations. In World Tourism Organization (Ed.)
Technology in Tourism (pp. 5-6). Retrieved September
02, 2015, from http://dtxtq4w60xqpw.cloudfront.net/
sites/all/files/pdf/unwtodigitalresources_volume1_techtourism_eng_0.pdf
Christensen, C. (1997). The Innovators dilemma: When
new technologies cause great firms to fail. Boston, MA:
Harvard Business School Press. Retrieved September
02, 2015, from http://jhqedu.com:1042/upload/books/
Book1010/20140311115729871.pdf
Chawia S, & Renesch, J. (1995). Learning Organizations:
Developing Cultures for Tomorrow’s Workplace. New
York: Productivity press.
Crotts, J.C., & Gupta, S. K. (2013). Innovation and Competitiveness: What we can learn from Clayton Christensen.
In J. Crotts, S. K. Gupta, and S. C. Bagri (Ed.) Innovation and competitiveness in hospitality and tourism (pp.
1-11). New Dehli, India: Kaniska Publishers.
D’Aveni, R. A. (1995). Coping with hypercompetition: Utilizing the new 7S’s framework. Academy of Management
Executive, 9 (3), 46.
Drašković, S. (2011). Učenje na daljinu kao deo nove paradigme razvoja privrede i društva. In A. Vraneš, Lj.
Marković (Ed.), Digitalizacija kulturne i naučne baštine,
univerzitetski repozitorijumi i učenje na daljinu. Beograd: Univerzitet u Beogradu, Filološki fakultet. (In
Serbian).
Drašković, S. (2012). Priče o uspehu i nacionalne kulture: Srbija i Amerika. Glasnik Etnografskog Instituta SANU, 60
(2), 43. (In Serbian).
Horth, D., & Palus, C.J. (2003). Navigating complex challenges: creative competencies for contemporary leadership.
De Montfort Business Mastery Series 2 (1), 12-18.
42
Horth, D., & Buchner, D. (2014). Innovation Leadership: How
to use innovation to lead effectively, work collaboratively,
and drive results. Seattle, Washington: Center for Creative Leadership.
Kvam G.T., & Straete, E.P. (2010). Innovation and Diffusion
- Different Roles in Developing Nature-Based Tourism.
The Open Social Science Journal, 3, 30-40. Retrieved August 08, 2015, from http://www.bentham-open.com/
contents/pdf/TOSSCIJ/TOSSCIJ-3-30.pdf
Lieberman, M., & Montgomery, D. (1988). First-Mover Advantages. Strategic Management Journal, 9, 41-58. Retrieved August 08, 2015, from http://www.anderson.
ucla.edu/faculty/marvin.lieberman/publications/FMA1SMJ1988.pdf
Mayer, M. (2009). Innovation as a Success Factor in Tourism:
Empirical Evidence from
Western Austrian Cable-Car Companies. Erdkunde, 63 (2),
123-139.
Mejo, E., & Noria, N. (2005). Njihovo vreme: najveći lideri
biznisa dvadesetog veka. Novi Sad: Adižes.
Nordin, S. (2003). Tourism Clastering and Innovation. Ostersund Sweden: ETOUR European Tourism research
Institute. Retrieved August 08, 2015, from http://www.
diva-portal.org/smash/get/diva2:352389/FULLTEXT01.
pdf
OECD. (2010). Tourism Trends and Policies. Paris: OECD
Publishing.
Popesku, J. (2015). Innovations, smart specialisation and regionalisation: Key approaches for strengthening competitiveness in tourism. Book of Proceedings: International Scientific Conference of IT and Business - Related
Research Synthesis, Belgrade 16-17, April 2015 (pp. 513515). doi: 10.15308/Synthesis-2015-513-515.
Radun, V. (2010). Izazovi konkurentnosti u ekonomiji znanja.
Novi Sad: Viša škola za poslovne sekretare i menadžment.
Sakulsureeyadej, A. (2011). How technology is changing
global tourism. In World Tourism Organization (Ed.)
Technology in Tourism (pp. 9-11). Retrieved September 02, 2015, from http://dtxtq4w60xqpw.cloudfront.
net/sites/all/files/pdf/unwtodigitalresources_volume1_
techtourism_eng_0.pdf
Schaintz, K, Kavanagh, L., & Lockington, D. (2007). The
Learning Tourism Destination: The potential of a learning organization approach for improving the sustainability of tourism destinations. Tourism Management,
28 (6), 1485–1496. doi: 10.1016/j.tourman.2007.01.012
Sengi, P. (2003). Peta disciplina: umeće i praksa organizacije
koja uči. Novi Sad: Adižes.
Živković R., Gajić J., & Brdar I. (2012). Turisti kao pokretači
inovacija u turizmu, VII Međunarodni skup „Mediteranski dani“, Trebinje (str. 260-267). (In Serbian).
Weiermair, K. (2006). Product Improvement or Innovation:
What is the Key to Success in Tourism. OECD Publishing. Retrieved August 08, 2015, from http://www.oecd.
org/cfe/tourism/34267947.pdf
Yukl, G. (2010). Leadership in Organizations. Global Edition:
Pearson.
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-43-46
POZITIVNI EFEKTI
PROCESA GLOBALIZACIJE NA TURIZAM
Ivana Brdar*, Vladimir Džamić, Tijana Radojević, Jelena Đorđević Boljanović, Gordana Dobrijević
Univerzitet Singidunum, Danijelova 32, Beograd, Srbija
Apstrakt:
U radu autori analiziraju pozitivne uticaje globalizacije kao sveobuhvatnog društvenog procesa
na turizam kao privrednu granu. Posebno su naglašeni nivoi globalizacije u turizmu, kao i ključne
sociokulturne, ekonomske, tehnološke i društveno-političke karakteristike globalizacije u turizmu.
Autori u svom istraživanju ukazuju na pozitivnu korelaciju između pojedinih dimenzija globalizacije
sa povećanim migratornim kretanjima stanovništva u svrhu turizma. Takođe, analizira se značaj
slobode kretanja ljudi u kontekstu evropskih integracija , kao i uticaja koje povećano kretanje turista
ima na BDP države.
1. UVOD
Proces globalizacije jedna je od ključnih determinanti
savremenih međunarodnih ekonomskih odnosa. Globalizacija, koja se danas nalazi u takozvanoj trećoj velikoj eri,
utiče na živote ljudi svojom ekološkom, vojnom, ekonomskom i sociopolitičkom dimenzijom. Takođe, globalizacije
unutar svake od ovih dimenzija proizvodi značajne posledice na mezo i mikronivoima. Zahvaljujući redefinisanju
osnovnih tradicionalnih postulata na kojima počiva država,
nacionalne granice postale su propustljivije, državni suverenitet (politički i ekonomski) značajno drugačiji, a sloboda
kretanja robe, usluga, kapitala i ljudi – temelj takozvanog
novog svetskog poretka i liberalnog kapitalizma.
Kako globalizaciju karakteriše velika mobilnost kapitala,
ljudi, ideja i informacija na svetskom nivou, turizam i grane
privrede koje ga prate nisu nikako mogle da ostanu imune
na ovakva kretanja. Turizam predstavlja jednu od najvažnijih privrednih aktivnosti jer uključuje kretanja robe i usluga i ljudi, što zapravo predstavlja jedan od najvećih uticaja
globalizacije. Youell (1998) navodi da je geografsko pove* [email protected]
Ključne reči:
nivoi globalizacije,
slobodno kretanje ljudi,
ekonomska globalizacija,
evropske integracije,
turizam.
zivanje destinacija širom sveta postalo je jedno od glavnih
faktora internacionalizacije turizma, kao i stvaranja većih
globalnih tokova turista, dok su Shaw & Williams (2002)
dodali da je turizam, na mnogo načina, jedan od najmoćnijih primera globalizacije s obzirom da je njegov geografski
obuhvat danas veći nego ikad, uzimajući u obzir da se poslovne interakcije odvijaju na sve većim udaljenostima i u
sve širim krugovima.
2. GLOBALIZACIJA I TURIZAM
Iako se pojam globalizacije smatra prikladnijim za oblast
trgovine i industrije, neminovan je njen uticaj i na druge
privredne grane, između ostalog i na turizam. Đurašević
(2008) razlikuje posredno i neposredno delovanje globalizacije na turizam. Posredno delovanje se ostvaruje kretanjima
u ekonomiji, infrastrukturnoj povezanosti i drugim oblastima društva, dok se neposredno delovanje globalizacije na
turizam ogleda kroz realizaciju samih turističkih globalnih
kretanja. Hjalager (2007) navodi da se globalizacija u turizmu može izraziti u nivoima, što je prikazano u tabeli 1.
43
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
Tabela 1. Nivoi globalizacije u turizmu
Odlike
Naziv
nivoa
Logički
Manifestacija
u turizmu
Visoki profil
globalizacije
Nizak profil globalizacije
Misionari
na tržištu
Prekogranične
integracije
Fragmetacija
lanca vrednosti
Pristup novim
profitabilnim tržištima
sa postojećim
proizvodima.
Korišćenje tržišnog
pristupa i profilisanje
brenda stranom tržištu.
Stvaranje profitabilnosti u
uslugama i pristupačnost
posebnim materijalnim i
nematerijalnim resursima.
Dodavanje vrednosti
integracijom
ekonomske logike u
druge sektore.
Turistički odbor
za predstavljanje i
operacije na tržištu.
Transnacionalne
integracije kroz
poslovne investicije i
merdžovanje.
Podela lanaca vrednosti.
Razvoj, produkcija i
marketing znanja.
Međunarodna
marketing saradnja
sa regionalnim/
nacionalnim turističkim
preduzećima.
Uvoz i izvoz poslovnih
koncepcija kroz franšize
i licenciranje.
Fleksibilni ljudski
resursi i unapređenje
međunarodnog tržišta
rada.
Prelaženje u nove
lance vrednosti
Prodaja tržišne pozicije
i ekstenzija brenda.
Turizam u produkciji
globalnih medija.
Tržišno širenje većih
turističkih preduzeća.
44
Prema Peric (2005) globalizacija u turizmu ima određene karakteristike koje se mogu podeliti u nekoliko grupa
i to su:
1. Ekonomija
◆ Horizontalne i vertikalne integracije turističkih
preduzeća;
◆ Strana ulaganja;
◆ Globalni turistički menadžment;
◆ Globalna konkurencija.
2. Tehnologija
◆ Globalni sistem za rezervacije;
◆ Standardizovana tehnologija u transportnim sistemima.
3. Kultura
◆ Svetski turista: uniformno ponašanje putnika;
◆ Stvaranje „svetskog turističkog sela“.
4. Ekologija
◆ Turizam kao „sindrom ekoloških problema“;
◆ Klimatske promene i njihov efekat na destinacije.
5. Politika
◆ Povišena značajnost međunarodnih turističkih
organizacija;
◆ Neophodnost svetske koordinacije i regulacije
protoka turista i dr.
Globalizacija je donela brojne koristi turizmu i doprinela je njegovom razvoju i bržem širenju. Kako globalizacija
utiče na „ukidanje granica“ između država, povećava se broj
ljudi koji se uključuju u turistička putovanja i sve destinacije
na svetu danas postaju pristupačne. Prema Shaw & Williams
(2002), proces globalizacije je značajno napredovao kroz
tehnološka dostignuća u oblasti transporta i komunikacija,
posebno interneta, kompjuterskih rezervacionih i globalnih
distributivnih sistema i e-trgovine. Buhalis & Law (2008)
analiziraju uticaj savremene tehnologije iz tri aspekta: tehnološke inovacije uopšteno, njihov novih tehnologija na turističku tražnju, kao i njihov uticaj na poslovanje turističkih
preduzeća. Navedeno potvrđuje i Page (1999), koji navodi
da su informacione tehnologije doprinele pravoj revoluciji
u organizaciji i upravljanju turističkim preduzećima, što je
omogućilo fleksibilnije i efikasnije poslovanje.
Kako globаlizаcijа doprinosi porаstu trgovine, kаpitаlа
i ljudskih tokovа i generiše rаst – ona na taj način omogućava otvaranje novih rаdnih mestа u privredаmа širom sveta. Takođe, ona je povećаlа rаzvoj i nаpredаk turizmа kroz
podsticаnje ulаgаnjа u turističku infrаstrukturu, posebno u
nerаzvijenim regionimа, čime utiče i na poboljšаnje njihove
pozicije nа međunаrodnom tržištu. Spasić (2012) ističe da
se može očekivati i intenzivnije povezivanje među turističkim preduzećima kako bi se obezbedio rast preduzeća, i to
najčešće korišćenjem franšiznog sistema, ugovora o menadžmentu, akvizicija, merdžovanja i sl. Dakle, turizаm je imаo
koristi od globаlizаcije sledeći globаlne principe društvenoekonomskog, ekološkog i kulturno-održivog razvoja, što
doprinosi poboljšаnju svetа kаo mesta u kojem se živi i rаdi
(Reisinger, 2009). Globalizacija turističke privrede dovela je i
do fragmentacije turističkog proizvodnog sistema (Novak et
al., 2010) i transnacionalizacije vlasničkog sistema (Cohen,
2012). Reid (2003) smatra da je, iako mnogi autori navode
da izloženost uticajima poslovanja velikih transnacionalnih
sistema može da bude „nezdrava“ za turističku industriju,
taj uticaj neminovan. Iz tog razloga, turizam se tradicionalno posmatra uglavnom iz ekonomske perspektive i glavni
nosioci razvoja turizma u svetu su kompanije koje posluju
na globalnom turističkom tržištu.
Globalizacija ima i negativan uticaj na turizam. Sa gubitkom granica, širi se tržište što direktno utiče na povećanje
konkurencije. Internacionalizacija poslovanja doprinela je
smanjenju broja nacionalnih kompanija. Kulturne promene
koje nastaju na globalnom tržištu dovele su do stvaranja globalne, homogene kulture, koja ima izrazito negativan uticaj
na lokalne kulture, koje su veoma značajne za atraktivnost
destinacija. Takođe, potrebno je pomenuti i povećano korišćenje tehnologije u procesu komuniciranja, kao i jezičke
i kulturne barijere. Kako globalizacija utiče na „ukidanje
granica“ između država, u turizmu se zapošljavaju ljudi iz
različitih zemalja. Nepoznavanje jezika i različitih kultura
često može dovesti do otežane komunikacije sa turistima
(Reisinger, 2009). Kao što je već pomenuto, današnji turista
je iskusan i osposobljen da koristi nove informacione tehnologije, što direktno ugrožava turoperatore i posrednike
u prodaji.
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
Kao što se uočava u tabeli, koeficijent korelacije (R)
iznosi 0.674 što označava povezanost i zavisnost između
prihoda i BDP-a per capita.
Tabela 4. Rezultati regresione analize
Koeficijenti
3. REZULTATI ISTRAŽIVANJA I DISKUSIJA
Kako bismo pokazali da je globalizacija izvršila određene uticaje na turizam u Srbiji, posebno sa ekonomskog
aspekta, analizirali smo odnos broja stranih turista, prihoda od turizma i kretanja bruto domaćeg proizvoda po glavi
stanovnika (BDP). Republički zavod za statistiku objavljuje
vremensku seriju podataka o bruto domaćem proizvodu
prema novoj metodologiji nacionalnih računa – ESA 2010,
i to: revidirane podatke BDP-a od 2007. do 2012. godine;
konačne rezultate obračuna BDP-a za 2013. godinu, kao i
procenu BDP-a za 2014. godinu (kao zbir četiri kvartala).
Obračun bruto domaćeg proizvoda (BDP) i izrada makroekonomskih računa za Republiku Srbiju vrše se u skladu sa
međunarodno usvojenim standardima, Sistemom nacionalnih računa 2008 (SNA 2008) i Evropskim sistemom računa
2010 (ESA 2010), koji predstavljaju metodološki okvir za
definisanje i vrednovanje osnovnih kategorija, primenjenih
klasifikacija i načina obračuna. U tabeli 2. su prikazani podaci o ukupnom broju stranih turista u Srbiji, BDP po stanovniku, izražen u dolarima i prihodi od turizma izraženi
u hiljadama u dolarima. Podaci su preuzeti iz Statističkih
godišnjaka Republičkog zavoda za statistiku, za period od
2007. do 2014. godine. Sa povećanjem broja turista, povećavali su se i prihodi, što je uticalo i na BDP per capita. Kako
bismo potvrdili navedeno, koristili smo metodu regresione
analize primenom statističkog programa IBM SPSS 21.0. za
utvrđivanje međuveze prihoda od turizma i BDP. Rezultati
regresione analize prikazani u tabelama 3. i 4. i pokazuju
povezanost između povećanja BDP-a i prihoda od turizma.
Tabela 2. Pregled broja stranih turista, BDP per capita i prihoda u turizmu u Srbiji u periodu od 2007. do 2014. godine
Strani
turisti
Godina
BDP
per capita
(USD)
Prihodi od
turizma
(USD) u 000
2007
696045
5463.74
531.30
2008
646494
6696.89
944.20
2009
645301
5830.58
865.40
2010
682681
5399.53
798.40
2011
764167
6422.87
991.70
2012
809967
5650.16
906.10
2013
921768
6352.77
1052.90
2014
1028732
6128.55
1139.00
Tabela 3. Regresiona analiza
Model
1
B
Std.
Greška
(Konstanta)
4411.974
719.667
Prihodi
USD
1.750
.782
Model
R
R Kvadrat
1
.674a
.455
.364
Std. Greška
procene
381.84204
Standardizovani
koeficijenti
t
Sig.
6.131
.001
2.237
.067
Beta
.674
Daljom analizom utvrđeno je da je Sig. <0.05, što predstavlja da je linearna povezanost BDP per capita i prihoda
od turizma statistički značajna, odnosno da nezavisna varijabla (prihod od turizma), koja se nalazi u toj vrsti, značajno
utiče na zavisnu varijablu (BDP per capita). Sve navedeno
pokazuje da je globalizacija uticala na veće kretanje ljudi – u
ovom slučaju povećanje broja stranih turista, a to je direktno doprinelo rastu prihoda, koji je dalje uticao na povećanje BDP po glavi stanovnika.
Kako bismo utvrdili stavove stanovništva o globalizaciji
u turizmu, posebno sa geografskog aspekta “ukidanja nacionalnih granica”, sprovedeno je online, anonimno istraživanje na uzorku od 567 ispitanika. Poznato je da je Evropska
unija krajem 2009. godine ukinula vize građanima Republike Srbije i, s tim u vezi, ispitani turisti su se složili da im je
to omogućilo da više i lakše putuju u inostranstvo (oko 73%
ispitanika), ali isto tako oko polovine njih se ne slaže sa izjavom da izbegavaju druge ino-destinacije za koje je potrebna
viza da bi ih posetili.
Kako globalizacija podrazumeva i ukidanje nacionalnih granica, proverili smo i stavove ispitanika po pitanju
pristupanja Srbije Evropskoj uniji u kontekstu turističkih
putovanja. Može se zaključiti da su mišljenja po pitanju toga
podeljena – oko 40% turista se slaže da će im ulazak Srbije u
EU omogućiti da češće i lakše putuju, dok se oko 37% njih
ne slaže sa tom izjavom.
Tabela 5. Korelacija stavova stanovništva o viznom režimu i
integracijama
Ukidanje viza
omogućilo
mi je da više i
lakše putujem u
inostranstvo.
Pregled rezultata modela
Prilagođeni
R Kvadrat
Nestandardizovani
koeficijenti
Ulazak Srbije
u EU će mi
omogućiti da
više putujem.
Pirsonova
korelacija
Ukidanje viza
omogućilo
mi je da više i
lakše putujem u
inostranstvo.
Ulazak Srbije
u EU će mi
omogućiti da vise
putujem.
1
.396**
Sig.
.000
N
567
567
Pirsonova
korelacija
.396**
1
Sig.
.000
N
567
567
45
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
U cilju shvatanja percepcije stanovništva Srbije o viznom režimu i integracijama sagledaćemo i korelaciju koja
se odnosi na navedeno. Kao što se može videti u tabeli 5.
postoji izvesna korelacija između izjave da je ukidanje viza
omogućilo turistima da više i lakše putuju u inostranstvo i
stava da će im ulazak Srbije u EU omogućiti da više putuju.
Kako je već pomenuto ranije, globalizacija, između ostalog,
donosi političke i ekonomske integracije koje donose brojne prednosti. Nepostojanje državnih granica omogućava
ljudima lakše kretanje što je, sa aspekta razvoja turizma,
veoma značajno. Vizni režim može da utiče na slabiji rast
međunarodnog turizma jer određen broj ljudi može da
odustane od putovanja u određenu zemlju za koju im je
potrebna viza.
4. REZIME
Globalizacija kao sveobuhvatni proces neminovno ima
pozitivne uticaje na razvoj turizma u XXI veku. Veća migratorna kretanja populacije u svrhe turizma, povezivanje
različitih kultura i širenje različitih, novih društvenih vrednosti koje se nameću kao univerzalne, samo su neke od pozitivnih efekata koje globalizacija ima. Veća propustljivost
granica i politički procesi integracija u Evropi, omogućili su
ne samo slobodniji promet robe, kapitala i usluga, već i slobodnije kretanje turista, a konsekventno i pozitivne efekte
na bruto društveni proizvod država.
Pored svih pozitivnih efekata na turizam, globalizacija
svakako ima i izrazito negativne efekte. Narušavanje životne
sredine usled velikih migracija turista, promena kulturnih
obrazaca i gubitak nacionalnog i kulturnog identiteta, samo
su neki od negativnih aspekata globalizacije.
LITERATURA
Buhalis, D., & Law, R. (2008). Progres in information technology and toruism management: 20 years on and 10
years after the Internet – The state of eTourism research.
Tourism Management, 29(4), 609-623. doi:10.1016/j.
tourman.2008.01.005
Cohen, E. (2012). Globalization, Global Crises and Tourism.
Tourism Recreation Research, 37(2), 103-111.
Đurašević, S. (2008). Turistička putovanja: savremeni koncepti prodaje. Podgorica: CID.
Hjalager, A. (2007). Stages in the economic globalization of
tourism. Annals of Tourism Research, 34(2), 437-457.
Novak, J.J., Petit, S., & Sahli, M. (2010). Tourism and Globalization: The International Division of Tourism Production. Journal of Travel Research, 49(2), 228-245.
Peric, V. (2005). Tourism and Globalization. 6th International Conference of the Faculty of Management Koper
Congress Centre Bernardin, Slovenia, 24–26 November
2005. str. 33-41.
Reid, D.G. (2003). Tourism, Globalization and Development
Responsible Tourism Planning. London: Pluto Press.
Reisinger, Y. (2009). International Tourism: Cultures and Behavior. Oxford: Elsevier.
Republički zavod za statistiku. (2007-2014). Statistički godišnjak Republike Srbije. Preuzeto 3. Maja 2015. sa http://
webrzs.stat.gov.rs/WebSite/
Shaw, G., & Williams, A.M. (2002). Critical Issues in Tourism:
A Geographical Perspective. Oxford: Blackwell Publishers.
Spasić, V. (2012). Poslovanje turističkih agencija i organizatora putovanja. Beograd: Univerzitet Singidunum.
Youell, R. (1998). Tourism: An Introduction. London: Pearson, Longman.
THE POSITIVE EFFECTS OF GLOBALIZATION ON TOURISM
Abstract:
In this paper, the authors analyze positive effects of globalization as a comprehensive social process
on the overall tourism industry. Special emphasis is placed on the levels of tourism globalization, as
well as the key socio-cultural, economic, technological and socio-political characteristics of tourism
globalization. The authors highlight a positive correlation between certain dimensions of globalization and increased migratory population movements for tourism purposes. Furthermore, this work
assesses the importance of freedom of movement in the context of European integration, as well as
the impact of increased tourist movements on a country’s GDP.
46
Key words:
levels of globalization,
freedom of movement,
economic globalization,
European integration,
tourism.
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-47-52
THE INFLUENCE OF GLOBALIZATION ON TOURISM
AND IMPACT OF TOURISM ON OTHER ACTIVITIES
WITH AN EMPHASIS ON GREENFIELD INVESTMENTS
IN TOURISM
Slobodan Čerović, Predrag Vukadinović, Miroslav Knežević*
Singidunum University, Belgrade, Serbia
Abstract:
Globalization process has already affected each sector of the world economy, including tourism as
an important and ever-growing industry and economic activity. To that end, this paper attempts to
examine the extent and effects of globalization on tourism. Also, tourism as an economic activity
exerts a significant impact on other activities, and thus, considerable attention should be devoted to
measuring the extent of globalization impact and the ways in which it is reflected. Finally, since tourism
cannot develop without direct foreign investment, the authors shall attempt to present the position
of tourism in relation to other activities concerning the number and value of greenfield investments.
1. INTRODUCTION
Global changes have affected almost every segment of
our lives, including social, political, cultural life and the
economy. Global changes in the economy are manifested
through neutralization of practically every barrier, which
resulted in liberalization of international trade, competition,
free movement of capital and workforce independent of national borders, free movement of investments etc. Tourism
as an increasingly important activity manifests all of these
changes, especially mass tourism which can be seen in all
dimensions of global changes. Tourism is an example of
the strong impact of globalization, especially when looking
at the development of information technologies, communication, transport etc. As an example of rapid growth and
its increasingly important role in the world market, tourism has a significant impact on other directly or indirectly
related industries. The initial idea that tourism is a consequence of economic development has evolved with empirical research into a new idea that tourism is rather becoming
an important factor of economic development. Taking that
into account, tourism is becoming a strong engine of development for other related industries. Also, tourism is gaining
considerable potential for development having in mind the
fact that this commercial activity connects the sale of goods
and services, and its characteristic to bring the consumer to
the producer and not vice versa. The influence of tourism
can also be seen in creating possibilities for small business* [email protected]
Key words:
tourism,
globalization,
economy,
foreign direct investment,
Greenfield investments.
es to expand and develop their business activity which, in
other conditions, wouldn’t be able to breach global supply
chains. Foreign direct investments (FDI) are unavoidable
in the context of tourism development, and as a factor of
growth dynamics, they especially need to use developing
countries and economies. Regardless of the importance of
FDI as a factor of tourism development, many problems occur in the analysis of this field. This happens mostly because
tourism isn’t labeled as a formal tourism industry in the
classifications of the national accounts, which means that
there isn’t a trustworthy and single evidence of FDI directly
connected with this industry. This situation creates many
methodological issues having in mind that there is no single
methodology for recording FDI in this industry. The initial
efforts for outlining a single methodology have been made
by forming twelve separate national accounts connected to
tourism activities. When analyzing FDI forms, one can observe that mergers, acquisitions and privatization are more
common forms of entering foreign markets than greenfield
investments. However, greenfield investments have an advantage in certain cases having in mind their character and
effects on employment, maintaining invested capital, as well
as the transfer of new technologies, management, introduction of new kinds of long term services etc. Having in mind
the listed characteristics, greenfield investments in the sector of hotels and restaurants have been analyzed (by the
classification of UNCTAD), taking into account that tourism does not have full evidence of FDI.
47
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
2. RESULTS AND DISCUSSION
This research is based on three elements that are in the
focus of this analysis: tourism in relation to globalization,
the relationship between tourism and economic development and influence of tourism on other industries and FDI
in tourism.
2.1. Tourism and globalization
48
Globalization as a global phenomenon, has affected almost every sphere of social life especially in the post-war
period. Definitions of this concept are numerous, so the
complexity of this concept in both science and literature
initiates different approaches.
Global economy, as a specific dimension of globalization has triggered various changes, firstly in the liberalization of international trade, competition, free movement of
capital and work force, investments etc. A special characteristic of this phenomenon is the removal of barriers for
capital, goods, financial and investment flows (Vukadinović
et al., 2013). One of the more important economic activities in the process of globalization is tourism. This view
is especially related to mass tourism which is considered
one of the visible manifestations of globalization, so that
development of tourism can be seen in every dimension of
these processes: economic, social, cultural and even political
(Halowiecka et al., 2011). The same authors, based on the
huge significance of tourism in global economy, stress the
importance and popularity of researching these relations,
particularly connected to economic dependence between
tourism and globalization on a global or regional level. In
research and theory, tourism is standing out as an example
of a very strong influence of globalization. Important characteristics of globalization influence on the development of
tourism are progress and transfer of technology, efficient
transportation of travelers, open borders and other factors.
Some authors (Pantelescu & State, 2008) assert that tourism
is one of the examples of globalization that is the most visible because people are given the chance to spend their free
time comfortably. Also, many companies feel globalization’s
fundamental influence. Air traffic is growing exponentially
(the time it takes to get to the destination is shorter, which
leads to more time spent at the touristic location itself), borders have opened, as well as free markets. Globalization has
opened new possibilities for the development of tourism
through development of electronic technology, communication and transport. The Internet, fast communication
and smaller costs of air travel are becoming more important
every day. The Internet has drastically lowered costs by reducing the importance of intermediaries or excluding them
all together, it has also become one of the most sought after
perks of comfortable accommodation. In general, a large
number of authors agree that globalization has increased
interdependence of economies, countries and people. This
interdependence doesn’t only include mega companies, but
it also includes small and medium-sized enterprises and
family businesses. The process of globalization has affected
the creation and functioning of the global tourism market
which expects competition on an equal basis regardless
of the country of origin. Finally, globalization has opened
completely new possibilities for general development and
development of tourism market. One can say that globalization has a crucial role in the growth of international tourism
in the world market. The contribution of globalization in
economic, political and cultural terms also affects evolution
of tourism in the context of increase of travels both outside
and inside borders. Globalization, the openness of borders,
growth of all types of transport, especially air traffic, the Internet and increase in the number of people who can afford
to take vacations and travel outside the national borders,
have all influenced the strengthening of international over
domestic tourism (Nedeljković et al., 2013).
2.2. Tourism and economic development-tourism impact
on other areas of the economy
History of the importance of tourism for economic
development and its impact on development of other economic areas ranged from views that tourism is a consequence of economic development to the actual position that
tourism is a factor of economic development. According
to (Bošković, 2009), it has long been widely accepted that
tourism is a consequential phenomenon of economic development, based on the premise that tourism could have an
impact on economic development, but with the previously
achieved certain level of economic development. This view
is based on the notion that the most significant factors driving the tourism development are also primarily the results
of economic development. Later studies, however, have
pointed out that tourism affects other economic activities,
which have in fact established tourism as one of the factors
of economic development. In the context of globalization,
international tourism continues to strengthen its role in
relation to domestic tourism. Given the ever-growing importance of international tourism, Table No. 1 shows the
indicators of international tourism development:
Globally, tourism has shown a steady increase in the
number of tourists over the last 24 years (for the period
1990-2014). In 1990, the recorded number of tourists was
435 million and this number reached a level of 1,133 million
tourists by 2014, i.e. 2.6 times more than in 1990. This trend
is also present in developed economies, where the number
of tourists rose from 296 million in 1990 to 619 million,
or 2.09 times. In developing economies, this number grew
from 139 million tourists in 1990 to 501 million in 2014, or
a incredible 4.7 times.
Regional growth in the number of tourists is also constant. Europe has recorded growth in the number of tourists
from 261,5 million in 1990 to 581,8 million in 2014, or by
2.22 times. Asia and the Pacific are becoming increasingly
important tourism destinations, as the number of tourists
rose from 55,8 million in 1990 to 263,3 million in 2014, or
4.72 times. America also has an increased number of tourists from 92,8 million in 1990 to 181 million in 2014, or 1.95
times. Africa is rapidly progressing towards becoming an
interesting tourism destination, with the number of tourists
growing from 14,7 million in 1990 to 55,7 million in 2014
or by 3.78 times. The Middle East also follows the trend
of growth in the number of tourists, as their number has
increased from 9,6 million in 1990 to 51 million in 2014, or
by 5.31 times, which is also the largest regional increase in
the number of tourists.
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
Table 1: Development of international tourism – quantitative indicators
International Tourist Arrivals
(in millions)
Market share
(%)
Change in growth (%)
Yearly
percentage
(%)
Year
1990
1995
2000
2005
2010
2013
2014
2014*
12/11
13/12
14*/13
World
435
527
674
809
949
1,087
1,133
100
4.2
4.6
4.3
3.8
Developed economies
296
336
420
466
513
586
619
54.7
4.0
4.7
5.8
3.2
Developing economies
139
191
253
343
435
501
513
45.3
4.4
4.5
2.4
4.6
Europe
261.5
304.7
386.4
453.0
488.9
566.4
581.8
51.4
3.9
4.9
2.7
2.8
Asia and the Pacific
55.8
82.1
110.3
154.0
205.4
249.8
263.3
23.2
6.9
6.8
5.4
6.1
Americas
92.8
109.1
128.2
133.3
150.1
167.5
181.0
16.0
4.5
3.1
8.0
3.5
Africa
14.7
18.7
26.2
34.8
49.5
54.4
55.7
4.9
4.8
4.7
2.4
5.4
Middle East
9.6
Source: UNWTO (2015, p. 4)
12.7
22.4
33.7
54.7
48.4
51.0
4.5
-5.3
-3.1
5.4
4.7
Regions by UNWTO:
The analysis of growth rate in the number of tourists in
2014 compared to 2013, shows that the achieved growth rate
at a global level was 4.3%, developed economies achieved a
growth rate of 5.8%,while developing economies recorded
a growth rate of 2.4 %. At the regional level, the highest
growth rate was achieved by America- 8%, followed by Asia,
the Pacific and the Middle East with a growth rate of 5.4%,
then Europe with 2.7% and Africa with 2.4%.
The highest average annual growth rate in the analyzed
period (1990-2014) was recorded in Asia and the Pacific
with a growth rate of 6.1%, indicating the growing attractiveness of tourism destinations in the region, followed by
Africa with 5.4%, Middle East with 4.7 % and Europe with
2.8%. Developed countries had an average annual growth
rate of 3.2% in the number of tourists, while developing
economies recorded an average annual growth rate of 4.6%.
The global average annual growth rate in the number of
tourists was 3.8%.
In addition to these quantitative indicators, the financial
indicators also point to the intense tourism development, as
shown in Table No. 2.
On a global level, international tourism revenues have
grown from 1,197 billion USD to 1,245 billion USD, which
shows a growth rate of 3.7%. This kind of growth was also
recorded in developed economies where revenues rose from
784 billion USD in 2013 to 815 billion USD in 2014, or
3.2%. In developing economies, revenues rose from 413
billion USD in 2013 to 430 billion USD in 2014, or 4.6%.
Revenue growth has also been recorded on a regional level.
Namely, Europe had the biggest revenue growth amounting
to 17.2 billion USD, which shows the growth of 3.6%, while
the smallest growth was observed for Africa, amounting to
0.9 million USD, or 2.9%.
The effect of tourism on the development of the economy, i.e. the economic effects of tourism can be treated
as direct and indirect. The direct effects of tourism on the
economy can be viewed through a few of the most important effects: effects on the domestic product and national
income, development of economic industries related to
tourism sector, balance of payments, the population and
employment, investments and effects on insufficiently developed areas and countries. The indirect effect is related
to the industries that usually follow tourism activities; and
these are primarily agriculture, industry and construction
(Bošković, 2009). The effects of tourism on other economic
activities are presented in “Image No. 1”:
Table 2: Development of international tourism-financial indicators
International tourism revenues
(% of change)
Year
Market share
(%)
Revenues (USD billion)
per tourist
11/10
12/11
13/12
14*/13
2014*
2013
2014*
2014*
World
4.6
3.9
5.1
3.7
100
1,197
1,245
1,100
Developed economies
5.8
3.7
5.7
3.2
65.5
784
815
1,320
Developing economies
2.5
4.4
4.0
4.6
34.5
413
430
840
Europe
5.0
1.9
4.2
3.6
40.9
491.7
508.9
870
Asia and the Pacific
8.6
6.7
8.6
4.1
30.3
360.7
376.8
1,430
Americas
4.6
4.7
4.7
3.1
22.0
264.2
274.0
1,510
Africa
2.3
6.0
2.6
2.9
2.9
35.5
36.4
650
-15.6
0.9
-6.9
5.7
4.0
45.2
49.3
970
Regions by UNWTO:
Middle East
Source: UNWTO (2015, p. 5)
49
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
Image 1: The influence of tourism industry on other service industries and production
Source: UNCTAD (2007, p. 21)
Tourism presents an important development potential.
This constant comes out of the fact that tourism cross connects both sales of goods and services, such as accommodation, transport, entertainment, sales of agricultural products
etc. An important fact is that tourism enables the consumer
to come to the producer and not the other way around, so
that even the smallest transaction becomes part of the global
economy. Every sale of goods or services to foreign tourists
has a significant positive effect on small businesses, which
otherwise would not be able to breach the global supply
chains (UNCTAD, 2007). Apart from direct and indirect
effects on the economy, it is also important to show possible
positive and negative effects, as displayed in Table No. 3:
Table 3: Possible effects of tourism
POSITVE EFFECT
NEGATIVE EFFECT
Increase of revenues/increase of standard of living
Big dependence on tourism
Employment possibilities
Increased costs of living- accommodation, food and
services
Tourism infrastructure improvement
Pollution and traffic congestion
Increase of tax income
TNC* dominate the touristic market
Raising awareness and increasing resources for cultural
and natural heritage
Harmful effects on cultural and natural heritage
Capital inflows
Sensitivity of business cycles and changes of business
attitude
Transfer of professionalism and managerial skills
Little control of tourism development
Market connections
Unacceptable form and volume of development
Visible effects for local entrepreneurs
Invasion of open spaces
*TNC- Trans National Companies
50
Source: UNCTAD (2010), expanding on UNESCAP (2001) and on Kusluva & Karamustafa (2001)
2.3. Foreign direct investments in tourism
Foreign direct investments (FDI) are a factor of growth
dynamics which should be principally used by developing countries i.e. developing economies. However, a small
number of empirical analysis exist in this field, keeping in
mind the small number of empirical indicators showing the
effect of FDI on the development of tourism in the global
economy (UNCTAD, 2007). The main problem in the research is the fact that tourism is not considered a formal
tourism industry in the classification of national accounts.
The complexity of tourism as an industry and the absence of
a single methodology for recording FDI in tourism creates
methodological problems, meaning that for example FDI
in hotels and catering facilities can be found under “real
estate”, FDI in transport is presented as “transport, communications and warehousing”, this in general makes big
problems in the quantification of FDI in tourism, especially
when related to properties, revenues or employment. However, in more recent times (WTO, 2004, pp. 13-14) and with
the approval of the Statistical Commission of the United
Nations (2000), a new methodological framework has been
recommended, which includes twelve separate national
accounts related to tourism activities. This methodology
includes companies that are directly incorporated into the
production and consumption of tourism services and companies that are incorporated indirectly. Research conducted
by UNCTAD shows these twelve activities for which it can
be assumed that are a characteristic of tourism activities in
a direct or indirect way through the TSA model (Tourism
Satellite Account), wherein an indicator of FDI frequency
in these activities is formed. The model presents the most
common TSA frequencies: hotels and similar structures,
restaurants and “second homes”, occasional FDI frequencies related to transport of travelers and rent of goods and
services of railway transport, and scarce FDI frequencies
in air traffic services, waterway transport, services that are
in the function of traveler transport, tourism agencies, cultural services, sports and other recreational services. When
it comes to FDI forms, we can conclude that mergers and
acquisitions are more common forms of FDI for entering
foreign markets because it is more efficient and simple to
buy an existing distribution network rather than starting a
business from scratch, which is the characteristic of greenfield investments, and this is why they are not so frequent as
mergers and acquisitions (M&A), (UNCTAD, 2010).
Foreign companies will invest in international markets if
the following three terms are fulfilled simultaneously:
1) Ownership: the company has to have ownership as
an advantage to be able to efficiently compete with
the local companies;
2) Location: companies use the advantages of relocating
to the foreign country (big land areas, cheap workforce, rich cultural heritage and pleasant climate;
3) Internationalization: the company benefits because
it directly controls the business activity rather than
relying on services of the local company;
This principle is otherwise known as the “OLI” principle
(ownership, location, internationalization).
The analysis of the number and value of greenfield investments has been done based on the facts shown in Table
4 and Table 5 (M&A), (UNCTAD, 2010).
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
Table 4: Number of greenfield projects by industries, 2010-2014
2010
2011
2012
2013
2014
7 533
8 422
8 066
7 816
7 280
Electricity, gas and
water
335
394
285
319
237
Construction
176
166
198
176
223
Trade
805
810
712
859
638
Hotels and restaurants
Transportation,
warehousing and
communication
268
176
128
170
76
954
1 019
996
1 140
963
Financial services
1 321
1 569
1 401
1 141
1 198
Business services
3 321
3 898
3 945
3 698
3 622
Education
102
113
127
71
68
Health and social
services
Social and personal
service industries
64
82
60
39
71
142
164
186
163
150
Other services
45
31
28
40
34
Services
Source: UNCTAD (2015)
In the observed period, a total of 818 greenfield projects
have been implemented in the tourism industry, with the
largest number of projects implemented in 2010. Namely, in
this year the decrease of these projects also begins from 268
to 76 in 2014. The largest number of greenfield projects was
implemented in the business services sector amounting to
18.484 projects. The tourism industry assumes the seventh
place based on the number of implemented projects out of
eleven analyzed industries.
The value of implemented greenfield projects is visible
in Table No. 5:
Table 5: Value of greenfield projects by industries, 2010-2014
(million USD)
2010
2011
2012
2013
2014
Services
331 654 355 508 318 019 402 615 340 773
Electricity, gas and
water
67 990 90 258 65 543 93 638 65 054
Construction
36 793 36 426 57 389 38 510 63 257
Trade
29 400 25 899 19 426 26 606 23 808
Hotels and restaurants 26 684 18 568 13 801 20 815 8 955
Transportation, warehousing and commu- 52 697 56 445 42 355 65 883 60 522
nication
Financial services
43 278 48 577 44 437 36 253 36 073
Business services
62 587 67 346 58 908 112 268 72 659
Education
1 468
1 618
1 662
864
898
Health and social
services
Social and personal
service industries
2 012
1 291
2 040
399
2 331
6 237
6 309
10 912
6 183
6 611
Other services
2 510
2 773
1 546
1 197
605
Source: UNCTAD (2015)
51
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
52
The value of implemented greenfield projects in the
observed period in the tourism industry has accounted for
88.821 million USD. The largest value of implemented projects was generated in the energy industry and amounted
to 382.482 million USD. The tourism industry assumes the
seventh place in terms of the value of implemented greenfield projects out of a total of eleven analyzed industries.
new models are being developed to overcome this issue. So
far, the accepted models used to define the quantification of
the effect of FDI on the development of tourism are: the TSI
model and “Oli” model. According to the UNCTAD classification, there are eleven service industries in the statistical
database. Tourism assumes the seventh place according to
the number and value of greenfield projects.
3. CONCLUSION
REFERENCES
Globalization as a process had brought about significant
changes in all spheres of social, political and economic life.
Global economy, as a result of the globalization impact, has
also led to certain changes that can be seen primarily in
the liberalization of international trade, free movement of
capital, workforce and goods, as well as the provision of
services breaking down the barriers. Tourism is an industry
that can be considered an increasingly important industry
within the global economy, especially mass tourism. We can
also conclude that the globalization processes, which have
initiated changes in the field of transport, communications,
new technologies and the Internet, exert a strong impact on
tourism development. This influence can be observed in a
constant rise in the number of tourists and travels, as well
as in constantly rising revenues in the tourism industry with
continuous reduction of costs, through industries following
tourism. It can be concluded that globalization processes
which have been causing changes in the global economy,
especially in tourism-related industries, have severely affected tourism development, principally mass tourism. The
development and progress of tourism also produce certain
changes that exert a strong impact on related industries. In
that sense, the view of tourism as a consequence of economic development has evolved into a new view of tourism as a
factor of economic development. A conclusion like this is
grounded on the fact that tourism cross connects certain industries so that their interdependence becomes greater and
the dependence on tourism development. The economic activity of tourism has direct and indirect effects on economic
development which are increasingly visible in time so the
fact that tourism influences economic development and not
vice versa cannot be ignored anymore. Foreign direct investments are an important factor of tourism development
dynamics, especially in developing countries. However,
there are many methodological problems of quantifying the
effect of FDI on tourism development in this field, and thus
Bošković, T. (2009). Turizam kao faktor privrednog razvoja.
Škola biznisa, 2, 23-28. (In Serbian).
Enugu State Tourism Board. (2015). Enugu State Tourism
Board. Retrieved August 6, 2015, from http://enugustatetourismboard.com
Holowiecka B., Grzelak-Kostulska E., Kwatkowski G.,(2011),
Impact of Globalization on Tourist Preferences and Activiti, U: In the scale of globalization. Think Globalli,
Change Individualy in the 21 st. Century, 2011, (55-62),
Ostrava: University of Ostrava;
Marin-Pantelescu, A., & State, O. (2008). The consequences
of globalization upon “safe” tourism. Academica Tusistica, 1 (2), 8-14.
Nedeljković, O., Jovanović, R., & Đokić, M. (2013). Trendovi razvoja i uticaj globalizacije na turizam. Časopis
za ekonomiju i tržišne komunikacije, 5 (1), 73-86. doi:
10.7251/EMC1301073N (In Serbian).
UNCTAD. (2007). FDI in Tourism: The Development Dimension. New York, Geneva: United Nations. Retrieved March 7, 2015, from http://unctad.org/en/Docs/
iteiia20075_en.pdf
UNCTAD. (2010). Promoting Foreign Investment in Tourism.
New York, Geneva: United Nations. Retrieved March 7,
2015, from http://unctad.org/en/Docs/diaepcb200916_
en.pdf
UNCTAD. (2015). World Investment Report. New York:
UNCTAD. Retrieved March 7, 2015, from http://
unctad.org/en/PublicationsLibrary/wir2015_en.pdf
UNWTO. (2015). UNWTO Tourism Highlights. Retrieved
March 7, 2015, from http://mkt.unwto.org/publication/
unwto-tourism-highlights-2015-edition
Vukadinović P., Knežević G., & Mizdraković V. (2013). Globalizacija i strane direktne investicije u Srbiji, In: Globalizacija i savremeno poslovanje (pp. 57-64). Bijeljina
BiH: Univerzitet Sinergija. (In Serbian).
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-53-57
EVENT TOURISM, VECTOR FOR A COMPETITIVE
DESTINATION – CASE STUDY: TIMIŞOARA, ROMANIA
Cipriana Sava*
Faculty of Tourism and Commercial Management Timişoara, Christian University “D. Cantemir” Bucharest, Romania
Abstract:
Established tourist destinations worldwide annually attract a significant share of the total number of
visitors. Very popular are the world’s cities that have become true tourism destinations, especially for
short stays. In Europe, the project “European Capital of Culture” was launched for the promotion of
culture and cities as tourism destinations. The possibility of holding this title has led the authorities
of many cities to mobilize and engage with civil society in order to highlight their heritage. One way
of attracting a greater number of tourists to such destinations is by organizing events and directing
their activities towards event tourism.
Timisoara is an urban tourism destination in Romania, known as the “capital of Banat”. Currently,
the city, through its representatives in the local administration and other NGOs, is trying to get
this European title for 2021 with the hope that the number of tourists will increase considerably, as
will the revenues from this sector, and Timisoara will become an appreciated tourism destination.
1. INTODUCTION
Over the years, people have tried to spend their free time
in the most pleasant way possible, preferably outside their
residence. The duration of leisure time, income, tourist offer, prices and tariffs, degree of urbanization, level of preparedness of the population, transportation performance
were important factors influencing their decision. The reasons are multiple and subjective, from the desire to rest to
the need for knowledge. Therefore, the locations chosen for
leisure are diverse and varied.
A tourism destination can be defined as an area, region,
country, city which has a rich anthropogenic and / or natural heritage. In other words, it is “that geographically delimited area perceived by tourists as a distinct/self-contained
entity that has a unitary policy and legal framework” (Buhalis, 1999). According to some experts, any tourism destination has the following elements (Rotariu, 2009):
◆ Fundamental (geographical location, climate, river
network, fauna, flora, i.e. natural conditions on site,
as well as archaeological and historical sites);
◆ Natural Peripheral (surroundings, local population,
general ambience);
* [email protected]
Key words:
tourism destination,
event,
event tourism,
competitiveness.
◆ Created Peripheral (accommodation infrastructure,
food, transportation, entertainment facilities, and
commercial services).
Basically, natural and anthropogenic resources, overall
localization, education and hospitality of the population,
basic and general infrastructure, events that attract visitors
give the tourism destination specific features. The legislative
and regulatory framework in the field of tourism, security
and reliability offered influence the selection of tourism
destinations.
All tourism destinations are in constant competition to
attract most visitors and to achieve the highest revenues.
The competitiveness of a tourism destination is also given by the perception and image that tourists have, and can
be measured by the number of accommodation facilities,
number of tourists accommodated, and number of overnight stays, average stay, and revenues.
An increasingly growing number of tourists consider
cities to be interesting travel destinations due to their history and culture.
Major cities in Europe are competitive tourism destinations, popular with people all around the world, the number
of visitors and annual revenues standing evidence (Table 1).
53
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
Table 1. Top European cities preferred by visitors in 2014
No.
City - a
tourism
destination
No. of visitors
(millions)
Revenues from
tourism
(billion US $)
1.
London
18,69
19,3
2.
Paris
15,57
17,0
3.
Istanbul
11,6
9,4
4.
Barcelona
7,37
11,2
5.
Amsterdam
7,23
4,4
6.
Milan
6,82
5,3
7.
Rome
6,79
5,6
8.
Vienna
6,05
5,6
9.
Prague
4,93
3,8
10.
Munich
4,90
5,6
Total
89,95
87,2
Source: Global Top 20 Top Destination Cities by International Overnight Visitors (2014), Hedrick & Choong (2015)
Given that, in 2014, according to the statistics of the
World Tourism Organization (UNWTO) (World Tourism Barometer, 2015), the number of tourists arriving in
Europe was 588 million, the first ten cities on the continent
attracted 15.29% of this total. Revenues from tourism in
these cities in the same year accounted for 17.13% of the
total tourism revenues across Europe (508.9 billion US $).
It can be said that the interest in European cities is
evident, and for their promotion and other such destinations, a successful project “European Capital of Culture”
was launched in 1985. This title is conferred annually by the
European Parliament to two cities from different countries,
one in Western Europe and one in Eastern Europe.
One of Romania’s cities, Sibiu, received this title in
2007, and for 2021 another Romanian city will be chosen.
Timişoara is one of the candidate cities.
In order to increase the attractiveness of tourism destinations, in general, organizing and holding of events on
different topics is quite appreciated.
2. EVENT TOURISM
54
The events organized in major cities try to get tourists
out of the mundane, to attract their attention, to create
strong emotions and memories. They are organized with a
particular purpose, they are marketing tools.
Organizing an event requires (Sârb, 2013):
◆ Establishing targets;
◆ Establishing the target audience;
◆ Choosing the type of event;
◆ Choosing the concept of the event;
◆ Choosing the date and the location of the event;
◆ Establishing the program;
◆ Budgeting and resource planning;
◆ Establishing the performance indicators;
◆ Choosing the promotion channels.
The benefits that an event can bring to the tourism destination are:
◆ An approach to the public (tourists);
◆ Attracting new categories of tourists;
◆ Promoting the destination with a brand;
◆ Controlling sent messages;
◆ Increasing revenues.
The adequate event categories for a tourism destination
would as (Florea & Belous, 2004):
◆ Entertainment and recreation (music, dance);
◆ Cultural (concerts, theatrical performances, magic
shows, exhibitions, religious events);
◆ Scientific / educational (congresses, conferences,
workshops);
◆ Sports (international competitions).
Event tourism has become constantly present in the
urban tourism destinations, bringing them a competitive
advantage. By event tourism, we mean the form of tourism
whose main purpose is participation of tourists in one or
several events organized at a specific date within a particular
destination. This form of tourism generates the following
effects:
◆ Establishing an image and reputation for the tourism
destination;
◆ Increasing the number of tourists;
◆ Knowledge of and interaction with other cultures;
◆ Efficient use of tourism resources;
◆ Elimination of seasonality;
◆ Raising the standard of living of the resident population;
◆ The emergence of business opportunities for local
people;
◆ Specific and general infrastructure development;
◆ Developing new markets.
Orientation towards event tourism in recent years has
brought major benefits and good reputation to the tourism destination and created unforgettable memories and
impressions for visitors.
3. TIMIŞOARA AS A TOURISM DESTINATION
Romania is a European country located in the south-east
Central Europe, having an area of 238,391 km². There are
320 cities in Romania, one of which rank 0 (Romania’s capital) and 13 rank 1 (municipalities of national importance,
with potential influence at European level) (Romanian municipalities, 2015).
The tourist potential of the country is rich, varied but
poorly valued.
There were 7,943,153 persons registered as tourists in
2013, and 8,465,909 persons in 2014.
The most visited cities are large cities rank 0 and 1, plus
the city of Sibiu (rank 2), which has become a tourism destination also due to the 2007 title of “European Capital of
Culture”. Table 2 includes the hierarchy of Romanian cities
according to the number of tourists arrived and registered
in 2014.
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
Table 2. Top visited cities in Romania 2014
No.
Name of city
Number of tourists
1.
Bucharest
1510222
2.
Constanţa
439496
3.
Braşov
423630
4.
Cluj Napoca
262578
5.
Sibiu
258834
6.
Timişoara
235692
Total
3130452
Source: TEMPO Online, TUR 104E and Public information, 2015
The six most visited cities in 2014 attracted 39.41% of
all tourists arriving in Romania, which means that tourists
preferred business, sightseeing, seaside, mountain, cultural,
and event tourism.
Timisoara is a city with a rich history and continuous
development, located in the west of Romania, in the divagation area of the Timis and Bega rivers in the historical
region of Banat. The city’s area is 129.2 km2, to which we
add the metropolitan area of 1070.4 km2. Its population is
of 319 279 inhabitants, which ranks it third among the cities
of the country. Romanians, Hungarians, Germans, Serbs,
Bulgarians, Ukrainians, Roma and other nationalities live
in harmony, this city being a model of multiculturalism.
The access to the city is easy and is done by road, rail and
air at Traian Vuia International Airport.
The city mentioned in documents in 1222 or 1226 was
built on the ruins of the Roman fortress Zambara.
We know that Timişoara, “capital of Banat” is the city of
firsts, namely (Timişoara, 2015):
◆ 1718 - the formal mention of the oldest beer factory
in Romania;
◆ 1728 - the beginning of the drainage of the river
Bega, the first navigable canal in Romania;
◆ 1745 - the construction of the town hospital, the first
in Romania (24 years before the one in Vienna and
34 years before the one in Budapest);
◆ 1753 - Timişoara, a town with permanent theatre
performances (third town in the Habsburg monarchy, after Vienna and Budapest);
◆ 1760 - the first town of the monarchy with streets lit
by lamps;
◆ 1771 - the editing of the first newspaper in Romania, and at the same the first German newspaper in
south-east Europe: „Temeswarer Nachrichten”;
◆ 1815 - Joseph Klapka’s library, the first public library
in the Habsburg Empire and in the Romanian territories;
◆ 1823-1826 - Janos Bolyai, serving at the garrison in
Timisoara, worked to develop the non-Euclidean
geometry;
◆ 1847 - in the courtyard of the beer factor, the first
concert outside Vienna of Johann Strauss, the son;
◆ 1854 - the first telegraph service in a city of present
Romania;
◆ 1855 - the first town of the Habsburg Monarchy with
streets lit by gas;
◆ 1881 - the first telephone network on the present territory of Romania;
◆ 1884 - the first European town with streets lit by
electricity with 731 lamp posts;
◆ 1886 - the first ambulance station in Hungary and
Romania;
◆ 1895 - the first paved street on Romania’s territory;
◆ 1897 - the first film screenings in our country;
◆ 1899 - the second electric tram in a city in present
Romania, after the one in Bucharest in 1894
◆ 1938 - world premiere, the first welding machine for
rail and tram tracks, invention of professor Corneliu
Micloşi;
◆ 1953 - the only European town with three state theatres in Romanian, Hungarian and German;
◆ 1989 - the beginning of the Romanian revolution
against the communist regime in Romania and the
first free city
The anthropogenic tourist resources are numerous and
arouse the interest of tourists. From the architectural point
of view, the city inherits a vast patrimony of historic monuments (about 14.500), being the largest in the country. They
are grouped into the districts Cetate, Iosefin and Fabric,
and the predominant style was the Viennese influenced
Baroque.
Concurrently, the town has a number of museums, art
galleries, and cultural institutions. Being a cosmopolitan
city, its cultural life marks its development.
A series of events are organized annually, some of them
are already well-known, such as performing arts, festivals
of music, film, theatre, literature, fashion, dance and combined arts.
Among the events organized in Timisoara we include
(Annual events, 2015):
◆ March: Culture Week, Cinecultura Film Festival,
Bookfest;
◆ April: the Spring Fair, Kafecultur, Musical Academic
Timişoara;
◆ May: Romanian Drama Festival, Europe’s Day, “Musical Timișoara” International Festival, Chamber Music
Festival, Ezoteric Fest, European Film Festival, Studentfest, Euroregional Theatre Festival (TESZT);
◆ June: The Banat Ethnic Groups Festival, Street Delivery, Acces Art;
◆ July: the Hearts’ Festival, JazzTM Festival;
◆ August: Timişoara’s Day, “Blues for Timişoara” Festival, Opera and Operetta Festival;
◆ September: Timişoara’s Prayer, PLAI Festival, “George
Enescu – Bela Bartok” Musical Days, Early Music
Festival;
◆ October: the Wine Festival, Simultan Video and Media Arts Festival;
◆ November: Jazz Timişoara International Festival, the
Blues Jazz Kamo Gala, Eurothalia theatre Festival;
◆ December: Romania’s National Day, the Sacred Music Days, and the Christmas Fair.
55
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
All these make the town on the Bega a serious candidate
for the title of “European Capital of Culture”. The multitude
of events clearly shows the intent for development and promotion of event tourism.
The evolution of tourism indicators can provide the image of a competitive tourism destination.
The evolution of these factors is illustrative to understand the representation of Timişoara as a tourism destination (Table 3 and 4).
In the last five years under consideration, we notice a
tendency to increase the number of accommodation facilities and that of accommodation capacity. This is because
of businessmen who see Timisoara as a future important
European tourism destination, and they request a certain
type of accommodation facilities. Unfortunately, the city
currently has no hotel accommodation facilities of five-star
category.
Table 3. The evolution of accommodation facilities and accommodation capacity in Timisoara
Indicator
unit
2010
2011
2012
2013
2014
Accommodation
facilities
number
79
86
102
107
100
Existing accommodation
capacity
No. of beds
4421
4739
5421
5547
5348
Functioning
accommodation capacity
Beds - days
1400855
1562912
1745628
1802919
1809947
Source: TEMPO Online, TUR 101C and 103D, 2015
Table 4. The evolution of the number of tourists arriving in Timisoara and overnight stays
Indicator
unit
2010
2011
2012
2013
2014
Tourist arrivals
persons
176912
210879
227546
224471
235692
Overnight stays in
accommodation facilities
-
331997
388104
430440
456000
482074
Source: TEMPO Online, TUR 104E and 105H, 2015
The number of tourists arriving to this city was of 235,692
people in 2014, with 58,780 people in absolute increase compared to 2010.
Table 5. Monthly distribution of tourist arrivals in Timisoara
in 2014.
56
Month
Tourist arrivals
January
13868
February
15997
March
18790
April
18997
May
21599
June
20496
July
21114
August
18338
September
23308
October
24556
November
21638
December
16991
Source: TEMPO Online, TUR 104H, 2015
According to monthly distribution of tourist arrivals in
the last year (Table 5), January and February are less preferred months, while October is the most preferred month.
In the two winter months, when tourists are less numerous,
we notice that there are no events organized. A more accurate image of distribution of tourist arrivals in 2014 can be
seen in Figure 1. Hence, it follows that a rather important
part of tourists come specifically to attend various festivals
and events organized in the city.
Figure 1. Monthly distribution of tourist arrivals in
Timişoara in 2014
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
Table 6. Evolution of occupancy rate and average stay in Timisoara
Indicator
unit
2010
2011
2012
2013
2014
Occupancy rate
%
23,7
24,8
23,9
25,3
26,6
Average stay
days
1,9
1,8
1,9
2,0
2,0
Previous data allowed us to highlight the evolution of the
degree of occupancy of average stay in Timişoara (Table 6).
With the increasing number of tourists, vacancy in accommodation facilities dropped, reaching 26.6% in 2014.
The occupancy rate is low, but we must take into account
the increasing accommodation capacity and especially the
tourist motivation (business, knowledge, entertainment,
participation in events) and the average length of stay.
Timisoara is one of Romania’s urban destinations, which
attempts to create a positive image among tourists. To that
end, we can use the existing tourist resources, the specific
and general infrastructure and the events organized.
4. CONCLUSIONS
Event tourism contributes to development of tourism
destinations, and more and more cities worldwide are trying to obtain a competitive advantage over other such destinations by using the events organized.
Romania is still not among the top tourism countries,
although it has sufficient and undiscovered resources.
Timisoara can become a competitive European tourism
destination by promoting event tourism and city-breaks,
and the benefits would be economic, social, and environmental. In support of this are geographical location, local
history, multiculturalism, cultural and artistic heritage, economic development, general infrastructure, hospitality of local people. The analyzed indicators show an annual increase
of tourists’ interest as far as Timişoara is concerned.
The listed events are held annually and some of them
are already internationally recognized. Organization is conducted by associations, NGOs, other institutions in the city
and also by local populations. This contributes significantly
to the development of the city both as a tourism destination
and “European Cultural Capital”.
REFERENCES
Autoritatea Naţională pentru Turism. (2015). Public information. Retrieved September 12, 2015, from www.turism.
gov.ro
Buhalis, D. (1999). Marketing in the competitive destination
of the future. Tourism Management, 21 (1), 97-116.
doi:10.1016/S0261-5177(99)00095-3.
Florea, C., & Belous, M. (2004). Events Organisation and banquets in reception facilities. THR-CG Publishing House.
Hedrick-Wong, I., & Choong, D. (2015). Master Card: 2015
Global Destination Cities Index. Retreived September
12, 2015, from http://newsroom.mastercard.com/wpcontent/uploads/2015/06/MasterCard-GDCI-2015-Final-Report1.pdf
Hedrick-Wong, I., & Choong, D. (2014). Master Card: 2014
Global Destination Cities Index. Retrieved September
12, 2015, from http://newsroom.mastercard.com/wpcontent/uploads/2014/07/Mastercard_GDCI_2014_
Letter_Final_70814.pdf
Institutul Naţional de Statistică. (2015). Ultimele actualizari
pe TEMPO Online. Retrieved August 20, 2015, from
http://statistici.insse.ro/shop/
Rotariu, I. (2009). Dezvoltarea destinaţiei turistice (Developing the tourism destination), course notes, Sibiu, Ed.
Alma Mater, p. 27.
Sârb, C. (2013). Organizarea de evenimente, activitate de bază
în PR. Retrieved September 12, 2015, from http://ctrld.ro/tips-and-tricks/organizarea-de-evenimente-activitate-de-baza-in-pr/2013
Timișoara Info. (2015). Principalele evenimente artistice și culturale ale anului 2015. Retrieved September 12, 2015,
from http://www.timisoara-info.ro/ro/evenimente/evenimente-anuale.html
UNWTO. (2015). World Tourism Barometer. Retrieved September 12, 2015, from http://tourlib.net/wto/UNWTO_Barometer_2015_02.pdf
Wikipedia. (2015). Municipiile Romaniei. Retrieved September 12, 2015, from https://ro.wikipedia.org/wiki/Municipiile_Romaniei
Wikipedia. (2015a). Timișoara. Retrieved September 12, 2015,
from https://ro.wikipedia.org/wiki/Timisoara
57
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-58-64
DEVELOPMENT PERSPECTIVES OF CITY TOURISM
OFFER OF RIJEKA
Slobodan Ivanović1, Romina Alkier1, Vedran Milojica2*
1
Faculty of Tourism and Hospitality Management in Opatija Primorska 42, Opatija, Croatia
2
Rijeka, County of Primorje-Gorski Kotar, Croatia
Abstract:
The demand for city tourism product is growing on a daily basis. The specificity and uniqueness of
its tourism resources enable creation of a unique tourism offer, for a city to become recognizable,
and compete on the international tourism market. In the Republic of Croatia, one of the cities with a
significant predisposition to become recognizable on the European and world level is the city of Rijeka.
The purpose of the paper is to indicate importance of city tourism as a selective tourism form for the
purpose of achieving competitiveness of the city of Rijeka and the Republic of Croatia on the tourism
market, while the goal of the paper is to present theoretical characteristics of the city tourism offer,
current tourism offer of the city of Rijeka with the use of statistical indicators and results of empirical
research, and to propose possible developmental guidelines for upgrading its future tourism offer.
1. INTRODUCTION
58
In the last two decades of 20th century, cities attracted
a growing interest of tourists. Tourism is seen as a new
discovery in some cities following the big changes in the
economic and social system of a city in the last years and is
recognized as a helpful activity for the overall services sector
of the city. Within the context of growing new destinations
on the world tourism market, the cities could be seen as
a permanent attracting factor for tourists. Old European
cities, with great history and cultural heritage, beautiful
architecture and special »spirit« are popular destinations
and have many economic benefits from tourism, but at
the same time they have to deal with the specific problems
which arise with tourism development (Smolčić-Jurdana
& Magaš, 2006). Cities are constantly changing; they are
built, transformed and continuously growing and in a constant state of change to provide its visitors the experiences
and products they expect and these products and experiences are also constantly changing in order to adapt to an
increasing demand. All this triggers a constant investment
in infrastructure, promotion and conservation ultimately
benefiting tourists and local residents. Cities appeal to a
broader market, they are easy to reach and they have a lot
* [email protected]
Key words:
city tourism,
tourism offer of Rijeka,
Republic of Croatia,
competitiveness.
to offer, this also brings a new spending pattern that can
go from those staying in budget hotels to the five star hotel customer, but all have one thing in mind: they want to
discover and visit other cities. Cities need to assess their
products and understand which of their products offerings
appeal to the market (UNWTO, 2012). According to Kolb
(2006), cities can be described as being in one of three stages
of economic health: economically strong, in decline, or in
transition. An economically healthy city will have expanding business and industry sectors that induce new residents
to move to the city due to employment opportunities. Such
a city will probably already have an established tourism industry because its positive image attracts tourists. In fact, local residents might even complain about the negative effects
caused by (the great number of tourists) the many visiting
the city.
City tourism has been promoted and made easier in a
more globalized, and for many, more prosperous world.
Boundaries and barriers of many sorts have been dissolving.
Higher disposable incomes and changing working patterns
have allowed more spending on leisure travel, and encouraged additional short breaks, for which cities are especially
suitable, with their ease of access and range of activities
(Maitland, 2009).
Cities are multi-purpose destinations. They attract many
visitors to friends and relatives because they have a large
population. They draw visitors to their attractions and events
because these are often much better developed than in other
types of destination area. These amenities are being further
developed at the moment as a deliberate policy on the part
of the cities that expand their tourist industry. Museums,
concert halls, theatres, arenas, stadiums are being built
or improved and potential tourism quarters redeveloped.
Cities also have other advantages to attract tourists. With
airports and scheduled services, they are easily accessible.
Usually, there are many hotels intended to serve business
travelers, which are underused at the weekend. Accordingly, cheap weekend breaks can be offered (Smolčić-Jurdana,
2012 according to Law, 1997). For the city it can be justifiably said that it combines the offer of other numerous
selective tourism forms whose elements are continuously
upgraded, and their uniqueness and particularity make an
integral and competitive tourist product. Selective tourism
forms presented in the following table are part of the City
Tourism offer.
Cities usually attract different market segments. The cultural heritage of the city attracts the educated population of
tourists, while an elderly population is likely to appreciate
both cultural heritage and experience active outdoor holidays. Young people, on the other hand, are more attracted
to the excitement found in the city, the entertainment, and
night life and sports events. As a destination for a business
traveler, cities boast the facilities available for meetings and
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
trade shows, access to education, and different logistics services (Smolčić-Jurdana, 2012). The city of Rijeka possesses
a high potential of even more competitive development of
City Tourism offer in relation to the present state. However,
in order to achieve higher level of success, it is necessary
to continuously monitor the "pulse” on the European and
World Tourism Market, respectively, the desires and tendencies of contemporary tourists, adapt the present tourist
offer to their preferences, while applying the best practice
in relation to the world competitive cities, bearing in mind
the importance of preserving their own identity, and necessity of application of sustainable development postulates.
Taking all that into consideration, the authors have set the
following hypothesis: Further successful development of
city tourism offer development can contribute to the development of the Croatian tourism product, and achieving a
competitive advantage on the tourism market. The purpose
of this paper was to present how city tourism as a selective
tourism form can contribute to achieving competitive advantages of the city of Rijeka (and the Republic of Croatia)
on the contemporary international tourism market, while
the goal of the paper was to present some theoretical characteristics of the city tourism offer, current state of the tourism offer of the city of Rijeka, using statistical indicators
and the results of the conducted empirical research, and
finally to propose possible developmental guidelines for its
tourism offer. In this paper, the authors used the following
research methods: method of analysis and synthesis, statistical method based on secondary data sources, classification
and comparative method.
Table 1. Selective tourism forms as part of the city tourism offer
Selective Tourism Forms
Characteristics
Cultural Tourism
Numerous museums, galleries, cultural-historical monuments, archaeological excavations, buildings
which represent important historical and other facts about the city, and are typical for that city.
Health Tourism
Plays an important role in preserving health, improving their psycho-physical condition, reducing stress
caused by everyday dynamic way of life.
Conceived on the combination of natural healing subjects, such as healing mineral water sources, healing
mud or pheloid, climate, etc., and healing objects such as spas, healing centers and thalassotherapy, as well
as various contents available within these objects (adapted according to Gračan et al. 2008);
Religious Tourism
Tourists visit the destination to visit numerous religious buildings such as churches, mosques, temples, etc.,
as well as shrines with a goal of spiritual renewal.
Education Tourism
Visitors visit the destination mostly for education and research work (students, postgraduates, researchers
on scientific and professional projects). They use their free time to explore tourist products and services.
Shopping Tourism
Visits to the world renowned destinations for the purpose of shopping (mostly clothes, jewelry, etc.).
Event Tourism
Tourists visit the destination exclusively to attend a certain event, or they can attend and experience it "by
the way", respectively, if they accidently happened to be at the destination while the event was taking place.
Events can be cultural-historical, gastronomic, enological, sports, etc. They reflect the specificity of a tradition of a destination, and provide a possibility of creating a recognizable image and branding.
Business Tourism
Scientists visit the destination to participate in scientific-professional conferences, etc., business professionals attend business meetings, exhibitions, fairs, etc. In the past, it was normal that they visited the destination exclusively for business reasons, and left it after finishing the obligations. Today´s contemporary
trend points to increasing visits accompanied by their families and partners, as well as extension of their
stays at the destination (which significantly reflects on the increasing of the tourist turnover).
Gastronomy and Wine
Tourism
Gastronomy and wine offer differs from one country to another, from one region to another one (i.e.
Eastern and Northern Croatia). Tourists visit the destination to rest, and enjoy various specialties and
high- quality wines and spirits.
Source: Author´s analysis
59
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
tural events such as the famous Rijeka Carnival and others,
good connection with the neighboring countries (such as
Slovenia, Austria, Hungary, Bosnia and Herzegovina, Serbia,
etc.), which is a significant pre-condition for achieving success on the tourism market. The opinion of the authors is
that the true potential has not still been completely reached.
In order to propose adequate and efficient guidelines for further development of tourism offer, the authors will further
present the statistical indicators which present the state of
tourism offer development, the grade of tourist satisfaction
with Rijeka´s tourist offer, and finally, propose strategic developmental guidelines for development of a competitive
city tourism offer.
Data presented in the previous table show the achieved
tourist arrivals and overnight stays for the period 2004-2014.
When monitoring overall tourist arrivals, it is evident that
in the period 2004-2014, there were some significant turbulences until 2013, when the number of arrivals increased.
Namely, 90.717 tourist arrivals were achieved in 2014, which
compared to the year 2004 represents a growth of 68.33%.
However, during that period significant oscillations were
observed in the number of domestic and foreign tourist arrivals. As regards tourist overnights, 173.549 tourist overnights were achieved in 2014, which represents the growth
of 64.04% compared to the year 2004. However, when monitoring domestic and foreign tourist overnight stays during
this period, some serious oscillations can also be observed.
2. REVIEW OF CURRENT TOURISM OFFER
OF RIJEKA
Modern perspectives look at the city as more than a mere
concentration of people, and consider it a hub of trade, culture, information and industry. Because of the increasing
urbanization, cities play ever more important roles in their
country’s economic development and may perform a crucial role in global or regional networks. As such, cities are
increasingly competing with one another to attract visitors,
investors and residents, and to host international events or
corporate headquarters (Alvarez & Yarcan, 2010 according to UN-Habitat, 2006). In the period 2009-2013, there
was a significant increase of 47% of city holidays (World
Travel Monitor 2013), meaning that interest in city tourism is rapidly growing, and countries need to invest their
efforts in the development of this selective form of tourism.
In Croatia, a huge emphasis was rightfully being placed on
the capital city of Zagreb, followed by Dalmatian cities Split,
Zadar, Dubrovnik, followed by Istria peninsula and cities
of Umag, Novigrad, Pula, and many others. However, the
city of Rijeka was insufficiently mentioned, which encouraged the authors to write this paper. As a tourist destination,
every city has something special and particular that makes it
special and different from other destinations. When discussing the role of the city of Rijeka in tourism offer development, it is necessary to point out that it possesses all natural,
cultural-historical and other resources, organization of cul-
Table 2. Achieved Tourist Arrivals in the City of Rijeka in the period 2004-2014
Tourist Arrivals
Tourist Overnights
Year
Foreign
Domestic
Total
Foreign
Domestic
Total
2004
34.226
19.665
53.891
72.441
33.355
105.796
2005
30.889
19.763
50.652
65.750
33.466
99.216
2006
40.582
22.177
62.759
78.838
38.988
117.826
2007
48.522
21.132
69.654
91.802
37.828
129.630
2008
44.955
21.334
66.289
79.990
37.287
117.277
2009
47.600
18.238
65.838
91.262
32.765
124.027
2010
51.082
17.336
68.418
95.381
31.962
127.343
2011
53.781
17.016
70.797
101.935
33.845
135.780
2012
52.997
16.695
69.692
102.016
33.564
135.580
2013
58.646
17.653
76.299
112.656
33.521
146.177
2014
69.541
21.176
90.717
132.238
41.311
173.549
Source: http://press.visitrijeka.hr/Statisticki_podaci
Table 3. A review of the number of beds in the city of Rijeka in the period 2004-2014.
Category
60
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
Index 2014/2004
Hotels
456
387
502
515
515
554
554
554
554
554
554
121,49
Hostels
...
...
61
61
61
61
61
91
120
448
429
...
Priv. accommod.
42
63
92
105
126
173
189
213
272
411
573
1.364,29
Camps
350
350
350
350
350
350
350
350
350
350
350
100,00
Lodging
882
882
882
882
378
378
378
378
378
378
378
42,86
Campuses*
...
...
...
...
...
...
...
...
...
...
116
....
Beds total
1.730
1.682
1.887
1.913
1.430
1.516
1.532
1.586
1.674
2.141
2.400
...
Source: http://press.visitrijeka.hr/Statisticki_podaci
* In the city of Rijeka, Student´s accomodation facilities are situated on different locations, away from the faculties the students attend, while in
the USA, i.e., the faculties and accomodation capacities are situated on the same grounds.
Data in the previous table point to some significant
changes in the structure of accommodation capacities for
the period 2004-2014. During that period, the highest increase of beds was achieved in private accommodation (13
times), and in hotels (21.49%). There were no changes in the
number of beds in camps, while a decrease in the number
of beds in the lodgings (57.14%) was observed. Hostels were
introduced in 2006, and campuses in 2014, so it wasn´t possible to compare their growth and state with other types of
accommodation during the period 2004-2014. Accordingly,
daily consumption of tourists of the city of Rijeka will be
presented.
Table 4. Daily consumption of tourists of the city of Rijeka (%)
Amount in Less than
EURO
30 €
Rijeka
40.4
30-50€
50-100€
More than
100€
31.9
25.5
2.2
Source: Tourism Destination Research (2012, p. 33)
The highest number of tourists (40.4%) spends less than
30 Euro on a daily basis, 31.9% of them spends between
30-50 Euro, 25.5% of them spends 50-100 Euro, while only
2.2% of tourists spends over 100 Euro. The presented data
indicate a low level of tourist consumption.
Along with the results of tourists, the elements of tourist
offer of the city of Rijeka will be presented. Likert Scale, with
range 1-7 (1-the worst grade, 7-the best grade), was used for
the purpose of this research.
Table 5. Tourist satisfaction with the elements of tourism offer
in the city of Rijeka
Rank
Elements of tourism
offer in the city of Rijeka
Grade
1
Space, resources, environment
5.64
2
Organization of the destination
5.55
3
Facilities
5.47
4
Inhabitants, employees in tourism
5.40
4
Recognizability, safety, level of
information
5.40
Source: Tourism Destination Research (2012, p. 43)
Data in the previous table undoubtedly show that tourists
are most satisfied with the preservation of space, resources
and the environment (5.64). The second highest graded element was the organization of the destination (5.55), followed
by the offer of tourist facilities (5.47). A bit lower grade (5.40)
was given to hospitality of domestic population and employees in tourism, as well as recognizability, safety, and the level
of reachable information in and about the destination.
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
Table 6. Tourist satisfaction with the facilities of tourist offer
of the city of Rijeka
Rank
Facilities
Grade
1
Entertainment facilities
5.85
2
Accommodation capacities
5.79
3
Events
5.60
4
Restaurants
5.55
5
Field-trips offer
5.51
6
Nautical offer
5.47
7
Local gastronomy
5.45
8
Facilities for health tourism
5.38
9
Historical-cultural heritage
5.26
9
Facilities for children
5.26
10
Relation of price and quality
5.21
10
Meetings and Conferences
5.21
10
Cultural facilities
5.21
11
Sports facilities
5.04
Average grade
5.47
Source: Marković et al. (2012, pp. 43-44)
Tourist facilities represent an important part of the total tourist offer of a destination, particularly because their
diversity enables satisfaction of all types and preferences of
tourists. According to the data from the previous table, in
the city of Rijeka, the tourists are most satisfied with entertainment facilities (5.85) and the offer and quality of accommodation capacities (5.79). They are followed by organization of events (5.60) such as the Rijeka Carnival, and other
events. The offer of restaurant capacities (5.55), organization of field trips (5.51), nautical offer (5.47) were graded
slightly lower. Local gastronomy was graded lower in relation to its potentials and possibilities (5.45). Considering
that the city of Rijeka does not possess significant resources
for health tourism development, the lower grade was to be
expected (5.38). Historical-cultural heritage was also graded
lower (5.26) despite numerous historical-cultural resources.
What is most concerning is the lower grade of relation of
price and quality, Meetings and Conferences (offer of MICE
tourism) and cultural facilities (5.21). Sports facilities were
the lowest graded (5.04). The average grade of the total offer of tourist facilities is 5.47. Previously presented results
indicate that certain changes will have to be made in order
to improve the quality of the overall tourism products and
offer and increase the level of competitiveness of the city of
Rijeka on the international tourism market.
3. STRATEGIC GUIDELINES FOR DEVELOPMENT
OF A COMPETITIVE CITY TOURISM OFFER
OF RIJEKA
In order to enable maximum tourist development of the
city of Rijeka, the weaknesses and threats of the tourist offer
need to be eliminated or reduced to the minimum, while
strengths and opportunities need to be used as an advantage
in achieving competitiveness on the tourism market. The
following table presents the SWOT analysis of the tourism
offer of the city of Rijeka.
61
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
Table 7. SWOT analysis of City tourism of the city of Rijeka
STRENGTHS
-
WEAKNESSES
Rich and preserved resource base for city tourism development.
Pleasant climate, clean sea, clean air.
Good traffic connections and easy access.
Recognizability on traditional tourist generating markets
(Slovenia, Austria, Italy, Germany, etc.).
- Kindness of the population and employees in tourism.
-
Insufficiently profiled offer.
Lack of innovation.
Lack of organization.
Insufficient value for money.
Insufficient recognizability on the new market
niches.
OPPORTUNITIES
- Development of selective forms of tourism within the city
tourism offer.
- Possibility of achieving greater recognizability on traditional
tourist generating markets (Slovenia, Austria, Italy, Germany,
etc.).
- Creating of a brand of city tourism.
- Investment in knowledge.
- Development of new experiences based on the unique tourist
offer of Rijeka.
- Sustainable tourism development.
- Raising of general quality of the facilities.
- Creation of synergy between culture and tourism.
- Public-private partnership.
- New possibilities for project funding (Cohesion Funds of the
EU, public-private partnership, development incentives by the
Ministry of Tourism of the Republic of Croatia).
THREATS
-
Pollution of the environment.
Uncoordinated development.
Rapid growth of new markets.
Creation of competitive destinations and
products.
Source: Authors’ adaptation according to Cerović et al. (2014)
Previously presented SWOT analysis indicates the complexity of development of a city tourism product. Its development must be carefully planned at all levels, along with
undertaking adequate marketing activities. Bearing in mind
all previously mentioned, the authors recommend using the
following model “Chain of Values in City Tourism offer”.
Its application will certainly contribute to development of
a successful and competitive city tourist offer.
Figure 1. Chain of Values in City Tourism offer
62
Source: Authors’ adaptation according to Alkier Radnić et al. (2012)
The previously presented model shows the value chain of
a successful and competitive city tourism offer. Its application conditions a successful planning and development of
the offer of city tourism, which will enable tourists to satisfy
their needs for rest, relaxation, acquisition of new knowledge
about the culture and tradition, learning languages, feeling
welcome, and achieving value and experience for money.
The market and competition are forcing tourist destinations to design a product that is considerably more complex than the uniform product. The tourism product is defined as the destination´s product, and is the result of the
destination´s entire tourism experience. By bringing together different kinds of services, this product offers a complete
experience laced with the specific features of the local community. In order to design such a product, the application
of market and marketing concepts is required. Creating a
destination product exceeds the competences and authority
of the tourism sector, making it an issue of interest for the
entire tourism destination, and implying the coordinated
activities of various agents within the destination: tourism
development policy makers, destination management, quality control, providers of tourism sub-products, market intermediates, human resource education providers, guests and
residents (Authors´ adaptation according to Alkier Radnić,
2006). The necessity for further development of City tourism is growing on a daily basis, and considerable research is
being conducted in order to rethink further developmental
guidelines and strategies.
In 2012, the United World Tourism Organization published an important publication Global Report on City
Tourism AM Reports: Volume Six, where they proposed
the following developmental guidelines for City Tourism
development:
◆ Raise awareness of the economic and social impact
of city tourism on national and local economies.
◆ Integrate urban tourism as a key pillar of government policies at all levels.
◆ Establish effective and renewed instruments for partnerships between all stakeholders involved with tourism in order to ensure sharing of information, initiatives and knowledge to benefit the destination,
tourists and local residents.
◆ Highlight the importance of human capital and consequently, invest in professional training.
◆ Favour measures to encourage, foster and recognize sustainable local policies and initiatives that
can serve as models and guides for all international
tourism actors.
◆ Implement innovative strategies to provide the city
with new and more specialized products with high
added value, addressing niche markets and upgrading the quality of the visitor experience.
◆ Advance towards the concept of ‘Smart Cities’, urban destinations that prioritize strategies and actions
that include sustainable policies and innovative technological developments as integral elements.
Previously mentioned developmental guidelines brought
by the UNWTO need to be taken into consideration and applied in order for the city of Rijeka to reach a higher level of
development of its tourism offer. It is necessary to:
◆ form a high quality tourism offer which will enable
whole year business (particular accent on cultural,
religious and event tourism) and would result in re-
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
◆
◆
◆
◆
◆
◆
◆
duction of oscillations in tourist turnover, as well as
an increase of the tourist consumption;
apply in practice the value chain of city tourism offer previously presented in the paper, with a goal of
profiling a recognizable image and forming a recognizable tourist brand;
show the real importance and benefits of development of tourism for the city to domestic population;
enable additional learning educational programs for
tourism and hospitality staff based on the European
and world´s best practices, which will enable them
not only to learn how to provide even higher quality
of services in restaurant business, but also to selfdevelop and increase their level of satisfaction, which
is of high importance for achieving competitive business results;
enable higher level of information availability regarding the tourism offer of Rijeka
increase the level of recognizability on the tourism
market through suitable marketing activities and application of the latest marketing tools;
assure adequate level of safety and point that to potential tourists, considering that terrorist attacks and
natural hazards occur quite often on the world level.
The recognizability of the destination as a safe one is
an important factor affecting consumer´s decision to
visit the destination;
Through adequate marketing activities to form a
unique and recognizable image and brand the tourist offer of Rijeka.
5. CONSLUSION
Contemporary tourism trends on the European and
world level point to the growing importance of city tourism,
and its possible contribution to formation of an integral and
recognizable tourist product, capable of meeting the requirements of various tourist profiles. The level of Rijeka´s
tourist offer development still hasn´t reached its true reach.
In order to achieve further success, positive experiences of
the competing cities as tourist destinations will have to be
implemented, while preserving its own uniqueness and
specificity. Further development will result in numerous
socio-economic advantages for the domestic population,
the county of Primorje-Gorski Kotar, and the Republic of
Croatia, as it will improve the level of recognizability on
the tourism market. The hypothesis set forth in this paper
has been successfully proven by the use of statistical data
and the results of the conducted empirical research. Based
on the research results, the authors offered some developmental guidelines which, in their opinion, can contribute to
successful development of Rijeka´s tourism offer.
REFERENCES
Alkier Radnić, R. (2006). Marketing Determinants of Qualitative Trends in EU Tourism. In 18th Biennial International Congress TOURISM & HOSPITALITY INDUSTRY 2006: New Trends in Tourism and Hospitality
Management, May 3-5 2006 (pp. 422-428), Opatija.
Opatija: Faculty of Tourism and Hospitality Management Opatija.
63
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
Alkier Radnić, R., Milojica, V., & Drpić, D. (2012). Sustainable Rural Tourism in Croatia and the Role of Cultural
Resources. Journal of International Scientific Publications: Economy & Business, 6 (3), 254-264.
Gračan, D., Milojica, V., & Zubović, V. (2008). Benchmarking in Sports Recreational and Health Tourism in Croatia and Slovenia. In 6th International Scientific Conference Management in the Function of Increasing the
Tourism Consumption-Tourism Destination Attractions
in the Increased Tourist Expenditure, 8 May 2008 (pp.
111-122). Opatija: Faculty of Tourism and Hospitality
Management Opatija.
Kolb, B. (2006). Tourism Marketing for Cities and Towns.
Burlington, MA: Elsevier.
Law, C.M. (1996). Tourism in Major Cities. London: International Thomson Business Press.
Maitland, R. (2009). National Capitals in the City Tourist
System. In Robert Maitland and Brent Ritchie (Ed.),
City Tourism National Capital Perspectives (1-13). Oxfordshire, UK: CAB International.
Maria D. Alvarez, M.D., & Yarcan Şükrü. (2010). Istanbul as
a world city: a cultural perspective. International Journal of Culture Tourism and Hospitality Research, 4 (3),
266-276. doi: 10.1108/17506181011067646
Marković, S., Smolčić Jurdana, D., Soldić Frleta, D. (2012).
Results of the Emphirical Research of Tourists Attitudes
Concerning the Tourism Offering of Kvarner and its
destinations. In Branko Blažević and Milena Peršić (Ed.),
Tourism Destination Research (pp. 21-63). Opatija: Faculty of Tourism and Hospitality Management Opatija.
64
Smolčić-Jurdana, D. (2012). Event Management during city
image transformation processes: The Case of Rijeka,
Croatia. In Lise Lyck, Phil Long, Allan Xenius Grige
(Ed.) Tourism, Festivals and Cultural Events in times of
Crisis (pp. 163-179). Copenhagen: Copenhagen Business Schools Publication.
Smolčić-Jurdana, D., & Magaš, D. (2006). City as a tourist
destination – attributes, principles, goals. In 26th International Conference on Organizational Science Development Creative Organization 28-30 March 2006 (pp.
1714-1721). Portorož, Slovenia: University of Maribor,
Faculty of Organizational Science.
Tourist Board of the city of Rijeka. (2015). Tourist turnover
in the area of the city of Rijeka for the period 2004-2014.
Retrieved May 23, 2015, from http://press.visitrijeka.hr/
Statisticki_podaci
UN Habitat for a Better Urban Future. (2006). State of the
World Cities Report (2006/7). UN–HABITAT. Retrieved
May 23, 2015, from http://unhabitat.org/books/state-ofthe-worlds-cities-20062007/
United Nations World Tourism Organization. (2012). Global
Report on City Tourism AM Reports: Vol. 6. Retrieved
23rd May 2015, from http://dtxtq4w60xqpw.cloudfront.
net/sites/all/files/pdf/am6_city_platma.pdf.
World Tourism Organization. (2012). Global Report on City
Tourism - Cities 2012 Project. United Nations World
Tourism Organization. Retrieved May, 22, 2015, from
http://dtxtq4w60xqpw.cloudfront.net/sites/all/files/pdf/
am6_city_platma.pdf
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-65-70
DIGITALIZACIJA PROMOCIJE BANJA SRBIJE - NA RIMERIMA
VRNJAČKE BANJE I SOKOBANJE
Verka Jovanović*, Melita Jovanović Tončev
Univerzitet Singidunum, Danijelova 32, Beograd, Srbija
Apstrakt:
Primena savremene tehnologije u promociji banjskih turističkih destinacija uslovila je promene kako
na strani ponude, tako i na strani tražnje. Kreatorima marketing aktivnosti određene destinacije
pružila je niz mogućnosti za uspostavljanje brzog, ekonomski isplativog, informativnijeg, geografski
pokrivenijeg kontakta sa potencijalnim posetiocima. Sa druge strane, savremenim turistima koji imaju
sofisticiranije želje i preferencije omogućila je detaljnu vizuelizaciju i upoznavanje sa destinacijom
i pre odlaska u istu, kao i postavljanje fotografija, video zapisa i komentara o posećenoj banji. Ovaj
rad izučava veb sajtove i društvene medije koje destinacijski menadžment može iskoristiti za potrebe
promocije i postizanje vidljivosti ne samo na domaćem, već i na međunarodnom tržištu. Cilj rada je
da se putem analize strukture veb sajtova, foruma, blogova, vlogova, Facebook-a , Pinteresta, Instagrama, Twitter-a Vrnjačke i Sokobanje, kao dve najposećenije banjske destinacije Srbije, ustanovi
stepen digitalizacije promocije i predlože smernice za dalju upotrebu online promotivnih tehnika u
Vrnjačkoj Banji i Sokobanji.
1. UVOD
Tradicionalne marketinške komunikacije koje uspostavljaju jednostranu, veoma često neefikasnu komunikaciju sa
turistima, poslednjih godina 20. veka i početkom 21. veka
bivaju obogaćene digitalnim komunikacijama čija je osnovna karakteristika brza, efikasna, dvosmerna, interaktivna
komunikacija. Putnici sve češće svoje putovanje počinju
pretraživanjem veb stranica određene destinacije na Internetu. Postavljanjem fotografija, deljenjem sadržaja, statusa,
lokacija, informacija, turisti i sami postaju kreatori stranica
društvenih mreža. Sa druge strane, učesnici na strani ponude moraju biti svesni da je pojavljivanje na društvenim mrežama proces koji kontinuirano traje i zahteva svakodnevni
angažman i ažuriranje podataka. Pravilnom upotrebom
društvenih mreža, kreatori marketinških aktivnosti mogu
postići prepoznatljivost, atraktivnost, ojačati brend, povećati broj turista, a samim tim i prihod turističkog mesta.
Rasprostranjeno je mišljenje da su korisnici društvenih
mreža uglavnom tinejdžeri i studenti i da oni nisu ekonomski nezavisni te ne mogu postati značajniji korisnici turističkih usluga. “Međutim, podaci o starosti korisnika Facebook-a pokazuju drugačiji trend. Možda je tako bilo u prvim
godinama nakon uvođenja Interneta, ali studenti koji su pre
pet godina koristili Facebook više nisu studenti. Većina njih
je ekonomski nezavisna. Uskoro će doći do izjednačavanja
u statistici između tinejdžera i ljudi od 28-45 godina. U ne
tako dalekoj budućnosti imaćemo približno isti broj penzionera na društvenim mrežama.”(Stojanović, 2013)
* [email protected]
Ključne reči:
digitalizacija promocije,
društvene mreže,
banje Srbije,
Vrnjačka Banja,
Sokobanja.
2. FUNKCIJE DRUŠTVENIH MREŽA
I NJIHOVO KORIŠĆENJE U TURIZMU
Društvene mreže koje imaju najveći broj korisnika su Facebook, YouTube, Twitter, Google+, Pinterest, Yahoo Answers,
Linkedin, Instagram, Turnbir i Tagged (Boone et al., 2015).
Njihovim korišćenjem DMO može postići bolju vidljivost
destinacije i približavanje korisnicima koji su sve više online.
Facebook je društvena mreža koja ima najveći broj korisnika. Najpre je bio dostupan isključivo studentima Harvarda, da bi u septembru 2006. godine bilo koji korisnik
koji je imao email adresu i bio stariji od 13 godina mogao
postati učesnik na Facebook-u. Osnovni elementi Facebooka su profil, status, fotografija i deljenje (Stankov et al., 2014).
Neophodno je naglasiti da otvaranje profila koji predstavljaju određeni turistički objekat prema pravilima Facebook-a nije dozvoljeno. Otvaranjem profesionalnog profila
krše se pravila Facebook-a i obmanjuju poslovni saradnici i
potencijalni turisti. Ograničeni broj prijatelja od 5000 ( iako
je ovo delimično rešeno opcijom Subscribe-Follow), takođe
limitira mogućnosti promocije putem Facebook-a. Grupa
na Facebook-u (organizovanje ljudi koji imaju zajednička
interesovanja) takođe ne predstavlja mesto na kome bi trebalo promovisati destinaciju.
Najadekvatnije je kreirati Facebook stranu (Facebook
Page) kod koje ne postoji ograničenje u broju fanova. Oni su
pozvani da lajkuju stranice, da komentarišu ili da se taguju
na fotografijama. Prednosti Facebook stranice u odnosu na
65
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
66
profil je što poznati pretraživači kao što je Google, indeksiraju strane, a ne i profil. Na taj način, korišćenjem pretraživača
Google, Facebook strana može se naći na boljoj poziciji nego
veb-sajt destinacije.
Osnovni cilj Facebook-a je prikupiti što više lajkova. Međutim, destinacijskom menadžmentu nije važan broj lajkova, već broj turista koji će posetiti destinaciju, pročitati svaki status, lajkovati, deliti (šerovati), proslediti i preporučiti
prijateljima i na taj način dovesti nove turiste.
Twitter je društvena mreža koja beleži sve veći broj
korisnika i koji ima svoju primenu i u turizmu. Početak
korišćenja Twittera predstavlja otvaranje profila i postavljanje naslovne i profilne slike. Dok je na Facebooku sadržaj u vidu fotografije, video klipova i slično na Twitter-u
je prioritet na informacijama. Status (tvit) na Twitter-u je
ograničen ograničen na 140 karaktera uključujući i linkove
koji se postavljaju (Stojanović, 2013). Praćenjem (followunfollow) moguće je saznati šta neko piše. Korišćenjem haštaga # ispred nekog pojma klasifikuju se tvitovi na osnovu
različitih kriterijuma (#Sajam Turizma). Klikom na taj link
moguće je pročitati šta su ostali korisnici tvitovali pod tim
haštagom.
Na Twitter-u se otvaraju profili, a ne strane kao na Facebook-u. Komunikacija je ležernija, ali jasna i precizna. Kako
bi korišćenje Twittera u promociji destinacije bilo efikasno,
neophodno je tvitovati o “turističkoj ponudi, informacijama
o turizmu, pratiti osobe i organizacije koje se bave turizmom, kao i konkurenciju” (Stojanović, 2013).
Instagram je društvena mreža za deljenje fotografija i
može se reći da je jednim delom Flickr, a drugim Twitter.
Kako bi se napravila dobra strategija sadržaja na Instagramu,
potrebno je identifikovati potencijalne pratioce na osnovu
afiniteta pratilaca konkurenata. Postavljanjem fotografija
koje njih interesuju, moguće ih je navesti da postanu pratioci destinacije koja se promoviše. Veoma je važno da se
objavljuju fotografije odmah nakon fotografisanja, jer tada
pratioci stiču utisak da im se prezentuje aktuelna situacija. Na Instagramu je moguće postaviti kratke video klipove koji predstavljaju sadržaj koji je do sada nedostajao na
Instagramu. Korišćenjem dve vrste haštagova (haštag koji
nosi ime Brenda i uopštenih haštagova koji su relevantni
za ponudu), postiže se veoma laka dostupnost fotografija
potencijalnim korisnicima turističkih usluga.
Pinterest je društvena mreža koja je osnovana 2010.
godine. To je mreža oglasnih tabli (boards) koja služi korisnicima da prikupljaju ideje, zanimljivosti i informacije u
vidu fotografija o odeđenoj turističkoj lokaciji. Table kreiraju sami korisnici prema sopstvenim interesovanjima. Fizička lica na Pinterestu postavljaju nalog i kreiraju privatni
profil, dok je za poslovne svrhe najbolje napraviti poslovnu
stranu (Business Page). Postavljanje fotografija na Pinterestu naziva se pinovanjem, a same fotografije pinovi. Oni se
razvrstavaju po albumima (tablama). “U praksi, kada korisnik pronađe nešto interesantno on može da pinuje svoje
interesovanje u svoju tablu. Od kombinacije reči pin i interest nastao je i naziv ove društvene mreže.” (Minazzi, 2015).
Deljenje fotografija (šerovanje na Facebook-u i retvitovanje
na Twitter-u) se postiže putem repinovanja.
Za korisnike koji žele da svoju promociju obavljaju i putem Pinteresta veoma je važno da:
◆ integrišu Pinterest sa sajtom i ostalim društvenim
mrežama,
◆ pinuju samo kvalitetne fotografije,
◆ uvek imaju na umu da je Pinterest društvena mreža,
◆ prate, mere i ocenjuju svoje aktivnosti,
◆ postavljaju relevantan sadržaj,
◆ prave odgovarajuće albume (table),
◆ budu konstantni (Stojanović, 2013).
Foursquare je geolokacijska društvena mreža, koja u
osnovi ima deljenje trenutnih lokacija sa prijateljima uz
pomoć GPS-a sa mobilnog telefona(Stojanović, 2013). Osnovna aktivnost na Foursquare je check-in. Ukoliko turista
boravi na nekoj novoj lokaciji, on se čekira. Na ovoj mreži
se može pratiti i kretanje prijatelja. Ostali korisnici mogu
lajkovati (klikom na znak srce).
Za turiste je veoma bitna ova društvena mreža, jer na
njoj mogu pročitati komentare ostalih korisnika o određenoj destinaciji i njihovoj turističkoj infrastrukturi. Čekiranjem na deset različitih lokacija, turista postaje vlasnik
Adventure bedža, dok će postati Explorer ukoliko se čekira
na 25 različitih lokacija. Čekiranjem u 20 različitih picerija
može postati vlasnik tematskog bedža. Putnik koji se čekira više puta u jednom istom objektu u poslednjih 60 dana
postaje vlasnik titule Mejdžora za neki objekat. Na taj način se turisti motivišu da se čekiraju i ostavljaju komentare
o određenim lokacijama. Svoja iskustva mogu podeliti sa
ostalim korisnicima ove mreže klikom na opciju Leave a tip.
Google+ je društvena mreža jedne od najvećih informacionih kompanija u svetu - Google. Broj njenih korisnika je
sve veći (343 miliona). Postati korisnik navedene mreže je
veoma bitno, jer će prilikom pretraživanja na osnovu određene ključne reči biti favorizovana strana ove društvene
mreže, a ne neke druge. Zatim, sve je više korisnika Google
Translate, Google Maps, Google Docs. Google pomenute servise sve više vezuje za svoju društvenu mrežu čime privlači
ljude da se registruju i koriste ovu društvenu mrežu (Stojanović, 2013).
Na Google+ je takođe važno za privredne subjekte da
kreiraju Google+ stranu, a ne profil. Ova mreža funkcioniše
po principu krugova. Prilikom predstavljanja određene turističke destinacije važno je napraviti krugove putem kojih
je moguće pratiti “sve relevantne subjekte unutar destinacije (smeštajno-ugostiteljske objekte, saobraćajna preduzeća,
organizacije, ustanove, institucije), ali i druge destinacije u
okolini” (Stojanović, 2013).
3. ISTRAŽIVANJE O UPOTREBI VEB-SAJTOVA
I DRUŠTVENIH MREŽA U PROMOCIJI
VRNJAČKE BANJE I SOKOBANJE
Implementacija informacione tehnologije u turističku
privredu Srbije počevši od 1996. godine (kada je Internet
prvi put uvede u Srbiji), za rezultat je imala promene u rezervacionim, distributivnim sistemima, kao i u promociji ponude i načinu kupovine turističkih usluga. Želeći da
zadovolji težnju turista za detaljnim i aktuelnim informacijama, turistička organizacija Srbije (TOS) je doprinela
kreiranjem veb portala koji će se “koristiti za prezentaciju
turističkog potencijala Srbije, privlačenje domaćih i inostranih gostiju i za pružanje korisnih informacija. Najpoznatiji domaći veb portali su VisitSerbia.org i TouristGuide.
com”(Milićević et al., 2013).
Svako ko počinje u svojim promotivnim aktivnostima
da koristi Internet, najpre postavi veb-sajt. Kako bi veb-sajt
na adekvatan način vršio svoju funkciju, a to je efikasna
promocija date destinacije, neophodno je da ispuni određene uslove koji se tiču kako tehničkih karakteristika, tako
i sadržajnih. Ukoliko se želi efektivno organizovati promocija putem sajtova destinacijski menadžment (ili angažovani
stručni saradnik) bi trebalo da optimizira online marketing
strategiju, navigaciju sajta, sadržaj stranice, istovremeno je
integrišući sa offline marketing strategijom, PR-om i kanalima komunikacije (Kliffton, 2014).
Želeći da ukažemo na značaj koji dobro struktuiran vebsajt može imati za promociju određene turističke destinacije,
analizirali smo sajt Vrnjačke Banje po zadatim kriterijumima prikazanim u tabeli 1. Osnovni parametri koji su razmatrani prilikom ove analize se odnose na tehničke karakteristike, kao i na mogućnosti primene određenih instrumenata
promocije. Tehničke karakteristike sajta su analizirane posmatranjem samog obeležavanja, zatim strukture sajta, kao i
vidljivosti na primarnim i nacionalnim pretraživačima, dok
su mogućnosti primene instrumenta promocije analizirane
putem tehnika internet oglašavanja. Posebno su analizirane
pogodnosti i promene koje sajt nudi u domenu distribucije
(mogućnosti online rezervacija, pretraživanja ponude i sl.).
Analizom veb prezentacije Vrnjačke banje došli smo do
zaključka da je domen adekvatan. Struktura veb-sajta je dobro organizovana, jer postoji glavni meni koji vodi turistu
u odeljke koje on klikom bira. Sajt je dinamičan, dolazi do
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
smene različitog sadržaja. Ponuda je veoma detaljno opisana, kao i svi proizvodi koje nudi banja kao destinacija. Sajt
Vrnjačke Banje omogućava turistima upoznanje sa destinacijom i pre posete putem virtuelnih tura. Opcije online
rezervacije takođe postoje. Boje upotrebljene na sajtu omogućavaju jasno čitanje sadržaja sajta. Postoji previše banera koji oglašavaju smeštajnu ponudu banje. Njihov broj bi
trebalo prilagoditi koncepciji sajta. Sajt Vrnjačke Banje je
2012. godine dobio nagradu „Najbolje na domaćem vebu“.
Posmatranjem i analizom elemenata internet prezentacije Sokobanje došli smo do zaključka da je tehnički dobro
struktuiran sa adekvatnim sadržajem prema tipu sajta. Takođe je i zadovoljavajući kvalitet prezentacije sadržaja, jer
postoji glavni meni na svim stranicama, kao i opcija brze
pretrage. Mogućnosti promocije putem ovog sajta su prikazane u tabeli broj 2.
Domen sajta Sokobanje je adekvatan bez ekstenzije nacionalnog karaktera. Sajt nudi opciju brze pretrage. Vidljivost
sajta je veoma dobra. Broj banera je veliki. Najveći nedostatak ove prezentacije je nepostojanje mogućnosti pristupa
sadržaju na nekom od stranih jezika.
Upotreba društvenih mreža u svrhu promocije banjskih
destinacija analizirana je takođe na primeru Vrnjačke Banje i
Sokobanje, kao destinacije sa najvećim brojem turista i broja
noćenja (prema podacima Republičkog zavoda za statistiku).
Analizirano je korišćenje Facebook--a, Twitter-a, Instagrama,
Pinteresta, Foursquare, postojanje blogova i vlogova u vezi
promocije pomenutih destinacija.
Tabela 1. Analiza strukture veb-sajta Vrnjačke Banje
Kategorija
1. Domen
2. Tip veb-sajta prema funkcionisanju
3. Početna stranica (doorway)
4. Adekvatnost sadržaja prema tipu sajta
5. Kvalitet prezentacije sadržaja
Elementi posmatranja
Adekvatnost domena prema predmetu sajta
a) Navigacija
Glavni meni na svim stranicama
Funkcionalnost
Opcija brze pretrage
Mapa veb-sajta
b) Dostupnost sadržaja na stranim jezicima
c) Osnovne boje sajta
d) Kontrast boja
6. Vidljivost na primarnim i nacionalnim pretraživačima
Google
Yahoo
Metasearch.rs
Krstarica
7. Tehnike Internet oglašavanja
Linkovi drugih sajtova
Postojanje banera
Broj banera
Tip banera
8. Tehnika odnosa sa javnošću
Sekcija za vesti
Chat
Forumi
Anketa
9. Distributivni elementi veb-sajta
Online rezervacija
* označene karakteristike koje analizirani veb-sajt poseduje.
Izvor: Sopstvena analiza na osnovu: Stankov (2008, str. 8)
Predviđena situacija
Adekvatno* - Neadekvatno
Statičan - Dinamičan*
Postoji* - Ne postoji
Adekvatan* - Delimično adekvatan
Postoji* - Ne postoji
Postoji* - Ne postoji
Postoji* - Ne postoji
Postoji* - Ne postoji
Potpuna - Delimična
Engleski - under construction
Bela i tamne boje
Dobar* - Loš
Postoji* - Ne postoji
Postoji* - Ne postoji
Postoji* - Ne postoji
Postoji* - Ne postoji
Postoji* - Ne postoji
Postoji* - Ne postoji
Broj banera: 14
Statični - Dinamični*
Postoji* - Ne postoji
Postoji* - Ne postoji
Postoji* - Ne postoji
Postoji* - Ne postoji
Postoji* - Ne postoji
67
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
Tabela 2 Veb-sajt Sokobanje
1. Domen
Kategorija
2. Tip veb-sajta prema funkcionisanju
3. Početna stranica (doorway)
4. Adekvatnost sadržaja prema tipu sajta
5. Kvalitet prezentacije sadržaja
Elementi posmatranja
Adekvatnost domena prema predmetu sajta
Statičan - Dinamičan*
Postoji* - Ne postoji
Adekvatan* - Delimično adekvatan
a) Navigacija
Glavni meni na svim stranicama
Funkcionalnost
Opcija brze pretrage
Mapa veb-sajta
b) Dostupnost sadržaja na stranim jezicima
c) Osnovne boje sajta
d) Kontrast boja
9. Vidljivost na primarnim i nacionalnim pretraživačima
Google
Yahoo
Metasearch.rs
Krstarica
10. Tehnike Internet oglašavanja
Linkovi drugih sajtova
Postojanje banera
Broj banera
Tip banera
11. Tehnika odnosa sa javnošću
Sekcija za vesti
Chat
Forumi
Anketa
Mogućnost učlanjenja
12. Distributivni elementi veb-sajta
Online rezervacija
Facebook stranica Vrnjačke Banje je analizirana i primarno istraživanje koje je sprovedeno 01.07.2015. godine ukazuje da je tog dana imala 6699 lajkova. Poslednja objava je bila 27.06.2015. što ukazuje da se pomenuta
strana redovno ažurira. Na Facebook strani postoji link ka
veb strani www.vrnjackabanjainfo.com, čime se posetioci Facebook-a usmeravaju na informacije prezentovane
i na veb strani. Takođe postoji i opcija poziv prijateljima
da označe ovu stranicu što je veoma važno prilikom deljenja sadržaja. Osim linka ka veb-sajtu, postoji i link ka
#vrnjackabanja#spa#srbija#leto čime se posetilac upućuje
sve informacije koje su objavljene pod ovim haštagovima.
Na Facebook stranici Vrnjačke banje je ispoštovano
preporučeno pravilo da fotografije čine 90% sadržaja, a
promocija, odnosno tekst samo 10%. Objave su vezane za
manifestacije koje će se organizovati (Karneval od 12-19.
jula 2015.), kao i za religijske svetinje koje se nalaze u blizini Vrnjačke Banje. Twitter Vrnjačke Banje koji nosi oznaku
@vrnjacka_banja ima 1425 tvitova, 22 onih koje prate i 391
pratilaca. Na ovom profilu postoji i link koji vodi ka sajtu
www.vrnjacka-banja.co.rs. Poslednji tvit na ovom profilu je
bio 14.06.2015. godine, što ukazuje da se na ovoj društvenoj
mreži s vremena na vreme tvituje.
Postoji* - Ne postoji
Postoji* - Ne postoji
Postoji* - Ne postoji
Postoji* - Ne postoji
Potpuna - Delimična
Ne postoji sajt na stranom jeziku
Bela i plava
Dobar* - Loš
Postoji* - Ne postoji
Postoji* - Ne postoji
Postoji* - Ne postoji
Postoji* - Ne postoji
Postoji - Ne postoji*
Postoji* - Ne postoji
Broj banera: 12
Statični* - Dinamični
Postoji* - Ne postoji
Postoji* - Ne postoji
Postoji* - Ne postoji
Postoji* - Ne postoji
Postoji* - Ne postoji
Postoji* - Ne postoji
* označene karakteristike koje analizirani veb-sajt poseduje.
Izvor: Sopstvena analiza na osnovu: Stankov (2008, str. 8)
68
Predviđena situacija
Adekvatno* - Neadekvatno
Tabela 3. Upotreba društvenih mreža u promociji Vrnjačke
Banje i Sokobanje
VRNJAČKA BANJA
SOKOBANJA
Facebook
6,7 K,
otvorena 2012.
4,4 K,
otvorena stranica 2009.
Twitter
@vrnjacka_banja, 1425
tvitova, 22 onih koje
prate i 391 pratilaca.
Ne koriste
Instagram
290 pratilaca, 25
postova, link ka sajtu,
ne koriste #
24 pratilaca, link ka
sajtu, ne koriste #
Pinterest
Ne koriste
Ne koriste
Google+
Ne koriste
1 krug-smeštajni
kapaciteti, 128 ljudi
Foursquare
Ne koriste
Ne koriste
Blog
Ne koriste
Ne koriste
Vlog
Ne koriste
Ne koriste
Forum
Forum Krstarice, tema
Vrnjačka Banja
17911 poruka, 2394
tema, 2229 članova,
7.2.2015. poslednja
poruka
Izvor: Sopstvena analiza na osnovu: Facebook (2015a); Facebook
(2015b); Twiter (2015); Sokobanja (2015)
Analizom Facebook stranice Sokobanje je utvrđeno da
je ona otvorena 2009. godine, kao i da ima 4400 pratilaca.
Na ovoj stranici se najčešće najavljuje održavanje određenih
manifestacija i promoviše Akva park kojim se želi privući
mlađa populacija turista u ovu banjsku destinaciju. Za razliku od Vrnjačke banje, Sokobanja ne koristi Twitter, ali je
kreiran profil na Google+. Na forumu Sokobanje je obrađeno 2349 tema i zabeleženo 17911 poruka.
4. SMERNICE ZA KORIŠĆENJE DRUŠTVENIH
MREŽA U PROMOCIJI BANJA SRBIJE
Uzrok ne postizanja ciljeva određenih veb prezentacija
ne nalazi se u odsustvu kreativnosti ljudi koji su osmislili i
postavili veb prezentaciju, već u nedostatku strukturisanog
razmišljanja o tome šta su istinski ciljevi koji se žele postići veb kampanjom, kao i nedostatak merenja performansi
veb-sajta koje bi identifikovalo uzroke neuspeha (Kaushik,
2015). Zbog toga je veoma važno stalno biti u kontaktu sa
korisnicima, osluškivati njihove želje i preferencije, poboljšavati performanse sajta kako bi se zadovoljile želje i preferencije posetilaca i bila im pružena tražena informacija.
Ukoliko se Facebook-om žele postići četiri osnovne
funkcije društvenih mreža, a to su: evaluacija, odgovor, širenje i vođenje potrošačevog ponašanja (Dival et al., 2012),
neophodno je promociju putem ove društvene mreže organizovati u svrhu pružanja značajnih i korisnih informacija
koje potencijalnim turistima mogu biti od pomoći. Potrebno je slediti pravilo 80:20 odnosno stranicu organizovati
da prikazuje 80% tekstualnog sadržaja u vidu korisnih informacija i 20% promocije turističkog banjskog proizvoda.
Veoma je važno „slušati“ svoje fanove, redovno odgovarati,
biti zanimljiv i duhovit. Takođe je značajno organizovati
stranicu da bude bogatija fotografijama i video klipovima.
Prema nedavnoj studiji Hub Spot-a, postovi sa slikama imaju 53% više lajkova i 104% više komentara od tekstualnih
(Stojanović, 2013).
Korišćenje anketa kako bi se prikupilo mišljenje fanova,
praćenje komentara koje posetioci banjskih destinacija postavljaju na odgovarajućim servisima, predstavlja povratnu
informaciju koja će pomoći da se razume stav turista prema destinaciji, kao i iskustvo koje su oni doživeli posetom.
Povezanost veb sajta sa Facebook stranom (i ostalim društvenim mrežama) je veoma bitno za postizanje vidljivosti
na evropskoj turističkoj mapi. Moguće je ponuditi i popust
turistima koji se čekiraju u destinaciji i to podeliti na Facebooku, Twitteru, Foursqueru. Postavljanje reklame sa desne
strane (Facebook ads), takođe može doprineti efikasnosti
promocije. Facebook ad je veoma sličan banerima koji se
postavljaju na sajtovima, ali je bolji način prikupljanja pravih fanova strane. Dodatna promocija svakog pojedinačnog statusa može se postići opcijom boost post (Stojanović,
2013), koja se koristi kada se želi obavestiti veći broj fanova
o promociji, popustima, specijalnim ponudama.
Veoma je važno imati na umu da je korišćenje društvenih mreža stalni proces i da se mora neprekidno tvitovati.
Google indeksira tvitove i stoga je neophodno koristiti ključne reči prilikom tvitovanja. “Zbog veoma kratke dužine poruke od 140 karaktera, mikro-blogeri kako se još i nazivaju
korisnici Twitter-a, veoma često postavljaju link ka sajtu ili
ka tradicionalnim blogovima kako bi se omogućila potpuna
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
informacija o određenim temama” (Minazzi, 2015, str. 10).
Ukoliko ciljnu grupu turista čine stranci, potrebno je tvitovati i na engleskom, francuskom, italijanskom. Osim toga,
ukoliko da putem Twitter-a postignemo efikasniju promociju sopstvene destinacije, neophodno je da pratiti praznike
i slobodne dane u tim zemljama i na osnovu toga pripremiti
odgovarajuću turističku banjsku ponudu. „Jedna od najčešćih tema na Twitter-u je uticaj koji pojedini korisnici ove
društvene mreže imaju u poređenju sa ostalim korisnicima.
Uticaj podrazumeva da te osobe mogu svojim tvitovima,
sugestivno privoleti korisnike na neku akciju, promenu mišljenja, kupovinu proizvoda” (Stojanović, 2013).
“Na Instagramu je moguće čekirati opciju Add to your
photo Map čime se postiže označavanje lokacije na fotografijama i potpuno novi nivo interaktivnosti sa pratiocima”
(Stojanović, 2013). Takođe je moguće osmisliti i nagradnu
igru što bi podstaklo pratioce da postavljaju fotografije koje
odgovaraju određenoj tematici.
Postavljanje fotografija na Pinterestu i njihovo organizovanje u albume će privući veću pažnju potencijalnih turista
i povećaće interakciju sa njima. To će podstaći korisnike da
lajkuju, šeruju i komentarišu. Svaka promotivna aktivnost
podržana setom fotografija biće efikasnija i doprineće prepoznatljivosti destinacije. Veoma bitna osobina Pinteresta
je što “svaki pin u sebi sadrži adresu sajta sa kojeg je pinovan, tako da korisnici Pinteresta jednim klikom bivaju preusmereni na određeni sajt” (Stojanović, 2013). Ova mreža
omogućava subjektima na strani ponude da saznaju kada je
potencijalni turista zainteresovan za posetu određenoj destinaciji. Ukoliko je dodao pinovanjem u listu destinacija
koje planira da poseti to se može videti u tablama koje se
nazivaju “Mesta za letovanje”, “Mesta koja moram posetiti”.
Na kreatorima destinacijske ponude je da težnja turista da
posete određenu destinaciju bude i realizovana na osnovu
njihove odgovarajuće ponude.
Destinacija koja za svoju promociju koristi Foursquare
društvenu mrežu bi trebalo da beleži čekinove (prijave), lajkove, komentare kako bi bila svrstana u liste koje kreiraju
korisnici. „Što se više interakcije beleži, bolje će biti pozicionirana na rezultatima pretrage na ovoj društvenoj mreži”
(Stojanović, 2013).
Postavljanjem fotografija, video zapisa ili nešto dužih
tekstualnih opisa na Google +, moguće je turistima pružiti
detaljnije i potpunije informacije o destinaciji. Promociju
različitih manifestacija je moguće prikazati putem opcije
Kreiranje događaja (Event). Kao i kod ostalih društvenih
mreža veoma je važno povezati Google+ vidžet+1 sa vebsajtom. Na taj način je posetiocima sajta pružena informacija o aktivnostima na ovoj društvenoj mreži.
Međutim, kako se broj društvenih mreža iz dana u dan
povećava, tako se od DMO-a zahteva i veća radna i vremenska angažovanost na upravljanju marketingom putem ovih
medija. Prema McCabeu, “menadžment socijalnih medija
može pomoći upravljanje ulaznim i izlaznim online interakcijama zajedno sa ostalim marketinškim aktivnostima na
veoma efikasan način” (McCabe, 2010). Dakle, promocija
putem veb prezentacija i društvenih mreža nije jednokratan čin koji se završava postavljanjem veb prezentacije ili
otvaranjem stranica na socijalnim medijima, već zahteva
analitički pristup, redovnu angažovanost i integrisanost sa
ostalim kanalima promocije.
69
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
5. ZAKLJUČAK
Vrnjačka Banja i Sokobanja, kao destinacije sa najvećim
brojem posetilaca u Srbiji, promociju svoje turističke ponude
ostvaruju i putem kreiranja veb prezentacija, kao i korišćenjem mogućnosti društvenih mreža. Analizom određenih karakteristika veb prezentacija utvrđeno je da su sajtovi pomenutih banja adekvatno struktuirani, kao i da veoma precizno
prikazuju banjsku turističku ponudu. Reč je o dinamičnim
tipovima sajtova, veoma dobro dizajniranim, koji omogućavaju posetiocima potpune informacije kako o sadržaju
banjskog proizvoda, tako i o njegovoj distribuciji, odnosno
mogućnostima rezervacije i online kupovine. Dakle, kreativnost i informatička pismenost kadrova koji su učestvovali
u kreiranju pomenutih veb prezentacija je veoma dobra i ne
može biti okarakterisana kao nedostatak. Međutim, u cilju
poboljšanja komunikacije sa potencijalnim posetiocima trebalo bi uvesti interaktivniji pristup. Na taj način bi korisnici
banjskih usluga komentarisali svoja iskustva u vezi turističke
ponude i boravka u destinaciji. Jedno od mogućih rešenja je
redovno anketiranje ili postavljanje linka ka forumima na
kojima se komentariše banjska turistička ponuda.
Osim interaktivnosti, sledeća osobina koju bi trebalo
da poseduje dobro strukturirana veb prezentacija je kontinuiranost. Online oglašavanje je proces i neophodno je da
destinacijski menadžment bude fokusiran ka dnevnom ažuriranju internet prezentacije. To bi omogućilo potencijalnim
korisnicima informacije u realnom vremenu o zbivanjima u
analiziranim destinacijama.
Onlajn promocija putem društvenih mreža je još uvek
u začetku. Kao što se može i zaključiti iz prikazanih podataka Facebook je mreža koja se uglavnom koristi. Twitter u
promociji koristi Vrnjačka Banja, dok je Sokobanja počela
upotrebu Google+, što je veoma značajno prilikom pretraživanja Googla od strane potencijalnih turista. Upotreba Instagrama nije toliko značajna, dok se ne koriste mogućnosti
Pinteresta. Analiza upotrebe društvenih mreža je i pokazala
osnovne nedostatke u korišćenju društvenih mreža u promociji banjskih destinacija. Uglavnom je reč o ad hoc nestrukturiranoj i neadekvatno vođenoj promociji. Umesto takvog
pristupa, neophodno je ustanoviti integrisanu komunikaciju
sa korisnicima putem društvenih mreža koja će sve marketinške napore na Facebook-u, Twitter-u, Pinterestu, Google+,
povezati u smislenu celinu i društvene mreže koristiti kao
medije. Osim pisanja blogova i postavljanja video sadržaja
na vlogovima, potrebno je aktivirati korisnike da sami putem društvenih mreža postanu zagovornici posete destinaciji.
Osim toga neophodno je i ulagati određena novčana sredstva
i u plaćene oglase na pretraživaču Google, Facebook-u i ostalim društvenim mrežama.
Dakle, ukoliko žele da postanu destinacije banjskog turizma prepoznatljive i na svetskom turističkom tržištu, Vrnjačka Banja i Sokobanja bi trebalo da svoju promotivnu
aktivnost putem društvenih mreža strategijski isplaniraju,
ali i mere, kontrolišu i koriguju. Neophodno je upravljanje
marketingom onlajn aktivnosti, kao i integrisanje sa oflajn
promotivnim aktivnostima.
LITERATURA
Boone, L., & Kurtz, D. (2015). Contemporary Marketing. Boston, MA: Cengage Learning.
Clifton, B. (2014). Advanced web Metrics with Google Analytics. Indianapolis: Wiley.
Dival, R., Edelman, D., & Sarazzin, H. (2012). Demystifying
social media. Preuzeto 16. juna 2015. sa www.mckinsey.
com
Facebook. (2015a). Vrnjačka Banja. Preuzeto 23. juna 2015.
sa https://www. facebook.com/vrnjackabanjaonline
Facebook. (2015b). Sokobanja. Preuzeto 23. juna 2015. sa
https://www.facebook.com/sokobanja.018?fref=ts
Kaushik, A. (2015). Digital Marketing and Measurement
Model. Preuzeto 16. juna 2015. sa www.kaushik.net/
avinash/digital-marketing-and-measurement-model
McCabe, L. (2010). What is Social Media Management, and
Why Should you care? Preuzeto 29. Juna 2015. sa www.
smallbusinesscomputing.com
Milićević, S., Podovac, M., & Sekulić, D. (2013). Uloga i značaj
informacionih tehnologija na razvoj turizma Srbije. 13th
International Conference Research and Development in
Mechanical Industry, RaDMI 2013, Kopaonik, Serbia.
Minazzi, R. (2015). Social Media Marketing in Tourism and
Hospitality. Cham: Springer.
Soko-banja. (2015). Sokobanja. Preuzeto 23. juna 2015. sa https://
soko-banja.org/index.php?option=com_smf&Itemid=203
Stankov, U. (2008). Uloga Interneta u promociji turizma Srbije: magistarska teza. Novi Sad: Fakultet za geografiju,
turizam i hotelijerstvo.
Stankov, U., Jovanović, T., & Dragićević, V. (2014). Facebook
travel related usage patterns of tourism students. Uticaj
interneta na poslovanje u Srbiji i svetu: Međunarodna
naučna konferencija Univerziteta Singidunum Sinteza
2014. doi: 10.15308/SINTEZA-2014-743-749.
Stojanović, M. (2013). Primena društvenih mreža u turizmu
i ugostiteljstvu. Preuzeto 16. juna 2015. sa www.turizamiputovanja.com
Twitter. (2015). Vrnjačka Banja. Preuzeto 23. juna 2015. sa
https://twitter.com/vrnjacka_banja,
DIGITALIZATION OF PROMOTION OF SERBIAN SPAS – VRNJAČKA BANJA AND SOKOBANJA
70
Abstract:
The use of modern technology in promoting spa tourism destinations has brought about certain changes,
both on the supply and demand side. It provided creators of marketing activities of specific destinations
with a range of options for establishing a rapid, cost-effective, informative and geographically-covered
contact with potential visitors. At the same time, modern tourists, with sophisticated needs and preferences, got the opportunity for more detailed visualization and getting to know the destination prior to
visiting it, as well as for uploading photos, videos, and comments about the spa. The subject of this paper
are web sites and social media, which can be used by destination management to promote and achieve
greater visibility on both domestic and international markets. The aim is to analyze the structure of
web sites, forums, blogs, vlogs, Facebook, Pinterest, Instagram, and Twitter profiles of Vrnjačka Banja
and Sokobanja, as the two most visited Serbian spas, in order to determine the level of digitalization of
promotion, and propose guidelines for further use of online promotion techniques in these two spas.
Key words:
digitalization of promotion,
social networks,
Serbian spas,
Vrnjačka Banja,
Sokobanja.
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-71-76
UPRAVLJANJE RAZVOJEM TURISTIČKE DESTINACIJE
NA PRIMERU BANJA SRPSKE TOPLICE
Simonida Vilić*, Tatjana Dujaković
Univerzitet za poslovne studije, Banja Luka, Republika Srpska
Apstrakt:
Trend banjskog turizma dostiže globalne razmere. Banje postaju turističke destinacije koje se ponovo
otkrivaju, integrišu i brendiraju kako bi stvorile novu globalnu industriju koja koristi širok spektar
elementa iz drugih industrijskih grana. U radu se analiziraju rezultati sprovedenog primarnog
istraživanja o percepciji koju turisti imaju o Banjama Srpske Toplice kao turističkoj destinaciji. Cilj
istraživanja jeste definisati ključne komponente za pozicioniranje i razvoj Banja Srpske Toplice
kao turističke destinacije. Na temelju sprovedenog istraživanja došlo se do jasnih pokazatelja koji
ujedno odražavaju stav i preferencije turista koji su posetili Banje Srpske Toplice, o tome šta je čini
jedinstvenom i privlačnom za turistička putovanja.
1. UVOD
Globalno turističko tržište fokusirano je na potrošačke
preferencije koje se iz dana u dan menjaju, a planiranje i
upravljanje razvojem turizma na svim nivoima nemoguće
je bez poznavanja svetskih trendova. Novi turizam, onaj po
meri čoveka, namenjen je pojedincu, individualcu koji zazire
od toga da bude zrno peska u pustinji, broj u paket aranžmanu, izgubljen među hiljadama spavača u velikom hotelu.
Savremeni turista želi doživljaj ambijenta u kojem boravi,
kontakt s lokalnim stanovništvom, upoznavanje istorije i
kulture sredine koju je odabrao na osnovu njenih atrakcija.
Konkurentnost i partnerstvo su dva bitna elementa novoga
turizma. Konkurentnost turističke destinacije se ne stvara
izvan nje, nego u njoj samoj. Zbog toga je neophodno partnerstvo svih zainteresovanih za razvoj turističke destinacije,
javnog i privatnog sektora unutar same destinacije.
Prema podacima UNWTO-a, jedan od rastućih trendova novog turizma koji postepeno dobija globalne razmere
jeste i banjski turizam. Terapije u banjama su prisutne od
davnih vremena kroz različite forme i oblike zavisno od kulturnog, socijalnog i političkog miljea u kom su postojale, ali
su sada ponovo otkrivene, integrisane i brendirane kako bi
stvorile novu globalnu industriju koja koristi širok spektar
elementa iz drugih industrijskih grana (Cohen & Bodeher,
2008). Analizirajući Strategiju razvoja Republike Srpske za
period 2011-2020. godine, možemo uočiti da Republika Srpska, iako nema imidž turističkog regiona, zbog neizmernog
bogatstva prirodnih resursa ima značajne potencijale da po* [email protected]
Ključne reči:
turistička destinacija,
upravljanje,
razvoj,
banjski turizam.
stane prepoznatljiva na mapi Evrope ukoliko se fokusira na
razvoj i promociju banjskog turizma, avanturizma, ekoturizma, sportsko-rekreativnog i seoskog turizma.
Jedan takav potencijal predstavljaju i stare banje na području Gornjeg Šehera, današnjih, Srpskih Toplica, koje
se nalaze u podnožju brežuljaka Banj Brda (Šehitluka), na
svega 6 kilometara od centra grada Banja Luke. Poznate
po svojoj jedinstvenoj vodi, prosečne temperature od 20
do 36 stepeni celzijusa, koju karakteriše visok stepen alkalnosti, po svojoj gustoći i prisustvu najvećim delom CaCO3
(kalcijev karbonat), sumpora, magnezijuma i minerala, ove
banje predstavljaju pravi svetski raritet. Izvori sa ovakvom
vodom daju vidne rezultate u lečenju bolesti krvnih žila,
oboljenja zglobova, tetiva, mišića, ginekoloških bolesti, pa
i psihosomatskih bolesti, za lečenje i oporavak kardiovaskularnih, reumatoloških, neuroloških i postraumatskih
oboljenja i stanja, što je između ostalog postalo posebnost
i prepoznatljivost ovih banja (Predstavništvo RS, 2011).
Upravljanje destinacijom predstavlja složen i dugoročan
proces, čiji je primarni cilj da obezbedi dostizanje visokog
kvaliteta životnog standarda domicilnog stanovništva, a da
ujedno očuva resurse turističke destinacije. Proces upravljanja turističkom destinacijom može biti defisan kao proces
donošenja strateških, organizacionih i operativnih odluka
da bi se upravljalo procesom definisanja, promocije i komercijalizacije turističkog proizvoda destinacije i kreirao
uravnoteženi i održivi promet posetilaca/turista koji je dovoljan da zadovolji ekonomske potrebe lokalnih aktera u
destinaciji (Franch & Martini, 2002).
71
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
Efikasno upravljanje turističkom destinacijom počinje
analizom okruženja. Za menadžment turističke destinacije
od presudnog je značaja situaciona analiza. Tokom situacione analize ocenjuje se destinacijska konkurentnost korišćenjem SWOT analize (strenghts, weaknesses, opportunities
and threats). Da bi se sagledala objektivna slika turističke
destinacije Banje Srpske Toplice urađena je SWOT analiza
pomenute destinacije, koja je prikazana u tabeli 1.
Tabela 1. SWOT analiza turističke destinacije
Banja Srpske Toplice
SNAGE (Strenghts)
SLABOSTI (Weaknesses)
Izvori lekovite vode.
Objekti velike ambijentalne
vrednosti.
Tradicija banja.
Bogati prirodni resursi.
Reljefna raznolikost.
Gostoljubivost.
Bogata gastronomska ponuda.
Raznovrsno geonasleđe.
Reka Vrbas.
Nedostatak smeštajnih
kapaciteta.
Loša infrastruktura.
Turistička nevalorizovanost.
Nepostojanje marketinških
aktivnosti i nedostatak imidža
destinacije.
Nedostatak saradnje sa
turističkim organizacijama i
agencijama.
Nedostatak stručnog kadra iz
oblasti turizma i hotelijerstva
u državnim institucijama.
PRILIKE (Opportunities)
PRETNJE (Threats)
Bogato kulturno-istorijsko
nasleđe.
Razvoj atraktivnosti i pratećih
sadržaja.
Blizina grada Banja Luke.
Mogućnost razvoja
avanturizma, ekoturizma
i sportsko-rekreativnog
turizma.
Privlačenje stranih investitora.
Nestabilna političkoekonomska stabilnost.
Niska kupovna moć
stanovništa.
Nedostatak saradnje
privatnog i javnog sektora u
oblasti turizma.
Nedovoljna usmerenost na
inostrane turiste.
Nedostatak finansija za razvoj.
Izvor: Podaci su rezultat istraživanja autora
72
Sadašnje stanje razvoja turističke destinacije Banje Srpske
Toplice nije na zadovoljavajućem nivou, jer destinacija nije
turistički valorizovana, a nedostatak smeštajnih kapaciteta
utiče na povećanje turističkog prometa. Zbog toga je neophodno formulisati strategiju upravljanja razvojem turističke
destinacije Banje Srpske Toplice. Dostignuti i planirani obim
turističkih aktivnosti u destinaciji uslovljava potrebu za planiranjem turističkih aktivnosti, definisanjem infrastrukture
potrebne za projektovani rast destinacije, kontrolom kvaliteta, posebno u vezi sa pitanjem zaštite životne sredine (Popesku, 2011). Da bi Banje Srpske Toplice postale konkurentna turistička destinacija, trebaju razvijati specijalizovanu
turističko-zdravstvenu ponudu koja će predstavljati simbiozu resursne i sadržajne osnove. Resursnu osnovu čine
navedene snage turističke destinacije, dok sadržajna osnova
podrazumeva razvoj svih turističkih atrakcija, koje prilikom
boravka, mogu zadovoljiti individualne potrebe za lečenjem
i oporavkom, ali uz unapređenje zdravlja, upražnjavanje rekreacije, upoznavanje kulture i učešće u događajima (Wisnom & Capozio, 2011). Banje Srpske Toplice su turističko
mesto koje ima šansu da postane prepoznatljiva i privlačna
turistička destinacija u svim godišnjim dobima, ukoliko bi
svoju ponudu zasnovala na: kvalitetnom poboljšanju ukupne turističke ponude sa fokusom na izgradnji smeštajnih
kapaciteta, očuvanju mikroklimatskih uslova, pejzažne autohtonosti i tradicionalnih vrednosti, razvoju i racionalnom
korišćenju postojećih potencijala, razvoju savremenih spa i
zdravstvenih programa, razvoju avanturizma, ekoturizma,
sportsko-rekreativnog i kulturnog turizma. Da bi se to realizovalo prioritetni cilj treba da bude dopuna turističke ponude programima i sadržajima koji prate savremene turističke trendove i obezbeđuju joj status elitnog banjskog mesta.
Razvojem kvalitetnih i raznovrsnih dopunskih sadržaja u
destinaciji, u velikoj meri bi se obogatila turistička ponuda.
Kako bi se turistička destinacija Banje Srpske Toplice
bolje pozicionirala, sprovedeno je istraživanje čiji je cilj bio
utvrditi motive i stavove turista, kao i ocenu ponude turističkog proizvoda Banja Srpske Toplice, uvideti kakva je slika
koju turisti imaju o Banjama Srpske Toplice kao korisnici
usluga, kao i šta bi trebalo inovirati u ponudi destinacije. Na
temelju te analize kreiraće se polazišta za izradu strategije
upravljanja turističkom destinacijom koja će na najbolji način predstaviti identitet destinacije, njene vrednosti i jedinstvene atrakcije. U tom smislu istraživanje bi trebalo pružiti
odgovor na sledeća pitanja:
◆ Kakva je trenutna percepcija Banja Srpske Toplice
posmatrana iz perspektive turista?
◆ Kakav je status Banja Srpske Toplice kao turističke
destinacije i izaziva li kod turista želju za ponovnom
posetom?
◆ Kakav bi status i poziciju Banje Srpske Toplice trebale
imati u budućnosti?
◆ Šta je to što će Banje Srpske Toplice učiniti jedinstvenom i privlačnom destinacijom za turistička putovanja?
U prethodnom delu rada korišćene su metode deskripcije i analize, a kod sakupljanja primarnih podataka korišćena
je metoda ispitivanja. U realizaciji terenskog istraživanja kao
sredstvo za korišćenje metode ispitivanja upotrebljen je anketni upitnik. U anketnom upitniku postavljena su pitanja
zatvorenog tipa kod kojih se od ispitanika traži da odaberu
jedan ili više odgovora u odnosu na ponuđene odgovore.
Uzorak obuhvata 60 slučajno odabranih ispitanika, različite
starosne strukture koji su u periodu od 1.06.2015. godine
do 31.07.2015. godine boravili u Banjama Srpske Toplice,
Republika Srpska, BiH.
2. REZULTATI I DISKUSIJA
Za potrebe ovog rada sprovedeno je istraživanje, čiji je
cilj bio obrazložiti potrebu, temelje i elemente kvalitetnog
upravljanja razvojem turističke destinacije Banja Srpske Toplice, opisati postojeće i predložiti buduće, odnosno, željeno
stanje, ponuditi moguće scenarije i planove razvoja turističke destinacije Banja Srpske Toplice. U realizaciji terenskog
istraživanja kao sredstvo metode ispitivanja korišćen je
anketni upitnik. Uzorak obuhvata 60 slučajno odabranih
ispitanika, različite starosne strukture koji su u periodu od
1.06.2015. godine do 31.07.2015. godine boravili u Banjama
Srpske Toplice, Republika Srpska,BiH. U anketnom upitniku opšte karakteristike turista obuhvataju pitanja koje
se odnose demografsku strukturu ispitanika: pol, zemlju iz
koje gosti dolaze, nivo obrazovanja, kao i učestalost (broj)
poseta Banjama Srpske Toplice. Dobijene podatke o opštim
karakteristikama turista smo veoma ilustrativno i pregledno
predstavili u tabeli br. 2.
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
Tabela 2. Opšte karakteristike ispitanika
GODINE
STAROSTI
POL
ZEMLJA
IZ KOJE DOLAZE
NIVO
OBRAZOVANJA
UČESTALOST
POSETA
Muški
38,4%
20-30
10%
Republika Srbija
18,33%
SSS
48,33%
1-5
8,33%
Ženski
61,66%
31-40
15%
Bosna i Hercegovina
81,66%
VŠ
16,66%
6-10
18,33%
41-50
50%
VSS
21,66% Više od 10
51-60
16,66%
Mr
3,33%
Preko 60
8,33%
Dr
10%
73,33%
Izvor: Podaci su rezultat istraživanja autora
Istraživanje je pokazalo da 61,66% anketiranih turista
pripada ženskoj populaciji, dok je 38,4% anketiranih turista
u skupini muške populacije. Prema starosnoj dobi najbrojnija je grupa između 41 i 50 godina (50%), dok najmanje
imamo turista preko 60 godina (8,33%). S te strane činjenica je da, barem u BiH, starija populacija ne prati trendove
u svetu povodom povećanja želje za putovanjima (koja je
doduše posledica znatno boljeg standarda života). Najveći
broj (od 60 anketiranih ispitanika) turista 81,66% u Banje
Srpske Toplice dolazi iz Bosne i Hercegovine, a preostalih
18,33% dolazi iz Srbije. Takođe, vrlo važan podatak je i nivo
obrazovanja anketiranih turista. Iako je većina ispitanih turista sa srednjom stručnom spremom 48,33%, veliki udeo
anketiranih turista čine i visokoobrazovane osobe koje su
završile fakultete, diplomske, magistarske ili doktorske studije 34,99%. Što se tiče odgovora na pitanje koje se odnosilo
na učestalost poseta Banjama Srpske Toplice, možemo uočiti
da je 8,33% turista posetilo Banje Srpske Toplice 1-5 puta
tokom sprovođenja ankete, 18,33% ispitanika posetilo Banje
Srpske Toplice 6-10 puta, dok je najveći broj ispitanika posetilo grad Banje Srpske Toplice više od 10 puta. Ovaj podatak
nam ukazuje da se mora raditi na promociji turizma na način koji će privući nove goste i podstaći ih da se rado vraćaju.
Turisti su u sledećem delu anketnog upitnika imali zadatak oceniti u kojoj se meri slažu s navedenim stavovima
na postavljenoj lestvici (od 1 = nedovoljno, do 5 = odlično).
Na taj način gosti su ocenjivali smeštajne objekte, kulturno-istorijske atrakcije, usklađenost kvaliteta usluge i cene,
lokalnu gastro ponudu, gostoljubivost i ljubaznost lokalnog
stanovništva, jedinstvenost kulture i običaja, noćni život i
zabavu, autohtono-tradicionalne proizvode, lokalnu infrastrukturu, dostupnost turističkih informacija, predele/prirodne atrakcije i nezagađenost životne sredine. Odgovori na
postavljena pitanja prikazani su u tabeli 3.
Turisti se slažu da su top pet ključnih vrednosti Banja Srpske Toplice kao destinacije: Lokalna gastro ponuda 81,66%,
predjeli/prirodne atrakcije 78,33%, jedinstvenost kulture i
običaja 73,33%, gostoljubivost i ljubaznost lokalnog stanovništva 61,66% i nezagađena životna sredina 58,33%. Najnižu
ocenu od navedenih atributa dobila je lokalna infrastruktura
81,66% i dostupnost korisnih turističkih informacija 75%.
Takođe, važno je istaći da nijedan ispitanik nije ocenio visokom ocenom kvalitet smeštajnih objekata, a najveći broj
ispitanika ocenio ga je sa slabom ocenom 73,33%. To znači
da bi se u narednom periodu poboljšao imidž Banja Srpske
Toplice potrebno je raditi na ispravljanju utvrđenih slabosti
turističkog sistema, a pre svega izgraditi kvalitetne smeštajne kapacitete, unaprediti lokalnu infrastrukturu i aktivno
uključiti turističke organizacije i agencije u promovisanje
ove turističke destinacije.
Tabela 3. Ključni atributi Banja Srpske Toplice
OCENA
Odličan
Vrlo dobar
Dobar
Slab
Nedovoljan
-
-
18,33%
73,33%
8,33%
Ponuda kulturno-istorijskih atrakcija
48,33%
21,66%
16,66%
10%
3,33%
Usklađenost kvaliteta usluge i cene
31,66%
46,66%
18,33%
3,33%
6,7%
Ocena lokalne gastro ponude
81,66%
10%
8,33%
-
-
Gostoljubivost i ljubaznost lokalnog stanovništva
61,66%
38,4%
-
-
-
Jedinstvenost kulture i običaja
73,33%
18,33%
8,33%
-
-
-
-
51,66%
23,33%
25%
40%
23,33%
28,33%
8,33%
-
Lokalna infrastruktura
-
-
-
18,33%
81,66%
Dostupnost korisnih turističkih informacija
-
-
-
25%
75%
Predeli/prirodne atrakcije
78,33%
21,66%
-
-
-
Nezagađena životna sredina
58,33%
26,66
11,66%
3,33%
-
Kvalitet smeštajnih objekata
Noćni život i zabava
Ponuda autohtono-tradicionalnih proizvoda
Izvor: Podaci su rezultat istraživanja autora
73
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
Analizirajući odgovore na pitanje šta Vas je motivisalo
da koristite Banje Srpske Toplice, gde su ispitanici mogli da
izaberu više odgovora, uočavamo da su glavni motivacioni
faktori za korišćenje Banja Srpske Toplice zdravstveno stanje i rehabilitacija 100%, kao i lekovitost izvora Banja Srpske Toplice 100%. Pored ovih motiva, uočavamo da polovina ispitanika kao motiv vidi ljubaznost osoblja 53,33%, kao
i kvalitet termalnih voda 41,66%. Takođe, uočavamo da su
kvalitet pruženih usluga 16,66% i ekološka sredina 16,66%
najslabiji motivi za korišćenje usluga Banja Srpskih Toplica.
Grafikon 1. Izvori informisanja o Banjama Srpske Toplice
Izvor: Podaci su rezultat istraživanja autora
Kao izvori informisanja koji su podstakli da se donese
odluka o putovanju se ističu preporuka prijatelja, kolega ili
rođaka 100% koji ukazuju na snagu word-of-mouth komunikacije.Takođe, zadovoljstvo prilikom prethodne posete
destinacije je bilo presudno da 100% turista ponovo dođe
Banje Srpske Toplice, što ukazuje na to da se turisti rado
vraćaju u destinaciju koja uspe da odgovori na njihove zahteve i očekivanja. Dobijeni rezultati nam pokazuju da konvencionalni oblici turističke promocije (turističke reportaže,
vodiči, katalozi, brošure, sajamski nastup) upotpunosti nisu
imali nikakav uticaj na turiste, što se može objasniti nezainteresovanošću medija za destinaciju, ali i lošim marketing
menadžmentom same turističke destinacije.
Grafikon 4. Zadovoljstvo zdravstvenim stanjem nakon
korišćenja tretmana Banja Srpske Toplice
Izvor: Podaci su rezultat istraživanja autora
Analizirajući zadovoljstvo ispitanika svojim zdravstvenim stanjem nakon korišćenja tretmana Banja Srpske Toplice, uočavamo da je najveći broj ispitanika 93,75% zadovoljan, što znači da Banja ima pozitivan učinak na zdravstveno
stanje.
Grafikon 2. Sa kim ste došli u Banje Srpske Toplice
Izvor: Podaci su rezultat istraživanja autora
Analiziranjem odgovora na pitanje sa kim ste došli u
Banje Srpske Toplice, vidimo da ispitanici najviše dolaze
porodično 61,66% ili sami 16,66%, dok najmanji broj ispitanika 8,33% dolazi sa partnerom. To znači da Banje Srpske
Toplice treba da kreiraju posebne vikend spa pakete, koji
bi svojom ponudom privukli i korisnike koji žele da posete
banje sa partnerom.
Grafikon 3. Motivacioni faktori za korišćenje Banja Srpske Toplice
74
Izvor: Podaci su rezultat istraživanja autora
Grafikon 5. Vera ispitanika u lekovitost koju pružaju
Banje Srpske Toplice
Izvor: Podaci su rezultat istraživanja autora
Na pitanje da li verujete u lekovitost koju Vam Banje
Srpske Toplice pružaju, svi ispitanici su dali potvrdan odgovor 100%, pa možemo zaključiti da je lekovitost koju Banja
pruža jedan od glavnih razloga korišćenja njenih usluga.
Grafikon 6. Nedostaci u pružanju usluga
Banja Srpske Toplice
Izvor: Podaci su rezultat istraživanja autora
Analizirajući odgovore ispitanika koji se odnose na nedostatke u pružanju usluga, vidimo da su kao najveći nedostatak okarakterisali nedostatak smeštajnih kapaciteta
58,33%, što znači da bi u strategiji razvoja Banje u Srpskim
Toplicama, trebalo veću pažnju posvetiti izgradnji smještajnih kapaciteta i uređenju termalnih izvora, kao i prostora
oko njih. Takođe, 25,01% ispitanika smatra da treba uvesti
dodatne sadržaje na lokalitetu, dok 16,66% ispitanika ističe
da postoje nedostaci u medicinskim uslugama i fizikalnoj
terapiji, što znači da bi trebalo unaprediti medicinske usluge kroz edukaciju zaposlenih i uvesti savremene aparate za
fizikalnu terapiju.
S obzirom na balneo-resurse, turističku infra i supra
strukturu, tradiciju, banjski turizam predstavlja jedan od
generatora razvoja turističke privrede Republike Srpske
(Strategija razvoja turizma Republike Srpske 2011-2020).
Ukoliko Banje Srpske Toplice žele da postanu konkurentne na tržištu potrebno je da ponude atraktivan turistički
proizvod koji će udovoljiti potrebama kako domaćih, tako
i stranih turista. To znači razvoj konkurentnih banjskih
kapaciteta bez ugrožavanja objekata velikih ambijentalnih
vrednosti, razvoj pratećih sadržaja visokog kvaliteta uz očuvanje termalnih resursa i ekološko turističkih potencijala,
kombinovanje tradicionalnih i savremenih tretmana u spa,
wellness i zdravstvenim programima, simbiozu sa avanturizmom, ekoturizmom i kulturnim turizmom. Takođe, najveći
deo prirodnih i turističkih resursa treba da bude uključen
u institucionalne planove i programe razvoja ovog područja. U situacionoj analizi, ali i kroz podatke o informisanju
turista o destinaciji prikazanim u istraživanju, uočavamo
da turističke organizacije ne kontaktiraju nosioce banjskog
turizma na ovom području, u nameri da im pruže određene
preporuke, ideje, ali i da učestvuju u rešavanju brojnih problema koje pritiskaju ovaj vid turističke ponude. Zbog toga
je neophodno da se javni i privatni sektor zajedno uključe u
upravljanje turističke destinacije Banje Srpske Toplice, pre
svega u marketinškim aktivnostima i promociji destinacije.
U svemu tome važnu ulogu treba da ima selektivan, tržišno orjentisan, pravilno koordiniran i na vreme pripremljen
strateški plan za razvoj i upravljanje destinacijom.
3. REZIME
U godinama koje slede potrebno je ozbiljno pristupiti
pozicioniranju Banja Srpske Toplice kao turističke destinacije na turističkom tržištu i to sa četiri aspekta ekoturizma,
banjskog, sportsko-rekreativnog i kulturnog turizma. U
tom pogledu jedan od prioritetnih zadataka koji stoji pred
gradom Banja Luka i njenom turističkom organizacijom sa
jedne strane, i svim faktorima turističke ponude sa druge
stane, bi bilo da turistički valorizuje destinaciju i radi na
izgradnji imidža, koji bi sa jedne strane lakše pozicionirao
turističku ponudu ovog kraja prema potencijalnim tržištima, a sa druge strane zainteresovao potencijalne turiste. Na
temelju istraživanja motiva i stavova turista Banja Srpske
Toplice, dobijena su polazišta koja mogu poslužiti kao polazna osnova za formulisanje strategije upravljanja destinacijom Banja Srpske Toplice. Kada posmatramo analizirane
rezultate istraživanja uočava se u smer u kojem bi se Banje
Srpske Toplice kao turistička destinacija trebale pozicionirati i razvijati, a čime su gosti bili posebno zadovoljni.
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
Inovativna pokretačka snaga mogu biti sledeći turistički
proizvodi:
◆ Izvori lekovite vode,
◆ Predeli/Prirodne atrakcije,
◆ Gostoljubivost i ljubaznost lokalnog stanovništva koji
čine boravak ugodnijim,
◆ Lokalna gastro ponuda,
◆ Kulturno istorijske atrakcije.
Analiziranjem rezultata istraživanja dolazi se do zaključka da bi se Banje Srpske Toplice trebale usmeriti ka ciljnoj
populaciji. Tako se segmentiranjem dolazi do nekoliko ciljnih grupa:
◆ Turisti sa zdravstvenim potrebama,
◆ Turisti s posebnim interesima (porodice, deca, mladi),
◆ Turisti koji preferiraju kulturnu baštinu i druge tradicionalne vrednosti,
◆ Ljubitelji prirode i čistog vazduha,
◆ Avanturisti, rekreativci, sportisti.
Banje Srpske Toplice imaju potencijala da postanu konkurentna turistička destinacija u globalnoj banjskoj industriji ukoliko se koristi holistički pristup upravljanja destinacijom u čijem je fokusu zdravlje čoveka. Racionalno korišćenje
i očuvanje prirodnih i turističkih resursa, njihovo vrednovanje kroz planski i održivi razvoj turizma, izgradnja i renoviranje turističkih kapaciteta, uvođenje savremenih atraktivnih turističkih sadržaja i programa, visok stepen kvaliteta
usluge, investiranje u znanje i stručnost, rešavanje problema
vlasništva, dobar destinacijski menadžment, jačanje marketinških aktivnosti, spadaju u ključne generatore upravljanja
turističkom destinacijom ovog područja, a samim tim doprinose i ukupnom razvoju grada Banja Luke. Takav koncept
iziskuje materijalna ulaganja za koja je neophodna podrška
državne vlasti Republike Srpske i lokalnih instutucija grada
Banja Luke. Za kvalitetno upravljanje resursima i razvojem
turističke destinacije Banje Srpske Toplice neophodna je
saradnja svih stakeholder-a u destinaciji, dakle svih zainteresovanih za njen razvoj u javnom i privatnom sektoru. Bez
te saradnje, utemeljene na zajedničkoj viziji, strategiji i ciljevima, nije moguć održivi razvoj, koji će doprineti blagostanju domicilnog stanovništva, zaštititi resurse za budućnost i
omogućiti kvalitetan boravak turista u destinaciji.
LITERATURA
Bakić, O. (2002). Marketing menadžment turističke destinacije. Beograd: Ekonomski fakultet.
Cohen, M., & Bodeher, G. (2008). Understanding the global
spa industry: Spa management. London: Routledge.
Franch, M., & Martini, U. (2002). Destinations and destination management in the Alps: A proposal for a classifi
cation scheme in the light of some ongoing experiences,
Université de Savoie.
Knežević, M., Šaula, M., & Dujaković, T. (2014). Značaj
zdravstvenog turizma Republike Srpske za razvoj turizma regiona. Poslovne studije, 11-12, 133-155. doi:
10.7251/POS1412133K.
Kotler, P., Bowen, J., & Makens, J. (2003). Marketing for Hospitality and Tourism. New Jersey: Prentice Hall.
Magaš, D. (2003). Menadžement turističke organizacije i destinacije. Opatija: Fakultet za turistički i hotelski menadžment.
75
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
Morrison, A. (2013). Marketing and Managing Tourism Destinations. London: Routledge.
Osmančević, N. (2007). Gornji Šeher – kolijevka Banjaluke.
Banja Luka: Dnevne nezavisne novine.
Popesku J. (2011). Menadžment turističke destinacije. Beograd: Univerzitet Singidunum.
Predstavništvo Republike Srpske. (2011). Bilten 9. Preuzeto
28. Avgusta 2015. sa http://predstavnistvorsbg.rs/pdf_
dokumenti/2011/bilten_9_lat.pdf
Smith, M.K., & Puczkó, L. (2009). Health and wellness tourism. Amsterdam: Elsevier/Butterworth-Heinemann.
Strategija razvoja turizma Republike Srpske. (2011). Preuzeto
28. Avgusta 2015. sa http://ferijalnirs.com/cgi-sys/suspendedpage.cgi
Wisnom, M., & Capozio, L. (2011). Spa Management: An Introduction. Boston: Prentice Hall.
MANAGING TOURISM DESTINATION DEVELOPMENT:
A CASE STUDY OF SRPSKE TOPLICE SPAS
Abstract:
The tendency of spa tourism, as a core business within wellness tourism, has reached global proportions. Namely, spas are becoming tourism destinations that are being rediscovered, integrated and
branded with the aim to create a new global industry that utilizes a wide range of elements from other
industries. The paper analyzes the results of the research conducted concerning tourist perceptions
about Srpske Toplice spas as a tourism destination. The principal aim of the research was to identify
the key components for positioning and development of Srpske Toplice as a tourism destination.
On the basis of the research conducted, we have reached clear indicators that also reflect the attitude
and preferences of tourists who have visited Srpske Toplice spas, regarding the segments that make
it unique and attractive for tourist travels.
76
Key words:
tourism destination,
management,
development,
spa tourism.
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-77-80
LANAC VREDNOSTI U ANALIZI IZVORA KONKURENTSKE
PREDNOSTI DESTINACIJE BANJA DVOROVI
Danica Vuković*
Univerzitet Singidunum, Danijelova 32, Beograd, Srbija
Apstrakt:
Lanac vrednosti određuje aktivnosti, funkcije i procese koji sprovode turističke kompanije i primenjuje se na konkretnoj destinaciji. Za potrebe analize korišćen je primer banje Dvorovi kao turističke destinacije i banjsko-rekreacioni turizam, kao noseći vid turizma u regionu Semberije i šire
severoistočne Bosne. Za korišćenje superiorne vrednosti za turiste i potencijalne turiste, kao osnove
za stvaranje konkurentske prednosti, potrebno je razumevanje lanca vrednosti turizma. Različiti
tržišni uslovi nameću različite zahteve konkurentskim turističkim poslovnim subjektima. Zapravo,
postoji hijerarhija, prioriteti u željama i opredeljenjima turista koji postaju sve zahtevniji. Zbog toga
je važno da turistička kompanija, odnosno turistički subjekti na konkretnoj destinaciji, mogu da
ispune zahteve turista i suoče se sa problemima na sve kompleksnijem i specifičnom turističkom
tržištu. Turistička kompanija na destinaciji Semberije, odnosno banje Dvorovi trebalo bi da ima takvu
hijerarhiju veština koja će joj, u skladu sa njenim lancem vrednosti, obezbediti veću konkurentnu
sposobnost, uzimajući u obzir i druge destinacije u BiH i regionu. Izvori konkurentske prednosti
na posmatranoj destinaciji su niski troškovi i jedinstvenost, a nalaze se u svim aktivnostima u lancu
vrednosti (i primarnim, i u aktivnostima za podršku). U slučaju da turistička kompanija koristi izvor
niskih troškova za postizanje konkurentske prednosti, onda je ona okrenuta više ka zadovoljenju
zahteva efikasnosti naspram zahteva efektivnosti, dok je situacija obrnuta ukoliko kompanija koristi jedinstvenost za postizanje konkurentske prednosti. Cilj ove kratke analize jeste da se turistička
kompanija banje Dvorovi opredeli za jednu od ove dve varijante s aspekta primene lanca vrednosti
na ovoj konkretnoj destinaciji.
1. UVOD
Regija Republike Srpske bogata je prirodnim resursima,
ima dobar geografski položaj, bogato kulturno i istorijsko
nasleđe, postojeću turističku infrastrukturu, poznate turističke proizvode i usluge u pojedinim delovima regije, multietnički karakter regije i različite tradicije, a to sve čini dobre preduslove za razvoj profitabilnih turističkih aktivnosti.
I pored toga, turizmu u ovoj regiji nedostaje partnerstava i
promocije na tržištu, nedovoljno je putnih veza između turističkih centara, nizak je nivo propratnih usluga, nedostaju
obrazovani turistički stručnjaci, nerazvijena je svest o okolini i turizmu kod građana, nizak je nivo promocije domaćeg
turizma, u nekim delovima regije je zastarela i prevaziđena
turistička infrastruktura.
U severoistočnom delu Republike Srpske, između reka
Save i Drine, na udaljenosti od 6 kilometara od Bijeljine, nalazi se banja Dvorovi (Vikipedija, 2015). Banja je formirana
posle otkrića termalne vode bušenjem za potrebe istraživanja nafte 1957. godine u Semberiji.
Predmet istraživanja u ovom radu jeste lanac vrednosti
u analizi izvora konkurentske prednosti turističke destinacije banje Dvorovi. Motiv rada je unapređenje ponude
banjsko-rekreativnog turizma na destinaciji banje Dvorovi.
* [email protected]
Ključne reči:
banja Dvorovi,
banjsko-rekreacioni turizam,
lanac vrednosti,
konkurentska prednost.
2. ANALIZA TURISTIČKE PONUDE NA
TURISTIČKOJ DESTINACIJI BANJE DVOROVI
Najveći obim turističkog prometa u Republici Srpskoj,
meren brojem noćenja, ostvari se u banjama. Trend rasta
obima turističkog prometa je stalan. Počiva na sve kvalitetnijem turističkom proizvodu koji, sem balneofunkcije, čine
usluge iz sfere kongresnog, manifestacionog i sportskog turizma (Strategija razvoja turizma u RS, 2009).
Banja Dvorovi je smeštena u severo-istočnom delu Republike Srpske, između reka Save i Drine na udaljenosti od
6 kilometara od Bijeljine. Nadmorska visina banje je 93m,
dubina izvora termo-mineralne vode je 1345 m, temperatura vode je 75°C, a voda je natrijumsko-kalcijumsko-hidrokarbonatno-hloridna (Vikipedija, 2015). Banja je formirana
posle otkrića termalne vode bušenjem za potrebe istraživanja nafte 1957. godine u Semberiji. Rezultatima testiranja
bušotina su potvrđene hipoteze o velikom hidrogeotermalnom resursu na kome banja može planirati svoj intenzivan
razvoj. Zacrtanim projektima u banjskom kompleksu, 1981.
godine je izgrađen bazen za decu, 1988. godine juniorski
bazen za rekreativne potrebe, a nakon toga grade se još dva
manja bazena, uz hortikulturno uređenje banjskog prostora. Uz prve banjske sadržaje izgrađen je i restoran ,,Izvor”.
77
Ljudski resursi
Tehnološki razvoj
Nabavka
Slika 1. Lanac vrednosti turističkih destinacija
78
Izvor: Porter (1990, str. 33)
Profitna marža
Infrastruktura
Dobit od prodaja
Pomoćne aktivnosti
Praksa smeštaja
Osnovne
aktivnosti
Interna logistika
Destinacija se smatra lancem, odnosno nizom povezanih
aktivnosti koje su potrebne da bi se stvorila i ponudila na
tržištu vrednost koja je superiorna u odnosu na onu koju
nudi konkurencija. Za korištenje superiorne vrednosti za
potrošače kao osnove za stvaranje konkurentske prednosti, potrebno je razumevanje lanca vrednosti turizma. To
znači da je neophodno identifikovati subjekte i aktivnosti
koje učestvuju pri stvaranju i dodavanju vrednosti koja će
ličiti na konačnu ponudu određene turističke destinacije
(Čerović, 2009).
Lanac vrednosti, sa stanovišta nosilaca turističkog proizvoda, predstavlja koordiniranu aktivnost različitih subjekata od upravljača destinacijom i atraktivnostima, do
putničkih agencija i prevoznika, davalaca usluga smeštaja,
ishrane, zabave, rekreacije, trgovine, vodiča, proizvodnje
i prodaje suvenira i lokalnih proizvoda, bankarskih i menjačkih usluga, održavanja automobila, zdravstvenih usluga, informacione i komunikacione tehnologije i dr., dok sa
stanovišta turista, obuhvata različite aktivnosti koje turista
obavlja od pripreme za putovanje, preko putovanja i boravka na destinaciji, do povratka kući i naknadne brige o gostu
(Jegdić & Marković, 2011).
Marketing prodaja
3. ANALIZA LANCA VREDNOSTI TURISTIČKE
DESTINACIJE BANJE DVOROVI
Analiza lanca vrednosti omogućava razumevanje koliko
turistička destinacija dodaje vrednosti proizvodu i uslugama u odnosu na troškove koji su nastali korištenjem svih
potrebnih inputa za njegovu proizvodnju. Dodatna vrednost se može povećati na dva načina (Evans et al., 2005):
1. Smanjujući troškove proizvodnje po jedinici proizvoda/usluge/niže od konkurenata;
2. Menjajući percepciju potrošača vezano za proizvod
tako da on bude spreman da plati višu cenu za određeni proizvod, nego za neki drugi njemu sličan.
Postizanje konkurentske prednosti analiziraćemo preko
Porterovog koncepta lanca vrednosti. Sl. 1 pokazuje Porterov
koncept lanca vrednosti.
Analiza banjskog turizma u Republici Srpskoj (Strategija
razvoja turizma u RS, 2009).
Stanje i problemi:
◆ po osnovu broja noćenja na drugom mestu,
◆ znatno veći broj domaćih u odnosu na strane goste,
◆ kvalitet turističkog proizvoda relativno zadovoljava,
◆ posećenost tokom čitave godine,
◆ mali broj hotela visoke kategorije i sa većim smeštajnim kapacitetima, izuzev Banje Vrućica,
◆ jednoobraznan turistički proizvod /uglavnom zdravstveni turizam
Neophodne mere:
◆ promovisati banje kao kao destinacije zdravstenog,
kongresnog, rekreativnog turizma
◆ obogatiti turistički proizvod sekundarnim motivima
/sport, zabava, odmor,rekreacija, gastronomija…/
◆ podstaći ulaganja u proširenje smeštajnih kapaciteta
i sadržaja turističkog proizvoda
Ciljne banje:
◆ sve
Ciljna tržišta:
◆ Primarno - domaće
◆ Sekundarno - Srbija, Crna Gora, Slovenija, Hrvatska
◆ Tercijarno - Austrija, Italija, Nemačka
Tržišni segmenti:
◆ Individualni /zdravstvo, wellnes/
◆ Parovi sa decom /zdravstvo, wellnes, izlet.../
◆ Parovi bez dece / zdravstvo, wellnes/
Spoljna logistika
Godine 1989. izrađena je bušotina dubine od 1.500 m, sa
temperaturom vode od 80°C. U toku rata 1993. godine završava se prva faza nove banje Dvorovi sa 42 sobe i svim
pratećim sadržajima za fizikalnu i balneoterapiju. Početkom
rata u banji se zapošljavaju izbegli i prognani lekari specijalisti za fizikalnu medicinu i rehabilitaciju, fizioterapeuti i
medicinski tehničari, sa drugim osobljem. Prvi pacijenti bili
su borci - ranjenici sa teškim povredama, kao i civili ranjeni
tokom ratnih operacija. Po završetku rata u banji se i dalje
nastavilo lečenje i medicinska rehabilitacija teških ranjenika
i drugih bolesnika (Gligić, 2010).
U teškim ekonomskim uslovima i sa drugim brojnim
poteškoćama banja je danas funkcionalno opstala i sadržajno obnovljena, za sportske i rekreativne potrebe proširena, razvijajući se, iako sporo, u modernom pravcu, kao
zdravstvena, zdravstveno-turististička i sportsko-rekreativna ustanova.
Praksa doživljaja
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
◆ Grupe /veće i manje/ kongresi, skupovi, edukacija,
wellness, fitness.../
Markenting:
◆ Promocioni paketi, publicitet, publikacije, internet
stranica...
Kanali distribucije:
◆ Mediji, agencije, turoperatori, hoteli, globalni rezervacioni sistemi, sajtovi destinacija.
Podaci o turističkom prometu (broj dolazaka i noćenja turista) prikupljeni su redovnim mesečnim izveštajem
(obrazac TU-11). Izveštaji se sastavljaju na osnovu evidencija u knjigama gostiju, pružanja smeštajnih usluga turistima ili samo posreduju u pružanju tih usluga.
Tabela 2. Broj dolazaka i noćenja turista u Republici Srpskoj
Godina
2005.
2006.
2007.
2008.
2009.
2010.
2011.
2012.
2013.
Ukupno
397 976
489 441
561 995
625 842
564 091
577 802
614 637
629 648
629 663
Banjska mesta
169 189
199 245
220 740
237 400
189 080
223 188
259 095
256 700
225 400
Izvor: Republički zavod za statistiku RS (2009, 2014)
Konkurentnost regionalne turističke ponude, turistički
prihodi i zaposlenost u regiji mogli bi se povećati pripremom dobre strategije za razvoj turizma, kompletiranjem takve turističke ponude sa proizvodima i uslugama po kojima
će regija biti prepoznatljiva, poboljšanjem aktivnosti marketinga, poboljšanjem kvaliteta turističkih usluga, uređenjem
i unapređenjem postojeće i razvojem nove infrastrukture,
razminiravanjem turističkih turističkih lokacija koje su bile
zahvaćene ratnim dešavanjem, unapređenjem smeštajnih i
hotelskih kapaciteta, izgradnjom infrastrukture neophodne
za potrebe izvorišta termo-mineralnih voda, uređenjem rečnih obala i jezera, zaštitom prirodnog i kulturnog nasleđa.
Lokacija turističke destinacije banja Dvorovi je izuzetno povoljna, jer se nalazi pored regionalnog puta koji ide
od granice sa Srbijom, od Rače prema Bijeljini, u srednjem
delu Semberije, najbogatijem poljoprivrednom području
Republike Srpske. Banjski kompleks od nekoliko desetina
hektara zemlje, odvojen je od puta hortikulturno uređenim
površinama, gde se nalazi i glavni izvor lekovite vode.
Izgrađeni hotel “Sveti Stefan”, ima 43 dvokrevetne i
trokrevetne sobe i 2 apartmana. Hotel poseduje kongresnu salu, a u sklopu banjskog kompleksa nalazi se restoran
“Izvor” kapaciteta 400 mesta.
Tabela 1: Stanje infrastrukture banje Dvorovi
Smeštajna
infrastruktura
Ukupan
broj kreveta
Broj
smeštajnih
jedinica
Apartmani
Banja Dvorovi
125
43
2
Izvor: Strategija razvoja turizma Republike Srpske za period 2010-2020.
godine (2009, str.47).
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
Prema podacima sakupljenim metodom ankete, banja
Dvorovi trenutno ima 84 radnika, od kojih je 76 u stalnom
radnom odnosu, a 8 na određeno vreme.
Rukovodstvo banje Dvorovi nema marketinški plan i ne
popunjava postojeće kapacitete. Kapital banje Dvorovi iznosi 5,2 miliona KM, a ima dug od 1,2 miliona KM. Banja se
oslanja velikim delom na sporazum sa Fondom zdravstvenog
osiguranja Republike Srpske, a trebala bi da se uključi u tržišnu utakmicu i predstavi na regionalnom i evropskom tržištu.
Što se tiče tehnološkog razvoja, banja Dvorovi ne prati
savremene tokove i stanje u vezi sa tehnologijama i tehnološkim rešenjima, tehnološkim projektima i programima. Takođe, nerazvijeni su poslovi planiranja, organizovanja izgradnje
i organizovanja održavanja koji se odnose na podršku informaciono-komunikacionih funkcija. S obzirom da nema svoj
veb-sajt, banja nema svoju internet promociju, ne podržava
online booking, otežana je dostupnost informacija potencijalnim turistima, kako o banji tako i o proizvodima koje ona
nudi, otežana je komunikacija sa putnim agentima i slično.
Trenutno se menja pravna forma banje, tako da će biti
preregistrovana iz javne ustanove u akcionarsko društvo,
čime se stvaraju pravni uslovi za dokapitalizaciju, što bi
znatno ojačalo turističku ponudu Semberije. Kompleks
banje Dvorovi ima ambiciozan plan izgradnje akva-parka,
spa-centra i novog hotela za čiju je realizaciju potrebno
14,5 miliona KM.
Banjsko-rekreativni centar Dvorovi trebalo bi da ime sledeće sadržaje: komforne smeštajne kapacitete, ugostiteljske
kapacitete ishrane, rekreativno-zdravstvene sadržaje, trgovačko-prodajne kapacitete, rekreativno-sportske objekte,
objekte za zabavu i parkiralište. Sve to otvara širok prostor
investicionog ulaganja.
Dakle, svako unapređenje u lancu vrednosti smanjuje
operativne troškove i podiže vrednost prihvatljivosti za turiste, što indirektno povećava konkurentnost. Upravo ova
interakcija i međuzavisnost različitih učesnika i njihovo zajedničko delovanje ključ je uspeha svake destinacije.
ZAKLJUČAK
U današnje vreme, internet predstavlja bitnu pokretačku snagu koja ima snažan uticaj na način na koji preduzeće
postiže konkurentsku prednost, jer dovodi do sniženja troškova obavljanja aktivnosti u lancu vrednosti i omogućava
diferenciranje. Predlažemo efektnije i efikasnije korištenje
informacionih sistema, koji bi se u nedostatku sredstava mogli instalisati po osnovu donacija odobrenih iz fondova EU.
Potom, predlažemo komplementarnost ponude sa ostalim mikro-destinacijama, a po osnovu diversifikacije turističkog proizvoda, sa jedne strane i podizanja nivoa kvaliteta
ljudskih resursa, sa druge strane. Takođe, osim pridobijanja
drugih potencijalnih turista na ovoj destinaciji, neophodno
je poraditi na lojalnosti dosadašnjih turističkih potrošača,
odnosno zadržati postojeći obim potrošnje „starih gostiju“,
a potom obezbediti povećanje obima potrošnje po osnovu
priliva novih gostiju.
Takođe, važno je da istaknemo značaj prevencije. Dakle,
ljudi ne moraju biti bolesni da bi otišli u banju da se leče. Svi
programi u banji mogli bi da se koriste preventivno, da se
tokom boravka u banjama ne vrši samo proces rehabilitacije,
već da se pacijenti podučavaju novom načinu života.
79
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
U banjsko-rekreativnom turizmu neophodno je više elemenata turističke ponude, koja mora biti kvalitetnija, kompletnija i sa kvalitetnom medicinskom uslugom iz oblasti
rehabilitacije i prevencije. Smatramo da je potrebno da se
turistička kompanija banje Dvorovi opredeli za postizanje
konkurentske prednosti koristeći prvo izvor niskih troškova,
da bi privukla turiste, a zatim da iskoristi svoju jedinstvenost, da bi ih zadržala i dalje povećavala broj svojih posetilaca.
LITERATURA
Čerović, S. (2009). Strategijski menadžment u turizmu. Beograd: Univerzitet Singidunum.
Evans, N., Campbell, D., & Stonehouse, G. (2005). Strategic
management for travel and tourism. Oxford: Elsevier
Butterworth-Heinemann.
Gligić, P. (2010). Upravljanje turističkom destinacijom i njeno
tržišno pozicioniranje na primjeru regije Sjeveroistočna
BiH. Doktorska disertacija,Univerzitet u Novom Sadu.
Jegdić, V., & Marković, D. (2011). Menadžment turističke
destinacije. Novi Sad: Univerzitet Edukons, Fakultet za
sport i turizam.
Porter, M. E. (1990). The competitive advantage of nations.
New York: Free Press.
Republički zavod za statistiku Republike Srpske. (2009). Statistički bilten broj 5, Ugostiteljstvo i turizam. Banja Luka:
Republički zavod za statistiku.
Republički zavod za statistiku Republike Srpske. (2014). Statistički bilten broj 10, Ugostiteljstvo i turizam. Banja
Luka: Republički zavod za statistiku.
Strategija razvoja turizma u RS. (2009). Strategija razvoja turizma u RS od 2010-2020. Preuzeto 25. avgusta 2015 sa
http://laktasiturizam.org/sajt/doc/Zakonska-regulativa/
Strategija_razvoja_turizma_u_RS_od_2010-2020.pdf
Vikipedija. (2015). Banja Dvorovi. Preuzeto 25. avgusta 2015
sa https://sr.wikipedia.org/sr-el/Banja Dvorovi
THE ROLE OF VALUE CHAIN IN ANALYSING THE SOURCES
OF COMPETITIVE ADVANTAGE OF SPA DVOROVI
Abstract:
The value chain determines activities, functions and processes performed by travel agencies and is
applied to a specific destination. The spa Dvorovi is covered in the analysis, as a tourism destination and spa-recreational tourism, as the prevailing type of tourism in the region of Semberija and
north-east Bosnia. In order to use the superior value for tourists and potential tourists, it is necessary
to understand the value toruism chain as the basis for creation of competitive advantage. Different
market conditions impose diverse demands to competitive tourism business subjects. Actually,
there is a hierarchy, priorities concerning the wishes and preferences of tourists, who are becoming
increasingly more demanding. Therefore, it is important that a travel company, i.e. travel subjects
on a concrete destination can fulfill tourist demands and face the issues on an increasingly complex
and specific tourism market. A travel company operating on the destination of Semberija, i.e. the spa
Dvorovi should have such kind of hierarchy of skills that will, according to its value chain, provide
greater competitiveness, taking into consideration other destinations in Bosnia and Herzegovina,
and the region. The sources of competitive advantage on the observed destination are low expenses
and originality, and they can be found in all activities in the value chain (both primary and support
activities). In case that the travel company uses the source of low expenses to achieve the competitive
advantage, then it is directed more towards satisfying the efficiency requirement versus effectiveness
requirement, while the reverse situation is observed when the company uses originality to achieve
the competitive advantage. The aim of this short analysis is to enable the travel company of the spa
Dvorovi to choose one of these two options from the aspect of application of value chain on this
concrete destination.
80
Key words:
spa Dvorovi,
spa-recreational tourism,
value chain,
competitive advantage.
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-81-87
PROPOSED PRO-ACT DECISION MAKING MODEL FOR
TOURISM DESTINATION CHOICE IN DIFFICULT TIMES:
CONSUMER PERSPECTIVE
Kadir Çakar*
Institute of Social Sciences, Akdeniz University, Dumlupınar Boulevard 07058 Kampus, Antalya, Turkey
Abstract:
Over the last two decades, tourism has faced a number of critical incidents threatening destinations’
image whose detrimental effects have spread rapidly worldwide. Also, such major crises have occurred
in the past decades that have had a negative impact on tourism and travel demand. Consumers are
forced to seek new alternative ways which entail an effective decision making process in terms of
travel destination choice. This paper focuses on analysing motivational factors associated with the
crisis that influence tourists’ pre- and post-purchasing behaviour. Tourist behaviour can vary during
the crisis due to several external and internal factors. In order to avoid high risk and uncertainty,
the decision making process enables travellers to overcome the issues through implementation of
Pro-Act approach. Furthermore, the present research strives to provide a theoretical guide through
extant literature using the Pro-Act approach from consumer behaviour perspective, by which travellers may reach the desired objectives regarding the choice of destination. This theoretical study is also
an attempt to simplify the individual decision-making process from both consumer and marketing
perspectives in difficult times using the concept of Pro-Act approach, which encompasses five main
steps (Problem, Objectives, Alternatives, Consequences, and Trade-Offs) besides Uncertainty, Linked
Decisions and Risk Tolerance.
1. INTRODUCTION
It has always been a problematic issue to make a determination or a decision for travellers in difficult times, referring to critical incidents such as crisis and disaster. However,
within the tourism context, the type of tourist behaviour is
a developing issue whether it occurs as homogenous or heterogeneous during the crisis, which is becoming increasingly
debatable among scholars, as well as researchers. It can be
assessed that tourist behaviour is heterogeneous only in
times of economic crisis (Martin & Soria, 2014). Also, the
decision making process is deterrent and frustrating in difficult times whether man-made crisis or natural influenced
disaster. Particularly, since 2001, the tourism industry has
collapsed due to several critical incidents, which have had
adverse effects on tourism and travel demand. The major
events threatening travel and tourism demand in the previous decade are: September 11, 2001 (Goodrich, 2002; Blake
& Sinclear, 2003; Mühlberger et al., 2005), Foot and Mouth
disease in 2001 (Miller et al., 2003), the terrorist attack on
* [email protected]
Key words:
crisis and disaster,
Pro-Act approach,
tourist behaviour,
destination choice,
consumer behaviour.
Indonesia’s province of Bali in 2005 (Hitchcock & Putra,
2005), post SARS (Severe Acute Respiratory Syndrome) epidemics in 2003 (Wen et al., 2005; Tew et al., 2008; Mao et
al., 2010), Tsunami 2004 in Asia (Kondraschow, 2006; Henderson, 2007), Global economic and financial crisis in 2008
(Li et al., 2010), Japan earthquake and tsunami in 2011 (Forgash, 2011; Rittichainuwat, 2012; Takamatsu, 2014), volcano
eruption of Icelandic occurred in 2010 (Nassar, 2011; Bird
et al., 2010), the bombings in Madrid and London (Boniface
& Cooper, 2009), and lastly the outbreak of attack on Bardo
National Museum in Tunisia. Such emerging unprecedented
events have dramatically changed consumer behaviour and
consumer trends. Thus, considerations of travellers towards
selecting the destination, the decision-making process, have
become much more complex than in the past. The basic logic behind this reason is fear and anxiety that emerged as a
result of such critical incidents. From this point of view, it is
notable that attitudes, perceptions, images and motivation
are seen as ultimate determinants of individual decisionmaking process concerning travel decisions (Cooper, 2005).
81
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
By proposing a new perspective, the specific objectives
of this research are designed:
a) to investigate how consumers manage risk and uncertainty in times of crisis that travellers faced during
their decision-making process;
b) to show the extent to which the Pro-Act approach is
applicable to individual decision-making process in
difficult times in terms of holiday destination choice;
c) to simplify the decision-making process in difficult
times regarding the selection of destinations and hotels offering Pro-Act approach, which encapsulates
multidimensional and hierarchical ladder;
d) to propose a unique theoretical model that can be
accommodated into practice in line with individual
decision-making; and
e) to justify if tourist behaviour exhibits itself as reactive or proactive during the decision-making process
in times of crisis.
2. LITERATURE REVIEW
82
There is no identical type of tourist behaviour which refers to homogeneity. It depends on society, social group and
historical background. In other words, there is no single
variety of tourists sharing similar and universally accepted traveller experience commonly held in all times (Urry,
2009). The significance of heterogeneity was dealt with in
the context of determination of destination by majority of
researchers that heavily depend on the components such
as past environmental-friendly behaviour explicated at the
destination, motivation and vacation styles (Boksberger et
al., 2011). Generally speaking, the tourist behaviour reveals
itself as heterogeneous since motivation consists of several
components (Mascardo et al., 2014). In this context, in
times of crises, it can be risky and complex to make a decision regarding the choice of destination. The issue of complexity can be high in case of lacking information about the
alternatives they have in terms of destinations and hotels
(Dellaert et al., 2014). In order to support this idea, one can
assert that tourists are more likely to pursue self-confidence
as a goal while making generic decisions (Decrop & Kozak,
2014). However, during the crisis, tourist motivation can
be distorted due to the increased perceived risk, which can
significantly influence external and internal motivation factors. The consumer behaviour arises as a fundamental tool
and the most important factor affecting the decision making concerin g the destination choice and purchasing behaviour. Generally speaking, consumer behaviour is based
on four fundamental elements: a) Energisers of demand;
b) Effectors of demand; c) Roles and the decision-making
process; and d) Determinants of demand (Cooper, 2005).
There is a positive relationship between external (e.g.,
need recognition) and internal factors (e.g., information
search, evaluation of alternatives, consumption, and postconsumption) (Demir et al., 2014). Further research has
been led by several authors in regards to decision-making
process of tourists with respect to the choice of destination.
Hong et al. (2009) distinguishes types of decision-making
processes into three stages that are called nominal, extended
and limited decision making. Choi et al. (2012) deals with
the decision making-process within the context of multi-
dimensionality, sequential nature, and hierarchical dimensions. From Sönmez and Graefe (1998)’s perspective, there
is a strong relationship between past travel experience and
future travel behaviour, which primarily influence behavioural intentions. Also, the degree of safety and issue of risk
perceptions play significant role in shaping the future travel
choices. In their study, Han et al. (2011) examined traveller
decision making process by using the Theory of Planned Behaviour (TPB) within the context of exemption visa, which
can potentially influence tourists’ decision making process
to a considerable extent. During the course of the decision
making process of travellers, information (word-of-mouth)
is postulated as the most effective element in determining
and influencing tourist perception (Murphy et al., 2007).
According to psychologists, purchase attitude is shaped
and determined by several different ways such as classical
conditionality, instrumental conditionality, social learning via observation and communication with others and
through people’s opinions, through getting information
from media (Albu & Nicolau, 2010). As can be seen from
the above-given statements, tourist motivational factors
consist of internal motivation triggered by external compulsory measures and travel bans (Wen et al., 2005). The
motivation notion, which is seen as the most influential
and prominent in the selection of vacation destinations,
has been extended by a number of authors (Baloglu &
McCleary, 1999; Kozak, 2002; Jang & Cai, 2002; Beerli &
Martin, 2004; Bansal & Eiselt, 2004; Kim & Prideaux, 2005;
Nicoletta & Servidio, 2012; Chen & Xiao, 2013).
Considering the given extant literature related to travellers’ decision making process, one can assume that the
decision making process is risky and stringent. It is also
revealed that external stimuli and past experiences are the
most significant determinants for traveller’s decision (Martin, 2010). One of the most important consumer’s decisionmaking models has been developed by Angel, Blackwell &
Miniard. This model covers five stages that begin with problem recognition, information search, alternative evaluation,
purchase, and post-purchase behaviour (Noh, 2008). Lastly,
the travel decision-making process has been addressed by
Mathieson and Wall (1982) distinguishing five categories
namely travel needs or desire, information collection and
evaluation, making the travel decision, travel preparation
and travel experience, and travel satisfaction evaluation
(cited in Su & Wall, 2010). A purchase-consumption system in travel and tourism is distinctly stressed by King and
Woodside. Their primary assumption is that through Purchase-Consumption System (PCS), travellers can maximize
the opportunity to seek the possible streams of trip or travel
decisions, consisting of multiple destination options applied
to leisure travel. According to Engel, Blackwell, and Miniard
(1986), the degree of search or problem solving is divided
into limited problem-solving models (LPS) and extended
problem-solving (EPS) (cited in Cooper, 2005). However,
this study is designed to identify the decision-making process over the concept of extended problem-solving rather
than limited problem-solving, since the purchasing attitude
and decision-making process are heavily characterized by
the perceived risk and uncertainty, generating the departure
point of the Pro-Act approach. Further models of extended
problem-solving pertaining to consumer behaviour are presented in the below-given table:
Table 1: Evaluation Process of Consumer Behaviour Models
in Tourism
Author(s)
Model
Dimensions
No tangible return on
investment, considerable
expenditure in relation to
earned income, purchase
is not spontaneous or
capricious and expenditure involves saving and
preplanning.
Wahab,
Crampon
& Rothfield
(1976)
DecisionMaking
Process
Schmoll
(1977)
Model of the
Travel Decision Process
Mayo & Jarvis
(1981)
Three-Level
Decision Making Approach
Extensive, Limited and
Routinised.
Mathieson &
Wall (1982)
Five-Stage
Process of
Travel Buying
Behaviour
Tourist profile, Travel
awareness, Destination resources and characteristics
and Trip features.
Activity-based
model of destination choice
Marketing Variables/
External Inputs, Traveller’s Socio-psychological
variable, Images of Destinations, Destination Choice
and Destinations.
Mascardo et
al. (1986)
Motivations, Desires, Needs
and Expectations as Personal and Social Determinants
of travel behavior.
Source: Adapted from Cooper, 2005.
In Table 1, considering the dimension of consumer
behaviour models in tourism, less emphasis appears to be
placed on psychological dimensions, affecting traveller’s
decision-making processes. In this regards, the Pro-Act
approach is an attempt to fill this gap by providing multipurpose and hierarchical decision-making model to remove troubles in difficult times that travellers face. In other
words, the uniqueness and originality of the Pro-Act approach have become more apparent in this study, which is
suitable among other models aiming at focusing on invisible part of difficulties rather than visible one.
3. THEORETICAL FRAMEWORK OF PRO-ACT
APPROACH: A MIND-MAP FOR MAKING
SMART CHOICES IN DIFFICULT TIMES
Pro-Act refers to the process affecting the decision making strategy with which people faced daily routine life in
all spheres of life in solving their complexity problems. A
number of disciplines from various fields dealt with the use
of this approach. In other words, this approach means the
ability to think analytically and make decisions towards
challenges which minimize and avoid negative impacts derived from consequences of the incidents. It is also likely
to play significant role to mitigate the degree to which perceived risk and uncertainty consumers embraced with complex decision problems. It can be assumed that it should be
assessed proactive rather than reactive one, which strives
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
to make an effective long-term decision to reach particular
results. In the essence, Pro-Act approach can be categorized
into five main stages as follows: Problem, Objectives, Alternatives, Consequences, and Trade-Offs along with Uncertainty, Linked Decisions and Risk Tolerance (Hammond
et al., 1999).
Considering the above-mentioned hierarchical steps,
the first step commences with the evaluation of the existing
problem. Determining the current problem more precisely,
subsequent steps would simplify in developing best alternatives. The next step is followed by the Objectives, encapsulating hopes, needs and expectations that can potentially
increase traveller’s satisfaction. Thirdly, Alternatives phase
is determined by the travellers heavily driven by the motivational factors whether external or internal. The fourth
step consists of Consequences meaning the degree to which
Alternatives chosen would create the desired outcome. The
last section comprises Trade-off, which is a stage that entails generating several proper alternatives in which one can
sacrifice things to choose the best one. In addition to these
five steps, there are also three elements affecting the decision making process, namely Uncertainty, Risk tolerance
and Linked decisions (Hammond et al., 1999). Uncertainty
addresses the requirement to think about different possible detrimental outcomes likely to occur of which people should be aware. Risk tolerance refers to the ability to
undertake initiatives, the level of risk in choosing the best
alternative. It depends on the person’s past experience, beliefs, and social status. Linked decision reflects correlation
among decisions taken at present and its possible effects
on future choices (Throop & Castelluci, 2010; Hammond
et al., 1999). Such emerging eight steps allow people to
simplify the complex decision-making process by eliminating risks factors in all spheres of life. The next section
deals with tourists’ destination choice in difficult times they
often faced within the context of the proposed theoretical
decision-making model of Pro-Act approach.
4. PRO-ACT APPROACH DECISION MAKING
MODEL: HETEROGENEITY OF TOURIST
BEHAVIOUR DURING CRISIS
This section encompasses decision-making process regarding the choice of destinations within the scope of ProAct approach. Generally speaking, the purchase consumer
stages are composed of three main categories that intertwined with each other and are classified as consumer and
marketing considerations. The ingredients of such purchase
phases consist of pre-purchase stage, purchase stage and
post-purchase stage (Cooper, 2005). The question emerges
as to whether consumers’ beliefs, past experiences, and attitudes influence those purchasing stages.
Taking into consideration the above-given Pro-Act approach decision-making mode, tourist behaviour has been
classified according to the impact level of crisis. Considering the classification, one can clearly assume that types
of crisis are evaluated on three different levels: PerceivedRisk Level, Domains and Dimensions that derived from
“scope” and “depth”. The concept of “scope” means the
geographical aspects of a crisis while “depth” refers to the
effects of the events. Natural disasters, earthquakes, volcano eruption, political unrest, civil movements, local or
83
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
Table 2: Heterogeneity of tourist behaviour during crisis
Pro-Act Approach Decision Making Model Applied to Tourism:
Heterogeneity of Tourist Behaviour in a time of Crisis
Perceived Risk
Level
Domains
Dimension(s)
Alternative(s)
Scope of TradeOffs
High
Global
Macro
None/Limited
Narrow
Moderate and
Low
Global, Regional
& Local
Micro & Macro
Multiple
Moderate
Terrorism, War and
Civil Movement(s)
High
Global, Regional
& Local
Micro & Macro
Single/Limited or
None
Narrow &
Moderate
Natural Disaster(s)
High, Moderate
and Low
Local or Regional
Micro
Multiple
Narrow &
Moderate
Political Unrest/
Instability
Moderate and
Low
Local or Regional
Micro
Multiple
Broad
Social & Cultural
Low
Local or Regional
Micro
Multiple
Broad
Type of Crisis
Pandemic/Epidemic
disease(s)
Financial and
Economic
Source: Modified from Hammond et al., 1999 and Bronner & Hoog, 2011, 2014.
84
regional economic and financial stagnation/recession are
categorized under the “scope” whose impacts are limited in
space and time. In other words, such events are restricted
within a country or certain regions. Given the notion of
“depth”, the adverse effects can be seen on individual travellers concerning disposable income during the financial and
economic crisis (Bronner & Hoog, 2011, 2014). The following components are shaped by these three elements since
the type of crisis precipitates distinct detrimental impacts,
influencing alternatives and trade-offs. In assessing the type
of crisis shown in the table above, each event has different consequences while their negative effects can be seen as
expansive at a global scale, such as pandemic or epidemic
diseases and wars. As impact level of such emerging postulations has become more apparent, the devastating results
create high perceived risk level. In this context, travellers’
options in connection with alternative destinations appear
non-existent and subsequently trade-offs are narrow. Given
the financial and economic crisis, it is clear that travellers
show less tendency to cancel or give up their holiday plan
altogether. Their possible responses arise as much as higher,
turning into a multidimensional way. Given the economic
theory in case of any macroeconomic recession and stability, household consumption depends on disposable income
since luxury goods, such as travelling and tourism expenditure strongly affect tourism demand and tourists tend to cut
their travel expenditures (Martin & Soria, 2014).
Problem: This phase posits the most important stage in
which the current problem should be determined precisely
and concretely in order to determine better objectives and
proper alternatives. At this stage, travellers concentrate on
making decisions as to whether to make travel or eliminate
vacation plan altogether after the emerging crisis. This process covers the types of crisis if it occurs due to financial and
economic, political unrest, crime or war etc. The dimensions
and domains of detrimental effects of such emerging devastating events also play an influential role in choosing the
destination and consumer decision-making process. Here,
determining the main problem concisely and clearly would
likely affect the next step reflecting the set of extant alternatives. When we consider this issue from travellers’ point of
view, one can clearly assume that making holiday plan in
times of crisis constitutes the crucial step. According to the
research conducted, during the economic crisis, travellers
tend to bring down holiday expenditures and priorities of
main holiday instead of secondary holidays rather than giving up travelling altogether (Bronner & Hoog, 2011).
Objectives: The phase of objectives is followed by problem. After determining the real problem, the following step
would be to represent the alternatives. This stage is designed
to generate a list of particular destinations and holiday characteristics (e.g., long haul, taking short but frequent trip, seasun-sand tourism, cruise, cultural tourism, etc.) which are
exacerbated by past experiences, current needs, and expectations. At this point, motivational factors arise as an essential
variable in determining objectives. It is commonly held that
destination images affect tourist behaviour and decisionmaking process of travellers (Nicoletta & Servidio, 2012). In
this sense, one can assert that there is a correlation between
travel motivations and destination choices (Jang & Chai,
2002). However, there are significant differences between
tourists, meaning that tourist behaviour is more likely to
be heterogeneous. For instance, German tourists can more
likely have cultural and natural oriented motivational factors, while British tourists prefer to have fun (Kozak, 2002).
In this sense, selection of a type of vacation destination is
exacerbated by motivational factors, past experiences and
attitudes impact on purchase stages. In addition, needs and
expectations of travellers become apparent in the decision
making-process. Generally speaking, types of holiday (e.g.,
cultural tourism, sea-sun-sand tourism, cruise tourism,
safari, golf or medical tourism etc.) are categorized at this
stage. In other words, the question of whether the traveller
is likely to choose to visit the destination was selected before
due to high perceived risk. Objectives should have potential
to meet the needs and expectations of travellers based on the
requested characteristics of holiday travel experience preferred by tourists at the desired destinations. The objectives
determined should potentially meet the needs and expectations of tourists and also be satisfactory. In this sense, the
most significant determinant for selection of vacation destinations and hotels derive from past experiences. The destinations affected by the crisis are eliminated owing to high
perceived risk factors. Nevertheless, to a lesser extent, many
tourists prefer to display “wait and see” approach (http://m.
tourism-review.com/-african-tourism-hit-hard-by-ebolaand-media-coverage-news4280, 2014). The most important point one needs to keep in mind is that the objectives
are identified by types of vacation to be selected. However,
some vacation types are irreplaceable (e.g., business trips,
congress or convention tourism etc.) since the tourism is
assessed as an outcome deriving from such types of activities
while majority are replaceable that comprise a wide variety
of alternatives (e.g., cultural tourism, sea-sun-sand tourism,
cruise tourism, safari, golf or medical tourism etc.). From
this perspective, in case of crisis and disaster, travellers who
prefer to realize their vacation as business trips, congress or
convention tourism, a number of alternatives remain rather
limited due to perceived high risk on both macro and micro
levels. In this situation, their possible reaction emerges as to
give up or cancel holiday or trip altogether since critical incidents exposed them to impede the decision making process.
The same situation applies for epidemic or pandemic crisis
whose effects are widespread and adverse impacts can be
seen globally. In both cases, creating alternatives is impossible because of the increased high perceived risk factors due
to fatality of such emerging epidemics. On the other hand,
in such cases linked to the alternatives, trade-offs become
narrow deriving from the absence of alternatives.
Alternatives: The phase of alternatives means multicategory decisions relying on several different categories
rather than focusing on one choice deriving from interdependencies such as social status, disposable income, past
experiences etc. Another way of statement of this step that
framing broad scope of decisions over the entire the course
of decision-making in constituting alternatives from diverse range of normative stages appear vital. Better options
would only come true by properly identified alternatives,
representing broader perspectives. Tourists can form in this
stage travel choice and type of vacation within the context
of objectives tentatively determined by travellers. In this
sense, travelling abroad or staying at home are generating
alternatives. Similarly, if tourists are willing to satisfy expectations in abroad, their possible reactions would create
options for those who intend travelling abroad are exposed
to choose 5 or 4 star hotels, staying in cheaper accommodation (Scenario A) (Martin & Soria, 2014). Another possible
vacation type would be visits to countries attractive in terms
of cultural and geographical segments such as Egypt, Israel
or Turkey (Scenario B) (Bronner & Hoog, 2012, 2014). The
tourists who are willing to experience safari prefer to choose
several different locations in Africa as an attractive destination (Scenario C).
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
Consequences: Consequences represent and follow options that are clearly defined in previous phases. Also, uncertainty, risk tolerance and linked decisions to be taken
into account to reach better and desired objectives (Hammond et al., 1999). In this context, this stage entails to ask if
to what extent the selected and determined objectives and
alternatives satisfy expectations. In addition, the issues of
consequences which can likely occur occupy an important
place at this stage. Considering Scenario A, people having
moderate disposable income level either prefer to visit closer
destination or select 4 star hotels instead of 5 star hotels at
the same location abroad (Martin & Soria, 2014). According
to Scenario B, another possible vacation type would be visits
to countries attractive in terms of cultural and geographical
segments such as Egypt, Israel or Turkey. In case of any critical incidents that can potentially precipitate high perceived
risk in Egypt and Israel, travellers may choose travelling to
Turkey (Bronner & Hoog, 2012, 2014). Scenario C, in case of
pandemic disease in selected destination, like Ebola, would
likely cause health concern. During the decision-making
process, travellers face two options: either giving up holiday altogether those who perceived high risk or those who
select particular safety location at the same destination due
to perceived low risk.
Trade-Offs: In this section, subsequent to the previous
stages, the options that are preferred reasonably should satisfy and meet the needs that have less potential risks and
uncertainties. There needs to be a delicate balance between
alternatives and consequences which can heavily impact
trade-offs. One of the most important factors is that past
experiences those tourists have had in certain re-visited
destinations emerge “push factor” as an encouraging tool
for the decision-making process (Martin & Soria, 2014).
Reasonable and concrete alternatives are constituted in the
trade-offs stage. Most importantly, during this process, the
alternatives that are likely to compete with each other to a
considerable extent can be sacrificed for best or ideal one
since they have potential to conflict with each other (Hammond et al., 2009). In other words, in this stage, travellers
can make a substitution for ideal one than others. Trade-offs
filters whole alternatives in a logical way than they should
be. The following three scenarios explain the possible and
proper options referring to trade-offs:
Scenario A: Tourists having moderate income level will
prefer either 4 star hotels bringing down the duration of stay
or would prefer closer destinations. On the other hand, travellers who possess disposable income below average cannot
spend their holiday abroad. Instead, they often cancel or give
up holiday plan by cutting back expenditures for spending
money for essentials s like clothing, food and housing. Furthermore, consumers placed in the low average disposable
income will prefer day trips of local scope, such as visiting
adventure or theme parks (Bronner & Hoog, 2012, 2014).
In other words, in times of economic and financial crisis,
travellers more likely choose travelling to closer destinations
instead of spending time abroad. In this regard, shorter trips
would create less expenditure, than consumers exposed to
cutting second trips (Ispas, 2010). It means that travelling
abroad is sacrificed in favour of shorter trips. Similarly, during the Easter, Semester and Christmas holiday, travellers
mostly prefer to spend their holiday at closer destinations to
minimize economic expenditures. This kind of preferences
provides both cutback expenditure and saves time. Most
possible predictions should be evaluated in order to overlap
alternatives with identified objectives.
85
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
86
Scenario B: In case of any critical incidents (e.g. wars,
political unrest, civic movements etc.) in any region such
as the Middle East, Turkey will arise as the most probable
alternative destination rather than Egypt and Israel because
of an increased perceived risk factors deriving from political
unrest or instability. The fact that Turkey possesses the same
cultural and heritage commonalities and seems to be less
risky destination attracts high demand. However, travellers
may alternatively or less likely choose the Greece instead
of Turkey in case of any risky events that can potentially
emerge in Turkey, due to similarity between these two countries in relation to types of tourism offered, in particular for
cultural or natural (sea-sun-sand) tourism attractions.
Scenario C: If the horrendous or negative effects of Ebola are not expansive across the selected country, travellers
opt for participation and realizing Safari in cities where adverse effects of endemic are not seen or free Ebola disease.
More concretely, if the Ebola injection spreads to the cities
of West Africa where Safari is seen as the most preferred
tourism style such as Congo, Guinea, Sierra, Leone and Liberia, then travellers will show tendency to choose to spend
their time in Ghana, which is identified as unaffected or
Ebola free location (http://www.tourism-review.com/traveltourism-magazine-minister-of-tourism-ghana-will-remainebola-free-article2564, 2014). These three scenarios can be
increased in different several variables, possible vacation
types, destination alternatives, and accommodation types.
of information than before. Traditional type of tourists concentrating on limited source of alternative has turned into a
new tourist profile that tends to be more multidimensional,
which can predominantly help in determining travel choices
and decision making. This study revealed that by utilizing
the proposed conceptual Pro-Act approach model, the new
tourist profile may expand the capacity to problem-solving
by which the desired goals are reached through effective
decision-making.
One of the most important points of the present study is
that new tourist profile, during the buying decision process,
mostly prefers to holiday plan in a multidimensional and
inter-temporal way, meaning within a broader context rather than single way. In other words, one can conclude that
tourist behaviour incorporates particular processes which
encapsulate several distinct phases. Most importantly, this
study attempts to overcome the issue of the complexity of
the decision-making process in terms of destination choice
through Pro-Act approach. Also, it tried to investigate
whether the Pro-Act approach is applicable and utilitarian
model in response to challenges occurring during the decision-making process. This study also proves that in difficult
times, tourist behaviour embraced proactive approach during the decision-making process rather than reactive one,
which was the one of the hypothesis of the present research.
5. CONCLUSION
Albu, G.R., & Nicolau, C.L. (2010). Changing Attitudes in Tourism:
A Possible Way to Win The Battle with the current Economic
Crisis. Bulletin of the Transilvania University of Braşov, Series
V: Economic Sciences, 3 (52), 201-206.
Baloglua, S., & McCleary, W.K. (1999). A Model of Destination Image Formation. Annals of Tourism Research, 26 (4), 868-897.
Bansal, H., & Eiselt, A.H. (2004). Exploratory Research of Tourist
Motivations and Planning. Tourism Management, 25, 387396.
Beerli, A., & Martin, J.D. (2004). Factors Influencing Destination
Image. Annals of Tourism Research, 31 (3), 657-681.
Bird, K., Gudrun Gisladottir, D., & Dominey-Howes, D. (2010).
Volcanic risk and tourism in southern Iceland: Implications
for hazard, risk and emergency response education and training. Journal of Volcanology and Geothermal Research, 189 (1),
33-48.
Blake, A., Sinclear, M.T. (2003). Tourism Crisis Management: US
Response to September 11. Annals of Tourism Research, 30
(4), 813-832.
Boksberger, P., Dolnicar, S., Laesser, C., & Randle, M. (2011). SelfCongruity Theory: To What Extent Does It Hold in Tourism?
Journal of Travel Research, 50 (4), 454-464.
Boniface, B., & Cooper, C. (2009). Worldwide Destinations Casebook: The Geography of Travel and Tourism. Amsterdam:
Elsevier.
Bronner, F., & Hoog, D.R. (2011). Economizing Behaviour during
Travel: Strategies and Information Sources. Journal of Vacation Marketing, 17 (3), 185-195.
Bronner, F., & Hoog, D.R. (2012). Economizing Strategies during an Economic Crisis. Annals of Tourism Research, 39 (2),
1048-1069.
Bronner, F., & Hoog, D.R. (2014). Vacationers and the Economic
“Double Dip” in Europe. Tourism Management, 40, 330-337.
Chen, G., & Xiao, H. (2013). Motivations of Repeat Visits: A Longitudinal Study in Xiamen: China. Journal
of Travel & Tourism Marketing, 30 (4), 350-364. doi:
10.1080/10548408.2013.784152
The purpose of this study was to offer a theoretical model
of Pro-Act approach, which adapts itself into the individual decision-making process within the context of tourism
destination choice, with an emphasis on addressing multidimensional and hierarchical ladder. It also strives to simplify the decision-making process which is seen as highly
questionable and problematic from travellers’ point of view,
offering Pro-Act approach model for selection of vacation
destinations and hotels. Moreover, challenges that travellers faced during crisis have been investigated in this study
to show to what extent Pro-Act approach is applicable for a
choice of vacation destination. In essence, the Pro-Act approach proposes travellers five simple steps through which
effective decisions can be made in difficult times with practical implementation of proper solutions. After emerging a
series of devastating critical incidents, traditional consumer
behaviour has changed, prioritizing more health and safety
concerns as ultimate determinants during the decision-making process on travel. In doing so, the purchasing process
of new tourist profile is oriented towards mitigating and
minimizing risk factors determining proper objectives and
alternatives in terms of destinations and accommodation
opportunities.
The present study also stresses that there is no single type
of tourist behaviour reflecting homogeneity. As the extant
literature shown in this study, the tourist behaviour mostly
reflects itself as heterogeneous, which can be categorized in
several different ways which also applies to crisis periods.
The basic idea behind this issue is the motivation, past experiences, vacation styles, beliefs, attitudes, perceptions and
images that are seen as the fundamental components in the
decision making process in terms of purchasing-behaviour.
Today, new tourist profile is more conversant with the use
REFERENCES
Choi, S., Lehto, Y.X., & Morrison, M.A. (2012). Structure of Travel
Planning Processes and Information Use Patterns. Journal of
Travel Research, 51 (1), 26-40.
Cooper, C. (2005). Tourism Consumer Behaviour. In C. Cooper, J.
Fletcher & A. Fyall (Ed.), Tourism-Principles and Practice (pp.
50-80). Harlow: Prentice Hall.
Decrop, A., & Kozak, M. (2014). Consumer Goals in Vacation Decision Making. Journal of Travel & Tourism Marketing, 31
(1), 71-81.
Dellaert, C.G.B., Arentze A.T., & Horeni O. (2014). Tourists’ Mental
Representations of Complex Travel Decision Problems. Journal of Travel Research, 53 (3), 3-11.
Demir, S.S., Kozak, M., & Correia, A. (2014). Modelling Consumer
Behavior: An Essay with Domestic Tourists in Turkey. Journal of Travel & Tourism Marketing, 31 (3), 303-312.
Forgash, R. (2011). Touring Tohoku, Serving The Nation: Volunteer Tourism in Post-Disaster Japan. The Applied Anthropologist, 31 (1), 30-36.
Goodrich, N.J. (2002). September 11, 2001 Attack on America: A
Record of the Immediate Impacts and Reactions in the USA
Travel and Tourism Industry. Tourism Management, 23 (6),
573-580. doi:10.1016/S0261-5177(02)00029-8
Hammond, S.J., Keeney, L.R., & Raiffa, H. (1999). Smart Choices:
A Practical Guide to Making Better Decisions. USA: Harvard
Business Review Press.
Han, H., Lee, S., & Lee, K.C. (2011). Extending the Theory of
Planned Behaviour: Visa Exemptions and the Traveller Decision-making Process. Tourism Geographies: International
Journal of Tourism Space, Place and Environment, 13 (1),
45-74.
Henderson, J.C. (2007). Corporate social responsibility and tourism:
Hotel companies in Phuket, Thailand, after the Indian Ocean
tsunami. International Journal of Hospitality Management,
26, 228-239.
Hitchcock, M., Putra, I., & Nyoman, D. (2005). The Bali Bombings:
Tourism Crisis Management and Conflict Avoidance. Current Issues in Tourism, 8 (1), 62-76.
Hong, K.S., Lee, W.S., Lee, S., & Jang, H. (2009). Selecting Revisited
Destinations. Annals of Tourism Research, 36 (2), 268-294.
Ispas, A. (2010). Implications of the Financial Crisis on the European Tourism. Bulletin of the Transilvania University of Braşov,
3 (52), 213-220.
Jang, S. S., & Cai, A.L. (2002). Travel Motivations and Destination
Choice: A Study of British Outbound Market. Journal of
Travel & Tourism Marketing, 13 (3), 111-133.
Kim, S. S., & Prideaux, B. (2005). Marketing Implications Arising
from a Comparative Study of International Pleasure Tourist Motivations and Other Travel-Related Characteristics of
Visitors to Korea. Tourism Management, 26, 347-357.
King, L.R., & Woodside, G.A. (2001). Qualitative Comparative
Analysis of Travel and Tourism Purchase-Consumption Systems. In J.A. Mazanec, G.I. Crouch, B.R.J. Ritchie and A.G.
Woodside (Ed.), Consumer Psychology of Tourism, Hospitality and Leisure (pp.87-105). USA: CABI Publishing.
Kondraschow, R. (2006). The Lessons of Disaster. Journal of Retail
and Leisure Property, 5 (3), 204-211.
Kozak, M. (2002). Comparative Analysis of Tourist Motivations by
Nationality and Destinations. Tourism Management, 23 (3),
221-232. doi:10.1016/S0261-5177(01)00090-5
Li, S., Blake, A., & Cooper, C. (2010). China’s Tourism in a Global
Financial Crisis: A Computable General Equilibrium Approach. Current Issues in Tourism, 13 (5), 435-453.
Mao, C.K., Ding, C.G., & Lee, H.Y. (2010). Post-SARS tourist arrival recovery patterns: An Analysis based on a catastrophe
theory. Tourism Management, 31 (6), 855-861. doi:10.1016/j.
tourman.2009.09.003
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
Martin, D. (2010). Uncovering Unconscious Memories and Myths
for Understanding International Tourism Behaviour. Journal of Business Research, 63 (4), 372-383. doi:10.1016/j.jbusres.2009.04.020
Martin, E.L.J., & Soria, C.A.J. (2014). Economic Crisis and Tourism Expenditure Cutback Decision. Annals of Tourism Research, 44, 5373. doi:10.1016/j.annals.2013.08.013
Mascardo, G., Emeritus, D.G., & McKercher, B. (2014). Do Tourists
Travel for the Discovery of “Self” or Search for the “Other”? Tourism Recreation Research, 39 (1), 81-106.
Miller, G., Ritchie, B., Dorrell, H., & Miller, D. (2003). Crisis Communication and Recovery for the Tourism Industry: Lessons from
the 2001 Foot and Mouth Disease Outbreak in the UK. Journal of
Travel and Tourism Marketing, 15 (3), 199 - 216.
Mühlberger, A., Alpers, W.G., & Pauli, P. (2005). Fear of Flying in the
wake of September 11: No Evidence for an increase in a German
Sample. Anxiety, Stress, and Coping, 18 (4), 343-349.
Murphy, L., Mascardo, G., & Benckendorff, P. (2007). Exploring Wordof-Mouth Influences on Travel Decisions: Friends and Relatives
vs. Other Travellers. International Journal of Consumer Studies, 31
(5), 517-527. doi: 10.1111/j.1470-6431.2007.00608.x
Nassar, M. (2011). Impact of Icelandic Volcano Ash on Air Travel in
2010 and Its Future Implications. Journal of Travel Research. 11
(1), 65-90.
Nicoletta, R., & Servidio, R. (2012). Tourists’ Opinions and Their Selection of Tourism Destination Images: An Affective and Motivational Evaluation. Tourism Management Perspective, 4, 19-27.
doi:10.1016/j.tmp.2012.04.004
Noh, M. (2008). Consumers’ Prior Experience and Attitudes as Predictors of Their Online Shopping Beliefs, Attitudes, and Purchase
Intensions in a Multichannel Shopping Environment, PhD Dissertation. Retrieved March 30, 2015, from https://etd.auburn.edu/
bitstream/handle/10415/987/Noh_Mijeong_24.pdf?sequence=1
Pearce, P.L. (2005). Tourist Behaviour: Themes and Conceptual Schemes.
Clevedon: Channel View.
Rittichainuwat, N.B. (2012). Tourists’ and Tourism Suppliers’ Perceptions toward Crisis Management on Tsunami. Tourism Management, 34, 112-121. doi:10.1016/j.tourman.2012.03.018
Sönmez, F.S., & Graefe, A. (1998). Determining Future Travel Behaviour
from Past Travel Experience and Perceptions of Risk and Safety.
Journal of Travel Research, 37 (2), 172-177.
Su, M.M., & Wall, G. (2010). Implications of Host-Guest Interactions
for Tourists’ Travel Behaviour and Experiences. Tourism, 58 (1),
37-50.
Takamatsu, M. (2014). The Okinawa Tourism Crisis Management Initiatives. International Journal of Event Management Research, 8
(1), 19-34.
Tew, J.P., Lu, Z., Tolomiczenko, G., & Gellatly, J. (2008). SARS: lessons
in strategic planning for hoteliers and destination marketers. International Journal of Contemporary Hospitality Management, 20
(3), 332-346. doi: 10.1108/09596110810866145
Throop, K.R., & Castellucci, B.M. (2010). Reaching Your Potential: Personal and Professional Development. Boston, MA: Wadsworth
Cengage Learning.
Tourism Review. (2014). African Tourism Fighting Ebola and Media
Coverage. Retrieved March 30, 2015, from http://m.tourismreview.com/-african-tourism-hit-hard-by-ebola-and-mediacoverage-news4280
Tourism Review. (2014). Ghana To Remain Ebola Free. Retrieved
March 30, 2015, from http://www.tourism-review.com/traveltourism-magazine-minister-of-tourism-ghana-will-remainebola-free-article2564
Urry, J. (2009). The Tourist Gaze. London: SAGE Publications.
Wen, Z., Huimin, G., & Kavanaugh, R.R. (2005). The Impacts of SARS on
the Consumer Behaviour of Chinese Domestic Tourists. Current
Issues in Tourism, 8 (1), 22-38.
87
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-88-92
OPPORTUNITIES FOR DEVELOPMENT OF TOURISM AND SMALL
ENTERPRISES IN DOJRAN MUNICIPALITY IN MACEDONIA
Nako Taskov, Tanja Angelkova Petkova*, Marija Magdinceva Sopova, Dejan Metodijeski
University “Goce Delchev” - Stip, Faculty of Tourism and business logistics, Gevgelija, Macedonia
Abstract:
Tourism is distinguished as a priority area of intervention in the municipality of Dojran. This is primarily due to its importance and the role in the economic development of the municipality and the
fact that wider population and economic entities are involved in tourism.
In terms of the activity performed, the majority of small enterprises in Dojran region or 57.5% are
registered as enterprises for accommodation and realization of activities for preparing meals and serving food, 15% carry out trade entrepreneurial activity from the area of wholesale and retail trading,
7.8% produce plant and animal products and deal with hunting and services, fishery and aquaculture,
6.7% of small enterprises are pursuing entrepreneurial activities in the field of land transport and 4.3%
of small enterprises are pursuing other entertainment activities.
Part of the structures and capabilities that make tourism (tourism facilities and infrastructure, natural
resources, etc.), represent strong side of the municipality, where the advantages should be used as a
platform for taking measures and actions for its strengthening, and treats (unused touristic capacities,
insufficiency of skilled labor, etc.) should be used to work on elimination of such occurrences and
building a foundation for their improvement and transformation into strengths. The promotion of
tourism and small-size enterprises in the municipality will affect the realization of other economic
and social strategic goals, set out in other priority areas.
1. INTRODUCTION
88
Besides tourism development and urbanization, the quality and diversity are also important parts of urban infrastructure. Therefore, in tourism planning, greater importance is
assigned to planning sustainable development of urbanization that will meet the expectations of both the hosts and
guests.
In the case of Dojran, local economic development largely depends on the quality of tourism offer of Lake Dojran.
By raising the water level in the lake, Dojran has increased
the number of tourist visits in recent years, and is gradually but surely returning the glow of Dojran, regarding the
Lake Dojran. The lake tourism is considered an important
development priority for the Southeastern region, because
it offers numerous opportunities for business development
and new jobs, but also because it supports the goal of regional development in exports and direct investment. The local
government in Dojran in the Strategy for Local Economic
Development and Rural Development Strategy has set out
the priority objectives to improve the living conditions, especially for the citizens who are directly or indirectly involved
in tourism, where the ultimate goal will be increased income
from tourism and increasing number of domestic and foreign tourists. All this leads to realization of the goals set.
* [email protected]
Key words:
tourism destination,
tourism,
small enterprises.
Maintaining manifestations, such the D Festival, Dojran
authenticity, Dojran Fig Festival, and many others, give hope
that some of the goals are achievable. Such events need to be
supported and expanded with the promotion of Dojran dairy
farm for fish (mandra).
Through sustainable development, local government
should aim to reduce the negative effects on the environment with the aim of long-term keeping and protecting of
biological diversity. It’s a question of long-term sustainable
tourism because it leads to a net profit for the social, economic and cultural environment in the region of the municipality of Dojran. However, the local population has to
support the efforts of local authorities to actively participate
in such development, as every benefit for the city is their
personal benefit.
Dojran will become economically self-sufficient and environmentally developed municipality and wishful tourism
destination, providing necessary conditions for the welfare
of all its residents and visitors.
The municipality is committed to improving the quality
of life, through raising public awareness, strengthening and
development of its own capacities. It boasts great potential
for socioeconomic development, strives to develop all types
of tourism, environmental protection and promotion of
agriculture through implementation of strategic goals and
implementation of projects in different areas and attracting
new investments. The living standards of the local population will be improved through development of tourism and
environmental protection.
The goals will be achieved by involving the public, private and civil sectors in developing their strategy and partnerships for implementation of programs and projects.
2. GEOGRAPHICAL CHARACTERISTICS OF
MUNICIPALITY OF DOJRAN AND LAKE
DOJRAN
The municipality of Dojran is located in southeastern
region of the Republic of Macedonia, on the western shore
of Lake Dojran. Being positioned in the southern part of
the country, the municipality borders with Greece. It covers three sides between the mountain Belasica at north
(1883m), Mount Karabalija at west (697m) and Mount
Krusa at east (860m), while it is open through Dojran Valley to the south. The terrain is mostly hilly.
Figure 1. Map of Macedonia and Dojran Lake
Dojran has very rich historical and cultural past. The
overall climate in Dojran is characterized by warm and dry
summers and wet winters. The annual duration of sunlight
is 2440 hours (Nikolovski, 1990, p. 101). This area is characterized by the amount of rain caused by the Mediterranean
climatic influence, mostly in November, 88 mm, and the
least in July, 33.5 mm. The municipality is composed of 13
administrative units, New Dojran, Old Dojran, Sretenovo,
Furka, Crnicani, Nikolic, Gjopcheli, Kurtamzali, Durutli,
Organdzali, Sevendekli, Dzumabos and Caushli.
The diameter of the lake is 9 km long and 7 km wide.
The average depth is 6, 7 mm, and the largest 10 m. The
lake is at 146 m asl, and the west coast is 160-250 m asl. The
natural values of Dojran were perceived by the scientific
and expert public in Macedonia and as a result, the lake was
proclaimed for “Natural Monument” – a third category of
protected area according to the World Conservation Union
(IUCN). In terms of biodiversity, Lake Dojran has a particular importance of aquatic and mud macrophyte vegetation
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
in the coastal part. According to the Strategy for protection
of biological diversity in the Republic of Macedonia1 and
the Action Plan, this type of habitat is a priority for Macedonia and is to be put under protection.
Its contribution has the newly built system JPVHS Dojran2 in 2002 for filling the lake. Although it now works at
a lower intensity of about 400-600 liters per second (projected for 1000l/s), its contribution to the improvement of
the situation is apparent.
This year, with heavy rains, the lake level has increased
significantly, and has brought back the old look of the former tourism city of Dojran.
3. FISHING AS THE MAIN ECONOMIC ACTIVITY
IN THE MUNICIPALITY OF DOJRAN FOR
DEVELOPING RIVER TOURISM
Fishing in Dojran has always been the main economic
activity for locals and residents of the surrounding areas
who are actively involved in recreational fishing. In the past,
the world scientific literature represented the lake as one of
the most productive lakes in Europe, playing an important
role in providing the local population with fish. The average
annual catch represented 50% of the total national fish catch
in the Republic of Macedonia (before starting the intensive
construction of artificial ponds). Dojran is also known for
its unique method of fishing with unique methods that only
old fishermen called “Masters of the Lake’’. Since ancient
times, local residents have been using special fish traps, with
different shape, design and size (dairy farm for fishes (mandra)). The fishermen are hunting waterfowl, and cut their
primary feathers and keep them close to the dairy farm for
fish (mandra). These birds are actually used as a pursuer of
fishing traps. This old fishing technique is very effective because only one dairy farm for fish (mandra) can catch from
20.000 to 30.000 kg of fish.
These data apply to the annual catch of fish from the lake
and show a trend of reduced fish catch, as can be seen from
the table below:
Table 2. Data for fish catch until 2003
Year
Amount of cached fish (in tons)
1999
145
2000
72
2001
66
2002
25
2003
88
These data are as of 2003, as the enterprise concerned
with fishing, ceased its activity due to bankruptcy in late
2003, and now there is a new decision to use – a concession
to fish stocks in the fishing area of Dojran was awarded in
October 2005 for the first time.
1
2
Strategy for the protection of biological diversity in the
Republic of Macedonia and the Action Plan are adopted by the Government in 2003 with implementation
period until 2010
Public Enterprise for water supply of hydro system
Dojran established in 2002 to save Lake Dojran from
ecological disaster
89
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
4. OPPORTUNITIES FOR TOURSIM
DEVELOPMENT IN THE MUNICIPALITY OF
DOJRAN
90
Tourism is the most important industry in the municipality of Dojran. A trend of re-increasing the number of
tourists and overnight stays has been observed in the last few
years, as a result of increasing water level of Lake Dojran.
Dojran is a tourist resort with about 4.000 populations,
with majority of tourists coming from our country and
eastern part of Macedonia, as well as from the neighboring
countries: Greece, Bulgaria, Serbia, Netherlands, America
and other countries.
The development of tourism in this area is influenced
by many factors, such as the natural values of Lake Dojran,
the beneficial climate condition, proximity to the main
European corridor E-75 Skopje – Thessaloniki, regional
road links with Gevgelija, Valandovo and Strumica, border crossing – Dojran, as well as the small-size enterprises
(enterprises for accommodation and realization of activities for preparing meals and serving food, wholesale and
retail trade enterprises, producing machines and supplies,
plant and animal products and dealing with hunting and
services, fishery and aquaculture, etc.).
Small enterprises have a great capacity for rapid change
of the type of business that is performed in order to always
meet the requirements of customers / tourists. Direct contacts are established with customers, suppliers and employees to strengthen the relations between the owners of the
company with external entities. Through direct contacts,
the owner recognizes the characteristics of consumers,
their needs and requirements and adjusts the operations
of the enterprise. Specifically for small business owners in
the Dojran region, the information received from direct
contacts is very important because it can be used to quickly
adjust the company to the needs of tourists.
The simplicity of the decision-making process comes
from the fact that all decisions of the enterprise are carried
by the owner who is also the manager. Because of that, decisions are made quickly and the commencement of operations or change of already adopted decisions depends on
the will of the owner of the company. The advantages in the
operation of small enterprises or their strengths need to be
used in order to enrich the tourist offer and tourism development in the Dojran region. Hence, bearing in mind the
results of the conducted practical research on the number
of small enterprises, it is necessary to encourage the process
of starting the entrepreneurial activity through establishment of small enterprises in the services sector based on
the web technology for promotion of tourism offer, small
business - travel agencies for animation of tourists, offering daily engagements to fully meet the leisure tourists,
the establishment of small enterprises that would offer a
completely new line of products and services, recreational
facilities, small enterprise rehabilitation services and treatment spa and fitness centers.
If we made an overview of the types of tourism in Dojran, or how tourism can positively influence the development of Dojran, we would notice that lake tourism is a
predominant form.
Lake tourism is mainly tied to recreational tourist activities. These activities take place in a form of swimming
and sunbathing on the lake which, according to climate,
hydrological and other previously listed features. Besides
that, there’re conditions that allow for long and pleasant
walks along the lake that offers striking aesthetic properties of natural values and fresh and pleasant air. This kind
of tourism, especially in Dojran, emphasizes seasonality
because it depends on climate characteristics in the tourism area. Here, the emphasis is placed on summer tourism
rather than on winter tourism, which attracts only athletes
who prefer outdoor sports.
Due to the proximity of the main European corridor
and border crossing, Dojran is a tempting destination for
transit tourists as well.
Transit tourism covers clientele (mostly from Serbia,
Bulgaria, Slovenia and fewer tourists from Germany) that
this place uses as a passing station towards their targeted
destinations.. These tourists are retained for several reasons, such as longer or shorter break from the trip, an overnight stay, breakfast.
Therefore, it is of vital importance to discuss possible ways to retain such tourists to spend more time here.
Above all, it is necessary to pay special attention to those
facilities that will highlight tourist value and attract attention and open curiosity for learning the values offered by
the city.
Tourism is an increasing biological and cultural need,
product of awareness and culture, market of satisfaction,
imitations of life full of surprises, experiences and adventure. Culture in general and special cultural and entertainment events, galleries and museums, historical monuments
and other forms of entertainment are more connected and
intertwined with tourism. There is quite developed cultural
and entertainment tourism that contributes to avoiding
monotony and boredom among visitors. They need entertainment and dynamics during their stay. Part of entertainment alternative tourism, includes visits to cultural and
historical monuments.
This kind of tourism itself pulls gastronomy as its offer
is part of the culture. This offer is included in the program
of cultural and entertainment tourism.
Because of the fact that the tourist stay depends on the
needs, desires and possibilities of visitors, it is necessary
to devote special attention to leisure activities, i.e., sports
and recreational activities. There are two types of programs
of sports and recreation tourism where visitors are direct
participants and directly involved in the same and other
type where visitors are relatively passive viewers. We have
hunting and sport-fishing tourism, which includes hunting and fishing activities that attract tourists for overnight
stays.
Excursions and student tourism prevail in May and
feature a predominantly low power consumption and extremely small radius of movement. The picnics are organized in the exact place.
As underdeveloped types of tourism, that have enough
potential to be funded, and attract more visitors are health
thermal and herbal tourism. It is already well- known that
the percentage of seaweed and iodine at the lake is large.
Moreover, there are many illegally collected herbs near the
hill that rises above the town. A good program can upgrade
this kind of tourism and bring benefits to all visitors.
5. TOURIST ACCOMMODATION
The tourists can choose between hotel accommodation
and private accommodation. Hotel accommodation is accounted to quite small percentage due to the fact that most
of the existing hotels are ruined and closed, while private
housing in recent years has slowly began to meet customer
needs. For this purpose, the registration of accommodation capacities has been conducted for years and they’re
ranked by the municipality. According to the new Law on
hospitality and Law on tourist activity, there is an authorized municipal inspector who supervises the application of
these laws.
Figure 2. Touristic table
As for the categories and criteria that need to be fulfilled
by the service providers in order to obtain a Decision of
categorization, and with that a categorization of the current
accommodation, the commission comes on site, issues the
categories according to the Rules and conditions for categorization of facilities for hospitality activity (Official Gazette
of RM num. 62/2004). There is the first and second category
with the number of pelicans, two (comfort) and one (standard) for houses, apartments and rooms for rent.
At each entrance of the hospitality facility, you may notice purple board with the registration number and category, according to the Register, and accurate data on the number of apartments, number of rooms, telephone number.
6. SPORTS – RECREATIONAL ACTIVITIES AS
PART OF TOURIST OFFER OF DOJRAN
Although Dojran is a small resort, it still has quite developed sports tourism. The already built hotels with the
conditions necessary for this kind of tourism, despite small
investment for development in this sector, succeed every
year in attracting a large number of athletes and sports enthusiasts.
Sports tourism has made a lot of progress in recent
years, and the tourists themselves embrace this type of tourism, because of their free time now is filled with different
kinds of sports and recreational activities, improving their
health and human habits by practicing everyday use of sport
not only when they can but in everyday use.
Based on the development of sports tourism in Dojran,
besides some of basic sports, such as football, other important sports events are maintained. Other sports that are
still practiced include triathlon (compilation of three sport
units: running, biking and swimming). Dojran has all the
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
necessary conditions for sports development.
Apart from the significant sports events, various seminars are held in Dojran as major contributors to development of sports tourism.
According to the data presented, Dojran has lots of opportunities for the development of sports tourism. Besides
the sports that have been developed, Dojran offers excellent
opportunities for development of other sports. Mild winters and favorable terrain allow stay of athletes from other
sports such as athletics, cycling, canoeing, beach volleyball,
motorcycling and other sports.
7. OPPORTUNITIES FOR DEVELOPMENT OF
HEALTH TOURISM
The lake with its healing properties (although not sufficiently studied), and favorable climate enables development
of medical tourism for treatments of a number of diseases:
bronchial, cardiovascular, rheumatic, skin and others. With
GUP3, from the research made for the purpose of building
a Center for the rehabilitation of patients with pulmonary,
cardiac and rheumatic diseases, is planning a construction
by the lake in Star Dojran with total area of 0.46 ha.
Apart from of the guests who have already stayed in Dojran, and felt better after bathing and putting mud from the
lake, especially noticeable is the treatment of the wounds on
the body. The healing features of mud in Dojran have been
known for a long time, because the combination of lake
water rich in seaweed and iodine and the Mediterranean
climate has always been natural remedy for wrist pain. The
elderly population in Dojran remembers that some of the
guests in the 80-ties dived for mud from the bottom of the
lake and later spread it on their body.
Research samples from the black mud from Dojran were
taken to the Bulgarian Institute several years ago under the
jurisdiction of the Bulgarian Ministry of Health, which confirmed that this mud has healing properties and can be used
for treating rheumatism, degenerative diseases of the immune system and chronic dermatitis.
Many medical personnel recommend Dojran for postoperative rehabilitation during the summer. Dojran is suggested as the ideal place to stay for postoperative patients
suffering from respiratory diseases, but also from rheumatism and sciatica. Some have found the cure in the lake water, some in the lake mud.
Lately, the idea has emerged to develop eco-health tourism in Dojran through delivery of attractive, alternative,
natural, sustainable and environmental health - recreational
services to all tourists who visit Dojran, as well as for attracting owners and visitors from spa centers and users of
organic cosmetics.
Competition and this type of service in these areas will
enrich tourist offer and open the possibility of connection
with the existing tourist facilities in Dojran, Gevgelija and
Strumica. The only thing required is quality, good marketing and promotion of cosmetic products and mud processes, whose production ensures long-term and sustainable
profitability of the initiative and launching onto the broader
market as a recognizable, respected and desirable brand that
will significantly contribute to the economic development
and prosperity of Dojran and the entire region.
3
General Urban Plan
91
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
8. CULTURAL ENTERTAINING AND MANIFEST
TOURISM
In order to overcome the monotony of lake tourism,
there are quite many historical monuments as a result of
its long history. Some of the landmarks of this city are: the
Clock Tower, St. Ilija, Bath – Turk hammam, an outdoor
museum (all bunkers, shelters and observation made by
the strongest material reinforced with obstacles for a closer
look of the suffering of the local population, the destructive
power of war of the World War I), Museum of World War
I, Kolede/Vasilica (Old New Year), St. Trifun, April Fools’
Day, Dojran gourmet festival, Fig festival (Festival of jam
from wild figs), The D Festival, Dojran authenticity, Skillfully Woman, Dojran handshakes and many more.
9. CONCLUSION
The analysis of Macedonian tourism offer, and tourism
offer of Dojran, indicate insufficient care for the content
of tourist residence, which is lagging behind the developed
tourism countries.
The development of tourism in Dojran region is of great
importance to small enterprises that are an important factor for the development of the national economy. They create new opportunities for growth and development and are
essential factors for improving the economic situation in
the local communities. The advantages of small businesses
are to be put into operation to encourage development of
the local community or tourism development in Dojran
region. The research results show that the number of small
enterprises is continuously increasing in the municipality
of Dojran, but it is necessary to streamline the activities of
small enterprises.
Dojran features natural, material and human factors for
tourism development, which are insufficiently explored.
As for the hotel accommodation in Dojran, there are few
hotels – the number of hotel rooms to the number of the
population is an indicator of the investment in tourism in
one country and in Dojran.
Each participant in tourist movements, besides fulfilling
the basic needs for food and accommodation, has shown an
interest in other circumstances, and because of that it is necessary to pay special attention to the leisure time of visitors,
meaning the time that should be filled with various activities. All these activities must be related to sports and recreation, cultural and entertainment activities, sightseeing and
walking tours, and in line with other activities that would
lead to enriching the content of stay. In this context, we
are speaking of animation in the tourism, which represents
one of the most important factors for tourism development.
Tourism development can be observed in the context
of sustainability. Lake tourism is quite developed, but it
demands daily efforts on expansion, purification, grading,
landscaping and equipping of beaches and coasts, hygiene
of paths for strolling along the lake shore. As an alternative
tourism on the lake, there are various water activities in the
lake (swimming, water skiing, various water games, etc.)
The cultural-historical monuments are present, which
means we just need to give visitors information about their
92
existence, information that will initiate interest and desire
even in those visitors for whom familiarity with cultural and
historical values is not one of the main reasons to travel.
Some of the manifestations can be maintained precisely
near the historic environments, and these monuments have
an inspiring effect.
The tradition of hunting fish with birds – dairy farm
for fish (mandra) can be a real tourist attraction. A part of
the local population is interested in renovating the fishing
shacks and their adjustment to visiting tourists, and they
are authentic to Dojran and the Lake. Inside of them, it is
possible to cook fish on a reed, a specialty one can hardly
resist, and other ways of preparing fish, which are typical
for Dojran.
It is of vital importance for each visitor to communicate
the shortcomings and advantages during their stay before
leaving Dojran, as well as their ideas for better development
and progress of tourism destination. Dissatisfied guests will
not only make a negative assessment of Dojran, but will recount to their friends, and colleagues negative impressions,
while the satisfied guests will certainly use other services
and will plan to return to the resort, but most importantly
of all, they will perform positive travel propaganda.
REFERENCES
Dojran Info. (2015). Dojran. Retrieved August 15, 2015 from,
http://www.dojran-info.com/
Kajdamov, K. (2006). Dojran through the ages. Skopje
Ministry of Agriculture, Forestry and Water Economy. (2010).
Sector for Agricultural Policy Anasysis, Skopje.
Ministry of local self-government of Republic of Macedonia.
(2015). Retrieved August 15, 2015 from, http://www.
mls.gov.mk/
Municipality of Dojran. (2006-2012). Local action plan for the
environment (LEAP) of Dojran. Macedonia: Municipality of Dojran.
Municipality of Dojran. (2008). Profile of the Municipality of
Dojran. Macedonia: Municipality of Dojran.
Municipality of Dojran. (2010). Rural development strategy of
Dojran: FAO project TSP/RER/3101. Macedonia: Municipality of Dojran.
Nikolovski, K. S. (1990). Macedonian holocaust. Skopje, p. 101
Official Gazette of Republic of Macedonia. (2004). Law for
company societies. Official Gazette of Republic of Macedonia 28/2004
Official Gazette of Republic of Macedonia. (2004). Law for
tourist activity. Official Gazette of Republic of Macedonia
62/2004, 89/2008, 12/2009, 17/11, 47/11, 53/11, 123/12,
164/13 and 27/14. Retrieved August 15, 2015 from http://
www.pravo.org.mk/documentDetail.php?id=655
Official Gazette of Republic of Macedonia. (2004). Law of
hospitality activity. Official Gazette of Republic of Macedonia 62/2004, 89/2008, 115/10, 53/11, 141/12, 164/13,
187/13) Taken August 2014, http://www.pravo.org.mk/
documentDetail.php?id=656
State Statistical Office. (2015). Tourism. Retrieved August 5,
2015, from http://www.stat.gov.mk/
Strategically plan of Municipality of Dojran. (2007-2011).
Strategic plan of Municipality of Dojran. Made from
commission for planning of Municipality of Dojran
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-93-98
EVENTS AND TRADITION AS A POTENTIAL
FOR INCREASED TOURISM DEVELOPMENT
IN THE REPUBLIC OF MACEDONIA
Ivanka Nestoroska*
Faculty of Tourism and Hospitality-Ohrid, Kej M. Tito 95, Ohrid, Former Yugoslav Republic of Macedonia
Abstract:
Holding a variety of events is often directly related to tradition as an important segment of life
throughout development of human civilization. The beginnings in researching events and tourism
date from the late 20th century and are associated with the opportunities for increased economic
effects on the destination, and their role in increasing the overall competitiveness. Development of
events and their relation to tourism is particularly expressed when they began to be more exploited
for promotion of tourism destinations, in which cultural values and tradition are mostly included
through a new form of tourism - event tourism. Given the contents that include elements of tradition, they themselves are unique in representing specific tourism offer. Tradition as an inherited
socio-cultural continuity is often included in the organization of cultural tourism events in a form
of cultural celebrations, entertainment and art programs, and is an important component of cultural
tourism offer. This paper explores the importance of events for increased tourism development in
the Republic of Macedonia through assessment of the scope and types in order to identify their role
in tourism through implementation desk research method, quantitative and qualitative analysis.
1. INTRODUCTION
Continuing increase of different events contributes to
their differentiation as a specific sector identified and established as event industry within international framework and
is often closely related and connected to event tourism. As
evidenced around the world, festivals and events are among
the most successful tools available to communities, regions
and even countries to enhance tourism, create powerful and
memorable branding and imaging opportunities, bond people together, encourage positive media coverage, increase
economic impact, and add to the quality of lives for those
who live there (Schmader, 2014). According to IFEA data,
the average number of events held worldwide is estimated
to include about 5 million festivals and events, not including other events as corporate celebrations, weddings, religious gatherings, school carnivals, etc. (IFEA, 2014).
Many tourism countries face with challenges as to how
to create an offer that will contribute to increased competitive position on tourist market by attracting more tourists.
It opens possibilities for comprehensive tourist offer. The
content of tourism offer understands an active attitude towards the treatment of different natural and cultural values.
Based on that, it should get to an optimal use of available
resources and encourage selectivity in the performance on
tourism market, which is one of the most modern trends
in the development of this activity. For that purpose, different cultural values and resources are an important segment of tourism offer, and the basis for creation of specific
* [email protected]
Key words:
events,
tradition,
tourism development,
event tourism,
competitiveness.
cultural activities and events. It is evidenced internationally
that they are among the most successful tools for increasing
tourism demand not only within the communities as destinations, but also regions and even countries. The specific of
events is their capacity to create memorable experience to
visitors, enhance economic impact and increase the quality
of life for residents. Therefore, events are an important motivator for tourism and very often are included in development planning, and marketing of numerous destinations.
According to Ali-Knight and Robertson, “culture” is
difficult to define (Bladen et al., 2012), since it consists of
beliefs, customs, arts, thinking, behaving or working within
a particular society, group, place, or time. It is “the set of
attitudes, values, beliefs, and behaviour shared by a group
of people, but different for each individual, communicated
from one generation to the next one” (Matsumoto, 1996).
Related to definition of culture, cultural events are also difficult to define taking into consideration their anthropological and aesthetic diversity that ranges different types of
events which mostly include tradition, art and music. The
relationship between tourism and culture is not new since
it is mostly the reason for visiting different places. Inclusion
of culture in tourism is manifested as cultural tourism that
may appear as a new term, but the phenomenon is not new
(Yeoman et al., 2006). As Getz explains, events and festivals with different cultural context have potential to satisfy
residents and visitors to foster local organizational development, leadership and networking, all of which are part of
the community-based tourism development (Getz, 1997).
93
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
It also contributes to destination sustainable development
for a longer term.
Events, where elements of tradition are included, have
potential to attract visitors to a place or region that otherwise they would not visit. Some destinations have seasonality issues which can be overcome through organization
of such events by attracting more visitors. Simultaneously,
inclusion of such events in tourism offer implies qualitative
complement of tourism destination’s offer, particularly if
they are connected to elements of tradition and offer rich
and diverse programs through which socio-cultural and
economic effects come to expression. Utilization of culture
and tradition in development of specific, selective and current tourist offer is significantly more important for tourism
development in the Republic of Macedonia and its positioning as a competitive tourist destination in the region and
broader.
2. CULTURE, TRADITION, AND EVENTS
IN TOURISM
94
The variety of events can be observed since the beginnings of human civilization and, within different historical periods, reflecting culture and tradition in everyday life.
Development of events and increased research interest concerning their relation to tourism has been especially notable
from the 1980’s onwards when different values of culture,
tradition, sport and recreation included in different events
became orientation in order to promote destinations and
attract tourists. Tradition can be defined as an inherited
socio-cultural continuity in social attitudes, customs and
institutions and is a characteristic of behaviour in a particular environment and within particular period. As content
it is often present in the organization of cultural events for
tourism in the form of cultural events, festivals, celebrations
and different programs, and is an important component of
cultural tourism offer. The constant increase in the volume
of different types of events contributed to differentiate them
as a separate economic activity as “event industry”.
This specific type of tourism offer includes a wide range
of accompanying tourism programs and contents that attract many visitors. Holding of events contributes to creation of a unique image of the destination and is an incentive
for increased competitiveness on the regional, national and
international level. In many countries, traditions are at risk
of disappearance with different factors contributing to this
situation, mostly industrialization and globalization. Usually, customary celebrations are among the traditions that
are interesting to include in different cultural events for two
main reasons: (1) to preserve and maintain traditions that
are part of everyday life of a community /nation, and (2) to
promote it among younger generations and to “others” who
are mostly visitors or tourists belonging to other nationalities, ethnic groups and countries. Utilization of the tradition
as a basis for creating specific, selective and modern tourism
offer is becoming increasingly important in tourism development in many places, and also for increasing and diversifying tourism offer in the Republic of Macedonia. Therefore, it is essential for the country as tourism destination to
take a place on the map of competitive destinations in the
region and broader within the diverse and comprehensive
tourist offer.
Tradition also refers to use of resources through different periods at same or similar manner. Thus, not only attractions as material heritage are the basis for development
of tourism products, but they are enriched with traditionalism, as a complementary category to the cultural heritage.
Also, through evaluation, tradition has a treatment as attraction in itself. It preoccupies tourist attention as incorporated attraction of tourism offer and as part of other values.
Tourists are able to follow traditions and be active participants in this segment of tourist values. Utilization of tradition in events enables optimal use of resources for encouraging each community or destination to join the long-term,
strategic approach to tourism events, and thus to plan and
develop in order to understand their full potential. Regardless of the content, scope and character of the events organized, they all have one aim: to gather people at one place at
the same time and gain new cultural experiences. Based on
the reason upon which events are organized (Bowdin et al.,
2006; Getz, 2007; Goldblatt, 1997), the following typology
of events is generally accepted:
◆ According to the content
- Cultural events
 cultural celebrations (festivals, carnivals, religious events, parades, tradition / heritage
memorials)
 arts and entertainment (concerts, exhibitions,
ceremonial awards, performance)
- Recreational events (sports competitions (amateur / professional) sports and recreational fun
games)
- Business and commercial events (meetings, conventions, exhibitions, trade shows, fairs)
- Educational and scientific (conferences, congresses, seminars, trainings)
- Individual events (weddings, birthdays, anniversaries, parties / social gatherings)
◆ According to the purpose of organization
- Individual
- Public / social
- Volunteer
◆ According to the spatial scope and importance for
the destination
- Local events (can be organized periodically or
once and are characterized by weak demand and
low value)
- Regional events (can be organized once or periodically and are characterized by average tourist
demand)
- Recognized (hallmark) events (organized periodically and are characterized by high tourist
demand and high value)
- Occasional mega events (high tourist demand
and high value)
This is a usual typology, and a starting point towards
understanding diversity and scope of events which, after all,
have common characteristics that are very important, and
certain preconditions are necessary for their organization:
◆ Event’s size from the point of program content
◆ Complexity and diversity of provided services to the
visitors
◆ Number of participants, their expenses, activities’
time frame and technical conditions
◆ Interaction with visitors, contacts and experiencing
satisfaction
Regardless of the size and type of events, the following
is evident: there is an increasing interest in the so-called
“unique cultural experience” enabled by the content provided through various elements of tradition as an integral
component of the overall cultural tourism offer (Getz,1997).
Furthermore, in favor of these experiences, the most common offered content are festivals and events which provide
authenticity and uniqueness in the experience, especially if
such events are based on inherited traditional values coupled with accommodation facilities and theme. Such approach to organizing events enables establishing connection
between the following three basic elements that lead to “a
unique cultural experience” (Figure 1):
TRADITION
AND CULTURE
- Authenticity
- Uniqueness


DESTINATION
- “unique cultural
experience”
EVENTS
- Theme
- Authenticity
- Uniqueness

Fig 1. Basic elements for ’’unique cultural experience”
The events play an important role for the destination,
especially having in mind their importance as “attractiveness, image creator, animator and catalyst for future tourist
destination development” (Getz, 1997). Even more important is their role in reducing the negative effects of mass
tourism and its contribution to sustainable development of
the destination, reducing seasonality, introducing new season, strengthening the awareness of cultural traditions and
values equally in promoting to the domestic population and
to tourists, strengthening the relationship between domestic
population - visitors / tourists, enriching the socio-cultural
values of the destination and the quality of life.
According to Goldblatt (1997), event is defined as a
special event that recognizes the unique moment in time
with rights to meet the specific needs of participants. They
include elements of tradition while contributing to the establishment of a connection with the lifestyle destination in
familiarizing participants with the socio-cultural dimension
and it also makes them animated with traditional values.
Their maintenance allows animation of local residents and
visitors and contributes to promoting the destination and
creating an image of the tourist market.
Depending on the type and size of events, some destinations are recognizable around the world because they host
spectacular festivals and events such as Carnival in Rio de
Janeiro, Calgary stampede in Canada, Mardi Gras in New
Orleans, USA, Munich’s Oktoberfest and others (Bladen et
al. 2012). Holding the events is in very close relationship
with two main aspects of management: destination management and event management. In destinations where events
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
are held, special attention needs to be addressed to spatial
management and resources as important elements in the
process of determining the role of the destination and show
the “magical” to the visitors. Here, especially important is
the role of all stakeholders. Managing the events as a framework includes research, detailed planning, implementation
and evaluation (Yeoman et al., 2006)
Events allow destination cultural development as a result of the complexity of relations that such events produce
during their maintenance. Destinations “share their culture
with others” through events and offer “cultural content” as
part of tourism offer, thus providing them with cultural experience. In this way, socio-cultural, economic and environmental dimensions become more evident and contribute to
increased promotion, image and identity of destinations.
3. POTENTIAL OF EVENTS FOR INCLUSION
IN TOURISM OFFER IN THE REPUBLIC OF
MACEDONIA
The wealth of cultural values in the Republic of Macedonia is an important potential for tourism offer aimed
at creating events. Their distribution throughout the country highlights the ability of all regions to proceed towards
enriched tourist offer by exploiting these potentials. Their
involvement and appropriate diversification across regions
is the basis for creation of tourism offer that will cover the
entire territory of the country. Such potential contributes
to development of event tourism that is usually based on
two concepts:
◆ utilization of already existing events related to tradition, and
◆ creation of new events with content that will include
elements of tradition.
Utilization of the existing events related to tradition is the
basis for approaching towards future planning of this type
of tourism offer and paying special attention to the experiences of the maintenance of existing events and their promotion aimed at increased tourist flows by attracting visitors from wider domestic and international environment.
In this context, follows the review of the scope of already
existing events evidenced by the Agency for Promotion
and Support of Tourism (APST) of Republic of Macedonia. The current review of APST by municipalities was the
basis for preparation of quantitative analysis of events in
the regions (Table 1). Data shows that 401 recorded events
are held yearly, which are by their content mainly linked
with the tradition of the population. However, it should be
noted that there is a number of events with an extremely
local importance whose capacity is not sufficient to attract
a wider audience of local population. Following the conducted qualitative analysis, the actual number of events that
have the capacity to attract visitors from the wider environment is 300.
Temporal distribution of events suggests that January
and August are the months in which most events are held
(30%), followed by May, June and July, with about 34%. In
reality, more than half of the events were held during these
five months, i.e. 64%. However, it should be noted that it
is associated with the tradition of the population in which
most of the events are interrelated with these time dimensions (Figure 2).
95
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
Table 1. List of events in the Republic of Macedonia by months and regions, 2013
Number of existing events by months in Planning Regions
Region
Number of events by months
TOTAL
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
1-12
Vardar
3
1
1
1
2
3
4
4
2
4
4
/
29
Eastern
11
1
5
4
6
9
8
13
11
6
1
3
78
Southwest
10
2
6
4
7
13
7
17
3
1
4
7
81
Southeast
5
2
/
2
6
3
3
4
1
2
3
2
33
Pelagonija
10
1
6
1
15
8
16
15
8
8
4
7
99
Polog
5
1
/
/
3
1
3
5
1
1
/
/
20
Northeast
5
/
1
3
2
2
2
4
3
4
/
2
28
Skopje
6
1
1
4
8
2
4
3
/
2
2
/
33
TOTAL
55
9
20
19
49
41
47
65
29
28
18
21
401
Source: ASPT of the Republic of Macedonia (2014)
The spatial distribution reveals that most of the events
are organized in Pelagonija (99), South West (81) and Eastern (78), representing 59% of the total number of events
held in the country. The representation of events in these
regions indicates their orientation towards enriching the
tourism offer with events that contribute to realization of
greater attendance. However, what it lacks is the absence of
a record of the number of participants in most of the events,
which would contribute to identification and differentiation of another market segment of tourists, those who are
participants in cultural tourism and event tourism. This lack
of recording of such an important market segment will be
overcome with the introduction of this record of the event.
It will contribute considerably to follow up on the trends
and demands of this market segment in tourism.
Considering that events contribute to sustainable development of communities throughout the year and increase
in the number of visitors, there is a need for greater involve-
96
ment of other regions in the creation of the tourism offer.
However, although share of these three regions according to
the number of events is quite large compared to others, it is
notable that in the structure of many events there are more
of those with local importance and many of the events are
with same thematic content and overlap not only in time,
but also in space, i.e. a significant part of events is held simultaneously within the same region. This venue overlap
does not contribute to creation of attractive and unique
content that would attract a much larger number of visitors.
The analyzed situation of the events in the Republic of
Macedonia indicates an obvious need for stronger horizontal and vertical coordination at the national, regional and
local level, not only within the institutional framework, but
also in the business sector and NGOs. Such coordination
between these three sectors will more easily contribute to a
well-defined and designed tourism offer of the regions not
only within the national but also international framework.
Fig 2. Number of existing events per months in the planning regions
This will allow differentiation of each region’s offer on the
basis of selection of themes related to culture and tradition
as the best way to reflect and promote their heritage.
Therefore, identifying and creating such an offer should
be performed by all interested and involved stakeholders.
The events have the potential to strengthen their cooperation and mutual networking, which is a key element towards
encouraging the development of tourism in municipalities
or local communities. The result of this concept of horizontal and vertical coordination is tourism development
through preservation of authenticity and simultaneously
realizing the needs of both domestic population and tourists, as the basis for sustainable community development.
On the other hand, socio-cultural development of communities is the result of complex relationship established not
only between visitors but also among domestic population,
and domestic population and visitors to the community as
participants in the events. Events provide all involved with
the “Now” which is related to intercultural communication
and experience and represents the basis for organizing future events. The feeling that visitors perceived for the community by participating in events is indescribable complexity of services and experiences. The contents of the events
that promote tradition and culture of living through tourism experience to tourists, and simultaneously promote and
represent local and regional distinctive characteristics are
advantage for those who organize them. Thus, they create
an increasing interest in “specificity” of the region, contribute to creation of added value in destination communities,
promote and preserve their identity and create an opportunity to achieve prosperity of all stakeholders.
4. RESULTS AND DISCUSSION
Research and analysis of the current situation and potentials for utilizing tradition and events in favor of the
increased tourism offer in the Republic of Macedonia that
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
can contribute to tourism development indicate a need
for greater involvement of stakeholders. The quantitative
analysis shows a satisfactory number of events organized
in different regions, for which different structure of accommodation facilities, cultural and educational institutions,
associations and NGO-s and public administration support their organization and realization. According to the
State Statistical Office (2014), potential, scope, dynamic and
spatial distribution of accommodation capacities have good
potential for providing different accommodation services
to participants of different events (Graphic 2). Heterogeneous demands and expectations of participants in different
events have enabled establishing the balanced relationship
with diversity of accommodation facilities in the country.
The qualitative analysis conducted for the content of
the currently organized events (ZELS, 2009) shows that the
structure of events includes the following:
◆ Events related to tradition (these events are dominant).
◆ Music events (festivals and competitions).
◆ Theater events.
◆ Educational events.
◆ Events related to celebration of international days.
Many of the events are related to tradition (ZELS, 2009).
The analysis of recourses enables performing the classification of recognizable products of such kind in the tourism
offer of the Republic of Macedonia. The heterogeneity of the
nature of events allows the choice within a relatively wide
range of events. Their characteristics vary for religious holidays, festivals, fairs, carnivals, gastro events, creative events,
memorial events, etc.
The Republic of Macedonia is characterized by remarkable cultural heritage connected with ethnographic and
ethnological characteristics within numerous events created for different purposes. Tradition is considered one of
the most important values of different entities in this area
that creates opportunities for comprehensive tourism offer
Fig 3. Percentage relations of accommodation facilities that can be used in event tourism
Source: The State Statistical Office of the Republic of Macedonia (2014a)
97
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
based on a variety of values. Tradition and events are vital
cultural elements of the Republic of Macedonia. The connection between tourism and tradition and events will lead
to an improved position of the country not only on tourism
market, but also within the cultural identity worldwide.
5. SUMMARY
Tourism sector in the Republic of Macedonia is constantly facing various challenges related to the adjustments
to current trends and changes in the tourism market. The situation in this sector demands appropriate balance between
tourist potentials and developmental needs for achieving the
competitive position in the region. Such approach enables
reasonable use of culture as an essential component of tourist offer. According to the research conducted, the findings
about the scope and structure of the existing events in the
Republic of Macedonia indicate that tradition and events are
recognizable segments of tourism offer generating increased
tourist flows.
As a component of tourism offer, events and tradition
are closely related to appropriate tourism demand, which
is why it is important to define market segments through
identification of emitive tourism markets and their segmentation. Namely, segmentation relies on differentiated types
of events and visitors as their participants. However, there
is still a need for the improved quality content of this offer
with attractive and unique events that will become recognizable as part of Macedonian tourism offer. Even though many
events are overlapping, there is a need for synchronized
creation of events’ calendars within the regional event program’s offer with other types of events that will contribute
to enriching the tourism offer of the regions and sustainable
tourism development.
REFERENCES
Allen, J., O’Toole, W., & McDonnell, I. (2002). Festival and
Special Events Management. Queensland: John Wiley
and Sons.
ASPT of Republic of Macedonia. (2014). Calendar of Events.
ASPT
Bladen, C., Kennell, J., Abson, E., & Wilde, N. (2012). Events
management:an introduction. London: Routledge.
Bladen, C., Kennell, J., Abson, E., Wilde, N., & KennedyEden, H. (2012). In: C. Bladen, et al.(Ed.), Events management: an introduction (pp. 326-357). London: Routledge.
Bowdin, G., Allen, J., O’Toole, W., Harris, R., & McDonnel, I.
(2006). Events Management. Oxford: Butterworth and
Heinemann.
Craik, J. (1995). Are there cultural limits to tourism?
Journal of Sustainable Tourism, 3 (2), 87-98. DOI:
10.1080/09669589509510713
Crompton, J.L., & McKay, S.L. (1997). Motives of Visitors
attending festival events. Annals of Tourism Research,
24 (2), 425-439. doi: 10.1016/S0160-7383(97)80010-2
David, L. (2009). Environmental Impacts of Events. In R. Raj
and J. Musgrave (Ed.), Event Management and Sustainabiltiy. Oxford: CABI.
98
Dwyer, L., Mellor, R., Mistilis, N., & Mules, T. (2000). Forecasting the Economic Impacts of Events and Conventions. Event Management, 6 (3), 191-204
Getz, D. (1997). Event management and event tourism. New
York: Cognizant Communication Corporation.
Getz, D. (2007). Event Studies. Oxford: Butterworth and
Heinemann.
Getz, D. (2009). Policy for Sustainable and Responsible Festivals and Events: Institutionalisation of a new Paradigm. Journal of Policy Research in Tourism, Leisure
and Events, 1 (1), 61-78.
Getz, D. (2012). Event Studies: Theory, Research and Policy for
Planned Events. London:Routledge.
Goldblatt, J.J. (1997). Special Events: Best Practices in Events
Management. New York :VNR.
Gunn, C. (1994). Tourism Planning. London: Taylor & Francis.
IFEA. (2015a). IFEA President SpeechThe Power of Celebration. Retrieved July 23, 2015, from http://www.ifea.com/
IFEAPresident-Speech-The Power of Celebration.pdf
IFEA. (2015b). Media information. Retrieved August 08,
2015, from http://www.ifea.com/p/about/mediainformation
Matsumoto, D. (1996). Culture and Psychology. Pacific Grove,
CA: Brooks/Cole.
Petrevska, B., & Nestoroska, I. (2015). Economics of Tourism: Recent Developments in Macedonia. Saarbrücken:
Lambert Academic Publishing.
Richards, G., & Palmer, R. (2010). Eventful Cities: Cultural
Management and Urban Revitalisation. London: Butterworth-Heinemann, Elsevier.
Saville-Troike, M. (1997). The ethnographic analysis of communicative events. In: N. Coupland and A. Jaworski
(Ed.) Sociolinguistics: A Reader and Coursebook. Basingstoke: Macmillan.
Small, K. (2007). Social Dimensions in Community festivals:
An Application of Factor Analysis in the Development
of the Soc ial Ipact Perception (SIP)Scale. Event Management, 11, 45-55.
Spencer-Oatey, H. (2012). What is culture? A compilation of
quotations. GlobalPAD Core Concepts. Retrieved May
15, 2015, from http://www2.warwick.ac.uk/fac/soc/al/
globalpad/openhouse/interculturalskills/global_pad_-_
what_is_culture.pdf
State Statistical Office of Republic of Macedonia. (2014a).
Tourism in the Republic of Macedonia, 2009-2013. Skopje: State Statistical Office of Republic of Macedonia.
State Statistical Office of Republic of Macedonia. (2014b).
Transport, tourism and other services. In: Yearbook of
Statistic. Skopje: State Statistical Office of Republic of
Macedonia.
Tohmo, T. (2005) Economic Impacts of Cultural Events
on Locl Economies: An Input-Output Analysis of the
Kaustinen Folk Music Festival. Tourim Economics, 11
(3), 431-451.
Tribe, J. (2005). The Economics of Recreation, Leisure and
Tourism. Oxford: Butterworth-Heinemann.
Yeoman, I., Robertson, M., Ali-Knight, J., Drummond, S., &
McMahon Beathe , U. (2006). Festival and Events Management. London: Butterworth-Heinemann, Elsevier.
ZELS. (2009). Catalogues of cultural events. Retrieved July
23, 2015, from http://www.zels.org.mk/Upload/Content/
Documents/Dokumenti/EN/zels_gi_ENG.pdf
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-99-105
A COMPARATIVE STUDY OF PORTUGUESE AND SERBIAN
TOURISM MARKETS
Nikola Minić1*, Vitor Gomes Rodrigues2*, Catarina Ferreira Dias Dinis2, Ivana Stević2
Singidunum University, Danijelova 32, Belgrade, Serbia
University of Aveiro, Campus Universitário de Santiago, 3810-193 Aveiro, Portugal
1
2
Abstract:
As tourism presents one of Portugal’s most valuable economy sectors, as well as the emerging sector
in Serbian economy, the aim of this research is to provide an insight into Portuguese and Serbian
tourism markets. In order to accomplish that, a statistical overview of the two mentioned tourism
markets is conducted, as well as a comparison of available and potential tourism products. Furthermore, the paper includes a comparative analysis of several tourism policies based on each national
strategic plan for tourism, as well as a brief review of their effectiveness. Bearing in mind that Serbia
is a landlocked country, sun & sea product of Portugal was analysed separately.
1. INTRODUCTION
A growing demand for tourism and leisure presents a
global phenomenon that is directly linked to economic development, which significantly increases incomes of tourism destinations on both micro and macro level. Tourism
presents one of the most important tourism sectors in Portugal, making a total of 15,7% share in the country’s GDP
in 2014 (WTTC, 2015a), with the anticipated rise of up to
17% in 2025. On the other hand, tourism presents one of
the emerging sectors of Serbian economy, making a total
contribution of 6,1% in the overall country’s GDP (WTTC,
2015b), with the anticipated rise of up to 7,2% in 2025. The
paper presents a comparative study of the two tourism markets, with the analysis of tourist arrivals and overnight stays,
as well as implemented and planned tourism policies.
Key words:
statistical overview,
tourism products,
tourism policies,
national strategic plans for tourism,
tourism analysis.
way, independent in terms of the development of strategies
of their own territories, but being in line with those policies
imposed by the national level/authority. On the other hand,
national and regional policies have become complementary,
in the way that they share common objectives, such as the
development of Portugal as a tourism destination and the
supply side management.
2. NATIONAL TOURISM STRUCTURE
2.1. Portuguese Tourism Clusters
As part of the national tourism strategies and with the
aim to facilitate the grouping of different statistical data,
Portuguese territory is organized in 7 distinctive regions,
also known as NUTS II (Nomenclature of Territorial Units
for Statistics) – Oporto and North, Centro, Lisbon, Alentejo, Algarve, Autonomous Region of Madeira and Autonomous Region of Azores (Figure 1). Although being covered
by the tourism national polices, these regions are, in certain
* [email protected]; [email protected]
Figure 1. Portuguese tourism clusters
Source: Own elaboration, based on NUTS II
99
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
2.2. Serbian Tourism Clusters
3. STATISTICAL OVERIEW
Tourism Development Strategy proposes creation of
four tourism clusters in order to better position Serbia as
a tourism destination, as well as to create regional tourism
brands, based on the geographical location, tourism resources and common traditions and customs. Those four
clusters are (Strategija razvoja turizma Srbije, 2006, p. 13):
1. Vojvodina;
2. Belgrade;
3. South-western Serbia;
4. South-eastern Serbia.
3.1. Portuguese Tourism Market
Figure 2. Tourism clusters as defined by Tourism
Development Strategy
Source: Tourism Development Strategy (2006)
100
Each of these clusters had different strategic positioning, based on the available products, attractions, activities,
and predicted experience. Out of these four defined clusters, only Belgrade is fully developed, while the other three
have never been fully developed as planned by the strategy.
However, for the purpose of statistics on the regional level,
the country was divided into five statistical regions, which
are further analysed in this paper. Those regions include as
follows: (Uredba o nomenklaturi statističkih teritorijalnih
jedinica, 2010):
1. Belgrade region;
2. Vojvodina region;
3. Šumadija and Western Serbia region;
4. Eastern and Southern Serbia region;
5. Kosovo and Metohija region.
Over the last decade, and with special emphasis on the
last five years, Portugal has registered a continuous growth
in the tourism industry. In practical terms, this means that,
year after year, the tourism sector achieves new records,
a fact proved by its performance during 2014, when the
number of tourists surpassed 16 million (>6% than 2013)
(Turismo de Portugal, 2015c) and the revenue exceeded the
record of 10 billion euro (>6% than 2013) (Turismo de Portugal, 2015e).
In order to better understand the sectors’ performance,
a brief analysis of its main indicators was conducted, with
an emphasis on variables such as tourist flows (number of
tourists), tourism revenue and overnight stays, throughout
the period from 2010-2015.
Since 2010 until 2014, the number of tourists visiting
Portugal rose at an average pace of 4% per year. Although
with a slight decrease in 2012, driven by a decrease of domestic demand, it can be said that the global demand was
systematic. During this period, the number of foreigners was
constantly superior to the number of domestic tourists, as
shown in Figure 3a, representing, on average, 55% of the
total number. Regarding the foreign tourists, it is interesting
to underline the most represented outbound markets. The
top outbound markets, representing approximately and on
average 33 % of the total number of tourists are: (1) United
Kingdom; (2) Spain; (3) France; (4) Germany; and (5) Brazil.
Tourism revenue is an economic indicator directly associated with the number of tourists. Achieving 10.4 billion
euro in 2014, the tourism revenue in Portugal also registered
a substantial increase during the given period, growing at
an average rate of 6% per year. Using the same analysis pattern, five outbound markets with the highest expenditure are
emphasised. In this case, it is necessary to point out that in
2010 and 2011, Brazil was part of the top five, but since 2012
was surpassed by Angola. In comparison with the previous
indicator, this group has higher representativeness, accounting for 62% of the total number: (1) France; (2) United Kingdom; (3) Spain; (4) Germany; and (5) Angola.
By observing the overnight stays chart (Figure 3b), almost
an instant conclusion is that there is great superiority of the
foreign demand. During the given period, international tourists were responsible for 68% of total overnight stays, which
contributed to a new record of 46.1 million, in 2014. Once
again, five markets were highlighted: (1) United Kingdom;
(2) Germany; (3) Spain; (4) France; and (5) Holland.
On the other hand, so as to comprehend the tourist behaviour within the Portuguese territory, a brief analysis of
tourist preferences was carried out at the level of Portuguese
regions. Using the statistical data, it was concluded that Lisbon, Algarve and Oporto and North were the main regions
visited during 2014, although Madeira emerges as the third
largest region in terms of overnight stays (Figure 4). The
combined contribution of Lisbon, Algarve and Oporto and
North reaches 71% of the total number of tourists. When
it comes to overnight stays, Algarve, Lisbon and Madeira
totalize 75%, especially owning to a better performance
related to the average stay. On the other side, Azores and
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
Figure 3. Domestic and foreign tourist flows and tourism revenue (left) and overnight stays (right)
Source: Own elaboration, based on Turismo de Portugal (2014b, 2014c, 2015c, 2015d, 2015e, 2015f)
Figure 4. Tourist flows and overnight stays by regions in 2014
Source: Own elaboration, based on Dinis (2013) and Silva (2015)
Alentejo arise as the regions with lowest percentage, representing altogether only 7% of the total number of tourists
and 5% of the total number of overnight stays.
3.2. Serbian Tourism Market
In 2014, Serbia recorded 2.196.268 visitors, which presents a slight decrease compared to 2013 (Republički zavod
za statistiku, 2015). Domestic tourism recorded 1.163.536
visitors (decrease 8,4%, share 53% in total number of visitors), while international tourism recorded 1.08.732 visitors (increase 11,6%, share 47%). Figure 5 shows the data
from 2010 until November 2014. It can be seen that tourist
flows were increasing throughout the 4 year period (2010
to 2013) and slightly dropped by the end of 2014, due to
the decrease of national tourism flows, despite the increase
of international visitor flows. As for the country of origin,
the five outbound markets with the largest number of foreign visitors are: (1) Bosnia & Herzegovina; (2) Slovenia; (3)
Croatia; (4) Montenegro; and (5) Germany. It should also
be noted that there has been an increase of arrivals from
Bulgaria, Russia, Turkey and Greece in recent years. The
tourists from Portugal recorded 2.775 arrivals in 2014, and
1.337 during the period January-July 2015.
101
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
Figure 5. Domestic and foreign tourist flows and tourism revenue* (left) and overnight stays (right)
* Data for tourist flow in 2015 is given for period January-July 2015, while tourism revenue is an estimate for 2015. RSD – Serbian dinar.
Source: Own elaboration, based on data from Statistical Office of the Republic of Serbia for tourist flows and overnight stays (2015) and The
World Travel & Tourism Council for tourism revenue (2015)
Figure 6. Tourist flows and overnight stays by regions in 2014
Source: Own elaboration, based on data from Statistical Office of the Republic of Serbia (2015)
102
In 2014, Belgrade region recorded an increase in the
number of visitors of +4,8%. Besides Belgrade, only Vojvodina recorded an increase in the number of arrivals
(+7,0%), while the other two regions, Šumadija and Western Serbia and South and Eastern Serbia recorded a decrease of 6,8% and 1,6% respectively.
In terms of overnight stays, domestic tourists were
dominant in all regions except for Belgrade, amounting
to 3.925.221 of overnight stays (3,4 nights per tourist),
while foreign tourists amounted to 2.161.054 of overnight
stays (or 2,1 night per tourist), making 6.086.275 of overnight stays in total. Five outbound markets with the largest
amount of overnight stays are: (1) Bosnia & Herzegovina;
(2) Russia; (3) Montenegro; (4) Croatia; and (5) Germany.
Tourists from Portugal recorded 6.869 overnight stays in
2014, and 3.678 during the period January-July 2015.
4. TOURISM OFFER
4.1. Portuguese Tourism Products
Due to the diversified territory with vast resources, Portuguese authorities were able to develop ten main strategic
products during the period between 2007 and 2015:
◆ Sun and Sea;
◆ City Breaks;
◆ Gastronomy and Wine;
◆ Golf;
◆ Meetings Industry;
◆ Health and Wellness;
◆ Nature Tourism;
◆ Cultural and Scenic Touring;
◆ Nautical Tourism;
◆ Resorts and Residential Tourism.
The study of each strategic product per region allowed to
understand their stage of development, through the use of
a proper matrix, (Ministry of Economy and Employment,
2013): (1) Emergent, (2) Complementary, (3) Under Development or (4) Consolidated.
According to the above –given Portugal tourism clusters,
Sun and Sea is a consolidated product in the Algarve Region,
being under development in Madeira. The other regions are
in a secondary phase (Complementary) with the exception
of Azores where it has no expression; City Break is a primary product in Lisbon and in Oporto and North (mainly
in Oporto city) it is under development; Gastronomy and
Wine is a Complementary Product in seven regions, thanks
to a great variety of unique gastronomic resources; Golf has
its main expression in Algarve, being Lisbon Under Development and Madeira and Oporto and North Complementary. Meetings Industry is Consolidated mainly in Lisbon
city, and has secondary expression in Algarve and in Oporto
and North (mainly Oporto city) is a Complementary product; Health and Wellness has a major impact in Oporto and
North and in Centro, being at its second stage in Lisbon,
Algarve and Madeira; Nature Tourism is Consolidated in
Azores and Madeira, Under Development in Alentejo, Centro, Oporto and North, Algarve and Lisbon; Cultural and
Scenic Touring is a Consolidated Product in Lisbon, Oporto
and North, Centro, Madeira and Alentejo, being Under Development in Azores and Complementary in Algarve; Nautical Tourism in Under Development in Alentejo, Algarve,
Lisbon, Madeira and Azores and Emergent in Oporto and
North; Resorts and Residential Tourism is a Consolidated
Product in Algarve, Under Development in Lisbon and
Emergent in Madeira and Alentejo (Ministry of Economy
and Employment, 2013).
4.2. Serbian Tourism Products
Tourism Development Strategy has defined a group of
tourist products of special interests as potential development
drivers, whose eventual commercialization could be applied
to other investment and technologically demanding products. These products are the following (Strategija razvoja
turizma Srbije, 2006):
◆ City break;
◆ Roundtrips (Touring);
◆ Business tourism + MICE;
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
◆ Health tourism (Spa/wellness);
◆ Mountain and lake holidays;
◆ Nautical tourism;
◆ Events;
◆ Rural tourism;
◆ Special interests.
City break, which includes sightseeing, shopping, museums and galleries, festivals and other events, as well as MICE
(Jovanović, 2013, p. 93) is bound to larger cities, such as
Belgrade and Novi Sad, which are defined as primary city
breaks and MICE destinations, while Niš, Kragujevac and
Subotica are secondary destinations. According to the National Tourism Organization of Serbia, 581 events were registered in 2010 (Jovanović, 2013, p. 151), which makes the
events one of the main tourism products. There are already
several worldwide festivals, such as Dragačevo trumpet festival in Guča, EXIT festival in Novi Sad, Belgrade Beer Fest
and Nišville Jazz Festival in Niš.
As for roundtrips (or touring), wine and cultural routes
emerge as the main products. The main vineyard regions are
along the three Morava Rivers (South, Western and Great)
and Sava, Danube and Tisa, with one along the Timok River
in Eastern Serbia. The main wine routes are (Turistička organizacija Srbije, 2013a): Palić wine route, Fruška gora wine
route, Vršac wine route, Smederevo wine route, Oplenac
wine route, Negotin wine route, Knjaževac wine route and
Župa wine route. The main products of cultural routes are
(Turistička organizacija Srbije, 2013b): Route of the Roman emperors, Transomanica and Fortress on the Danube,
which present three routes through three periods of Serbian
history. Besides these three, potential cultural routes could
be: Ibar zone of medieval heritage, and Morava zone of antic
times and medieval heritage (Maksin, 2012, p. 173).
With over 1.000 springs of cold and warm mineral water
(Turistička organizacija Srbije, 2013c), and over 53 thermal
localities, health tourism presents one of the main tourism
products that should be further developed, with Vrnjačka
Banja as the primary destination, and Sokobanja, Jošanička
Banja, Banja Koviljača and Prolom Banja as alternative destinations. For mountain holidays, the Strategy defined Kopaonik, Tara and Zlatibor as the main destinations, and Đerdap
Lake as the main lake holiday destination. Besides Đerdap
Lake, the river Danube is defined as the main nautical tourism
destination, with Sava and Tisa as alternatives.
Based on a study conducted in 2008 for the Framework
of sustainable development of rural tourism in Serbia, the
following regions were defined and studied in detail, which
could represent the main rural tourism products (Jovanović,
2013, p. 115): Eastern Serbia (Pirot, Knjaževac, Zaječar, Dimitrovgrad and Negotin); Lower Danube (Veliko Gradište,
Golubac, Majdanpek and Kladovo); South Banat (Alibunar,
Bela Crkva, Kovin and Vršac) and Central Serbia (Valjevo,
Ljig, Gornji Milanovac, Kosjerić and Mionica).
5. NATIONAL TOURISM REGULATION AND
STRATEGY
5.1. Tourism Regulation in Portugal
Portuguese tourism sector exerts great impact not only in
economic terms, but also within the social framework, being
an indispensable tool for regional and national development
103
SITCON 2015 - OSNOVE KONKURENTSKOG POLOŽAJA TURISTIČKE DESTINACIJE
(Fazenda, Silva, & Costa, 2008). Tourism sector is integrated within the Ministry of Economy, in a smaller structure
called Tourism Secretary of State. Turismo de Portugal, I.P.
is known as the maximum authority, being responsible for
management and stimulation of tourism industry. Identified
as a public entity, its main obligations include the elaboration of Portugal Tourism Policies, but also the promotion
and enhancement of the national tourism activity.
As described in the Decree-Law 191/2009, dated August
17th, the National Tourism Policy has the following primary
objectives (Ministry of Economy and Innovation, 2009): (i)
the increase of tourist flows, average stay and average spending of domestic and foreign tourists; (ii) the contribution
to social and economic development of the country, employment generation, GDP growth and decrease of regional
disparities; (iii) the reinforcement of the tourism regional
organization, in order to provide a better understanding
between the local communities and different stakeholders;
(iv) access improvement of tourism benefits to the residents;
(v) better accessibilities to handicap or disabled individuals;
(vi) the stimulus to international competitiveness of tourist
activity through a qualified supply side and through innovation and creativity; (vii) the development of favourable conditions to enhance private investment in tourism; (viii) the
development of the national tourism identity; (ix) the incentive to create public-private partnerships; (x) introduction of
compensatory mechanisms to local communities, due to the
use of the territory for tourism purposes.
The document “Turismo 2020 – Cinco princípios para
uma ambição” (five principles to an ambition), which defines a
wide range of policies and strategies for the tourism sector for
the period between 2016 and 2020, replaces the National Strategic Plan for Tourism (2007-2015) and was elaborated with
the aim of changing the existing paradigms of “a prescriptive,
closed and state plan” (Tourism Secretary of State, 2015). This
document defined a very clear objective for Portugal: make it
the most agile and dynamic destination in Europe, always taking into account competition and qualification issues. In that
sense, this ambition requires that Portugal will:
◆ have to be a sustainable destination with high quality
patterns;
◆ be a destination with very competitive enterprises;
◆ turn in an entrepreneur destination;
◆ become interconnected to the rest of the world;
◆ be managed in an effective way;
◆ be an unforgettable destination.
Furthermore, the ambition of the new national tourism
policy considers a set of five fundamental principles – People,
Freedom, Openness, Knowledge and Collaboration. Those
factors have influenced all previous public actions and it is certain that they will continue to make the difference in order to
turn Portugal into an excellence destination. In this sense, all
the strategies of this new Plan intend to create a dynamic and
agile destination, to grow faster than the main competitors
and be more competitive (Tourism Secretary of State, 2015).
5.2. Tourism Regulation in Serbia
104
In Serbia, tourism related regulations, policies and laws
fall under the authority of the Ministry of Trade, Tourism
and Telecommunications. The ministry is further divided
into sectors, among which the tourism sector operates in
the tourism area. Its responsibility is to perform actions that
relate to (Ministarstvo trgovine, turizma i telekomunikacija,
2015): (i) Implementation of the Tourism Law and Tourism
Development Strategy on the national level; (ii) Monitoring
and analysis of the system solutions, law regulations and
economic policy measures for operation and development
of the tourism economy; (iii) Proposition of measures for
tourism product and services’ quality improvement and
tourism offer competitiveness; (iv) Implementation of the
adopted master plans; (v) Monitoring of the development,
proposition of measures and implementation of activities
for education and training of tourism workers, with the aim
of increasing the employment rates; (vi) Integrated planning of tourism development and development of tourism
related activities; etc.
In 2006, the Government of the Republic of Serbia
adopted the Tourism Development Strategy for the period until 2015. This is the third document of this kind to
be adopted. In 1986, the Government adopted the Concept
of Tourism Development until 2000 and in 1999 the Tourism Strategy with the development goals until 2010 and the
vision until 2020. According to Article 6, Paragraph 2 of
the Tourism Law (Strategija razvoja turizma Srbije, 2006, p.
6), the objectives of the Serbian Tourism Development and
tourism interests of the Republic of Serbia are the following:
1. Stimulating the economic growth, employment rates
and residents’ life quality through international tourism development;
2. Ensuring the development of positive national image
at the international level;
3. Ensuring long-term protection and integrated management of natural and cultural resources, which
contributes to sustainable tourism development;
4. Ensuring international quality standards for tourism
consumers’ protection in line with the contemporary
European practices.
Within the tourism strategy, the Ministry of Trade,
Tourism and Telecommunications (2006) has developed a
very complete and thorough Strategic Marketing Plan at the
national level, positioning each tourism region and discussing each tourism product, mentioned in the Chapter 4.2.
Marketing goals are defined as follows (Strategija razvoja
turizma Srbije, 2006, p. 25):
1. to position Serbia as a tourism destination at the
global tourism market;
2. use the maximum sales efforts to increase multiple
times the number of foreign visitors and domestic
tourism traffic, in line with the life standard capacities of the country’s population;
3. to establish and operationalize country’s marketing
system at the national, regional and local levels.
6. CONCLUSION
There is space for further tourism development in both
of the surveyed countries, and each should define development perspectives. As for Serbia, a new tourism development strategy should be adopted, and steps should be taken
towards implementation of aims and tasks defined, and further improvement of its infrastructure, including activation
of other airports in the country, especially in the western
part like Užice and Kraljevo. Also, Serbia should particular-
ly define its primary outbound markets towards which further marketing plans would be aimed. Regarding Portugal’s
future strategic actions, and bearing in mind that Portugal
is a destination extremely dependent on the so called “traditional outbound markets” (e.g. United Kingdom, Spain,
France), it’s imperious to look forward to new emergent
markets such as the People’s Republic of China, India and
Russia, which can add a significant value to the Portuguese
tourism and economic sectors. Besides a closer look to the
outbound markets, the authorities of both countries should
continue to enhance promotion campaigns, with charming strategies, in order to increase the number of visitors
and reinforce human resources training actions, becoming
more effective and efficient to better understand the needs
of visitors. To conclude, it’s also fundamental to captivate
new private investment to strengthen tourism offer, without
neglecting the legislative and supervisory role of the state,
which brings us to the necessity of establishing equilibrium
between these two sides.
REFERENCES
Dinis, C. (2013). Investimento público e desenvolvimento local
no norte de Portugal, Dissertação de Mestrado. Aveiro:
Universidade de Aveiro.
Fazenda, N., Silva, F., & Costa, C. (2008). Política e planeamento turístico à escala regional: o caso da Agenda Regional de Turismo para o Norte de Portugal. Revista
Portuguesa de Estudos Regionais, 18, 77-100.
Jovanović, V. (2013). Tematski turizam. Beograd: Univerzitet
Singidunum.
Maksin, M. (2012). Turizam i prostor. Beograd: Univerzitet
Singidunum.
Ministarstvo trgovine, turizma i telekomunikacija. (2015).
Sektori Ministarstva. Sektor za turizam. Retrieved August 21, 2015, from http://mtt.gov.rs/sektori/sektor-zaturizam/?lang=lat
Ministry of Economy and Employment. (2013). Plano Estratégico Nacional do Turismo: Horizonte 2013-2015.
Lisboa: Ministério da Economia e do Emprego.
Ministry of Economy and Innovation. (2009). Decree-Law nº
191/2009, august 17th. Diário da República nº 158/2009
– I série .
Republički zavod za statistiku. (2015). Turizam. Retrieved
August 21, 2015, from http://www.stat.gov.rs/
Silva, M. (2015). Os resultados do Turismo 2014. Lisboa: Turismo de Portugal, I.P.
SITCON 2015 - KEY ISSUES ON TOURISM DESTINATION COMPETITIVENESS
Strategija razvoja turizma Srbije. (2006). Službeni glasnik RS
91/2006 .
Tourism Secretary of State. (2015). Turismo 2020 – Cinco
princípios para uma ambição. Lisboa: Ministério da
Economia.
Turismo de Portugal. (2014a). Dormidas em estabelecimentos hoteleiros, aldeamentos e apartamentos turísticos e
outros (2004-2013). Lisboa: Turismo de Portugal, I.P.
Turismo de Portugal. (2015a). Dormidas em estabelecimentos hoteleiros, aldeamentos e apartamentos turísticos e
outros (2013-2014). Lisboa: Turismo de Portugal, I.P.
Turismo de Portugal. (2015b). Dormidas em estabelecimentos
hoteleiros, aldeamentos e apartamentos turísticos e outros (2015). Lisboa: Turismo de Portugal, I.P.
Turismo de Portugal. (2014b). Hóspedes em estabelecimentos hoteleiros, aldeamentos e apartamentos turísticos e
outros (2004-2013). Lisboa: Turismo de Portugal, I.P.
Turismo de Portugal. (2015c). Hóspedes em estabelecimentos hoteleiros, aldeamentos e apartamentos turísticos e
outros (2013-2014). Lisboa: Turismo de Portugal, I.P.
Turismo de Portugal. (2015d). Hóspedes em estabelecimentos
hoteleiros, aldeamentos e apartamentos turísticos e outros (2015). Lisboa: Turismo de Portugal, I.P.
Turismo de Portugal. (2014c). Receitas turísticas da rúbrica
“Viagens e Turismo” da Balança de Pagamentos (créditos) (2004-2013). Lisboa: Turismo de Portugal, I.P.
Turismo de Portugal. (2015e). Receitas turísticas da rúbrica
“Viagens e Turismo” da Balança de Pagamentos (créditos) (2013-2014). Lisboa: Turismo de Portugal, I.P.
Turismo de Portugal. (2015f). Receitas turísticas da rúbrica
“Viagens e Turismo” da Balança de Pagamentos (créditos) (2015). Lisboa: Turismo de Portugal, I.P.
Turistička organizacija Srbije. (2013c). Banje i klimatska mesta. Retrieved August 19, 2015, from http://www.srbija.
travel/destinacije/banje-i-klimatska-mesta/
Turistička organizacija Srbije. (2013b). Putevi kulture. Retrieved August 19, 2015, from http://www.srbija.travel/
kultura/putevi-kulture/
Turistička organizacija Srbije. (2013a). Putevi vina. Retrieved
August 19, 2015, from http://www.srbija.travel/destinacije/putevi-vina/
Uredba o nomenklaturi statističkih teritorijalnih jedinica.
(2010). Službeni glasnik RS 46/2010 .
WTTC. (2015a). Travel & Tourism Economic Impact 2015
Portugal. The World Travel & Tourism Council.
WTTC. (2015b). Travel & Tourism Economic Impact 2015
Serbia. The World Travel & Tourism Council.
105
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-106-109
ANALIZA PODRUČJA POSLOVNOG ODLUČIVANJA
HOTELSKIH PREDUZEĆA U REPUBLICI SRBIJI
Slobodan Čerović, Nikica Radović*
Univerzitet Singidunum, Danijelova 32, Beograd, Srbija
Apstrakt:
Proces donošenja poslovnih odluka u hotelskom poslovanju uslovljen je specifičnostima poslovanja
koje karakterišu ovu delatnost. U ovom radu akcenat je stavljen na ispitivanje zastupljenosti različitih
poslovnih odluka u procesima hotelskog poslovanja. Istraživanje je obuhvatilo 38 menadžera hotela
sa tri, četiri ili pet zvezdica. Osnovni cilj istraživanja u ovom radu odnosi se na analizu i utvrđivanje
načina poslovnog odlučivanja u hotelskim preduzećima u Republici Srbiji.
1. UVOD
106
U svakodnevnom poslovanju menadžera sveprisutno
je donošenje odluka, kao rezultat mnogobrojnih situacija
u kojima se mogu naći. „Donošenje odluka je najvažnija
menadžerska aktivnost“ (Petković, Janićijević, & Bogićević, 2003) i zastupljena je u svim menadžment strukturama
preduzeća. U skladu sa tim, definišemo operativne i strategijske odluke. Operativne odluke se odnose se na dnevne
i rutinske poslovne odluke kojima se uspešno rešavaju tekuće poslovne aktivnosti, a donose se na nižim nivoima u
organizacionoj strukturi preduzeća. Strategijske odluke se
odnose najčešće na: definisanje ciljeva poslovanja preduzeća, investicione odluke, proces budžetiranja, politiku cena i
slične koji utiču na rezultate budućeg poslovanja preduzeća,
a donose se u vrhu organizacije.
Hotelijerstvo predstavlja složen i specifičan sistem poslovanja u okviru kog su zastupljene i operativne i strategijske odluke, pa je veoma važno pravilno poslovno odlučivanje (Radović & Radojević, 2015). Poslovanje hotelskih
preduzeća karakterišu određene specifičnosti (Barjaktarović, 2013):
◆ Uslužna delatnost koja je uslovljena zadovoljstvom
korisnika uz nezaobilaznu platežnu sposobnost;
◆ Sezonalnost kao vremenska dimenzija poslovanja
izražena kod velikog broja smeštajnih kapaciteta;
◆ Nedeljivost usluge zato što se proces proizvodnje i
konzumiranja hotelskih usluga odvijaju istovremeno;
◆ Ograničenost ponude u zavisnosti od veličine (broja)
smeštajnih kapaciteta koje preduzeće ima na raspolaganju;
◆ Visok stepen interpersonalnih odnosa zaposlenih i
gostiju hotela;
◆ Visoki fiksni troškovi itd.
* [email protected]
Ključne reči:
hotelsko poslovanje,
poslovno odlučivanje.
Uslovljenost navedenim specifičnostima hotelskog poslovanja ukazuje na važnost poslovnog odlučivanja u više
poslovnih područja i na različitim menadžment nivoima. S
tim u vezi, možemo definisati više vrsta specifičnih odluka
koje se vezuju za delatnost hotelskog poslovanja: odluke o
kapacitetima, odluke o određivanju asortimana usluga, odluke o politici cena, odluke o upravljanju troškovima, odluke o budžetiranju, odluke o finansiranju tekućih aktivnosti,
investicione odluke i slično.
2. ANALIZA PODRUČJA POSLOVNOG
ODLUČIVANJA HOTELSKIH PREDUZEĆA
U REPUBLICI SRBIJI
U cilju upoznavanja i analize područja poslovnog odlučivanja u poslovanju hotelskih preduzeća u Srbiji, krajem
2014. godine realizovali smo istraživanje na uzorku od pedeset hotelskih preduzeća koja posluju na teritoriji Republike Srbije. Kao instrument istraživanja primenjen je anoniman anketni upitnik koji je poslat u elektronskoj formi, a
na anketu je odgovorilo 38 ispitanika, što čini 76% uzorka.
Zadatak istraživanja je bio da se sagledaju specifičnosti
poslovnog odlučivanja u hotelijerstvu, sa aspekta poslovnog odlučivanja prema nivoima organizacione strukture i
vrstama poslovnih odluka. Na osnovu sagledanih rezultata
ankete, uočeno je da su u istraživanju obuhvaćeni hoteli,
prema kategoriji, sa tri zvezdice 34%, četiri zvezdice 53% i
pet zvezdica 13%.
Poslovanje hotelskog preduzeća je složen sistem koji
u svom sastavu ima zastupljeno više nivoa menadžmenta
(niži, srednji, visoki) raspoređenih u više sektora poslovanja
u zavisnosti od veličine hotelskog preduzeća i organizacione
strukture koja je određena (sektor soba, sektor hrane i pića,
sektor održavanja, sektor finansija, sektor marketinga i sl.).
Imajući u vidu da se donošenje poslovnih odluka odvija na
svim nivoima menadžmenta, u svim sektorima poslovanja,
pri analizi rezultata sprovedene ankete može se zaključiti
da su učesnici bili ispitanici iz strukture srednjeg menadžmenta (43%) i visokog menadžmenta (57%) (grafikon 1).
Grafikon 1. Pozicije u menadžment strukturi učesnika ankete
Na donošenje poslovnih odluka utiču priroda, obim i intenzitet poslovnih aktivnosti, pa u zavisnosti od pozicije na
kojoj se, prema organizacionoj strukturi u hotelskom preduzeću, nalazi učesnik ankete različita je zastupljenost vrsta
odluka u čijem donošenju i realizaciji zaposleni učestvuju.
Na osnovu grafikona 2. možemo zaključiti da 58% učesnika
ankete učestvuje u donošenju svih poslovnih odluka anketiranih hotelskih preduzeća. U procesu donošenja odluka o
asortimanu usluga učestvuje 21% anketiranih menadžera,
o politici cena odlučuje 16% učesnika, dok svega 5% učesnika učestvuje u odlukama koje se odnose na upravljanje
troškovima.
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
iz svakodnevnog poslovanja učestvuje u odlučivanju o asortimanu usluga, a u manjoj meri i kod politike cena.
Grafikon 3. Analiza menadžment pozicija i poslovnih odluka
u koje su uključeni
Jedna od specifičnosti koja karakteriše hotelsko poslovanje je da nema mogućnosti skladištenja usluga, a koje su
osnovni proizvod u ovoj delatnosti, stoga je veoma važno
pravilno raspoređivanje i poslovno planiranje prilikom kreiranja budžeta koji predstavlja finansijski plan za određeni
vremenski period poslovanja hotelskog preduzeća (Hales,
2005). U procesu kreiranja budžeta u poslovanju hotelskih
preduzeća u kojima su zaposleni učesnici ankete 74% je
uključeno u proces, dok 26% nije uključeno (grafikon 4).
Grafikon 4. Stepen učešća u kreiranju budžeta u poslovanju
anketiranih učesnika
Grafikon 2. Udeo menadžera u donošenju poslovnih odluka
Komparacijom nivoa menadžment struktura na kojima se učesnici ankete nalaze i vrsta poslovnih odluka koje
donose potvrđeno je pravilo da visoki (top) menadžment
učestvuje u kreiranju ključnih – strategijskih odluka u poslovanju preduzeća. Na osnovu analize dobijenih rezultata
ankete moguće je uočiti učešće visokog menadžmenta, kao
i zastupljenost u donošenju odluka u odnosu na srednji menadžment (grafikon 3). Naime, na osnovu rezultata ankete
na pitanje o nivoima menadžment strukture i vrstama odluka koje donose, prezentovanih grafikonom 3, jasno je da
u hotelskim preduzećima čiji su zaposleni učesnici ankete
visoki menadžment učestvuje u najvećem broju slučajeva
u svim ključnim odlukama: odlukama o kapacitetima, o
određivanju asortimana usluga, o politici cena, o upravljanju troškovima, odlukama prilikom kreiranja i sprovođenja
budžeta i slično. Srednji menadžment na osnovu iskustava
Primenom određenog budžeta menadžment hotelskog
preduzeća je u mogućnosti da kontroliše, poredi planirane
i ostvarene vrednosti u poslovanju svog preduzeća i na taj
način ima uvid u rezultate svog poslovanja, kako bi mogao
permanentno da vrši korekcije u cilju sprečavanja loših poslovnih rezultata, kao i da organizuje dalje poslovne aktivnosti (Guilding, 2002). Istovremeno, imajući u vidu da u
hotelijerstvu svaka prazna soba predstavlja trošak u poslovanju veoma je važno praćenje i analiza u okviru kog se permanentnim monitoringom zauzetosti smeštajnih kapaciteta
prati realizacija usvojenog budžeta i prilagođava tržištu, sa
ciljem maksimalnog iskorišćenja kapaciteta uz ostvarivanje
optimalnih prihoda (Radović & Radojević, 2015). Na osnovu
analiziranih rezultata sprovedene ankete na pitanje Da li u
toku poslovne godine pratite planirane i ostvarene vrednosti
prema usvojenom budžetu za poslovnu godinu? 79% ispitanika primenjuje ovu značajnu tehniku u poslovanju, 13%
delimično prati, dok 8% učesnika ankete ne prati vrednosti
prema usvojenom budžetu (grafikon 5).
107
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
Grafikon 5. Stepen primene usvojenog budžeta u poslovanju
anketiranih učesnika
Primarna delatnost hotelskih objekata su usluge smeštaja i ishrane, pa je u skladu sa tim važna maksimalna iskorišćenost kapaciteta kojim raspolažu kako bi cilj poslovanja,
maksimizacija profita, bio što bliži ostvarenju. Veliki broj
hotelskih preduzeća radi ispod praga rentabilnosti poslovanja koji se smatra prihvatljivim, „a to je sa popunjenošću od
50% do 60% kod hotela sa celogodišnjim poslovanjem, dok
je kod hotela sa sezonskim poslovanjem poželjna veća popunjenost kapaciteta, ali u skladu sa cenama.“(Čačić, 2010)
Procenat popunjenosti smeštajnih kapaciteta u korelaciji je
sa prelomnom tačkom rentabilnosti koja predstavlja tačku
u kojoj prodaja usluga smeštaja i/ili ishrane po određenoj
ceni pokriva fiksne i varijabilne troškove poslovanja hotelskog preduzeća.
Prema dobijenim rezultatima sprovedene ankete analizirani su objekti prema kategorizaciji i procentu iskorišćenosti kapaciteta i grafikonom 6. predstavljeni su rezultati
koji ukazuju da su najbolji rezultati poslovanja kod hotela
sa četiri zvezdice imajući u vidu da se 11 učesnika ankete
zaposlenih u objektima sa četiri zvezdice izjasnilo da im
je popunjenost kapaciteta 60%, a da 4 anketirana objekta
rade sa više od 60% iskorišćenosti kapaciteta. Problem je u
poslovanju objekata sa tri zvezdice koji u najvećem broju
ispitanika posluju ispod 60% ili na granici iskorišćenosti
kapaciteta.
formiranja i prezentovanja prodajnih cena formira različite
cene u zavisnosti od vrste sobe tj. prave razliku da li je u
pitanju jednokrevetna, dvokrevetna, trokrevetna soba, apartman, studio (1/1, 1/2, 1/3, app, st) i slično. Postoje i hotelska preduzeća koja u formiranju i prezentovanju prodajnih
cena polaze od cene po osobi za noćenje/aranžman i to 31%
učesnika, kao i 18% učesnika ankete koji cene formiraju i
prezentuju po sobi za noćenje/aranžman, bez obzira koliki
broj gostiju će u njoj boraviti.
Kada donose odluku o prodajnim cenama 55% učesnika
ankete izjasnilo se da prati kretanje cena kod konkurencije,
što je čini se veoma važno kada su u pitanju destinacije na
kojima je pozicioniran veći broj smeštajnih objekata (Zlatibor, Kopaonik), u cilju prihvatljivosti od strane gostiju.
Grafikon 7. Procentualno učešće hotelskih preduzeća prema
politici u pristupu formiranju prodajnih cena
Diferencirane cene su cene istog proizvoda ili usluge
koje su na različitim tržištima ili prema uslovima poslovanja
različite, tj. isti proizvod ili usluga se na dva ili više tržišta
prodaju po različitim cenama. U poslovanju hotelskih preduzeća diferencirane cene su zastupljene u širokom obimu,
a učesnici ankete su se izjasnili da sezonske cene primenjuje 53% učesnika, 24% primenjuje vikend cene, dok se 45%
učesnika izjasnilo da primenjuje CRM (Customer Relationship Managemet) tj. da vodi računa o stalnim (lojalnim)
gostima i primenjuju drugačije cene za ovakvu vrstu gostiju.
3. REZIME
Grafikon 6. Procenat iskorišćenosti kapaciteta prema kategorizaciji objekta
108
Pitanje iskorišćenosti kapaciteta povezano je sa cenama
usluga koje hotelska preduzeća definišu, s tim u vezi veoma
je važna politika cena sa kojom se hoteli pozicioniraju na
tržištu. Prema Milisavljeviću (2003) „planski pristup donošenju odluka o cenama omogućava uspostavljanje neophodnog mosta između dugoročnih ciljeva i realnosti privrednog
poslovanja u kratkom roku.“ Analiza odluka koje se odnose
na politiku cena u poslovanju anketiranih hotelskih preduzeća, na osnovu dobijenih i analiziranih rezultata ankete u
grafikonu 7. uočljivo je da 84% učesnika ankete prilikom
U hotelskom poslovanju menadžeri se u svakodnevnim
poslovnim aktivnostima susreću sa raznovrsnim problemima u donošenju poslovnih odluka. Imajući u vidu da je
hotel „živi poslovni sistem“ i da su u poslovanju zastupljene određene specifičnosti, često se pojavljuju novi poslovni
zahtevi i situacije koji se razlikuju od ustaljenih usluga u
poslovanju. Menadžeri su tada u situaciji da moraju brzo i
efikasno da reaguju u cilju donošenja odgovarajuće odluke
kako ne bi bili ugroženi definisani poslovni procesi, a što
može negativno da utiče na goste hotela ili poslovne partnere i na taj način da ugrozi poslovanje i imidž hotela.
Sprovedeno istraživanje odnosilo se na sagledavanje stavova poslovnog odlučivanja prema nivoima organizacione
strukture i vrstama poslovnih odluka, a pokazalo je da visoki menadžment učestvuje u kreiranju ključnih poslovnih
odluka kao što su odluke o određivanju asortimana usluga,
o politici cena, odluke o upravljanju troškova i slično, dok
drugi nivoi menadžmenta imaju ulogu realizacije i ispunjenja zadatih ciljeva poslovanja.
Važnu ulogu prilikom donošenja poslovnih odluka ima
dobro osmišljen budžet, svojevrstan finansijski plan poslovanja za određeni vremenski period. Rezultati istraživanja
su pokazali da 74% učesnika ankete tj. 28 menadžera učestvuje u kreiranju budžeta za poslovanje svog hotela, a 79%
tj. 30 anketiranih menadžera se izjasnilo da prati planirane
i ostvarene vrednosti prema usvojenom budžetu.
Pitanje iskorišćenosti kapaciteta je prema rezultatima
ankete na prilično lošem nivou, a povezano je sa kategorizacijom objekata, asortimanom usluga i cenama za iste koje
hotelska preduzeća definišu. Naime, veoma je važan pristup
u donošenju odluka o politici cena imajući u vidu da upravo
cene usluga hotelskog preduzeća na tržištu mogu uticati da
se gosti odluče za određeni smeštaj. Polazeći od postojanja
različitih ciljnih grupa, ponašanja konkurencije na destinaciji, kretanja ponude i tražnje, uz nezaobilazan stepen kupovne moći, veliki broj hotelskih preduzeća odlučuje se za
proces diferenciranja cena kako bi bili atraktivni na tržištu,
ostvarili prihode i održali svoje poslovanje.
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
LITERATURA
Barjaktarović, D. (2013). Upravljanje kvalitetom u hotelijerstvu. Beograd: Univerzitet Singidunum.
Čačić, K. (2010). Poslovanje hotelskih preduzeća. Beograd:
Univerzitet Singidunum.
Guilding, C. (2002). Financial Management for Hospitality
Decision Makers. Oxford: Elsevier, Butterworth-Heinemann.
Hales, J. (2005). Accounting and Financial Analysis in the
Hospitality Industry. Oxford: Elsevier, ButterworthHeinemann.
Milisavljević M. (2003). Marketing. Beograd: Savremena administracija.
Petković, M., Janićijević, N., & Bogićević, B. (2003). Organizacija. Beograd: Ekonomski fakultet.
Radović N., & Radojević T. (2015). Primena tehnike upravljanja prinosima u hotelijerstvu u Srbiji. Zbornik radova/
Međunarodna naučna konferencija iz oblasti informacionih tehnologija i savremenog poslovanja (str. 516518). Beograd: Univerzitet Singidunum. doi: 10.15308/
Synthesis-2015-516-518
THE ANALYSIS OF CORPORATE DECISION-MAKING
IN HOTEL COMPANIES IN THE REPUBLIC OF SERBIA
Abstract:
The decision-making process in the hotel industry is conditioned by the specifics of the business
operations that characterize this industry. The paper places an emphasis on testing the use of various
business decisions in the hotel industry. The research included 38 managers working in three, four
and five star hotels. The principal aim of the research was to perform the analysis and determine the
appropriate decision-making process in hotel companies in the Republic of Serbia.
Key words:
hotel business,
corporate decision-making.
109
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-110-114
STRATEGIJE I MODELI FORMIRANJA CENA
U SEKTORU USLUGA SMEŠTAJA
Goranka Knežević1*, Jasmina Gržinić2, Vule Mizdraković1, Predrag Vukadinović1
Univerzitet Singidunum, Danijelova 32, Beograd, Republika Srbija
2
Sveučilište Jurja Dobrile u Puli, Zagrebačka 30, Pula, Hrvatska
1
Apstrakt:
U ovom radu pokušali smo da analiziramo strategije i pristupe formiranju cena u sektoru usluga
smeštaja. Nestabilni tržišni uslovi u vidu sve učestalijih ekonomskih kriza, imaju značajan uticaj na
poslovanje hotela i celokupnog sektora usluga smeštaja. Takvi uslovi zahtevaju od uprave hotela
da redovno prilagođavaju cene smeštaja trenutnim uslovima, pri čemu je fleksibinost od velikog
značaja. Stoga, neophodno je da privredna društva iz sektora usluga smeštaja pažljivo osmisle
strategiju formiranja cena i odaberu odgovarajući model za njeno formiranje. U radu je objašnjen
značaj strategija formiranja cena, njihovi ciljevi i najčešće korišćeni modeli. Imajući u vidu karakter
tržišta Republike Srbije, predlažemo da uprave hotela koriste modele formiranja cena koji uzimaju
u obzir troškovnu komponentu cene, nivo ponude i tražnje, kao i specifičnosti smeštajne jedinice.
1. UVOD
110
Određivanje cena proizvoda i usluga u svakoj delatnosti, kao elemenata marketing miksa, nije, kako se to često
smatra, jednodimenzionalan proces. Ovaj proces uključuje,
pored marketing stručnjaka koji analiziraju ponudu, tražnju, tržišne segmente, satisfakciju korisnika, ponovljene
kupovine, lojalnost, prepoznavanje brenda, i računovođe.
Većina pristupa određivanju cena ima efekte na prihode, a
time posledično i na profit ostvaren u određenoj delatnosti.
Zato je aktivno učešće računovođa važno, kako sa aspekta
informacija koje računovođa poseduje vezano za troškove
obavljanja usluge ili proizvodnje proizvoda, koji se moraju
nadoknaditi iz ostvarenog prihoda, već i sa aspekta ostvarenih profitnih marži koje su najčešće predmet budžetiranja
i shodno tome moraju biti adekvatno postavljene. Značaj
određivanja cena za dugoročni opstanak preduzeća je primarni faktor uspeha u nekoj delatnosti i osnovni element
marketing miksa.
Sa aspekta određivanja cena usluga hotelskog i ostalog
smeštaja, proces određivanja cena obuhvata cene soba iz
kojih je potrebno nadoknaditi kako direktne troškove pružanja usluge, tako i indirektne troškove (amortizacija, grejanje, osvetljenje, električna energija, održavanje higijene i
slično). Određivanje cena u sektoru usluga smeštaja je posebno značajno sa aspekta da cene za usluge smeštaja nisu
jednoznačne. U pojedinim hotelima za uslugu smeštaja moguće je imati preko 20 različitih cena smeštaja, koje zavise
od kvaliteta usluge koja se nudi, kao i dodatnih usluga koje
* [email protected]
Ključne reči:
hoteli,
tržišni uslovi,
određivanje cena.
su u to uključene. To dalje znači da je određivanje cena u
sektoru smeštaja proces u kojem su diskreciona prava menadžmenta veoma velika. Cene su sa aspekta menadžmenta hotela jedan od najvažnijih elemenata marketing miksa
koji se jednostavno i brzo može prilagođavati uslovima na
tržištu, dok su sa aspekta gosta cene ono što gost žrtvuje/
razmenjuje da bi mogao da konzumira uslugu tokom trajanja boravka u hotelu. Cenovna osetljivost korisnika usluga u
ovoj delatnosti stavlja korisnika (gosta) u centar pažnje prilikom određivanja cena i potrebu da se, usled ograničenosti
ponude, cene usklađuju sa kretanjem tražnje na tržištu.
I u ovoj delatnosti zastupljeni su različiti modeli određivanja cena, koji se u načelu mogu podeliti na tri kategorije:
a) modeli zasnovani na troškovima , b) modeli bazirani na
tržišnim cenama ili cenama konkurencije i c) modeli bazirani na sintetičkom ili dinamičkom pristupu.
Postojanje većeg broja modela je zato nužna posledica
velikog broja faktora koje određivanje cena usluga smeštaja mora pokriti. Zato se u poslovnoj praksi najčešće sreću
kombinovani modeli, iako su u teoriji posebno razmatrani
i formulisani pojedinačni modeli određivanja cena usluga
smeštaja.
Problematika određivanja cena usluga smeštaja obrađena je kroz četiri dela. U prvom delu razmatramo ciljeve
određivanja cena u sektoru smeštaja, u drugom se bavimo
pristupima određivanja cena zasnovanim na troškovima,
u trećem delu pristupima zasnovanim na tržištu, dok je u
četvrtom delu obrađena problematika sintetičkog pristupa
određivanju cena usluga smeštaja.
2. CILJEVI FORMIRANJA CENA U SEKTORU
USLUGA SMEŠTAJA
Određivanje cena u sektoru usluga smeštaja ne treba
shvatiti olako, jer kao što smo naveli, cena usluge odrediće
konačno i uspešnost poslovanja hotela. Imajući u vidu da je
ovaj sektor zahteva viskok nivo kapitala, profitabilnost, ali i
raspoloživost likvidnim sredstvima od velike je važnosti za
normalan razvoj privrednog društva. U suprotnom, poslovanje hotela bi moglo biti okončano sprovođenjem stečajnog postupka i prodajom imovine. Stoga, veoma je važno
da uprava kroz ciljeve određivanja cena tačno zna u kom
pravcu se kreće poslovanje hotela. Na taj način, možemo
imati jasniju sliku šta da očekujemo u budućnosti i kojim
instrumentima možemo da odredimo da li su postavljeni
ciljevi i ostvareni. Tabela koja sledi prikazuje osnovne ciljeve određivanje cena prema mišljenju velikog broja autora,
a koje bi uprava hotela mogla imati u vidu prilikom određivanja cene smeštaja (Vanhove, 2005).
Tabela 1. Ciljevi određivanja cena
Maksimizacija
profita
Ostvariti zadovoljavajući
nivo profita
Maksimizacija prodaje
smeštaja
Ostvariti zadovoljavajući
nivo popunjenosti smeštaja
Maksimizacija tržišnog
učešća
Ostvarivanje
zadovoljavajućeg nivoa u
tržišnom učešću
Povećanje tržišnog
učešća
Pokrivenost
troškova
ROI (Prinos na uloženu
investiciju)
ROA
(Prinos na uložena
sredstva)
Popunjenost postojećih
kapaciteta
Održavanje nivoa
likvidnosti
Diferencijacija
cena
Vođstvo u kvalitetu
usluge
Zadovoljenje potreba
korisnika
Stvaranje pozitivnog
imidža
Stabilnost
cena
Izbegavanje
„ratova cena“
Stabilnost popunjenosti
kapaciteta
Razvoj
tržišta
Barijera ulaska novih
konkurenata
Postizanje sličnog nivoa
cena sa konkurencijom
Zadržavanje postojećih
korisnika
Zadovoljenje potreba
korisnika
Određivanje „fer“ cena sa
aspekta korisnika
Privlačenje novih
korisnika
Održivi razvoj i očuvanje
poslovanja
Ostvarivanje
društvenih ciljeva
Source: (Vanhove, 2005)
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
Na osnovu prethodne tabele, može se zaključiti da ciljeve formiranja cena možemo podeliti na kvalitativne i
kvantitativne (Avlonitis & Kostis, 2005). Ova podela ciljeva
je izvršena prema njihovoj prirodi, a na osnovu nje mogu
se i odrediti instrumenti na osnovu kojih se može izmeriti da li su ciljevi ispunjeni. Tako, na primer, kvantitativni
ciljevi mogu biti: neto rezultat, prihod od prodaje, tržišno
učešće, popunjenost kapaciteta; dok kao kvalitativne ciljeve
možemo odrediti: zadovoljstvo korisnika, kvalitetna usluga, društveni ciljevi, kontinuirano poslovanje i drugi. Ovde
dodajemo i rezultate istraživanja sprovednih od strane autora Avlonitis i Kostis (2005) na 170 privrednih društava iz
sektora usluga u Grčkoj. Autori su zaključili da anketirana
privredna društva uglavnom slede kvalitativne ciljeve, dok
su kvantitativni ciljevi u manjoj meri zastupljeni. Takođe,
kvalitativni ciljevi se uglavnom odnose na korisnike (privlačenje novih korisnika, zadržavanje postojećih i povećanje
zadovoljstva korisnika), što je za očekivati sa aspekta prirode industrije.
Kao što se može primetiti, neki od ciljeva koje smo
prethodno nabrojali su po vremenskom periodu ostvarivosti kratkoročni (ostvarenje pozitivnog neto rezultata), dok
drugi imaju dugoročni karakter (kontinuitet poslovanja).
Iako kvalitetno određeni kratkoročni ciljevi i njihovo ostvarenje u planiranom roku pozitivno utiču i na one koje
bismo okarakterisali kao dugoročne, insistiranje na definisanju i realizaciji kratkoročnih ciljeva može nepovoljno uticati na poziciju privrednog društva u budućnosti (Avlonitis
& Kostis, 2005). Nakon što uprava hotela odredi ciljeve koje
želi postići formiranjem cene usluga smeštaja, potrebno je
odrediti odgovarajući pristup formiranja cene.
Za svaki cilj određivanja cene prema (Jones & Lookwood, 2004, str. 96) postoji odgovarajući metod određivanja
cena. Tako prema ovim autorima svi metodi određivanja
cena mogu se podeliti u sledeće kategorije prema ciljevima kojima služe: profitno orijentisane metode (metode
zasnovane na stopi prinosa, marginalne metode, bazično
određivanje cena i integrisano određivanje cena), prihodno
orijentisane metode (metode koje se baziraju na marketingu, psihološke metode), konkurentski orijentisane metode
(metoda “slediti lidera”) i troškovno orjentisane metode
(metoda prelomne tačke, metoda “troškovi plus”) . U našim narednim izlaganjima bavićemo se metodama koje su
najčešće u upotrebi radi određivanja referentne cene hotelskog smeštaja.
3. PRISTUPI FORMIRANJU CENA U SEKTORU
USLUGA SMEŠTAJA ZASNOVANI NA
TROŠKOVIMA I PROFITNO ORIJENTISANE
METODE
U računovodstvu se najstariji pristupi određivanju cena
baziraju na troškovima. Razlog leži u tome što su troškovi
pružanja usluga objektivna činjenica od koje se polazi, i na
to se dodaje odgovarajuća profitna stopa. Ovaj pristup u
praksi ima naziv i „trošovi plus“. Klasična metoda troškovi
plus”primenjuje se kako u uslužnim delatnostima, tako i
u proizvodnoj delatnosti. Formula za izračunavanje cene
prema ovoj formuli je sledeća (Ketabchi, 2008, str. 21):
CPP ={VC+ (PC x FC) + PG},
111
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
gde je;
CPP = cena po metodi “troškovi plus”,
VC = varijabilni troškovi usluge,
FC = fiksni troškovi usluge,
PC = kapacitet,
PG =željena profitna stopa.
112
U sektoru usluga smeštaja u praksi se koristi kao jedna
od varijanti metoda zasnovanog na troškovima i metoda
koja nosi naziv „$1 za $1.000“. S obzirom da je delatnost
pružanja usluga smeštaja kapitalno intenzivna, sa značajnim ulaganjima koja veoma često imaju dug period povraćaja, određivanje cena usluga smeštaja direktno utiče i
na povraćaj investicije. U tom smislu investitori su razvili
pristup koji se bazira na zdravoj logici i nazvali ga „$1 za
$1.000“. Suština je da se na svakih $1.000 investicije u hotelski smeštaj, cena soba mora povećati za $1. Tako da (Spasić
& Čerović, 2013) navode primer da ukoliko izgradnja hotela
košta 6.000.000 novčanih jedinica za hotel veličine 200 soba,
troškovi izgradnje hotela po sobi iznose 30.000 novčanih
jedinica (6.000.000/200). Prema ovom pravilu cena sobe bi
minimalno morala biti 30.000/ 1.000 = 30 novčanih jedinica. Osim jednostavnosti, koja je na strani ovog modela,
nedostaci su u tome što uzima u obzir istorijske troškove
izgradnje hotela i što predviđa prodajne cene ekstrapolacijom trenda (Spasić & Čerović, 2013).
Profitno orjentisani modeli za cilj imaju maksimizaciju
profita vlasnika i postizanje njegovog zadovoljstva. Model
koji se primenjuje u ovoj grupi modela ima naziv po originalnom autoru ovog modela Roy-u Hubbart-u i zove se
„Hubartova formula“. Ovo je zvaničan model prihvaćen
za određivanje cena hotela od strane Američkog hotelskog
udruženja. Model uzima u obzir pokriće svih troškova i to
direktnih i indirektnih troškova pružanja usluge smeštaja.
S obzirom na to da su svi troškovi vidljivi, model je često
u upotrebi i razumljiv za menadžere. Hubartova formula
pripada grupi modela „odzdo na gore“(bottom up). Ovaj
model polazi od neto ulaganja vlasnika na koje se obračunava zahtevana stopa prinosa na sopstveni kapital i tako se
dobija očekivana neto dobit. Na ovaj iznos se dodaju porez na dobit, ostali troškovi, oduzima se dobit od ostalih
profitnih centara koji nisu profitni centar- smeštaj i dobija
se ukupan prihod. Nakon toga se prihod deli sa godišnjim
brojem iskorišćenih soba da bi se dobila dnevna cena po
sobi ili ADR (average daily rate). Dnevna cena po jednoj
sobi zavisi od predviđene popunjenosti kapaciteta hotela,
da li je hotel otvoren cele godine ili samo tokom sezone,
kao i od stepena preciznosti predviđanja troškova koji ulaze
u obračun. S obzirom na veliki broj informacija koje treba
uzeti u obzir prilikom predviđanja dnevna cena po hotelskoj sobi predstavlja samo orjentacionu granicu isplativosti
ulaganja u hotel. Često se Hubartova formula koristi za ex
ante aktivnosti, kada investitor tek treba da odluči da li želi
da investira ili ne. Hubartova formula se može posmatrati
i sa aspekta koliko je prihoda potrebno ostvariti dnevno po
jednoj sobi u hotelu da bi se pokrili troškovi i ostvario odgovarajući profit za vlasnike. Prilikom utvrđivanja cene sobe
prema Hubartovoj formuli slede se odgovarajući koraci koji
su prezentovani u nastavku (Vanhove, 2005):
a) utvrditi željeni dobitak uzimajući u obzir ulaganja
vlasnika u hotel pomnožena sa stopom prinosa na
ovo ulaganje koje vlasnik zahteva,
b) utvrditi dobit pre poreza deljenjem neto dobiti sa 1stopa poreza na dobit,
c) dodati sve fiksne troškove i menadžerske provizije,
d) dodati sve poslovne rashode,
e) oduzeti dobit ostvarenu u drugim odeljenjima koja
nisu usluge smeštaja (restoran, SPA centar i slični),
f) utvrditi prihod od prodaje soba da se ostvari odgovarajuća stopa prinosa (tačke od a do e),
g) utvrditi godišnji broj iskorišćenih soba,
h) utvrditi dnevnu cenu po sobi deljenjem ukupnog
prihoda od smeštaja sa godišnjim brojem iskorišećenih soba.
Prednosti ovog modela su što polazi od utvrđene stope
prinosa na ulaganje koju zahteva potencijalni investitor,
kao i od svih troškova pružanja usluge smeštaja koje je iz
cene potrebno nadoknaditi. Nedostaci modela su što nije
moguće od korisnika očekivati da nadoknadi stopu prinosa
na kapital koju zahteva investitor, pogotovo ako je ta stopa
nerealno postavljena.
4. TRŽIŠNI PRISTUP FORMIRANJA CENA
USLUGA SMEŠTAJA I PRIHODNO
ORJENTISANE METODE
Korišćenje tržišnog pristupa u određivanju cena posebno je značajno u uslovima pružanja usluga smeštaja, jer
tržište diktira po kojim cenama će se soba moći prodavati
uzimajući u obzir ponudu i tražnju, konkurenciju, transparentnost u određivanju cena, položaj hotela na tržištu, prepoznatljivost brenda i druge faktore. Ovaj model podrazumeva da je tržište jedini i konačni verifikator određene cene,
odnosno da je osnovni cilj ostvariti što više tržišno učešće
i prihod. Stoga se ove metode nazivaju prihodno orjentisane metode. Tržišni modeli se stoga baziraju na interdisciplinarnom pristupu i mogu se podeliti na ekonometrijske
modele i modele koji se baziraju na ponašanju potrošača
(korisnika usluge).
Ekonometrijski modeli polaze od pretpostavke da tri
faktora utiču na formiranje cena: osobenosti hotela, visina
fiksnih troškova i ravnoteža ponude i tražnje (Shaw, 1992).
Naime, dva od nabrojanih faktora postavljaju gornju i donju granicu cene smeštaja, a poslednji određuje konačnu
cenu. Naime, visina fiksnih troškova koji se moraju pokriti
predstavlja donju granicu ispod koje hotel neće postaviti
cenu (logika se krije u formuli prelomne tačke), dok iznos
novca koji je korisnik spreman da plati kako bi koristio usluge određenog hotela predstavlja gornju granicu. Konačna
cena se formira između gornje i donje granice i na nju najviše utiče odnos ponude i tražnju na tržištu, odnosno nivo
konkurencije (Shaw, 1992).
Ukoliko hotel ima samo jednu ili nekoliko grupa korisnika, onda su modeli koji se baziraju na ponašanju korisnika usluga efikasniji za upotrebu. Naime, ovi modeli podrazumevaju anketiranje korisnika, kojima se postavlja pitanje
koliko oni smatraju da je boravak u hotelu skup i kakva
očekivanja imaju od hotelske usluge. Na ovaj način određuje se tržišni segment u kojem hotel kokuriše i podešavanjem cene usluga prema očekivanjima korisnika utiče na
tražnju ovog segmenta. Na osnovu analize odgovora, mogu
se postaviti donje i gornje granice cene, odnosno može se
odrediti referentna cena, dok će konačna cena zavisiti od
trenutne situacije na tržištu, visine troškova i ostalih faktora
(Lewis & Shoemaker, 1997). Nedostatak ovog modela može
biti činjenica da ukoliko nije dobro određena ciljna grupa
korisnika, referentna cena biće neodgovarajuća. Takođe, u
nestabilnim tržišnim uslovima, gde je neophodno učestalo prilagođavanje cena, anketiranje korisnika učiniće ovu
metodu skupljom. Treba imati u vidu i to da će odgovori
korisnika vremenom postati subjektivni, te je neophodno
uzeti referentnu cenu sa rezervom. Suštinski, ova metoda
određivanja cena zavisi od metodologije prikupljanja podataka, koja sadrži inherentne rizike.
5. SINTETIČKI ILI DINAMIČKI MODELI
FORMIRANJA CENA USLUGA SMEŠTAJA
Svi prethodno analizirani modeli imaju opravdanu osnovu za izvođenje cene smeštaja, međutim njihova kombinacija bi mogla rezultirati postavljanjem najoptimalnije cene.
Primenom sintetičkih ili dinamičkih modela, kombinuju se
različiti modeli formiranja cena. Termin sintetički pristup
formiranju cena koristio je (Arnold et al., 1989), a kao najznačajniji model definisao je model diferencijalne premije
(differentiation premium approach).
Prema originaloj formuli diferencijalna premija je funkcija sledećih faktora: premija dostupnosti, premija ugleda,
premija lojalnosti i premija senzitivnosti na cenu. Prema
(Arnold et al., 1989, prema Ketabchi, 2008) svaki od pomenutih faktora se može vrednovati na skali od -1 do +1 dok
je cena koja se može naplatiti jednaka premiji diferencijacije
pomnoženoj sa prosečnom cenom konkurencije, što prikazuju i sledeće dve formule:
DP = f (Ap, Rtp, CIp, Psp) i
Pdp (SL) = (1+ DP) x ACP
gde je tumačenje varijabli sledeće (Arnold et al., 1989,
prema Ketabchi, 2008):
Ap = premija za dostupnost kapaciteta,
Rtp = premija za ugled ili reputaciju,
CIp = premija za lojalnost,
Psp = premija za cenovnu senzitivnost,
Pdp = cena usluge smeštaja nakon uključivanja faktora,
DP = premija diferencijacije i
ACP = prosečna cena konkurencije za istu uslugu
(tip smeštaja).
Viša cena na osnovu uključivanja faktora diferencijacije
se postiže ukoliko postoji kapacitet za datu uslugu, ako hotel
ima veći ugled i lojalnost korisnika usluge, kao i ako isti nisu
senzitivni na promene cene.
Na osnovu ovog modela definisan je višestepeni model
određivanja cena koji polazi od toga da tržišno određena
cena ili Pdp u prethodnoj formuli zavisi od cene konkurencije uvećane za premiju diferncijacije. Prema višestepenom
modelu, nakon određivanja pozicije hotela na tržištu i konkurentske prosečne cene i premije diferencijacije, određuje
se cena hotela prema modelu “troškovi plus”. Nakon toga se
obe cene porede i ako je Pdp viša od cene na osnovu modela
“troškovi plus” onda se Pdp uzima kao cena usluge u tom
hotelu. Ako to nije slučaj menadžeru na raspolaganju stoje
sledeće alternative: da uzme Pdp cenu kao osnovnu, a da
cenu “troškovi plus”tretira kao internu informaciju ili da
unapredi program diferencijalne premije (Ketabchi, 2008).
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
Prethodno izlaganje sintetičkih modela određivanja cena
za cilj je imalo da pokaže da je proces određivanja cena kompleksan i multifaktorski determinisan i da kao takav predstavlja jedan od najsloženijih zadataka za menadžment hotela. Osim toga, sintetički pristup pokazuje da u hotelijerstvu
nije dovoljno poznavati troškove i željenu profitnu stopu,
već se zbog prirode posla u obzir moraju uzeti i subjektivni
faktori koji zavise od percepcije korisnika vezano za tu uslugu (lojalnost, dostupnost kapaciteta, transparentnost cena
hotelskih usluga, cenovna senzitivnost). Kako se percepcije
menjaju, menja se i premija diferencijacije, čime se vraćamo
na početnu hipotezu da je zadovoljstvo korisnika “condition
sine qua non” za određivanje cene koju je moguće postići za
datu hotelsku uslugu. Prema (O’Fallon & Rutheford, 2011,
str. 339) smatraju da je određivanje cena hotela zapravo jedna kombinacija nauke, umetnosti i intuicije.
6. ZAKLJUČAK
Formiranje cena u hotelima i privrednim društvima koja
vrše usluge smeštaja obično se vrši jednom godišnje kada
se na osnovu sastavljenih budžeta i ostalih faktora formira
cena. Međutim, ukoliko uprave hotela žele da ostvare određene ciljeve, prilagođavanje formiranih cena mora se vršiti
nekoliko puta u toku godine. Razlozi za to mogu biti: loša
popunjenost kapaciteta, poseta većih grupa korisnika, aktivnosti konkurencije, sezonska ponuda smeštaja. Nestabilno
tržište Republike Srbije zahteva od uprave hotela da uzme u
obzir više faktora pri formiranju cena. Pre svega, potrebno
je utvrditi nivo planiranih troškova, to bi moglo da posluži kao donja granica ispod koje nije ekonomski opravdano
poslovati. Sledeći korak bio bi segmentiranje tržišta i određivanje ciljnih grupa korisnika. Potrebno je otkriti koji vid
usluge i koje karakteristike hotela motivišu korisnika da
plati veću cenu za uslugu smeštaja. Imajući u vidu da su tržišta u razvoju, kakvo je tržište Republike Srbije, atraktivna
stranim investitorima, potrebno je imati u vidu i aktivnosti realne i potencijalne konkurencije. Prethodno pomenti
koraci trebalo bi da dovedu do formiranja cene smeštaja
koj bi omogućio realizaciju ciljeva poslovanja i obezbeđenje
kontinuiteta poslovanja privrednog društva.
LITERATURA
Arnold, D.R., Hoffman D.K., & McCormick, J. (1989). Service Pricing: A Differentiation premium approach. Journal of Service Marketing, 3 (3), 25-33, prema Ketabchi,
M.H. (2008) Service Pricing strategy in the Application
of Hotel industry, Ketabchi, M.H. , Luela University of
Technology
Avlonitis, G., & Kostis, I. (2005). Pricing of Services: An Empirical Analysis from the Greek Service Sectors. Journal
of Marketing Management, 21 (1), 339-362.
Jones, P., & Lookwood, A. (2004). The management of hotel
operations. London: Thomson.
Ketabchi, M.H. (2008). Service Pricing strategy in the Application of Hotel industry. Ketabchi, M.H., Luela University
of Technology.
Lewis, R., & Shoemaker, S. (1997). Price-sensitivity Measurement. The Cornell Hotel and Restaurant Administration
Quarterly, 38 (2), 44-54.
113
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
O’Fallon, M.J., & Rutheford, D.G. (2011). Hotel management
and operations. Hoboken, NJ: Wiley.
Shaw, M. (1992). Positioning and Price: Merging Theory,
Strategy and Tactics. Hospitality Research Journal, 15
(2), 31-39.
Spasić, V., & Čerović, S. (2013). Ekonomsko-finansijska analiza poslovanja preduzeća u hotelijerstvu i turizmu. Beograd: Univerzitet Singidunum.
Vanhove, N. (2005). The Economics of Tourism Destinations.
Burlington: Elsevier Butterworth-Heinemann.
PRICING STRATEGIES AND METHODOLOGIES IN THE HOTEL AND LODGING INDUSTRY
Abstract:
In this paper, we attempt to analyze strategies and perspectives in determining prices in the hotel and
lodging industry. Unstable market conditions leading to frequent financial crises exert considerable
impact on hotel business and pricing strategies applied by hotel managers. Such conditions require
that hotel managers adjust room rates on a daily basis so as to comply with the market conditions,
with flexibility being particularly important in setting up prices. Therefore, all companies in this sector
must thoroughly investigate market conditions and set up an adequate pricing strategy in order not
to cease its operations. This paper highlights the relevance of pricing strategies, their goals and the
most widely used pricing methodologies by hotel managers. Bearing in mind the market conditions
in Serbia, we advise hotel managers to use pricing methodology based on costs, demand and supply,
and the specificity of their accommodation facilities.
114
Key words:
hotels,
market conditions,
pricing methodology.
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-115-121
ARHITEKTURA KAO FAKTOR KVALITETA
HOTELSKOG PROIZVODA
Đorđe Čomić*
Visoka hotelijerska škola strukovnih studija, Kneza Višeslava 70, Beograd, Republika Srbija
Apstrakt:
Arhitektura je bitan faktor koji utiče na vizuelni identitet hotela, njegov imidž, ukupni doživljaj i
intenzitet satisfakcije od strane potencijalnih korisnika. Imajući u vidu da su u praksi retki hoteli
koji su umetnički vredni, originalni i jedinstveni, u ovom radu će se analizirati neka ključna pitanja
hotelske arhitekture kao integralnog faktora kvaliteta hotelskog proizvoda. U prvom delu razmatra
se koncept kvalitetne hotelske arhitekture, koji se bazira na određenim empirijskim istraživanjima i
relevantnim analizama slučajeva kojima se identifikuju ključne determinante kvaliteta: obogaćivanje
kulturne ponude, promocija nacionalnog turizma, izgradnja korporativnog identiteta, brendiranje
posredstvom arhitekture, komparativne prednosti, životni stil, duh vremena i mesta, kvalitet boravka
gostiju i zaposlenih, održivost, interesovanje medija, itd. U drugom delu rada se, na osnovu analize
teorijskih radova, izvode osnovni principi „arhitekture sreće“ koji mogu poslužiti kao smernice pri
projektovanju hotela: veza sa okolinom, originalnost, red, ravnoteža, elegancija i koherencija. Na
osnovu primene prikazanih principa izvršena je kritička analiza arhitektonskog oblikovanja hotela
Falkensteiner u Beogradu.
1. UVOD
Teoretičari socijalnog razvoja savremeno društvo sukcesivno ili simultano etiketiraju kao „potrošačko“, „globalno“,
„informatičko“, međutim, javljaju se sve češće i pojmovi kao
što su „društvo doživljaja“ i „društvo spektakla“, odnosno
„carpe diem društva“ koja su bazirana na „principu zadovoljstva“ (Frojd). To praktično znači da ljudi u savremenom
društvu sve više traže različite vrste proizvoda i usluga, odnosno prijatne doživljaje i spektakle, koji će im omogućiti da „sada i ovde“ (hic et nunc) iskoriste dan uživajući u
nečemu. Ovde se, bez sumnje, radi o jednom „radikalno
hedonističkom“ sistemu vrednosti u kome se najviše ceni
užitak po sebi, a uspešnost sopstvene egzistencije se meri
akumulacijom prijatnih doživljaja u jedinici vremena (tokom dana, nedelje, godine i života). Većina teoretičara se
slaže da je ovakva životna filozofija posledica, između ostalog, razočaranja u „veliku naraciju“ i istorijske promašaje
velikih religija i ideologija, što je dovelo do i nihilizma iz
koga se izrodio postmoderni ironični odnos prema dominantnim vrednostima i okretanje ličnom zadovoljstvu kao
najvišoj vrednosti.
Kada je reč o hotelijerstvu, Baum (1985) smatra da je
prava mera uspeha u hotelskom poslovanju upravo - zadovoljstvo. Da bi se to ostvarilo, hotel treba da bude tako projektovan, izgrađen, organizovan i opremljen kako bi proi* [email protected]
Ključne reči:
estetika,
doživljaji,
zadovoljstvo,
principi,
diferencijacija.
zveo i ponudio kao robu spektar različitih zadovoljstava po
određenoj ceni. Ukoliko je sve dobro urađeno i usklađeno,
ono što gost doživljava tokom boravka i čega se seća je upravo zadovoljstvo (intenzitet satisfakcije). Ono što gosti žele
je određena posebna vrsta uživanja u sofisticiranim doživljajima koje samo hoteli mogu da pruže. Najzad, intenzitet
doživljene satisfakcije tokom boravka je bitan faktor koji
utiče na lojalnost gostiju, odnosno na njihovu želju da se
ponovo vrate u isti hotel ili ga preporuče drugima.
Zadovljstvo hotelskim proizvodom nije homogena kategorija, već se sastoji od brojnih komponenti koje se međusobno prepliću. Tako, na primer, izvor zadovoljstva može
biti lokacija, usluga, gastronomska ponuda, zaposleni, animacija, društveni život ali i arhitektura zgrade. Eksterijer i
enterijer hotela se u ovom kontekstu javljaju kao estetski
objekti koji mogu da izazovu estetske doživljaje kod gostiju,
a ti estetski doživljaji utiču na osećanje zadovoljstva (pre,
tokom ili posle boravka u hotelu).
Različita empirijska istraživanja ukazuju na činjenicu da
savremeni gosti sve više traže i očekuju od hotela da im pruži „totalni estetski doživljaj“, bilo da se radi o izgledu same
zgrade, o društvenim prostorima, restoranima, banket salama ili sobama. Pri tome gosti očekuju da nameštaj (stolovi,
stolice, fotelje, kreveti), brojni dekorativni elementi (draperije, prekrivači, vaze, lampe, umetničke slike i skulpture),
uređaji i oprema (televizori, lavaboi, slavine, radijatori), ali i
115
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
hrana i piće koji se nude takođe budu dizajnirani i prezentirani u skladu sa visokim estetskim standardima. To praktično znači da u „estetizovanom društvu“ sve podleže estetskom
oblikovanju i „totalnom dizajniranju“, odnosno da je estetika
integralni deo kvaliteta svakog proizvoda i da od nje u velikoj
meri zavisi uspeh na tržištu. Umetnička vrednost i lepota hotelske zgrade, njenog eksterijera i enterijera, kao i celokupnog
sadržaja koji se u noj nalazi, ne predstavlja više neku odvojenu, dodatno nakalemljenu kategoriju, već čini nerazdvojni, inherentni deo ukupnog kvaliteta hotelskog proizvoda.
Imajući to u vidu, predmet analize će biti arhitektura kao
faktor kvaliteta, kao i neki ključni opšti principi i konkretne
smernice za realizaciju „kvalitetne hotelske arhitekture“ koja
može da izazove prijatne estetske doživljaje, doprinese većem
intenzitetu satisfakcije gostiju i njihovoj sreći.
2. KONCEPT KVALITETNE HOTELSKE
ARHITEKTURE
116
Poznato je da turistički najatraktivnije i najposećenije kategorije kulturno-istorijskog nasleđa određene zemlje čine
različite građevine. Upravo one najviše fasciniraju turiste,
kako zbog toga što su u stanju da posmatračima pruže nezaboravne estetske doživljaje, bilo da se posmatraju spolja
sa distance ili da se ulazi u njihovu unutrašnjost (što omogućava osećanje analogno ulasku u skrivenu unutrašnjost ili
utrobu). Predmet interesovanja turista su vredna arhitektonska dela koja su nastajala u različitim civilizacijama i geografskim prostorima tokom istorije (od Piramida u starom
Egiptu, preko antičkih hramova u Grčkoj i Rimu, do čuda
savremene arhitekture kao što su Brazilija Oskara Nimajera
ili Gugenhajm muzej Ričarda Gerija u Njujorku u Bilbau,
zgrada opere u Sidneju, itd. To praktično znači da arhitektura predstavlja glavni oslonac kulturnog turizma. Ona je turistička atrakcija per se i zato se svaka turistička zemlja trudi
da što bolje očuva, konzervira ili rekonstruiše arhitektonsko
nasleđe i promoviše ga na međunarodnom turističkom tržištu kao nerazdvojni deo nacionalnog identiteta.
Pored toga, turistička industrija investira ogromna finansijska sredstva u izgradnju i arhitektonsko oblikovanje
brojnih novih objekata, među kojima hoteli, u kvantitativnom i kvalitativnom smislu, zauzimaju najvažnije mesto.
Izgradnja ovakvih objekata oblikuje pejzaž i životnu sredinu ljudi koji žive u određenoj zemlji, regiji ili mestu, ali
utiče i na kvalitet i intenzitet doživljaja brojnih posetilaca
koji tu privremeno borave. Te nove građevine mogu svojim
položajem, gabaritom i izgledom unaprediti estetski kvalitet pejzaža, biti neutralne ili mogu uticati na degradaciju
pejzaža i umanjenje njegove turističke privlačnosti. To je
nažalost češći slučaj, posebno u obalnim i planinskim regijama u kojima hoteli više degradiraju nego što unapređuju
estetski kvalitet pejzaža. Naime, zbog odsustva bilo kakve
teorijske osnove i koherentne koncepcije planiranja gradova
i turističkih mesta, često dolazi do nekontrolisanog i haotičnog razvoja što proizvodi totalni urbanistički i arhitektonski
haos. Kako bi se onemogućio ovakav negativan i autodestruktivan razvoj turizma, neophodno je veoma dobro koncipirati i osmisliti politiku razvoja turističke arhitekture u
skladu sa specifičnostima svake zemlje kada je reč o njenom
kulturnom i istorijskom nasleđu, kao i dugoročnim ciljevima razvoja turizma.
U red retkih istraživanja koja se neposredno bave odnosom između turizma i arhitekture, s ciljem da se njihove veze povežu sa konceptualnim, teorijskim i naučnim
pristupom, spada i austrijska studija koju su sproveli Savezno ministarstvo za privredu i rad (Bundesministerium
fur Wirtschaft und Arbeit) i Privredna komora Austrije
(Wirtshaftskammer Ostereeich). Cilj ovog istraživanja je da
se identifikuju veze između ekonomske i kulturne tražnje
koja se odnosi na turističku arhitekturu Austrije. Zaključci
i preporuke do kojih su došli autori nemaju samo lokalni
značaj, već poseduju znatno širu upotrebnu vrednost, pa se
mogu veoma lako primeniti i u drugim zemljama. Iz pomenute studije su preuzeti, dopunjeni o prilagođeni određeni
ključni elementi koji se mogu primeniti i u Srbiji.
Imajući u vidu navedeno, koncept kvalitetne hotelske
arhitekture ima sledeće ključne karakteristike: potencijal da
pozicionira nacionalni turizam na međunarodnom tržištu
i da proširi kulturnu ponudu receptivne zemlje; utiče na
funkcionalnost i dobrobit (well being) korisnika što doprinosi intenzitetu njihove satisfakcije; doprinosi diferencijaciji korporativnog identiteta hotelskog lanca ili pojedinačnog
hotela; pozitivno utiče na proces donošenja odluka o izboru
hotela, a takođe se dugo pamti i ostavlja utisak koji ostaje
duboko urezan u sećanje; stvara komparativne prednosti;
uključuje istorijske i kulturne karakteristike nacionalnog i
lokalnog okruženja i daje hotelu mogućnost da stvori kontrapunkt univerzalnoj standardizaciji i da se tako pozitivno diferencira od konkurencije; odražava životni stil i duh
vremena (zeitgeist); privlači pažnju javnosti svojim impresivnim vizuelnim oblicima, kreira i šalje poruke u obliku
ikoničnih simbola ili pratećih priča (story telling) koje postaju atraktivne teme za komunikaciju; izaziva uzbuđenje,
što pojačava interesovanje javnosti, a njeno predstavljanje
posredstvom globalnih medija postaje ključan element promocije i propagande; utiče na kvalitet rada, produktivnost
i zadovoljstvo zaposlenih; stvaraju stimulativan radni ambijent koji doprinosi i većem samopoštovanju zaposlenih;
bazira se na održivosti i može se lako prilagoditi promenama zahteva tražnje tokom vremena, pa je u tom smislu
ona troškovno efikasna; vrednost i specifični stil brenda
mogu biti doživljeni, odnosno tipični, posebni, jedinstveni
i distinktivni elementi brenda se materijalizuju preko arhitekture i prenose ciljnim tržišnim grupama; uspostavlja
delikatni balans između specifičnosti identiteta brenda, s
jedne strane, i jedinstvenosti duha mesta, s druge strane,
kako ne bi došlo do međusobne kolizije ili poništavanja; povećanje vrednosti proizvoda posredstvom arhitekture, kao i
vrednost doživljaja koje generiše hotel i, najzad, inovativna
ideja i kreativna koncepcija kvalitetne arhitekture doprinose
ukupnom intenzitetu zadovoljstva i sreće gostiju.
Dakle, koncept kvalitetne arhitekture je kompleksan i
dinamičan. On se nikako ne može poistovetiti sa vizuelno
dopadljivim, pomodnim, ikoničnim i monumentalnim zgradama koje privlače masovne turiste. Kvalitetna arhitektura,
pre svega, mora da poseduje određene estetske kvalitete, da
ima umetničku vrednost, da bude u skladu sa duhom mesta i
vremena, ali da bude funkcionalna i ekonomski efikasna. Sve
to ne znači da ona ne treba i ne može da bude istovremeno
atraktivna, ikonična ili monumentalna. Naprotiv, arhitektonska ideja koja uspe da na harmoničan način objedini i
međusobno uskladi sve ove kontradiktorne zahteve verovatno će dobiti najviše ocene od stručne javnosti, investitora,
korisnika i široke publike.
3. PRINCIPI KVALITETNE HOTELSKE
ARHITEKTURE
Arhitektonska forma predstavlja centralnu kategoriju
pri definisanju, vizuelnom isticanju i diferencijaciji hotelskog proizvoda. Oblik arhitektonskog dela, njegova koncepcija i veličina čine aspekte koji nisu jednostavno i mehanički
izvedeni iz funkcije. Plan nikada nije posledica zadatih parametara, s obzirom da tu uvek postoji i komponenta estetske i formalne organizacije. Kako će građevina izgledati iz
određenog ugla, koje forme, boje i materijali će biti odabrani, leži u domenu projektanta – umetnika. Arhitektura
u izvesnom smislu predstavlja i „ambalažu“ ili strukturalnu komponentu hotelskog proizvoda. Arhitektura zgrade
čini spoljni izgled (omotač) hotela koji može da privuče ili
odbije potencijalne kupce, bez obzira na kvalitet sadržaja.
Vizuelna sofisticiranost i raznovrsni stilski koncepti hotela
odražavaju rastući uticaj arhitektonskog oblikovanja kao
umetnosti i kulturne istorije. Arhitektonski dizajn utiče na
način percepcije i doživljavanja hotela od strane publike
– korisnika, tj. na njegov vizuelni imidž. Svaki hotel ima
svoje «lice» koje mora biti lepo, dobro uočljivo, privlačno,
prepoznatljivo i originalno. Najbolji hotelski dizan je onaj
gde su glavne dizajnerske poruke izvode spoljnim izrazom
i omotačem hotelske zgrade, ali to ne znači da enterijer ne
treba doslovno da prati eksterijer. Savremenu hotelsku arhitekturu karakteriše trend koji se sastoji od individualizacije
i kompleksnosti prostorne strukture. Ovaj estetski imperativ posebno važi za hotele više kategorije (na atraktivnim
lokacijama) koji veliku pažnju moraju posvetiti vizuelnom
kontaktu sa publikom i potencijalnim gostima, od pristupa,
brze identifikacije i pogleda na celinu.
U gore pomenutom hedonističkom sistemu vrednosti
savremenog društva princip „uživanja“ sve više potiskuje
princip „rada“ a uspešnost života se meri sukcesijom prijatnih trenutaka koji nas ispunjavaju zadovoljstvom. Svi
oni zajedno doprinose osećanju sreće u životu, pa se u tom
kontekstu postavlja i pitanje u kojoj meri arhitektura (hotelska u konkretnom slučaju) doprinosi našoj sreći kada se
nađemo u ulozi turiste i gosta. U tom smislu britanski filozof De Botton (2007), u svom kapitalnom delu „Arhitektura
sreće“ (The Architecture of Happiness), upravo pokušava da
dokaže tezu da „arhitektura značajno doprinosi sreći ljudi“.
On veruje u značaj arhitekture i njenu sposobnost da nas
usreći, navodeći pri tome i detalje kao što su boja zida ili
oblik vrata. Da bi postigla svoj cilj da nas učini srećnim,
arhitektura mora da se pridržava određenih estetskih principa i zakonitosti kako bi ostvarila lepotu. Međutim, kao
što je nemoguće utvrditi egzaktne naučne zakonitosti dobre
literature tako je i veoma teško formulisati i objektivne, univerzalne zakonitosti kvalitetne arhitekture.
Teoretičari turističke i hotelske arhitekture takođe imaju
velikih teškoća pri formulisanju opštih, univerzalnih principa koji kodifikuju naučna načela uspešne gradnje. To je
sasvim očekivano, jer čim se formulišu neki racionalni principi, zagovornici relativizma brzo pronalaze uspešne primere iz prakse koji ih diskredituju. Tako, na primer, ukoliko se
uzme intimnost kao princip, njega brzo demantuje primer
veoma uspešnih hotelskih lanaca koji svoje hotele grade na
principu monumentalnosti. To naravno ne znači da istovremeno nemaju uspeha i pojedini hoteli koji su građeni na
principu intimnosti (butik i art hoteli). Isto važi i za primenu principa simetričnosti ili asimetričnosti, kao i za brojne
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
druge aspekte arhitektonskog jezika (proporcije, materijali,
dekoracija).
Sve navedeno ukazuje na poznatu činjenicu da se uspešna arhitektura može realizovati čak i ukoliko se prekrše
svi principi koje je postavila neka prethodna epoha, umetnički stil ili teoretičar. Snažni kreativni umovi su u stanju
preokrenu sve prihvaćene vrednosti, ideje i rigidne zakone,
da ih proglase naivnim, apsurdnim ili da ukažu na njihov
utopijski karakter. Sve to ukazuje na relativnost principa i
neuhvatljivost tajni kvalitetne arhitekture. Međutim, uprkos
tome, ljudski um je tako sazdan da neprestano traži objašnjenja, nove teorije i principe. Istorija nauke je istovremeno
i istorija sukoba i sukcesije različitih teorija, pri čemu one
koje su se pokazale kao pogrešne silaze sa istorijske scene i
ustupaju mesto novim. Analogno tome, ne prestaju ni pokušaji da se formulišu racionalni principi uspešne “arhitekture sreće”, uključujući i hotelske.
Imajući u vidu navedene rezerve i ograničen domet univerzalnih principa, moguće je identifikovati određen broj
smernica za kvalitetno arhitektonsko projektovanje hotela
na osnovu komparativne analize teorijskih radova određenog broja afirmisanih istraživača u ovoj oblasti (BaudBovy & Lowson, 1977; End, 1978; Rutes & Penner, 1985; De
Botton, 2007; Trampitsch, 2010; Motta, 2010).
Veza sa okruženjem. Lokacija je ključna determinanta
arhitektonskog oblikovanja hotela, a to znači da uže i šire
okruženje utiču na izbor stila gradnje, materijala, gabarita,
boja, itd. Hotelska arhitektura se najčešće prilagođava prirodnom ili izgrađenom okruženju (npr. korišćenje prirodnih materijala kao što su drvo i kamen, stilizacija tradicionalnog stila gradnje u datoj regiji, ograničenje visine kako
se vizuelno ne bi ugrozio primat glavne turističke atrakcije
u pejzažu, itd.).
Interakcija između zgrade i okruženja, odnosno povezanost sa duhom podneblja i mesta utiče na način na koji gosti
doživljavaju određeni prostor i aktivnosti u njemu. Prema
mišljenju Tablera (1985), hotelska zgrada treba da odražava
karakteristike podneblja u kome se nalazi. Ona nije obična
stambena zgrada u kojoj su ljudi primorani da žive, već spada u onu kategoriju objekata u gradskom tkivu ili turističkim mestima koje se po svom položaju, lepoti, originalnosti
i monumentalnosti izdvajaju od okolnih «običnih» zgrada.
Hotelu je neophodna specifičnost koja se crpi iz duha
mesta (genius loci) kako bi se klijenti privukli ili vratili, jer
on ne prodaje samo usluge već i doživljaje i emocije koje
generiše dato mesto. Međutim, pojedini hoteli imaju i per se
veoma jak karakter, pa zbog toga nisu pogodni za svakoga,
već za specifičan tržišni segment. Glavna ideja u ovom kontekstu je de se ljudima pruži jedinstveni ambijent i doživljaj.
Hotelska arhitektura može na različite načine da se uklopi
u svoje šire i uže okruženje. To se može postići izborom
različitih koncepcija, gabarita, formi, boja i materijala. Međutim, u nedostatku objektivnih i univerzalnih kriterijuma
za odgovor na pitanje «šta znači arhitektura prilagođena
pejzažu» opšti nivo pojedinih respektivnih zahteva za hotelsku arhitekturu mora biti utvrđen u svakom konkretnom
slučaju. Za odnos između zgrade i okruženja postoje dve
mogućnosti:
◆ Integracija i prožimanje zgrade sa okruženjem. U
ovom slučaju radi se o dobrom uklapanju u sredinu
i pejzaž. Cilj je da se struktura novog hotela integriše
u prirodno ili izgrađeno okruženje, preuzimajući in-
117
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
118
spiraciju iz njega. Polazna tačka se odnosi na dobro
razumevanje specifičnosti ambijenta date lokacije,
zatim na njeno povezivanje sa pejzažom i brisanje
granice između mesta i hotelske zgrade. U ovom slučaju akcenat se takođe stavlja na interakciji između
eksterijera i enterijera – dijalogu između hotelskih
gostiju i okolnog pejzaža. Zgrada, kako smatra De
Botton (2007), ne treba samo da uskladi svoje različite elemente, već mora biti usklađena i sa okruženjem
u kome se nalazi, pri čemu treba da odražava najvažnije vrednosti i karakteristike lokacije i epohe. Ona
treba i da odslikava kulturni kontekst i karakteristike
lokalne arhitekture, a ne da negira karakter mesta i
bude u sukobu sa njegovom prošlošću. Sadašnjost i
prošlost treba da koegzistiraju na harmoničan način. Nažalost, brojna neuspela i kič rešenja ukazuju
na teškoće u pronalaženju modernih oblika koji bi
uspešno integrisali i interpretirati tradicionalne kulturne karakteristike podneblja. Nacionalni arhitektonski identitet, slično nacionalnom identitetu, je pre
stvaran kroz istoriju nego što je nastao pod uticajem
tla. Privilegija arhitekte u ovom kontekstu je da izabere koje će aspekte lokalne kulture istaći u svojim
delima. Adekvatno kontekstualizovane zgrade mogu
biti definisane kao one koje obuhvataju neke od najznačajnijih vrednosti i najviših aspiracija sopstvenog
vremena i mesta. To podrazumeva sintezu lokalnog
i internacionalnog, istorijskog i savremenog, kao i
modernu reinterpretaciju i stilizaciju tradicionalnih
arhitektonskih stilova, pri čemu tradicionalne forme
i moderni materijali vode kreativni dijalog između
prošlosti i sadašnjosti.
◆ Zgrada kao antiteza okruženju. Znatno je ređi slučaj
kada hotelska arhitektura ne mora da se prilagođava
sredini jer je ona neatraktivna, pa se hoteli javljaju
kao glavne turističke atrakcije i nosioci transformacije prostora. U slučajevima kada je dati prostor
neatraktivan po sebi, odnosno „slab“ u estetskom
smislu, hotelska zgrada može da se javi kao „jaka“
atraktivna antiteza, što arhitektama pruža potpunu
kreativnu slobodu, prepuštanje slobodnoj imaginaciji i radikalnim inovacijama. Kada turistička arhitektura ne mora nužno da se prilagodi određenom
mestu i lokaciji, ona može sebi da dozvoli originalnost, parodiju, pa čak i izvesnu „otkačenost“ (tematski hoteli u Las Vegasu građeni kao glavne turističke
atrakcije usred neatraktivne pustinje Nevada), čime
će se kompenzirati nedovoljna privlačnost sredine.
Hotel treba da bude povezan i sa socijalnom sredinom u
kojoj se nalazi, u tom smislu on može da postane privlačno
mesto za različite društvene grupe, organizacije i pojedince,
bilo da se radi o poslovnim sastancima ili zabavi. Ovakvi
hoteli mogu izazvati entuzijazam i podršku lokalne zajednice, a takođe doprinose infuziji nove energije i uzbuđenja u
grad. Kao takvi, oni mogu postati značajne društvene institucije, jer podstiču susrete, interpersonalnu i interkulturnu
komunikaciju, kao i zajedničke doživljaje gostiju i domaćina pod hotelskim krovom.
Originalnost. Danas su očekivanja koja se odnose na
komfor i usluge u hotelijerstvu homogenizovana posredstvom globalizacije standarda i međunarodnih putovanja,
tako da je oblikovanje hotela često u skladu sa principima
„međunarodnog oblikovanja“ (Internacionalnog arhitek-
tonskog stila). Imajući to u vidu, standardizacija dovodi
do toga da se u hotelima međunarodnih lanaca nalazi na
stotine sličnih ili identičnih soba, pri čemu se dešava da
praktično nema razlike između soba u hotelu koji se nalazi
u Americi, Evropi ili Aziji.
Međutim, kada je reč o hotelskoj arhitekturi pojedini
gosti (alocentrici) traže nešto novo i ne-doživljeno. To je
težnja za radikalnom promenom, želja za potpuno različitim (inverznim), što se materijalizuje kroz diferencirane
forme (u funkciji očekivanja različitih segmenata tražnje)
čiji je cilj da se izbegnu monotonija i sličnost koju izazivaju
standardizacija i repetitivnost, čime se ugrožava jedinstvenost doživljaja. Pojedini klijenti osećaju potrebu da budu
iznenađeni nečim nepredviđenim i jedinstvenim, kako bi se
osećali „daleko od kuće“. U tom smislu dizajn hotela mora
biti uzbudljiv i upečatljiv. Tome doprinose forma, tekstura, tkanje, materijali, svetlo, zvuci, jer svi ovi elementi čine
integralni deo oblikovanje hotela i koji stimulišu sva čula i
stvaraju uzbudljiv ambijent.
Neutralni hotelski lanci koji se upravljaju zakonima
komfora i efikasne usluge, a koji se beskrajno ponavljaju
po svetu, gube korak u odnosu na diferenciranu ponudu
luksuznih i glamuroznih hotela. Ovaj novi trend je direktno
transponovan u formu i stil koji su postali ključne vrednosti
ponude ovakvih hotela. U ovom kontekstu diferenciranja
arhitekture, različiti aspekti lokalne umetnosti i zanatstva
dobijaju sve više značaja prilikom projektovanja zgrade.
Korišćenje tipičnih i tradicionalnih lokalnih elemenata treba da zameni anonimni i bezlični internacionalni stil gradnje, što omogućava arhitekturi da ostavi utisak autentičnosti. Pored toga, upravo u turističkoj arhitekturi je moguće
dozvoliti novine i inovacije jer je čovek na odmoru spremniji da prihvati neuobičajene arhitektonske oblike koji bi
mu u svakodnevnom životu izgledali suviše avangardno i
ekscentrično.
Kada je reč o projektovanju hotela neophodno je, znači,
napraviti ravnotežu između kontradiktornih zahteva, odnosno između osećanja avanture i osećanja kao kod kuće (psihocentrična rekonstrukcija intimne sfere sopstvene sobe).
Ova kontradikcija može biti razrešena razumevanjem specifičnosti datog prostora i primenom adekvatnog arhitektonskog oblikovanja. Međutim, težnja hotela da omogući gostu
intenzivni doživljaj mesta i lokalnog ambijenta u kome se
nalazi, ne sme biti ostvarena na štetu primene najviših međunarodnih standarda uređenje i opremanja hotela.
Da bi se ostvarila različitost neophodno je težiti originalnom, autentičnom i inovativnom dizajnu hotela koji stimuliše sva čula i um. Ovakav hotel treba dugo da odoleva
promenama koje donosi vreme, ali koji će istovremeno biti
u stanju da se fleksibilno menja (renovira i rekonstruiše) u
skladu sa duhom vremena, jer su promene nužne kako bi se
opstalo u tržišnoj utakmici. U savremenom svetu promene
su sve brže, pa i u oblasti arhitekture i uređenja enterijera.
U tom smislu arhitekte i projektanti su neprestano bombardovani novim informacijama. Imajući to u vidu, investitori
sve češće traže od projektanata takve hotelske objekte „koje
niko drugi nema“, kako bi hotel bio potpuno drugačiji,
kako bi se radikalno diferencirao od konkurencije i ostao
na vrhu ponude. Inovacija je ono što većina investitora traži od specijalizovanih projektantskih firmi. Inovacija pruža
komparativnu prednost datom hotelu i stavlja ga na sam
vrh ponude, pa samim tim dovodi investitora u povoljnu
poslovnu poziciju. Najzad, gosti očekuju da hotelske sobe
poseduju određen luksuz koji imaju kod kuće ili čak više
od toga. Probirljivi gosti traže više od udobnog kreveta za
odmor i spavanje, a njihovi zahtevi su sve veći kada je reč
o tehnološkim inovacijama, impresivnom i sofisticiranom
uređenju enterijera ili odgovornom korišćenju prirodnih
resursa i energije.
Red. U kontekstu principa reda, De Botton (2007), daje
veoma indikativan primer odnosa između simetrije i asimetrije u arhitekturi. Kada je reč o simetriji, utisak lepote
i zadovoljstva se vezuje za kvalitet regularnosti, koherentnosti, linearnosti, uniformnosti, repetitivnosti i harmoničnu progresiju. U srcu ove vrste arhitektonske veličine leži
koncept poretka. Simetrične zgrade su lepe, kako smatra
Le Corbusier, jer usred očigledne nekoheretnosti prirode ili
gradova, oni su mesta geometrije, oblast u kojoj praktično
vlada matematika. Možemo da se oslonimo na pravilnost i
predvidivost i da odmorimo naš um. Međutim, nova arhitektonska dogma koja je preuzela dominaciju u arhitekturi
u romantičarskom periodu, stavila je na pijedestal veru u
povezanost između arhitektonske veličine i originalnosti.
Zbog toga su se arhitekte utrkivale da neprestano smišljaju
originalne i nove stilove, što je narušilo vizuelnu harmoniju
i poredak, koji su nam omogućavali da izbegnemo dezorijentaciju i haos. Ipak, zaključuje De Botton, naša ljubav
prema redu nije bez granica. Preterana simetrija može da
provocira osećanje zamora, iritacije ili dosade. Zbog toga
je neophodno održavanje tenzije između poretka i haosa.
U tom smislu on citira Novalisa je umetnicima savetovao:
“U umetničkom delu, haos mora da svetluca kroz veo reda”
Ravnoteža. Važna karakteristika dobre arhitekture je i
ravnoteža. Lepota se postiže samo onda kada arhitekte vešto
uspevaju da uravnoteže brojne suprotnosti kao što su, na
primer, staro i novo, prošlost i sadašnjost, prirodno i stvoreno, rustično i geometrijsko, luksuzno i skromno, ruralno i
urbano, muževno i ženstveno, itd. Iako dramatično različiti
po stilu i materijalu, novi i stari delovi zgrade mogu ipak
ostvariti privlačnu harmoniju, kao i čudnu međuzavisnost
(npr. kamen i beton, drvo i beton). Ovde se balansiranjem
kontrastnih elemenata ostvaruje sinteza i mire suprotnosti.
Tako, tenzija između krivih i pravih linija odražava i koliziju između razuma i emocija u nama samima. Kao i zgrade, mi takođe posedujemo unutrašnje kontradikcije koje
moraju biti uspešno kontrolisane, antiteze koje moraju biti
harmonizovane. Iz ovoga sledi da ravnoteža koju nalazimo
u arhitekturi utiče na mentalno zdravlje i sreću.
Elegancija. Kao primer elegancije De Botton (2007)
uzima savršeno delikatan betonski most (Maillart bridge)
koji sa prividnom lakoćom i bez greške povezuje dve strane
ambisa. Time privlači našu pažnju i izaziva zahvalnost. On
deluje kao da ga je Bog bacio s neba, ali kao delo ljudskih
ruku izaziva naše divljenje zbog toga što odoleva uništavajućim silama kao što su toplota, hladnoća, gravitacija ili
vetar. Dirnuti smo i zgradama kao što su katedrale, oblakoderi, hangar, tuneli i stubovi, koji kompenziraju našu nesposobnost da prelazimo planine ili nosimo kablove između
gradova. Mi na emocionalan način reagujemo na dela koja
nas prenose preko daljina koje nikada ne bi smo mogli sami
da pređemo ili ona koja nas štite tokom oluje. Izgleda da su
utisak lepote i emocionalna snaga arhitektonskih dela proporcionalno povezani sa intenzitetom prirodnih sila koje
ona savlađuju. Most predstavlja paradigmu ovakve koncepcije elegancije. On je projektovan kao snažna konstrukcija, a
njegova lepota je u tome što deluje kao da svoj teški zadatak
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
obavlja bez napora. Ali pošto mi znamo da to nije tako, utoliko više se divimo i čudimo. Mostu pripada podkategorija lepote koja se može označiti kao elegancija, kvalitet koji
je prisutan uvek kada arhitektonsko delo uspeva da odoli
snažnom otporu – drži, nosi, štiti – sa elegancijom i snagom, a da pri tome poseduje skromnost koja ne privlači
pažnju na teškoće neophodne za savlađivanje prirodnih sila
i ostvarenje njegove svrhe.
Koherencija. U arhitekturi postoji i opasnost od stilske nejedinstvenosti (npr. između horizontala i vertikala) i
konflikta između konstitutivnih elemenata. Zgrada nikada
ne govori jednim glasom, već predstavlja hor sastavljan od
različitih vokala koji mogu biti skladno usaglašeni ili disonantni. Imajući to u vidu, arhitektonski neuspešne zgrade
su one koje nisu uspele da prevaziđu suprotnost između
komponenti i namera. Arhitektonska in(koherencija), međutim, nije ograničena samo na pojedinačne zgrade, već i
na geografski i istorijski kontekst. Nasuprot tome, uspešnu
arhitekturu karakterišu jedinstven stil i beskompromisna
koherencija. U ovom slučaju zgrada je uspešna jer je postigla da u svojoj estetici objedini i uskladi različite elemente
u logičnu celinu. Lepota je, znači, rezultat koherentnog odnosa između sastavnih delova.
4. ANALIZA SLUČAJA: HOTEL FALKENSTEINER U
BEOGRADU
Hotel Falkensteiner Beograd otvoren je 2012. godine.
Hotel sadrži 175 soba, različitih kvadratura od kojih su 36
soba kategorije rojal i apartmani. Površina zgrade iznosi
7000 metara kvadratnih i raspolaže čitavim spektrom različitih namena koje su po standardima hotela najvišeg ranga.
Slika 1.
Slika 2.
Slika 3.
119
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
120
Hotel je projektovao poznati arhitekta Boris Podreka.
Kritičari su ga veoma povoljno ocenili, pa tako Mitrović
(2013) smatra da je Podreka, kao protivnik istosti, izgradio
originalno i osobeno delo visokih umetničkih dometa: prestižnu poslovnu zgradu i hotel visoke kategorije kao jedinstven gradski objekat. Razdvojio je njihove namene u dve
arhitektonske celine koje se internom komunikacijom međusobno povezuju ali likovno potpuno razlikuju. Ovu izraženu dihotiomiju Podreka objašnjava na neuobičajen način
tako što kaže da je onaj veći plošni puristički čist kubus sav
odeven u otmeno crno maskulinum, koji pod ruku drži nešto nižu femininu u svečano čipkastoj haljini, tvoreći jedan
sasvim novi provokativni gradski prizor. Daleko od istosti,
nije samo fasada osnovni kvalitet građevine, iza njene likovne opne stoji čvrsta racionalnost i čist funkcionalizam svih
sadržaja, što je pružilo podlogu za ostvarenje reprezentativnih i atraktivnih enterijera. U ovom kontekstu se logično
postavlja i pitanje u kojoj meri hotel Falkensteiner odgovara
prikazanim principima hotelske arhitekture:
◆ Veza sa okolinom. Hotel je smešten u samom centru
Novog Beograda, okružen je zgradama koje su nastajale u različitim fazama razvoja ovog dela grada. Nije
učinjen vidljiv napor da se uspostavi veza sa prošlošću i postojećom arhitekturom. Hotel ima solipsistički karakter, odnosno predstavlja diskontinuitet u
odnosu na susedne zgrade, a posebno na poslovnu
zgradu „Energoprojekta“ (Slika 1), od koje se razlikuje kako po stilu i gabaritima, tako i po korišćenju različitih materijala (sirovi beton nasuprot zelenkastom
staklu). Hotel se takođe vizuelno veoma razlikuje od
nešto udaljenijeg „Yu Biznis Centra“ (sirovi beton i
crveno obojeni dekorativni elementi od metala). Ova
stilska neusklađenost sa okruženjem ne mora po sebi
da bude promašaj, posebno u konkretnom slučaju
kada nijedna od zgrada u susedstvu nema neku značajniju umetničku vrednost (estetski „slaba“ arhitektura), pa projektanti novih zgrada imaju slobodu da
kreiraju nove, estetski „jake“ objekte, kao antiteza postojećim. Istovremeno, hotel se stilski nadovezuje na
čitav niz novih poslovnih zgrada koje se sukcesivno
ređaju duž bulevara Mihaila Pupina od „Merkatora“
do šoping centra „Ušće“, čime poštuje duh vremena. To znači da se ovaj hotel, na sebi svojstven način,
uključio u najnoviji trend novobeogradske arhitekture. On, u izvesnom smislu, anticipira i njegov budući
izgled, što je svakako kvalitet koji treba uvažiti.
◆ Originalnost. Svojim neuobičajenim i pomalo ekscentričnim, nepravilnim vizuelnim oblikom hotel
privlači pažnju i deluje kao zanimljiv kontrapunkt
okruženju, čime razbija monotoniju. On se definitivno izdvaja od okolnih zgrada i deluje potpuno
različito, drugačije po svaku cenu. Originalnosti doprinosi razuđena fasada koju čine naizgled haotično
disperzirani fasadni otvori i pod različitim uglovima
istureni prozori koji izlaze iz ravni fasade, što naglašava njen reljefni izgled, proizvodi utisak napetosti i
snažne energije koja pod pritiskom teži da se izlije ili
čak eksplodira iz unutrašnjosti zgrade ka spoljašnosti.
To doprinosi diferencijaciji korporativnbog identiteta brenda Falkensteiner i imidža samog hotela, što
je sa marketinške tačke gledišta poželjno (primena
principa AIDA – Attention, Interest, Desire, Action) i
predstavlja komparativnu prednost za hotel u odnosu
na konkurenciju.
◆ Red. Ukoliko red prihvatimo kao esencijalni kvalitet
arhitekture i urbanizma, koji je usko povezan sa kategorijama kao što su koherentnost, linearnost, uniformnost i repetitivnost, onda ovaj hotel ne poštuje ovaj
princip, jer njegova preterano drugačija, razigrana i
haotična fasada izaziva nemir kod posmatrača. Ovakva vrste upadljive drugosti hotela remeti vizuelni
utisak reda. On izaziva dezorijentaciju, narušava linearnost, vizuelnu harmoniju i uniformni poredak.
Time se stvara impresija nepredvidivosti, a izaziva i
određen stepen diverzije u prostoru. Nasuprot tome,
susedna poslovna zgrada, koja je projektovana kao
jedinstveni kompleks sa hotelom, deluje smireno i
može se svrstati u kategoriju arhitektonskog reda.
◆ Ravnoteža. Ovde se pre svega postavlja pitanje da li su
navodni maskulini karakter susedne poslovne zgrade
i feminini karakter samog hotela, kako tvrdi autor,
zaista u ravnoteži (Slika 2). Moj je utisak da ovako
konceptualizovan antitetički par nije sasvim skladno međusobno uravnotežen i međuzavistan, kao i da
nije ostvareno estetsko jedinstvo suprotnosti. Glavni
razlog za ovo je napadna razigranost i vizuelni egzibicionizam feminine fasade hotela (kao da se radi o
preterano dezeniranoj haljini), koja ne želi da bude
u komunikaciji i skladu ni sa jednom okolnom zgradom, uključujući tu i svog krupnijeg maskulinog partnera na koga se neposredno oslanja (a koji je obučen
u svečano, tamno odelo). Sve je učinjeno da hotel privuče pažnju posmatrača, da se istakne i nametne, dok
je poslovna zgrada samo diskretna pratnja, a ne ravnopravni partner. Uprkos tome što je arhitektonskim
jezikom diskretno nagovešteno međusobno stilsko
prožimanje suprotnosti (delimično korišćenje istog
zelenkastog stakla na fasadi hotela kojim je obložena
cela poslovna zgrada), po principu Jing i Jang, ostaje
utisak da nije prevaziđena međusobna otuđenost i
uzajamna indiferentnost dve susedne zgrade.
◆ Elegancija. Hotel Falkeštajner definitivno ne odgovara kriterijumima elegancije koje je postavio De
Botton (2007). Hotel svakako nije povezan sa intenzitetom prirodnih sila koje savlađuje, niti bez prividnog napora obavlja neki težak građevinski zadatak.
To uostalom nije ni cilj većine hotela, pa se ovakav
restriktivan koncept elegancije u hotelskoj arhitekturi može zanemariti. Međutim, ova zgrada ne poseduje neke druge bitne karakteristike elegancije. On
ne deluje ni lako ni delikatno, a ne poseduje ni bilo
koju manifestaciju stilske čistote linija, sofisticiranosti i rafiniranosti, već se vizuelni koncept svodi na
prenaglašenu repetitivnost istih ili sličnih elemenata
i boja. Takođe on ne odražava ni skromnost koja ne
privlači pažnju. Naprotiv, preterano bogata feminina
tekstura „čipkaste fasade“ i vizuelna agresivnost, bez
uvažavanja neposrednog okruženja i poslovne zgrade
na koju se oslanja, deluju samodovoljno i razmetljivo,
pa se hotel nikako ne može doživeti kao elegantan
(Slika 3).
◆ Koherencija. Hotelska zgrada je po sebi stilski koherentna, jer je uspostvaljena određena ravnoteža
između konstitutivnih elemenata, čemu doprinosi
“mondrijanovska igra geometrijskih slagalica“ (Mitrović, 2013), odnosno bezbrojna siva polja sličnih
dimenzija u različitim nijansama sive, kao i mnoš-
tvo, pod uglom isturenih prozora uokvirenih crnim
staklom. Međutim, kako svaka koherencija obavezno
ne rezultira lepotom, to ne znači da je i u ovom konkretnom slučaju koherencija automatski proizvela i
estetski doživljaj lepote. Naime, ovde se ne radi o vrsti koherenciji koja izaziva osećanje reda, ravnoteže,
elegancije, smirenosti i sreće, već pre izaziva utisak
preteranosti, agresivnosti, i haosa. Kada je reč o odnosu sa susednom poslovnom zgradom, kao što je
već navedeno, ne može se govoriti o njihovoj stilskoj
koherentnosti, niti o realizaciji skladnog odnosa između njih. Ove dve zgrade pre deluju kao dva strana
i međusobno otuđena bića koja ne komuniciraju, pa
samim tim ne uspevaju da ostvare ni nekakav oblik
„jedinstva suprotnosti“.
Prikazana kritička analiza hotela Falkensteiner u Beogradu, bazirana na prethodno identifikovanim konceptu i
principima „kvalitetne arhitekture“ i „arhitekture sreće“,
nema pretenzije da daje nekakve definitivne i apsolutne
estetske sudove, već da izazove nesaglasnost i pokrene polemiku. Naime, imajući u vidu pomenutu relativnost estetskih kriterijuma i procene, kao i individualnih doživljaja,
ovu kritiku, kao i brojne druge, treba uzeti sa određenom
rezervom i distancom, ali istovremeno i kao poziv za razmišljanje i podsticaj za sučeljavanje različitih stavova u ovoj
oblasti radi unapređenja i razvoja kritike turističke i hotelske arhitekture u našoj zemlji.
4. ZAKLJUČAK
Arhitektura, dakle, predstavlja integralni deo hotelskog
proizvoda, odnosno značajno doprinosi percepciji kvaliteta, kao i povoljnom imidžu datog brenda. Arhitektonsko
oblikovanje hotela mora istovremeno da zadovolji različite, često međusobno kontradiktorne zahteve, među kojima
su najvažniji sledeći: želje i očekivanja klijenata, odnosno
ciljnih segmenata tražnje kojima je hotel namenjen; umetnička vrednost hotela po sebi, o čemu ocenu daje stručna
javnost i specijalizovani kritičari; funkcionalnost sa tačke
gledišta investitora i korisnika; usklađenost sa očekivanjima lokalnog stanovništva, kao i harmonična uklopljenost u
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
postojeći ambijent uz poštovanje duha vremena (zeitgeist) i
duha mesta (genius loci). Da bi se zadovoljili svi ovi zahtevi,
neophodno je da se uz glavnog projektanta angažuje i multidisciplinarni tim stručnjaka koji će obezbediti relevantne
informacije i smernice koje treba ugraditi u proces projektovanja. Međutim, uprkos brojnim koncepcijama i smernicama, nemoguće je napraviti univerzalni model uspešnog
projektovanja koji bi važio u svim konkretnim slučajevima,
pa zbog toga kritičko razmišljanje o hotelskoj arhitekturi
nikada nije okončano, naprotiv to je stalno otvoren proces,
bojno polje za sučeljavanje argumenta i kontraargumenata,
novih ideja i koncepcija.
LITERATURA
Baud-Bovy, M., & Lawson, F.R. (1977). Tourism and recreation development. Boston: CBI Publisihing Company.
Baum, J. (1985). Foreword. In W. Rutes & , R. Penner (Ed.),
Hotel Planning & Design. London: Architectural Press.
Čerović, S., & Čomić, Đ. (2013). Projektovanje i izgradnja
hotela. Beograd: Univerzitet Singidunum
De Botton, A. (2007). The Architecture of Happiness. London:
Pinguin Books.
End, H. (1978). Interiors of Hotels. New York: Watson-Guptil.
Lasansky, D.M., & McLaren, B. (2004). Architecture and
Tourism. Oxford: BERG.
Mitrović, M. (2013). Podreka najzad u Beogradu. Politika,
5.1.2013.
Motta, D.R. (2010). Refuge for Adventure, Hotel Architecture.
Hong Kong: Design Media.
Platou. (2007). Architecture in Tourism: Analysis of the interaction between architecture and tourism. Preuzeto 5.
novembra 2015. sa http://www.platou.at/portal3/images/stories/Download/amg_summary.pdf
Rutes, W., & Penner, R. (1985). Hotel Planning & Design.
London: Architectural Press.
Tabler, W. (1985). Prologue. In W. Rutes & , R. Penner (Ed.),
Hotel Planning & Design. London: Architectural Press.
Trampitsch, G. (2010). Journey in Design, Hotel Architecture.
Hong Kong: Design Media.
ARCHITECTURE AS A FACTOR OF HOTEL PRODUCT QUALITY
Abstract:
Architecture is an important factor that influences visual identity of a hotel, its image, the overall
impression and level of satisfaction of potential guests. Bearing in mind that it is rare to find in practice
a hotel that is artistically worthy, original or unique, the paper will analyze some key issues of hotel
architecture as an integral factor of product quality. The first part discusses the concept of quality
hotel architecture, based on certain empirical research and relevant case studies that enable identifying
some of the key quality determinants: cultural offer enrichment, national tourism promotion, building
corporate identity, branding through architecture, comparative advantages, lifestyle, spirit of the time
and place, guest and employee accomodation quality, sustainability, media interest, etc. The second
part, based on theoretical research, presents some basic principles and guidelines of „architecture of
happiness“ and quality hotel design: connection with the environment, originality, order, balance,
elegance and coherence. Finally, based on the application of the previously shown principles, the
critical analysis of architectural design of the hotel Falkensteiner in Belgrade has been performed.
Key words:
aesthetics,
experiences,
satisfaction,
principles,
differentiation.
121
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-122-126
ODRŽIVA STOPA RASTA
HOTELSKIH I UGOSTITELJSKIH PREDUZEĆA U SRBIJI
Zoran Jović1, Kosana Vićentijević2, Zoran Petrović2
Univerzitet Singidunum, Poslovni fakultet u Valjevu, Železnička 5, Valjevo, Srbija
2
Univerzitet Singidunum, Beograd, Danijelova 32, Srbija
1
Apstrakt:
Sva profitabilna preduzeća, a među njima i hotelska i ugostiteljska preduzeća, mogu doći u finansijske
teškoće pa čak i bankrotstvo ukoliko rastu sporije ili brže nego što je to optimalno. Ocena presporog
ili prebrzog rasta hotelskih i ugostiteljskih preduzeća postiže se upoređivanjem sa njihovom održivom
stopom rasta. Sama održiva stopa rasta predstavlja maksimalnu stopu rasta koju jedno preduzeće
može ostvariti bez dodatnog zaduživanja. Cilj ovog istraživanja jeste da se utvrdi održiva stopa
rasta za pojedina hotelska i ugostiteljska preduzeća u Srbiji u 2012. i 2013. godini i da se utvrdi da
li postoje razlike između ovog sektora i drugih privrednih sektora u Srbiji po ovom pitanju. Pored
toga, istraživanje nastoji da utvrdi i realnu održivu stopu rasta hotelskih i ugostiteljskih preduzeća u
Srbiji uzimanjem u obzir aktuelne stope inflacije u posmatranim godinama, kao i da pojasni uzroke
neslaganja između nominalnih i realnih održivih stopa rasta. Realne održive stope rasta analiziranih
hotelskih i ugostiteljskih preduzeća u Srbiji služe kao orijentir u donošenju zaključka o razvojnom
potencijalu ovih preduzeća i oslonac u pronalaženju adekvatnih internih i eksternih podsticaja za
dalji potencijalni rast ovih preduzeća.
1. UVOD
122
Održiva stopa rasta (SGR – sustainable growth rate) jednog preduzeća predstavlja maksimalnu stopu rasta koju to
preduzeće može da ostvari bez dodatnog zaduživanja. Ukoliko jedno hotelsko ili ugostiteljsko preduzeće raste po nižoj
stopi od održive stope rasta to ga može dovesti do stagnacije
i gubitka konkurentske pozicije, što u dužem vremenskom
periodu može rezultirati i bankrotstvom takvog preduzeća.
Takođe, ako jedno hotelsko ili ugostiteljsko preduzeće raste prebrzo, odnosno ukoliko raste po stopi koja je viša od
održive stope rasta, to ga može dovesti do finansijskih problema uzrokovanih prezadužavanjem, do nelikvidnosti, a u
krajnjem slučaju, u dužem vremenskom periodu, taj proces
takođe može voditi preduzeće ka bankrotstvu. Načini finansiranja ubrzanog rasta hotelskih i ugostiteljskih preduzeća
mogu biti dvostruki, odnosno interni i eksterni. Interno,
ova preduzeća mogu povećavati efikasnost svog poslovanja,
ubrzavati obrt ukupne imovine i svih njenih pojedinačnih
delova, a eksterno se mogu, s jedne strane, oslanjati na povećanje zaduženosti, ili s druge strane, na dokapitalizaciju
putem dodatne emisije akcija.
Neobuzdani rast može da bude u suprotnosti sa finansijskom politikom preduzeća (Higgins, 1997). Ukoliko povećanje prodaje ide preko održive stope rasta, to preduzeće
uvodi u finansijske probleme jer zahteva nova zaduživanja
* [email protected]
Ključne reči:
održiva stopa rasta,
hotelska i ugostiteljska preduzeća,
dividendna politika.
za finansiranje ubrzanog rasta. Povećanje prodaje hotelskih
i ugostiteljskih preduzeća može biti rezultat povećanog obima pruženih usluga ili rezultat povećanja cena usluga. Zbog
toga je neophodno razmotriti i uticaj inflacije na održivu
stopu rasta (Higgins, 1981). Važan zadatak vlasnika i menadžera hotelskih i ugostiteljskih preduzeća je utvrđivanje
održive stope rasta. Utvrđivanje SGR je utvrđivanje najviše
stope rasta koju preduzeće može da održi bez povećanja
svog finansijskog leveridža (Brealey & Myers, 2003). Model
održivog rasta predstavlja efikasno sredstvo za finansijsko
planiranje i usmeravanje poslovne politike ka stimulaciji rasta u pojedinim privrednim granama (Clouse & McFaddin,
1994). Utvrđivanjem odnosa između investicione odluke o
optimalnom rastu i politike isplate dividendi proširen je Higinsov model održivog rasta modelom koji optimizuje održivu stopu rasta i racio isplate dividendi (Chen et al., 2013).
U istraživanju su korišćene osnovne naučne metode
analize i sinteze, indukcije i dedukcije, metoda komparacije, statističke metode i hipotetičko-deduktivne metode. Za
prikupljanje podataka korišćena je metoda analize sadržaja
dokumenata.
U fokusu ovog istraživanja su profitabilna hotelska i
ugostiteljska preduzeća iz Srbije, jer samo preduzeća sa pozitivnim finansijskim rezultatom, tj. preduzeća koja ostvaruju dobit, mogu ostvariti i određenu održivu stopu rasta.
Analizirano je 8 hotelskih i ugostiteljskih preduzeća čijim
akcijama se trguje na Beogradskoj berzi. Pažnja je usmerena
na hotelska i ugostiteljska preduzeća jer zahvaljujući svojim
prirodnim predispozicijama i geografskom položaju Srbije,
turizam, hotelijerstvo i ugostiteljstvo imaju značajan razvojni potencijal u Srbiji. Otuda i interesovanje autora istraživanja za analizu održive stope rasta hotelskih i ugostiteljskih
preduzeća u Srbiji. U istraživanje je uključena i prerađivačka industrija u Srbiji kao kontrolni sektor nezavisan od hotelskog i ugostiteljskog sektora, kako bi rezultati hotelskih i
ugostiteljskih preduzeća mogli biti upoređeni sa rezultatima
drugih grana. Istraživanjem je izvršena komparativna analiza održive stope rasta hotelskih i ugostiteljskih preduzeća
i prerađivačkih preduzeća za 2012. i 2013. godinu. Takođe,
analiziran je odnos između održive stope rasta ovih preduzeća i stope inflacije u posmatranim godinama sa ciljem
da se utvrdi da li postoji realni potencijal rasta analiziranih
hotelskih i ugostiteljskih preduzeća.
U istraživanju se polazi od sledećih predloženih hipoteza:
H1: Ne postoji značajna razlika između održive stope
rasta hotelskih i ugostiteljskih preduzeća i prerađivačkih preduzeća.
H2: Ne postoji značajna razlika između održive stope
rasta hotelskih, ugostiteljskih i prerađivačkih preduzeća u 2013. godini u odnosu na 2012. godinu.
H3: Ne postoji značajna razlika između održive stope
rasta i stope inflacije u 2012. godini.
H4: Ne postoji značajna razlika između održive stope
rasta i stope inflacije u 2013. godini.
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
2. ODREĐIVANJE ODRŽIVE STOPE RASTA
HOTELSKIH I UGOSTITELJSKIH
PREDUZEĆA U SRBIJI
Za utvrđivanje održive stope rasta koristi se formula:
g = b x ROE
pri čemu g označava održivu stopu rasta; b označava
racio dobiti koji nije isplaćen kroz dividende, tzv. retention
rate, odnosno deo dobiti koji ostaje u preduzeću za dalji
razvoj; ROE – return on equity odnosno stopa prinosa na
sopstveni kapital ili popularno: profitna stopa.
U postupku izračunavanja održive stope rasta, ROE se
primenom DuPont analize razlaže na sledeće komponente:
profitnu maržu, racio obrta poslovne imovine i multiplikator sopstvenog kapitala (Stowe, 2000).
Prema prethodno utvrđenoj metodologiji izračunate su
održive stope rasta (g) za 8 uzorkovanih hotelskih i ugostiteljskih preduzeća u 2012. i 2013. godini, a rezultati su
prikazani u tabelama 1 i 2.
Može se uočiti da je dividendna politika analiziranih hotelskih i ugostiteljskih preduzeća u obe posmatrane godine
nepromenjena i ujednačena. Naime nijedno posmatrano
preduzeće nije isplaćivalo dividende iz ostvarene dobiti u
obe godine, odnosno sva dobit je reinvestirana. Zbog toga je i
retention racio (b) jednak jedinici za sva preduzeća u obe godine, što nije uobičajeno za preduzeća iz drugih privrednih
Tabela 1. Održive stope rasta uzorkovanih hotelskih i ugostiteljskih preduzeća u 2012. godini
Preduzeće
Astoria, Beograd
Excelsior, Beograd
Palisad, Zlatibor
Tisa, Senta
Avala, Požarevac
Golubački grad, Golub.
Madera, Beograd
Pomoravlje, Beograd
b
ROE
Profitna marža
Racio obrta
ukupne imovine
(1)
1,00
1,00
1,00
1,00
1,00
1,00
1,00
1.00
(2) = (3*4*5)
0,14
0,70
2,29
0,15
38,08
1,22
4,78
1,15
(3)
0,42
2,68
1,14
0,91
66,28
3,80
4,72
75,87
(4)
0,29
0,17
0,62
0,13
0,34
0,22
0,97
0,01
Multiplikator
sopstvenog
kapitala
g
(5)
1,14
1,56
3,25
1,23
1,70
1,47
1,05
1,05
(6) = (1*2)
0,14
0,70
2,29
0,15
38,08
1,22
4,78
1,15
Multiplikator
sopstvenog
kapitala
g
Izvor: Prikaz autora na osnovu podataka iz www.belex.rs
Tabela 2. Održive stope rasta uzorkovanih hotelskih i ugostiteljskih preduzeća u 2013. godini
Preduzeće
Astoria, Beograd
Excelsior, Beograd
Palisad, Zlatibor
Tisa, Senta
Avala, Požarevac
Golubački grad, Golub.
Madera, Beograd
Pomoravlje, Beograd
b
ROE
Profitna marža
Racio obrta
ukupne imovine
(1)
1,00
1,00
1,00
1,00
1,00
1,00
1,00
1,00
(2) = (3*4*5)
2,47
3,75
0,19
2,79
17,77
1,83
2,98
0,03
(3)
7,18
15,06
0,12
12,06
23,31
4,01
3,58
3,23
(4)
0,31
0,16
0,30
0,20
0,48
0,27
0,79
0,01
Izvor: Prikaz autora na osnovu podataka iz www.belex.rs
(5)
1,12
1,59
5,25
1,18
1,58
1,70
1,05
1,07
(6) = (1*2)
2,47
3,75
0,19
2,79
17,77
1,83
2,98
0,03
123
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
grana. Neisplaćivanje dividendi iz ostvarene dobiti pozitivno
utiče na visinu održive stope rasta, ali zbog niske profitne
stope preduzeća iz ove privredne grane, krajnji rezultat koji
se u uslovima kada je retention racio jednak 1 izjednačava
sa profitnom stopom, je takođe skoman. Značajnu održivu
stopu rasta u obe godine je imalo samo preduzeće Avala iz
Požarevca (38,08% u 2012. godini i 17,77% u 2013. godini).
Skromnu održivu stopu rasta su imala preduzeća Madera iz
Beograda (4,78%) i Palisad sa Zlatibora (2,29%) u 2012. godini i Excelsior iz Beograda (3,75%), Madera (2,98%), Tisa iz
Sente (2,79%) i Astoria iz Beograda (2,47%) u 2013. godini.
Ostala posmatrana preduzeća su imala gotovo zanemarivu
održivu stopu rasta u obe analizirane godine.
Da bi se hotelska i ugostiteljska preduzeća uporedila
sa preduzećima iz drugih industrijskih grana, u analizu su
uključena različita preduzeća iz prerađivačke industrije, takođe njih 8 u 2012. i 2013. godini (tabele 3 i 4). Uočljiva je
razlika u dividendnoj politici ovih preduzeća u odnosu na
hotelska i ugostiteljska preduzeća. Polovina ovih preduzeća
(4 od 8) je u 2012. godini isplaćivalo dividende, a u 2013.
godini čak 5 od 8 preduzeća je isplaćivalo dividende, što se
vidi po retention raciju (b) koji je manji od 1. No i pored
toga održive stope rasta (g) preduzeća prerađivačke industrije su u obe posmatrane godine na znatno višem nivou
nego kod hotelskih i ugostiteljskih preduzeća. Razlog tome
je i znatno viša profitna stopa prerađivačkih preduzeća kao
proizvoda profitne marže, racia obrta ukupne imovine i
multiplikatora sopstvenog kapitala. Otuda se može zaključiti i da hotelska i ugostiteljska preduzeća pripadaju nisko
profitabilnoj privrednoj grani u Srbiji i da sama, oslanjajući
se na sopstvenu održivu stopu rasta ne mogu napraviti bitan razvojni pomak, bez pomoći i intervencije spolja, bilo
kroz eksterni priliv kapitala, bilo kroz osmišljenu državnu
intervenciju i pomoć u oblasti kreiranja povoljnih načina
finansiranja.
Da bi se ustanovila realna vrednost izračunatih održivih stopa rasta hotelskih i ugostiteljskih preduzeća, kao i
prerađivačkih preduzeća u 2012. i 2013. godini, u analizu
u tabelama 5 i 6 je uključena i stopa inflacije koja je merena indeksom potrošačkih cena i koja je iznosila 12,2% u
2012. godini i 2,2% u 2013. godini (Ministarstvo finansija,
2014). Pošto je stopa inflacije u 2012. godini imala značajan
nivo od 12,2%, ispostavilo se da je samo jedno posmatrano hotelsko preduzeće u toj godini imalo pozitivnu realnu
održivu stopu rasta, odnosno da je posedovalo realni potencijal za rast od 25,88% (Avala, Požarevac). Sva ostala posmatrana preduzeća iz ovog sektora ostvarila su negativnu
realnu održivu stopu rasta, tj. njihova ostvarena nominalna
održiva stopa rasta je bila niža od stope inflacije, odnosno
ova preduzeća nisu imala realni potencijal za samostalni
održivi rast u 2012. godini. U 2013. godini, situacija je
znatno drugačija, ne zbog bolje održive stope rasta ovih
preduzeća, već zbog niske stope inflacije od samo 2,2%, što
je uslovilo da 5 posmatranih preduzeća ostvare pozitivnu
realnu održivu stopu rasta, a samo 3, veoma nisku negativnu realnu održivu stopu rasta, odnosno da je za većinu
ovih preduzeća postojao realni potencijal za samostalni rast
u 2013. godini.
Tabela 3. Održive stope rasta uzorkovanih prerađivačkih preduzeća u 2012. godini
Preduzeće
Alfa plam, Vranje
Bambi, Požarevac
Goša FOM, Smed. Palanka
Imlek, Beograd
Impol Seval, Sevojno
Milan Blagojević, Smederevo
Neoplanta, Novi Sad
Žitobanat, Vršac
b
ROE
Profitna
marža
Racio obrta
ukupne imovine
(1)
1,00
0,80
1,00
0,83
0,93
1,00
1,00
0,52
(2) = (3*4*5)
20,53
25,87
3,52
25,21
16,08
36,08
8,84
8,17
(3)
25,54
13,48
1,90
13,12
3,59
19,40
5,96
3,17
(4)
0,66
0,98
0,73
0,86
1,31
1,12
0,89
1,60
Multiplikator
sopstvenog
kapitala
(5)
1,21
1,95
2,53
2,24
3,42
1,66
1,67
1,61
g
(6) = (1*2)
20,53
20,70
3,52
20,92
14,95
36,08
8,84
4,25
Izvor: Prikaz autora na osnovu podataka iz www.belex.rs
Tabela 4. Održive stope rasta uzorkovanih prerađivačkih preduzeća u 2013. godini
Preduzeće
Alfa plam, Vranje
Bambi, Požarevac
Goša FOM, Smed. Palanka
Imlek, Beograd
Impol Seval, Sevojno
Milan Blagojević, Smederevo
Neoplanta, Novi Sad
Žitobanat, Vršac
124
b
ROE
(1)
0,55
0,80
1,00
0,49
0,89
1,00
1,00
0,62
(2) = (3*4*5)
7,27
33,69
0,58
22,09
9,82
22,94
3,61
6,07
Izvor: Prikaz autora na osnovu podataka iz www.belex.rs
Multiplikaobrta uku- tor
Profitna marža Racio
sopstvenog
pne imovine
kapitala
(3)
9,82
18,86
0,35
10,87
2,33
17,39
3,53
2,54
(4)
0,65
1,10
0,85
0,78
1,34
1,00
0,78
1,84
(5)
1,15
1,63
1,94
2,61
3,14
1,32
1,31
1,30
g
(6) = (1*2)
4,00
26,95
0,58
10,82
8,74
22,94
3,61
3,76
Tabela 5. Realne SGR hotelskih i ugostiteljskih preduzeća u
2012. godini
g – održiva
stopa rasta
stopa
inflacije
realna
održiva
stopa rasta
Astoria, Beograd
0,14
12,2
- 12,06
Excelsior, Beograd
0,70
12,2
- 11,50
Palisad, Zlatibor
2,29
12,2
- 9,91
Tisa, Senta
0,15
12,2
-12,05
Avala, Požarevac
38,08
12,2
25,88
Golubački grad, Golubac
1,22
12,2
- 10,98
Madera, Beograd
4,78
12,2
- 7,42
Pomoravlje, Beograd
1,15
12,2
- 11,05
Preduzeće
Izvor: Prikaz autora
g – održiva
stopa rasta
stopa
inflacije
realna
održiva
stopa rasta
Astoria, Beograd
2,47
2,2
0,27
Excelsior, Beograd
3,75
2,2
1,55
Palisad, Zlatibor
0,19
2,2
- 2,01
Tisa, Senta
2,79
2,2
0,59
Avala, Požarevac
17,77
2,2
15,57
Golubački grad, Golubac
1,83
2,2
- 0,37
Madera, Beograd
2,98
2,2
0,78
Pomoravlje, Beograd
0,03
2,2
- 2,17
Izvor: Prikaz autora
Sasvim drugačija situacija je zabeležena kod prerađivačkih preduzeća (tabele 7 i 8) kod kojih je 5 preduzeća
u 2012. godini zabeležilo pozitivnu realnu održivu stopu
rasta, a samo 3 negativnu, a u 2013. godini, čak 7 preduzeća pozitivnu, a samo jedno negativnu realnu održivu stopu
rasta, zahvaljujući prvenstveno zavidnoj visini nominalnih
održivih stopa rasta, proisteklih iz značajnih nivoa profitnih stopa. Otuda proizilazi konstatacija da prerađivačka
preduzeća poseduju znatno veći realni potencijal za rast od
hotelskih i ugostiteljskih preduzeća.
Tabela 7. Realne SGR prerađivačkih preduzeća u 2012. godini
g – održiva
stopa rasta
stopa
inflacije
realna
održiva
stopa rasta
Alfa plam, Vranje
20,53
12,2
8,33
Bambi, Požarevac
20,70
12,2
8,50
Goša FOM,
Smed. Palanka
3,52
12,2
- 8,68
Imlek, Beograd
20,92
12,2
8,72
Impol Seval, Sevojno
14,95
12,2
2,75
Milan Blagojević,
Smederevo
36,08
12,2
23,88
Neoplanta, Novi Sad
8,84
12,2
- 3,36
Žitobanat, Vršac
4,25
12,2
- 7,95
Preduzeće
Izvor: Prikaz autora
Tabela 8. Realne SGR prerađivačkih preduzeća u 2013. godini
g – održiva
stopa rasta
stopa
inflacije
realna
održiva
stopa rasta
Alfa plam, Vranje
4,00
2,2
1,80
Bambi, Požarevac
26,95
2,2
24,75
Goša FOM,
Smed. Palanka
0,58
2,2
- 1,62
Imlek, Beograd
10,82
2,2
8,62
Impol Seval, Sevojno
8,74
2,2
6,54
Milan Blagojević,
Smederevo
22,94
2,2
20,74
Neoplanta, Novi Sad
3,61
2,2
1,41
Žitobanat, Vršac
3,76
2,2
1,56
Preduzeće
Izvor: Prikaz autora
Tabela 6. Ralne SGR hotelskih i ugostiteljskih preduzeća u
2013. godini
Preduzeće
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
REZIME
Sprovedenim istraživanjem postavljene hipoteze su delom potvrđene, a delom opovrgnute. H1 je opovrgnuta jer je
dokazano da postoji značajna razlika između održive stope
rasta hotelskih i ugostiteljskih preduzeća, sa jedne strane, i
prerađivačkih preduzeća sa druge strane. H2 je potvrđena u
smislu da ne postoji značajna razlika između održive stope
rasta hotelskih, ugostiteljskih i prerađivačkih preduzeća u
celini u 2013. godini u odnosu na 2012. godinu, iako razlika postoji kod manjeg broja pojedinačnih preduzeća. H3
je opovrgnuta jer je utvrđeno da postoji značajna razlika
između održive stope rasta i stope inflacije u 2012. godini i
da je prvenstveno kod hotelskih i ugostiteljskih preduzeća
stopa inflacije znatno nadmašivala njihovu održivu stopu
rasta. H4 je delimično potvrđena u odnosu na hotelska i
ugostiteljska preduzeća čija je održiva stopa rasta približno
bila na nivou inflacije u 2013. godini, ali je opovrgnuta u odnosu na prerađivačka preduzeća čija je održiva stopa rasta
znatno premašivala stopu inflacije u 2013. godini.
Obzirom na geografski položaj, prirodne karakteristike
i povoljne klimatske uslove, hotelska i ugostiteljska preduzeća u Srbiji kao sastavni deo turističke industrije zemlje
imaju značajan razvojni potencijal i predispozicije da postanu važan segment razvoja ekonomije čitave zemlje. Zbog
toga bi se moglo očekivati da preduzeća ovog sektora imaju značajnu održivu stopa rasta. Međutim, u poređenju sa
različitim preduzećima prerađivačke industrije, pokazalo
se da hotelska i ugostiteljska preduzeća znatno zaostaju u
tom pogledu. Pored niske profitabilnosti kao specifičnosti
ove privredne grane, za koju su odgovorna sama hotelska
i ugostiteljska preduzeća kao i okruženje i uslovi u kojima
posluju, tu su i makroekonomski faktori koji podjednako
(negativno ili pozitivno) utiču na sve privredne grane. Ovde
se prvenstveno misli na makroekonomsku stabilnost koja
se iskazuje kroz cenovnu stabilnost odnosno stopu inflacije. Pokazalo se da je u posmatranim godinama veći uticaj
na visinu realne održive stope rasta preduzeća iz analiziranih privrednih grana imala visina stope inflacije koja uvek
preti da obezvredi postignuti nominalni rezultat, nego što
je imao sam njihov ostvareni poslovni uspeh i finansijski
rezultat. Niska održiva stopa rasta hotelskih i ugostiteljskih
preduzeća u Srbiji označava njihov nizak potencijal za samostalni rast bez dodatnih zaduživanja, a ubrzani rast ovih
preduzeća preko održive stope rasta uz dodatna ili čak pre-
125
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
komerna zaduživanja, može ovim preduzećima stvoriti likvidnosne probleme, a u težim slučajevima, čak ih uvesti i u
bankrotstvo. Ista opasnost preti ovim preduzećima ukoliko
odustanu od rasta i ne iskoriste ni nivo održive stope rasta,
jer ih to vodi u stagnaciju, gubitak postojeće tržišne pozicije,
a u krajnjem slučaju takođe ih može voditi u bankrotstvo.
Za dalji ubrzaniji razvoj hotelskih i ugostiteljskih preduzeća u Srbiji, interno je potrebno stalno unapređivati
efikasnost i profitabilnost ovih preduzeća na mikro nivou,
dok je eksterno na makro nivou potreban napor države da
obezbedi stabilne, zdrave uslove poslovanja, a posebno da
održi cenovnu stabilnost tj. nisku stopu inflacije i da osmisli
adekvatne stimulativne mere za podsticanje rasta i razvoja
preduzeća iz ove delatnosti i obezbedi pristup jeftinijim i
namenskim, specijalizovanim izvorima finansiranja i zaduživanja.
Sprovedeno istraživanje može da posluži kao osnova za
dalja istraživanja na ovu temu i različita komparativna sagledavanja realnih potencijala rasta grupa delatnosti unutar
turističke grane privrede.
LITERATURA
Beogradska berza. (2012-2013). Održive stope rasta uzorkovanih preduzeća. Preuzeto 12. juna 2015. sa htp://www.
belex.rs/
Braley, R., & Myers, S. (2003). Principles of Corporate Finance.
New York: McGraw-Hill.
Chen, H.Y., Gupta, M.C., Lee, A.C., & Lee, C.F. (2013). Sustainable growth rate, optimal growth rate, and optimal
payout ratio: A joint optimization approach. Journal of
Banking & Finance, 37 (4), 1205-1222.
Clouse, M., & McFaddin, S. (1994). Sustainable growth in the
US gas utility industry. Resources Policy, 20 (2), 117-123.
Higgins, R.C. (1977). How Much Growth Can a Firm Afford?
Financial Management, 6 (3), 7-16.
Higgins, R.C. (1981). Sustainable Growth Under Inflation.
Financial Management, 10 (4), 36-40.
Ministarstvo finansija. (2014). Osnovni indikatori makroekonomskih kretanja. Preuzeto 12. juna 2015. sa htpp://
www.mfin.gov.rs/
Stowe, J. (2000). Analysis of Equity Investments. Boston: Association for Investment Management and Research.
SUSTAINABLE GROWTH RATE
OF HOTEL AND CATERING ENTERPRISES IN SERBIA
Abstract:
All profitable enterprises, including the hotel and catering companies, may get into financial difficulties and even bankruptcy if they grow slower or faster than expected. The assessment of extremely
slow or rapid growth of hotel and catering businesses is achieved through comparison with their
sustainable growth rate. The sustainable growth rate is the maximum growth rate a company can
achieve without additional borrowing. The aim of this study is to determine the sustainable growth
rate for individual hotel and catering enterprises in Serbia in 2012 and 2013 and determine whether
there are differences between this sector and other industry sectors in Serbia concerning this issue.
In addition, the study seeks to establish a realistic sustainable growth rate of hotel and catering enterprises in Serbia by taking into account the current inflation rate in the observed years, as well as to
clarify the causes of discrepancy between nominal and real sustainable growth rates. The identified
real sustainable growth rates of analyzed hotel and catering enterprises in Serbia serve as a landmark
in drawing conclusions about the development potential of these enterprises and provide support in
finding the appropriate internal and external incentives needed for further growth of these companies.
126
Key words:
sustainable growth rate,
hotel and catering enterprises,
the dividend policy.
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-127-132
UPRAVLJANJE REPUTACIJOM – KLJUČNA KOMPONENTA
KVALITETA U HOTELIJERSTVU
Ljiljana Kosar1*, Nikolina Kosar2
Visoka hotelijerska škola strukovnih studija, Kneza Višeslava 70, Beograd, Srbija
Visoka turistička škola strukovnih studija, Bulevar Zorana Đinđića 152a, Beograd, Srbija
1
2
Apstrakt:
Polazeći od suštinskog značenja kvaliteta uopšte, a posebno u hotelijerstvu, u radu se reputacija
tretira kao ključna komponenta kvaliteta hotelskog proizvoda. Upravljanju reputacijom pristupa se
kao procesu neodvojivom od procesa upravljanja kvalitetom. Kvalitet je dinamična i promenljiva
kategorija koja se može i mora meriti. U okviru metodologije i instrumenata merenja, odnosno ocene
i kontrole kvaliteta, pojavljuje se reputacija kao nezaobilazan pokazatelj. Radi se pre svega o onlajn
reputaciji koja sve više dobija na značaju. Međutim, u domaćoj hotelijerskoj teoriji i praksi još uvek
se nedovoljno pažnje posvećuje upravljanju reputacijom. Zbog toga ovaj rad predstavlja pokušaj da
se ukaže na značaj reputacije za kompleksnu ocenu kvaliteta hotelskog proizvoda. To istovremeno
podrazumeva značajan iskorak u prevazilaženju tradicionalnog pristupa kvalitetu, u pravcu stalnog
praćenja uticaja faktora od ključnog značaja za reputaciju, identifikovanja promena, planiranja,
organizovanja, vođenja i kontrolisanja efekata aktivnosti preduzetih u cilju poboljšanja reputacije
hotelskih objekata, što u krajnjoj liniji znači poboljšanje kvaliteta.
1. UVOD
Danas je kvalitet imperativ uspešnog poslovanja, bez
obzira o kojoj je delatnosti reč. Što je konkurencija jača, to
su zahtevi za uspostavljanjem kvaliteta koji će zadovoljiti
klijente, veći. Poslovna strategija kvaliteta odražava trajno
opredeljenje za prilagođavanje komponenti i performansi
sopstvenih proizvoda i usluga željama, potrebama i zahtevima klijenata. Složeni i kompleksni proizvodi dvojake
uslužno-proizvodne suštine, kakav je hotelski, specifični
su i zahtevni u kontekstu definisanja, uspostavljanja i održanja kvaliteta. Ovde dolazi do izražaja dinamičan pristup
kvalitetu kao tržišnoj kategoriji koja se može i mora meriti.
Realnu meru kvaliteta hotelijerske ponude može predstavljati struktura kapaciteta po kategorijama na određenom
prostoru. Ovde se radi o minimalnom obaveznom kvalitetu
koji je garantovan dodeljenom kategorijom. Nema sumnje
da je polazni osnov za utvrđivanje kvaliteta hotelijerske ponude određene turističke destinacije prostorna distribucija
i struktura ugostiteljskih kapaciteta za smeštaj po vrstama i
kategorijama. Kategorija je, dakle, važna komponenta kvaliteta za sve zainteresovane strane u hotelijerstvu.
Međutim, uspešno poslovanje u drugoj dekadi 21. veka
nameće hotelijerstvu visoke zahteve u domenu održavanja
kontinuiteta u radu i konkurentnosti, pozicioniranja i repozicioniranja na tržištu. Neophodno je izgraditi imidž,
brendirati sopstveni tržišni identitet, odnosno uzdići se na
status brenda. Rečju – neophodno je izgraditi reputaciju i
upravljati njome. Zbog toga je cilj ovog rada da pokaže kako
je upravljanje reputacijom ključna komponenta kvaliteta
* [email protected]
Ključne reči:
reputacija,
upravljanje,
kvalitet,
hotelijerstvo.
hotelskog proizvoda, tim pre što se o reputaciji nedovoljno
piše i govori u domaćoj hotelijerskoj teoriji i praksi. Potrebno je prvo razjasniti pojam „reputacija“, objasniti njegove
relacije sa značenjima pojmova „imidž“ i „brend“, ukazati na ključnu ulogu onlajn reputacije. Onlajn reputacija je
svojevrsni fenomen s kraja prve i s početka druge dekade
21. veka i shodno istraživanjima u oblasti hotelijerstva, koja
sprovode razvijene zemlje, a pre svega SAD, njen uticaj na
poslovanje i ekonomske rezultate hotelskih kompanija, je
merljiv i evidentan.
Pregled raspoloživih istraživanja i dobijenih rezultata
iz oblasti upravljanja reputacijom u hotelijerstvu treba da
doprinese uspostavljanju i širenju svesti o neophodnosti
zaživljavanja ovog koncepta u praksi domaćeg hotelijerstva.
2. POJAM I SUŠTNA UPRAVLJANJA
REPUTACIJOM
Rasvetljavanju koncepta upravljanja reputacijom prethode bliža objašnjenja pojedinih pojmova, kao što su pre
svega poverenje, imidž, brend, pa i sama reputacija.
Poverenje predstavlja predmet interesovanja teoretičara
i praktičara različitih, čak na prvi pogled suprotstavljenih
naučnih oblasti, kao što su sociologija, psihologija, filozofija,
ekonomija, biznis, pravo, informacione tehnologije. Postoje brojni više ili manje uspešni pokušaji definisanja poverenja. Ovom prilikom izdvojena su dva oblika poverenja:
pouzdano, odnosno procenjeno poverenje (reliability trust,
evaluation trust) i poverenje odluke, odnosno izbora (decision trust). Procenjeno poverenje je subjektivna verovatnoća
127
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
128
(procena) na osnovu koje pojedinac očekuje od druge osobe
da će izvršiti određenu radnju, aktivnost, odnosno postupiti
na način koji pojedincu donosi korist, odnosno dobrobit.
Poverenje izbora je spremnost pojedinca da se osloni na
drugog u uslovima relativne sigurnosti, odnosno čak i u
situaciji kada su moguće negativne posledice (Bhyiuan et
al., 2010).
Poverenje je verovanje koje se može meriti, u smislu da
više verujemo osobi A nego osobi B, a opet osobi B više
nego osobi C. Poverenje je usmereno. Kompanija može verovati klijentu da je dobro platežan, ali klijent ne mora verovati kompaniji da je njena roba vredna kupovine s njegove
strane. Poverenje je vremenski ograničeno. Ako je osoba ili
klijent A verovao osobi ili kompaniji B u prošlosti, ne znači
da će joj verovati i u budućnosti. Poverenje je dinamička
kategorija zato što varira u zavisnosti od toka preduzetih
aktivnosti. Može se povećavati i smanjivati. Kada se radi o
poslovnoj saradnji, poverenje u organizaciju ne znači automatski i poverenje u njene članove (Dimitrakos, 2003).
Analiziranje pojma poverenja potrebno je radi boljeg razjašnjenja pojma reputacije. Reputacija se tretira kao mišljenje ili stav o nekoj osobi, ili entitetu, s tim što entitet može
biti kompanija, proizvod ili usluga. Reputacija će pomoći
klijentima u procesu poklanjanja poverenja kompaniji u situaciji nedovoljne informisanosti o proizvodima i uslugama
iz portfolija pomenute kompanije.
U poslovnom smislu, poverenje i reputacija se međusobno povezuju i uslovljavaju. Ipak, postoje izvesne razlike
između ova dva pojma. Reputacija je rezultat percepcije formirane na osnovu prethodnih aktivnosti kompanije, dok je
poverenje subjektivno očekivanje bazirano na predvidivom
ponašanju determinisanom ranijim poslovnim susretima
(Mui et al., 2002).
Za bliže objašnjenje pojmova poverenja i reputacije
mogu se koristiti i pojmovi imidža i brenda. Prema definiciji Američke asocijacije za marketing (AMA) brend
predstavlja ime, termin, znak, simbol i dizajn, ili njihovu
kombinaciju, čija je osnovna svrha identifikacija proizvoda
i usluga određenog proizvođača i/ili prodavca i njihovo diferenciranje u odnosu na konkurenciju (Rakita & Mitrović,
2007). Kompleksniji pristup definisanju brenda insistira na
uvećanoj vrednosti proizvoda ili usluge, determinisanoj načinom opažanja od strane kupca koji je doživljava kao relevantnu, jedinstvenu, održivu dodatnu vrednost i koja zadovoljava njegove potrebe na najbolji način (Veljković, 2010).
Ovde se teži poistovećenju brenda ne sa bilo kakvom, već sa
uspešnom markom proizvoda ili usluge, koja je prihvaćena
od strane potrošača. Dakle, svaki brend je tržišna marka, ali
svaka tržišna marka nije brend. Nova i nepoznata tržišna
marka ne izaziva nikakve emocionalne reakcije potrošača,
pa se smatra da ne može biti brend. Brend je prepoznatljiva marka, oznaka ili ime nekog proizvoda ili usluge, koje
odražava snažan i trajni identitet tog proizvoda ili usluge,
garantuje njegov kvalitet i obezbeđuje njegovu prisutnost u
svesti potrošača, izazivajući osećanja poverenja, korisnosti,
dobrobiti i sigurnosti (Kosar & Bradić, 2014).
Za imidž brenda koriste se i izrazi ”personalitet” ili ”karakter” brenda, što ukazuje na presudan uticaj stavova i mišljenja potrošača za tržišno pozicioniranje brenda. Imidž
brenda je kreativan proces koji se formira u svesti potrošača na osnovu selektivnih utisaka, utemeljenih u konkretnu
mentalnu sliku. Proces formiranja imidža brenda zavisi od
sinergetskog delovanja različitih faktora. Svojstva proizvoda
sadržana u elementima identiteta brenda i iskustva korisnika stečena konzumiranjem prepliću se u „memorijsku mrežu“ čiji sinergetski efekat predstavlja imidž brenda (Kosar
& Bradić, op. cit). Imidž brenda odražava stepen tržišne
reputacije određene kompanije. Kompanija gradi identitet
tržišne marke kako bi ostvarila željeni imidž u svesti potrošača. Visok stepen usaglašenosti između identiteta i imidža
brenda upućuje na visok stepen reputacije. U nedostatku
ličnih i iskustava iz neposrednog okruženja, klijenti poklanjaju poverenje kompanijama sa izgrađenom tržišnom reputacijom. Zbog toga je upravljanje reputacijom ilustracija
strategijskog usmerenja na kvalitet s jedne, odnosno imperativ uspešnosti poslovanja, s druge strane.
Uvidom u literaturne izvore, mogu se sistematizovati
sledeće koristi od reputacije (Gruning & Hung, 2002): veće
tržišno učešće, smanjenje tržišnih i distrbutivnih troškova,
mogućnosti naplate premija, mogućnosti preživljavanja u
teškim vremenima, veća produktivnost zaposlenih, sposobnost privlačenja i zadržavanja talenata, sposobnost privlačenja investitora, obezbeđenje pristupa novim tržištima, obezbeđenje veće medijske propraćenosti. Reputacija kompanije
je od izuzetne važnosti za sve zainteresovane strane.
3. SLOŽENOST KVALITETA HOTELSKOG
PROIZVODA
Kvalitet turističke destinacije može biti dobar primer za
ilustraciju značenja integrisanog kvaliteta. Turistička destinacija se može shvatiti kao univerzalni prostorni okvir
za funkcionisanje različitih, uzajamno komplementarnih
delatnosti koje sačinjavaju tzv. ”industriju turizma”, ili joj
gravitiraju. U tom kontekstu se i o hotelskom proizvodu
može govoriti kao o parcijalnom (na nivou organizacije) i
integrisanom (na nivou destinacije). Dakle, značenje izraza
integrisani kvalitet hotelskog proizvoda odnosi se na kvalitet proizvoda svih hotelskih organizacija u prostornim okvirima turističke destinacije. Tržišno pozicioniranje turističke
destinacije opredeljuje tržišni obuhvat integrisanog hotelskog proizvoda, odnosno orijentaciju na veći ili manji broj
segmenata i ciljnih grupa. U tom kontekstu integrisani kvalitet hotelskog proizvoda se oblikuje prema željama, potrebama i zahtevima dominantnog segmenta, odnosno ciljne
grupe. Integrisani kvalitet hotelskog proizvoda predstavlja,
dakle, stepen do koga se kvalitetom parcijalnih hotelskih
proizvoda ostvaruje usaglašenost za zahtevima dominantnih tržišnih segmenata na nivou turističke destinacije ili
šire prostorne celine. Kvalitet materijalne osnove, odnosno
integrisani kvalitet hotelskog proizvoda umnogome definiše
reputaciju turističke destinacije.
U kontekstu primene strategije globalizacije, integrisani kvalitet hotelskog proizvoda izlazi iz okvira turističke
destinacije. Pri tome se, pre svega, misli na međunarodne
lance hotela, gde kompanija - kreator autentičnog hotelskog
proizvoda, ostvaruje prostornu ekspanziju - uključivanjem
postojećih ili novoizgrađenih objekata u sopstveni poslovni sistem, što zahteva usaglašavanje kvaliteta priključenih
hotelskih proizvoda sa kvalitetom proizvoda matične kompanije. Na taj način se postiže integrisani kvalitet međunarodnog hotelskog lanca, koji se u ovom kontekstu može
shvatiti kao prelazna faza ka dostizanju globalnog kvaliteta
hotelskog proizvoda. Globalna tržišna prepoznatljivost u
stvari je globalna reputacija hotelskih brendova, sistematski sticana decenijama. U uslovima oštre konkurencije i
transparentnog informatičkog društva teško je očuvati reputaciju. Tim je teže imajući i vidu da kvalitet hotelskog
proizvoda nije homogena kategorija. Naprotiv, radi se o
specifičnom proizvodu heterogene i složene strukture koji
se realizuje plasmanom usluga u različitom poslovnom
okruženju sa stanovišta tehnologije i procesa, uglavnom u
okviru jedinstvene prostorno-građevinske celine (Kosar &
Rašeta, 2005).
Stvaranje kvaliteta je u stvari proces stalnog usaglašavanja tehničkih, tehnoloških, organizacionih i kadrovskih
odlika proizvodnje sa zahtevima, potrebama i željama korisnika. ”Agregiranje” (spajanje, pripajanje) komponenata
čija svojstva, međusobno povezana, daju kvalitet u smislu
ispoljavanja suštinskih odlika proizvoda, označava se kao
integralni kvalitet. Integralni kvalitet je odrednica složenih
i heterogenih proizvoda kakav je i hotelski. Integralnim
kvalitetom se obezbeđuje usaglašenost kvaliteta parcijalnih
komponenti proizvoda sa utvrđenim zahtevima. Ukoliko su
utvrđeni zahtevi zasnovani na očekivanjima korisnika, tada
možemo govoriti o odnosu između očekivanog i ostvarenog
kvaliteta. Dakle, očekivanja su ta koja treba ispuniti, da bi
percipirani kvalitet bio na željenom nivou, odnosno da bi
gost bio zadovoljan. Faktori od ključnog uticaja na formiranje očekivanja korisnika menjaju se u eri onlajn trgovine.
4. ONLAJN REPUTACIJA U HOTELIJERSTVU
Internet je najvažnija marketinška alatka. Prema istraživanjima kompanije ”E-marketers” koja se bavi istraživanjima digitalnog marketinga i medija, u 2013. godini na onlajn
oglašavanje po glavi stanovnika najviše je trošila Norveška
– 209 američkih dolara, zatim, SAD – 201 dolar, pa Australija sa 191 dolar. Među deset vodećih zemalja nalaze se i
Švedska, Kanada, Danska, Ujedinjeno Kraljevstvo, Finska,
Japan i Nemačka (Manjgura, 2015). Internet postaje najvažnija alatka i za planiranje putovanja. Potencijalni putnici
u 85% slučajeva koriste internet da bi se informisali o destinaciji i smeštaju. Prosečan putnik poseti oko 22 stranice
vezane za putovanje i to 9,5 puta pre nego što se odluči na
rezervaciju (Dešković, 2012). Hotelske kompanije moraju
biti osposobljene za elektronsku prodaju. Prvi korak je informisanost o ponašanju potencijalnih turista. Preko 50%
putnika postavlja fotografije sa putovanja na društvenim
mrežama. Udeo od 49% individualnih i čak 57% poslovnih putnika uživa u čitanju izveštaja i informacija od strane
drugih putnika. Čak 45% individualnih i 54% poslovnih
putnika planira putovanje na osnovu izveštaja i iskustava
drugih. Putnici su skloni da gledaju video priloge vezane
za putovanja i to najčešće pri izboru destinacije - 66%, pri
osmišljavanju putovanja - 64%, pri izboru smeštaja - 59%
(Dešković, op. cit).
Da bi se izgradila odgovarajuća logistika kao osnovna
pretpostavka uspešne prodaje, treba znati da potencijalni
putnici prvenstveno gledaju zvanične web i video sajtove.
Zbog toga je neophodno dizajnirati adekvatan sadržaj ponude i obezbediti višestruku onlajn distribuciju, povezivanjem sa poslovnim partnerima, uključujući globalne distributivne sisteme, onlajn putničke agencije (OTA), vodeće
društvene mreže (Facebook, Twitter, LinkedIn, Flickr, You
Tube, Delicious) hotelske i onlajn rezervacione sisteme, ho-
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
telske veb sajtove. Na taj način se povećava onlajn vidljivost
i istovremeno olakšava dostupnost potencijalnim korisnicima. Klasične marketinške kampanje treba prilagoditi novim uslovima, odnosno primeniti e-marketing, fokusirati se
na određene ciljne grupe specifičnom ponudom kao što su
aplikacije za mobilne telefone i sl.
Prilikom onlajn prodaje hotelskih kapaciteta treba težiti maksimalnoj funkcionalnosti, odnosno jednostavnosti
upotrebe, uz obezbeđenje pune informativnosti za potencijalnog gosta. Pri tome se pre svega misli na trenutne informacije o zauzetosti i ceni, izboru željenog smeštaja na jeziku
gosta, mogućnosti direktne naplate putem platne kartice.
Dalje unapređenje onlajn prodaje hotelskih kapaciteta
zahteva stalno širenje mreže prodajnih kanala, što bolje pozicioniranje na društvenim mrežama, poboljšanje sadržaja
ponude, pojednostavljenje pristupa i povećanje vidljivosti,
merenje efekata preduzetih aktivnosti. Drugim rečima, unapređenje onlajn prodaje upućuje na upravljanje onlajn reputacijom hotelskog proizvoda.
Onlajn reputacija u hotelijerstvu prevashodno tretira
izveštaje gostiju. Kako pokazuju mnoga istraživanja, ovi
izveštaji bitno determinišu potrošačko ponašanje. Upravljanje onlajn reputacijom (Online Reputation Management
– ORM) je proces praćenja, izveštavanja i reagovanja povratnim informacijama na izveštaje korisnika. Negativni
izveštaji mogu mnogo da naškode reputaciji kompanije.
Ako gost ima problem, rešenje mora da se pronađe što pre.
Kada on postavi izveštaj o svom nezadovoljstvu na društvenoj mreži, bez obzira što će problem biti rešen ili već jeste,
šteta je učinjena. Lojalnost u tom slučaju pada sa 60,2% na
26,4% (Market Metrix Hospitality Index, 2011).
Izveštaje gostiju treba redovno pratiti i analizirati. Na
njih se mora odgovarati. Upravo se u prepoznavanju efekata
odgovora na izveštaje korisnika od strane hotelskih kompanija ogleda uspešnost upravljanja onlajn reputacijom. U
tom kontekstu potrebno je uspostaviti tzv. ”pozitivan ciklus
upravljanja reputacijom” (Craig, 2010), kako je prikazano
na slici br. 1.

Izveštaji gostiju i
odgovori hotelijera
Unapređenja
kvaliteta hotelskog
proizvoda
Povećana
prodaja


Lojalnost i
propagiranje
hotelskog proizvoda

Slika 1. Pozitivan ciklus upravljanja reputacijom
Izvor:
http://reknown.com/2010/11/how-to-cope-with-bad-reviews-2/
Da bi predstavljeni ciklus dobro funkcionisao potrebno
je uspostaviti odgovarajući sistem upravljanja reputacijom,
tako što će se grupisati izveštaji, ne samo rangiranjem na
pozitivne i negativne, već i po sadržaju i profilu korisnika,
kako bi se na pravi način reagovalo odgovorom, s jedne,
odnosno ispunjenjem obećanja datog u odgovoru, s druge
strane.
129
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
130
Istraživanjima je potvrđen uticaj pozitivnih izveštaja na
ekonomsku efikasnost hotela. Studija sprovedena od strane
specijalizovane kompanije za upravljanje onlajn reputacijom
„Trust You“, uz podršku Centra za turizam i hotelijerstvo
Univerziteta Preston u Njujorku, ilustruje, između ostalog,
ovu tvrdnju sledećim podacima: putnici se 3,9 puta češće
opredeljuju za hotele sa višim ocenama od strane korisnika;
od ukupnog broja anketiranih putnika čak je 76% spremno
da plati više za iste usluge u hotelu koji ima više ocene na
društvenim mrežama (Ady & Quadri-Felitti, 2014). Rezultati ovog istraživanja od izuzetne su važnosti za politiku
cena hotelskih usluga. Stabilan kvalitet potvrđen pozitivnim
mišljenjem na društvenim mrežama bitno određuje onlajn
reputaciju. Međutim, uvek ima prostora za poboljšanja, odnosno za povećanje prosečnih ocena prezentiranih putem
parametara zasnovanih na izveštajima gostiju. Jedan od tih
parametara je TripAdvisor indeks popularnosti. Ovom prilikom treba napomenuti da je TripAdvisor daleko najveći
putnički sajt na svetu koji je dosegao obim od čak 340 miliona poseta mesečno. Više od 225 miliona izveštaja pokriva
više od 4,9 miliona ugostiteljskih objekata, organizacija i
atrakcija. Među njima je 950.000 hotela i sličnih oblika smeštaja, 2,7 miliona restorana itd. TripAdvisor raspolaže sa
više od 32 miliona fotografija. Svakog minuta se pošalje 139
priloga. TripAdvisor ima više od 78 miliona članova širom
sveta, sa adresom elektronske pošte. Veoma je izražena aktivnost na forumima, gde se u proseku svakog dana pošalje
oko 2600 novih pitanja, od čega je čak 85% komentarisano
od strane brojnih učesnika. Blizu 190 miliona ljudi koristi
TripAdvisor aplikacije za mobilne uređaje. Ova kompanija,
koja je osnovana 2000. godine posluje na 28 jezika u 45 zemalja, uključujući i Srbiju. Prema podacima iz marta 2015.
godine, zapošljava više od 2900 ljudi (TripAdvisor, 2015).
Imajući u vidu globalnu rasprostranjenost i popularnost
TripAdvisor-a, jedan od glavnih ciljeva upravljanja onlajn
reputacijom u hotelijerstvu treba da bude što bolji TripAdvisor indeks popularnosti. Ovaj indeks se zasniva na tri osnovna kriterijuma: kvantitetu, kvalitetu i učestalosti izveštaja napisanih o jednom objektu. Zbog kriterijuma kvantitet,
gosti su često podsticani od strane hotelijera da pišu izveštaje. Međutim, podsticanje mora ostati u granicama poslovne
etike, dakle ne sme uključivati nikakve povlastice za goste,
kako bi se zadržala objektivnost ocenjivanja. Isto se odnosi i na drugi kriterijum kvalitet, gde objektivnost i iskrenost autora izveštaja dolaze do punog izražaja. Kriterijum
učestalosti se odnosi na aktuelnost izveštaja. Sigurno da su
noviji izveštaji objektivniji u odnosu na starije, s obzirom
na pristup kvalitetu hotelskog proizvoda kao promenljivoj,
dinamičkoj kategoriji.
Radi održanja sopstvene reputacije, TripAdvisor je propisao standarde za pisanje izveštaja od strane korisnika hotelskih usluga. Prvi se odnosi na stil i rečnik koji mora biti
u skladu sa porodičnom komunikacijom, dakle lišen svih
kompromitujućih izraza, konotacija, insinuacija i asocijacija. Prihvataju se izveštaji o iskustvima iz prve ruke, koji
su konkretni, a ne uopšteni. Sadržaj izveštaja treba da bude
važan za druge putnike. Jedinstvenost i nezavisnost se odnosi na pravilo da jedna osoba može da napiše jedan izveštaj
o jednom objektu, kako bi se postigla objektivnost prilikom
vrednovanja kriterijuma kvantiteta. Izveštaj mora biti originalan, što znači da nije dozvoljeno koristiti informacije iz
drugih onlajn izvora. Karakter izveštaja je nekomercijalan,
što znači da ne sme služiti autoru u promotivno-propagandne svrhe. Izveštaj mora da se odnosi na odgovarajuće
objekte koji su u sistemu TripAdvisor-a. Izveštaji koje pišu
osobe mlađe od 13 godina ne uzimaju se u obzir. Za autore
se zahteva ispravna e-mail adresa, kao i poštovanje određenih ograničenja u pogledu pisanja izveštaja. TripAdvisor
zadržava pravo povlačenja bilo kog izveštaja ili odgovora na
izveštaj iz bilo kog razloga. Izveštaji su subjektivni izraz članova ove virtuelne asocijacije, a ne menadžera i zaposlenih.
Dakle, sledeća faza pomenutog ciklusa su stvarna poboljšanja kvaliteta hotelskog proizvoda koja zatim imaju
pozitivne posledice povećanja lojalnosti i propagiranja, odnosno zastupanja proizvoda od strane gostiju, što dalje izaziva povećanu prodaju, veća očekivanja, više napora da se
prevaziđu potencijalne neusaglašenosti i zadovolje gosti. Ciklus, dakle, neprestano funkcioniše, uz širenje manevarskog
prostora za povećanje cena i spremnost gostiju da ih plate.
Ipak, prevashodno oslanjanje na onlajn izveštaje gostiju
upućuje na jednostran pristup upravljanju reputacijom. To
pokazuju i istraživanja Market Metrix kompanije, sprovedena tokom 2011. i 2012. godine (Barsky & Waite, 2013).
Trend plaćanja hotelskih izveštaja na društvenim mrežama
je u porastu. Smatra se da je čak 15% hotelskih izveštaja
plaćeno. Naravno, radi se o pozitivnim izveštajima. Takođe,
veruje se da je 40% izveštaja lažno. Čak 69% izveštaja ne
zahteva potvrdu boravka gosta u hotelu. Ove relacije bacaju
ozbiljnu senku na objektivnost upravljanja onlajn reputacijom i postavljaju pitanje poslovnog morala. Ima još razloga
zašto upravljanje reputacijom ne treba svoditi isključivo
na onlajn aspekt. Prema rezultatima istraživanja kompanije Market Metrix samo 56% stanovnika SAD učestvuje na
društvenim mrežama. Pripadnici populacije starosti do 29
godina prisutni su na društvenim mrežama u procentu od
83%. Istovremeno, oni najmanje troše kao korisnici hotelskih usluga, što je i razumljivo, s obzirom na relativno nizak
standard i još neizgrađen društveni status. Korisnici starosti
između 30 i 49 godina, u pogledu prisutnosti na društvenim
mrežama i njihovom korišćenju za putovanja, učestvuju sa
67% i troše znatno više na hotelijerske usluge. Ipak, kategorija starijih od 50 godina, vidno je manje prisutna na
društvenim mrežama (samo 20%). Istovremeno, to su najbolji turistički, odnosno hotelijerski potrošači. Svođenjem
upravljanja reputacijom samo na njenu onlajn dimenziju,
ovaj značajan tržišni segment bio bi potpuno zapostavljen.
Zbog toga je reputaciji kao komponenti kvaliteta hotelskog proizvoda potrebno pristupiti znatno kompleksnije.
5. KOMPLEKSNI PRISTUP UPRAVLJANJU
REPUTACIJOM U HOTELIJERSTVU
Upravljanju reputacijom treba pristupiti u kontekstu
upravljanja kvalitetom. Drugim rečima, trajnim strategijskim usmerenjem na kvalitet i doslednim istrajavanjem na
tom putu gradi se korporativni identitet na osnovu koga
nastaje tržišni imidž, koji dalje vodi do korporativne reputacije. U procesu stvaranja korporativne reputacije od
ključne je važnosti praćenje odnosa između korporativnog
identiteta i imidža. Pri tome treba imati na umu da je korporativni identitet ono što organizacija u suštini jeste, što je
definisala elementima kao što su slogan, logo, grafički standardi, kodeks ponašanja, poslovni prostor i sl. Korporativni
imidž nastaje na osnovu percepcije korporativnog identiteta
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
od strane stejkholdera. Stepen usaglašenosti između korporativnog identiteta i imidža odslikava nivo reputacije.
Građenje i dostizanje željenog nivoa reputacije za hotelske kompanije znači individualni pristup stejkholderima.
Nema sumnje da su korisnici hotelskih usluga najvažniji
stejkholderi, ali se do njihovog zadovoljstva može stići jedino izgradnjom odgovarajuće reputacije i u percepciji ostalih
zainteresovanih strana, kao što su zaposleni, dobavljači, vršioci autsorsing usluga, ostali poslovni partneri, investitori,
društvena zajednica i dr. Danas se smatra da je korporativna reputacija resurs koji obezbeđuje tržišnu konkurentnost.
Ovo tim pre što se u uslovima jake konkurencije podižu
tehničko-tehnološki standardi kvaliteta. To znači da komforan hotel sa udobnim ležajem i prostranim sobama teško
može obezbediti stabilne tržišne pozicije. Drugim rečima,
materijalni resursi hotelijerstva su u uslovima globalne tehničko-tehnološke razvijenosti dostigli određeni nivo kvaliteta koji se očekuje i zahteva, pa se, samim tim ovi resursi ni
ne mogu tretirati kao „differentia specifica“ koja će doneti
konkurentsku prednost. Nematerijalni, intelektualni resursi
su upravo ono što hotelskoj kompaniji može doneti konkurentsku prednost u 21. veku. U ove resurse ubraja se reputacija kao ključna komponenta kvaliteta hotelskog proizvoda.
S obzirom da je kvalitet merljiva kategorija, razvili su se
i metodi za merenje reputacije. Jedan od osnovnih izmeritelja je indeks korporativne reputacije koji integriše različite komponente (proizvodi i usluge, stvaranje vrednosti za
potrošača, zaposleni na svim nivoima, eksterno okruženje,
inovacije, finansijska snaga, strategija, kultura, nematerijalne obaveze), sa izgrađenim merilima za vrednovanje postignuća svake od njih (prema: Cravens et al., 2003, preuzeto
iz Mitić, 2009). Drugi pokazatelj je koeficijent reputacije,
kreiran još 1999. godine od strane stručnjaka Instituta za
reputaciju iz SAD i kompanije „Harris Interactive“. Sastoji
se od šest ključnih elemenata (emocionalni apel, proizvodi
i usluge, društvena odgovornost, finansijske performanse,
vizija i liderstvo, radno okruženje). Za svaki od navedenih
elemenata razrađeni su atributi kao i merila njihovog vrednovanja. U okviru elementa emocionalni apel, npr., pojavljuju se sledeći atributi: poštovanje, divljenje, poverenje,
doživljaj prijatnosti i satisfakcije i dr. (Mitić, op. cit.).
Upravljanje reputacijom, posebno reputacijom hotelskog proizvoda je, pre svega zbog velikog broja različitih
stejkholdera, veoma ozbiljan, stručan i odgovoran posao.
On zahteva prevazilaženje klasičnog pristupa kvalitetu, koji
je zasnovan pretežno na tehničko-tehnološkim elementima. Uspešno bavljenje ovim poslom nameće konceptualno
osmišljavanje, ali i organizaciono prestruktuiranje unutar
hotelskih kompanija. Poveravanje ovih poslova specijalizovanim kompanijama po principu autsorsinga, takođe se ne
isključuje. Pri tome eventualne visoke troškove ne bi trebalo
tretirati kao ograničavajući faktor realizacije ovog poduhvata, s obzirom na činjenicu da se ulaganje u reputaciju po
pravilu višestruko isplati.
Posebna pažnja se poklanja izveštajima gostiju i odgovorima menadžmenta na te izveštaje. Ipak, veoma je važno
istaći da reputaciju bilo koje hotelske kompanije ne treba
svoditi samo na njenu onlajn dimenziju. Građenje reputacije je dug i mukotrpan proces koji uključuje doslednost u
orijentaciji prema kvalitetu, uvažavanje ključnih principa
sistema menadžmenta kvaliteta, među kojima su najvažniji
usmerenje na korisnika, uzajamno korisni odnosi sa isporučiocima, uključenje zaposlenih, stalna poboljšanja. Drugim rečima, reputacija se gradi negovanjem odnosa sa svim
stejkholderima, baziranim na uvažavanju i doslednoj primeni osnovnih principa poslovne etike kao što su iskrenost,
poštenje, poštovanje drugih, održavanje obećanja. Kada se
reputacija hotelske organizacije postavi na zdrave osnove,
onda se njena onlajn varijanta pojavljuje kao logična posledica i izraz prilagođavanja ponašanju potrošača 21. veka.
U Srbiji se, nažalost, još uvek nedovoljno pažnje poklanja reputaciji, u kontekstu kvaliteta hotelskog proizvoda.
Autori su ovim radom imali za cilj da ukažu ne samo na
značaj, nego i na neophodnost ozbiljnog, profesionalnog i
kontinuputaciranog bavljenja reputacijom u hotelijerstvu
Srbije. To je izuzetno težak zadatak kada se uzme u obzir
reputacija naše zemlje kao turističke destinacije u globalnim
razmerama. Prema najnovijem izveštaju Svetskog ekonomskog foruma (WEF) u pogledu konkurentnosti iz oblasti putovanja i turizma, Srbija zauzima 95. mesto u konkurenciji
141 zemlje (Tanjug, 2015). Indeks turističke konkurentnosti
je vrednosni pokazatelj koji meri uspešnost zemalja u oblasti putovanja i turizma i obuhvata 14 ključnih kriterijuma
u okviru sledećih kategorija: poslovno okruženje, uslovi za
putovanja i turizam, infrastruktura i prirodna i kulturna
bogatstva. Španija je na vodećem mestu, dok druga i treća pozicija pripadaju Francuskoj i Nemačkoj. Na četvrtom
mestu po uspešnosti turističke delatnosti našle su se SAD,
ispred Velike Britanije i Švajcarske.
Srbija u oblasti poslovne klime zauzima nisko 133. mesto, u oblasti bezbednosti 59., zdravlja i higijene 38., ljudskih
resursa i tržišta rada 89., informacione i komunikacione
tehnologije 56., tretiranja putovanja i turizma kao prioriteta
113., međunarodne otvorenosti 101., cenovne konkurentnosti 78., ekološke održivosti 72., infrastrukture za avio saobraćaj 102., infrastrukture puteva i luka 98., infrastrukture
turističkih usluga 63. mesto. U oblasti prirodnih resursa,
Srbija je na 135. mestu, a kulturnih resursa i poslovnih putovanja na 67. mestu.
Prvi korak mora biti znatno bolji tretman putovanja i
turizma sa aspekta razvojnih prioriteta. To podrazumeva
prihvatanje krupnih promena koje treba da dovedu do vidnog poboljšanja poslovne klime. U stimulativnom poslovnom okruženju stvaraju se preduslovi za poboljšanje reputacije, a samim tim i konkurentnosti u svim predstavljenim
oblastima. U tom kontekstu, kvalitet i reputacija hotelskog
proizvoda mogu bitno da doprinesu popravljanju pozicije
Srbije kao turističke destinacije.
6. REZIME
LITERATURA
Reputacija je važna komponenta kvaliteta hotelskog proizvoda. Ona se tretira kao nematerijalni, intelektualni resurs
hotelske organizacije. U informatičkoj eri onlajn reputacija
postaje sve važniji faktor uspešnosti poslovanja. Razvija se
koncept upravljanja onlajn reputaciojom u hotelijerstvu.
Ady, M., & Quadri-Felitti, D. (2014).The Effect of Reviews
on Hotel Conversion Rates and Pricing. Preuzeto 29.
novembra 2015. sa http://www.trustyou.com/travelreviews-impact-hotel-conversion-rates-pricing-12883.
html
131
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
Barsky, J., & Waite, M. (2013). For Hospitality, Social Media Is Too Little Too Late. Market Metrix. Preuzeto 29.
novembra 2015. sa http://invattur.aimplas.es/ficheros/
noticias/116133043MMx_Social_Media_Too_Little_
Too_Late.pdf
Bhuiyan, T., Josang, A., & Xu, Y. (2010). Trust and reputation
management in web-based social network. In Usmani,
Zeeshan-Ul-Hasan (Ed.) Web Intelligence and Intelligent Agents. InTech, pp. 207-232.
Craig, D.E. (2010). How to cope with bad reviews. Preuzeto
29. novembra 2015. sa http://reknown.com/2010/11/
how-to-cope-with-bad-reviews-2/
Dešković, N. (2012). Kako do gosta putem interneta, ITDE
(International Travel and Destination Experience), Split,
www. internetpartner.hr
Dimitrakos, T. (2003). A Service-Oriented Trust Management Framework. International Workshop on Deception, Fraud and Trust in Agent Societies, Bologna, Italy
(pp. 53-72).
Freedman, O. (2013). Reputation Management. Corporate
Citizenship Conference, Auckland. Preuzeto 29. novembra 2015. sa http://legacy.grow.co.nz/corporatecitizenship-conference/
Grunig, J.E., & Hung, Ch. (2002). The Effect of Relationships
on Reputation And Reputation on Relationships: A
Cognitive, Behavioral Study. PRSA Educator’s Academy 5 th Annual International, Interdisciplinary Public
Relations Research Conference, Miami, Florida, March
8-10, 2002.
Kosar, Lj., & Bradić, M. (2014). Osnove poslovanja međunarodnih lanaca u hotelijerstvu. Novi Sad: Departman za
geografiju, turizam i hotelijerstvo, PMF.
Kosar, Lj., & Rašeta, S. (2005). Izazovi kvaliteta: menadžment
kvaliteta u hotelijerstvu. Beograd: Viša hotelijerska škola.
Manjgura. (2015). 10 zemalja koje najviše ulažu u online
oglašavanje. Preuzeto 29. novembra 2015. sa http://manjgura.hr/blog/10-zemalja-koje-najvise-ulazu-u-online
oglasavanje/#sthash.VJp8V3lY.dpuf
Mitić, S. (2009). Korporativna reputacija i konkurentska prednost. Marketing, 40 (3), 155-164.
Mui, L., Mohtashemi, M., & Halberstadt, A. (2002). A Computational Model of Trust and Reputation. Proceedings
of the 35th Hawaii International Conference on System
Science. Preuzeto 5. maja 2015. sa http://www.computer.org/csdl/proceedings/hicss/2002/1435/07/14350188.
pdf
Rakita, B., & Mitrović, I. (2007). Brend menadžment. Beograd: Savremena administracija.
Tanjug. (2015). Srbija na samom dnu svetske liste turizma u
društvu Ruande i Tanzanije. Preuzeto 5. maja 2015. sa
http://www.blic.rs/Vesti/Svet/556803/Srbija-na-samomdnu-svetske-liste-turizma-u-drustvu-Ruande-i-Tanzanije
TripAdvisor. (2015). TripAdvisor. Preuzeto 22. juna 2015. sa
www.tripadvisor.com
Veljković, S. (2010). Brend menadžment. Beograd: Ekonomski fakultet.
REPUTATION MANAGEMENT AS A KEY QUALITY COMPONENT IN HOTEL INDUSTRY
Abstract:
Proceeding from the essential meaning of quality in general and, in particular, the hotel industry, the
paper focuses on reputation as a key quality component of hotel products. Reputation management
is a process that is closely connected to the process of quality management. Quality is a dynamic and
changeable category that can and must be measured. Reputation appears as an indispensable indicator within the methodology and instruments of measurement i.e., assessment and quality control.
It is primarily related to online reputation that is gaining considerable importance. However, in the
domestic hospitality theory and practice, insufficient attention is still paid to reputation management. Therefore, this paper attempts to highlight the importance of reputation for complex quality
evaluation of hotel products. At the same time, it represents a significant step towards overcoming
the traditional approach to quality and implies constant monitoring of the effects of factors essential
for reputation, change identification, planning, organizing, leading and monitoring of the results
of activities undertaken with the aim to improve the reputation of hotel facilities, which further
contributes to upgrading the overall quality of hotel products.
132
Key words:
reputation,
management,
quality,
hotel industry.
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-133-139
UPRAVLJANJE ONLAJN ZAJEDNICAMA U HOTELIJERSTVU
Radmila Živković*, Angelina Njeguš, Jelena Gajić, Ivana Brdar, Ivana Mijajlović
Univerzitet Singidunum, Danijelova 32, Beograd, Srbija
Apstrakt:
Rast društvenih medija u velikoj meri je uticao na alate i tehnike komunikacija hotela sa korisnicima.
U današnje vreme hoteli koriste društvene medije u cilju reklamiranja, privlačenja novih, održavanja
odnosa sa postojećim korisnicima i članovima online zajednica. Cilj rada je ukazati na ulogu menadžera zajednice (Community manager - CM) u interakciji sa gostima hotela i drugim korisnicima
online zajednica kako bi se pratili njihovi stavovi, mišljenje, kao i zadovoljstvo pruženim uslugama.
Za razliku od CRM sistema koji podržavaju komunikaciju jedan prema jedan između preduzeća i
korisnika, CoRM podržavaju komunikaciju više prema članovima zajednice. Rezultati istraživanja
ukazuju da su hotelijeri prepoznali značaj ovakve komunikacije koja im omogućava donošenje
upravljačkih odluka koje utiču na profitabilnost hotela, lojalnosti gostiju i konkurentnost.
1. UVOD
Menadžeri turističkih preduzeća uprkos rastu broja društvenih i drugih digitalnih medija, nedovoljno koriste njihove
prednosti radi sticanja konkurentske prednosti. Deo problema leži u tome što se danas mešaju korisnici (Customers) sa
onlajn članovima društvenih zajednica (Community Members) i to usled sve veće popularizacije termina društveni sistemi za upravljanje odnosima sa korisnicima (Social CRM).
Članovi zajednice na mreži ne moraju obavezno biti i korisnici preduzeća, stoga Ang (2011) predlaže termin Upravljanje odnosima sa članovima zajednice (Community Relationship Management, CoRM). Praćenjem onlajn korisnika
zajednice, sagledavanjem njihovih aktivnosti, uključivanjem
i angažovanjem odnosno, sveukupnim upravljanjem odnosima sa članovima zajednice, preduzeća mogu poboljšati
svoju vidljivost, razvijati nove proizvode i usluge, negovati
javno mnjenje, kreirati i plasirati reklame, smanjiti troškove
opsluživanja, izgraditi lojalnost, poboljšati prodaju itd.
Učešće kolektivne inteligencije potencijalnih kupaca i
postojećih korisnika mogu poboljšati različite poslovne ciljeve uz pomoć društvenih medija. Prisustvo u društvenim
medijima pretpostavlja kao osnovni princip, sposobnost da
se prihvati kritika od svih vrsta interesnih grupa, kao i da se
na nju otvoreno odgovori (Kreutzer et al., 2015).
2. UTICAJ DRUŠTVENIH MEDIJA NA PONAŠANJE
KORISNIKA U TURIZMU
Društveni mediji uključuju različite tehnologije kao što
su: blogovi i mikroblogovi (npr. Tumblr), sajtovi za deljenje videa (npr. Youtube), sajtovi društvenih mreža (npr.
Facebook), sajtovi za deljenje slika (npr. Flickr), virtuelni
društveni svetovi (npr. Second Life), kolaborativni projekti (npr. Crowdsourcing), sistemi za upravljanje sadržajem
(npr. WordPress), sajtovi za deljenje sadržaja (npr. Slidesha* [email protected]
Ključne reči:
društveni mediji,
onlajn zajednice,
community manager (CM),
hotelsko preduzeće.
re), forumi i mnoge druge. Korisnici društvenih medija su
podstaknuti da objavljuju, dele interesovanja i da se sve više
angažuju. Dve najbitnije karakteristike društvenih medija
su: povezivanje ljudi i interpersonalni odnosi (Rodríguez,
2009). Generalno, društveni mediji se mogu podeliti u dve
velike grupe. Prvu grupu čine društvene mreže koje su bazirane na spremnosti korisnika da budu u kontaktu sa prijateljima i poznanicima i dele informacije o svom životu. Drugu
grupu čine servisi kao i sajtovi koji su bazirani na specifičnoj
temi koja je glavni razlog okupljanja ljudi koji razmišljaju
na sličan način (Juslen, 2009 ).
Mnogi autori ističu značaj društvenih medija za preporuku određenih turističkih proizvoda. Brojna istraživanja
ispitivala su uticaj društvenih medija poput Twitter-a, Facebook-a i Youtube na ponašanje korisnika u oblasti turizma.
U istraživanju koje je sprovedeno 2011. godine od strane
Google-a pokazano da čak polovina ljudi priznaje da na njihove planove u vezi putovanja utiču preporuke drugih ljudi
(International IPK, 2012).
Postavlja se kao logično pitanje u čemu je tajna uticaja
preporuka sa društvenih medija na ponašanje korisnika.
Kao jedan od glavnih faktora izdvaja se poverenje u istinitost date informacije. Istraživanje koje su sproveli Fotis et
al. (2012) u Sjedinjenim Američkim Državama, pokazalo je
da čak 82% potrošača čita on-line komentare sa namerom
da donese odluku o putovanju. Ispitanici smatraju da su komentari sa društvenih medija pouzdaniji nego informacije
koje se mogu naći na zvaničnim sajtovima, u turističkim
agencijama ili u reklamama. Većina ljudi priznaje da su komentari sa društvenih medija uticali na njihove planove u
vezi putovanja, pri čemu, više od polovine ispitanika (65%)
izveštava da su napravili određene izmene u svom originalnom planu, dok 15% ispitanika priznaje da su napravili
velike promene u svom prvobitnom planu, a koje su direktna posledica iskustava drugih ljudi koja su dostupna na
društvenim medijima.
133
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
Istraživanja sugerišu da je uticaj društvenih medija na-ročito vidljiv prilikom preporuke hotela, destinacije i lokacije.
Razlog leži u činjenici da su putnici spremni da podele svoja iskustva sa putovanja na društvenim medijima pri čemu
daju brojne relevantne informacije u obliku komentara, video zapisa, fotografija.
Što se tiče Facebook-a, pojedini autori smatraju da je za
kompanije bolje da kreiraju Facebook stranice umesto grupe.
Stranice su javne i svima lako dostupne, vidljive u internet
pretraživačima. Osim toga moguće je videti sadržaj određene stranice pre nego što se ta stranica počne pratiti. Na kraju,
bitno je naglasiti da se novosti sa stranice ažuriraju čime se
osigurava da potencijalni korisnik bude u toku.
Osim Facebook-a, hoteli mogu da koriste ostale sajtove
poput Youtube-a, Flickr-a, blogove kao i Twitter za kreiranje i deljenje sadržaja koji za cilj imaju privlačenje novih i
zadržavanje starih korisnika. Juslén (2009) ističe prednosti
vođenja blogova za poslovanje kompanije. On smatra da
kompanije koje vode blogove sugerišu svojim korisnicima
da su otvoreni za razgovor umesto jednostrane komunikacije koja je usmerena na prodavanje proizvoda tj. usluge.
Jedan od oblika vođenja bloga je i takozvani mikrobloging
(eng. Micro-blogging) koji se najčešće odnosi na vođenje
profila na Twitter-u. Ideja je da se u 140 karaktera artikuliše
zanimljiva poruka, takozvani tweet, koji bi trebao da zainteresuje korisnike.
Na osnovu analize, dolazi se do zaključka da je najbolja
strategija koristiti nekoliko društvenih platformi za promovisanje sopstvenog poslovanja što dovodi do povećanja
vidljivosti. Postoje podaci koji sugerišu da ukoliko se žele
privući turisti iz različitih delova sveta isti medij neće dati
iste rezultate. Tako se procenjuje da čak 74% internet korisnika u Japanu čita blogove, dok je u Sjedinjenim Američkim Državama taj procenat značajno manji i iznosi samo
27% internet korisnika (Kotler et al., 2010).
Prisustvo neke kompanije na društvenim medijima osim
što utiče na njenu vidljivost pruža i pregršt informacija koje
data kompanija može da iskoristi za planiranje novih aktivnosti, omogućava i merenje rezultata prethodnih akcija
i slično. (Lappas, 2011) Neki od ključnih podataka koji se
lako mogu pratiti su: broj posetilaca sajta, njihova aktivnost
na sajtu, broj novih korisnika do kojih se došlo preko sajta
kompanije ili veb pretraživača. Neke od korisnih veb alatki
su: Google AdWords i Google Analytics.
Google AdWords je alatka bazirana na ključnim rečima
i služi za povećanje vidljivosti, ali i za reklamiranje. Kompanije koje koriste ovu alatku imaju priliku da samostalno
odrede vidljivost reklame definišući region i jezik, biranjem
ključnih reči kao i teksta reklame i određivanjem budžeta.
Ono što ovu alatku čini posebno atraktivnom je činjenica da
je kreiranje reklame besplatno, kasnije se plaća po principu
“pay per click”. Drugim rečima, kompanije plaćaju samo
kada je potencijalni korisnik zaista kliknuo na reklamu
umesto da ju je samo pasivno video (https://www.google.
com/adwords/).
S druge strane, Google Analytics (http://www.google.
com/analytics/) je alatka koja služi za praćenje i analiziranje
onlajn aktivnosti na nekom veb-sajtu. Google Analytics daje
informacije o tome odakle su posetioci veb-sajta, šta rade na
sajtu, u kom trenutku napuštaju sajt. Osim toga, moguće
je izdvojiti najbolje ključne reči. Bitno je istaći da Google
Analytics može da analizira i aktivnost na socijalnim mrežama iako neke od njih već imaju svoje alate (npr. Facebook).
Društvene mreže su bogat izvor informacija o svojim
korisnicima, pa tako većina korisnika rado izveštava o svojim interesovanjima, hobijima. Osim toga, oni često prate
određene stranice i sadržaje koje su u vezi sa njihovim interesovanjima. Ove informacije omogućavaju slanje personalizovanih reklamnih poruka određenom korisniku. Dakle,
umesto prikazivanja svih reklamnih poruka ili umesto prikazivanja reklamnih poruka slučajnim izborom, sada postoji način da se na osnovu prethodnih interesovanja predvidi
koji bi sadržaj mogao da zanima pojedinačnog korisnika.
Na taj način i samo reklamiranje postaje efektnije.
Slika 1. Uloga menadžmenta zajednice
134
Izvor: Maggi (2011)
Sistemi za personalizovano reklamiranje najčešće se baziraju na data mining-u (Zhou et al., 2007). Za funkcionisanje ovakvog sistema neophodno je najpre prikupiti informacije o konkretnom korisniku (veb istorija, informacije
prilikom registracije, aktuelno ponašanje na Internetu), ali i
analizirati reklamne poruke. Kada dođe do preklapanja ovih
rezultata tada se određena reklamna poruka prikazuje konkretnom korisniku. Dakle, korišćenjem personalizovanog
reklamiranja, kompanije uspevaju da se istaknu u velikom
broju reklama kojima su svakodnevno izloženi internet korisnici, a koje neretko izazivaju dosadu pa čak i frustriranost
korisnika. Prikazivanje reklama samo onima koje bi taj sadržaj mogao zanimati utiče i na same troškove reklamne
kampanje. Osim toga, smanjuje se mogućnost razvijanja
negativnog odnosa korisnika usled prezasićenosti onim sadržajima koji ga možda, samo trenutno ne zanimaju.
3. ZNAČAJ UPRAVLJANJA ONLAJN
ZAJEDNICAMA
Upravljanje zajednicama (Community Management) je
važna tačka konekcije između preduzeća i ljudi, koja podstiče komunikaciju i angažovanost kroz zabavu, razgovor,
učestvovanje, podršku, kupovinu, znanje ili socijalizaciju
(slika 1).
Postojeći sistemi za upravljanje odnosima sa korisnicima (Customer Relationship Management, CRM) se pre
svega odnose na primenu strateških, analitičkih i operacionih alata koji će automatizovati sveukupne odnose sa postojećim korisnicima. CRM uključuju upravljanje životnim
ciklusom korisnika, razvoj portfolija, migraciju sa jednog
segmenta na drugi, upravljanje iskustvima i dr. Korisnici
mogu, ali i ne moraju koristiti društvene medije. Za razliku
od CRM-a, CoRM obuhvata praćenje korisnika društvenih
zajednica koji koriste društvene medije radi povezivanja,
konverzacije, kreiranja ili saradnje (Slika 2).
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
Slika 2. Odnos CRM-a i CoRM-a
Izvor: Ang (2011)
Hotelijeri su odavno otkrili da informacije u komentarima njihovih gostiju omogućavaju donošenje upravljačkih
odluka koje utiču na profitabilnost hotela i povećanje lojalnosti gostiju (Rosman et al., 2013). Za razliku od CRM
sistema koji podržavaju komunikaciju jedan prema jedan
između preduzeća i korisnika, CoRM podržavaju komunikaciju više prema članovima zajednice. Da bi opstao konkurentan u digitalnom svetu, hotel mora da se bavi svojim
korisnicima preko društvenih medija, kako zbog povećanja
svesti o brendu, tako i zbog izgradnje odnosa sa novim i lojalnim potrošačima. Sa druge strane, komunikacija pomaže
interpersonalnoj edukaciji zaposlenih i efikasnijem procesu
pružanja usluga (Lim, 2010).
Većina velikih hotela formirala je namenske timove koji
dnevno prate komentare korisnika na društvenim mrežama, obezbeđujući brze odgovore na svako njihovo pitanje.
Nova uloga community manager (menadžera zajednice)
u hotelima ima zadatak da koristi savremene alate u cilju
upravljanja društvenim zajednicama (Slika 3).
Slika 3. Zadaci menadžera zajednice
Izvor: https://www.enterpriseirregulars.com/66024/todays-community-manager-skills-savvy-engagement-social-data-business/
135
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
Zadovoljstvo potrošača i profitablinost su usko povezani sa kvalitetom proizvoda i usluga (Živković, 2014). Svaka
interakcija sa korisnikom ili gradi ili narušava vrednost u
tom odnosu utičući na budući kontakt. Upravo zbog toga,
community manager predstavlja veoma važan deo u komunikaciji hotelskog preduzeća i korisnika kojima se obraća.
To je osoba koja je zadužena za održavanje korporativnih
profila hotela na društvenim medijima kao što su Facebook,
Twitter, Youtube, LinkedIn i slično.
Zadatak community manager-a (CM) hotelskog preduzeća je da, osim što objavljuje sadržaj na društvenim medijima u ime hotela, bude moderator komunikacije između
članova zajednice okupljenih na različitim društveno-mrežnim odredištima koje povezuje neki zajednički interes. Ovu
zajednicu mora dobro da poznaje, da zna njene reakcije,
kada je aktivna, a kada neaktivna. CM ima zadatak da traži
i da kreira sadržaj koji će biti interesantan, koristan i dovoljno vredan da ga posetilac nagradi svojom pažnjom, lajkuje
ili komentariše. Samo kvalitetan i relevantan sadržaj može
biti ono što će držati pažnju posetilaca prezentacije. Pored
toga, CM je u konstantnoj komunikaciji sa posetiocima i
upoznat je sa tržištem, trendovima, konkurencijom. Njegov posao je da zastupa hotel na društvenim medijima i
da bude onlajn ambasador brenda hotela koga predstavlja
(The Community Roundtable, 2015). Prema istraživanjima
Laroche et al. (2012), gde je bio uključen 441 ispitanik, prikazano je da aktivnost u društvenim zajednicama ima direktan, pozitivan efekat na poverenje i poboljšanje lojalnosti
brendu.
Za korisnike zajednica, CM bi trebalo da bude stalno
dostupan. Njegovo radno vreme bi trebalo da zavisi od ritma zajednice njegovih fanova i pratilaca. Na pitanja korisnika bi trebalo da odgovara u što kraćem roku i da je
uvek raspoložen za neobavezan razgovor s njima. CM treba
da prati ponašanje i navike svojih korisnika koristeći metrike društvenih medija. Statistika, izrada izveštaja, prikaz
rezultata i praćenje aktivnosti na društvenim medijima je
važan aspekt ovog posla i rezultira vrednim pokazateljima
prilikom planiranja budućih aktivnosti hotelskog preduzeća. Prezentacija pravih podataka, na pravi način i u pravo
vreme je ključna za menadžment hotela u cilju uspešnijeg
poslovanja hotela.
Potrebno je da CM ulaže dosta vremena u edukaciju i
praćenje svih novina u svetu društvenih medija, tehnologija
i trendova. Jedna naizgled mala promena u algoritmu pri-
kaza objava korisnicima Facebook-a ponekad znači pravu
revoluciju. CM, osim što treba da bude upoznat sa svim
promenama sa kojima se svakodnevno susreće na društvenim medijima, konstantno mora da testira mogućnosti za
poboljšanje odnosa s korisnicima i predlaže ideje kojima će
zajednicu još više osnažiti, povezati i povećati.
Pristup strategiji nastupa na društvenim medijima uvek
mora biti proaktivan, pri čemu veliku ulogu ima kreativnost, jer smisliti Facebook status ili objavu na Twitter-u od
140 znakova zahteva puno više truda i promišljanja nego
što bi se na prvi pogled moglo učiniti. On ponekad mora
biti kratak i jasan, ponekad opširan, ponekad ozbiljan, ponekad duhovit, a neretko zanimljivošću prikriveno promotivan. Budući da je format ograničen, veoma je važno
da je svaka reč odgovarajuća i u skladu sa gramatikom i
pravopisom.
Intervju (Mackenzie, 2015) sa CM-om hotelske korporacije Fairmont, koji ima više od 128.000 pratilaca na
Twitter-u, objašnjava Twitter strategiju tog hotelskog lanca
za komuniciranje sa budućim, sadašnjim i pređašnjim korisnicima. Naime, Taylor ističe da su glavni ciljevi njihove
Twitter strategije: razvijanje svesti o njihovom brendu kao
i podsticanje na dijalog svih zainteresovanih strana sa ovim
hotelskim lancem, kako bi se saznalo šta oni žele da znaju o
njima i o čemu žele da razgovaraju. Taylor priznaje da oni
sa svojim pratiocima dele sve ono što misle da je vredno.
Iako Twitter nije primarno zamišljen kao alat za prodaju,
on smatra da, ukoliko imaju ponudu sa odličnom cenom,
istu će rado podeliti sa svojim pratiocima na Twitter-u. On
je takođe priznao da se trude da svoje pratioce obaveste o
detaljima koje ranije nisu znali, a vezani su za njihov brend.
Postoje mnogi alati koji olakšavaju posao community
managera. Jedan od alata čije će se funkcionalnosti prikazati u ovom radu je Commun.it, alat za upravljanje Twitter
zajednicom (Slika 4). Funkcionalnosti ovog alata su: nadgledanje (monitoring) šta članovi zajednice pišu o brendu
ili poslovanju kompanije; sagledavanje ko je sve linkovan
na veb-sajt kompanije; prikupljanje informacija o novim
članovima; sagledavanje ko je sve uključen u zajednici; praćenje relevantnih članova; sagledavanje koji članovi prate
(follow), a koji su se nedavno odjavili; segmentiranje članova u grupe kako bi se lakše upravljalo zajednicom; upravljanje višestrukim nalozima sa jednog mesta; izveštavanje o
angažovanosti članova zajednice.
Slika 4. Prikaz ekrana Commun.it
136
Izvor: https://commun.it
4. ANALIZA IZABRANIH PLANINSKIH HOTELA
SRBIJE I BUGARSKE PREMA AKTIVNOSTIMA
KORISNIKA NA DRUŠTVENIM MREŽAMA
Trend društvenih medija nije zaobišao ni Srbiju. Istraživanje (Bulut et al., 2012) potvrdilo je da i korisnici društvenih medija u Srbiji koriste društvene mreže u svrhu
informisanja o putovanju (i to čak 68%) pri čemu više od
polovine ispitanika (53%) tvrdi da dele samo pozitivna iskustva, dok 28% deli kako pozitivna tako i negativna iskustva.
Na kraju značajan broj ispitanika (47%) je rekao da komentari drugih ljudi na društvenim mrežama utiču na donošenje odluke o putovanju.
Strateško korišćenje tehnologije je jedna od najvažnijih marketinških mogućnosti koje hotelsko preduzeće ima
u ovom trenutku. Sa ciljem da predstavimo aktivnosti na
društvenim medijima u hotelskoj industriji, urađena je analiza planinskih hotela Srbije i Bugarske, kako bi se sagledalo
angažovanje domaćih planinskih hotela u odnosu na hotele
susednih zemalja. U radu su analizirane aktivnosti sledećih
hotela:
◆ hotel Grand & Spa, Kopaonik,
◆ hotel Falkensteiner, Stara Planina,
◆ hotel Jat Apartmani, Kopaonik,
◆ hotel Premier Luxury Mountain Resort, Bansko, Bugarska
◆ hotel Festa Winter Palace, Borovec, Bugarska i
◆ hotel Pamporovo, Pamporovo, Bugarska
Period praćenja i analize aktivnosti odabranih hotela vršena je u dvonedeljnom periodu od 07.05.2015. do
20.05.2015. Rezultati analize su prikazani u tabeli 1, gde je
predstavljen uporedni pregled zastupljenosti i aktivnosti
hotela na društvenim medijima.
Veb-sajt
Facebook
Twitter
YouTube
Linkedin
TripAdvisor
Virtual Tour
Tabela 1. Pregled zastupljenosti i aktivnosti hotela na
društvenim medijima
Grand hotel & Spa
Kopaonik







Falkensteiner hotel
Stara planina







Društveni
mediji
Hoteli
JAT apartmani
Kopaonik
Premier Luxury
Mountain Resort
Bansko
Hotel Pamporovo
Pamporovo


-

-











profil
-
-
-


Festa Winter Palace Hotel Borovec


-




Prvo mesto u ovoj analizi zauzima hotel Premier Luxury
Mountain Resort, iz bugarskog planinskog centra Bansko,
koji je dostupan na većini popularnih medija i spreman da
odgovara na pitanja, primedbe i pohvale gostiju. Mogućnost
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
onlajn rezervacije, onlajn razgovora sa operaterima, kao i
odlične ocene na društvenoj mreži Facebook i sajtu TripAdvisor govore o spremnosti hotela da pruži kvalitetnu uslugu
i uvek sasluša mišljenja svojih gostiju.
Poslednje mesto u ovoj analizi pripada hotelu Pamporovo, čiji menadžment još uvek nije shvatio važnost popularnih
društvenih medija u odnosima sa potrošačima. Naime, ovaj
hotel koristi veoma zastarelu internet prezentaciju preko koje
je komunikacija teška i spora. Ne koriste društvenu mrežu
Twitter, a na Facebook-u koriste profil umesto stranicu. Stiče
se utisak da se njihov profil na Facebook-u retko ažurira i da
ne postoji interesovanje hotelskih radnika za komunikacijom
sa potrošačima. Na TripAdvisor-u je čak primećeno da nezadovoljstvo njihovom hotelskom uslugom raste.
Na osnovu sveukupne analize stanja aktivnosti hotela
na društvenim medijima dolazi se do zaključka da hoteli
iz Srbije i Bugarske nisu dovoljno otvoreni po pitanju prilagođavanja savremenim oblicima e-komunikacije u cilju
održavanja boljih odnosa sa potrošačima.
Alat Facebook Competitive Analysis pruža mogućnost
uporedne analize konkurentnosti stranica od dva do deset
preduzeća na Facebook-u tako što meri aktivnosti izabranih
stranica u poslednje dve nedelje i analizira konkurentsku
poziciju, performanse i udeo na tržištu. Zanimljivo je istaći
da ovaj alat nudi preuzimanje analize u Excel i Power Point
formatima kako bi se izveštaj lakše predstavio poslovnim saradnicima. U ovu analizu nije bilo moguće uključiti hotel
Pamporovo jer koristi Facebook profil koji ne omogućava
javni uvid u više informacija članovima ove društvene mreže.
Sl. 5 prikazuje analizu kojom je utvrđeno da ukupan
broj pratilaca tj. fanova odabranih hotela na društvenoj
mreži Facebook iznosi 134.000. Na prvom mestu, po broju
pratilaca, nalazi se hotel Premier Bansko Luxury Resort, sa
89.000 pratilaca. Potom slede: Hotel Grand & Spa sa 33.100
pratilaca, hotel Falkensteiner Stara Planina sa 10.100 pratilaca, hotel Festa Winter Palace sa 1.161 pratilaca i na kraju,
hotelski kompleks Jat Apartmani sa 1.137 pratilaca. Važno
je istaći da nisu svi pratioci aktivni u diskusijama, posećivanju stranica, kao i praćenju sadržaja koje ovi hoteli dele sa
svojim fanovima. Na grafikonu 1 se prikazuje broj Facebook korisnika koji su bili aktivni u poslednje dve nedelje na
stranicama hotela koje prate. Predvodnik u ukupnom broju
pratilaca je hotel Premier Luxury Mountain Resort, dok je
predvodnik po broju aktivnih pratilaca hotel Grand & Spa.
Slika 5. Aktivni pratioci u periodu
od 07.05.2015 do 20.05.2015
137
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
U nastavku ove analize ispitivana je aktivnost stranica
odabranih hotela u dvonedeljnom periodu i utvrđeno je da
su samo 3 hotela ažurirala svoje stranice dodavajući nove
sadržaje i informacije i to Hotel Grand & Spa, kompleks
Jat Apartmani kao i hotel Premier Luxury Mountain Resort.
Ostala dva hotela, Falkensteiner Stara planina i Festa Winter
Palace, poslednja ažuriranja na Facebook stranici beleže 24og, odnosno 20-og aprila 2015. godine.
Sl. 6 prikazuje analizu koja pokazuje da su u posmatranom periodu objavljene 23 fotografije, koje su imale čak
728 interakcija. Primećeno je da se hotelski kompleks Jat
Apartmani ističe po broju objavljivanja sadržaja na ovoj
društvenoj mreži, ali i da se hotel Grand & Spa ističe po
najvećem broju interakcija tj. sviđanja i deljenja objavljenih
sadržaja od strane korisnika tj. pratilaca. Na grafikonu 2 je
predstavljen uporedni prikaz objava i interakcija na stranicama pomenutih hotela.
menadžmenta hotela o kvalitetu usluge, kao i odnosu prema
potrošačima. Hoteli koji su na vreme prepoznali važnost
kvalitetne usluge dobijaju više ocene na ovom turističkom
sajtu. Hoteli čija usluga nije ispunila očekivanja korisnika
beleže niže ocene, ali im se pruža prilika da iz iskustava,
ocena i komentara svojih bivših gostiju saznaju načine unapređenja svojih usluga.
Većina planinskih hotela Srbije i Bugarske je uključena
u savremene vidove komunikacije sa potrošačima. Svaki od
analiziranih hotela je dostupan preko više kanala, međutim
u nedovoljnoj meri, jer pored mogućnosti komunikacije
treba pokazati spremnost menadžmenta da u potpunosti
komunicira sa potrošačima. Dobar primer svakako predstavljaju Facebook stranice hotela Grand & Spa, kompleksa
Jat Apartmani kao i hotela Premier Luxury Mountain Resort. Loš utisak odaje hotel Pamporovo koji na pomenutoj
društvenoj mreži koristi profil i ne pruža mogućnost javnog
uvida u informacije. Na sajtu TripAdvisor ističe se hotel Premier Luxury Mountain Resort, čiji menadžment redovno
odgovara na pozitivne kao i negativne komentare gostiju.
Na osnovu sprovedene analize može se zaključiti da je,
za uspešno hotelsko poslovanje neophodan dobar odnos
sa korisnicima i svim zainteresovanim stranama. Potrebno je da hotel bude dostupan za razgovor preko što više
kanala komunikacije. Stranice na medijima poput Facebook-a, Twitter-a, Youtube-a se moraju stalno dopunjavati i
ne treba dopustiti da se potencijalni korisnici informišu na
osnovu starih i neproverenih informacija.
LITERATURA
Slika 6. Prikaz aktivnosti na stranicama hotela
u periodu od 07.05.2015 do 20.05.2015.
U pomenutom periodu pratioci ovih hotela na društvenoj mreži Facebook nisu objavili nijedan komentar te analiza nije mogla da da odgovor na pitanje koji je procenat
odgovora od strane hotela na komentare gostiju. Direktnim
uvidom u ranije komentare dolazi se do zaključka da su
gore pomenuti hoteli redovno odgovarali na pitanja pratilaca. Na kraju ove analize dolazi se do zaključka da je hotel
sa najpopularnijom Facebook stranicom hotel Grand & Spa,
koji iako nema najveći broj ukupnih pratilaca svakako ima
najveći broj aktivnih pratilaca kao i najveći broj interakcija.
5. ZAKLJUČAK
138
Razvoj društvenih medija je promenio način poslovanja hotelskih preduzeća i njihov odnos prema potrošačima.
Savremeni potrošači koriste sofisticirane tehnologije te su
i bolje informisani, a samim tim i zahtevniji. Poznavanje
potreba potrošača kao i održavanje odnosa sa njima predstavljaju ključnu kariku u uspešnom poslovanju hotelskog
preduzeća i njegovoj konkurentnosti na tržištu.
Zahvaljujući alatima za praćenje korisnika na društvenim medijima, hotelska preduzeća mogu da saznaju više
o korisnicima. Community manager-i imaju ključnu ulogu
u on-line komunikaciji sa korisnicima. Turistički sajt TripaAdvisor.com postaje prva stanica putnika koji na osnovu
ocena i komentara ljudi koji su u određenom hotelu boravili, donosi konačnu odluku. Ovaj sajt, takođe menja svest
Ang, L. (2011) Community relationship management and
social media. Journal of Database Marketing & Customer Strategy Management, 18, 31-38. doi:10.1057/
dbm.2011.3.
Blackwell et al. (2006). Prema Rodríguez, I.L. (2009). Social
Media in Tourism Behaviour. France: Bournemouth
University, Universite de Savoie.
Bulut, I., Radenković-Šošić, B., & Zeremski, A.V. (2012).
Tourist destination branding on social networks. Industrija, 40 (2), 157-174.
Fotis, J., Buhalis, D., & Rossides, N. (2012). Social media use
and impact during the holiday travel planning process.
Berlin: Springer.
Google. (2015a). Analytics. Preuzeto 01. juna 2015. sa http://
www.google.com/analytics/
Google. (2015b). Adwords. Preuzeto 01. juna 2015. sa https://
www.google.com/adwords/
International IPK. (2012). ITB World Travel Trends Report
2012/2013. Berlin: Messe Berlin GmbH.
Juslén, J. (2009). Netti mullistaa markkinoinnin: Hyödynnä
uudet mahdollisuudet. Helsinki: Talentum.
Kotler, P., Kartajaya, H., & Setiawan, I. (2010). Marketing 3.0:
From Products to Customers to the Human Spirit. Hoboken, NJ: Wiley.
Kreutzer, H.L. (2015). Digital Darwinism Branding and Business Models in Jeopardy. Berlin: Springer.
Lappas, G. (2011). Social multimedia mining: trends and
opportunities in areas of social and communication
studies. In I. Ting, T. Hong & L. Wang (Ed.) Social
Network Mining, Analysis, and Research Trends: Techniques and Applications Hershey. PA:Information Science Reference.
Laroche, M., Habibi, M.R., Richard, M.O., & Sankaranarayanan, R. (2012). The effects of social media based brand
communities on brand community markers, value creation practices, brand trust and brand loyalty. Computers in Human Behavior, 28 (5), 1755-1767.
Lim, W. (2010). The Effects of social media networks in the
hospitality industry. Las Vegas: University of Nevada.
Mackenzie, J. (2015). Fairmont Hotels explains their Twitter
Strategy: Interview with PR Manager. Preuzeto 01. Juna
2015. sa http://www.hotelmarketingstrategies.com/fairmont-hotels-twitter-2494/
Maggi, S. (2011). The Connection between brands and people:
News. Preuzeto 01. juna 2015. sa http://wearesocial.it
Njeguš, A. (2010). Informacioni sistemi u turističkom poslovanju. Beograd: Univerzitet Singidunum.
Rodríguez, I.L. (2009). Social Media in Tourism Behaviour.
Chambéry: Bournemouth University, Université de
Savoie.
Rosman, R., & Stuhura, K. (2013). The Implications of Social
Media on Customer Relationship Management and the
Hospitality Industry. Journal of Management Policy and
Practice, 14(3), 18-26.
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
The Community Roundtable. (2015). What Defines a Community Manager? Preuzeto 01. juna 2015. sa http://
www.communityroundtable.com/definitions-bestpractices/what-defines-a-community-manager
Universal McCANN. (2008). Power to the people Social media tracker: Wave 3. Preuzeto 01. juna 2015. sa http://
www.slideshare.net/mickstravellin/universal-mccanninternational-social-media-research-wave-3
Zhou, N., Chen, Y., & Zhang, H. (2007). Study on Personalized Recommendation Model of Internet Advertisement. In Integration and Innovation Orient to E-Society: Volume 2 (pp. 176-183). New York: Springer. doi:
10.1007/978-0-387-75494-9_22
Živković, R. (2014). Ponašanje i zaštita potrošača u turizmu.
Beograd: Univerzitet Singidunum.
ONLINE COMMUNITY MANAGEMENT IN HOSPITALITY
Abstract:
The development of social media has significantly altered the communications tools and techniques used by the hotels in interaction with their existing and prospective customers. Nowadays,
the hotels mainly use social media for advertising purposes, as well as for attracting new customers,
maintaining ongoing relationships with the existing customers and members of online communities.
The principal aim of the paper is to highlight the role of community managers (CM) in interaction
with hotel guests and other users of online communities in order to be conversant with their attitudes,
opinions, and satisfaction with the services provided. Unlike CRM systems that emphasize personalized interactions with customers, CoRM systems advocate communication with the members of the
community. Research results indicate that hotel managers have recognized the importance of this
type of communication as it enables them to make managerial decisions that affect the profitability
of hotels and growth of customer loyalty and competitiveness.
Key words:
social media,
online communities,
community manager (CM),
hotels.
139
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-140-145
UPRAVLJANJE ONLAJN KOMUNIKACIJOM
S KORISNICIMA HOTELSKIH USLUGA
Saša Mašić*
Visoka hotelijerska škola strukovnih studija, Kneza Višeslava 70, Beograd
Apstrakt:
eWOM (electronic word-of-mouth) portali imaju sve veći značaj na savremenom hotelskom tržištu,
a posledično i sve veći uticaj na poslovne performanse hotela. Savremeni hotelski potrošači se sve
češće informišu o hotelima koristeći iskustva drugih ljudi na eWOM portalima. Rezultati istraživanja
sprovedenog za potrebe ovog rada ukazuju na rastuću sklonost potrošača da svoja iskustva u pogledu korišćenih hotelskih proizvoda podele sa drugima preko portala TripAdvisor. Tako je u 2010.
godini na svakih 1.000 registrovanih dolazaka turista u destinacije uključene u uzorak registrovano
0,64 recenzija, da bi taj broj u 2014. godini porastao na 2,96. Brojni eWOM portali daju mogućnost
menadžmentu hotela da odgovori na objavljene recenzije. Odgovor menadžmenta na publikovane
recenzije je jedan od instrumenata koji može doprineti boljem imidžu hotela na eWOM portalima. S
obzirom na značaj tih portala na savremenom hotelskom tržištu menadžment hotela mora pristupiti
planski ovom problemu i razviti organizacione procedure koje bi obezbedile što bolju promociju
hotela. Rezultati istraživanja sprovedenog za potrebe ovog rada ukazuju da je u 2010. učešće recenzija
na koje je menadžment odgovorio iznosilo oko 8,5%, dok je 2014. godine ono bilo oko 40%. Prema
rezultatima sprovedenog istraživanja spremnost menadžmenta da odgovori na publikovane recenzije
na portalu TripAdvisor u vezi je sa kategorijom hotela. Tokom posmatranog perioda kod hotela
najviše kategorije zabeležen je najviši procenat odgovora menadžmenta na objavljene recenzije. U
isto vreme, odgovori na publikovane ocene kod hotela najniže kategorije nisu registrovani.
1. UVOD
140
Korišćenje interneta je postalo deo svakodnevice za veliki
broj ljudi, pogotovo u razvijenim zemljama. Prema podacima portala Internet Live Stats broj aktivnih korisnika interneta u svetu premašio je 3 milijarde korisnika, što predstavlja
oko 42,4% ukupnog broja stanovnika. Između kontinenata i
regiona postoje značajne razlike. Najmanje učešće internet
korisnika u populaciji je registrovano u Africi i iznosilo je
27,5%, dok je najveće učešće zabeleženo u Severnoj Americi
– 86,9%, Australiji – 72,1% i Evropi – 70,4% (Internet Live
Stats, 2015).
Korisnici danas na Internet-u vrlo lako mogu pronaći
čitav niz informacija o turističkoj ponudi kako na nivou turističkih destinacija tako i na nivou pojedinačnih pružaoca
usluga, uključujući i hotele. Paralelno se razvijaju i različita
softverska rešenja koja korisnicima omogućavaju međusobnu razmenu iskustava u pogledu korišćenja različitih proizvoda ili usluga.
Potrošači hotelskih usluga na internetu mogu pronaći
brojne informacije o hotelima koristeći različite informacione izvore. Oni mogu informacije potražiti na zvaničnim
sajtovima hotela, na sajtovima različitih posrednika između
* [email protected]
Ključne reči:
eWOM,
upravljanje onlajn reputacijom,
TripAdvisor,
hoteli.
potrošača i hotela, na društvenim mrežama, ali i na specijalizovanim portalima koji omogućavaju razmenu iskustava između korisnika usluga. Takvi portali omogućavaju
elektronsku komunikaciju „od usta do usta“ i u literaturi
se često nazivaju eWOM portali – electronic word-of-mouth
(Hennig-Thurau & Walsh, 2003; Goldsmith & Horowitz,
2006; Litvin et al., 2008; Bronner & De Hoog, 2010; Purnawirawan, De Pelsmacker & Dens, 2012). Takve sadržaje
na internetu nazivaju i „Travel 2.0”(Middleton et al., 2009:
266), sadržajima generisanim od strane korisnika (User Generated Content – UGC) kao sadržajima generisanim od
strane potrošača (Consumer Generated Content – CGC).
Tradicionalna promocija „od usta do usta“ (word of
mouth-WOM), je u savremenim uslovima u značajnoj meri
supstituisana elektronskom komunikacijom između korisnika koji se, za razliku od tradicionalnog modela (WOM)
međusobno ne poznaju. Takođe komentari i kritike nisu
više dostupni samo osobama kojima su direktno bili upućeni, već praktično svim zainteresovanim Internet korisnicima. Može se zaključiti da je eWOM uticajniji od tradicionalne promocije „od usta do usta“ i to zbog svoje brzine,
komfora, izostanka pritiska koji se može javiti u komunikaciji ljudi „licem u lice“ i činjenice da je recenzija koju je
napisao jedan potrošač dostupna velikom broju korisnika
portala (Sun et al., 2006: 1106, prema Phelps et al., 2004).
Ovaj aspekt komunikacije postaje posebno značajan u slučaju usluga imajući u vidu njihovu neopipljivost i teškoće
u poređenju različitih alternativa tokom procesa kupovine
(Litvin et al., 2008). Potencijalni potrošači na eWOM portalima imaju pristup iskustvima drugih korisnika koji su
prethodno koristili usluge hotela za koje su oni zainteresovani. Ovakvi portali postaju izuzetno važan informacioni
izvor za druge potencijalne korisnike hotelskih usluga (Pan
et al., 2007). U literaturi se govori o tome da savremeni korisnici hotelijerskih usluga mogu unapred kreirati jednu vrstu posrednog iskustva jer oni i pre konzumacije hotelskih
usluga formiraju određena očekivanja na osnovu iskustava
drugih korisnika koje su oni podelili publikovanjem svojih
recenzija na eWOM portalima (Sparks & Browning, 2011).
Jasno je da savremeni potrošači postaju sve informisaniji i
sofisticiraniji.
Pored tradicionalnih faktora kao što su lokacija, brend,
sadržaji, cena usluge, programi lojalnosti, na izbor hotela na
savremenom hotelijerskom tržištu utiču i ocene i komentari
korisnika njihovih usluga, dostupni na internetu (Mašić et
al., 2014). eWOM se preovlađujuće koristi kao informacioni
izvor na savremenom hotelijerskom tržištu i ima potencijal
za značajan uticaj u procesu donošenja odluka od strane potrošača (Xie et al., 2011). U izveštaju World Travel Market
2013 Industry Report (str. 28) se kao glavni informacioni
izvori pri planiranju putovanja britanskih turista navode
rezencije sa eWOM portala kao što je TripAdvisor (27%),
lične preporuke (18%), informacije sa portala turističkih
organizacija (14%), turističkih priručnika (14%), specijalizovanih turističkih magazina (5%), novina (5%), blogova
(3%), turističkih aplikacija (3%), društvenih mreža (3%) i
ostalih izvora (8%). Anderson (2012: 7) u svojoj studiji prenosi rezultate istraživanja sprovedenog od strane Market
Metrix-a, publikovanih u januaru 2010. godine u časopisu
Hotel & Motel Management, a prema kojima čak 51% potencijalnih hotelskih gostiju pri izboru hotela koristi i analizira iskustva gostiju koji su već koristili usluge tog hotela.
Prema statističkim podacima preuzetih sa portala Travelindustrywire.com onlajn recenzije na eWOM portalima su
uticali na proces rezervacije hotelskih usluga kod čak 84%
potencijalnih hotelskih gostiju (Wu, 2013: 12). Kod Tuominen-a (2011: 3). se navodi još veći procenat – 88%. Jasno je
da sadržaji kojima su hoteli predstavljeni na eWOM portali
imaju snažan uticaj na izbor hotela od strane potrošača.
Vermeulen i Seegers (2009: 126) navode da je taj uticaj
izraženiji u slučaju hotela koji ne posluju pod široko međunarodno prepoznatljivim brendovima. Potrošači su u
većoj meri familijarizovani sa ponudom hotela koji posluju
pod globalnim hotelskim brendovima koji podrazumevaju
implementaciju čitavog niz standarda u svom poslovanju.
Potrošači često imaju formirane stavove u pogledu kvaliteta
usluge globalnih hotelskih brendova, dok to nije slučaj kod
nebrendiranih hotela. Teže je menjati već formirane stavove
potrošača u odnosu na situaciju kada ti stavovi još uvek nisu
formirani – što je slučaj kod nebrendiranih hotela (Čačić
& Mašić, 2013). U isto vreme međunarodne hotelske korporacije, često u saradnji sa pružaocima komplementarnih
usluga, kao npr. velikim avio kompanijama, kreiraju stimulativne programe lojalnosti koji svakako za posledicu imaju
izvesno slabljenje uticaja objavljenih komentara na eWOM
portalima na izbor hotela.
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
Na internetu postoji veliki broj hotelskih eWOM portala. Značajan deo onlajn posrednika je na svojim sajtovima
omogućio korisnicima da nakon korišćenja hotelske usluge
koju su preko njih rezervisali dobiju i mogućnost da napišu recenziju koja je zatim dostupna svim zainteresovanim
internet korisnicima. Tako je danas ta opcija dostupna recimo korisnicima portala booking.com, hotels.com i brojnim
drugim.
Jedan od ubedljivo najpopularnijih eWOM portal je TripAdvisor (Xiang & Gretzel, 2010; Anderson, 2012: 8). Prema podacima dostupnim na samom portalu TripAdvisor u
proseku beleži oko 375 miliona poseta na mesečnom nivou.
Na portalu je dostupno neverovatnih 250 miliona ocena različitih turističkih usluga. Na njemu je predstavljeno i ocenjeno preko 950.000 hotela. Pored mogućnosti pristupa sadržajima preko računara, TripAdvisor-u se može pristupiti
i preko mobilnih platformi putem za tu svrhu razvijenih
aplikacija koje je preuzelo i koristi 215 miliona korisnika.
Informacije dostupne na eWOM portalima kao što je
TripAdvisor-u nisu od značaja samo za potencijalne korisnike hotelskih usluga već i za menadžment hotelskih preduzeća i to po više osnova.
Menadžment hotelskih preduzeća ove portale može koristiti kao izvore informacija o usklađenosti hotelske ponude
sa očekivanjima gostiju. Gosti čija su očekivanja zadovoljena
ili čak prevaziđena će to i napisati u svojim recenzijama, dok
će oni čija očekivanja nisu ispunjenja često biti još jasniji
ukazujući na elemente hotelskog proizvoda koji su izazvali
njihovo nezadovoljstvo. Te kritike menadžment hotela treba da shvati ozbiljno i da ih posmatra kao jasan indikator
nužnosti određenih promena u cilju prilagođavanja ponude
zahtevima potrošača. Prilagođavanje ponude koje svoj izvor
ima u recenzijama publikovanim na portalu TripAdvisor
se u literaturi naziva i TripAdvisor efekat (Cunningham et
al., 2010: 2).
U isto vreme menadžment hotela može steći uvid i u
nivo satisfakcije potrošača ponudom konkurentskih objekata i na taj način jasno identifikovati komparativne prednosti
i nedostatke.
Čak i pre pojave eWOM portala menadžment hotela
je imao mogućnost obezbeđenja povratne informacije od
strane potrošača o usklađenosti pojedinih segmenata hotelske ponude sa očekivanjima i zahtevima potrošača. To
se postiže analizom anketnih listova koji su distribuirani
gostima, kao i analizom sadržaja knjiga utisaka. Međutim
popunjeni anketni listovi i njihova statistička obrada su bili
dostupni samo menadžmentu pojedinog hotela, dok su u
slučaju eWOM portala ti sadržaji praktično dostupni svim
zainteresovanim internet korisnicima. Zato je za menadžment hotela od izuzetne važnosti da eWOM posmatra ne
samo kao informacioni izvor, već i kao savremen i vrlo efikasan kanal promocije.
S obzirom na značaj eWOM portala na savremenom
hotelijerskom tržištu može se zaključiti da je vrlo važno
upravljati onlajn imidžom hotela. Imajući u vidu trendove na tržištu, pogotovo u pogledu kanala prodaje hotelskih
usluga kao i promene u ponašanju potrošača, jasno je da
onlajn imidž direktno utiče na nivo ostvarenih prihoda hotela i samim tim je nešto suviše ozbiljno da bi bilo prepušteno slučaju. Anderson (2012: 11) navodi da poboljšanje
prosečne ocene hotela za 1 poen (na petostepenoj skali) daje
mogućnost menadžmentu hotela da poveća cene usluga za
141
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
oko 11,2%, a uz zadržavanje istog stepena popunjenosti
kapaciteta i tržišnog učešća. On dalje navodi da povećanje
prosečne ocene hotela za 1% obezbeđuje povećanje RevPAR
(Revenue Per Available Room – prihodi po osnovu realizacije usluge smeštaja po sobi) za 1,42%. Ye et al. (2009:
181) sugeriše da pozitivne onlajn recenzije mogu značajno
povećati obim prodaje hotelskih usluga i nagoveštava da
poboljšanje prosečne ocene od 10% obezbeđuje povećanje
obima prodaje od 4,4%.
Potrebno je kontinuirano pratiti sadržaje koje korisnici
kreiraju i po potrebi i reagovati. Jasno je da uticaj eWOM
portala na kojima korisnici ocenjuju kvalitet hotelskih usluga neprekidno jača. Tu činjenicu menadžment hotela nikako ne sme prenebregnuti jer bi takvo postupanje moglo
imati značajne negativne implikacije na njihove poslovne
rezultate.
Portal TripAdvisor menadžmentu hotela daje mogućnost da na svaku recenziju uputi jedan odgovor. Odgovoriti
se može kako na one izrazito pozitivne recenzije tako i na
one negativne. Menadžment odgovorom pokazuje da im
je stalo do mišljenja gostiju, da ih uvažava. S druge strane odgovor nije upućen samo potrošaču koji je recenziju
napisao, već svim korisnicima kojima je dostupan. Na taj
način menadžment je u poziciji da dodatno naglasi pozitivne aspekte kao i da iznese svoje viđenje događaja koji su
izazvali nezadovoljstvo gostiju što je dovelo do negativnih
komentara. Odgovori su, baš kao i sama recenzija, dostupni svim korisnicima interneta te ih je zbog toga potrebno
dobro osmisliti. Oni trebaju biti visoko personalizovani,
pogotovo u slučaju negativnih komentara, te je potrebno
izbegavati korišćenje unapred pripremljenih formi kojima
se ne dotiče osnovni uzrok nezadovoljstva gostiju.
Istraživanje za potrebe ovog rada je sprovedeno na uzorku hotela glavnih gradova nekoliko zemalja regiona. Uzorak
obuhvata hotele locirane u Beogradu, Zagrebu i Podgorici.
Rad ima za cilj da odgovori na nekoliko pitanja:
◆ Da li se vremenom povećava sklonost hotelskih gostiju ka pisanju recenzija na portalu TripAdvisor?
◆ U kojoj meri menadžment hotela koristi mogućnost
da odgovori na publikovane komentare na TripAdvisor-u i da li procenat komentara na koje je odgovoreno vremenom raste, stagnira ili opada?
◆ Da li je spremnost menadžmenta hotela na pružanje
odgovora gostima na Tripadisor-u povezana sa kategorijom hotela?
2. METODOLOGIJA ISTRAŽIVANJA
142
U cilju identifikacije hotela koji će biti uključeni u uzorak preuzeti su spiskovi kategorisanih hotela i to sa portala
Ministarstva trgovine, turizma i telekomunikacija Republike Srbije, Ministarstva turizma Republike Hrvatske i Turističke organizacije Podgorice.
U uzorak je uključeno ukupno 159 hotela, od toga sa 5
zvezdica: 7 hotela, sa 4 zvezdice: 71 hotel, sa tri zvezdice: 64
hotela, sa 2 zvezdice: 14 hotela i sa 1 zvezdicom: 3 hotela.
Za svaki od pojedinačnih hotela uključenih u uzorak izvršena je pretraga na portalu TripAdvisor kako bi se utvrdio
ukupan broj ocena i to pojedinačno za svaku godinu iz analiziranog perioda. Istraživanje obuhvata period od 5 godina:
2010-2014 godine i sprovedeno je u aprilu 2015. godine.
Kumulativno, za sve hotele uključene u definisani uzorak
registrovano je 13.727 ocena.
Utvrđen broj recenzija je stavljen u odnos sa registrovanim obimom turističkog prometa u analiziranim destinacijama. Podaci o registrovanom obimu turističkog prometa
za Beograd dobijeni su od Republičkog zavoda za statistiku
Republike Srbije (podatke priredila Turistička organizacija
Beograda), za Zagreb - Državni zavod za statistiku- Saopštenje –Turizam (podatke priredilo i publikovalo Odeljenje za
statistiku Gradskog ureda za strategijsko planiranje i razvoj
grada Zagreba – mesečna saopštenja i periodične publikacije „Statistički ljetopis grada Zagreba“), za Podgoricu iz podataka Zavoda za statistiku Crne Gore – Tabela 7b: Dolasci
i noćenja gostiju po opštinama i zemljama porekla.
Detaljnom pretragom za svaki od pojedinačnih hotela
pored ukupnog broja recenzija utvrđen i broj recenzija na
koje je menadžment hotela uputio odgovor i to za svaku
godinu pojedinačno. Registrovani broj odgovora menadžmenta je stavljen u odnos sa ukupnim brojem recenzija.
Kako bi se utvrdilo da li postoji razlika u spremnosti
hotelskog menadžmenta da iskoristi mogućnost i odgovori
na recenzije hoteli su grupisani tako što je kao kriterijum
korišćena zvanična kategorija hotela. Na taj način bilo je
moguće utvrditi da li je menadžeri hotela pojedinih kategorija češće od ostalih koriste pruženu mogućnost. Na taj
način posredno se može zaključiti i kakav značaj hotelski
menadžment pridaje eWOM kanalima.
3. ANALIZA REZULTATA
Kako bi se utvrdila sklonost hotelskih gostiju ka ocenjivanju kvaliteta hotelske usluge na portalu TripAdvisor ukupan broj identifikovanih recenzija za sve hotele u Beogradu,
Zagrebu i Podgorici je stavljen u odnos sa registrovanim
turističkim prometom.
Rezultati istraživanja ukazuju da je došlo do značajnog
povećanja sklonosti hotelskih gostiju ka publikovanju recenzija na portalu TripAdvisor. Kumulativno posmatrano
u 2010. godini registrovano je 0,64 recenzija na svakih 1.000
turističkih dolazaka, dok je taj broj u 2014. godini porastao
na 2,96.
Tabela 1. Broj registrovanih recenzija na 1.000 registrovanih
dolazaka u periodu 2010-2014.
Broj recenzija
Lančani indeksi
2010
0.64
---
2011
1.12
174.2
2012
1.78
159.6
2013
2.41
135.3
2014
2.96
122.9
Izvor: Sopstveno istraživanje
Iz podataka prezentovanih u Tabeli 1 se može zaključiti
da je tokom celog posmatranog perioda zabeležen konstantan rat broja publikovanih recenzija posmatrano relativno
u odnosu na registrovan obim turističkog prometa. To sugeriše da je došlo do rasta popularnosti portala TripAdvisor
među korisnicima hotelskih usluga.
Za svaki od pojedinačnih hotela, za svaku od posmatranih godina, utvrđen je broj komentara na koje je menadžment hotela odgovorio. Ukupno, tokom posmatranog
perioda menadžment hotela je odgovorio na oko 27,65%
objavljenih recenzija. Posmatrano hronološki može se zaključiti da učešće komentara na koje je odgovoreno raslo iz
godine u godinu. Tako je tokom 2010. godine odgovoreno
na tek oko 8,5% recenzija, dok je 2014. godine taj procenat
iznosio oko 40%. Iz dobijenih rezultata se jasno može zaključiti da je menadžment beogradskih, zagrebačkih i podgoričkih hotela vremenom postajao svesniji rastućeg značaja TripAdvisor-a na savremenom hotelijerskom tržištu.
Grafikon 1. Učešće recenzija na portalu TripAdvisor na
koje je menadžment hotela odgovorio u periodu 2010-2014.
godine – po destinacijama.
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
Kako bi se utvrdilo da li je spremnost menadžmenta hotela na pružanje odgovora gostima na TripAdvisor-u povezana sa kategorijom hotela svi hoteli uključeni u uzorak su
grupisani i prema tom kriterijumu, a zatim je za svaku od
kategorija utvrđen ukupan broj recenzija koje su potrošači
publikovali na portalu TripAdvisor kao i registrovani broj
odgovora menadžmenta.
Grafikon 2. Učešće komentara na koje je odgovorio
menadžment hotela različitih kategorija – kumulativno za
period 2010-2014. godine
Izvor: Sopstveno istraživanje
Grafikon 1. Učešće recenzija na portalu TripAdvisor na
koje je menadžment hotela odgovorio u periodu 2010-2014.
godine – po destinacijama
Izvor: Sopstveno istraživanje
Rezultati istraživanja prezentovani u Grafikonu 1 jasno
pokazuju da je menadžment hotela uključenih u uzorak tokom analiziranog perioda razvio snažno interesovanje za
sadržaje kojima su njihovi hoteli predstavljeni na portalu
TripAdvisor demonstrirajući shvatanje značaja onlajn reputacije za poslovne rezultate hotela.
Uočljivo je da su tokom 2010. godine samo zagrebački hotelijeri koristili mogućnost publikovanja odgovora na recenzije kao instrument za poboljšanje onlajn imidža. Od 2011.
godine do kraja analiziranog perioda učešće komentara na
koje je upućen odgovor je gotovo konstantno raslo što sugeriše da su u sve većem broju hotela razvijane poslovne procedure koje podrazumevaju kako monitoring sadržaja kojima su
predstavljeni na TripAdvisor-u tako i neophodnost pružanja
odgovora u cilju izgradnje što boljeg onlajn imidža.
U Beogradu na publikovane recenzije menadžment hotela počinje da reaguje 2011. godine i u toj godini je odgovoreno prosečno tek na svaki 29. komentar dok je u 2014.
godini menadžment odgovorio na približno 39% publikovanih recenzija. Kao što se može videti iz podataka prezentovanih u Grafikonu 1 slične tendencije su registrovane u
Zagrebu i Podgorici.
Pored kvantitativnih podataka koji se odnose na broj
odgovora menadžmenta na upućene ocene na portalu TripAdvisor od presudnog značaja je i način na koji je odgovoreno. Tim pre jer je na recenziju moguće uputiti samo jedan
odgovor koji će nakon publikovanja biti dostupan ne samo
osobi koja je napisala recenziju na koju je odgovoreno, već
i svim zainteresovanim Internet korisnicima.
Rezultati istraživanja predstavljeni u Grafikonu 2 ukazuju da je odgovor na pitanje da li će menadžment hotela
iskoristi pruženu mogućnost i odgovoriti na ocene korisnika povezan sa kategorijom hotela. Menadžment hotela
viših kategorija značajno češće koristi datu mogućnost u
cilju jačanja onlajn imidža hotela. Njihov menadžment je
evidentno svesniji značaja ovog promocionog kanala na
savremenom hotelijerskom tržištu.
U slučaju hotela koji pripadaju kategoriji 2 zvezdice registrovano učešće broja komentara na koje je odgovoreno je
značajno niže nego u slučaju hotela viših kategorija. Odgovoreno je tek na oko svaki trideseti komentar. Analizom prikupljenih podataka se može uočiti i da menadžment ovih hotela
relativno kasno počinje da koristi datu mogućnost odgovora.
Prvi odgovori menadžmenta hotela kategorije 2 zvezdice u
analiziranom uzorku su registrovani tek tokom 2012. godine.
U segmentu hotela kategorije 1 zvezdica tokom celokupnog posmatranog perioda u analiziranom uzorku nisu
registrovani odgovori menadžmenta na publikovane ocene
što ukazuje da njihov menadžment ili nije svestan te mogućnosti ili smatra da onlajn reputacija nema bitan uticaj
na njihovo poslovanje.
Ako posmatramo hronološki možemo konstatovati da
je tokom posmatranog perioda registrovan sve veći broj
recenzija na koje je odgovoreno i to u segmentu hotela kategorije 5 zvezdica, kategorije 4 zvezdice i kategorije 3 zvezdice. Najveći rast registrovan je na uzorku hotela kategorije
3 zvezdice i kategorije 4 zvezdice:
U segmentu hotela kategorije 3 zvezdice u 2010. godini
registrovan je odgovor menadžmenta tek na svaku 185. publikovanu ocenu (0,53%), dok je u 2014. godini odgovoreno
u proseku na svaku 5. ocenu (20,14%);
Kod hotela kategorije 4 zvezdice taj procenat je 2010.
godine iznosio oko 1,22%, da bi se u 2014. godini kretao
oko 42,38%.
143
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
Ovaj podatak nije iznenađujući imajući u vidu rezultate
pojedinih naučnih studija koje ukazuju da je uticaj eWOM
portala na poslovne performanse hotela upravo i najizraženiji u segmentu hotela srednjih kategorija (Anderson, 2012;
Čačić & Mašić, 2013).
4. ZAKLJUČAK
eWOM portali, među kojima je TripAdvisor jedan od
najuticajnijih, imaju rastući značaj na savremenom hotelijerskom tržištu. Brojne studije ukazuju da je došlo do
promene u ponašanju hotelskih gostiju, a posledično i do
promene u kanalima distribucije hotelskih usluga. Hotelski
gosti sve češće koriste internet kako bi se informisali i to
ne više samo na hotelskim veb sajtovima, već i iz čitavog
niza različitih onlajn izvora među kojima su eWOM izvori
među najznačajnijim. Potrošači se na internetu informišu
koristeći različite izvore među kojima su od posebnog značaja upravo iskustva drugih ljudi koji su prethodno koristili
usluge hotela o kojima oni razmišljaju. Nakon konzumacije
hotelskih usluga potrošači sve češće objavljuju svoje utiske
na portalu TripAdvisor, što i rezultati istraživanja za potrebe ovog rada potvrđuju. Menadžment hotela toga mora biti
svestan, kao što mora biti svestan i rastućeg značaja onlajn
reputacije i njenog sve snažnijeg uticaja na poslovne rezultate hotela. Rezultati istraživanja sprovedenog za potrebe
ovog rada pokazuju da menadžeri hotela sve češće koriste
mogućnost da upute odgovor na publikovane recenzije, kao
i da je njihova sklonost ka korišćenju te opcije povezana
sa kategorijom hotela kojom upravljaju. Registrovana je
značajno veća sklonost menadžmenta hotela ka odgovoru
na publikovane recenzije u uzorku hotela viših kategorija.
Tako je u posmatranom periodu odgovoreno na preko 40%
recenzija u uzorku hotela najviše kategorije. Taj procenat
postepeno opada iz kategorije u kategoriju sve do hotela
najniže kategorije kod kojih uopšte nisu registrovani odgovori menadžmenta. Treba imati u vidu da rezultati brojnih
istraživanja upućuju na zaključak da onlajn reputacija ne
utiče samo na poslovne performanse hotela viših kategorija, već i svih ostalih. Imidž hotela na TripAdvisoru je od
isuviše velikog poslovnog značaja da bi bio prepušten slučaju. Hotelijeri moraju kontinuirano pratiti sadržaje kojima
su hoteli predstavljeni i po potrebi reagovati. To nikako ne
sme biti prepušteno pukom voluntarizmu pojedinaca već bi
trebalo razviti organizacione procedure koje bi obezbedile
da se tačno zna ko ima obavezu da prati sadržaje kojima je
hotel predstavljen, u kojim slučajevima i na koji način treba
iskoristiti pruženu mogućnost i odgovoriti na objavljene recenzije u cilju poboljšanja onlajn imidža hotela.
LITERATURA
144
Anderson, C.K. (2012). The impact of social media on lodging
performance. Cornell Hospitality Report, 12(15). Preuzeto 5. marta 2015. sa https://www.hotelschool.cornell.
edu/research/chr/pubs/reports/abstract-16421.html
Bronner, F., & De Hoog, R. (2010). Consumer-generated versus marketer generated websites in consumer decision
making. International Journal of Market Research, 52(2),
231-248.
Cunningham, P., Smyth, B., Wu, G., & Greene, D. (2010).
Does TripAdvisor Makes Hotels Better? Preuzeto 5. marta
2015. sa http://www.csi.ucd.ie/files/ucd-csi-2010-06.pdf
Čačić, K., & Mašić, S. (2013). Uticaj portala Tripadvisor na
poslovanje hotela u Srbiji. Marketing, 44(3), 211-220.
Goldsmith, R., & Horowitz, D. (2006). Measuring motivations for online opinion seeking. Journal of Interactive
Advertising, 6(2), 1-16.
Hennig-Thurau, T., & Walsh, G. (2003). Electronic Wordof-Mouth: Motives for and Consequences of Reading
Customer Articulations on the Internet. International
Journal of Electronic Commerce, 8(2), 51-74.
Internet Live Stats. (2015). Internet Usage & Social Media Statistics. Preuzeto 7. juna 2015. sa www.internetlivestats.
com
Litvin, S.W., Goldsmith, R.E., & Pan, B. (2008). Electronic
word-of-mouth in hospitality and tourism management. Tourism Management, 29(3), 458-468.
Mašić, S., Kosar, N., & Kalmić, L. (2014). Kredibilitet recenzija kvaliteta usluge beogradskih hotela na portalu Tripadvisor. Uticaj interneta na poslovanje u Srbiji i svetu
/ Međunarodna naučna konferencija Univerziteta Singidunum Sinteza 2014, 25-26.04.2014. doi: 10.15308/
sinteza-2014-732-737
Mašić, S., Zarkov, J., & Milovanović, M. (2014). Uticaj kvaliteta rada hotelskih domaćinstava na online imidž beogradskih hotela. HotelLink, 15(23-24), 125-132.
Middleton, V., Fyall, A., Morgan, M., & Ranchhod, A. (2009).
Marketing in travel and tourism. Oxford: Elsevier.
Pan, B., MacLaurin, T., & Crotts, J.C. (2007). Travel blogs
and their implications for destination marketing. Journal of Travel Research, 46(1), 35-45.
Phelps, J. E., Lewis, R., Mobilio, L., Perry, D., & Raman, N.
(2004). Viral marketing or electronic word-of mouth
advertising: Examining consumer responses and motivations to pass along email. Journal of Advertising Research, 45(4), 333–348.
Purnawirawan, N., De Pelsmacker, P., & Dens, N. (2012). Balance and Sequence in Online Reviews: How Perceived
Usefulness Affects Attitudes and Intentions. Journal of
Interactive Marketing, 26(4), 244-255.
Republički zavod za statistiku. (2015). Turizam. Preuzeto 7.
juna 2015. sa http://webrzs.stat.gov.rs/WebSite/Public/
PageView.aspx?pKey=180
Službene stranice Grada Zagreba. (2015). Odjel za statistiku.
Preuzeto 7. Juna 2015. sa http://www.zagreb.hr/default.
aspx?id=7250
Sparks, A. B., & Browning, V. (2011). The impact of online
reviews on hotel booking intentions and perception of
trust. Tourism Management, 32(6), 1310-1323.
Sun, T., Youn, S., Wu, G., & Kuntaraporn, M. (2006). Online
word-of-mouth: an exploration of its antecedents and
consequences. Journal of Computer Mediated Communication, 11(4), 1104-1127.
Tripadvisor. (2015). Učešće recenzija za hotele. Preuzeto 24.
Juna 2015. sa http://www.tripadvisor.com
Tuominen, P. (2010). The Influence of TripAdvisor Consumer-Generated Travel Reviews on Hotel Performance.
Preuzeto 3. marta, 2015. sa http://uhra.herts.ac.uk/bitstream/handle/2299/7612/S128.pdf?sequence=1
Turistička organizacija Podgorice. (2015). Hoteli. Preuzeto
7. juna 2015. sa http://www.podgorica.travel/me/prakticna-podgorica/smjestaj/hoteli
Vermeulen, E.I., & Seegers, D. (2009). Tried and tested: The
impact of online hotel reviews on consumer consideration. Tourism Management, 30(1), 123-127.
World Travel Market. (2013). World Travel Market 2013 Industry Report. Preuzeto 7. juna 2015. sa http://ec.europa.
eu/growth/tools-databases/tourism-business-portal/documents/business/clients/wtm_industry_report_2013.pdf
Wu, M. (2013). The effects of experience perceptions on eWOM
of U.S. hotel guests’ in American and Chinese five-star
hotels. Iowa State University, Graduate Theses and Dissertations. Paper 13469.
Xiang, Z., & Gretzel, U. (2010) Role of social media in online
travel information search. Tourism management, 31(2),
179-188.
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
Xie, H.J., Miao, L., Kuo, P., & Lee, B. (2011). Consumers’
responses to ambivalent online hotel reviews: the role of
perceived source credibility and pre-decisional disposition. International Journal of Hospitality Management,
30(1), 178-183.
Ye, Q., Law, R., & Gu, B. (2009) The impact of online user
reviews on hotel room sales. International Journal of
Hospitality Management, 28(1), 180–182.
Zavod za statistiku Crne Gore. (2015). Dolasci i noćenja.
Preuzeto 24. juna 2015. sa http://www.monstat.org/cg/
page.php?id=44&pageid=44
MANAGING ONLINE COMMUNICATION WITH HOTEL CONSUMERS
Abstract:
eWOM (electronic word-of-mouth) portals are gaining considerable importance in modern hotel
market, and are exerting a growing impact on the overall hotel business performance. Modern hotel
guests rely more frequently on experiences of other guests posted on eWOM portals when seeking
relevant information about the hotels. Research results indicate the growing inclination of hotel
consumers to share their experiences with others via the Tripadvisor portal. In 2010, there were 0.64
reviews recorded for every 1,000 registered tourist arrival to the destinations included in the sample,
and these figures rose to 2.96 in 2014. Numerous eWOM portals enable the hotel management to
respond to the posted reviews. The management’s response to the posted reviews is potentially one of
the most efficient instruments that could contribute to efficient hotel online reputation management.
This requires a planned approach and development of organization procedures that would provide
the best hotel representation, having in mind the relevance of e-WOM portals in the modern hotel
market. The research results show that management responded to 8.5% reviews in 2010, while this rate
amounted to approximately 40% in 2014. Also, the research shows that the management’s willingness
to reply to the reviews is in positive correlation with the hotel category. During the surveyed period,
the highest ranking hotels demonstrated the largest percentage of management responses to the posted reviews. At the same time, the lowest ranking hotels did not respond at all to the posted reviews.
Key words:
eWOM,
online reputation management,
Tripadvisor,
hotels.
145
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-146-149
LOW-COST FLIGHTS AND TOURISM: DEVELOPMENT AND
CHANGES FROM BERGAMO-ORIO AL SERIO
INTERNATIONAL AIRPORT
Andrea Macchiavelli1*, Andrea Pozzi2
University of Bergamo & Gruppo CLAS SpA
University of Bergamo, Centre on Tourism Destinations and Heritage Interpretation (CeSTIT)
1
2
Abstract:
Bergamo-Orio al Serio International Airport is the fourth busiest airport in Italy and its main
characteristic is the large presence of low-cost carriers (LCCs), especially the Irish airline Ryanair.
The large growth experienced by the airport has brought about new travellers and stimulated the
development of local tourism, as shown by various sources. A close relationship between tourism
and LCCs has been created over time, but the goals of airline companies differ from those of local
tourism stakeholders and appear to be very sensitive to economic changes. The development of the
route network has therefore influenced the profile of local tourists, which is now different in terms
of the country of origin, purpose of travel and expenditure.
1. INTRODUCTION
The development of Bergamo-Orio al Serio International Airport began in 2003, when the Irish low-cost airline
Ryanair launched a new base of operation basing 3 aircrafts
permanently and announcing 15 routes to EU destinations
with daily flights (Sacbo, 2004). Factors influencing this decision can be summarized as follows: the ground handling
services suitable to minimize the turnaround time and have
higher flight frequency and lower cost units (WarnockSmith and Potter, 2005; Malighetti et al., 2009), the support of local decision makers and the proximity to Milan.
In the following years, the number of passengers rapidly
increased, from 1.3 mln in 2002 to 8,9 mln in 2014. During
this period the annual growth rate was higher than the national average (17.6% vs 4.3%)1. Today, it is the fourth busiest airport in Italy after Rome-Fiumicino, Milan-Malpensa
and Milan-Linate, and its main characteristic is the large
presence of low-cost carriers.
The low-cost airline Ryanair also contributed to providing new travel opportunities for people living in Lombardy
and nearby the airports with direct flights to Bergamo-Orio
al Serio thanks to low-fare tickets, new destinations and
“do-it-yourself” travel. This new demand probably moved
for tourism purposes, as occurred in other Italian regions
(Donzelli, 2010; Pulina & Cortés-Jiménez, 2010; Alivernini
et al., 2012a) and European areas (Lian & Denstadli, 2010;
Rey et al., 2011; Kuljanin & Kalic, 2015). Tourism data related to the province of Bergamo – collected by the Tourism
146
1
own elaboration from ENAC data
* [email protected]
Key words:
low-cost flights,
airline strategies,
tourism development.
Office of Bergamo Department, the Italian National Institute of Statistic (ISTAT) 2 and the Bank of Italy3 – highlights
the rapid growth of this sector (flows and accommodation),
especially in Bergamo and its surroundings: as shown in the
following paragraph, an increasing number of visitors arriving at the local airport decided to stay and visit the area.
This paper updates the analysis carried out by the Research Centre on Tourism Destinations and Heritage Interpretation (CeSTIT) of the University of Bergamo (Macchiavelli 2010; Macchiavelli & Pozzi, 2015) and aims at
highlighting the most significant facts that have characterized the development of tourism in the province of Bergamo, paying attention to foreign tourism flows arriving at
the airport. Specifically, this paper will focus on:
◆ the close relationship between local airport development and growth experienced by the tourism sector
in the province of Bergamo;
◆ changes occurred in the profile of local tourists, especially those determined by negative economic circumstances and strategies of LCCs;
◆ economic impact updated to 2014.
2
3
Data from the Tourism Office of Bergamo Department and
ISTAT refer to the number of arrivals and overnight stays in the
province of Bergamo.
The Bank of Italy has conducted since 1996 a survey on international tourism based on interviews and counting of resident
and non-resident travellers at the Italian borders (road and rail
crossings, international ports and airports) (www.bancaditalia.
it). The analysis uses data regarding specifically foreign travellers
at Bergamo-Orio al Serio International airport spending at least
one night in accommodation facilities.
The final paragraph will analyse the effects on local tourism policies and individuate possible options aiming at reducing negative consequences.
2. RESULTS AND DISCUSSION
The Alps of Bergamo region and the Lake Iseo were the
most popular leisure destinations in the province of Bergamo until the end of the 90s; the city of Bergamo has a rich
cultural heritage but has been renowned only among business travellers (Gruppo CLAS, 1996; Macchiavelli, 2010).
The growth experienced by the local tourism sector occurred
simultaneously with the large development of the local airport, and it is reasonable to assume that it is a direct consequence: Fig.1 shows an increase in the number of tourist
arrivals – especially foreigners – since 2003, when Ryanair
launched a new base of operation at the local airport.
Fig. 1. Evolution of tourist arrivals in the province of Bergamo.
Source: ISTAT (2000-2013) and Tourism Office of Bergamo
Department (2014).
The data are remarkable: arrivals in accommodation
facilities increased by +82.5% (from 516,965 in 2003 to
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
943,321 in 2014) while overnight stays only by 34.7% because of a decrease in the length of stay. The growth rate of
foreign arrivals is higher than of domestic ones (+102.3% vs
71.6%) and it is a direct consequence of the larger presence
of travellers coming from abroad at the airport.
Indeed, the range of destinations from Bergamo-Orio al
Serio has constantly widened in the last ten years: in 2004
there were 43 destinations in 17 countries while in 2014,
107 in 32 countries (Fig. 2). The development of the route
network was influenced by different factors, but closely interrelated: the large increase in the number of flights and
passengers in Europe and in Italy (ENAC and KPMG,
2011); the rapid changes in routes by LCCs, which aim at
achieving the highest load factor; to a minor extent, the recent economic crisis that affects all the European countries
in different periods.
Tab.1 shows that the countries of origin of tourist flows
arriving at the airport have changed over time. A diversification of source markets is evident that involves also nonEuropean countries with and without direct flights to the
airport.
It is noticeable that:
◆ Today, there are several source markets and tourist
flows seem to be equally distributed between countries (Spain, United Kingdom and Germany) and
areas (Eastern Europe and Russia, other European
countries, non-European countries). In particular,
low-cost flights appear to have become very popular
also among travellers from countries without direct
flights to Bergamo-Orio al Serio.
◆ Spain and United Kingdom are the main source
markets: Spain has rapidly become the largest one
and remained at the top of the ranking despite recent
decrease (2010-2014); The United Kingdom was the
main source market at the beginning of the airport
development (2004-2006), but it registered a fall in
2010, showing a sign of recovery only since 2012.
However, both countries appear to be less important
than in the past.
Fig. 2. Evolution of the route network from/to Bergamo-Orio al Serio. Source: Sacbo. Maps: Google maps.
147
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
Tab.1. Evolution of shares of foreign tourism flows by country of origin. Data between parentheses refer to the shares of tourism
flows with destination Bergamo.
2004
2006
2008
2010
2012
2014
Spain
7.3%
(7.6%)
18.9%
(19.4%)
26.2%
(29.9%)
31.7%
(34.1%)
24.1%
(28.1%)
16.5%
(11.7%)
United Kingdom
16.5%
(15.1%)
37.1%
(41.9%)
21.8%
(22%)
10.4%
(10.5%)
17.3%
(16.1%)
12.9%
(15.2%)
Eastern Europe* and Russia
4.2%
(1.7%)
4.2%
(4.2%)
12%
(11.6%)
8.9%
(10%)
17.6%
(18.9%)
13.4%
(13.6%)
Germany
19.4%
(25.0%)
10.0%
(8.7%)
8.8%
(8.9%)
11.1%
(10%)
6.6%
(8.4%)
6.5%
(8%)
Other European countries**
32.6%
(38.4%)
21.6%
(22.9%)
23.2%
(23.5%)
32.1%
(31.6%)
23.2%
(21.3%)
30.3%
(40.5%)
0%
(0%)
0%
(0%)
1%
(0,3%)
0.8%
(1.8%)
1.6%
(1.2%)
2.7%
(1.1%)
19.9%
(12.2%)
8.2%
(2.9%)
7%
(3.8%)
5%
(2%)
9.6%
(6%)
17.6%
(9.8%)
Non-European countries with direct
flights***
Non-European countries without direct
flights
* Belarus, Bulgaria, Croatia, Estonia, Latvia, Lithuania, Poland, Czech Republic, Romania, Slovakia, Slovenia, Ukraine, Hungary.
** Albania, Andorra, Austria, Belgium, Denmark, Finland, France, Greece, Ireland, Island, Luxemburg, Macedonia, Malta, Moldavia, Montenegro,
Norway, Netherlands, Portugal, Monaco, San Marino, Serbia, Sweden, Switzerland.
*** Cape Verde (2004); Cape Verde (2006); Cape Verde, India, Morocco and Turkey (2008); Cyprus, Morocco and Turkey (2010); Cape Verde, Cyprus, Egypt, Morocco and Turkey (2012); Cape Verde, Cyprus, Egypt, Morocco, Tunisia and Turkey (2014) (own elaboration on data from Sacbo).
Source: own elaboration on data from Bank of Italy.
◆ It is reasonable to assume that the economic trends
influenced the market share of Spain: the increase in
the number of these tourists in Bergamo occurred
simultaneously with the growth of Spanish economy, higher propensity to travel and the development of LCCs (ENIT, 2012a). The recent decrease
(2010-2014) is a direct consequence of the crisis,
which also affected outbound tourism: the number
of holidays and expenditure of Spanish tourists in
Italy felt in 2012 (Manente, 2013), and the increase
of airport charges led Ryanair to cancel some routes
and reduce the number of daily flights, also from/to
Bergamo-Orio al Serio (Ryanair, 2012).
◆ Similarly, the depreciation of Sterling Pound (GBP)
against Euro and reduction of household consumption expenditure in the United Kingdom due to the
economic crisis negatively influenced propensity to
travel, and the number of British tourists decreased
over time in Italy (ENIT, 2012b; Alivernini et al.,
2012b) and, consequently, in Bergamo.
◆ The countries of Eastern Europe, especially Poland,
have acquired larger market share since 2004 also
thanks to an increasing number of destinations and
flights from/to the local airport; however, many travellers are not tourists.
The diversification of source markets changed also the
profile, behaviour and expenditure of the local tourists. Tab.
2 gives an estimation of the economic impacts in the province of Bergamo and highlights the most important facts
and changes.
The increase of the length of stay and reduction of tourist expenditure are strictly related to a continuous change
in the profile of travellers arriving at the airport. In the
province of Bergamo, high-spending leisure tourists from
Western European countries (especially United Kingdom)
have been replaced over time by low-spending ones from
Spain and Eastern Europe. Also, the purpose of travel has
changed, probably due to the crisis: tourists are less interested in cultural travels (-19.4% in the period 2008-2014)
and seem to prefer longer stays. These trends are similar
Tab. 2. Number and profile of tourists with destination Bergamo.
2004
2006
2008
2010
2012
2014
Arrivals (estimated value)
103,300
190,305
268,244
316,870
198,417
161,269
Overnight stays estimated
(estimated value)
571,069
508,933
901,385
1,472,661
939,066
758,781
5.5
2.7
3.4
4.6
4.7
4.7
Average daily expenditure per
capita
€ 74.9
€ 97.1
€ 81.7
€ 57.0
€ 63.8
€ 67.7
for accommodation
€ 45.9
€ 40.1
€ 31.7
€ 25.3
€ 28.7
€ 26.3
€ 42,768,607
€ 49,425,404
€ 73,617,370
€ 83,943,010
€ 59,955,685
€ 51,379,813
Length of stay (days)
Total tourist expenditure
148
Source: own elaboration on data from Bank of Italy.
to those registered among tourist flows arriving at the airport, but less accentuated (cultural travels: -4.8%; mountain
holidays: +0.6%; lake holidays: +2.6%); the only difference is
the number of tourists visiting friends and relatives, which
increases only among the second group (+3.4%) because of
the growth of travellers moving to other provinces (+1.9%
in the period 2008-2014) and outside Lombardy (+5.5%).
In addition, these new tourists tend to prefer cheaper and
flexible accommodations in the city and its surroundings,
such as Bed and Breakfast, apartments and agritourisms
(Macchiavelli & Licandri, 2013); the decrease of the accommodation expenditure (Tab. 2) highlights this trend. The
consequence of these facts and changes is smaller economic
benefit to the territory after the crisis.
3. SUMMARY
The data show a close relationship between the local
airport development and growth experienced by the tourism sector, as an increasing number of travellers decided
to stay in the province of Bergamo for tourism purposes.
The higher international visibility of the airport positively
influenced attractiveness, especially among foreigners, and
today Bergamo and its province can be considered holiday
destinations.
However, the analysis also shows a dependency between
LCCs strategies and local tourism: the diversification of
source markets and changes in the profile of tourists are
consequences of the development of the route network.
LCCs aim at opening profitable routes and increasing their
market shares, and seem to be very sensitive to economic
trends (e.g. Ryanair in Spain). It is therefore reasonable to
assume that these two facts (LCCs strategies and economy)
will influence local tourism flows in the future.
In order to reduce negative impacts on tourism sector
local stakeholders and the airport operator (Sacbo) should
work together. LCCs strategies and economic changes are
macroeconomic phenomena, and local policies tend to have
little influence on them. Thereby, local stakeholders should
be aware of these facts and develop adequate strategies. The
first one may include common actions aiming at incentivizing the main airlines to choose routes more interesting for
local tourism, also by using subsidies more carefully. The
second one may regard marketing activities, for example,
considering focused actions with a double approach (incentives for markets suffering a bad economic situation and
promotional activities for new destinations connected to
the airport).
REFERENCES
Alivernini, A., D’Ignazio, A., & Migliardi, A. (2012a). Cheap
flights to smaller cities: good news for local tourism?
Retrieved April 5, 2015, from http://www.congress.
is/11thtourismstatisticsforum/papers/Andrea_Alivernini.pdf
Alivernini, A., Breda, E., & Iannario, E. (2012b). Quindici
anni di turismo internazionale in Italia. In: Il turismo
internazionale in Italia: dati e risultati. Retrieved April
5, 2015, from http://www.bancaditalia.it/pubblicazioni/
collana-seminari-convegni/2013-0012/n.12_turismo_
internazionale.pdf
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
Donzelli, M. (2010). The effect of low-cost air transportation
on the local economy: evidence from Southern Italy.
Journal of Air Transport Management, 16 (3), 121-126.
doi:10.1016/j.jairtraman.2009.07.005
ENAC-Ente Nazionale per l’Aviazione Civile. (2015). Dati di
traffico. Years 2003-2014, Roma.
ENAC-Ente Nazionale per l’Aviazione Civile and KPMG
(2011). Evoluzione del traffico low cost a livello europeo
e nazionale. Retrieved April 5, 2015, from http://www.
enac.gov.it/repository/ContentManagement/information/N170143071/Studio_sull’evoluzione_del_traffico_
low_cost_a_livello_europeo_e_nazionale.pdf
ENIT-Ente Nazionale del Turismo (2012a). Spagna. Rapporto
Congiunto Ambasciata/ENIT 2012, Roma.
ENIT-Ente Nazionale del Turismo (2012b). Regno Unito.
Rapporto Congiunto Ambasciata/Consolati/ENIT 2012,
Roma.
Gruppo CLAS. (1996). Turismo culturale e turismo d’affari:
un rapporto difficile in Lombardia? Milano: Unioncamere Lombardia.
Kuljanin, J., & Kalic, M. (2015). Exploring characteristics of
passengers using traditional and low-cost airlines: a case
study of Belgrade Airport. Journal of Air Transport Management, 46, 12-18. doi:10.1016/j.jairtraman.2015.03.009
Lian, J.I., & Denstadli, J.M. (2010). Booming leisure air travel
to Norway is the role of airline competition. Scandinavian Journal of Hospitality and Tourism, 10 (1), 1-15.
doi: 10.1080/15022250.2010.484215
Macchiavelli, A. (2010). Focus. Bergamo da città industriale a
polo turistico. In IRER-Istituto regionale di ricerca della
Lombardia. Lombardia Rapporto di legislatura, Guerini
e Associati.
Macchiavelli, A., & Licandri, S. (2013). Alla ricerca di una
ricettività low cost: tentativi di risposta nell’area bergamasca. Rivista di Scienze del Turismo, 4 (1-2), 103-116.
doi: 107358/rst 2013-01-02-macc.
Macchiavelli, A., & Pozzi, A. (2015). Low-cost flights and
changes in tourism flows: evidence from BergamoOrio Al Serio international. In H. Pechlaner and E.
Smeral (Ed.), Tourism and Leisure: Current Issues and
Perspectives of Development (pp. 323-336). Wiesbaden:
Springer.
Malighetti, P, & Paleari, S., & Redondi, R. (2009). Pricing
strategies of low cost airlines: The Ryanair case study.
Journal of Air Transport Management, 15 (4), 195-203.
doi:10.1016/j.jairtraman.2008.09.017
Manente, M. (2013). Economia turistica regionale nel 2012. In
L’Italia e il turismo internazionale. Andamento incoming e outgoing nel 2012, Venezia, 17th April 2013, slides.
Pulina, M., & Cortes-Jimenez, I. (2010). Have low-cost carriers influenced tourism demand and supply? The case of
Alghero. Tourism Analysis, 15 (6), 617-635.
Rey, B., Myro, R., & Galera, A. (2011). Effect of low-cost airlines on tourism in Spain. A dynamic panel data model.
Journal of Air Transport Management, 17 (3), 163-167.
doi:10.1016/j.jairtraman.2015.03.009
Sacbo spa. (2015).Bilancio d’esercizio. Years 2003-2014, Bergamo.
Warnock-Smith, D., & Potter, A. (2005). An exploratory
study into airport choice factors for European low-cost
airlines. Journal of Air Transport Management, 11 (6),
388-392. doi:10.1016/j.jairtraman.2005.05.003
149
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-150-154
ANALYTICAL INSIGHT INTO TALENT MANAGEMENT
IN TOURISM AND HOSPITALITY
IN THE SLOVAK BUSINESS ENVIRONMENT
Michaela Sirková*, Viktória Ali Taha
University of Prešov in Prešov, Faculty of Management, St. 17. novembra 1, Prešov, Slovak Republic
Abstract:
Tourism is of great importance and is considered one of the fastest growing sectors, which has
contributed to the enormous increase of international trade in services. This paper deals with talent
management in the specific context of hospitality and tourism sector in Slovak organizations. It
also highlights the benefits of talent management implementation in this sector and specifies talent
management processes used by tourism organizations. The paper draws attention to primary data
survey of 87 respondents who were representatives of organizations working in the tourism sector.
Key words:
talent management,
human resources,
tourism,
organizations,
practices.
Acknowledgements:
This study was supported by the research grant VEGA 1/0513/14: Research on the possibility of measuring and evaluating the impact of human
resource management practices on organizational performance.
1. INTRODUCTION
150
Tourism has undergone significant changes in recent
years (due to “discovery” of new destinations) and has become one of the fastest growing and developing economic
sectors worldwide and a key determinant of socio-‎economic
development as evidenced by statistics. According to the
UNWTO Tourism Highlights 2015, tourism represents 9%
of GDP (direct, indirect and induced impact), 6% of the
world’s exports and it employs 9% of the workforce (1 in 11
jobs accounted for this sector). International tourism (travel
and passenger transport) accounts for 30% of the world’s
exports of services and 6% of the overall exports of goods
and services. Moreover, inbound tourism is an important
contributor to the economic development of numerous
countries by creating employment opportunities and further opportunities for development (UNWTO, 2015).
In the report on the global tourism and hospitality industry, the International Labour Organization – ILO (2001,
in Nickson, 2007) provides evidence suggesting that the
industry globally is largely reliant on “marginal workers”,
such as women, young workers, casual employees, students,
relatively high number of part-timers and migrant workers. According to the World Travel and Tourism Council
(2015), declining youth demographics, baby boom generation retirement, rising female labour market participation,
general shift towards more highly skilled (in terms of education) labour supply as older, less skilled workers retire,
* [email protected]
and the potential for reverse migration back to fast growing
emerging economies, are the most important trends that
will influence the future talent supply in the tourism sector.
“Organizations and managers in the tourism and hospitality industry face real challenges in recruiting, developing
and maintaining the committed, competent, well-managed
and well-motivated workforce focused on offering a highquality ‘product’ to the increasingly demanding and discerning customers” (Nickson, 2007, pp. 2-3). This requires
implementation of talent management i.e. the process of
identifying, securing, developing, and managing relevant
talent, which is important to meet the organization’s longterm strategic goals and ensure short-term productivity
(Nilsson & Ellström, 2012). The functionality and vitality of
the company’s talent management processes determine how
well the company can groom its high-potential employees
to fill strategic management roles (Ready & Conger, 2007).
Talent management has developed as a response to
many changes in the workplace such as industrial revolution, the rise of labour unions, globalization or outsourcing (Frank & Taylor, 2004). The given authors predicted in
2004 that “the real battle to attract, develop, motivate, and
retain talent is going to heat up considerably” and “demographic time bomb will make talent management the top
priority for organizations” (Frank & Taylor, 2004, p. 33).
Nilsson and Ellström (2012, p. 27) point to the „shift from
job security and life-long employment to life-long learning,
employability, and talent management“.
The Chartered Institute of Personnel and Development
(CIPD) defined talent management as the “systematic attraction, identification, development, engagement, retention and deployment of those individuals who are of particular value to an organization, either in the view of their
‘high potential’ for the future or because they are fulfilling
business/operation-critical roles” (CIPD, 2013). This concept could also be defined as “the capability to create and
continuously optimize talent resources needed to execute
a business strategy. This means attracting and developing
them, guiding their performance towards optimal productivity in light of strategic goals and finding new sources of
value in their performance through innovation and continuous improvement” (Sonnenberg, 2010, p. 2). According
to Iles (2007, in D’Annunzio-Green, 2008), talent management is defined as a holistic approach to human resource
planning aimed at strengthening organizational capability
and driving business priorities using a range of HR interventions. These include a focus on performance enhancement, career development and succession planning.
Lewis and Heckman (2006) point out that due to the
confusion regarding definitions, terms and assumptions; it
is difficult to identify the meaning of talent management.
The authors attempted to address the question regarding
talent management definition and determined three distinct
strains of thought regarding talent management: (1) talent
management as a collection of typical human resource department practices, functions, activities or areas such as
recruiting, selection, development, and career and succession management; (2) talent management focused primarily on the concept of talent pools i.e. talent management as
a set of processes designed to ensure an adequate flow of
employees into jobs throughout the organization; (3) talent management perceived more broadly, without regard
for organizational boundaries or specific positions (Lewis
& Heckman, 2006)
Human resources (HR) represent real value for organizations and one of the most important assets, while their
role is irreplaceable, especially in the services sector. In this
context, Bharwani and Butt (2012) point to the crucial role
of employees in hospitality sector (all services sectors) since
they become part of the service product and contribute to
the image of the organization. That is why hospitality industry is considered the human resource-centered industry.
In tourism, as in other areas/sectors, a paradox can be
observed. On one hand, we face a lack of jobs, while on the
other hand, there is a talent deficiency causing a problem
to fill in vacancies (talent vacancies) by skilled and talented
individuals. The World Travel and Tourism Council Final
Report (2015) states that the talent market in travel and
tourism industry is already challenged with high staff turnover, competition with other industry sectors for the best
candidates, and in some cases, adverse supply trends, such
as declining demographics. New regulations, new technology, shifts in customer service preferences, changing visitor
markets and other industry drivers have the potential to
transform the type of skills that employees working in travel and tourism industry will need to possess in future and
employers will need to train staff in. A thriving travel and
tourism sector will require companies and governments to
implement and promote proactive and careful talent supply management policies, as well as regular monitoring and
projecting of talent demand, supply and imbalances to pre-
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
dict in advance any looming shortages (World Travel and
Tourism Council, 2015).
D’Annunzio-Green (2008) notes that the concept of talent management is now recognized as a much broader concept (than original concept focused mainly on recruitment)
aimed at attracting, retaining, developing and transitioning
talented employees. When taking a look at the talent management processes, preliminary step in talent management
strategy is the definition of the organizational talent - specification, designation of those who are considered to be talents
i.e. people with potential and a great value for company/organization. It should be noted that there is considerable inconsistency in defining the “organizational talent”, because
the definition of “talent” is determined by specific organizational conditions and settings, environment in which the organization operates, as well as by different requirements on
employees necessary for performing a particular job. Also,
according to Baum (2008, p. 720) “talent, in the context of
hospitality and tourism does not necessarily mean the same
thing as it might in other sectors of the economy“. Generally, talents refer to people with high potential, people with
specific skills, competencies, abilities, attributes, experiences
and behavior, who are able to achieve excellent results, and
thus ensure good overall performance, viability and competitiveness of the organization (Ali Taha et al., 2014).
As regards talent recruitment, the World Travel and
Tourism Council (2015) recommends to significantly increase the salaries and attract staff from other sectors while
underlining that some employee skills are transferable across
travel and tourism sub-sectors or from other sectors in the
economy, but some talent requirements are more specific
and could be supplied from more narrow and well-defined
sources. Moreover, flexible recruitment and retention practices are required in the area of workforce planning.
Generally, the following strategies are very effective in
managing talent:
◆ adapting talent sourcing to recruit more untapped
talent pools,
◆ recruiting candidates outside the local region and
country,
◆ partnership with educational institutions to create
curricula aligned to talent needs and considering
new locations to operate from where a larger and
higher quality pool of talent exists (World Travel &
Tourism Council, 2015, p. 20).
2. RESULTS AND DISCUSSION
Our study provides analytical insights into talent management in the Slovak hospitality and tourism sector.
Primary data was collected via questionnaire among
managers or representatives of 87 tourism and hospitality
organizations in Slovakia. Most of the surveyed organizations (71%) were medium-sized organizations (up to 100
employees), followed by small organizations (22%) and
large organizations (7%). This composition corresponds to
the structure of the organizations in tourism, with predominance of small and medium-sized organizations. Besides
size, another important criterion is equity participation,
while a sample involves 29% organizations with foreign
capital/property participation. As regards the age structure,
one of the most important demographic characteristics of
151
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
employees working in the surveyed organization, majority of employees in tourism are aged 26 – 35 years (43%);
the second largest age groups of employees in tourism are
people aged 36 – 45 years (34%). Other age groups are not
significantly represented in the workforce of the surveyed
organizations, while employees over 56 years represent only
2% of the workforce. This fact is not surprising, because
tourism industry is very dynamic and companies largely
employ young people. Another reason is the high proportion of seasonal work in this sector, which is particularly
attractive for young people.
Fig. 3. The benefits of developing talent in organizations
Source: own processing
Fig. 1. The reason for non-use of talent management
Source: own processing
We have examined the main advantages of talent development. Most organizations indicated that the talent development increased employee willingness to educate and
improve their skills and increased employee motivation.
Another important “benefit” is the wage increase (55% of
the organizations). Surprisingly, at least organizations indicate “increased competitiveness and better competitive
position of the organization” as an advantage of talent development (Figure 3).
The survey showed that only 36% of the surveyed companies implement (to a greater or lesser extent) talent management. Organizations that are not yet implementing this
concept were asked about the reasons. The main reason
for non-use of talent management is the “lack of human
resources” (50% of organizations chose this option), followed by the lack of financial resources. Figure 1 shows all
answers. It should be added that 72% of these organizations
are aware of the need for talent management (disagreed
with the statement “We do not need talent management”).
Fig. 4. Methods of talent development
Fig. 2. Length of talent management implementation
Source: own processing
152
In terms of the length of talent management implementation, the majority (48%) of organizations implementing
talent management uses this concept within the range of 2
– 3 years. Only 6% of organizations use talent management
for more than six years (Figure 2). Also, this finding is not
surprising, as talent management in Slovakia is a relatively
“new” concept and has been gaining awareness of the business community only in recent years.
Source: own processing
After that, we investigated the methods of talent development used in the Slovak tourism organizations. According to the results obtained, the most common methods of
talent development are “taught courses” and “training”.
This marked the option agreement and strong agreement
of 74% of organizations.
As can be seen (Figure 4), all organizations have expressed a positive view of the methods of talent development. However, they disagreed or strongly disagreed only
regarding “conferences”, where only 59% of organizations
surveyed this method of development and claimed that is
not used or considered it least effective.
Fig. 5. Type of training
Source: own processing
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
typically neutral, which means that they consider such types
of training not so important for the talent development in
the organization.
As can be seen (Figure 5), “direction training” was considered the worst option, as well as “training about the results” and are performed only in some organizations. Namely, 57% of organizations have expressed negative opinion
about this option.
Research results show that organizations most frequently retain and hire talented people for the position of “top/
senior manager” (51% of the surveyed organizations indicate this answer) and “accommodation manager” (48% of
organizations). It can be assumed that both of the abovementioned positions are crucial, and therefore organizations
devote considerable attention to filling in these positions
and employing talented candidates. On the other hand, the
position “restaurant manager” is not likely to be seen as significant because majority of organizations do not need to
hire talents for this position (as evidenced by the prevalence
of discordant or neutral responses). In hotels or restaurants,
the position of “restaurant manager” can be carried out (and
often is performed) by the head waiter. This phenomenon
is typical for small and medium-sized organizations (which
dominated in the survey sample). The least significant positions in terms of talent search and recruitment are “waiter/
waitress” (67% of organizations), “chef/cook” and the “receptionist”. Figure 4 shows the distribution of responses.
3. SUMMARY
Fig. 6. Positions of hiring and recruiting talents
Source: own processing
We then investigated which types of training are most
often used. The most common answer was in the affirmative called “personal training”. Strong agreement or agreement was provided by 64% of the organizations, which
means that this form of training is most commonly used
and mainly focuses on working with people. At the same
time and based on the chart, it can be concluded that these
organizations also focus on “communication” in the team
and “teambuilding”. Communication training is used by
55% of the organizations to avoid undesirable situations not
only with customers but also among the staff. As regards “IT
and technology training”, organizations label these options
The tourism business success lies primarily in the quality, accessibility and variety of services provided, as well
as on building relationships with customers. This requires
skilled, dedicated and committed employees. Employers
make every effort to attract, hire and recruit the most appropriate people. Despite the lack of jobs in tourism and
masses of the unemployed, talent insufficiency can be observed.
Our analysis leads to some conclusions: (1) over a third
of the surveyed organizations use talent management; (2)
organizations retain and hire talents mainly for the position
of “top/senior manager” and “accommodation manager”;
(3) most organizations implement (at least some of processes and tools of) talent management within the range of 2 – 3
years; (4) talent development leads to employee willingness
to educate and increased motivation. The research findings
support the hypotheses that the use of talent management
tools and processes are affected by the size of organization,
and not by the (foreign) capital/property participation.
REFERENCES
Ali Taha, V., Sirková, M., & Bednárová, L. (2014). Talent
management in Slovak organizations: insight into selected practices and processes. In: Intercathedra. No
30/2. Poznań (Poland): University of Life Sciences,
Department of Economics and Wood Industry Management.
Baum, T. (2008). Implications of hospitality and tourism
labour markets for talent management strategies. International Journal of Contemporary Hospitality Management, 20(7), 720-729.
153
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
Bharwani, S., & Butt. N. (2012). Challenges for the global
hospitality industry: An HR perspective. Worldwide
Hospitality and Tourism Themes, 4(2), 150-162.
Biswas, M., & Suar, D. (2013). Which Employees’ Values
Matter Most in the Creation of Employer Branding?
Journal of Marketing Development and Competitiveness, 7(1), 93-102.
Chartered Institute of Personnel and Development - CIPD.
(2013). Talent management: an overview. Retrieved
Jun 15, 2015, from http://www.cipd.co.uk/hr-resources/factsheets/talent-management-overview.aspx
D’Annunzio-Green, N. (2008). Managing the talent management pipeline: Towards a greater understanding of
senior managers’ perspectives in the hospitality and
tourism sector. International Journal of Contemporary
Hospitality Management, 20(7), 807-819.
Frank, F.D., & Taylor, C.R. (2004). Talent management:
Trends that will shape the future. Human Resource
Planning, 27(1), 33-41.
Hsu, Y. (2015). The Review of Human Resource StrategiesApplying in Hospitality Industry in South California.
International Business Research, 8(3), 133-140.
Lewis, R.E., & Heckman, R.J. (2006). Talent management: A
critical review. Human ResourceManagement Review,
16(2), 139-154. doi:10.1016/j.hrmr.2006.03.001
Moroz, P. (2015). The implementation of talent management in tourism enterprise: Magister thesis. University of Prešov in Prešov. Faculty of Management.
Nickson, D. (2007). Human resource management for the
hospitality and tourism industries. Oxford: Butterworth-Heinemann.
Nilsson, S., & Ellström, P. (2012). Employability and talent
management: challenges for HRD practices. European
Journal of Training and Development, 36(1), 26-45.
154
Ready, D. A., & Conger, J. A. (2007). Make Your Company
a Talent Factory. Harvard Business Review. Retrieved
Jun 15, 2015, from https://hbr.org/2007/06/make-yourcompany-a-talent-factory
Saar, S.S. (2013). The Challenge of Developing and Retaining Talent. Supply Chain Management Review, 17(2),
8-9.
Serban, A., & Andanut, M. (2014). Talent Competitiveness
and Competitiveness through Talent. Procedia Economics and Finance, 16, 506-511.
Sonnenberg, M. (2010). Talent – Key ingredients. Retrieved
Jun 15, 2015, from http://hrpublic.be/images/sites/accenture_talentmngtstudy.pdf
United Nations. (2008). United Nations International Trade
Statistics Konwledgebase. Retrieved Jun 15, 2015, from
http://unstats.un.org/unsd/tradekb/Knowledgebase/
IRTS-2008
United Nations. (2010). International Recommendations for
Tourism Statistics 2008. New York: United Nations
Publications.
UNWTO. (2014). Measuring employment in the tourism
Industries: Guide with best practices. Madrid: World
Tourism Organization.
UNWTO. (2015). UNWTO Tourism Highlights. Madrid:
World Tourism Organization.
World Travel and Tourism Council. (2015). Global Talent
Trends and Issues for the Travel & Tourism Sector. Retrieved Jun 15, 2015, from http://www.wttc.org/-/med
ia/382bb1e90c374262bc951226a6618201.ashx
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-155-160
KONCEPT KREATIVNOG GRADA U FUNKCIJI UNAPREĐENJA
RAZVOJA HOTELIJERSTVA U NOVOM SADU
Tamara Kliček1*, Tatjana Vanić2
Prirodno matematički fakultet-Geografija, turizam i hotelijerstvo, Trg Dositeja Obradovića 3, Novi Sad
1
2
Grad Novi Sad, Gradska uprava za privredu, Rumenačka 110a, Novi Sad
Apstrakt:
Startegija Evrope 2020 ima za cilj da postigne ekonomski rast, društvenu koheziju, uz znanje kao
ključni resurs novog doba. Kreativni grad je grad čiji razvoj počiva na znanju ljudi koji u njemu žive.
Prema konceptu kreativnog grada, unapređenje samog grada počinje onda kada ljudi koji tu žive i
borave počnu da prepoznaju specifične potencijale svog grada. Kreativni grad je grad u kome ljudi
učestvuju u kreiranju atraktivnosti samog mesta, jer će samo onaj grad koji je pre svega, atraktivan
svojim građanima, privući turiste i investitore.
Zvanična važeća startegija razvoja grada Novog Sada zasniva se pre svega na njegovoj ekonomskoj
održivosti, planiranju i izgradnji, u kojoj značajno mesto zauzima infrastruktura za unapređenje turizma. Pre svega, misli se na razvoj hotelijertsva, odnosno privlačenje stranih investitora. Pitanje na
koje autori pokušavaju da daju odgovor u ovom radu jeste koliko jedan alternativni pristup razvoju
turizma u gradu Novom Sadu, poput koncepta kreativnog grada, može da unapredi razvoj hotelijerstva koji je se meri “suvim” statističkim podacima. Rezultati ovakve kombinovane analize ukazaće na
izazove, prepreke, ali i potencijale za razvoj hotelijerstva u Novom Sadu.
UVOD
U 21. veku broj stanovnika koji žive u gradovima širom
sveta premašio je prvi put u istoriji, polovinu čovečanstva.
Neki sociolozi koji se bave fenomenom grada idu tako daleko da tvrde da globalnog društvo u 21. veku prolazi kroz
veliku promenu paradigme, jer iz društva nacionalne države prelazi u društvo grada (Khanna, 2011). Gradovi su
oduvek bili, a i danas su fokus modernog društva i oni su
socijalno, kulturno i ekonomski dinamični entiteti kojima
treba upravljati, ali novo vreme nosi nove izazove. Koncept
kreativnog grada naglašava prelazak sa geografskih i prirodnih resursa ka ekonomskoj vitalnosti koja zavisi od ideja i
akcija ljudi koji žive u gradovima. Gradovi na ovaj način postaju i proizvođači i potrošači kreativnosti - bilo da se radi
o kreativnosti u umetnosti, kulturi, tehnologiji ili drugim
kreativnim aktivnostima (Landry, 2006).
Ekonomsko planiranje i napredak gradova se sve više
baziraju na proizvođačima i potrošačima kreativne ekonomije. Pokret kreativnosti traži interdisciplinarni pristup u
kome prekršiti neka ili ponekad sva pravila koja vladaju u
* [email protected]
Ključne reči:
kreativni grad,
Novi Sad,
hotelijerstvo,
razvoj turizma.
praksi „normalnog“ planiranja doprinosi okruženju koje
odiše kreativnošću, inovativnošću i na kraju, ekonomskim
napretkom. Traženje novih rešenja za postojeće probleme
i donošenje neobičnih rešenja za nove izazove je odlika
kreativnosti, a kreativnost je postala baza za rast i razvoj
uspešnih gradova.
Turizam je uvek, a pogotovo danas jedan od ključnih
pokazatelja uspešnosti funkcionisanja privrede nekog grada.
Tako se i u Novom Sadu posvećuje posebna pažnja razvoju
ovog sektora. Kao jedan od prvih uslova koje turistička detinacija mora da obezbedi ukoliko želi da razvije ili poveća
turizam je unpređenje smeštajnih kapaciteta. Savremeni
trendovi u turizmu, a tako i u hotelskih industriji, praćeni
su težnjom za otvaranjem većeg broja hotelskih objekata,
što našu ponudu obogaćuje i čini je kvalitetnijom. U strategiji razvoja hotelske industrije pored kvaliteta hotelskog
proizvoda koji se zasniva na hotelskim standardima, veliku
ulogu za iskorišćenost hotelski kapacitet igra i kvalitet same
destinacije. Predmet ovog rada je analiza povezanosti između razvoja hotelske industrije u Novom Sadu i celokupnog
razvoja turizma u gradu na kreativan način.
155
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
KONCEPT KREATIVNOG GRADA
Za neke autore, kreativni grad je grad koji ima auru (vibracije, energiju). Ta aura je posledica boja, osvetljenosti
i zvukova koje grad ima. Kreativni grad je osećanje da se
nešto dešava ili se može dešavati u gradu. To je osećanje
pokreta i energije koja je prisutna u gradu. Ovakav pristup
nije baziran na racionalnosti i ekonomskom pristupu, već u
sebi sadrži neopipljivost čulnog doživljaja grada, koje proizilazi iz iskustva koje grad pruža ljudima (Reis & Kageyama,
2009). Kreativni grad je „grad koji uspeva da ispriča priču o
sebi“ (Verhagen, 2009).
Uspešno rešavanje i prevazilaženje problema su druga
karateristika kreativnog grada. Samim tim, takav grad se
sam konstantno inovira i menja. Ovo je zapravo ključna
komponenta kreativnog grada – „da generiše dinamične
i raznovrsne odgovore, odnosno da „kultiviše sposobnost
upravljanja promenama“ (Melguizo, 2009).
Kreativni grad je grad povezivanja i komunikacije i to ne
samo između ljudi, već i između ljudi i prostora. Povezivanje
ideja i uvida o gradu je suštinska karakteristika kad se govori
o identitetu grada, gde je važno razumeti prošlost da bi se
izgradila najbolja moguća budućnost grada (Lerner, 2009).
Kreativni grad na ovaj način povezuje ekonomske i
društvene aktere i tada se udvostručuje dinamika povezanosti ljudi i prostora. Houkins (Hawkins, 2002) u svojoj knjizi
Kreativna ekonomija, kaže da se na ovaj način grad povezuje sa svojom kreativnom ekologijom, a promovisanjem
elemenata sociokulturnog ekosistema dobija se produktivni
ekosistem. Preko svoje kreativne ekologije, kreativni grad
je povezan sa svetom, jer kreativni grad ima „teritorijalni
kapacitet da da doprinosi rešenjima globalnih problema životne sredine“ (Chin-Rong, 2009). Kreativni grad je magnet
ne samo za posetioce i turiste, već pre svega za takozvanu
kreativnu klasu ljudi. Kreativni gadovi su gradovi koji stimulišu svoju sredinu da bude atraktivna za sve ljude, a ne
samo za klijente koji se smenjuju i ne predstavljaju većinu
onih ljudi koji koriste grad stalno (Florida, 2002).
Danas, mnogi gradovi u svojim planovima, strategijama
ili performansama koriste koncept kreativnog grada, obično proširen ili fokusiran na neku od prednosti ili potreba
urbane revitalizacije. Tako gradovi širom sveta da bi povećali svoju atraktivnost i konkurentsnot, svoje potrebe da
unaprede infrastrukturu, usluge, svoju ekološku sredinu,
svoje socijalne i ekonosmke uslove pakuju u incijative koje
su u suštini verzije kreativnog grada, poput: održivi gradovi, zeleni gradovi, digitalni gradovi, inteligentni, pametni,
gradovi znanja, gradovi događaja, eko-gradovi, gradovi sa
malom emisijom CO2 i sl.
TURIZAM U KREATIVNOM GRADU
156
Prema rečima Žaima Lernera, bivšeg gradonačelnika
brazilskog grada Kuritibe (Lerner 2009), “Grad će biti atraktivan za turiste samo onda kada je atraktivan svojoj populaciji. Grad ne treba da se priprema za turiste već za ljude i
način da služi ljudima kao primer kvalitet života i tada će
privući turiste“. Ovaj stav je ujedno i polazna tačka ovog
rada, u kome za razvoj turizma nije dovoljno imati samo
dobru infrastruktru i odlične smeštajne kapacitete, nego je
na razvoju turizma u gradu važno raditi istovremeno na
više frontova.
I upravo ovde na scenu stupa koncept Kreativnog grada
kao poziv na akciju gradovima da budu drugačiji, posebni,
zdravi, inovativni, nesebični prema svojim građanima, autentični, atraktivni i onda privlačni i turistima, investitorima, jer i
oni negde imaju iste potrebe kao i stanovnici gradova. Svi vole
da borave u gradu koji lep, funcionalan i zelen – a to su osnovne odlike kreativnog grada (Verhagen, 2009).
Karakteristike kreativnog grada prema holandskom
profesoru i konsultantu, Roy van Dalm (2011) posle intenzivnog izučavanja kreativne klase ljudi i rada sa Ričardom
Floridom, došao je do tri glavne karakteristike kreativnog
grada, koje direktno utiču na urbanu turističku atraktivnost
grada. Ove karakteristike je nazvao 3A :
1A: Autentičnost – je važna za brendiranje grada i njegov marketing. To nažalost, često znači da gradovi
žele da budu nešto što nisu. „Eh, da smo kao Berlin,
Barselona ili Amsterdam“, jednostavno ne funkcioniše. Svaki grad mora da otkrije svoju jedinstvenu urbanu priču. To je onda pravi brend, baziran
na istinskom urbanom identitetu. Sajmon Anholt
(Anholt, 2007) to naziva „konkurentni identitet“
(competitive identity). Konkurentni identitet daje
gradovima koji su ga sačuvali ili pronašli, komparativnu prednost na turističkom tržištu urbanih
destinacija.
2A: Aktiviranje – znači da ljudi treba aktivno da se
uključe svojom kreativnošću u stvaranje svakodnevnice u gradu, ali i turističke atraktivnosti kreativnog grada. I Čarls Landri i Ričard Florida govore
o tome koliko je ovo važno. „Kreativni grad je mesto na kome ljudi misle, planiraju i rade maštom“,
(Landry, 2006). U istinski kreativnom gradu, kreativnost se koristi prilikom rešavanja raznih urbanih
problema i razmatranje urbanih pojava i fenomena,
pa i u razvoju i unapređenju turizma. Preduzetnički
duh je od vitalnog značaja za grad i kada je u pitanju rešavanje urbanih problema i kod zarađivanja
za život preko kreativnosti, ali i kod razvoja turizma. Upravo zato, mnogi autori, Kuritibu u Brazilu, smatraju najkreativnijim gradom na svetu. To
je zbog načina na koji se ovaj grad nosi sa svojim
urbanim rastom, favelama, pitanjima životne sredine i proizvodnjom hrane. Rezultat preduzetničkog aktiviranja ljudi u gradu je ekonomska dobit i
razvoj turizma. O važnosti preduzetničkog duha u
gradovima, piše profesor Ljubinko Pušić (2002) i
on kaže da se „preduzetnička kultura i ponašanje se
mogu razumeti kao iskonska težnja čoveka da ovlada uslovima svoje egzistencija. Ta težnja se izražava
u čovekovom nastojanju da utiče na to šta će i kako
raditi i u čijem interesu će biti to što će (u)raditi.
Taj aktivizam čoveka je usmeren ka proširivanju
granica slobode.“ I zato grad koji neguje preduzetnički duh svojih građana je slobodan i otvoren
grad, a rezultat ovakve slobode je ispoljavanje još
veće upornosti, hrabrosti i kreativnosti na najrazličitije načine, naročito u poslovanju i onim aktivnostima koje doprinose kvalitetu života i turistička
atraktivnost. Da bi se obezbedila ovakva sloboda
potreban je pojačan aktivizam građana.
3A: All-inclusive – znači da se uključuju svi ljudi. Kreativna ekonomija favorizuje kreativne ljude, visoko
obrazovane, koji se bave kreativnim zanimanjima i
koji su profesionalci. Ti ljudi su se obrazovali, učili
kako da razvijaju svoje kreativne talente. Radnici
znanja ili kreativna klasa se dobro snalazi u svetu
globalizacije. Problem su radnici u uslužnom sektoru i oni koji se bave rutinskom proizvodnjom usluga. Tu postoji razmimoilaženje između kreativne
klase i druge grupe građana koja tu ne spada. Ovo
razmimoilaženje Florida (2002) naziva kreativnom
podelom. Ukoliko grad želi da kreativnu ekonomiju pretvori u kreativno društvo treba da premosti
ovaj prostor između dve grupe ljudi, koji se širio
proteklih decenija. Za početak se može osmisliti
tako da stručno obrazovanje bude više kreativno.
Ipak, koncept kreativnog grada i turizma u kreativnom gradu prema Landriju (Landry, 2000), autoru
koji je prvi uveo termin „kreativni grad“ kao pojam
u literaturu i praksu, bazira se na kreativnosti svih
ljudi, a ne samo kreativne klase.
Turizam u kreativnom gradu je pre svega održivi urbani
turizam sa elementima kreativnosti. Održivi turizam je prema Svetskoj turističkoj organizaciji (UNWTO): “Svaki vid
turizma koji doprinosi zaštiti životne sredine, društvenom i
privrednom jedinstva i unapređivanju prirodnih i kulturnih
vrednosti na trajnoj osnovi“.
Turizam je jedna od najjačih privrednih delatnosti na
svetu i stalno napreduje. Kao takva, ukoliko bi bila pravilno
usmeravana, mogla bi da pomogne zajednicama da budu
održive i da se poboljša kvalitet života u njima. Sve rasprave
o turizmu kao industriji se uglavnom odnose na njen ekonomski doprinos zajednicama, ali iz ugla turizma u kreativnom gradu, ova industrija se koristi da razvije i unapredi
kvalitet života stanovnika u gradu, zatim da se sačuva i obogati priroda u gradu, potom da se sačuva kultura zajednice i
da se održe i poboljšaju socijalni uslovi života u njoj.
NOVI SAD – TURISTIČKI GRAD
Srbija je pretrpela i trpi ogromna i spoljašnja i unutrašnja razaranja, a usput su stradali i njeni gradovi. Prema
rečima Gordane Plamenac (2012), direktorke Turističke
organizacije Srbije: „Turizam još nije prepoznat kao naša
razvojna šansa i perspektiva. Kao privredna grana on je u
drugom mestu u svetu, odmah posle energetike. Turizam
ima najveće prelivanje u druge privredne grane, kao što su
poljopriveda, trgovina, saobraćaj. Mi ne treba da gajimo
iluziju da ćemo postati destinacija poput neke morske, ali
s obzirom na nove trendove u turizmu, a to su pre svega,
kreiranje doživljaja, mi imamo šansu da uradimo nešto“.
Ona dodaje „ono što je preostalo još od bivše domovine,
a što je i dalje atrakcija koja privlači turiste, jesu gradovi“.
Strategija Evrope - Evropa 2020, zastupa stav da uspešnost i dinamičnost malih i srednjih gradova može igrati važnu ulogu u budućnosti, za blagostanje ne samo njihovih stanovnika, već takođe, stanovnika okolnih ruralnih područja.
Mali i srednji gradovi su od suštinske važnosti za izbegavanje ruralne depopulacije i za promovisanje uravnoteženog
teritorijalnog razvoja ne samo u Evropi, nego i u svetu.
Stoga srednji i mali gradovi moraju biti atraktivni i
privlačni da bi mogli ostvariti sopstvenu održivost u savremenom konkurentnom svetu. O tome svedoči projekat
Evropska prestonica kulture, koji predstavlja dugogodišnji
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
projekat Evropske komisije za kultura, a koji traje od 1985.
godine. Inicijativa ovog projekta iz 1983. godine je pokrenuta 1985. godine, da bi se pre svega istaklo bogatstvo i raznovrsnost evropske kulture, da bi se ljudi iz različitih zemalja
doveli u kontakt jedni sa drugima i da bi se razvijao osećaj
pripadnosti Evropi. Ipak, bilo je još vrednih pozitivnih efekata koji su dobijeni u istraživanjima, a to su: obnavljanje
gradova, osnaživanje njihovih pozicija na međunarodnoj
sceni, doprinos vitalnosti njihovom kulturnom životu, jačanje imidža grada kod samih stanovnika ovih gradova i
nagli porast broja turista (European Commission, 2015).
Evropska unija donela je odluku po kojoj Novi Sad može
postati Evropska prestonica kulture 2021. godine, umesto
2020. godine, kako je bilo planirano. Da li će zaista dva labuda Novom Sadu doneti „moć najvećeg muzeja Evrope,
bogatstvo najlepših priča, koncerte o kojima će se nadaleko
čuti, ideje koje pokreću novi svet i dela kojima će aplaudirati
cela Evropa?“ Da li će ono što se uradi u gradu u pripremi
za Evropsku prestonicu kulture doprineti razvoju turizma
u Novom Sadu, jer uprkos tome što broj noćenja u gradu
raste iz godine uz godinu, Novi Sad još uvek nije turistički
grad.
Grad Novi Sad ima značajne prirodne i privredne resurse, što ga svrstava među razvijenije gradove u Srbiji. Zahvaljujući povoljnom geografskom položaju i lociranosti
na važnim saobraćajnim koridorima, Novi Sad je obezbedio značajne komparativne prednosti. Zаhvаljujući svom
geogrаfskom položаju turističkа ponudа Novog Sаdа je
rаznolikа, аli opet orijentisаnа nа nekoliko vidova turizma
koji bude interesovаnje kаko domаćih, tаko i strаnih turistа.
Ključne atrakcije Novog Sada sa značajnim razvojnim potencijalom i atraktivnošću uključuju:
◆ kulturno-istorijske celine;
◆ muzeje i galerije;
◆ prirodne resurse i
◆ događaje.
Ovo uključuje staro jezgro grada, Petrovaradinsku tvrđavu sa podzemnim vojnim galerijama, reku Dunav, Nacionalni park „Fruška gora“, salaše, EXIT festival i druge
manifestacije.
Turističke proizvode Novog Sada čine: gradski odmori,
MICE, događaji i nautiku.
Novi Sad zajedno sa Beogradom čini dva najvažnija
administrativna, ali i turistička centra u Srbiji. Realizovan
turistički promet u 2013. godini bio je 122 hiljada turista i
252 hiljade noćenja. Prosečna dužina boravka turista iznosila je 2,0 dana.
Realizovan turistički promet u 2013. godini bio je najpovoljniji od turističkog prometa za posmatrani period. U
2009. godini uočava se smanjenje broja turista što je prouzrokovano opštim prilikama na tržištu (posledica ekonomske krize). Rast broja noćenja turista bio je nešto povoljniji
od kretanja broja turista od 2010. godine. Prosečna dužina
boravka turista kretala se od 1,8 do 2,0 dana. Struktura ukupnog turističkog prometa može se videti u narednoj tabeli.
U strukturi ukupnog turističkog prometa u 2013. godini
domaći turisti su učestvovali sa 37,7% od ukupnog broja
dolazaka i 29,6% od njihovih noćenja, dok je učešće stranog turističkog prometa iznosilo 62,3% od ukupnih turista
i 70,4% od ukupnih noćenja. Na početku posmatranog perioda struktura domaćih i stranih turista bila je znatno drugačija. Domaći turisti su u 2008. godini apsorbovali 56,0%
157
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
Tabela 1. Obim i dimamika turističkog prometa Novog Sada od 2007. do 2013. godine
Godina
Broj turista
u 000
Lančani
indeks
Broj noćenja
u 000
Lančani
indeks
Prosečna dužina
boravka
2007.
95
-
180
-
1,9
2008.
100
105,3
185
102,8
1,9
2009.
84
84,0
162
87,6
1,9
2010.
93
110,7
168
103,7
1,8
2011.
106
114,0
214
127,4
2,0
2012.
109
102,8
221
103,3
2,0
2013.
122
111,9
252
114,0
2,0
Izvor: Republički zavod za statistiku, Saopštenja UT10, 2013, 2012, 2011, 2010, 2009, 2008, 2007. i autorov proračun
Tabela 2. Struktura turističkog prometa za Novi Sad u %
Godina
Domaći
Strami
Br. turista
Br. noćenja
Br. turista
Br. noćenja
2008.
56,0
48,6
44,0
51,4
2010.
45,2
40,5
54,8
59,5
2012.
42,2
34,4
57,8
65,6
2013.
37,7
29,6
62,3
70,4
Izvor: Republički zavod za statistiku, SaopštenjaUT10, 2013, 2012, 2010, 2008. i autorov proračun
Tabela 3. Obim i dinamika deviznog priliva od turizma za Novi Sad od 2007. do 2013. godine u milionima EUR
Godina
2007.
2008.
2009.
2010.
2011.
2012.
2013.
Priliv u mil EUR
1,6
1,6
1,5
1,6
2,3
2,4
3,3
Lančani indeks
100,0
93,8
106,7
143,8
104,3
137,5
Izvor: http://www.nbs.rs/internet/latinica/80/platni_bilans.html i autorov proračun
158
od ukpnog broja turista i 48,6% od ukupnog broja noćenja.
Ovakva razlika između 2008. i 2013. godine je rezulatat privatizacije postojećih hotela, ali i izgradnje novih smeštajnih
kapaciteta, što je doprinelo povećanju obima smeštajnih
kapaciteta i podizanju kvaliteta usluga. Takođe u navedenom periodu formirana je Turistička organizacija koja je
odgovorna za turizam grada, što je dovelo do intezivnije
promocije na domaćem i inostranom tržištu.
Devizni priliv od turizma za Novi Sad proračunat je na
osnovu procentualnog učešća ukupnog broja stranih noćenja u Novom Sadu od ukupnog broj stranih noćenja u
Republici Srbiji. Ovakav podatak predstavlja donju granicu
iznosa, s tim da je potrošnja znatno veća. Na primer, turisti
sa brodova koji u organizaciji domaćih turističkih agencija
obilaze grad i okolinu (ručak im je organizovan na salašu u Čenejskom ataru) ne ulaze u statistiku, s obzirom da
agencija troškove vezane za organizaciju plaća u dinarima
kod poljoprivrednih gazdinstava, što se vodi kao prihod
gazdinstva.
Ostvareni devizni priliv za Novi Sad u 2013. godini iznosio je 3,3 miliona eura. Kretanje deviznog prihoda od turizma u posmatranom periodu bilo je povoljno, osim 2009.
godine kada je ubeležen najniži prihod. Što se tiče Novog
Sada, devizni priliv beleži porast u poslednje nekoliko godina datog pregleda, ali nije zadovoljavajući ako se uzmu u
razmatranje svi raspoloživi resursi, koji bi trebalo da ostvare
znatno veće rezultate.
Preciznije podatke o deviznom prilivu od turizma mogu
se očekivati sa uvođenjem Turističkog satelitskog računa
(Tourism Satelit Account) koji predstavlja statističko-računovodstveni okvir u oblasti turizma, mereći dobra i usluge
prema internacionalnim standardima, klasifikacijama i definicijama za validno poređenje sa ostalim industrijama od
zemlje do zemlje.
HOTELSKA INDUSTRIJA NOVOG SADA
Tržište ugostiteljskih usluga za smeštaj Novog Sada pretrpelo je brojne promene tokom prve dekade 21. veka. U
periodu od 2002. do 2013. godine hotelska industrija Novog
Sada stigla je do određenog nivoa za koji se može reći da
omogućava dalji rast i razvoj. Ako se uzme da je u 2002.
godini poslovalo svega šest hotelskih objekata sa 1.145 ležaja, apartmansko naselje sa 84 ležaja i 9 nekategorisanih
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
Tabela 4. Obim i struktura smeštajnih kapaciteta u Novom Sadu 2002-2013. godine
Vrsta smeštaja
Broj ležajeva 2002.
Struktura u %
Broj ležajeva 2013.
Struktura u %
Hoteli
1.145
78,4
1.843
69,3
Kapm
0
0
0
0
App/turističko naselje
84
5,7
116
4,4
Hosteli
0
0
68*
2,6
Ostalo
232
15,9
631*
23,7
UKUPNO
1.461
100,0
2.658
100,0
* Nepotpun podatak.
Izvor: htpp://www.turizam.merr.gov.rs/index.php/sr, 2013.
Gradska Novog uprava za privredu Grada Sada, 2002. i 2014. i autorov proračun
smeštajnih kapaciteta sa 232 ležaja, dok je u 2013. godini na tržištu grada operisalo 23 hotela, mogu se potvrditi
prethodno izneti stavovi. Pored već pomenutih šest hotela,
otvoreno je 17 novih.
Tokom pomenutog perioda privatizovano je svih šest
hotela i turističko naselje na Ribarskom ostrvu, koji su bili u
društvenom vlasništvu. Najveći obim rekonstrukcije i adaptacije pretpeo je hotel Park (nekada 300 soba i 620 ležaja,
posle rekonstrukcije 225 soba i apartmana sa 358 ležaja) i
bivši hotel Varadin (sadašnji Leopold I) na Petrovaradinskoj tvrđavi. Hotel Leopold I se nalazi na kuturno-istorijskom prostoru, tako da je zadržao sve karakteristike spoljne
arhitekture.
Od 2005. godine započinje izgradnja novih, privatnih
hotelskih objekata, većeg kapaciteta sa pratećim sadržajima,
sportskim terenima, wellness-om i spa centrima. Pri tome je
i dalje prisutan problem nerešenih imovinsko-pravnih odnosa kod izgradnje novih objekata na top lokacijama, što se
može rešiti na najpovoljniji način.
Smeštajne kapacitete Novog Sada u 2013. godini činili
su hoteli, turisičko naselje, hosteli, privatan smeštaj i ostali
smeštaj sa ukupno 2.658 ležaja.
U ponudi smeštajnih kapaciteta Novog Sada u 2002. godini bilo je šest hotela, apartmansko naselje i nekoliko objekata tipa prenoćišta, sa ukupno 1.461 ležajem. U strukturi,
hoteli su obuhvatali skoro 80% raspoloživog smeštajnog kapaciteta. Skroman obim smeštaja nije rezultirao značajnijim
turističkim prometom. U periodu od 2002. do 2013. godine
obim smeštajnih kapaciteta je udvostručen. Hotelski kapaciteti apsorbovali su 69,3% raspoloživih ležajeva. Privatan
smeštaj (domaća radinost i seosko turističko domačinstvo)
funkcionisao je u 17 objekata sa 231 ležajem, dok su ostali
smeštaj i hosteli imali 468 ležaja i obuhvatali su 26,3% od
ukupnog broja ležajeva. Podatak za ostali smeštaj i hostele
mora se uzeti sa rezervom, jer se za njih ne vodi posebna
evidencija, nego su ovakavi objekata registrovani u Agenciji
za privredne registre pod šifrom 5590 – Ostali smeštaj i ne
podležu kategorizaciji.
U zvaničnoj prezentacija grada Novog Sada stoji da je
Novi Sad: ravničarski, zelen grad, kojim dominiraju građevine Petrovaradisnka tvrđava, Banovina Spens i NIS. To
znači da Novim Sadom ne dominira nijedna lepa građevina
koja bi predtsavljala hotel, sem ako izuzmemo hotel u okviru Petrovaradinske trvđave. Ovo bi se moglo shvatiti kao
poziv onima koji upravljaju unapređenjem turizma u No-
vom Sadu doprinesu celokupnoj turističkoj ponudi koja bi
na taj način bila zaniljiva za turiste da se u relativno malom
gradu ipak duže zadrže.
ZAKLJUČAK
Da bi se privukli strani investitori i da bi se pravili hoteli
koji će biti iskorišćeni od strane turitsa, potrebno je raditi na
celokupnoj turistuičkoj ponudi grada Novog Sada.
Šanse Novog Sada su u okviru celokupne turističke ponude Srbije i Vojvodine, kao i koncepta kreativnog grada, a
u odnosu na svetska kretanja ima mogućnosti da iskoristi:
1. Geografsku lociranost na važnim saobraćajnicama
i Dunavu koje omogućuju određene komparativne
prednosti u odnosu na druge destinacije u zemlji i
regionu;
2. Trend ulaska na turističku mapu sve većeg broja manjih, novih destinacija, jer je broj turista koji traže i
prihvataju nova iskustva u konstantnom porastu;
3. Da privuče znatniji obim investicija koje će biti u
službi daljeg razvoja i unapređenja gradskog turizma.
Razvoj hotelske indurstije u ovom radu zasniva se na
konceptu kreativnog grada u kome se grad posmatra holistički kroz paradigmu održivosti. Upravo zato je koncept
kreativnog grada vrlo širok i po njemu se grad može posmatrati sa više različitih aspekata i iz više uglova različitih
stejkholdera. U ovom radu kreativan grad je proučavan sa
aspekta razvoja hotelijerstva. Koncept kreativnog grada kao
razvojni potencijal u svoj fokus stavlja kreativnost. Kreativni grad je katalizator različitih vrsta kreativnosti, ali jedna od najvažnijih je kreativnost samih građana, a ne samo
profesionalaca (na čemu se zasnivaju teorije o kreativnoj
klasi ljudi i kreativnoj ekonomiji). Prema Čarlsu Landriju
(Charls Landry), engleskom teoretičaru i praktičaru koji se
bavi socio-kulturnim urbanim pitanjima i koji je postavio
teoriju o kreativnom gradu, kreativnost „običnih“ ljudi,
građana predstavlja važan resurs urbanog razvoja. Jedna od
glavnih odlika ljudi jeste kapacitet da misle. Oni hteli ne hteli,
koriste svoju kreativnost kao potencijal za rešavanje problema i izazova, ulepšavanje i funkcionisanje svakodnevnog
života u gradu. Zato je važno pitati, aktivirati „obične“ ljude
da doprinesu novim načinima rešavanja prepreka, izazova i
problema u javnoj i društvenoj sferi urbanog života.
159
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
REFERENCE
European Commission. (2015). Culture. Preuzeto 3. avgusta
2015. sa http://ec.europa.eu/culture/
Florida, R. (2002). The Rise of Creative Class. New York, USA:
Basic Books.
Gradska uprava za privredu Grada Novog Sada. (2002, 2014).
Rešenja o kategorizaciji ugostiteljskih objekata za smeštaj.
Khanna, P. (2011). How to Run the World: Charting a Course
to the Next Renaissance. New York, USA: Random
House.
Kliček, T., Vučković, Ž., & Čabrilo, S. (2012). Ekonomska
održivost kreativnog grada. Nauka i praksa, 5, 45-53.
Kotler, P., Bowen, J., & Makens, J. (2003). Marketing for Hospitality and Tourism. New York, USA: Prentice Hall.
Landry, C. (2006). The Art of City Making. London: Earthscan.
Lerner, J. (2009). Every City can be Creative City. In: A.C.F.
Reis and P. Kagayama (Ed.), Creative City Perspectives
(pp. 28-34). Sao Paolo, Brazil: Garimpo de Solucoes &
Creative Cities Production.
Narodna banka Srbije. (2015). Platni bilans Preuzeto 3. avgusta 2015. sa http://www.nbs.rs/internet/latinica/80/
platni_bilans.html
Pušić, Lj. (2002). Preduzetnici i grad. Novi Sad: Centar za
sociološka istraživanja pri Filozofskom fakultetu.
Reis, A.C.F., & Kagayama, P. (2009). Creative City Perspectives. Sao Paolo, Brazil: Garimpo de Solucoes & Creative Cities Production.
Republički zavod za statistiku. (2007-2013). Saopštenja UT10.
Brojevi: 13 (2014), 21 (2012), 21 (2011), 30 (2010), 18
(2009) i 25 (2008).
Richards, G. (2001). Cultural attractions and European tourism. New York: CABI Pub.
Rikalović, G. (2012). Kreativna Srbija: novi pravac razvoja.
Novi Sad: Anonymous said.
Turistička organizacija Grada Novog Sada. (2015). Novi Sad.
Preuzeto 3. Avgusta 2015. sa www.turizamns.rs
van Dalm, R. (2011). 3A of Creative City, correspondences
via LinkedIn in February 2011 on Creative city issues.
Preuzeto 3. avgusta 2015. sa http://www.royvandalm.
com/
Vanić, T. (2015). Magistarstki rad: Mogućnost ulaska inostranog hotelskog operatora na turističko tržište Novog Sada. Beograd: Univerzitet Singidunum.
Verhagen, E. (2009). Net City Quality. In: A.C.F. Reis and
P. Kagayama (Ed.), Creative City Perspectives (pp. 99109). Sao Paolo, Brazil: Garimpo de Solucoes & Creative Cities Production.
THE CONCEPT OF CREATIVE CITY AND HOSPITALITY DEVELOPMENT IN NOVI SAD
Abstract:
The Europe 2020 Strategy aims at achieving economic growth, social cohesion, along with knowledge as the key resource of the new age. The creative city is a city whose development is based on
the knowledge of people living in it. According to the concept of creative city, improvement of the
city itself, starts once the people living or residing in it, become aware of the specific potentials of
their city. The creative city is a city in which people participate in developing attractions of the given
place, as only the city that is attractive to its citizens, can attract prospective tourists and investors.
The official valid development strategy of the city of Novi Sad is primarily based on its economic
sustainability, planning and construction, with infrastructure assuming an important place. It is
predominantly directed towards hospitality development, i.e., attracting foreign investors. The authors shall attempt to show how an alternative approach to tourism development of the city of Novi
Sad, such as the concept of creative city, can enhance hospitality development measured by ‘’purely’’
statistical data. The results of such combined analysis shall indicate challenges, obstacles, as well as
potentials of tourism development of the city of Novi Sad.
160
Key words:
creative city,
Novi Sad,
hospitality,
tourism development.
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-161-163
ASPEKTI FISKALNIH OLAKŠICA/PODSTICAJA
TURIZMU REPUBLIKE SRBIJE
1
Kosana Vićentijević1*, Zoran Petrović1, Zoran Jović2
Univerzitet Singidunum, Danijelova 32, Beograd, Republika Srbija;
2
Poslovni fakultet Valjevo, Železnička 5, Valjevo, Republika Srbija
Apstrakt:
Tema ovog rada su fiskalne olakšice/podsticaji turizmu Republike Srbije. Predmet istraživanja je
regulativa Republike Srbije koja propisuje fiskalne olakšice/podsticaje. Ispituje se i struktura turističke
privrede kako bi se utvrdilo koliko je ona ograničavajući faktor korišćenja aktuelnih fiskalnih olakšica/
podsticaja Republike Srbije.
Cilj rada jeste da pokaže da je za razvoj turizma u Republici Srbiji neophodno promeniti postojeće
fiskalne olakšice/podsticaje jer oni ne odgovaraju strukturi turističke privrede Republike Srbije.
Ključne reči:
turizam,
fiskalne olakšice,
fiskalni podsticaj.
1. UVOD
2. POSTOJEĆE PORESKE OLAKŠICE
Turizam kao grana privrede je važan segment koji daje
mogućnost za ekonomski i socijalni razvoj društvene zajednice. Turistički proizvodi uključuju mnoge delatnosti
koje ostvaruju prihode kroz turističku potrošnju. U većini
razvijenih zemalja sektor usluga čini 60-75% društvenog
bruto proizvoda i time prevazilazi fabričku proizvodnju i
poljoprivredu (Popesku, 2013).
Predmet istraživanja u ovom radu su fiskalne olakšice/
podsticaji privrednim subjektima koji se bave turizmom u
Republici Srbiji. Zbog toga se u radu istražuje relevantna
poreska regulativa Republike Srbije koja propisuje fiskalne
olakšice/podsticaje. Istražuje se i struktura turističke privrede, da bi se utvrdilo koliko je ona ograničavajući faktor
korišćenja aktuelnih fiskalnih olakšica/podsticaja Republike
Srbije.
Cilj rada je dokazivanje da je za razvoj turizma u Republici Srbiji neophodno promeniti postojeće fiskalne olakšice/podsticaje jer oni ne odgovaraju strukturi turističke
privrede Republike Srbije.
Zbog toga je i polazna hipoteza u radu:
H1 - da postojeće fiskalne olakšice koje se odnose na
porez na dobit ne odgovaraju strukturi turističke
privrede Republike Srbije. U radu dokazujemo i
hipotezu:
H2 - da je u periodu od 2001-2012. godine bilo značajnih poreskih olakšica/podsticaja koje su se odnosile na porez na dobit koje je mogla da koristi
turistička privreda Republike Srbije.
U svrhe potvrđivanja (ili opovrgavanja) ovih hipoteza
istražili smo relevantne poreske regulative u Republici Srbiji i u periodu od 2002. do 2015. godine, kao i podatke
koji pokazuju strukturu (po veličini) pravnih lica iz oblasti
hotelijerstva u Republici Srbiji.
U Republici Srbiji postoji trend da se u većim gradovima
u Srbiji grade manji hoteli poslovnog tipa. I pored toga evidentan je nedostatak kvalitetnih hotelskih kapaciteta - kvalitet hotelskih usluga (proizvoda) čine njihova svojstva koja
obezbeđuju zadovoljenje potreba i očekivanja korisnika tih
usluga, pri čemu je korisnik usluge taj koji daje konačan sud
o stepenu ostvarenog zadovoljstva (Barjaktarović, 2013).
Ulaganje u hotelske kapacitete u značajnoj meri može biti
podstaknuto odgovarajućim poreskim olakšicama. Prema
“Strategiji razvoja turizma u Republici Srbiji” (Službeni glasnik RS, br. 91/2006) tipični primeri fiskalnih podsticaja/
olakšica su sledeći:
1. smanjenje poreza na dobit,
2. mogućnost ne plaćanja poreza iz dobiti sve dok se
negativni poslovni rezultat iz nekih prethodnih godina poslovanja u celosti ne pokrije akumulisanom
dobiti,
3. oslobađanje poreza na nekretnine,
4. preferencijalna cena energenata,
5. niži komunalni doprinosi i naknade u prvim godinama poslovanja,
6. smanjena carinska davanja na uvoznu opremu,
7. subvencije za kupljenu domaću opremu,
8. poresko oslobađanje za reinvestiranu dobit,
9. ostali podsticaji i olakšice (npr. programi stručne
obuke za zaposlene, repatrijacija profita, mogućnost
zapošljavanja stranih eksperata, marketinške aktivnosti sponzorisane od strane javne vlasti i sl.).
Od navedenih poreskih olakšica u Republici Srbiji jedino je prisutna olakšica navedena pod rednim brojem 2.
Ova olakšica povezana je sa obračunom i plaćanjem poreza
na dobit pravnih lica. U Republici Srbiji obračun i plaćanje
* [email protected]
161
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
poreza na dobit reguliše Zakon o porezu na dobit pravnih
lica (Službeni glasnik RS, br. 25/2001). U vreme pisanja
ovog rada ovaj Zakon je u pogledu poreskih podsticaja/
olakšica veoma restriktivan - pored već navedene olakšice
navešćemo još dve poreske olakšice.
Članom 46. ovog Zakona predviđena je sledeća poreska
olakšica: “Oslobađa se plaćanja poreza na dobit pravnih
lica za radno osposobljavanje, profesionalnu rehabilitaciju i zapošljavanje invalidnih lica, srazmerno učešću tih lica
u ukupnom broju zaposlenih”. Dakle, radi se o poreskom
oslobođenju koje ne mogu koristiti pravna lica iz oblasti
turizma.
Pored ove poreske olakšice članom 50a ovog Zakona
predviđena je još jedna poreska olakšica: “...poreski obveznik koji uloži u svoja osnovna sredstva, odnosno u čija osnovna sredstva drugo lice uloži više od jedne milijarde dinara, koji ta sredstva koristi za obavljanje pretežne delatnosti i
delatnosti upisanih u osnivačkom aktu obveznika, odnosno
navedenih u drugom aktu obveznika, kojim se određuju delatnosti koje obveznik obavlja i u periodu ulaganja dodatno
zaposli na neodređeno vreme najmanje 100 lica, oslobađa
se plaćanja poreza na dobit pravnih lica u periodu od deset godina srazmerno tom ulaganju...” Imajući u vidu da je
stopa poreza na dobit 15%, radi se, dakle, o veoma velikoj
poreskoj olakšici. Međutim, veoma su visoki kriterijumi za
njeno ostvarivanje:
◆ ulaganje u osnovna sredstva veće od 8,3 miliona
EUR i
◆ zapošljavanje na neodređeno vreme najmanje 100
lica.
Sa ovako visoko postavljenim kriterijumima većini turističkih preduzeća koja posluju na području Republike Srbije
ovo poresko oslobođenje je nedostižno. Sektor turizma karakteriše izrazita heterogenost delatnosti koje učestvuju u zadovoljenju potreba turista uz postojanje velikih razlika u veličini
privrednih subjekata i snažnu ulogu javnog sektora (Spasić & Čerović, 2014). Prema podacima Sektora za turizam
Ministarstva finansija iz 2013. godine, u Srbiji posluje 318
kategorisanih objekata hotelskog tipa, sa 17.373 smeštajnih
jedinica i 29.440 ležaja. Dakle, prosečno po kategorisanom
objektu ima 93 ležaja. Ukoliko se kao prosečna cena izgradnje objekta hotelskog tipa uzme 25.000,00 EUR po ležaju
(na osnovu izveštaja licenciranog procenitelja građevinskih
objekata), proizlazi da je prosečna cena osnovnih sredstava
po objektu 2,35 miliona EUR. To je daleko ispod navedenog
kriterijuma za ostvarivanje prava na poresku olakšicu iz člana 50a Zakona. Sem toga najveći broj turističkih preduzeća
u Republici Srbiji ima manje od 100 zaposlenih lica, pa nije
ni realno očekivati da u nekom budućem periodu poveća
broj zaposlenih za 100 i više lica. Može se izvesti zaključak
da je u proteklih nekoliko godina samo nekoliko turističkih
preduzeća u Republici Srbiji mogli da iskoristi navedenu
poresku olakšicu.
3. PORESKE OLAKŠICE KOJE SU POSTOJALE U
PERIODU OD 2001-2012. GODINE
162
Poreski sistem se stalno menja i usavršava prilagođavajući se društveno - ekonomskim sistemima postajući istorijska kategorija (Radojević, 2012).
Donošenjem 2001. godine Zakona o porezu na dobit
preduzeća (Službeni glasnik RS, br. 25/2001) privrednim
subjektima su postale dostupne značajne poreske olakšice.
U nastavku ćemo ih ukratko navesti i to na način koji pokazuje da je većina turističkih preduzeća iz Republike Srbije
mogla da ih koristi.
Članom 47. ovog Zakona dozvoljeno je obvezniku koji
je ostvario dobit u novoosnovanoj poslovnoj jedinici u nedovoljno razvijenim područjima da umanji porez na dobit
preduzeća u trajanju od dve godine, srazmerno učešću tako
ostvarene dobiti u ukupnoj dobiti preduzeća - dakle, nije
bilo ograničenja u visini ulaganja ili broju novozaposlenih
lica, što je omogućavalo da i najmanje turističko preduzeće
koristi ovu poresku olakšicu. Ova poreska olakšica ukinuta
je 2012. godine (Službeni glasnik RS, br. 119/2012).
Članom 48. ovog Zakona bilo je omogućeno obvezniku
koji izvrši ulaganje u osnovno sredstvo u sopstvenoj registrovanoj delatnosti da umanji obračunati porez na dobit
preduzeća za 10% ulaganja izvršenog u toj godini. Poreski
kredit nije mogao biti veći od 50% obračunatog poreza u
godini u kojoj je izvršeno ulaganje. Neiskorišćeni deo poreskog kredita mogao se preneti na račun poreza na dobit
iz budućih obračunskih perioda, ali ne duže od pet godina.
Obvezniku koji je prema zakonu kojim se uređuje računovodstvo razvrstan u malo preduzeće, pravo na ovaj poreski kredit priznaje se u visini od 30% izvršenog ulaganja,
s tim što umanjenje obračunatog poreza u godini u kojoj
je izvršeno ulaganje ne može biti veće od 70% - dakle, nije
bilo ograničenja u visini ulaganja ili broju novozaposlenih
lica, što je omogućavalo da i najmanje turističko preduzeće
koristi ovu poresku olakšicu. Čak šta više, manja preduzeća
su imala veću poresku olakšicu od srednjih i velikih preduzeća. Radi prikaza da je u pitanju velika i značajna poreska
olakšica poslužićemo se sledećim primerom:
Preduzeće koje je malo po veličini kupuje autobus za korišćenje u svrhe prevoza turista. Autobus je plaćen 50.000,00
EUR (Napomena: iznose prikazujemo u evrima radi bolje
preglednosti). Prema članu 48. Zakona o porezu na dobit
preduzeća pravo na poresku olakšicu je 15.000,00 EUR
(50.000,00 EUR x 30%). U periodu od pet godina preduzeće je ostvarilo oporezivu dobit u iznosu od 120.000,00 EUR.
Stopa poreza na dobit je bila 20%. Da preduzeće nema poresku olakšicu u ovom periodu platilo bi 24.000,00 EUR poreza na dobit. Međutim, preduzeće je platilo samo 9.000,00
EUR poreza na dobit, jer je koristilo poresku olakšicu od
15.000,00 EUR po osnovu ulaganja u osnovno sredstvo.
Dakle, direktna ušteda je 15.000,00 EUR i realno gledano nabavka autobusa je preduzeće koštala 35.000,00 EUR
(50.000,00 EUR /nabavna vrednost/ - 15.000 EUR /ušteda
na porezu/).
Napomena: Zakonom o izmenama i dopunama Zakona o porezu na dobit preduzeća (Službeni glasnik RS, br.
84/2004) povećani su navedeni procenti poreskih olakšica:
sa 10% povećan je na 30% i kod malih pravnih lica sa 30%
na 40%. Ova poreska olakšica ukinuta je 2013. godine (Službeni glasnik RS, br. 108/2013).
Članom 49. ovog Zakona bilo je omogućeno obvezniku
koji na neodređeno vreme zaposli nove radnike da obračunati porez umanji za iznos koji je jednak iznosu koji čini
40% bruto zarada, odnosno plata, isplaćenih tim zaposlenima, uvećanih za pripadajuće plaćene javne prihode na teret
poslodavca.
Poreski kredit iz stava 1 ovog člana priznaje se za period
od dve godine od dana zaposlenja, pod uslovom da se u tom
periodu nije smanjivao broj zaposlenih, kao i da obveznik
u periodu od 12 meseci pre dana zaposlenja nije smanjivao
broj zaposlenih - dakle, nije bilo ograničenja u broju novozaposlenih lica, što je omogućavalo da i najmanje turističko
preduzeće koristi ovu poresku olakšicu. Sem toga radilo se
i o značajnoj poreskoj olakšici. Prikazaćemo to na primeru:
Preduzeće je zaposlilo jednog novog radnika čija je godišnja bruto zarada (uvećana za doprinose na teret poslodavca) bila 3.600,00 EUR. Po ovom osnovu preduzeće je
steklo pravo na poresku olakšicu u iznosu od 1.440,00 EUR.
Preduzeće je ostvarilo oporezivu dobit od 20.000,00 EUR i
iskazalo obavezu za porez na dobit od 2.560,00 EUR (stopa
poreza na dobit je bila 20%). Iznos od 2.560,00 EUR se dobija na sledeći način: 20.000,00 EUR x 20% - 1.440,00 EUR
/poreske olakšice/. Dakle, novozaposleni radnik preduzeće
realno košta 2.160,00 EUR (3.600,00 EUR /bruto zarada/ 1.440,00 EUR /poreska olakšica/).
Napomena: Zakonom o izmenama i dopunama Zakona o porezu na dobit preduzeća (Službeni glasnik RS, br.
80/2002) navedeni procenat poreske olakšice od 40% povećan je na čak 100%! Ova poreska olakšica ukinuta je 2010.
godine (Službeni glasnik RS, br. 18/2010).
3. ZAKLJUČAK
Predmet istraživanja u ovom radu su bile fiskalne olakšice/podsticaji privrednim subjektima koji se bave turizmom
u Republici Srbiji sa stanovišta poreza na dobit.
Doprinos turizma razvoju zaposlenosti u okviru uslužnog sektora a time i ukupnom privrednom razvoju može
biti veoma značajan (Čačić, 2013). Da bi turizam dao svoj
doprinos u punoj meri neophodno je postojanje odgovarajućih poreskih olakšica/podsticaja.
Istraživanjem relevantne zakonske regulative u periodu
od 2001. do 2015. godine potvrdili smo postavljene hipoteze:
H1: postojeće fiskalne olakšice u vezi sa porezom na
dobit ne odgovaraju strukturi turističke privrede
Republike Srbije i
H2: u periodu od 2001-2012. godine bilo je značajnih
poreskih olakšica/podsticaja koji su se odnosili
na porez na dobit koje je mogla da koristi i turistička privreda Republike Srbije.
S obzirom da je učešće prihoda od poreza na dobit u
budžetu Republike Srbije u 2014. godini relativno malo
6,24%, da značajan deo turističke privrede Republike Srbije čine mikro, mala i srednja pravna lica smatramo da
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
treba razmisliti o vraćanju nekih od ranije prisutnih poreskih olakšica u vezi sa porezom na dobit za mikro, mala i
srednja pravna lica. U situaciji kada postoji budžetski deficit
država se teško odlučuje na davanje većih poreskih olakšica/
podsticaja. Stvaranje prostora za dodatne poreske olakšice/
podsticaje moguće je smanjenjem tzv. sive ekonomije.
LITERATURA
Barjaktarović, D. (2013). Upravljanje kvalitetom u hotelijerstvu. Beograd: Univerzitet Singidunum.
Čačić, K. (2013). Poslovanje hotelskih preduzeća. Beograd:
Univerzitet Singidunum.
HORES. (2015). Pregled broja hotela, smeštajnih jedinica i ležajeva. Preuzeto 27. jula 2015. sa http://www.hores.rs/
docs/broj_hotela.pdf
Ministarstvo finansija Republike Srbije. (2014). Zakon o porezu
na dobit pravnih lica. Službeni glasnik RS br. 25/01, 80/02,
43/03, 84/04, 18/10, 101/11, 119/12, 47/13, 108/13, 68/14.
Preuzeto 27. Jula 2015. sa http://www.poreskauprava.gov.
rs/sr/pravna-lica/pregled-propisa/zakoni/307/zakon-oporezu-na-dobit-pravnih-lica.html
Ministarstvo trgovine turizma i telekomunikacija Republike Srbije. (2015). Strategija razvoja turizma Republike Srbije.
Službeni glasnik br. 91/2006. Preuzeto 27. jula 2015. sa
http://mtt.gov.rs/download/3/Strategija%20razvoja%20
turizma,cir.pdf
Narodna skupština Republike Srbije. (2015). Zakon o budžetu Republike Srbije za 2014. godinu. Preuzeto 27. jula
2015. sa http://www.parlament.gov.rs/upload/archive/
files/lat/pdf/zakoni/2013/4174-13Lat.pdf
Popesku, J. (2013). Marketing u turizmu i ugostiteljstvu. Beograd: Univerzitet Singidunum.
Radojević, T. (2012). Finansijsko poslovanje u turizmu i hotelijerstvu. Beograd: Univerzitet Singidunum.
Službeni glasnik RS. (2015). Zakon o privrednim društvima. Službeni glasnik RS br. 36/2011, 99/2011, 83/2014
i 5/2015. Preuzeto 27. jula 2015. sa http://paragraf.rs/
propisi/zakon_o_privrednim_drustvima.html
Službeni glasnik RS. (2004). Zakon o porezu na dodatu vrednost. Službeni glasnik RS br. 84/2004, 86/2004, 61/2005,
61/2007, 93/2012, 108/2013, 68/2014 i 142/2014. Preuzeto 27. jula 2015. sa http://paragraf.rs/propisi/zakon_o_
porezu_na_dodatu_vrednost.html
Spasić, V., & Čerović S. (2014). Ekonomsko-finansijska analiza poslovanja preduzeća u hotelijerstvu i turizmu. Beograd: Univerzitet Singidunum.
ASPECTS OF FISCAL FACILITIES/INCENTIVES
TO TOURISM OF THE REPUBLIC OF SERBIA
Abstract:
The topic of this paper are fiscal facilities/incentives to tourism of the Republic of Serbia. The research
examines the regulation of the Republic of Serbia that prescribes fiscal facilities/incentives. It also
explores the tourism industry structure in order to determine the extent to which it limits the use of
the current fiscal facilities/incentives of the Republic of Serbia.
The principal aim of this study is to show that development of tourism in the Republic of Serbia
requires changing the existing fiscal facilities/incentives, as they do not correspond to the structure
of tourism industry of the Republic of Serbia.
Key words:
tourism,
fiscal facilities,
fiscal incentive.
163
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-164-167
BANKRUPTCY RISK EXPOSURE OF SERBIAN HOTELS
IN THE PERIOD 2008-2012
Vule Mizdraković*, Goranka Knezević, Nenad Stanić
Singidunum University, Danijelova 32, Belgrade, Republic of Serbia
Abstract:
The purpose of this paper is to determine the indebtedness level of hotels operating in the Republic
of Serbia during the period from 2008-2012. It is presumed that the weakened worldwide economy
resulted in the decrease of general business solvency and increase of bankruptcy probability in all
industries. Service providers have certainly not been left out, and hotels have been in the focus of this
paper. We have collected available financial statements of hotels operating in the Republic of Serbia
for the period from 2008-2012. We have calculated several bankruptcy prediction models including:
Altman’s Z’ and Z’’-score, M-score, Kralicek’s df score and Z-score for hospitality industry. The results
show that the average implicated bankruptcy probability increased in 2010 and 2011, and reached its
peak value in 2011. When comparing 2008 and 2011, the average Altman’s scores recorded decrease
of approximately 70% and other scores confirm the same results. Therefore, it can be concluded that
hotel industry in Serbia recorded the weakest results and has been insolvent and had the greatest risk
of going bankrupt in 2010, and especially in 2011.
1. INTRODUCTION
164
If we take into consideration that corporate bankruptcy
figures in the United States in the first quarter of 2015 recorded high level since 2010 (Hals, 2015) and that property
market soars 10% in 2015 (Boyce, 2015), we might be at the
beginning of creation of another market bubble and the new
financial crisis. At the times of crisis, the solvency of business entities gets affected by negative market contractions.
In order to retain the normal business cycle functionality,
entities need additional funds. According to Stanišić et al.
(2013) business entities in Serbia that invested their capital
in current assets respond better (noted higher results) to the
negative effects of financial crisis in comparison to those
that had fixed assets of high value. Therefore, if business
entities retain the same financial strategies, they may end
up indebted pretty soon. The risk of bankruptcy increases
as the level of credit solvency decreases. Bankruptcy filing is
the last chance for the entity to regroup through reorganization; however, only one out of ten debtors actually opens
the reorganization in the Republic of Serbia (Mizdraković,
2012). Therefore, approximately 90% of debtors are liquidated in the process of bankruptcy proceedings. Their assets
are sold at a very low value (usually 10-30% of the market
value) and collected money is used to reimburse the creditors. The value of debtor’s bankruptcy estate is usually not
enough to cover its debts, thus the creditors suffer in the
process of bankruptcy, as well as the debtor. Also, a bankruptcy proceeding causes very high expenses; in Serbia they
could be as high as 23% of the total value of debtor’s properties (Mizdrakovic, 2012). The hotel industry has some
specifics; firstly, the value of fixed assets is very high due to
* [email protected]
Key words:
indebtedness,
bankruptcy prediction models,
financial statements.
good property locations. This could be both - a life belt, and
a hole in the boat for hotel management. A high property
value could help in capital generation, as it allows the approval of mortgage loans of higher amounts. On the other
hand, as mentioned above, the capital invested in fixed
assets cannot be easily transformed in liquid assets, especially in the times of need. Also, the hotel’s property does
not possess high sales power, because when estate market
is in decline, it will require more marketing time to make
sales. Secondly, hotel industry is highly leveraged, because
those valuable properties are usually financed by long-term
debt financing. These two characteristics could easily cause
problems with hotel credit solvency and force hotel management to file for bankruptcy proceedings. Therefore, it is
very important for hotel management to notice red flags,
react and avoid bankruptcy at all cost. The purpose of this
paper is to find out whether Serbian hotel managements
did notice the deterioration of the hotel credit solvency and
at what level did they constrained bankruptcy risk. Actually, we wanted to find out when the indebtedness of hotel
businesses in Serbia and their bankruptcy risk were at the
highest level, throughout the period 2008-2012. Therefore,
we have collected available financial statements of the hotels operating in the period from 2008-2012 and calculated
several bankruptcy prediction models. This paper contributes to the existing literature on financial aspects of hotel
industry in Serbia, which is quite modest. This is especially
true when it comes to hotel bankruptcy prediction in the
Republic of Serbia. The paper is structured as follows: The
first part addresses the literature review; the second part
presents research methodology used and the results, while
the final part provides concluding remarks.
2. LITERATURE REVIEW
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
Table 1. Main financial positions of sample hotels in thousands of RSD
Due to space constraints and since literature on
corporate bankruptcy prediction is quite extensive
and has already been explored by numerous authors
(Bellovary, Giacomino, & Akers, 2007), this paper Average
will only address bankruptcy prediction in the hospitality industry. Park and Hancer (2012) noticed that
bankruptcy prediction in the hospitality industry has
gained more interest with researchers since 1999.
Since then, there were several papers till 2005 using
MDA (Multivariate Discriminant Analysis) for bank- Median
ruptcy prediction of restaurants, lodging companies
and airplane companies. There were two more papers
in 2006 addressing bankruptcy prediction of restaurants using Logistic Regression and MDA analyses,
in which it has been concluded that low earnings before interest and taxes, and high total liabilities would likely lead
to bankruptcy of the restaurant (Kim & Gu, 2006; Kim &
Gu, 2006a). Similarly, Park and Hancer (2012) noticed that
financial indicator total liabilities to total assets plays a great
role in detecting when the business entity from the hospitality industry will go bankrupt. Kim (2011) focused on
comparison of bankruptcy prediction models in his paper
and found out that the following indicators had the highest discriminating power1, when discerning healthy hotels
from bankrupt ones: Debt to Equity Ratio, Profit Margin,
ROE, Account Receivable Turnover and Fixed Asset Turnover. Out of the aforementioned, Debt to Equity Ratio had
the highest significance, which correlates with the previous
studies. Finally, we had difficulty in finding any research paper addressing bankruptcy prediction in the hotel or hospitality industry in Serbia.
3. METHODOLOGY
Since the purpose of this paper was to determine the
credit solvency level of Serbian hotels, we had to design the
research sample of hotels operating in the observed period
and collect their financial statements. Business entities in
the Republic of Serbia have an obligation of financial reporting and financial statements preparation. Serbian Business
Registers Agency collects financial statements and makes
them publicly available via its Internet site. In that way, we
have acquired the complete financial statements of 71 hotels
in 2008, 87 hotels in 2009, 82 in 2010, 73 in 2011 and 75 in
2012. Sample hotels belong to the groups of small, mediumsized and large enterprises, according to the Serbian Law
on Accounting. In the table No.1, we have presented the
average and median values of the main financial positions
of sample hotels.
The collected financial statements have been used to calculate financial indicators to determine credit solvency level
of Serbian hotels for the observed period. We have chosen
the following models: Altman’s Z’ and Z’’ scores, M-score,
Kralicek’sdf score and Z-score formulated for hospitality
industry.
The most renowned methodology of corporate bankruptcy risk assessment has been formulated by Professor
Edward Altman. The formulas for updated original Z-score
are as follows (Altman, 1968; Altman, 2002):
1
According to the results of Logistic Regression Analysis.
Year
Total Assets
Sales Revenue Net Result
Equity
2008
9,003,154
1,437,437
-243,767
6,894,513
2009
8,096,100
1,378,961
-63,109
5,755,335
2010
7,798,344
1,342,595
-18,994
5,062,357
2011
10,816,516
1,578,256
-143,588
6,854,571
2012
10,349,295
1,479,533
-276,794
6,320,317
2008
4,085,822
711,797
-1,597
2,459,453
2009
2,963,755
662,642
0
2,177,590
2010
2,739,553
708,969
0
1,454,328
2011
3,430,494
959,987
-23,212
2,018,130
2012
3,145,382
880,274
-21,567
1,958,714
Z’ = .717X1 + .847X2 + 3.107X3 + .420X4 + .998X5
(1)
Z” = 6.56X1 + 3.26X2 + 6.72X3 + 1.05X4
(2)
Where Xn represents:
X1 - Working Capital/Total Assets,
X2 - Retained Earnings/Total Assets,
X3 - Earnings before Interest and Taxes/Total Assets,
X4 - Book Value of Equity/Total Liabilities and
X5 - Sales/Total Assets.
These models should perform better than the original
formula for bankruptcy prediction of Serbian hotels, because most of them are not public companies. The first
formula should be used to predict corporate bankruptcy of
private companies, whereas the latter one is more efficient
for entities operating in emerging markets.
Since both of the previous formulas are not modelled
based on the data from the Serbian entities, we have decided to calculate M-score which is meant to be used for
corporate bankruptcy prediction of Serbian business entities (Stanišić, Mizdraković, & Knežević, 2013)2:
M = -.00039 X1 + .003786 X2 + .997167 X3 -1.900213 X4 (3)
Where:
X1 – EBITDA
X2 – Number of Employees
X3 – Debt Ratio
X4 – Sales to Total Assets.
We have also decided to calculate Kralicekdf score, because it is formulated based on the data from European
(German, Austrian and Swiss) business entities. This author
used MDA (Multiple Discriminant Analysis) and formed
this model (Zenzerovic & Perusko, 2006):
DF = 5,1 X1 + ,0 08X2 +10X3 + 5X4 + 3,0 X5 + 1,0 X6
(4)
Where:
X1 – Net Cash Flow to Total Liabilities,
X2 – Total Assets to Total Liabilities,
X3 – EBIT to Total Assets,
X4 – EBIT to Total Revenues,
X5 – Inventories to Total Revenues and
X6 – Sales Revenues to Total Assets.
2
The training and test sample for this model predominately included business entities from processing and retail industry. The second reason why we have chosen this model is because it included
entities from hospitality industry as well (though 5 out of 232).
165
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
Finally, the last model applied in this research is the one
formulated by already mentioned authors and it is specialized in bankruptcy prediction of entities operating in the
hospitality industry (Park & Hancer, 2012):
Z-score hospitality= –5.282 + 4.755X1 + 0.007X2 + 10.119X3
Where:
X1 = Working Capital to Total Assets,
X2 = Total Liabilities to Net Worth and
X3 = Total Liabilities to Total Assets.
All models used in this research have been formulated
using either MDA or Logistic Regression Analysis.
The remaining two bankruptcy scores show similar results as the previous ones. We have included the explanation
for Kralicek’s default score in order to simplify the analysis,
even though average and median values clearly show that
the score is lowest in 2011.
5. SUMMARY
Bankruptcy risk is a type of risk that business entities
can influence by means of good financing strategies and
maintaining regular cash flows. Due to high expenses of
bankruptcy proceedings and several negative effects of bankruptcy on stakeholders of business entities, hotel manage4. RESULTS AND DISCUSSION
ment should maintain the bankruptcy risk at lowest possible
level. The research results suggest that from 2008 until 2011,
Based on the collected annual financial statements, we
the quality of Serbian hotel business deteriorated. According
have calculated financial indicators required for further calto the Z’ and Z’’-scores implicated probability, the average
culation of selected bankruptcy scores. The next step was
Serbian hotel demonstrated approximately 30% and 37%
to calculate scores. However, since their numerical values
risk of going bankrupt in the following two years. Accordmight lead to a wrong conclusion, we have calculated iming to the Kralicek’s df score, the hotels in Serbia were in
plicated bankruptcy probability for all of them, except for
particular bankruptcy position during 2009-2012, with the
Kralicek’s default score.
lowest value observed in 2011. It should be noted that all
bankruptcy prediction scores
Table 2. Average and median values of implicated probability of Z’, Z’’ and M-score
show better results in 2012,
Z’-score
Z’’-score
M-score
which illustrates the revival
Year
No
No
No
probability
probability
probability
of the Serbian hotel industry.
2008
71
23.48%
71
28.82%
60
46.24%
Other studies point out that if
2009
87
25.79%
87
31.42%
74
47.75%
the hotel management aims
2010
82
29.22%
82
35.31%
69
51.81%
Average
at running a healthy business
2011
73
30.92%
73
37.62%
61
52.60%
entity, it should maintain pos2012
75
31.69%
75
36.21%
60
41.73%
itive cash flows, good profit2008
71
20.87%
71
10.76%
60
36.20%
ability, and most importantly,
2009
87
21.42%
87
11.29%
74
48.12%
apply self-financing activities,
2010
82
24.34%
82
16.94%
69
61.51%
Median
since indebtedness is the cru2011
73
28.57%
73
17.60%
61
68.91%
cial bankruptcy trigger for
2012
75
29.86%
75
12.79%
60
10.60%
these entities. Further studies
might focus on formulating a
bankruptcy prediction model based on the data from finanBesides the implicated bankruptcy probability, we have
cial statements of the Serbian hotels. The most evident obpresented the number of hotels that had all financial posistacle might be the research sample, since there are very few
tions needed for bankruptcy scores calculation. Those that
medium–sized or large hotels that have financial reporting
didn’t fulfil this requirement were left out of the research.
obligation, and even fewer of those that went bankrupt.
It can be noticed from the analysis of the above-given table
that in 2011 Serbian hotels, on average, faced the highest
bankruptcy risk. In the table No. 3, we have presented the
probabilities for the remaining scores.
Table 3. Bankruptcy prediction scores and implicated probability of Z-score hospitality
Average
Median
166
Year
No
Z-score hospitality
No
Kralicek’s df score
Explanation
2008
60
18.97%
70
-0.86
Medium insolvency
2009
74
21.91%
86
-1.76
Particular insolvency
2010
69
32.53%
81
-1.13
Particular insolvency
2011
61
36.00%
73
-2.27
Particular insolvency
2012
60
33.16%
73
-1.47
Particular insolvency
2008
60
4.67%
70
0.11
The beginning of insolvency
2009
74
5.13%
86
0.12
The beginning of insolvency
2010
69
11.22%
81
0.01
Medium insolvency
2011
61
14.94%
73
-0.50
Medium insolvency
2012
60
11.60%
73
0.09
The beginning of insolvency
REFERENCES
Altman, E. (1968). Financial Ratio, Discriminate Analysis
and Prediction of Corporate Bankruptcy. Journal of
Finance, 23 (4), 589-629.
Altman, E. (2002). Corporate Distress Prediction Models in
a Turbulent Economic and Basel II Environment. Retrieved January 13, 2013, from NYU Stern School of
Business: http://pages.stern.nyu.edu/~ealtman/CorpDistress.pdf
Bellovary, J., Giacomino, D., & Akers, M. (2007). A Review of
Bankruptcy Prediction Studies: 1930-Present. Journal
of Financial Education, 33, 1-42.
Boyce, L. (2015). Property Market Soars 10% in Year to March
as Average UK House Price Jumps £4k in a Month. Retrieved August 03, 2015, from This is Money: http://
www.thisismoney.co.uk/money/mortgageshome/article-3087544/Annual-house-price-inflation-rises-timesummer-average-home-adding-4k-month.html
Hals, T. (2015). U.S. Public Companies Seek Bankruptcy at
Fastest First-quarter Rate Since 2010. Retrieved August
13, 2015, from Reuters: http://www.reuters.com/article/2015/04/14/us-usa-bankruptcy-increase-insightidUSKBN0N528K20150414
Kim, H., & Gu, Z. (2006). Predicting Restaurant Bankruptcy: A Logit Model in Comparison with a Discriminant
Model. Hospitality, Leisure, Sport & Tourism, 30 (4),
474-493.
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
Kim, H., & Gu, Z. (2006a). A Logistic Regression Analysis
for Predicting Bankruptcy in the Hospitality Industry.
The Journal of Hospitality Financial Management, 14
(1), 17-34.
Kim, S. (2011). Prediction of Hotel Bankruptcy Using Support Vector Machine, Artificial Neural Network, Logistic Regression, and Multivariate Discriminant Analysis.
Service Industries Journal, 31 (3), 441-468.
Mizdraković, V. (2012). Komparativna analiza ekonomskih aspekata stečaja. Retrieved December 25, 2013, from Singipeda: http://www.singipedia.com/content/3276-Komparativna-analiza-ekonomskih-aspekata-ste%C4%8Daja
Park, S., & Hancer, M. (2012). A Comparative Study of Logit
and Artificial Neural Networks in Predicting Bankruptcy in the Hospitality Industry. Tourism Economics, 18
(2), 311-338.
Stanišić, M., Stanišić, N., Mizdraković, V., Racić, Z., & Radojević, T. (2013). The Impact of Balance Sheet Structure
on the Performance of Industrial Economic Entities
in the Republic of Serbia. Metalurgia International, 18
(10), 75-80.
Stanišić, N., Mizdraković, V., & Knežević, G. (2013). Corporate Bankruptcy Prediction in the Republic of Serbia.
Industrija, 41 (4), 145-159.
167
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-168-174
OCENA FINANSIJSKE SPOSOBNOSTI
HOTELSKIH PREDUZEĆA KOJA GRAVITIRAJU
GRADSKIM TURISTIČKIM CENTRIMA U REPUBLICI SRBIJI
Nataša Jovanović1*, Miloš Jovanović2, Nikola Jovanović3
Ministarstvo finansija, Poreska uprava, Filijala Užice, Trg partizana 8, Užice, Srbija
Visoka poslovno tehnička škola strukovnih studija, Trg Svetog Save 34, Užice, Srbije
3
Ekonomski fakultet, Univerzitet u Beogradu, Srbija
1
2
Apstrakt:
Upravljanje finansijama je bitan element u bilo kom turističkom preduzeću za ispunjavanje ciljeva
vezanih za prihode i profitabilnost. U cilju procene finansijske sposobnosti hotelskih preduzeća koja
gravitiraju gradskim turističkim centrima, pošlo se od relevantnih informacija iz računovodstvenih
izveštaja reprezentativne ciljne grupe hotelskih turističkih preduzeća koja gravitiraju gradskom turizmu,
na teritoriji Republike Srbije, u periodu 2008-2010. godine. Uporednim sagledavanjem finansijskih
izveštaja i njihovom racio analizom, utvrđen je određeni broj finansijskih pokazatelja koji upućuju
na činjenicu da je finansijsko poslovanje turističkih preduzeća u posmatranom periodu otežano,
kako zbog eksternih, tako i zbog internih faktora samih preduzeća. Stoga je neophodno preispitati
strategiju finansiranja paralelno sa strategijom nastupa na tržištu, i obezbediti konkurentsku prednost
uz optimalnu kombinaciju instrumenata marketing miksa.
1. UVOD
168
Menadžment hotelskih turističkih preduzeća u postupku
upravljanja preduzećem donosi odluke iz tri glavne oblasti
poslovanja: proizvodnja, investiranje i finansiranje (Đuričin
& Janošević, 2005). Odluke u domenu proizvodnje (tj. pružanja usluge kao krajnjeg proizvoda turističkog preduzeća)
skoncentrisane su na profitabilnost kroz efikasno i efektivno korišćenje raspoloživih resursa. Suština strategije je izbor
odgovarajućih elemenata kojima se uspostavlja balans sa cenama i aktivnostima konkurenata koje utiču na nivo prodaje. Ključni elementi ove strategije su: uslužni program, cena,
ciljna tržišta, troškovi, kanali prodaje, promocija i sl. Investiciona strategija zahteva evaulaciju, izbor i implementaciju
investicionih projekata koji podržavaju izabranu strategiju.
To je pokretačka snaga svakog biznisa i svojevrsna podrška
formulisanim konkurentskim strategijama koje koriste postojeća ili nova sredstva u tri glavne oblasti: obrtna sredstva
(gotovina, hartija od vrednosti, potraživanja i zalihe), kapitalne investicije (zemljište, zgrada, oprema) investicije u
strategijske svrhe (informacioni sistem, obuka zaposlenih,
brendiranje i sl.). Finansijska strategija se odnosi na seriju
izbora sa dugoročnim posledicama koji se odnose na izvore
finansiranja redovnih aktivnosti preduzeća i investicionih
projekata. Glavni fokusi finansijske strategije su upravljanje
rizicima, stvaranje i održavanje odgovarajuće strukture finansiranja i politika raspodele.
*
Ključne reči:
hotelska turistička preduzeća,
gradski turizam,
finansijski izveštaji,
racio analiza,
finansijski pokazatelji.
Od finansijske funkcije preduzeća, kao jedne od bitnih
poslovnih funkcija, očekuje se da, respektujući načele i pravila finansiranja, u saradnji sa ostalim poslovnim funkcijama, osigura kvalitetno i blagovremeno finansiranje rasta i
razvoja preduzeća, stvara, jača i čuva dobar finansijski ugled
(kreditini bonitet) preduzeća, maksimalno iskoristi povoljne trendove konjunkture, a naročito na tržištu kapitala i
novca, minimizira negativne uticaje dekonjunkture i monetarnih poremećaja i minimizira finansijske rizike u poslovanju preduzeća. Za ostvarivanje svoje uloge podrazumeva
preponatljiv korpus aktivnosti koje obuhvata (Rodić, 1993):
1) pribavljanje novca i kapitala, 2) ulaganje novca i kapitala,
3) oblikovanje strukture kapitala sa stanovišta vlasništva,
4) usklađivanje rokova imobilizacije sredstava, 5) naplatu
potraživanja, 6) prodaju potraživanja i hartija od vrednosti
7) plaćanje obaveza, 8) otkup dugova i kupovina hartija od
vrednosti, 9) osiguranje imovine, 10) kontrolu novčanih dokumenata i nadzor racionalnosti korišćenja sredstava. Od
nje se, takođe, očekuje da, poznajući finansijske potrebe i
kritične faktore uspeha svih drugih funkcija, relativizira
konflikte među njima.
Uspešna finansijska strategija turističkog preduzeća podrazumeva vrlo suptilno poznavanje kako unutrašnjih finansijskih tokova u preduzeću, tako i funkcionisanje eksternog
finansijskog tržišta. Pored toga, procesi prestrukturiranja
preduzeća, značajno osložavaju materiju finansijskog planiranja. Procesi prestrukturiranja mogu uključivati i ope-
racije kao što su: divestment (smanjivanje aktive u cilju poboljšanja zdravlja i vrednosti preduzeća i time sprečavanje
pada cene akcija), sell-off (prodaju dela preduzeća u cilju
pribavljanja gotovine), spin-off (formiranje novih preduzeća
uz zadržavanje vlasništva nad njima i/ili podela preduzeća
na niz novih, posebnih entiteta u cilju poboljšanja pozicije na tržištu akcija), management buyout (otkup akcija od
strane menadžmenta ili zaposlenih u preduzeću), going private (otkup akcija od strane određenih grupa i time njihovo
povlačenje sa tržišta i prestanak statusa javnog preduzeća),
share repurchase (ponovni otkup sopstvenih akcija), reverse
takeover (otkup preduzeća putem razmene akcija) i sl. (Samuels et al., 1990).
Za definisanje postojeće finansijske situacije interesantne
su bilansne pozicije koje pokazuju: neto likvidna sredstva,
tekuću aktivu, fiksnu aktivu, dugovanja i sopstvenu imovinu. Kritični faktori uspeha kod finansijske strategije su novčani tok i stopa održivog rasta (Đuričin & Janošević, 2005).
Novčani tok (cash flow) predstavlja krvotok preduzeća.
Da bi poslovni proces uspešno funkcionisao, potrebna je
određena količina gotovine. Za preduzeće višak gotovine
predstavlja problem slično kao i manjak gotovine. Višak
gotovine govori da preduzeće neadekvatno koristi svoje
mogućnosti, osnosno, da je u pitanju nedovoljan nivo kapitalizacije. Manjak gotovine govori da preduzeće nije u stanju
da odgovori svojim obavezama, odnosno, da se nalazi u krizi
likvidnosti.
Stopa održivog rasta je maksimalna stopa rasta pri kojoj
ukupan prihod raste bez prenapregnutog korišćenja finansijskih resursa. Odnosno, u pitanju je stopa rasta pri kojoj
se ostvaruje profitabilan rast (rast bez udara na likvidnost).
Ona može da se ostvari metodom statičkog i metodom dinamičkog finansiranja.
2. MAKROEKONOMSKI AMBIJENT
Da bi se dala ocena finansijske sposobnosti hotelskih
turističkih preduzeća koja gravitiraju gradskim turističkim
centrima, na teritoriji Republike Srbije, uporednim sagledavanjem računovodstvenih izveštaja za period od 2008. do
2010. godine, potrebno je imati u vidu makroekonomski
ambijent u istom periodu (Jovanović et al., 2013).
Makroekonomski ambijent u Republici Srbiji u 2009.
godini, bio je znatno nepovoljniji u poređenju sa prethodnih nekoliko godina, pre svega, usled efekata prelivanja
svetske finansijske krize koji su uslovili pogoršanje osnovnih makroekonomskih pokazatelja. Snažan privredni rast,
karakterističan za prethodne godine, u 2009. godine je prekinut, a bruto domaći proizvod kao najvažniji makroekonomski agregat kojim se meri ukupna ekonomska aktivnost
zemlje beleži pad od 3.1% u odnosu na prethodnu godinu,
da bi u 2010. godini zabeležio rast od 1.8%. Umereni oporavak privredne aktivnosti na tržištu rada je praćen daljim
smanjenjem ukupnog broja zaposlenih i rastom stope nezaposlenosti, uz neznatan rast prosečnih zarada. Pored toga,
posebno izražena negativna obeležja ukupnog privrednog
ambijenta tokom 2010. godine bili su pojačani inflatorni
pritisci i depresijacija kursa. Zabeležena je stopa inflacije
od 11,5% i slabljenje domaće valute od 10,0% u odnosu na
vrednost evra na kraju 2009. godine.
Ovako nepredvidiv i rizičan poslovni ambijent, uz, i dalje prisutne negativne efekte svetske finansijske krize, uslo-
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
vio je pojačanu opreznost stranih investitora za ulaganja u
Republiku Srbiju, pa je obim privučenih stranih direktnih
investicija u 2010. godini smanjen gotovo za dve petine u
odnosu na prethodnu godinu.
Prema podacima iz saopštenja o poslovanju privrede u
Republici Srbiji u 2009. godini, koje je izdala Agencija za
privredne registre, posmatrani sektor sa oznakom Ž-hoteli i
restorani, koga čini 1905 privrednih društava, a koji čine 2%
ukupnog broja privrednih subjekata imao je u 2009. godini
91,9% pokrivenost ukupnih rashoda ukupnim prihodima i
97,5% pokrivenost poslovnih rashoda poslovnim prihodima. Kreditno zaduženje ovih preduzeća je sa 1% učestvovalo u ukupnom kreditnom zaduženju privrede. Kumulirani
gubici u ovom sektoru doveli su do smanjenja sopstvenog
kapitala od 29,3%. Iznos kreditnog zaduženja ovog sektora
je za 34,4% veći od kumuliranih gubitaka. Stopa prinosa na
ukupna sredstva posle oporezivanja u 2008. i 2009. imaju
negativan predznak, kao i stopa prinosa na sopstveni kapital
posle oporezivanja. Racio pokrića kamata (pokriće rashoda kamata iz ostvarene dobiti) je takođe negativan, a racio
sopstvnog kapitala (učešće sopstvenih sredstava u ukupnim
izvorima finansiranja) je 47,6 za 2009. god. i 50,1 za 2008.
godinu. Opšti racio likvidnosti je (mogućnost plaćanja kratkoročnih obaveza bez prodaje tekuće aktive) u 2008. godini
0,66, (NBS, 2009), a u 2009. godini 0,72 (APR, 2010).
U 2010. godini privredna društva su iskazala blago povećanje ukupnih prihoda za 12.5%. Ukupni rashodi su povećani za 12,1%. Najveći deo prihoda privredna društva su
ostvarila iz svojih osnovnih delatnosti pa učešće poslovnih
prihoda u ukupnim prihodima iznosi 93,3%. S druge strane, u ukupnim rashodima najveće učešće od 88,5% imaju
poslovni rashodi, pri čemu njihov najveći deo čine nabavna
vrednost prodate robe i troškovi materijala. Međutim, uprkos ostvarenom poslovnom dobitku, još uvek nedovoljan
obim aktivnosti i poslovanje u uslovima visoke zaduženosti,
indukovali su dalji rast finansijskih rashoda, pre svega, rashoda kamata i negativnih kursnih razlika, pa su finansijski
gubici premašili ostvareni poslovni dobitak. Posledično,
privredna društva su u 2010. godini na ukupnom nivou
iskazala negativan neto finansijski rezultat, koji je u odnosu
na prethodnu godinu manji za 12,2% (APR, 2011).
Navedeni pokazatelji ukazuju na činjenicu da su i turistička preduzeća, u uslovima krize, poslovala u najvećoj
meri sa gubitkom i da su se zaduživala sa ciljem obezbeđenja tekuće likvidnosti.
3. METODOLOŠKI PRISTUP EMPIRIJSKOM
ISTRAŽIVANJU
U cilju ocene finansijske sposobnosti turističkih preduzeća, kao jednog od faktora poslovne kompetentnosti,
potrebno ju je sagledati uporednim prikazom računovodstvenih izveštaja i analizom merila performansi određenog
broja hotelskih preduzeća, da bi se sagledao uticaj tih rezultata na kvalitet donetih odluka menadžmenta, u smislu
odabira izvora za sticanje konkurentske prednosti.
Za potrebe dalje analize, sa sajta Agencije za privredne
registre, preuzeti su objavljeni finansijski izveštaji, koje čine:
bilans stanja, bilans uspeha i izveštaj o tokovima gotovine
za 2008, 2009. i 2010. godinu za 60 velikih, malih i srednjih
turističkih preduzeća koja čine reprezentativni uzorak. Na
osnovu unetih podataka iz finansijskih izveštaja za svako
169
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
preduzeće pojedinačno, sačinjen je zbirni bilans stanja i
zbirni bilans uspeha koji predstavljaju stanje imovine i
uspešnost poslovanja turističke privrede Srbije tokom tri
uzastopne godine. Obzirom da reprezentativni uzorak čine
hotelska preduzeća koja delatnost obavljaju u gradovima,
banjama, na planinama i u blizini reka i jezera, selektovan
je uzorak svake grupe preduzeća. Da bi se analiziralo poslovanje hotelskih preduzeća u gradskim turističkim centrima, od pojedinačnih podataka, sačinjen je zbirni finansijski
izveštaj poslovanja hotelskih turističkih preduzeća koja gravitiraju gradskom turizmu (Jovanović, 2013).
Tabela 1. Zbirni bilans stanja hotelskih preduzeća RS koji gravitiraju gradskom turizmu u periodu 2008-2010. godine
POZICIJA
AKTIVA
A. STALNA IMOVINA (002 + 003 + 004 + 005 + 009)
I. NEUPLAĆENI UPISANI KAPITAL
II. GOODWILL
III. NEMATERIJALNA ULAGANjA
IV. NEKRETNINE, POSTROJENjA, OPREMA I BIOLOŠKA SREDSTVA (006 + 007 + 008)
1. Nekretnine, postrojenja i oprema
2. Investicione nekretnine
3. Biološka sredstva
V. DUGOROČNI FINANSIJSKI PLASMANI (010+011)
1. Učešća u kapitalu
2. Ostali dugoročni finansijski plasmani
B. OBRTNA IMOVINA (013 + 014 + 015)
I. ZALIHE
II. STALNA SREDSTVA NAMENjENA PRODAJI I SREDSTVA POSLOVANjA KOJE SE OBUSTAVLjA
III. KRATKOROČNA POTRAŽIVANjA, PLASMANI I GOTOVINA (016 + 017 + 018 + 019 + 020)
1. Potraživanja
2. Potraživanja za više plaćen porez na dobitak
3. Kratkoročni finansijski plasmani
4. Gotovinski ekvivalenti i gotovina
5. Porez na dodatu vrednost i aktivna vremenska razgraničenja
IV. ODLOŽENA PORESKA SREDSTVA
V. POSLOVNA IMOVINA (001 + 012 + 021)
G. GUBITAK IZNAD VISINE KAPITALA
D. UKUPNA AKTIVA (022 + 023)
Đ. VANBILANSNA AKTIVA
170
POZICIJA
PASIVA
A. KAPITAL (102+103+104+105+106-107+108-109-110)
I. OSNOVNI KAPITAL
II. NEUPLAĆENI UPISANI KAPITAL
III. REZERVE
IV. REVALORIZACIONE REZERVE
V. NEREALIZOVANI DOBICI PO OSNOVU HOV
VI. NEREALIZOVANI GUBICI PO OSNOVU HOV
VII. NERASPOREĐENI DOBITAK
VIII. GUBITAK
IX. OTKUPLjENE SOPSTVENE AKCIJE
B. DUGOROČNA REZERVISANjA I OBAVEZE (112 + 113 + 116)
I. DUGOROČNA REZERVISANjA
II. DUGOROČNEOBAVEZE (114 + 115)
1. Dugoročni krediti
2. Ostale dugoročne obaveze
III. KRATKOROČNE OBAVEZE (117 + 118 + 119 + 120 + 121 + 122)
1. Kratkoročne finansijske obaveze
2. Obaveze po osnovu sredstava namenjenih prodaji i sredstava poslovanja koje se obustavlja
3. Obaveze iz poslovanja
4. Ostale kratkoročne obaveze i pasivna vremenska razgraničenja
5. Obaveze po osnovu poreza na dodatu vrednost i ostalih javnih prihoda
6. Obaveze po osnovu poreza na dobitak
IV. ODLOŽENE PORESKE OBAVEZE
V. UKUPNA PASIVA (101 + 111 + 123)
G. VANBILANSNA PASIVA
AOP
001
002
003
004
005
006
007
008
009
010
011
012
013
014
015
016
017
018
019
020
021
022
023
024
025
AOP
101
102
103
104
105
106
107
108
109
110
111
112
113
114
115
116
117
118
119
120
121
122
123
124
125
2010
2009
2008
21.373.662
170.803
0
383.207
15.915.477
14.194.880
1.705.568
15.029
4.904.175
1.399.301
3.504.874
21.726.632
393.580
357.575
20.975.477
2.359.598
21.197
17.261.727
397.875
935.080
22.413
43.122.707
0
43.122.707
1.126.891
19.855.081
155.244
0
398.606
16.079.052
14.134.492
1.939.942
4.618
3.222.179
1.352.500
1.869.679
22.221.525
352.539
775.174
21.093.812
2.357.907
9.536
17.601.135
564.194
561.040
24.361
42.100.967
0
42.100.967
1.269.552
18.581.723
143.446
0
220.633
16.483.027
14.380.758
2.097.651
4.618
1.734.617
1.585.244
149.373
22.914.608
447.480
4.157.764
18.309.364
1.509.270
9.732
15.757.917
682.902
349.543
28.386
41.524.717
0
41.524.717
61.103
2010
2009
2008
26.987.302
17.097.195
9.396.001
827.554
576.571
8.987
8.648
2.871.735
3.684.463
97.630
16.080.506
13.012
6.503.139
4.123.412
2.379.727
9.564.355
2.996.580
204.200
3.041.674
782.485
2.431.178
108.238
54.899
43.122.707
5.371.252
28.364.898
17.171.023
155.244
9.965.890
608.901
8.987
8.362
3.251.136
2.767.730
20.191
13.605.970
3.519
6.200.342
4.018.606
2.181.736
7.402.109
2.606.939
55.524
2.094.798
463.811
2.054.943
126.094
130.099
42.100.967
1.397.276
27.597.208
17.234.528
143.446
9.900.497
710.783
8.097
33.309
2.244.683
2.611.101
416
13.826.339
2.976
5.565.241
3.679.138
1.886.103
8.258.122
2.003.725
199.845
1.871.190
794.782
3.329.497
59.083
101.170
41.524.717
195.158
4. FINANSIJSKA ANALIZA POSLOVANJA
HOTELSKIH TURISTIČKIH PREDUZEĆA KOJA
GRAVITIRAJU GRADSKOM TURIZMU
Iz računovodstvenih izveštaja turističkih preduzeća koja
gravitiraju gradskom turizmu za 2008-2010. godinu, uz ogradu da nisu svi računovodstveni izvštaji podlegali reviziji,
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
izračunati su ključni pokazatelji poslovanja koji su dati u
Tabela 2, koja predstavlja pokazatelje opšteg stanja turističkih preduzeća, njihove akumulativne i kreditne sposobnosti,
pokazatelje likvidnosti, strukture, rentabilnosti i aktivnosti.
Reč je o 32 pokazatelja, koja nose oznaku od P1 do P32 (Jovanović, 2013).
Tabela 2. Pokazatelji poslovanja turističkih preduzeća RS koji gravitiraju gradskom turizmu
Pokazatelj
Naziv podatka ili pokazatelja
2010
2009
2008
Opšte informacije
P1
Ukupan prihod
8.112.471
8.395.422
9.384.548
P2
Ukupni rashodi
9.028.057
7.578.359
9.157.478
P3
Ukupan nto finans.rez. iz sfere redovnog poslovanja
-915.586
817.063
227.070
P4
Neto finansijski rezultat
-1.024.576
550.572
18.167
P5
Poslovni rezultat
435.261
388.757
756.783
P6
Procenat dobitka u ukup.prihodima
-12,63%
6,56%
0,19%
P7
Broj zaposlenih
3.277
3.916
4.761
P8
Promet po radniku
2.138
1.747
1.722
P9
Profit po radniku
-313
141
4
Akumulativna i kreditna sposobnost
P10
Stepen samofinansiranja
0,63
0,67
0,66
P11
Stepen kreditne sposobnosti
1,26
1,43
1,49
Pokazatelji likvidnosti
P12
ACID- Test likvidnosti I stepena
0,04
0,08
0,08
P13
Test likvidnosti II stepena
2,23
2,95
2,72
P14
Test likvidnosti III stepena
2,27
3,00
2,77
Pokazatelji strukture
P15
Odnos vrednosti kapitala i stalnih sredstava
126,26%
142,86%
148,52%
P16
Odnos vrednosti dugoroč. kapitala i stal. sredstava
156,69%
174,09%
178,47%
P17
Odnos kapitala i vred. stal. sred. i zaliha
123,98%
140,37%
145,03%
P18
Odnos stalnih sredstava i obrtnih sredstava
98,38%
89,35%
81,09%
P19
Udeo sopstvenog u ukupnom kapitalu
62,58%
67,37%
66,46%
P20
Udeo tuđeg u ukpnom kapitalu
37,42%
32,63%
33,54%
P21
Faktor poslovnog rizika
12,24
13,69
8,27
P22
Faktor finansijskog rizika
257,55
3,04
7,84
P23
Faktor ukupnog rizika
-138,46
-213,51
539,71
P24
Obrtni fond na kraju godine
12.129.791
14.713.678
14.583.702
P25
Stanje dugoročne finans. ravnoteže
3.636.584
11.310.441
11.247.620
-3,80%
1,94%
0,07%
Pokazatelji rentabilnosti
P26
Stopa prinosa na sopstveni kapital ROE
P27
Stopa prinosa na investicije ROI
0,74%
3,18%
3,47%
P28
Racio pokrića kamate iz dobitka
-0,76
0,70
0,01
P29
Odnos pozajmljenog i sopstv. kapitala
0,60
0,48
0,50
18,78
17,10
N/A
Pokazatelji aktivnosti
P30
Koeficijent obrta zaliha
P31
Koef. obrta ukupne imovine
0,16
0,16
N/A
P32
Prosečan broj dana naplate
123
126
67
171
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
172
Turistička preduzeća koja svoje poslovanje baziraju na
odlikama i ponudi gradskog turizma imaju pad ukupnog
prihoda za 13,6% i smanjenje rashoda za 1,43%. Neto finansijski rezultat u poslednjoj posmatranoj godini prelazi iz
zone dobitka u zonu gubitka. Razlog tome je visoka stavka
finansijskih i ostalih rashoda u 2010. u odnosu na prethodne godine. Poslovni rezultat, koji se dobija sučeljavanjem
prihoda i rashoda koji su u funkciji poslovanja, je u 2010.
nešto veći nego u prethodnoj godini, a manji nego u 2008.
Preduzeća traže put da smanje rashode poslovanja, a povećaju prihode od prodaje. Posle značajnog pada prihoda u
2009. u odnosu na 2008., u 2010. godini se nakon preduzetih
mera, ukupan prihod povećao ali samo za oko 3%. Prihode
održavaju na sličnoj poziciji, a od rashoda uspevaju da značajnije utiču na stavku Troškova zarada, tako što je broj zaposlenih radnika smanjen za 31% u odnosu na 2008. godinu,
što je doprinelo povećanju prometa po radniku. Uprkos preduzetim merama, neto finansijski rezultat je u 2010. godini
sa negativnim predznkom, jer se, između ostalog, povećalo
učešće finansijskih i ostalih poslovnih rashoda. Evidentno
je značajno učešće fiksnih troškova, zbog velike vrednosti
imovine kojom raspolažu i u koju su potrebna konstantna
ulaganja u cilju kvalitetnog ostvarenja poslovne funkcije.
Takođe je prisutno povećanje finansijskih rashoda, kao
posledice visokih kamata na dugoročne izvore finansiranja. Sopstveni izvori finansiranja u 2010. godini učestvuju
sa 63% a tuđi sa 37%. Prisutno je povećanje tuđih izvora
finansiranja jer se iz sopstvenih sredstava, osim stalne imovine finansira četvrtina vrednosti obrtne imovine, a što je
nedovoljno za očuvanje tekuće likvidnosti. Činjenica je da
je uprkos zaduživanju, tekuća likvidnost jako niska, ali je
likvidnost drugog i trećeg stepena iznad proseka grane.
Očuvan je i neto obrtni fond, pa se može sa tog aspekta
reći da preduzeća gradskog turizma posluju na način koji
obezbeđuje dugoročnu finansijsku ravnotežu, iako je i ona
znatno ugrožena u odnosu na prethodne dve godine. U
prilog tome govore i pokazatelji poslovnog, a pre svega finansijskog rizika koji je u zadnjoj godini znatno veći nego
prethodnih godina.
Poslovni rizik predstavlja neizvesnost da će preduzeće
ostvariti poslovni dobitak zbog prisustva fiksnih troškova
poslovanja u ukupnim troškovima. Poslovni leverage predstavlja pravilo da kod preduzeća sa velikim udelom fiksnih
troškova (kao što je slučaj sa hotelskim preduzećima), dolazi do iznadproporcionalnog rasta profita sa rastom obima prometa zbog degresije fiksnih troškova, odnosno da
dolazi do iznadproporcionalnog rasta gubitka sa padom
obima aktivnosti tj. prometa (Radojević, 2013). To znači
da male promene obima prodaje izazivaju umesto poslovnog profita – poslovni gubitak. U ovoj analizi, poslovni rizik ima tendenciju pada u poslednjoj posmatranoj godini,
s obzirom na to da su preduzeća otuđila deo stalne imovine
i smanjila udeo fiksnih troškova. Sa većim obimom prodaje
i većim prihodima od prodaje, bio bi veći poslovni profit
preduzeću, uz manju opterećenost sa fiksnim troškovima.
Pri tome je bitno da li je rast prihoda od prodaje posledica
rasta cena usluge ili rasta tražnje? U slučaju pada tražnje za
uslugama hotelskih turističkih preduzeća u gradskim turističkim centrima, prvi korak treba da bude smanjenje cena,
a ne smanjenje obima prometa usluga. Finansiranje takvih
preduzeća iz tuđih (kreditnih) izvora postaje neizvesno i
rizično, što utiče na njihovu insolventnost.
Finansijski rizik koji se izražava kroz finansijski leverage, odražava neizvesnost da će preduzeće biti sposobno
da podmiri fiksne finansijske obaveze (kamatu, zakupninu i
dr.) S obzirom da je faktor finansijskog leverage-a značajno
veći u 2010. u odnosu na 2008. godinu, to znači da preduzeća značajno povećavaju učešće tuđih izvora finansiranja, pa
čak i sa ciljem očuvanja tekuće likvidnosti. Ovakva zaštita
likvidnosti preduzeća je kratkoročna i može se prihvatiti
kao prelazno i nužno rešenje.
Stopa prinosa na kapital, kao i stopa prinosa na investicije je i ovde, kao i u drugim oblicima turizma, zbog visokog stepena rizika poslovanja negativna, sa drastičnim
padom u 2009. u odnosu na 2008. godinu, kada su stigli
na naplatu kreditni aranžmani, a uslovi poslovanja značajno otežani (sve duži rok naplate potraživanja i dr.) Racio
pokrića kamate iz dobitka je negativan u 2010. godini, a
što se direktno odražava na stopu prinosa na sopstveni
kapital (ROE), koji se u zadnje tri godine kreće od 0.07%,
preko 1,94% do -3,80% (Slika 1). Upoređujući ga sa stopom
prinosa na investicije (ROI), (Slika 2), zaključujemo da su
preduzeća u gradskim turističkim centrima, zbog kamata
na pozajmljnim izvorima izgubila 3,06% prirasta na uložen
sopstveni kapital što znači da ova preduzeća ne uspevaju da
iz poslovnog profita pokriju kamatu na pozajmljena sredstva, te su prinuđena da idu u nova zaduženja od bankarskih finansijskih istitucija.
Slika 1. Stopa prinosa na sopstveni kapital ROE
Slika 2. Stopa prinosa na investiciju ROI
Pokazatelji aktivnosti su na nivou proseka grane, uz duplo lošiji rok naplate potraživanja u 2010. u odnosu na 2008.
godinu.
5. REZIME
Horizontalna, vertikalna i racio analiza zbirnog bilansa stanja i uspeha turističkih preduzeća koja gravitiraju
gradskom turizmu je pokazala da ova preduzeća nastoje
da ostvare povećanja kapitala dodatnom emisijom akcija,
pri čemu se umesto porasta novčanih sredstava, povećavaju potraživanja za upisan a neuplaćen kapital. Ukupna
kratkoročna potraživanja se smanjuju u odnosu na 2009.
godinu, dok se obaveze iz poslovanja kao i poreske obaveze,
kontinuirano povećavaju. Hotelska preduzeća usmeravaju
svoju finansijku aktivnost ka dugoročnim finansijskim plasmanima u poslovanje drugih preduzeća. Efekt tih ulaganja
se ogleda kroz poziciju finansijskih prihoda koji su, ukupno
gledano, nedovoljni da anuliraju efekat finansijskih rashoda po osnovu pozajmljenih sredstava. Turistička preduzeća
nastoje da se oslobode imovine koju su izdavali u zakup, a
čiji troškovi održavanja opterećuju tekuće prihode. Poslovni
prihodu su se u 2010. godini smanjili u odnosu na prethodni period, što u kombinaciji sa sporijim vremenom naplate
potraživanja slabi prihodnu moć. Nesolventnost kupaca iz
ranijeg perioda je dovela do otpisa potraživanja što je sa evidentnim manjkovima u poslovanju povećalo stavku ostalih
rashoda u 2010. godini. Troškovi zarada se smanjuju ali ne
srazmerno smanjenju broja zaposlenih, tako da se ostvaruje
minimalan poslovni dobitak, koji dopunjen visokim finansijskim rashodima vodi turistička preduzeća u zonu gubitka
iz redovnog poslovanja.
Sprovedena analiza poslovnih performansi turističkih
preduzeća ukazuje na to da su preduzeća učinila sve da
dođu do potrebnih finansijskih sredstava ali projekti koji su
odabrani za finansiranje nisu doneli dovoljan stepen prinosa (ROI 2008-3,47%; ROI 2010-0,74%). Alarmantno je i to
da se iz navedneih ulaganja ne obezbeđuje pokriće troškova
kamata (racio pokrića kamate u 2010 je -0,76).
Na negativan trend poslovanja turističkih preduzeća u
gradskim turističkim centrima Republike Srbije u posmaranom periodu su uticali eksterni razlozi (svetska ekonomska
kriza, nizak životni standard stanovništva, nerazvijena infrastruktura, nedovoljno podsticajna državna politika i sl.) kao i
interni faktora samih preduzeća (odsustvo vizije,sposobnosti
i stručnosti menadžmenta, nezavršeni procesi restrukturiranja turističkih preduzeća, neadekvatna osposobljenost i
stručnost zaposlenih, poslovanje bez pridržavanja standarda
kvaliteta itd.)
Zajedničko za sva preduzeća je visok stepen zaduženosti
i neadekvatna alokacija pozajmljenih sredstava. Potrebno je
preispitati strategiju finansiranja, kao i strategiju nabavke
u cilju smanjenja svih rashoda i poboljšanja finansijskog
rezultata, uz obavezno povećanje prihoda od prodaje što
predstavlja imperativ u poslovanju. Da bi se taj cilj ostvario,
potrebno je izvršiti analizu izvora za sticanje konkurentske
prednosti, svakog preduzeće ponaosob, odabrati strategiju
nastupa na tržištu uz optimalnu kombinaciju instrumenata
marketing miksa i strategiju finansiranja rasta.
Rast kapitala može da se ostvari kroz dva oblika (Radojević, 2013): 1) putem samofinansiranja, kada se preduzeće
finansira iz sopstvenih izvora, akcionari se odriču prisvajanja dela dobiti vraćajući je u novčane tokove preduzeća,
ili preduzeće sopstvene zalihe na rasprodajama prodaje po
sniženim cenama, 2) drugi način je da akcionari povećaju
novčane tokove ulaganjem dodatnog kapitala. U svakom
slučaju, finansijska strategija treba da omogući da rast dovede do stvaranja vrednosti kroz dinamički balans imeđu
prikupljenih i alociranih sredstava (Jovanović, 2013).
Glavni deo finansijske strategije je stopa održivog rasta.
Nekada održavanje finansijskog zdravlja preduzeća zahteva usporavanje rasta, pa čak, i negativan rast. Usporavanje
rasta i negativan rast su privremene pojave zbog toga što na
njih preduzeće reaguje prestrukturiranjem. Prestrukturiranje treba da obezbedi stvaranje pretpostavki za ponavljanje
profitabilnog rasta.
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
Da bi se ostvarila stopa održivog rasta mora se harmonizovati upravljanje proizvodnjom (prometom usluga) sa
upravljanjem finansijama. Brz rast, čak i kada je profitabilan, zahteva dodatnu gotovinu. Da bi se obezbedila potrebna gotovina, preduzeća idu na agresivnije korišćenje kreditnog kapitala što dovodi do rasta finansijskog leveridža.
Uzdržanost banaka u vezi sa odobravanjem novih kredita
može preduzeće kratkoročno da uvede u krizu likvidnosti. U nastojanju da reše krizu likvidnosti, preduzeća idu
na korišćenje drugih, obično skupljih izvora finansiranja,
što povećava njihovo finansijsko opterećenje i u kratkom
roku ih dovodi u krizu likvidnosti a u drugom roku u krizu
profitabinosti pošto troškovi kapitala erodiraju standardan
nivo profitne stope. Kriza likvidnosti i kriza profitabilnosti
su uvod u likvidaciju.
Da bi se smanjio poslovni rizik, koji je evidentan zbog
visokog učešća fiksnih troškova, najbolji lek su veći prihodi uz veći profit. Veći prihodi moraju biti posledica većeg
prometa u svim sezonama u toku godine, tj. veće tražnje,
a ne posledica većih cena. Da bi se taj cilj ostvario mora se
obratiti pažnja na strategiju zapošljavanja stručnog kadra
i stvaranja klime zadovoljnih zaposlenih da bi i potrošači
usluge bili zadovoljni a time i lojalni. Potrebno je kontinuirano istraživanje potreba stalnih i potencijalnih korisnika
usluge, unapređivanje uslužnog ambijenta i odabir nejefektivnijeg komunikacionog miksa. Posebnu pažnju treba
obratiti na promociju preko interneta i zastupljenosti hotelskih turističkih preduzeća na veb sajtovima na kojima se
nude usluge hotela iz svih zemalja sveta. Umesto rasta cena
treba da raste kvalitet pružene usluge, a briga o kupcima ne
treba da prestane danom kada isti napuste hotel. Ako se postigne prava i harmonična sinteza svih instrumenata marketing miksa uz visok nivo kvaliteta pružene usluge,hotelsko
turističko preduzeće će se diferencirati od konkurencije i
obezbediti veći tržišni udeo u svojoj ciljnoj grupi potrošača
a time i veći prihod i profit.
Dodatna sredstva koja se traže iz pozajmljenih izvora
će doneti prinos koji će biti veći od troškova njihovog pribavljanja i predstavljati prinos kapitala, samo ako su angažovana na način koji predviđa jasna, temeljna i konzistentno osmišljena strategija usmerna na povećanje prihoda od
prodaje usluga.
LITERATURA
Agencija za privredne registre. (2010). Saopštenje o rezultatima poslovanja privrede u RS ostvarenim u 2009. godini.
Beograd: APR.
Agencija za privredne registre. (2011). Saopštenje o rezultatima poslovanja privrede u RS u 2010. godini. Beograd:
APR.
Đuričin, D., & Janošević, S. (2005). Menadžment i strategija.
Beograd: Ekonomski fakultet.
Jovanović, N., Jovanović, M., & Sagić Z. (2013). Assessment
of financial condition of hotel enterprises tending towards SPA touristic centres in the Republic of Serbia.
7th International Conference Science and Higher Education in Function of Sustainable Development, October
2014 (pp. 6-29). Užice: HBTS.
Jovanović, N. (2013). Savremeni izazovi i tržišno-finansijska
analiza u funkciji strategije održivog razvoja turističkih
preduzeća u Republici Srbiji. Doktorska disertacija,
Univerzitet Sinergija, Bjeljina.
173
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
NBS. (2009). Saopštenje o rezultatima poslovanja privrednih
društava i zadruga u RS ostvarenim u 2008. godini. Beograd: Narodna banka Srbije.
Radojević, T. (2013). Finansijsko poslovanje u turizmu i hotelijerstvu. Beograd: Univerzitet Singidunum.
Rodić, J. (1993). Poslovne finansije i precena vrednosti preduzeća. Beograd: Ekonomika.
Samuels, J.M., Wilkes, F.M., & Brayshaw, R.E. (1990). Management of Company Finance. London: Chapman &
Hall.
EVALUATION OF FINANCIAL CAPACITY OF HOTEL ENTERPRISES GRAVITATING TO
URBAN TOURISM CENTERS IN THE REPUBLIC OF SERBIA
Abstract:
Financial management is an essential element in any tourism enterprise for achieving revenue and
profitability objectives. In order to evaluate financial capacity of hotel enterprises gravitating towards
major urban tourism centers, the initial source included relevant information in financial statements
of the representative target group of hotel enterprises gravitating to urban tourism centers on the
territory of the Republic of Serbia, for the period 2008-2010.
A comparative review of financial statements and their ratio analysis, enables determining the exact
number of financial indicators pointing to the aggravated financial operations of tourism entreprises
within the surveyed period, due to both external and internal factors of those entreprises. It is necessary to examine the financial strategy along with the strategy of approach in the market, and achieve
competitive advantage with the optimal combination of marketing mix instruments.
174
Key words:
hotel enterprise,
urban tourism,
financial statements,
ratio analysis,
financial indicators.
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-175-177
RAČUNOVODSTVENI ASPEKTI TURISTIČKIH USLUGA
U REPUBLICI SRBIJI
Zoran Petrović1 *, Zoran Jović2, Kosana Vićentijević1
Univerzitet Singidunum, Danijelova 32, Beograd, Srbija
Univerzitet Singidunum, Poslovni fakultet u Valjevu, Železnička 5, Valjevo, Srbija
1
2
Apstrakt:
Tema rada su specifičnosti turističkih usluga iz ugla računovodstvenog obuhvatanja. Cilj rada je
ste da se istraživanjem najbolje računovodstvene prakse obuhvatanja turističkih usluga ukaže na
značaj pravilnog vrednovanja i evidentiranja turističkih usluga za realnost finansijskog izveštavanja.
Specifičnost turističkih usluga utiče i na način obračunavanja poreza na dodatu vrednost. U radu
se ispituje i usklađenost poreske regulative Republike Srbije sa relevantnim direktivama Evropske
unije u oblasti turističkih usluga.
1. UVOD
U savremenom svetu turizam je jedan od ključnih faktora razvoja ne samo pojedinih turističkih destinacija i zemalja već i globalne ekonomije. Delatnosti koje čine turističku
privredu svrstale su se u red vodećih grana svetske ekonomije (Spasić, 2013). Ekspanzija uslužnog sektora ogleda se
u konstantnom povećanju uloge ovog sektora u: međunarodnoj trgovini, bruto proizvodu i zaposlenosti (Barjaktarović, 2013). Podizanje produktivnosti i inovativnih rešenja
u korišćenju resursa (rada, fizičkog i finansijskog kapitala,
zemljišta) je značajno za konkurentnost i održivost dugoročne kapitalne vrednosti destinacije i podizanje plata i profitabilnosti ulaganja (12). Realno finansijsko izveštavanje o
pruženim turističkim uslugama je preduslov za dalji razvoj
turističke privrede Republike Srbije.
Cilj rada je da se istraživanjem najbolje računovodstvene prakse obuhvatanja turističkih usluga ukaže na značaj
pravilnog vrednovanja i evidentiranja turističkih usluga za
realnost finansijskog izveštavanja.
Predmet istraživanja u ovom radu su računovodstveni i
poreski aspekti pružanja turističkih usluga sa stanovišta lica
koja te usluge pružaju. Poslovni običaji koji nastaju iz ugovora o pružanju turističkih i ugostiteljskih usluga regulisani
su Posebnim uzansama u turizmu (5).
Zbog toga ćemo prvo navesti definiciju turističkih usluga koja je pogodna za predmet istraživanja u ovom radu.
Pod turističkim uslugama shodno Zakonu o turizmu (9) i
Zakonu o porezu na dodatu vrednost (7) se podrazumevaju:
◆ organizacija i pružanje usluga turističkih putovanja;
◆ posredovanje u prodaji turističkih putovanja;
◆ usluge turističkih profesija (usluge turističkog vodiča
* [email protected]
Ključne reči:
turizam,
računovodstvo,
porez na dodatu vrednost,
jedinstvena turistička usluga,
direktive EU.
i turističkog pratioca, turističkog animatora i lokalnog turističkog vodiča);
◆ specifične avanturističke i sportsko-rekreativne usluge u turizmu (skijanje, ronjenje, jedrenje i dr.).
Turističke usluge su, dakle, veoma raznovrsne i kompleksne (10). Posledično tome pojavljuju se brojne specifičnosti pri njihovom računovodstvenom i poreskom obuhvatanju. Glavni izvor tih specifičnosti proizlazi iz činjenice da
je uglavnom više učesnika u pružanju turističke usluge: na
primer, turistička agencija, hotelsko preduzeće, prevoznik i
dr. Sem toga neki od učesnika u pružanju turističkih usluga
mogu biti i poreski nerezidenti Republike Srbije ili se može
raditi o licu koje nije obveznik poreza na dodatu vrednost
(PDV).
U radu istražujemo i usklađenost domaće poreske regulative u vezi sa pružanjem turističkih usluga sa relevantnom
regulativom evropske unije - posmatramo regulativu obračuna i plaćanja PDV.
Cilj istraživanja je da utvrdimo da li domaća računovodstvena i poreska regulativa omogućavaju realno finansijsko izveštavanje pružalaca turističkih usluga i da li je ona
usklađena sa relevantnim propisima EU. Zbog toga su nam
polazne hipoteze:
H1: domaća računovodstvena regulativa ne ometa realno finansijsko izveštavanje pružalaca turističkih
usluga i
H2: domaći poreski propisi u vezi sa obračunom i plaćanjem PDV su u velikoj meri usklađeni sa relevantnim propisima EU.
U svrhe potvrđivanja (ili opovrgavanja) ovih hipoteza
istražili smo relevantne računovodstvene i poreske regulative u Republici Srbiji i u Evropskoj uniji.
175
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
2. RAČUNOVODSTVENI ASPEKTI
OBUHVATANJA TURISTIČKIH USLUGA
- ISKAZIVANJE PRIHODA I RASHODA
TURISTIČKIH USLUGA
176
Podaci iz finansijskih izveštaja omogućavaju sagledavanje osnovnih finansijskih informacija o privrednom društvu
kao što su:
◆ Kolika je vrednost imovine kojom raspolaže društvo?
◆ Kolika je vrednost prodaje na godišnjem nivou?
◆ Koliko zaposlenih ima društvo?
◆ Koliko vredi vlasnički udeo u društvu?
◆ Da li je rezultat poslovanja pozitivan ili negativan?
(Knežević, Stanišić & Mizdraković, 2013).
Da bi navedene informacije bile tačne, neophodno je
pravilno računovodstveno obuhvatanje pruženih turističkih
usluga. A ono podrazumeva da svaki od učesnika u njenom
pružanju u svojim poslovnim knjigama iskaže svoje pripadajuće rashode i prihode.
Za računovodstveno obuhvatanje turističkih usluga, kao
i za pravilan obračun i plaćanje poreza na dodatu vrednost
neophodno je uočiti sledeće karakteristike turističkih usluga:
1. turističke usluge može pružati privredno društvo,
preduzetnik, drugo pravno lice, strano pravno lice,
ogranak domaćeg ili stranog pravnog lica (6);
2. turističke usluge se mogu pružati u sedištu ili van sedišta davaoca usluge (turistička agencija koja obavlja
delatnost van sedišta, dužna je da u svakom poslovnom prostoru, odnosno mestu poslovanja obrazuje
ogranak, odnosno prostor van poslovnog sedišta,
koji se registruje u odgovarajućem registru i evidentira u Registru turizma) (11);
3. neki od učesnika u pružanju turističkih usluga mogu
biti nerezidenti Republike Srbije (7); i
4. neki od učesnika u pružanju turističkih usluga mogu
biti van sistema PDV Republike Srbije (7).
Za pravilno iskazivanje prihoda i rashoda od pružanja
turističkih usluga neophodno je poštovati sledeća pravila:
1. kada postoji više učesnika u pružanju turističke usluge neophodno je da svako od njih u svojim poslovnim knjigama iskaže svoje pripadajuće prihode i
rashode;
2. u slučaju da na datum bilansa nije završeno pružanje usluge svaki od učesnika u pružanju turističke
usluge mora priznati svoje prihode prema stepenu
dovršenosti te transakcije na kraju izveštajnog perioda. Da bi se prihodi po osnovu nezavršene transakcije pružanja usluga priznali neophodno je da se
rezultat transakcije može pouzdano proceniti. A on
se može pouzdano proceniti kada su ispunjeni svi
sledeći uslovi:
◆ iznos prihoda se može pouzdano odmeriti,
◆ verovatan je priliv ekonomskih koristi vezanih za
tu transakciju u pravno lice,
◆ stepen dovršenosti te transakcije na kraju izveštajnog perioda se može pouzdano izmeriti i
◆ troškovi nastali povodom te transakcije i troškovi završavanja transakcije se mogu pouzdano
izmeriti.
U Republici Srbiji se tri vrste računovodstvene regulative primenjuju za finansijsko izveštavanje a samim tim i
za priznavanje prihoda i rashoda od pružanja turističkih
usluga:
1. Međunarodni standardi finansijskog izveštavanja
(MSFI),
2. Međunarodni standard za mala i srednja pravna lica
(MSFI za MSP) i
3. Pravilnik o načinu priznavanja, vrednovanja, prezentacije i obelodanjivanja pozicija u pojedinačnim
finansijskim izveštajima mikro i drugih pravnih lica
(Službeni glasnik RS, br. 118/2013 i 95/2014).
Napomena: na osnovu članova 19-22. Zakona o računovodstvu (Službeni glasnik RS, br. 66/2013) svaki obveznik
primene zakona određuje koju regulativu primenjuje.
Pregledom ove računovodstvene regulative može se zaključiti da sve navedene regulative omogućavaju navedeno
ispravno postupanje pružalaca turističkih usluga:
◆ MRS 18 Prihodi u okviru MSFI,
◆ Odeljak 23 Prihodi u okviru MSFI za MSP, kao i
◆ član 31. Pravilnika o načinu priznavanja, vrednovanja, prezentacije i obelodanjivanja pozicija u pojedinačnim finansijskim izveštajima mikro i drugih
pravnih lica.
Sem toga navedeno postupanje je u skladu i sa direktivom 2013/34/EU evropskog parlamenta i veća (od 26. juna
2013. godine).
Zbog toga se može izvesti zaključak da u Republici Srbiji
pružaoci turističkih usluga nemaju ograničenja po pitanju
ispravnog iskazivanja prihoda i rashoda, kao i da po ovom
pitanju za sada ne postoji potreba promene u vezi sa budućim pristupanjem Republike Srbije EU.
3. PORESKI ASPEKTI OBRAČUNA PDV U VEZI SA
PRUŽANJEM TURISTIČKIH USLUGA
Za pravilno obračunavanje PDV na pružene turističke
usluge neophodno je razumeti termin “jedinstvena turistička usluga”. Pod ovim terminom se podrazumeva ona usluga
koju pruža turistička agencija a koja u sebi sadrži dve ili više
prethodnih turističkih usluga (kao što su na primer usluge:
prevoza, smeštaja, ishrane, organizovanja izleta, angažovanje turističkog vodiča i sl.).
Sa stanovišta Poreske uprave, ali i poreskog obveznika
glavni problemi u vezi sa obračunom PDV su da ne dođe
do dvostrukog oporezivanja PDV-om, ali i da ne dođe do
neobračunavanja PDV. Prikazaćemo to na sledećem primeru: Turistička agencija “A” prodaje aranžman koji uključuje
boravak u hotelu “B”. Turistička agencija “A” će od hotela “B” dobiti fakturu na iznos od 90.000,00 din. Vrednost
aranžmana je 100.000,00 din. (90.000,00 din. će agencija
“A” platiti hotelu “B” pa je usluga agencije “A” 10.000,00
din.). Ukoliko bi turistička agencija “A” obračunala PDV
na iznos od 100.000,00 din. i ne bi iskoristila tzv. ulazni
PDV od hotela “B”, krajnji potrošači turističkih usluga bi
bili dvostruko oporezovani (ovo će se, dakle, desiti ukoliko
turistička agencija ne povrati porez na proizvode i usluge
koje su joj pružili drugi poreski obveznici - učesnici u pružanju turističke usluge).
Zbog toga u slučaju kada turistička organizacija pruža
jedinstvenu turističku uslugu PDV se ne može obračunavati
po uobičajenom standardnom postupku, već se obračunava po posebnom postupku. Ovaj tzv. “posebni” postupak
se sastoji u sledećem: od vrednosti prodajnog aranžmana
oduzmu se svi stvarni troškovi prethodnih turističkih usluga koje turistička agencija plaća; tako dobijen iznos predstavlja vrednost u kojoj je sadržan PDV koji se izračunava
preračunatom stopom.
Ukoliko turistička agencija nema prethodne turističke
usluge (ako pruža uslugu isključivo iz svojih sredstava, a to
znači da ima sopstveni prevoz, sopstveni smeštaj, sopstvena ishrana i dr, onda se oporezivanje ne vrši po posebnom
postupku, nego na uobičajeni način koji važi za sve ostale
delatnosti.
Direktiva 2006/112/EC predviđa poseban postupak oporezivanja PDV turističkih agencija (članovi 306-310). Regulativa EU u oblasti PDV ne određuje nacionalnu visinu
stope PDV-a, ali zahteva da se na maržu turističkih agencija,
primenom posebnog postupka oporezivanja, u svim državama članicama obračunava redovna ili najviša stopa PDV
koja u Republici Srbiji iznosi 20%.
Zbog specifičnosti pružanja turističkih usluga u Zakonu o porezu na dodatu vrednost (Službeni glasnik RS,
br. 84/2004, 86/2004 (ispr.), 61/2005, 61/2007, 93/2012,
108/2013, 68/2014 (dr. zakon) i 142/2014) načinjen je izuzetak kada su u pitanju turističke agencije i to u delu njihovog
poslovanja kada pružaju turističke usluge u svoje ime i za
svoj račun. Naime, članom 35. stav 7. ovog zakona predviđeno je da turistička agencija za turističke usluge ne može
da iskazuje PDV u računima ili drugim dokumentima i
nema pravo na odbitak prethodnog poreza na osnovu prethodnih turističkih usluga koje su joj iskazane u računu koje
dobija od svojih poslovnih partnera (napomena: videćemo
da ona PDV obračunava ali na svoju uslugu).
Imajući u vidu navedeno može se izvesti zaključak da je
poreska regulativa u Republici Srbiji u vezi sa obračunom
PDV na pružene turističke usluge usklađena sa relevantnom
regulativom EU. Međutim, treba znati da tzv. “koncept
transakcija unutar EU” ne predstavlja deo sistema PDV-a
u Republici Srbiji i da se prilikom ulaska Republike Srbiju
u EU to mora ugraditi Zakon o porezu na dodatu vrednost.
4. ZAKLJUČAK
Predmet istraživanja u ovom radu bili su računovodstveni i poreski aspekti pružanja turističkih usluga sa stanovišta lica koja te usluge pružaju. Proučavanjem relevantne
računovodstvene i poreske regulative u Republici Srbiji i u
evropskoj uniji potvrdili smo postavljene hipoteze:
H1: domaća računovodstvena regulativa ne ometa realno finansijsko izveštavanje pružalaca turističkih
usluga i
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
H2: domaći poreski propisi u vezi sa obračunom i plaćanjem PDV su u velikoj meri usklađeni sa relevantnim propisima EU.
U momentu ulaska Republike Srbije u EU neophodno
bi bilo u Zakonu o PDV ugraditi tzv. “koncept transakcija
unutar EU”.
LITERATURA
Agencija za privredne registre. (2015). Turizam. Preuzeto 28.
jula 2015. sa http://www.apr.gov.rs/Регистри/Туризам.
aspx
Barjaktarović, D. (2013). Upravljanje kvalitetom u hotelijerstvu. Beograd: Univerzitet Singidunum.
Knežević, G., Stanišić, N., & Mizdraković, V. (2013). Analiza
finansijskih izveštaja. Beograd: Univerzitet Singidunum.
Ministarstvo trgovine, turizma i telekomunikacija Republike
Srbije. (2001). Posebne uzanse o turizmu. Službeni glasnik RS, br. 33/2001. Preuzeto 28. jula 2015. sa http://
mtt.gov.rs/download/Posebne%20uzanse%20u%20turizmu.pdf
Ministarstvo trgovine, turizma i telekomunikacija Republike Srbije. (2015). Strategija razvoja turizma Republike Srbije. Preuzeto 15. juna 2015 sa http://mtt.gov.rs/
download/3/Strategija%20razvoja%20turizma,cir.pdf/
Službeni glasnik RS. (2012). Zakon o turizmu. Službeni glasnik RS, br. 36/2009, 88/2010, 99/2011, 93/2012. Preuzeto 28. jula 2015. sa http://www.paragraf.rs/propisi/
zakon_o_turizmu.html
Službeni glasnik RS. (2013). Zakona o računovodstvu. Službeni glasnik RS, br. 66/2013.
Službeni glasnik RS. (2014a). Pravilnik o načinu priznavanja,
vrednovanja, prezentacije i obelodanjivanja pozicija u
pojedinačnim finansijskim izveštajima mikro i drugih
pravnih lica. Službeni glasnik RS, br. 118/2013, 95/2014.
Službeni glasnik RS. (2014b). Zakon o porezu na dodatu vrednost. Službeni glasnik RS, br. 84/2004, 86/2004, 61/2005,
61/2007, 93/2012, 108/2013, 68/2014 i 142/2014. Preuzeto 28. jula 2015. sa http://paragraf.rs/propisi/zakon_o_
porezu_na_dodatu_vrednost.html
Službeni glasnik RS. (2015a). Zakon o zaštiti potrošača. Službeni glasnik RS, br. 62/2014. Preuzeto 28. jula 2015. sa
http://paragraf.rs/propisi/zakon_o_zastiti_potrosaca.
html
Službeni glasnik RS. (2015b). Zakon o privrednim društvima. Službeni glasnik RS, br. 36/2011, 99/2011, 83/2014
i 5/2015. Preuzeto 28. jula 2015. sa http://paragraf.rs/
propisi/zakon_o_privrednim_drustvima.html
Spasić, V. (2013). Poslovanje turističkih agencija i organizatora
putovanja. Beograd: Univerzitet Singidunum.
ACCOUNTING ASPECTS OF TOURISM SERVICES IN THE REPUBLIC OF SERBIA
Abstract:
This paper deals with the specifics of tourism services from the accounting perspective. Its principal
aim is to point out to the importance of proper evaluation and recording of travel services for the
reality of finance reporting, through exploring the best accounting practices including tourism services. The specificity of tourism services has an impact on the method of calculating the value added
tax. The paper explores the compliance of tax regulations of the Republic of Serbia with the relevant
EU directives in the field of tourism services.
Key words:
tourism,
accounting,
value added tax,
unique tourist services,
EU directive.
177
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-178-181
GLOBALIZATION AND CHANGES IN CONSUMER BEHAVIOR IMPACT ON TRAVEL AGENCIES
Tatjana Cvetkov-Čikošev1, Andriela Vitić-Ćetković2*
NIS a.d, Milentija Popovića 1, Belgrade, Serbia
University of Montenegro, Faculty of Tourism and Hotel Management, Stari grad 320, Kotor, Montenegro
1
2
Abstract:
The development of globalization process has influenced tourism to become the industry with a fierce
competition, both among tourism destinations, and tourism enterprises. The increase in the number
of participants in the global tourism market triggers numerous changes in market approach of travel
agencies. They are required to adapt to a new consumer profile in tourism, new tourist expectations
in terms of technology and environmental protection, to the demand for new tourism products etc.
The analysis of globalization process in the world tourism market and competitive marketing responses in business of travel agencies, are in the focus of this research. The research results should
propose necessary marketing performances for better understanding of consumers and improving
competitiveness in travel agencies in Serbia. The research methodology is based on the questionnaire
and secondary research (desk research).
1. INTRODUCTION
178
Competition in the tourism market has become much
tougher over the last decades and it is not present only
among the countries within a region, but also among regions on the global level. The competition growth is also a
result of the expansion of services providing sector, which
requires new business models in the tourism sector, including travel agencies.
According to the Tourism Law of the Republic of Serbia,
the travel (tourist) agency is: “a company, other legal entity,
or entrepreneur, which performs activities under the terms
prescribed by the Law within the registered business activity
of a travel, or tourist agency, in order to make a profit.” In
modern conditions of tourism development, tourism intermediaries, i.e. travel agencies provide the tourism consumers at their places of domicile with the information about
a tourist destination and the comparison of destinations,
improving this way the quality of offer.
Development of tour operator business in the late 20th
century had a crucial impact on business orientation of
traditional travel agencies. They have retained the role of
traditional intermediaries in the tourism market, regardless of whether their business has a predominately emissive
or receptive character. Furthermore, tour operators have
kept their leading intermediary position in the tourism
market and they have got a special place and importance in
the international tourism market as companies - tourism
* [email protected]
Key words:
travel agency,
globalization,
marketing,
consumer behavior.
manufacturers. In modern circumstances big tour operators become the owners of hotel chains, airlines, transport
companies, ship owners, etc.
It is worth noting that the information and communication technologies have stressed the importance of marketing approach and led to the improvements in the internal
operations of travel agencies by integrating so called back
office (e.g. accounting, human resources, quality control,
etc.) with so-called front office (e.g. dossiers of the current
consumers, preparation of itineraries, communication with
suppliers, issuing airline tickets, etc.), which enables agencies to achieve the significant synergy, efficiency and cost
savings. At any rate, the travel agencies operate in a strongly
competitive environment, so that the success is also measured by the level of service quality.
2. RESULTS AND DISCUSSION
2.1. The impact of globalization on development and
operations of travel agencies
Globalization as a trend has had a prevailing impact on
the development of intermediaries in tourism, including
travel agencies. From an economic point of view, globalization spurs productivity growth and the use of volume
economy. On the other hand, it encourages the competition
in the sense that business uncertainty and risks are getting
higher and constant changes and adaptability are required
(Dulčić, 2005). In general, the following positive aspects of
this megatrend are cited: higher competitiveness, encouraging of technological innovations, higher accessibility of
ideas, lower barriers for access to service exchange, etc.
(Vitić-Ćetković, Jovanović & Krstić, 2012). As for the negative aspects of globalization, its impact on unemployment
growth, environmental degradation, etc., are also mentioned
(Mandler & Goldsmith, 1996).
When we talk about travel agencies, the business globalization process has mainly developed through:
◆ the division of travel agencies to tour operators and
traditional travel agencies;
◆ expansion of various forms of business interconnections: horizontal, vertical, conglomerate type.
It is considered that the travel agencies business globalization will mostly be influenced in the future by the following factors:
◆ faster tourism development;
◆ transport technology development;
◆ lifestyle changes;
◆ consumption structure changes etc.
Under the influence of globalization process, tourism
turns into a world leading industry. The key factor is a fast
development of information and communication technologies. Instead of mass production and mass tourism in a
post-industrial society, a sophisticated and well educated
consumer emerges with special demands. In that respect,
globalization will affect travel agencies in the way that there
will be a need of stronger specialization and differentiation
of products and prices.
2.2. On-line agencies and understanding of a modern
consumer in tourism
The priority in development of
modern tourism belongs to IT support to tourism, but not necessarily
in new investments, but in integration of knowledge and power of technology (Nuković et al., 2010). With
the expansion of Internet technologies, many traditional travel agencies
have faced a serious competition in
the form of online travel agencies,
because the users of their services
can plan their trips on their own and
adjust them according to their own
preferences. Furthermore, they can
see the accommodation, read and /
or post comments on a travel agency,
location, accommodation, etc. which
is important for understanding the
current and future consumers. In addition to this, online selling of package
tours eliminates various regulations
which must be observed by the agencies when they are physically present
in a foreign market (Shapiro, 2000).
It becomes harder and harder to
meet the needs of modern consumers
in tourism, because their demands and
expectations are getting higher. In that
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
respect, some of innovative offers of online agencies include
the following tourism products: adventure holidays, cultural
holiday, bicycle tours, family holidays, honey-moon trips,
luxury travels, safari, diving holidays, holidays in the wilderness, Robinson Crusoe tourism, etc. (Williams & Soutar, 2009). Competitiveness of online agencies is connected
with their feature of enabling the creation of relationship
with an individual consumer. They provide their services
twenty-four hours a day throughout the entire year, so the
consumers can get the required information at any time.
However, regardless of fast growth of direct sales of travel
services which has been particularly influenced by the Internet, the prevailing opinion is that the travel agencies will
still be the most important intermediaries and organizers of
tourist trips (Unković & Zečević, 2004).
2.3. Research of change monitoring in consumer
behaviour by travel agencies in Serbia
It is well-known that changes in the global tourism market driven by globalization require a modern marketing
approach to business of travel agencies. For the purposes
of this paper, a questionnaire was completed by the representatives of tourism organizations in Serbia and representatives of travel agencies who are members of YUTA in
order to determine the level of monitoring the changes in
consumer behaviour by travel agencies in Serbia. Namely,
268 e-mails were sent to available e-mail addresses with an
invitation to take part in the survey. For the purpose of processing the data obtained in this survey, the techniques of
descriptive statistics were used, including calculation of frequency and percentage, calculation of the arithmetic mean
and standard deviation of given answers, etc.
The results of research of the frequency of current tourist demand (Fig. 1):
Figure 1: Research of current tourist demand - frequency
179
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
The positive results of research of the current tourist
demand are related to the fact that more than one half of
agencies conduct research of the current tourist demand
once a year. However, there is space for business improvement regarding this aspect because almost 1/4 of them do
not conduct demand research at all.
If the size of a company is taken into account, there are
no differences in terms of non-conducting the research smaller agencies give this answer just a little bit more often.
However, if we look at the research conducting frequency,
it seems that big systems tend to rely on other sources more
than on research, because only 40% of these agencies conduct research of demand once a year.
When we look at the method they use for the current
tourist demand research, 53% of the participants in the survey state that they talk with the their colleagues, 50% conduct surveys with the participation of the service consumers after every trip, while 1/3 of them conduct surveys with
consumers of services from the previous year - about their
plans for the following year (Tab. 1). The comments and
opinions of visitors in offices, comments in social networks
(Facebook), and research requested by third persons, i.e.
research agencies, are monitored to a lesser extent.
Table 1: Research of the current tourist demand - research
method
180
their satisfaction depends on the services provided, while a
slightly smaller number of them (63,3%) have stated that it
depends on the desired destination and 46,7% of them relate
the level of satisfaction to a specific destination (Tab. 2). It
seems that more specific topics such as: the type of service,
additional services, as well as the time and duration of travel
are less covered. This is in some way logical, taking into account that the internal materials of each of these agencies
can be informative enough. However, it is doubtful if the
agencies are ready to react to the global changes in consumer
behavior in tourism, and if they could impose themselves
in the market with their offer which is different from the
usual one.
Table 2: Research of the current tourist demand - topics
Frequency
Percentage
(%)
Satisfaction with the services
provided by the agency.
21
66,7
What are the desired destinations.
20
63,3
Satisfaction with a destination.
14
46,7
What type of services they expect type of hotel, meals, etc.
12
40,0
What type of additional services
they are interested in.
10
33,3
Frequency
Percentage
(%)
We talk with our trade colleagues.
17
53,3
In what period of the year they plan
their travels.
8
26,7
We conduct surveys with consumers
of our services after each trip.
16
50,0
How much time would they spend
on those destinations.
5
16,7
We monitor the forums about travels.
10
33,3
In what period of the year they go
on their travels.
5
16,7
We conduct surveys with consumers
of our services from the last year
about their plans for the next year.
10
33,3
We keep updated with the technical
literature in the country and abroad.
8
26,7
We conduct surveys with the visitors
to our website.
7
23,3
We conduct surveys with the visitors
to our offices.
3
10,0
We conduct surveys, in cooperation
with agencies, about travels and plans
for the next period.
2
We follow the opinions and
comments of our representatives,
collect comments of our visitors in
our offices, monitor comments on
Facebook, etc.
1
Research related to the availability of programs for frequent users of services - Loyalty programs, shows that this
business practice is applied by almost half of the agencies
(48,4%), while just a little bit more than a half of them
(51,6%) do not have them (Tab. 3).
Table 3: Availability of Loyalty programs for frequent users
of services
Frequency
Percentage
(%)
YES
15
48,4
NO
16
51,6
6,7
3,3
It is worth noting that the agencies whose dominant
business includes initiative-based tourism state by far more
often that they monitor forums on travels, which is actually
logical, because this is exactly what their potential consumers of services do.
In the research related to specific topics of tourist demand, 66,7% of the surveyed participants have stated that
Do you have a Loyalty
program (programs for
frequent users of your services) in your travel agency
Interestingly, there are no statistically significant differences in relation to independent variables, including
the number of years of operation, number of employees,
location of offices, etc., although one would expect that
an agency with a longer period of operation and a greater
number of employees provides the capacities and the need
to have permanent consumers of services, i.e. create bonds
by loyalty programs.
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
3. SUMMARY
REFERENCES
Under the influence of globalization, tourism has become the world’s leading industry. The ever-growing competition in the global tourism market requires the application of innovative methods in the business of travel agencies.
Considering the research results, it can be said that
travel agencies generally need to change their approach to
business, and constantly adapt and learn about consumers
in order to be more competitive. When talking about travel
agencies in Serbia, their approach to business is still lagging
behind the travel agencies from developed market economy
countries, which are better integrated into the global technological, marketing, environmental and other processes.
It is necessary to take into account the limits, i.e. the
number of survey participants and the fact what we are talking about the indications of differences rather than statistically important differences. So, agencies in Serbia keep up
with the development trends in terms of familiarity with the
changes in consumer behaviour, but the implementation of
a new marketing approach in business goes at a slower pace
due to the lack of funds or other factors, which could be the
topic of some future research.
Cvetkov-Čikošev, T. (2014). Upravljanje ponudom turističkih
agencija u savremenim tržišnim uslovima: magistarski
rad. Beograd: Ekonomski fakultet.
Dulčić, A. (2005). Turističke agencije, poslovanje i menadžment. Split: Ekokon.
Mander, J., & Goldsmith, E. (1996). The case against the global
economy: And for a turn toward the local. San Francisco:
Sierra Club Books.
Nuković, M., Nuković, J., & Azemović, N. (2010). IKT i njihov uticaj na razvoj savremenog turizma. Univerzitetska
Hronika, 3 (1), 129-135.
Shapiro, M. (2000). Internet travel planner: How to plan trips
and save money online. Guilford, CT: Globe Pequot
Press.
Službeni glasnik Republike Srbije. (2005). Zakon o turizmu,
br.45/2005. Beograd: Službeni glasnik.
Unković, S., & Zečević, B. (2004). Ekonomika turizma. Beograd: Centar za izdavačku delatnost Ekonomskog fakulteta.
Vitić-Ćetković, A., Jovanović, S., Krstić, B. (2012). Determinants of Montenegro and Serbia Tourism Competitiveness Improving in the Terms of Globalization. Economic
Themes, 50 (1), 47-63.
Williams, P., & Soutar, G.N. (2009). Value, satisfaction and behavioral intentions in an adventure tourism context. Annals of Tourism Research, 36 (3), 413-438. doi:10.1016/j.
annals.2009.02.002.
181
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-182-186
WHAT MAKES A SUCCESSFUL HOTEL REPUTATION
MANAGEMENT STRATEGY: QUALITATIVE RESEARCH
ON TRIPADVISOR HOTEL REVIEWS
Edina Ajanović1*, Beykan Çizel2
Institute of Social Sciences, Akdeniz University, Antalya, Turkey
2
Tourism Faculty, Akdeniz University, Antalya, Turkey
1
Abstract:
Nowadays, the concept of reputation management in hospitality industry is related to the efforts of
the hotel management to find the best solutions for handling the reviews and comments of hotel
guests left on one of numerous social media channels. The introduction of Web 2.0 technologies
has brought about innovation in terms of how contemporary society interacts, allowing people to
generate unique content to be published on their preferred social media channel. Hospitality industry
faces numerous challenges concerning handling of the user generated content, especially on travel
review sites and is trying to be actively involved in creating and maintaining its reputation. The
aim of this research paper is to address the vital elements of successful reputation management of
a hotel property. In order to do so, the authors have conducted the content analysis of TripAdvisor
reviews and responses to these for the hotel property targeted as an example of a good reputation
management strategy. The research results will point out the aspects of reputation management
hotel managers should pay attention to and should serve as a useful guideline for the hotel’s social
media marketing activities.
1. INTRODUCTION
182
In today’s fast-changing and global market, organizations that were able to build and sustain strong corporate
brand and reputation are on a good path to gain a competitive advantage compared to rival companies. In most
organizations, the departments responsible for reputation
management are marketing, communications and public
relations (Martin & Hetrick, 2006). Reputation management is usually treated in the same way as public relations,
even though these two concepts differ significantly. Public relations are viewed as a guidance which creates and
maintains useful relationships between the organizations
and public on which its success or failure depends (Cutlip, Center, & Broom, 2003, p. 6). The concept of public
relations inquires a list of the main activities that make up
practice such as publicity, advertising, lobbing etc.
On the other hand, reputation can be defined as a social
construction, based on the image we reflect in the eyes of
others (Griffin, 2002). If we reflect this on the corporation’s
reputation, it is based on what other people think about
this company and the efforts of the company will make towards defining its reputation. What is more important is
that reputation is not based solely on external perceptions,
but on the behaviour supported by these perceptions (Griffin, 2002).
Modern digital age has changed the way corporate reputation should be perceived and managed. The companies
* [email protected]
Key words:
hotel reputation management,
hotel social media marketing,
TripAdvisor reviews,
content analysis.
should place more emphasis on information management,
especially the information that may influence how people
perceive the company. Along with technology evolution,
communicating company’s business objective via the Internet as the basic channel for interacting with past and
potential future guests has become of vital importance.
The Internet has changed the traditional approach where
organizations maintain and control its owner value. Nowadays, regular Internet users have the power to influence the
corporate base by sharing their opinions on different travel
web platforms. This means that companies are no longer
able to strictly control the company’s information and content published on the web; and it will lead to tough struggle
with the aim to preserve the positive image in the eyes of
customers.
Reputation management is a vital strategic issue for
those companies that mainly rely on their intangible attributes in building competitiveness such as creativity, innovation, intellectual capital and high levels of services (Kay,
2004). Accordingly, the hotel industry is highly dependable
on positive reputation that may affect customers’ purchasing decisions. When it comes to hotel business, reputation
management usually addresses the proper use and proactive dealing with the content shared on travel review sites
(TripAdvisor, HolidayCheck, Zoover, TopHotels etc.), different social media channels such as social network sites
(Facebook, My Space), video and image sharing media
(YouTube, Instagram) and personal travel blogs. Online
platforms where travellers can share their experience, evaluations and comments about tourism products and services
are accepted as an important data source. The evolution of
e-trade in tourism industry started with development of the
Internet and especially Web 2.0 technologies which introduced numerous opportunities. Owning to the introduction of Web 2.0 technologies, people are able to purchase,
evaluate and share their thoughts on different social media platforms. Therefore, these new platforms and reviews
shared on them can be used as an important source of data
in today’s academic research.
By engaging in these different channels within the virtual environment, the hoteliers are trying to maintain good
relationships with their guests after their stay in the hotel,
correct or at least state the awareness of negative issues that
occurred during the stay and also leave the impression of
the property that really cares about providing its customers
with the ultimate hotel experience. Nowadays, this is one
of the ways to retain the old customers by creating the firm
relationships and attract new potential hotel guests promising the similar loyal bonds in the future. Regardless of the
importance of a proper reputation management strategy on
a hotel business performance and success, there is a lack of
academic research on this topic. It is usually discussed in
the professional hotel journals, web pages and online reputation management companies’ forums and blogs (some of
them are hospitalitynet.org, tnooz.com, hotelmarketing.
com, trustyou.com). The successful case studies and benefits of strategic approach towards reputation management
issues prove its efficiency and encourage other industry
representatives to pay more attention to it. This paper is
among the first that tried to gain a deeper insight into the
important aspects of successful online reputation management practices and provide hotel managers with some useful recommendations about how to strategically deal with
the issue. The aim is to enrich the overall academic knowledge about successful social media marketing strategies in
hotels and form a basis for future research on this topic.
2. RESEARCH AIM AND SCOPE
The aim of this study is to attempt to identify the elements and aspects of positive hotel reputation management
practices. After analysing the prominent web sites dealing with new hotel marketing strategies, the decision was
made to use Hotel Bel-Air in Los Angeles Beverly Hills as
a successful case study concerning reputation management
strategy on the TripAdvisor comments. In this study, the
authors conducted the content analysis of the hotel reviews
left by the guests of Hotel Bel-Air on TripAdvisor and the
replies of the hotel management to these reviews. The reasons why TripAdvisor travel review site has been chosen is
because it can be considered one of the largest travel sites
by millions of travellers and a wide variety of travel choices
and planning features. TripAdvisor branded sites make up
the largest travel community in the world, reaching 340 million unique monthly visitors, and more than 225 million
reviews and opinions covering more than 4.9 million accommodations, restaurants and attractions (TripAdvisor,
2015). Travel review web sites such as TripAdvisor are some
of the most commonly used when it comes to searching for
information about tourism destinations and the main cri-
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
teria in decision making about tourism destinations (Black
& Kelly, 2009). TripAdvisor web site is one of the most
popular platforms used in academic research papers (Au,
Buhalis & Law, 2014; Ekiz, Khoo-Lattimore & Memarzadeh,
2010; Kim, Lim & Brymer, 2015; O’Connor, 2010) in which
content analysis is being the dominantly used method in
examining the travellers’ attitudes towards hotel properties,
effects of online reviews on hotel performance etc.
Upon data collection process, researchers applied an
objective coding scheme in order to derive systematically
comparable information through content analysis (Berg,
2007, p. 238). Each of the researchers independently coded
and categorized the data from the travel review replies into
different categories. The categories researchers used in this
content analysis were determined inductively with the ‘’researchers “immersing” themselves in travel review replies
in order to identify the dimensions or themes that seemed
meaningful to the producers of each message’’ (Abrahamson, 1983, p. 286). Differences in categorization between the
researchers were discussed until a consensus was reached
and the final category and sub-category structure was derived.
3. RESULTS & DISCUSSION
Out of the total of 470 reviews found on Hotel Bel-Air
Los Angeles TripAdvisor account by August 15, 2015, 364
reviews with hotel management’s replies were examined.
Those that were not included in the analysis were either not
in English or dated from the period when replies of hotel
management on travel reviews were not provided. The hotel
started with the practice of answering to both positive and
negative TripAdvisor reviews in September 2010 and the
management has written replies on almost all TripAdvisor
reviews up to this date. As a result of the content analysis,
the four elements of a successful online reputation management can be derived: creating unique content about the
property, personalization, emphasizing property values and
dealing with negative comments (Figure 1). Sub-categories
under each category are presented in Table 1.
Fig 1. The most important aspects of successful online reputation management
183
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
Table 1. Elements of the hotel online reputation management
Hotel Online Reputation Management
Creating
Unique
Content
Personalization
Emphasizing Property
Values
Dealing
With Negative Reviews
Guest words
Dealing
with transition periods
Appreciation
Repeating
customers’
experience
Special
treatment
for loyal
guests
Property
features
Details
Service
quality
Hotel stuff
Encouraging customers to
comment
Throughout
notification
Personal
engagement
Creating unique content about property
184
In today’s Internet market, every company is in search
for a unique, organic and interesting content that will position the company’s web site on the top of Google search
lists. Therefore, many companies including the hotels are
trying to make the best use of different channels found on
the web and survey as many users as possible. If properly
used, the replies to hotel reviews on TripAdvisor may be
used as a perfect content generator coming directly from
the users. Not only will the level of credibility and trust in
the hotel rise, but it is also the great marketing and advertising of the hotel property with interesting slogans.
“It is wonderful to hear you were “treated like an A-list
star”- this is exactly how it should be” ‘’Thank you for considering us ‘the best place in the Los Angeles area to relax.’
“… I particularly like this room category because of the
outdoor patio and its views on the canyon, and your description of your evening spent in “the hot tub with a glass of wine
every night looking at the stars” sounds idyllic”. These direct quotations show how the hotel management uses the unique content coming from the guest to
describe and promote their own property. This sentence is
a great example of how to use the guest’s words for selfpromotion, and it is completely free.
With the same strategy of using the user generated content, hotel management was able to successfully deal with
the transition period such as a hotel renovation.
‘’..It is wonderful to read that you decided to stay with
us since the reopening of the hotel, and that you found it
“streamlined and modernized rather than changed.” We felt
a tremendous responsibility to maintain the hotel’s beloved
look and feel it is very comforting to know that you felt as if
you were in the “same space.” This is a good example of how the manager skilfully uses
the words and explanations from the guest to address the
topic of renovation. With only two sentences, the manager
was able to express the general attitude and responsibility
of the whole hotel management to continue with the recognizable service (tremendous responsibility to maintain the
hotel’s beloved look) and by repeating the guests word of
mouth, it proves that these efforts were successful (streamlined and modernized rather than changed and felt as if you
were in the “same space”). Personalization
Every review reply was named on the regarding Trip
Advisor use, and gratefulness for time and effort to write
each review was expressed without exception. The manager constantly repeated all positive impressions of a certain
guest.
“…delighted to read that you enjoyed every aspect of your
stay, “from the grown up atmosphere”, to the “renovated
rooms and good casual al fresco steakhouse”, to the spa.”
‘’I am thrilled to hear you loved every aspect of your “little
getaway” with us…from your room, to the beautiful gardens,
to the pool and service.’’
In this way, it can be concluded that the person who
wrote the reply really appreciated the time and the content
written for the hotel. Therefore, the manager was paying
special attention to devoting certain part of the reply to repeat the positive aspects of the guest’s stay. Not only does
this confirm the importance the hotel gives to each positive
word coming from a reviewer, but once again, it highlights
positive features and aspects of hotel services provided in
the hotel Bel-Air.
When it comes to a review that comes from a loyal customer, it can be noticed that managers already know the
person who wrote it, as he/she has been staying in this hotel
and leaving positive reviews for years. Special warmth can
be noticed in correspondence which goes beyond a regular
review about the hotel stay and polite reply to it. A nice example might be found in one reply to the review that came
from the guest who expressed its highly positive experience
with this hotel while mentioning to be a loyal customer for
years. Special emphasis was on enjoyment in the beautiful
hotel atmosphere which was at the same time inspired him
to write few chapters of his new book. The extract from the
manager’s reply to this review was as follows:
“I must also say that it is an incredible honour to know
that Hotel Bel-Air was the inspiration for one of the chapters
from “In His Name”. I look forward to reading a book and
there is perhaps no higher compliment coming from an esteemed author like yourself.”
This quotation not only shows that the manager knows
which guests provided the positive review, but it has also
given a space in the reply to name the title of the book on
which the guest was working while staying in the hotel. In
this way, it was also doing a beneficial activity for the guest
and one’s profession as it was marketing book title form the
esteemed author. Not only does this contribute to the positive and highly satisfactory loyalty relationship between the
guest and the hotel management, but it is a real example to
all potential visitors of the kind of treatment and relationship they can expect from the hotel.
Emphasizing property values
The majority of management’s replies on TripAdvisor
guest’s reviews reveal that the great emphasis is placed on
the hotel units such as restaurants, spa centres, good location and conformity of rooms, and they try to promote the
quality of service throughout replies.
“It’s great to know that you enjoyed every aspect of your
stay...from your suite accommodations, to Wolfgang Puck at
Hotel Bel-Air, to our La Prairie Spa.”
Based on the hotel manager’s replies, it can be implied
that hotel management greatly emphasizes their tendency
to provide high quality services to all their guests. This is
clearly stated through ‘’Five Star service’’ structure that repeats throughout reviews.
” …I very much appreciate your note about the Five Star
service provided to you by our service professionals.”
“…what means the most is to know that you received Five
Star service throughout your stay.”
The idiom Five Star service is something expressed and
derived as the light motive through numerous other replies.
Sometimes after a highly positive rating it is used as a great
summary of all high class services provided to hotel guests.
This can be a good way to express and promote business
philosophy and goals of the hotel property.
In hotel replies to TripAdvisor reviews, one can notice
a special sense for details which carries greater importance
than when being read in a regular guest review.
“…and I am happy to know you enjoyed the bathrobes they are very popular with all of our guests!“
By emphasizing a small detail in the guest’s review such
as enjoyment in bathrobes, leaves the impression that this
hotel pays attention to every detail when providing its high
class service. By writing about this detail in the reply, the
manager managed to give special attention to this small
detail, but with a simple sentence generalized the positive
aspects it has on the hotel guests.
By emphasizing property values, the authors refer only
to promoting tangible but also intangible features of the
hotel property. Therefore, the hotel that was subject of the
analysis places special emphasis on the hotel staff. Every
time when a staff member was mentioned by name, whether
in a positive or negative context, general manager devoted
special part of his reply to this aspect. If it the comment was
negative, it was to be discussed with the responsible department and any valuable comment from the review would be
notified to all the staff. If the positive comment was provided, the general manager would give full credits to this reply.
“Please note I will make sure to share your lovely comments with all our team members, as it will mean a great
deal to them.
“I must also thank you for your feedback regarding our
great team of service professionals, especially Juan in housekeeping. Please know that I will be sure to share your kind
words with him, as it will mean a great deal to him to know
that he had such a positive impact on your stay.”
Dealing with negative comments
Firstly, it can be observed that the management encourages guests to provide the hotel management with feedback
about their negative experiences with the services provided.
This will actually encourage the management to prevent
them from providing Five Star service to all its guests, which
is stated as the main goal of this hotel.
“…I am sorry to hear about negative experience with the
room service, but I appreciate your feedback as this is the only
way we can improve our shortcomings.”
‘’Please know that I have been addressing all of these
shortcomings with our team and working with them to ensure that we prevent them from occurring in the future’’
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
Almost all the reviews that had some negative aspects
were followed by the reply clearly stating that the comment
will the forwarded to the hotel team from different departments and authority levels and that all the efforts will be put
into preventing that similar issues repeat. This is a good example of how much importance is assigned to each review
no matter if it is positive or negative.
‘’I am, however, sorry to hear that your experience at the
restaurant was disappointing and will have our restaurant
manager, Rosie Butler, reach out to you to better understand
where we fell short of your expectations’’. If there is a short in service even the name of the responsible manager could be provided so that it can get deeper
insight into the problem. This is practically a continuation
of hotel efforts to further investigate in order to provide
high-quality services and their willingness not to leave it as
only a few words mentioned in the negative context in the
guest review. It gives a positive impression to a potential
future visitor of this hotel, as this explicitly shows that the
hotel is ready to deal with any issue that may occur during
your stay, while giving the hotel guests’ reviews a full credit.
“Thank you again for taking the time to share your valuable feedback. I truly hope that we will be able to welcome
you back in the near future and restore your faith in us. I
would ask that you reach out to me directly so I may personally oversee your next stay at Hotel Bel-Air.” In addition to notifying the department responsible for
shortcomings in providing service, hotel manager offers the
guests who had some negative experience during their stay
to get in contact with them personally. This gives the additional assurance that in case of a repeated visit, the management wishes to guarantee the perfect stay showing how
important it is for the management to provide the supreme
hotel experience to each individual guest.
4. CONCLUSION
Nowadays, when online technologies have been rapidly
developing, all business properties, and especially hotels,
have to keep properties to a high standard, awarded by
the positive electronic word-of-mouth. In order to do so,
the hotels should clearly define their business goals to be
achieved and communicated in the Internet environment.
Thus, hotel management should develop a comprehensive
and effective strategy on how to manage different social media marketing channels. Due to the market coverage, good
reputation and media that gather hundreds and thousands
of users all over the world, Tripadvisor.com stands out as
a vital media that the hotel should use as a starting point
in building its online reputation. This paper examines the
successful online reputation management strategy on this
travel review site and proposes fundamental elements of the
vital online reputation management: creating unique content about property, personalization, emphasizing property
values and dealing with negative comments. In addition,
there are several guidelines regarding reputation management strategy that may facilitate general efforts to improve
social media marketing performance.
Personalization with each guest that leaves review
on the hotel Trip Advisor account; By expressing gratitude for taking extra time to write a review about the hotel
and address each guest by its user name means that hotel
185
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
management appreciates the comment coming from each
individual guest. It is necessary to maintain the aspects of
hotel services and features that made the stay in a certain
hotel positive, as it will leave an impression that management reads carefully the comments each guest provides and
considers equally important every aspect that can guarantee
supreme hotel experience. Once this type of bond has been
established between the hotel and the guest, there is nothing that could prevent the guest from becoming one of the
most loyal ones.
New review - new chance; every new review is a good
chance for a unique marketing and promotion activity
stressing out the most important elements of a hotel offer. By repeating the most positively evaluated aspects of
the reviews, the hotel management will be able to generate a unique content about property features and introduce
guidelines for potential guests that are about to come to
the hotel.
Giving equal attention and importance to both positive and negative comments; after mentioning all positive
aspects of one’s stay, it is also of vital importance to mention the points where hotel failed to fulfil guest’s expectations. These findings about the importance of responding
to negative comments are consistent with those of Chen
and Xie (2008) and Kim, Lim and Brymer (2015) , where it
is also stated that the hotel willingness to make up for service failure will result in higher financial performance of the
hotel. This will leave the impression among guests that this
hotel pays full attention to all aspects of one’s review and it
does not avoid but rather faces the problem wherever and
whenever it occurs. If the management succeeds in leaving
a positive impression and the sense of confidence with the
reader, it means that these marketing and communication
media are being successfully used.
Hotel reputation management philosophy should become part of hotel business culture; taking care that both
positive and negative aspects derived from the reviews found
on one of the biggest travel review web sites is properly
transmitted to each department and each employee. Each
person in hotel business chain should know how to behave
in order to improve the current services or continue maintaining a high level of professional services, taking into consideration the guests’ comments on social media.
Gain trust and leave the impression of a highly reliable hotel property; Nowadays, most of the people will not
visit the hotel’s official web page because they do not believe
in the validity of information and experiences shared on it.
If the hotel manages to establish sustainable reputation and
be flexible in answering to both positive and negative comments in the Internet environment perceived as a neutral by
guests, the hotel is on a good path to remain competitive on
the contemporary hotel market.
186
REFERENCES
Abrahamson, M. (1983). Social Research Methods. Englewood Cliffs. In: Berg, B.L. (2007). Qualitative research
methods for the social sciences (pp. 238-267). Boston,
MA: Pearson Education.
Au, N., Buhalis, D., & Law, R. (2014). Online Complaining
Behavior in Mainland China Hotels: The Perception of
Chinese and Non-Chinese Customers, International
Journal of Hospitality & Tourism Administration, 15
(3), 248-274.
Black, H.G., & Kelley, S.W. (2009). A storytelling perspective
on online customer reviews reporting service failure
and recovery. Journal of Travel and Tourism Marketing, 26 (1), 169-179.
Berg, B.L. (2007). Qualitative research methods for the social
sciences (6th ed.). Boston, MA: Pearson Education.
Chen, Y., & Xie, J. (2008). Online consumer review: word-ofmouth as a new element of marketing communication
mix. Management Science, 54 (3), 477-491.
Cutlip, S.M., Center, A.H., & Broom, G.M. (2000). Effective
Public Relations (8th ed.). Englewood Cliffs, NJ: Prentice Hall.
Ekiz, E., Khoo-Lattimore, C., & Memarzadeh, F. (2010). Air
the anger: investigating online complaints on luxury
hotels. Journal of Hospitality and Tourism Technology,
3 (2), 96-106.
Griffin, G. (2002). Reputation management. Oxford: Capstone Publishing.
Kim, W.G., Lim, H., & Brymer, R.A. (2015). The effectiveness of managing social media on hotel performance.
International Journal of Hospitality Management, 44,
165-171.
Kay, J. (2004). The truth about markets: why some nations are
rich but most remain poor. London: Penguin.
Martin, G., & Hetrick, S. (2006). Corporate Reputations,
Branding and Managing People: A Strategic Approach
to HR. Oxford: Butterworth Heinemann.
O’connor, P. (2010). Managing a hotel’s image on trip advisor. Journal of Hospitality Marketing & Management,
19, 754-772.
TripAdvisor. (2015). About TripAdvisor. Retrieved May 4,
2015, from http://www.TripAdvisor.com/PressCenter-c6-About_Us.html
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-187-192
INDIKATORI KONKURENTNOSTI „CONDO“ HOTELA
Jovan Vukotić*
HMC – Hotel Management Company, Beograd, Republika Srbija
Apstrakt:
Uspešnost rada CONDO hotela na određenoj turističkoj destinaciji, lokaciji i regiji direktno zavisi
od niza uslova, faktora, pravila, organizacije i metodologije operativnog rada, pravilnog analitičkog
sagledavanja, planiranja i postupanja uz najuspešnije upravljanje nizom indikatora, koji prepoznaju
i omogućavaju potpunu konkurentnost „condo“ hotela na turističkom tržištu. Indikatori konkurentnosti „condo“ hotela kompleksan su i bitan putokaz u prepoznavanju i usmeravanju neophodnog
niza stalnih aktivnosti, procesa i mera za ukupno upoznavanje, uspostavljanje, primenu, kontrolu i
ocenjivanje konkurentnosti.
Definisanjem „condo“ hotela i prepoznatih objektivnih i subjektivnih indikatora konkurentnosti
jasno se nameću oblici i šira konkurentnosti „condo“ metoda rada, kao i odnosi koji određuju mesto
primene i ocene uspešnosti.
Kroz indikatore se uspostavljaju i definišu: okviri propisanih pravila i normi za izvršenje, poslovnoradni ambijent, okruženje i uslovi rada, kao i bitni opšti prirodni, ekonomski, politički, kadrovski i
drugi hotelski i prateći programi. Takođe su bitne osnove plana organizacije i korišćenja šireg destinacijskog hotelskog prostora, niza aktivnosti za koncepcijske strategije rada i razvoja svih vrsta, kao i
druga pravila, karakteristike i uslovi realizacije programa unapređenja i ostvarivanja planirane tražnje
i pozicioniranja „condo“ hotela i ponuđenog hotelsko-ugostiteljskog i ukupnog turističkog proizvoda.
Snažna međuzavisnost i promenljivost karaktera i uticaja raznovrsnih indikatora konkurentnosti
koji utiču na uspešnost rada „condo“ hotela u realnim uslovima, vremenu i procesima, bez obzira
na vrstu, oblik, razvijenu poziciju, snagu i obim uspostavljene i primenjene vrednosti, ukazuju na
bitnu uzajamnu povezanost i potrebu sagledavanja i praćenja u primeni, na konkretnom primeru
prepoznatog „condo“ hotela na domaćem turističkom tržištu.
1. UVOD
U okviru turističkih destinacija prepoznate su usluge
hotelskog smeštaja svih vrsta i modela kao jedna od bitnih
karika u lancu vrednosti. Indikatori konkurentnosti hotela
a svakako i „condo“ hotela na određenoj turističkoj destinacije bitan su pokazatelj u prepoznavanju i usmeravanju neophodnog niza stalnih aktivnosti, procesa i mera za ukupno
upoznavanje, uspostavljanje, primenu, kontrolu i ocenjivanje konkurentnosti hotela svih vrsta, kao i destinacije u celini. Najčešće je konkurentnost hotela na određenoj lokaciji
doprinela razvoju i planiranoj poslovnoj komercijalizaciji
turističke destinacije a osnovni pokazatelj tržišne tražnje
određene destinacije ne može se ni zamisliti bez definisanja
pokazatelja konkurentnosti direktno hotelskih smeštajnih
kapaciteta. U budućem razvoju „condo“ hotela ukupan
poslovni uspeh ne može se zamisliti bez jasno definisane,
ocenjene i u praksi primenjene konkurentnosti, koja doprinosi kako početnim implementacijama na lokacijama tako
doprinosi punom uspehu i razvoju jasno zaokruženog tržišta tražnje na kome se „condo“ hotel uspešno i pozicionira.
Uspešnost „condo“ hotela bitno se prepoznaje kroz primenu definisanih indikatora konkurentnosti posebno u delu
* [email protected]
Ključne reči:
indikatori,
konkurentnost,
„condo“ hotel,
međuzavisnost,
promenljivost.
inovativnih svojinsko-vlasničkih odnosa, upravljačkog menadžmenta, komercijalnih odnosa i efekata iz tržišnog pozicioniranja i plasmana kao i drugih prepoznatih prednosti
i povoljnosti koje ovaj kombinovani model hoteskog smeštaja donosi na domaće turističko tržište sa obezbeđenom
konkurentskom prednošću.
2. REZULTATI I DISKUSIJA
2.1. Osnova strategije konkurentne diferencijacije
„condo“ hotela
Hotelska industrija i hotelijerstvo u svim funkcionalnim
svojstvima zauzima svakako najbitnije mesto glavnog aktera
u realizaciji planiranih ciljeva turističkog proizvoda i određene turističke destinacije. Osnove strategije konkurentne
diferencijacije hotela vrste „condo“ sastoje se u nizu generalnih i pojedinačnih postupaka i aktivnosti da u procesu
realne implementacije i tržišne pozicioniranosti postigne
veću tražnju, kvalitetnije zadovoljenje potreba gostiju i u
celini postigne bolje merljive efekte od konkurentnih objekata. Bitnu osnovu konkurentne diferenciranosti „condo“
hotel postiže prepoznatim vrednostima koje upravo dolaze
iz samog bića, predmeta i modela ove vrste hotela.
187
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
Uobičajene karakteristike „condo“ hotela određuju se i
prepoznaju kroz svojinu, zemljišno knjižno vlasništvo jednog ili više vlasnika nad smeštajnim hotelskim jedinicama
sa upisanim teretom ugovorenog upravljanja objektom i
smeštajnim jedinicama od strane menadžment kompanije (ugostitelja). Takođe pripadajući komercijalni ugovor u
potpunosti uređuje bitna međusobna prava i obaveze između menadžment kompanije i vlasnika hotelske smeštajne
jedinice. „Condo“ hotel je inovativan turistički proizvod
koji već u začetku implementiranja ima prepoznate konkurentne vrednosti i razlikovanja koji ga čine jedinstvenim
i bitnim turističkim proizvodom na domaćem turističkom
tržištu. Znanje i novostvorene mogućnosti ulaganja u „condo“ hotele mogu se smatrati značajnim konkurentno diferenciranim indikatorom koji ovom novom turističkom
proizvodu obezbeđuje značajnu i posebnu pažnju, zainteresovanost i bitnu tražnju.
Razumevanje bitnih obeležja i specifičnosti „condo“ hotela kao i kondominijumskog „stila života“, kao specifične
vrste kombinovanog stambenog korišćenja prostora sa karakterom klasičnog hotelskog proizvoda, čije su karakteristike konkurentnosti prepoznate i jasno primenjivo definisane
i na domaćem turističkom tržištu, definišući potrebu intenzivne početne razrade kroz pripremu i implementiranje u
domaću turističku praksu.
Strategija konkurentnosti i diferenciranja hotelskog proizvoda vrste „condo“ postavlja se generalno kroz primenjivo
implementiranje i neophodna je osnova tržišne prepoznatljivosti i tražnje uz realne različitosti od sličnih vrsta hotelskog
proizvoda u domaćoj praktičnoj primeni i hotelsko-turističkom poslovanju.
Kriterijumi definisanja konkurentne predosti teorijski
i praktično su univerzalni i opšte primenjivi i na „condo“
hotele tako da: „Postizanje konkurentske prednosti korišćenjem strategije diferenciranja proizvoda može biti ostvareno primenom sledećih kriterijuma:
◆ kvaliteta proizvoda;
◆ pouzdanosti proizvoda;
◆ inovacije proizvoda povezane sa zaštitom patenata;
◆ inovacije proizvoda i liderstva u tehnološkim inovacijama;
◆ dodatnih usluga;
◆ karakteristika proizvoda (uvećani proizvod);
◆ usluge-servisa;
◆ imena firme-proizvoda“ (Popesku, 2009).
2.2. Osnove strategijskih elemenata marketinga u
prepoznatoj konkurentnosti „condo“ hotela na
turističkoj destinaciji
188
Strategijski menadžment turističke destinacije podrazumeva više sinhronizovanih i jedinstvenih elemenata kao što
su definisanje strategijskog menadžmenta, strateško upravljanje na tržištu i organizaciono upravljanje, delokrug i obim
poslovanja turističkog proizvoda na tržištu, definisanje ciljeva, sprovođenje analiza i dr. Navedeni elementi primenjivi
na turističkoj destinaciji u svemu se prenose i implementiraju principom akcije i reakcije u odnosu na hotele, posebno
„condo“ vrste, imajući u vidu sve zainteresovane učesnike u
realizaciji i mogućnosti dodatnog komercijalizovanja a dobrim održavanjem od strane upravljača i povećanjem kapitalne vrednosti objekta (nekretnine)(Čerović, 2009).
Proces strategijskog menadžmenta „condo“ hotela i turističke destinacije sa kojom je u neraskidivoj koheziji, može
se osloniti na strategijsku analizu kao i na formulisanje i
implementiranje strategije uspšnog marketinga u realizaciji.
„Jedan globalni konceptualni okvir marketing menadžmenta turističke destinacije može se u celosti primeniti i na „condo“ hotele i treba da obuhvati sledeće elemente:
1. Situacionu analizu;
2. Formulisanje misije, ciljeva i smernica;
3. Formulisanje odgovarajućih globalnih strategija;
4. Definisanje strategijskih i taktičkih poteza za instrumente marketing mix-a;
5. Dizajniranje organizovanosti; i
6. Kontrolu aktivnosti.
Svaki od pomenutih elemenata trebalo bi da predstavlja
posebno područje fokusa menadžera na turističkoj destinaciji i realizaciji projekta, a razumevanje sadržine elemenata
da postane „condito sine qua non“ budućeg rasta i razvoja
destinacije, s jedne strane, ali i ukupne turističke ponude
svakog pojedinačnog biznisa u tim okvirima, s druge strane.“ (Bakić, 2009). Vidna je komplementarnost i kohezija
„condo“ hotela sa navedenim delovima globalnog koncepta
strategije marketng menadžmenta turističke destinacije.
Značajan element sa bitnom ulogom u sticanju konkurentnosti turističke destinacije u svakom smislu je prostor.
Strategijski to je generalni i bitan konkurencijski obnovljivi
resurs. „Prostor predstavlja osnovni opšti resurs postojanja,
opstanka i razvoja ljudskog društva. Prostor jeste sistem, s
osnovnim podsistemima: priroda, stanovništvo, ekonomske
aktivnosti, javne službe (socijalna infrastruktura) i komunikacije (saobraćajna i tehnička infrastruktura i komunikacioni sistemi).“ (Bakić, 2009)
Takođe u smislu stanovanja, prostor, mesto, lokacija, turistička destinacija može biti dominantan faktor kod domaćih
banjskih i planinskih destinacija ili lokacija koje prepoznajemo kao pozicije budućeg primenjivog razvoja gde i gradske
i druge sredine u potpunosti odgovaraju budućoj praktičnoj
primeni. Bitan je način kako prostor predstaviti, prepoznati,
urediti, očuvati, održavati jer se isti i organizuje, koristi, štiti,
troši i oštećuje, čuva i obnavlja i isti se mora obezbediti i za
dalje procese i dužu budućnost. Prostor kao bitan činilac konkurentnosti predstavlja i mesto opredeljenja i izbora određene turističke destinacije kada je u pitanju opšta univerzalnost
„condo stila života“ Jedinstveni životni prostor je ujedno deo
karaktera ukupne osnove bića „condo“ hotela te je značajno
definisan u pozicioniranju i turističkoj tržišnoj tražnji i prepoznavanju indikatora konkurentnosti (Maksin, 2013).
Navedene osnove strategijskih elemenata marketinga
samo su temelj uspostavljanja najznačajnije prepoznate karakteristike i elementa: prepoznate i dugoročno (poželjno
trajne) pozicionirane konkurentnosti uspešneog „condo“
hotela i turističke destinacije na jedinstvenom tržištu ponude i tražnje. Konkurentnost „condo“ hotela između ostalog
treba definisati i usmeriti u dva osnovna područja generalnih aktivnosti i to:
◆ na nivou sinergijski uspostavljenog jedinstva svih
činilaca na jedinstvenom makro prostoru turističke
destinacije i pozicije „condo“ hotela (u okviru lokalnog, regionalnog i globalnog prostora) i
◆ u okviru hotela kao pojedinačnog privrednog subjekta kao direktnog i neposrednog izvršioca i pružaoca usluga gostu u konkretnom objektu, programu
ili procesu.
Tražnju turističkog proizvoda vrste „condo“ hotel i generalno turističke destinacije postavljamo u dominantan korelativni odnos prema primenjivoj i efikasnoj konkurentnosti
na tržištu procenjujući rezultate u odnosu na konkurenciju.
Osnova konkurentnosti turističke destinacije su više slojni
nivoi, faktori i elementi. Višeslojnost konkurencije može
se ogledati i u tome da se na najnižem a i najvišem nivou
konkurencije odvija tržišna borba, od najmanjih tržišnih subjekata, do regionalnih, nacionalnih pa i višenacionalnih ili
državnih korporacija na turističkom tržištu. Iz tih razloga se
često pojam turističke destinacije, tako i „condo“ hotela, prepoznaje na području prostora koji se može definisati kao jedinstveno područje u smislu povezane tržišne sinergije koja
daje i jedinstvenu i širu konkurentnu snagu. Jedinstveno je
mišljenje da „osnovni elementi koji čine turističku destinaciju, odnosno destinacijski proizvod, i bez kojih se o njoj ne
bi moglo ni govoriti jesu: atraktivnost, pristupačnost i uslovi
za boravak“ (Popesku, 2008). U prilog tome je i saznanje
da kvalitetan, prepoznat i tražen turistički proizvod mora
biti osnova konkurentnosti određene turističke destinacije i
stalan proces unapređenja i održivosti čemu trebaju da služe
raznovrsne operativne i marketing strategije i politike.
Uloga hotelskog smeštaja je nezamenjiva i može se reći u
najvećem broju slučajeva dominantna, kako u razvoju tako
i u daljem operativnom radu na destinacijskom, raznovrsnom poslovnom prostoru. Poznati su primeri privrednih
sredina gde su hoteli oslonac i podrška ekonomskog organizovanja i razvoja (poslovni hoteli). Poznati su primeri
hotelskih objekata i kompleksa koji su na direktan način
uticali na razvoj konkretnih destinacija kao što su: Hotel
Palisad i značaj za razvoj Zlatibora kao prepoznato jedne
od najsnažnijih planinskih i uopšte domaćih turističkih
destinacija. Takav uticaj takođe su ostvarili: na Kopaoniku
hotel Grand; na Divčibarama hotel Divčibare; na Tari hotel
Omorika, na Vrdniku hotel Termal, i mnogi drugi. Značaj
i uloga organizovanog hotelskog smeštaja i rad „liderskih“
hotela, nemerljivo je značajan za konkurentsku pozicioniranost turističke destinacije.
Vredan svake pažnje je univerzalan, opšte primenjiv naučni stav Majl E. Portera, o snagama koje upravljaju konkurencijom u turističkoj delatnosti, po modelu pet osnovnih
sila čija zajednička jačina određuje krajnji potencijal jedne
delatnosti da ostvari profit među kojima je posebno interesantna opasnost od novih konkurenata. Ozbiljnost ove
pretnje definiše šest glavnih barijera i to:
1. Ekonomiju obima;
2. Diferencijacija proizvoda;
3. Zahtev za kapitalom;
4. Troškovna inferiornost nezavisno od veličine;
5. Pristup distributivnim kanalima i
6. Dražavna politika (Porter, 2008).
Navedene barijere se najvećim delom mogu primeniti
na hotelima vrste „condo“ u kom slučaju se mnoga pitanja
uspešno rešavaju poštovanjem ugovorenog pravila obavezujućeg uvođenja menadžment kompanija koje upravljaju,
vode projekte i potom operativno poslovanje u svim sferama i fazama rada na najprofesionalniji i potpuno odgovoran i komercijalno održiv način. Hotelski menadžment u
svim fazama i modelima, konsaltinga, inženjeringa projekt
menadžmenta, pre openinga, developiranja i operativnog
vođenja projekta i poslovanja, kada je vođen od strane
stručnih i odgovornih stručnjaka ili kompanija, davao je u
stvorenim uslovima najbolje rezultate, što je dokaz domaća
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
hotelsko-ugostiteljska delatnosti u tranzicionim i tekućim
periodima poslovanja i operativnog rada istih.
Jedan od ciljeva uspešne tržišne konkurentnosti je konstantno unapređuje turističkog proizvoda i destinacije stalnim operativnim i izvodljivim aktivnostima, podizanjem
kvaliteta, tržišne tražnje i ostvarivanjem planiranih programa i rezultata. Zadatak konkurentnosti je privući što
više turista i gostiju, ostvariti bolje trendove poslovanja i
prometa uz planiran rast produktivnosti kao bitnog pokazatelja održivog poslovanja i razvoja određene destinacije i
ekonomsko životnog prostora. Navedeni ciljevi i zadaci nisu
jednostavni, posebno ne u konstantnim i turbulentnim vremenskim intervalima i ciklusima. Na osetljivost turističkog
proizvoda i destinacije utiče niz faktora i realnih uslova koji
se prepoznaju od samog srca turističke destinacije, mesta
neposrednog radno-operativnog prostora i ambijenta direktnog pružanja usluge, lokalnog i regionalnog okruženja
do najznačajnijih i bitnih makro uslova na nivou nacionalnih ekonomija i globalnih političkih odnosa.
2.3. Međuzavisnost i sinergijsko delovanje indikatora
konkurentnosti „condo“ hotela i turističke destinacije
Prepoznata konkurentnost turističke destinacije nije samodovoljna činjenica niti saznanje koje će dovesti do ostvarivanja ciljeva i za pozicionirane hotele, posebno vrste „condo“, čija uspešna realizacija i uspostavljanje profesionalnog
upravljanja od strane menadžment kompanije mogu stvoriti
i značajne pozitivne predispozicije za investitore u projektima ove vrste. Vrednost implementiranja konkurentnog
„condo“ hotela u domaću hotelsku praksu, stvara kvalitet
i prednost prepoznavanjem između ostalog inovacija koje
donosi i daljim implementiranjem modela rada.
Kompleksna korelacija uzajamnih sinergijskuh aktivnosti, procesa i efekata snažno povezuju interese turističke
destinacije sa hotelima, toliko snažno da se često mogu i
poistovetiti. Ovakav uzajamni odnos međuzavisnosti i sinergijskog delovanja možemo prepoznati i praćenjem niza
kvalitativnih, statističkih i dr. pokazatelja, zapisa i merila
konkurentnosti a svakako i praćenjem uporednih indikatora konkurentnih rezultata poslovanja, određenih pojava,
procesa i ostvarenih ekonomskih ili drugih efekata iz konkretnih i pratćih turističkih, poslovnih i drugih aktivnosti.
Poznat je reprezentativan i uticajan Indeks konkurentnosti
putovanja i turizma, svetskog ekonomskog foruma (WEF,
2015), koji validnim metodama analizira, istražuje i prati
indikatore konkurentnosti turističkih, poslovnih i drugih
pratećih delatnosti i pokazatelja u zemljama širom sveta, na
nivou nacionalnih destinacija, iste rangira i upoređuje što
ima direktan međuzavisni i sinergijski uticaj i na posećenost
svih turističkih destinacija i direktnu delatnost hotelskog
smeštaja, posebno „condo“ hotela.
Indeks konkurentnosti prepoznaje više fleksibilnih kategorija koje određuju i definišu države kao turističke destinacije i u tom smislu predstavlja reprezentativan i uticajan
izveštaj sa kategorijama razvrstanih podindeksa:
1. regulatorni okviri i nacionalna politika sa državnim
politikama i merama u oblasti turizma;
2. poslovno okruženje i infrastruktura ekonomskog sistema i odnosa kao i
3. ljudski, kulturni i prirodni resursi koji u celini predstavljaju osnovne temelje turističkog proizvoda i konkurentnost turističke destinacije.
189
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
Prethodna tri podindeksa čine 14 prepoznatih generalnih oslonaca, među kojima su između ostalog:
1. politička pravila i propisi koji uređuju politiku razvoja i ukupni regulatorni okvir; ekološka-enviormentalna održivost; opšta sigurnost i bezbednost;
zdravlje i higijena; davanje prioriteta putovanjima i
turizmu;
2. infrastruktura vazdušnog saobraćaja; infrastruktura ukupnog kopnenog saobraćaja; turistička infrastruktura i izgrađenost; infrastruktura informacionih
i komunikacionih tehnologija; konkurentnost cena
turističkog proizvoda i usluga;
3. ljudski resursi; naklonost i opredeljenost ka putovanjima i razvoju turizma; prirodne lepote, bogatstva i
resursi; kulturni i istorijski resursi.
Navedeni indeksi imaju pun međuzavisni poslovni uticaj na hotele svih vrsta i kvaliteta a posebno „condo“ hotele
koji imaju jasno definisan model rada. Ukoliko je upravljački koncept usmeren i na ino elemente (franšizni ili menadžment ugovori sa ino kompanijama i/ili velikim svetskim
hotelskim brendovima) onda je jasna i puna sinergijska
zavisnost i velike mogućnosti prema inostranim tržištima
i korisnicima usluga.
Prema pokazateljima TTCI za 2015. godinu Srbija zauzima 95 mesto sa indeksom 3.34 od 141 države, gde je Španija
prva sa procenjenim indeksom 5.31 a na zadnjem 141 mestu
je Čad sa 2.43 indeksna poena. Procenjeno mesto i pojedinačni indikatori realno i kompetitivno određuju poziciju
ocenjenog ranga i upoređujuće odnose prema drugim nacionalnim ekonomijama ili posebnim podindeksima i kriterijuma vrste klasifikovanja. Srbija kao ocenjena turistička
destinacija sa odnosom međuzavisnosti svih pokazatelja
konkurentnosti, koje u najvećem delu možemo u potpunosti povezati sa ukupno ocenjenim pokazateljima nacionalnog, turističkog prostora u vrlo značajnom delu mogu se
međuzavisno i kompleksno primeniti i na hotele svih vrsta.
Oslonci pokazatelja u potpunosti su primenjivi na hotelsku
delatnost kao i na „condo“ hotele, te ih je u tom smeslu
potrebno praktično primenjivati. U delu južne i zapadne
Evrope kao i na svetskom nivou Srbija je bodovana sledećim
indeksnim poenima koji imaju pun korelativni odnos i na
ocene konkurentnosti hotela u Srbiji (Tabela 1).
2.4. Direktno definisani indikatori konkurentnosti
„condo“ hotela
Kroz navedene pokazatelje konkurentnosti možemo
procenjivati opšte prednosti „condo“ hotela u odnosu na
ostale vrste hotela kao i druge konkurentne vrste smeštaja i
turističkih proizvoda na određenim destinacijama i lokacijama. Kroz praćenje ocene indikatora konkurentnosti značajne su i preporučujuće mogućnosti uočavanja prednosti i
slabosti kao i šanse i opasnosti (SWOT analiza). Indikatori
konkurentnosti ogledaju se između ostalog u sledećim prenetim, opštim prednostima i indikatorima konkurentnosti
„condo“ hotela:
◆ Zakonom definisani vlasnički odnosi koji omogućavaju jedinstvenost u domaćoj hotelskoj delatnosti,
svojinu sa pravom raspolaganja imovinom upisanog
zemljišno knjižnog vlasnika pojedinačne hotelske
smeštajne jedinice;
◆ Uvođenje ugovorenog profesionalnog hotelskog menadžmenta koje u potpunosti preuzima odgovorno
upravljanje „condo“ hotela, preuzimajući odgovornost za: organizaciju rada i aktivnost hotela u celini,
postignute efekte ekonomskog poslovanja, brigu o
imovini, plasmanu smeštajnih kapaciteta na tržištu
tražnje i drugim ugovorenim obavezama;
◆ Mogućnosti novih investiranja uz samofinansiranje
i reinvestiranje vlasnika-investitora pojedinačno,
novih i već postojećih projekata uz otvaranje novih
radnih mesta u svim oblastima hotelsko-restoranske
Tabela 1. Pregled TTCI – Izvod iz bodovanja indeksnim poenima indikatora konkurentnosti
OSLONCI POKAZATELJA
KONKURENTNOSTI
Prioritet putovanja i turizam
190
Južna i zapadna Evropa
Srbija
Indeks
3,83
Maksimalan
indeks
6,03 Malta
Svet
Prosek
regiona
Evropski
standard
Srbija
Indeks
4,98
0,65
3.83 113
Maksimalan
indeks
6.03 Malta
Minimalan
indeks
2.45 Burundi
Međunarodna otvorenost
2.39
4.25 Holandija
3.71
0.72
2.39 101
5.25 Singapur
1.29 Angola
Konkurentnost cena
4.56
4.56 Srbija
3.93
0.54
4.56 78
6.62 Iran
2.57 Švajcar.
Održivost životne sredine
4.08
5.63 Švajcar.
4.48
0.52
4.08 72
5.63 Švajcar.
2.82 Pakist.
Avio-saobraćajna infrastr.
2.13
5.03 Švajcar.
3.74
0.99
2.13 102
6.75 Kanada
1.42 Čad
Putna i nfrastr. Luka i voda
2.95
6.21 Holandija
4.83
1.08
2.95 98
6.45 Hong K.
1.96 Maurit.
Turistička infr. i izgrađenost
4.50
6.83 Austrija
5.72
0.87
4.50 63
6.83 Austrija
1.90 Burundi
Prirodni resursi
1.90
4.59 Španija
3.38
0.95
1.90 135
6.01 Brazil
1.46 Haiti
Kulturni resursi & posl. putov.
1.61
6.69 Španija
3.13
1.95
1.61 67
6.69 Španija
1.02 Lesoto
Poslovno okruženje
3.38 133
6.13 Singap.
2.36 Venec.
Bezbednost i sigurnost
5.46 59
6.70 Finska
2.65 Nigerija
Zdravlje i higijena
6.04 38
6.97 Austrija
1.97 Mozamb.
Ljudski resursi i trž. rada
4.29 89
5.64 Švajcar.
2.30 Maurit.
ICT spremnost (IT)
4.45 56
6.37 Finska
1.31 Čad
Izvor: WEF (2015)
i turističke delatnosti na određenoj destinaciji i povezanim delatnostimasa“condo“ modelom rada;
◆ Kvalitet održavanja uz kapitalno uvećavanje vrednosti imovine iz isplative investicije;
◆ Mogućnost prenamene u hotelsku delatnost izgrađenih a neiskorišćenih objekata i nepokretnosti;
◆ Usavršavanje i unapređenje poslovnih, menadžment
funkcija i ukupnog kvaliteta proizvoda i usluga u delatnosti, posebno kvaliteta ukupnog hotelsko-ugostiteljskog i turističkog proizvoda što hotelski proizvod
i uslugu čune prepoznatljivijim i traženijim na otvorenom tržištu;
◆ Značajni vrednosno poslovni i razvojni benefiti za aktiviranje lokalne zajednice uz povećanje zaposlenosti;
◆ Razvojne mogućnosti u održivoj i vrlo poželjnoj primeni koncepta JPP-a, u delatnosti;
◆ Značajni poslovno-razvojni benefiti za sve stejkholdere kao i druge opšte i pojedinačne pogodnosti.
Proverenim i dokazanim kvalitetima na međunarodnom
turističkom i stambenom tržištu tražnje kao i realno prepoznatim i primenjivim specifičnostima u domaćim uslovima
poslovanja, indikatori konkurentnosti „condo“ hotela jasni
su temelji inovativno prepoznatih i stvorenih prednosti i dobrih predispozicija za punu pozicioniranost i tržišni razvoj.
Kupovina i svojina hotelskih smeštajnih „condo” jedinica u
odnosu na standardno poznat odmorišni boravak u klasičnim hotelima i drugim smeštajnim vrstama ima jasne prednosti, posebno definisane kroz niz međuzavisnih i prethodno
naznačenih subjektivnih pokazatelja konkurentnosti u odnosu na druge oblike odmorišnog smeštaja ali i stambenog
boravka, kao što su:
◆ Trajna i maksimalna korist od imovine u skladu sa
potrebama „condo” stila života visokog kvaliteta;
◆ Stvoreni trajni uslovi pravne sigurnosti poslovanja i
investiranja uz najbolju tržišnu kapitalizaciju;
◆ Visok nivo ličnog kvaliteta življenja i/ili boravka uz
obezbeđen stalan dodatni prihod;
◆ Najbolja usklađenost finansijskih, društvenih, vremenskih i drugih resursa u operativnoj realizaciji;
◆ Potpuna usklađenost izvodljivosti projekta u odnosu
na odloženu i trajnu upotrebu;
◆ Maksimalan učinak uz najbolje realizovane efekte iz
procesa implementacije i izvodljivosti projekta;
◆ Mogućnost boravka u izabranim periodima i po izboru dalji nastavak izbora korišćenja;
◆ Investicioni razvoj „condo“ projekta za vlasnike „condo“ smeštajnih jedinica značajno je povoljniji u odnosu na klasične hotele u pogledu ekonomskih efekata
investicionog projekta direktno kao i iz daljeg tekućeg
poslovanja;
◆ Vlasnici „Condo“ hotela kao i smeštajnih jedinica
imaju smanjene finansijsko-komercijalne rizike u
odnosu na vlasnike klasičnih hotela (Vukotić, 2013).
Pokazatelje konkurentnosti „condo“ hotela svakako možemo posmatrati kao pozitivne i negativne, koji svojim karakterom, porukama, efektima mogu imati značajna dejstva.
U međunarodnoj praksi primene uočeni su i rizici koji se
mogu ceniti kao negativni indikatori konkurentnosti “condo“ hotela, kao što su između ostalog:
◆ Rizici izbora nekompetentne menadžment kompanije od strane „condo“ vlasnika;
◆ Preterano habanje smeštajne jedinice zbog prekomerne upotrebe, bez odgovarajuće obnove;
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
◆ Obaveznost vremena rezervisanja korišćenja smeštajne jedinice i od strane vlasnika iste;
◆ Dugoročnost međusobno utvrđenih obaveza u „condo“ modelu rada;
◆ Mogućnost određenih nerazumevanja, otežanih komunikacija i dezinformisanosti.
2.5. Međuzavisna prilagodljivost i promenljivost indikatora
konkurentnosti „condo“ hotela
Pokazatelji pune konkurentnosti „condo“ hotela generalno ili pojedinačno posmatrano, mogu biti između ostalog:
metod, način i proces radno-operativnog i ukupnog poslovanja uspešnog hotelskog menadžmenta; ostvarena poslovna i ekonomska politika uz punu tržišnu i ekonomsku konkurentnost; vođenje uspešne hotelske i destinacijske politike
planiranja i razvoja; tehničko-tehnološka konkurentnost
koju predstavlja moderna hotelsko-ugostiteljska opremljenost; envajromentalna konkurentnost koja je predstavljena
u poštovanju najviših standarda kvaliteta zaštite prirode,
okoline i šireg hotelskog i destinacijskog prostora; kulturna
konkurentnost koja predstavlja visok kodeks destinacijskog
i hotelskog standarda kulture svih formi i oblika i dr.
Neophodno je istaći Kalgarijski model turističke a možemo reći i kompetitivnost hotelskih i drugih turističkih
proizvoda i sadražaja, koji počivaju na vrlo bitnom procenjivanju faktora privlačnosti i odbojnosti. Stvoriti i održati
uspešan kriterijum između ovih faktora merilo je koje služi
da se iskaže bitna privrženost određenoj destinaciji i hotelima na istoj. „Condo“ hoteli i na ova pitanja mogu dati
pozitivne odgovore ali na širem planu mogu biti uslovljeni
već prethodno navedenim indeksnim poenima i osloncima
indikatora konkurentnosti (TTCI ).
Procenjujući privlačnost jasno se nameće potreba najviših nivoa prezentovanja i produkcije kulturnih, etno, tradicionalnih, istorijskih, poslovnih, sportskih, zdravstvenih,
odmorišnih kao i sopstvenih programskih sadržaja, manifestacija i događaja koji predstavljaju turističke atrakcije i
organizovane događaje. Sve to se može nazvati programima
podrške i podržavajućim faktorima i resursima. U prilog
navedenog govore i činjenice, da su najveći poslovni kapaciteti u skladu sa „condo“ metodom rada upravo i najveći
odmorišni, resort centri širom sveta sa najboljim svetskim
hotelima koji obiluju mnoštvom kombinovanih sadržaja,
programa i događanja.
Navedeni primeri ukazuju na realno velike mogućnosti
„umrežavanja“ „condo“ hotela u okviru svih činilaca i subjekata na određenoj destinaciji u kojoj koordinaciji se stvara
najbolji korelativni odnos u interesu celovitih faktora turističke destinacije ali i svih stejkholdera u „condo“ projektu.
Umrežena prilagodljivost i promenljivost, odlika su svih sinergijski međuzavisnih aktivnosti u lancu vrednosti, posebno u procesima i fazama pozicioniranja „condo“ hotela, ne
samo na destinaciji već i u ukupnom nacionalnom ambijentu kao i tokom daljih dinamičnih ciklusa operativnog rada.
2.6. Uloga „condo“ hotela u upravljanju i održivom razvoju
turističke destinacije
Mnogostruka je važnost i značaj uloge „condo“ hotela u
upravljanju turističkom destinacijom. „Condo“ hoteli prepoznatim i inovativnim karakterom sopstvenih specifičnih
vrednosti imaju posebne interese i mogućnosti uspešnijeg
191
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
pristupa svim upravljačkim pitanjima na destinaciji. Sopstveni i profesionalni upravljački menadžment „condo“
hotela stručnije i efikasnije prepoznaje sopstvene i šire potrebe destinacije, kao i umreženu sinergijsku ulogu stručnog
i efikasnog upravljanja. Najznačajniji upravljački potencijal
planski i sinhronizovano definisanih subjekata na destinaciji odgovoran je za ukupno i uspešno upravljanje, uspešnost
u radu i vrlo bitan održivi razvoj, ne samo sopstvenih resursa već i turističke destinacije u celini.
Održivo upravljanje i razvoj destinacije znači i ostvarivanje svih planiranih i neophodnih funkcija koje destinacijski i hotelski menadžment moraju ostvariti u cilju postizanja planirane tržišne konkurentnosti i svih stejkholdera,
bez obzira na pravni, vlasnički i društveni karakter i snagu
istih. To je interes ukupnog sinergijskog i međuzavisnog
nastupa destinacije i turističkog proizvoda vrste „condo“
na tržištu tražnje.
Uspešno i efikasno upravljanje od strane profesionalnog menadžmenta bitan je uslov ukupne uspešnosti rada
i poslovanja „condo“ hotela sa značajnom sinergijski međuzavisnom ulogom u ukupnom upravljanju i održivom
razvoju destinacije. Ako se organizuje i ostvari zajednički
destinacijski nastup, prepoznaju pokazatelji konkurentnosti i isti adekvatno procenjuju i ostvaruju, utoliko su šanse
za postizanje uspeha svih aktera na turističkoj destinaciji
realni. Uspešno upravljanje i održivi razvoj između ostalog
znače prepoznavanje i postupanje u skladu sa ocenama pokazatelja konkurentnosti turističke destinacije, hotela kao i
„condo“ hotela na istoj.
3. ZAKLJUČAK
Implementacija i uspešan rad „condo“ hotela, kao prepoznate i inovativne vrste hotelskog smeštaja na domaćem
turističkom tržištu u svemu zavisi od već stečenih uslova
i znanja koji su neophodna za punu uspešnost realizacije
projekta i daljeg operativnog poslovanja na širem turističkom tržištu. Turistički proizvod „condo“ vrste u svemu
prepoznaje tržišne zakonitosti i svoju uspešnost dokazuje
kvalitetom dosadašnje međunarodne prakse, standardom
kvaliteta i pravila rada na destinacijskim, tržištima turističke tražnje .
Uspešnost rada „condo“ hotela u svemu je zavisna od
generalno stvorenog poslovnog ambijenta, uspešnog i inovativno stručnog upravljačkog menadžmenta uspostavljenog u delu operativnog rada, sa visokim standardima kvaliteta i uspešnosti u struci i jasno definisanim vlasničkim
odnosima.
„Condo“ hoteli u svemu imaju definisan model i prepoznatu ulogu u tržišnom segmentiranju i pozicioniranju u
okviru kojih dominantnu ulogu ima prepoznavanje, procene i postupanje po bitnim pokazateljima i ocenama tržišne
konkurentnosti. Pravilnom procenom, primenom i kontrolom indikatora konkurentnosti u celini se stvaraju uslovi za
uspešnu realizaciju projekata „condo“ hotela.
LITERATURA
Bakić, O. (2009). Marketing u turizmu. Beograd: Univerzitet
Singidunum.
Čerović, S. (2009). Strategijski menadžment u turizmu. Beograd: Univerzitet Singidunum.
Kotler, P., Bowen, J.T., & Makens, J.C. (2011). Marketing u
ugostiteljstvu, hotelijerstvu i turizmu. Zagreb: MATE.
Maksin, M. (2013). Turizam i prostor. Beograd: Univerzitet
Singidunum.
Popesku, J. (2009). Marketing u turizmu. Beograd: Visoka
turistička škola strukovnih studija.
Popesku, J. (2008). Menadžment turističke destinacije. Beograd: Univerzitet Singidunum.
Porter, M.E. (2008). O konkurentnosti. Beograd: Fakultet za
ekonomiju, finansije i administraciju.
Vukotić, J. (2013). Condo hotel kao inovativna i primenjiva
vrsta smeštaja u domaćoj hotelskoj ponudi. Uticaj globalnih turističkih tokova na kvalitet hotelskog poslovanja / IX Međunarodni naučno stručni-simpozijum
Hotelska kuća 2013 (str. 352-374).
WEF. (2015). Travel & Tourism Competitiveness Index 2015.
Preuzeto 2. avgusta 2015. sa http://reports.weforum.
org/travel-and-tourism-competitiveness-report-2015/
INDICATORS OF COMPETITIVENESS OF “CONDO” HOTELS
192
Abstract:
The success of “condo” hotels on a certain tourism destination, location and region is directly dependent
on various conditions, factors, policies, organization and operating methodologies, proper analytical
considerations, planning and management procedures with the most successful series of indicators
that recognize and allow for full competitiveness on tourism market. The indicators of destination
competitiveness of “condo” hotels are complex and important guidelines in recognizing and directing
the necessary range of ongoing activities, processes and measures for the overall recognition, design,
implementation, control and evaluation of competitiveness.
By defining “condo” hotels and identified objective and subjective indicators of competitiveness, the
diversity of forms and wide competitiveness of “condo” working methodologies, as well as the relationships that determine the place of application and performance assessment are clearly imposed.
Prescribed rules and regulations for enforcement, business and working surrounding, the environment and working conditions, as well as general, natural, economic, political, human resources and
other hotel and supporting programs are established and defined through indicators. The essentials
of organization plan and use of wider destination hotel space, a series of activities for the conceptual
work strategy and development of all categories are very important. In addition, the characteristics and
conditions of implementation of program improvement and demand realization and “condo” hotel
positioning and the offered hotel and overall tourism products are also considered extremely important.
The strong interdependence and variability of the character and influence of various competitiveness
indicators affecting the performance of “condo” hotels in real-life situations, time and processes,
regardless of the type, form, position, strength and the level of established and applied value, indicate
significant reciprocity and necessity to overview and monitor the application on a concrete example
of recognized “condo” hotels on domestic tourism market.
Key words:
indicators,
competitiveness,
„condo“ hotel,
interdependence,
variability.
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-193-197
THE IMPACT OF SUSTAINABILITY ON DEVELOPING
STRONG TOURISM BRANDS
Milivoj Teodorović*
Singidunum Univirsity, Danijelova 32, Belgrade, Serbia
Abstract:
The paper presents conceptual study on developing strong brands in tourism from the aspect of sustainability and consumer-based brand equity. The study shows significant opportunity for developing
strong, favorable and unique brands in tourism if the elements of sustainability are included into the
process of designing, building, measuring and managing brands.
Firstly, we present the overall review of concepts of sustainability, consumer-based brand equity and
current tourism trends. Next, a conceptual diamond model is introduced for matching the major
trends in tourism brands with dimensions of sustainability, consumer-based brand equity and consumer mind-set. Finally, an example of the city of Cardiff in Wales, United Kingdom, is analyzed
and evaluated to further support the concept.
The overall significance of the model for the development of strong brands in tourism is presented
from several different angles, which, nevertheless, offers significant view into the subject. The overall
benefit of the study is in opening new horizons and identifying new opportunities in creating strong
brands in tourism.
1. INTRODUCTION
In this paper, we consider how the brands could and
should be built using the synergy effect of tourism, sustainability and consumer-based brand equity. Also, we show
that there is a significant opportunity for marketers in the
tourism industry to create strong brands if sustainability
maintained. A diamond model concept is used to show interconnecting relationships between tourism, sustainability
and consumer-based brand equity.
The paramount of modern marketing is that brands
never stand still. They constantly move and change. The
tourism industry is not an exception. It constantly moves
and evolves bringing new opportunities and challenges
along. Marketers should keep this in mind when developing strong brands.
Creating and building strong brands is the ultimate goal
of every marketer. Developing strong brands is the holy grail
of marketing that brings substantial rewards to the companies, consumers, markets, industries and associated stakeholders. Brands have existed for centuries, however, only in
the 80s businesses started to look at brands from the value
perspective. As a result, the concept of brand equity emerged.
Our paper takes a view of the consumer-based brand equity
(CBBE) as a differential effect that brand knowledge has on
the consumer response (Keller, 2013, p. 68).
Sustainability as a concept formally emerged in the late
80s as an outcome of the Brundtland report commissioned
by the United Nations (Theis & Tomkin, 2013). Other re* [email protected]
Key words:
consumer-based brand equity,
sustainability,
tourism,
brand knowledge,
ecological footprint.
searchers (Huang & Rust, 2011; Thogersen & Crompton,
2009) suggest that sustainability is about managing limited
resources. They think that resources should be more evenly
distributed among the global population. In essence, the
Brundtland report suggests that sustainability is a multi-faceted concept that in its basic form includes economy, society
and environment. Later, the corporate world embraced this
concept as the triple-bottom-line but, so far, fell short in enhancing the brand equity with it (Scharf et al., 2011, p. 79).
Tourism, as one of the biggest and fastest growing global
industries, is home to many strong brands. Many of them
are in airlines, hotels chains, countries, cities, team parks,
national parks, resorts, events, and etc. At the global level one
in eleven people works in tourism. Tourism accounts for 10%
of the global GDP, grows globally by 3.5%, which outpaces
the global GDP growth of 2.4% in 2014 (WTTC, 2014).
The study shows that future trends in the tourism industry, combined with the elements of sustainability, could play
a significant role and present an enormous opportunity for
marketers to build strong brands (Derouiche, 2012). The
e-tourism, green or eco tourism, inbound-outbound, mission tourism and others combined with elements of sustainability are fertile ground for creating strong, favorable and
unique brands.
The city of Cardiff, Wales, UK is a good example of how
sustainability elements are analyzed and used to reinforce
the brand equity of the city. The analysis of the ecological
footprint shows how it impacts the environment and consequently the positive image of the city in the eyes of visitors.
193
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
2. BASIC CONCEPTS
194
The rationale behind studying and proposing the model,
where tourism, sustainability and brand equity interconnect, lays in the fact that these three domains have tremendous impact on one another. Tourism impacts environment, economy and society in many positive and negative
ways. It creates jobs, boosts economy and increases a standard of living. However, on a negative side, it burdens environment, local culture, infrastructure and etc. Therefore,
marketers should view tourism as a ground for creating new
and reinforcing or revitalizing existing brands. Also, from
the CBBE point of view, sustainability represents source
for building strong, favorable and unique brands. Further
analysis reviews each concept individually.
The role of branding: The power of marketing lies in
creating brands. The power of brands lies in their brand
equity or, from the consumers’ point of view, in what the
mind set holds about the brand. Brand equity is constantly
reinforced by the meaning of the brand in terms of what
products it represents, what core benefits it provides and
what need it satisfies. Keller (2013, p. 68) describes the
CBBE as a differential effect that brand knowledge has on
the consumer response to the marketing programs and
brand activities.
There are three major drivers behind the CBBE: the
brand knowledge, differential effect and consumer response.
However, the brand knowledge created by the past experience, marketing programs, word-of-mouth is responsible
for customer perception about the brand. In other words,
consumers’ perceptions about a product are highly dependent on the impressions of the brand associated with the
product (Keller, 2013, p. 71).
According to (Keller, 2013), brand knowledge is manifested via brand awareness and image. To build strong
brands marketers must clarify brand awareness and improve brand image. Brand awareness is the ability to recall the brand and the probability that a brand will come to
mind in certain situations. On the other hand, brand image
refers to associations such as feelings, images, thoughts,
impressions, perception, and experience that a consumer
holds about the brand.
In order to maintain brands strategic trust and direction
many tactical changes are needed. The key is to convey the
message to consumers that the brand is a better product but
not different. In managing brands over time, reinforcement
and revitalization strategies are necessary. The key to reinforcement is consistency, while capturing the lost sources of
brand equity is a first step for revitalization (Keller, 2013).
The importance of sustainability: The idea of developing strong brands without considering how environmentalfriendly they are and what impact they have on the society
and the overall economy is a thing of the past. Obviously, a
more holistic marketing approach, one that rapidly includes
sustainability as a direction for future brand development,
research and strategic activity, is needed.
Sustainability, as a concept, first appeared in the final
report “Our Common Future” issued by the “The Brundtland Commission” in 1987 (Theis & Tomkin, 2013). It was
defined as “development that meets the needs of the present without compromising the ability of the future gen-
erations to meet their own needs”. The same report defines
the three pillars of sustainability: social, economic and environment. The social represents “People” and its needs in
terms of education, employment, healthcare, growth and
the overall wellbeing. The economic or “Profit” is concerned
with growth, profitability, market share, investment opportunities, markets and brands that satisfy the need of the
“People”. The third pillar, “Planet” is concerned with the
environment. A more holistic approach suggests enhanced
model with entrepreneurship, culture, innovation and etc.
See (Fig. 1).
Figure 1: Holistic Sustainability Model
Planet resources are limited as is their capacity to regenerate them. Currently, humanity is using 1.5 Planet to satisfy its one year needs (WWF, 2014). Also, the same report
shows that staggering forty percent of the animal populations were whipped out in the last forty years.
The changing tourism environment. In 2014, the global
sector of the tourism industry (travel & tourism) increased
by 3.5%, outpacing the global GDP growth of 2.4% according to (WTTC, 2014). E-tourism stands out among other
trends as an example of mass customization that allows online trip booking and selection, bypassing the tour operators and standard travel packages. Other trends include new
emerging inbound and outbound markets, sustainability
tourism, mission tourism, climate change and alternative
transport, social media, safety and security and workforce
development.
New emerging inbound destinations in Eastern Europe,
countries recently joining the EU, Asia and South America
are arousing interest of many travelers. China and India,
with over a billion people each, are emerging as outbound
markets. With the increase in disposable income, China
alone added 57 million travelers in 2010 (World Tourism
Organization, 2015).
Sustainable tourism, also known as green or eco tourism is a rapidly growing branch of the tourism industry
among those concerned with the negative effects that tourism can have on the environment. Weather patterns, natural disasters and the overall effects of the climate change
may gradually become a significant factor in selecting travel
and tourism destinations and options. Also, driven by the
sustainability concerns, alternative means of travel, bicycle,
scooters, bus, train, and short rather than long distances will
become a factor in choosing travel destination.
Mission travel is gaining momentum with more and
more tourists looking to add-value to their trip. Many opt
to replace traditional 3S (sun, sand, sea) approach with active participation in the activities such as voluntary work,
learning language, culture, concerts, local cuisine and various achievements.
Social media on the web-based applications and increasingly popular m-applications allow global communication
among individuals on their experiences. The technology is
turning the table around. It matters less what businesses say
about their products, but more what consumers say about
them. Rapid dissemination of information makes the sharing experience and experiential marketing more visible and
important in the tourism industry.
Finally, safety and security is of paramount importance
for any tourist industry. People go only to the places and
locations where they will feel safe and protected. Developing workforce is a never ending activity in tourism. It is
the human element that creates a competitive advantage.
Therefore, investments in human resources development
will continue to receive a significant attention of stakeholders in the tourism industry.
3. SUSTAINABLITY-BASED BRAND
EQUITY CONCEPT
Keller (2013, pp. 73-74) points that the CBBE occurs
when the customer has a high level of knowledge and familiarity with the brand and holds strong, favorable and
unique brand associations in his/her memory. The sustainability enhanced model is in fact the CBBE model wrapped
into the individual layers of sustainability (Fig. 2). In the
proposed model, the major brand knowledge elements such
as breadth, depth, attributes and benefits are enhanced by
environmental, social or economic features.
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
tive reaction to the brand and clear nature of the relationship with the brand. The general diamond model captures
the holistic nature of the relationship (See Fig 3). In order to
look more closely into the model, we need to explore relationships between the individual elements of sustainability
with the CBBE elements.
Figure 3: Sustainability-Based Brand Equity Holistic Model
Economic impact. The economic impact on the CBBE
in the tourism industry depends in many cases on the nature and uniqueness of the individual tourism markets.
However, a set of common guidelines is emerging, such as
investing into the areas where business operates and returning the portion of the profit back to the local community,
making contributions to preservation of the resources the
brand is using, hiring local stuff and providing training,
sourcing locally and supporting local community, tying the
brand image to the local community, and practicing fair
trade in the supply chain activity. See Fig 4.
Figure 2: Sustainability Enhanced CBBE
The diamond model conveniently depicts the many-tomany relationship between the elements of sustainability
and the CBBE in the tourism setting. It highlights the holistic relationship that takes into account many dimensions
and views of sustainability and their impact on creating significant brand awareness via depth and breadth elements.
Also, those sustainability elements must create strong, favorable and unique associations of the brand image, posi-
Figure 4: Economic Impact on CBBE
Social impact. The social impact on the CBBE in tourism is concerned with the preservation of the basic human
rights, child labor, the overall wellbeing of the local community, preservation of endangered species, and respect for
the local cultures and religions. See Fig 5.
195
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
Figure 5: Social Impact on CBBE
Environmental impact. The environment is the most
significant and challenging element to capture and implement into the CBBE. Strong tourism brands must take into
account the responsibility for damaging environment, conservation and reduction measures, benchmarking environmental performance, incentives for preserving resources,
environmental responsible practices such as waste management, green energy, organic food, lowering water footprint,
innovations in reducing impact on the environment, tour
sizes, 3R practice, and the overall incentive for preservation of resources at each contact point. The relationship is
captured in Fig 6.
reduce the impact on the fragile environment. By doing so,
the citizens of Cardiff can better plan their future by living
more sustainably and in great balance with our one and the
only planet Earth (Collins et al., 2005).
According to (WWF, 2014), Cardiff’s per capita footprint is unsustainable 5.59 global hectares (gha). The same
report shows footprints of 6 gha for London, 10 gha for the
US, and .8 gha for India. The (WWF, 2014) shows that each
person on the planet has on average 1.7 gha to go around.
This means that citizens of Cardiff and most of the developed world live beyond its means imposing severe damage
to the global resources. In other terms, if everybody on the
Earth had the lifestyle of the people of Cardiff, we would
need three planets to sustain our needs for one year.
The study shows that 78% of the Cardiff’s footprint is
related to the household consumption. The type of food,
the way the heat and electricity are used, the type of travel,
category of stores where people shop all ends up into the
overall picture. The breakdown of the Cardiff’s ecological
footprint is shown in Fig. 7.
Figure 7: Cardiff’s Footprint
Figure 6: Environmental Impact on CBBE
4. CARDIFF’S ECOLOGICAL FOOTPRINT
196
In 2011, the office of national statistics shows that the
city of Cardiff accounts for one quarter of $7 billion revenue that Wales gets from tourism. According to (Collins
et al., 2005) the city of Cardiff, just like many other cities
in the developed world, lives beyond its means. The report
reveals that consumption habits and effects are to blame.
As a result, the ecological footprint was calculated for the
city of Cardiff for two main reasons. Firstly, to measure the
extent to which the residents of Cardiff impact the global
environment, and secondly, to have a tool for managing
and minimizing the impact. The objective of the study was
to challenge citizens, organizations and households in Cardiff to come up with intelligent ways to use the resources to
Tourists bring large economic and social benefits to the
city. Around 10 million tourists, 30% from outside the UK,
visit Cardiff each year. However, tourists carry a huge environmental burden in some cases up to 9 gha per individual.
This is significantly higher than the average footprint of a
Cardiff’s resident of 5.59 gha. The tourist impact is heaviest
in those areas where Cardiff’s footprint is the highest: food
and drinks, energy and transportation and waste. In 2001,
on an aggregate level, the ecological footprint of tourists in
Cardiff was higher than the footprint of its residents (Collins et al., 2005).
On the other hand, 10 million annual visitors spend at
least $2 billion, a substantial income to the city. Also, Cardiff is an important name on the travel map of many people.
Significant level of the brand awareness and strong, favorable and unique associations that Cardiff holds are at stake if
the footprint is not reduced. Tourist organizations, city officials and relevant stakeholders should work on reinforcing
the consistency of what the city offers. In particular, they
should work on improving the strength and favorability of
what the tourists perceive as the city’s major attractions.
Consequently, the major associations or impressions of the
city features need to be preserved and reinforced. Inevitably, the city must factor in its ecological footprint into the
overall equation of its CBBE.
5. SUMMARY
As a result of this study, a local community is emerging as a way and direction for building strong sustainability
enhanced brands in tourism. It seems that resources of the
local community are the key in developing strong sustainable brands. Investing into the local human resources development, using local produce, stimulating local economy,
recycling waste and utilizing short travel distances all favors
back-to-the-local community concept.
The diamond model shows the complexity and direction that marketers are facing when incorporating the elements of sustainability in the CBBE. Marketers can choose
among economic, social and environmental elements in its
effort to flash down the strategy for new brands in tourism
or reinforce and revitalize the existing ones. The key is to
provide optimal many-to-many relations with the elements
of the CBBE such as depth, breadth, attributes and benefits.
The result is creation of strong, favorable and unique associations, with positive response and clear relationship with
consumers.
The city of Cardiff is an example of how the strong brand
equity of the city needs to be reinforced with the elements of
sustainability. Unsustainable footprint of the city of Cardiff
is threatening to deteriorate the strong brand equity the city
enjoys in tourism.
This study, at least at the conceptual level, shows great
opportunity for building strong brands in tourism, when
local factor combined with sustainability elements is included. Also, this study opens the door and provides guidelines
for more exploratory research and analysis in the field.
REFERENCES
Collins, A.J., Flynn, A., & Netherwood, A. (2005). Reducing
Cardiff’s ecological footprint: A resource accounting
tool for consumption. Cardiff: WWF Cymru.
Conrady, R., & Buck, M. (2010). Trends and Issues in Global
Tourism 2010. Heidelrberg: Springer.
Derouiche, M. (2012). The Future Trends in the Tourism Industry. Retrieved May 9, 2015, from http://www.ttgmena.com/Future-trends-in-the-tourism-industry/
Duval, D.T. (2004). Tourism in the Caribbean. London: Routledge.
European Travel Commission. (2014). European Tourism
2014 – Trends and Prospects. Retrieved May 9, 2015,
from http://etc-corporate.org/?page=report&report_
id=57&subject=trends_watch&theme=reports
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
Huang, M.H., & Rust, R.T. (2011). Sustainability and consumption. Journal of the Academy of Marketing Science,
39 (1), 40-54. doi: 10.1007/s11747-010-0193-6
Keller, K.L. (2009). Building Strong Brands in a Modern
Marketing Communications Environment. Journal
of Marketing Communications, 15 (2-3), 139-155. doi:
10.1080/13527260902757530.
Keller, K.L. (2013). Strategic Brand Management. Essex: Pearson.
Kotler, P., & Keller, K.L. (2012). Marketing Management. New
York: Prentice Hall.
Scharf, E.R., & Cunha, H.C. (2011). Mindful Consumption
as Marketing Competitive Advantage: The Strength of
Ideology Toward Purchasing Decision. The Sustainable
Global Marketplace, (pp.77-81). doi: 10.1007/978-3-31910873-5_45
Theis, T., & Tomkin, J. (2013). Sustainability: A comprehensive foundation. Houston, TX: Connexions. Retrieved February 12, 2015, from http://cnx.org/content/
col11325/1.38/
Thogersen, J., & Crompton, T. (2009). Simple and painless?
The limitations of spillover in environmental campaigning. Journal of Consumer Policy, 32 (2), 141-163. doi:
10.1007/s10603-009-9101-1.
Wales Online. (2014). Tourism worth £4.2bn to Wales with
Cardiff accounting for one quarter of total, new figures
show. Retrieved May 9, 2015, from http://www.walesonline.co.uk/news/wales-news/tourism-worth-42bnwales-cardiff-1806919
World Tourism Organization. (2015). UNWTO Tourism Highlights: 2015 Edition. Madrid: UNWTO. Retrieved May 9, 2015, from http://www.e-unwto.org/doi/
pdf/10.18111/9789284416899
World Tourism Organization. (2015). UNWTO Annual
Report 2014. Madrid: UNWTO. Retrieved May 9, 2015,
from http://dtxtq4w60xqpw.cloudfront.net/sites/all/files/
pdf/unwto_annual_report_2014.pdf
World Travel & Tourism Council. (2014). Economic Impact
of Travel and Tourism 2015 Annual Update Summary.
Retrieved May 9, 2015, from http://www.wttc.org/-/
media/files/reports/economic%20impact%20research/
economic%20impact%202015%20summary_web.pdf
WWF International. (2014). Living Planet Report 2014. Gland:
WWF International. Retrieved May 9, 2015, from http://
www.wwf.org.uk/about_wwf/other_publications/living_
planet_report_2014/#.VgD5z328vcs
197
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-198-201
A COMPARATIVE ANALYSIS
ON HOTEL FINANCIAL PERFORMANCE
Dušan Borovčanin*
Singidunum University, Danijelova 32, Belgrade, Serbia
Abstract:
In the market economy, corporate finances are certainly one of the key resources which are limited.
The fact that financial resources are limited influences the limitations of a number of operations
(acquisition, promotion, and distribution, sales) since there is no department that has no contact
with the financial operations. Therefore, the proper allocation of financial assets occupies a very
important place in modern business.
A final decision on how the company should allocate its funds should be based on good assessment,
which should rely on the previously performed analysis. One of the most common and most used
methods of financial analysis is the financial statements analysis and ratio analysis. By bringing certain
items from financial statements in mutual connection, via simple mathematical formula, it is possible to determine an overall performance of the company, measured through finance. The decision
on whether a company should invest into franchise arrangements and management contracts with
large international hotel corporations is one of the key dilemmas for the hotel owners. The franchise
agreements and management contracts are the most common way of spreading large corporate hotel
systems. In addition to the benefits it entails, this type of contract requires large financial investments.
Justification of these investments may be the subject to the financial analysis.
This paper demonstrates the comparative analysis of financial results between the four city hotels,
two of which operate within international corporate hotel chains, while the other two operate independently of corporation standards. The analysis was conducted on a growing market by the number
of international arrivals (Belgrade, Serbia). Moreover, this market recorded a noticeable growth of
hotel companies operating under the franchise agreement or management contract. The research
results are presented under the section Results and Discussion, while the conclusions and recommendations of authors are presented in the summary section.
1. INTRODUCTION
198
Financial analysis is one of the most important processes preceding financial planning and budgeting. Financial
indicators are presented in the financial statements of an
enterprise, whereas a broader range of data is required for
the economic analysis. In terms of the financial and global
economic crisis, more attention is devoted to rational use of
limited resources. Thereby, it is believed that every company
strives to achieve the long-term business stability. However,
no one can guarantee such stability to the hotel management. In order to gain better understanding of the hotel’s
position in the market, and minimize possible risks, it is
necessary to perform the business performance assessment
of an enterprise, i.e., to carry out the economic-financial
analysis. Essentially, it is a method that combines several
disciplines to generate results. In this manner, all interested
stakeholders along with the hotel management, can gain an
insight into the financial situation, business activities of an
enterprise, its cash flows etc.
* [email protected]
Key words:
hotel,
finance,
ratio,
analysis,
financial statements.
This paper is a result of the comparative analysis of financial results obtained from the four city hotels (Holiday
Inn Belgrade, Falkensteiner Hotel Belgrade, Hotel Zira, IN
Hotel), two of which operate using the brands of the internationally renowned corporate hotel chains, while the other
two hotels operate outside the framework of international
corporate hotel chains. The research was conducted in order to determine the feasibility of investing in the franchise
agreements and management contracts as one of the most
commonly used growth methods of international corporate
hotel chains.
2. RESULTS AND DISCUSSION
Financial statement analysis was performed for the four
listed hotels for the year 2013. At the time of writing this
paper, financial results for the year 2014 were not yet publicly available. According to the current regulations on the
categorization, all of the four facilities are four-star rated
hotels, which served as a starting point for making the comparative analysis. All of the four hotels operate as legal entities in a form of the limited liability company (Ltd.), and
thus, the results of market value were not presented in the
paper, since none of the four companies possess stocks.
Financial ratios
Financial analysis is based on the financial indicators
that process data and information important for decision
making after being engaged in a simple mathematical formula. For the purpose of this paper, we would like to emphasize financial indicators according to the classification
made by Čerović and Spasić:
1) liquidity indicators,
2) activity or efficiency indicators,
3) indicators of financial structure,
4) profitability indicators and
5) market value indicators (Čerović & Spasić, 2014, p. 215).
Financial indicators are used as guidelines during the
financial analysis to determine the financial position of the
company. Ivanišević defines financial analysis by saying that
it ‘collects, selects, estimates and interprets financial data
and other relevant information in order to assess the current financial position and business activities of enterprises,
as well as its future performance’’ (Ivanišević, 2012, p. 19).
Financial reporting in the most convenient way is defined
by Jamie and Barry Elliot. We are bringing the interpretation of this definition by saying that accounting and financial reporting represent the art of communicating relevant
financial information about a business entity to end users
(Elliot & Elliot, 2011).
Financial indicators for each hotel, classified by the categories as at the beginning of the paper, will be presented in
tables for better visibility.
Liquidity ratios
Liquidity refers to the speed and ease at which an asset
can be converted to cash (Ross, Westerfield, & Jordan, 2010,
p. 22). Liquidity ratios are sometimes called indicators of
short-term solvency, due to the fact that they are calculated
by formula which includes working capital and short-term
liabilities (Ross, Westerfield, & Jordan, 2010, p. 54). Thus,
short-term creditors are those who are most interested in
these indicators. The right value for the liquidity ratio is determined by the so-called operating cycle. Operating cycle is
a period that starts from the moment an investment in goods
and services is made, and ends when the goods and services
in which the investment was made produce money in return.
A typical course of the operating cycle of a trade enterprise, which is divided into four steps, would look like this:
1) Purchasing goods and products,
2) The process of selling goods that may or may not
result in the cash collection,
3) Extension of credit and creation of account receivables
4) Collection of account receivables and generating
cash (Fabozzi & Peterson, 2003, p. 728).
Operating cycle is important in terms of liquidity for
the simple reason that the longer the operating cycle is, the
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
more working capital is required to service the current liabilities. For the purpose of calculating liquidity ratios for
this research, we used formulas presented by Ivanišević
(2012), in his work. The results obtained are given below:
Table 1. Liquidity
Liquidity
Hotel
Current
ratio
Net
working
capital
Quick
ratio
Holiday Inn
Belgrade
24,90
712.143
3,33
Falkensteiner
Belgrade
0,30
-817.327
0,26
Hotel Zira
4,16
100.118
3,72
IN Hotel
3,12
451.045
2,99
Source: Serbian Business Registers Agency (Financial statements
downloaded from: Holiday Inn , Hotel Zira, IN Hotel, Hotel Falkensteiner)
Based on the above-given table, quite different results
could be observed. The most liquid hotel was Holiday Inn
Belgrade, which had the greatest difference in net working
capital, while the hotel Falkensteiner demonstrated some
serious liquidity problems, as well as the results on the net
working capital. Net working capital represents an indicator that commercial banks often use in the decision- making
process of loan approvals (Krasulja & Ivanišević, 2007, p. 25).
Activity or efficiency ratios
Essentially, there is a great number of financial ratios.
Due to their simplicity of calculation, they seem interesting
to a number of economists worldwide. It is clear that everybody prefers different ratio numbers. Therefore, this paper
attempts to point out those that are most commonly used.
Activity or efficiency ratios give us the opportunity to have
an insight into how some of the activities were conducted
in the company in the previous period. For instance, how
often the payments were made to suppliers, the efficiency
of collection of account receivables, the success of management in managing their inventory, etc. In this way, we can
have a better overview of some of the basic business operations performed by the hotel management. During the
research, some ratios were calculated using the average values in places where we compared less constant indicators
with those that are more consistent. The average value was
calculated by taking the value from the beginning and the
end of the year.
Research results from Table 2 show different results.
Namely, there is no hotel that dominates the performance
of processed indicators. It is notable that Falkensteiner hotel and hotel Zira have lower activity and/or efficiency in
comparison to IN Hotel and Holiday Inn hotel. The first
two mentioned hotels have a longer period of day’s sales
in receivable; Furthermore, they also have a longer average
period of days’ sales in inventory and long payment average.
Hotel Zira has a high turnover of total assets, which can be
explained by relatively low overall assets compared to the
199
SITCON 2015 - FAKTORI KONKURENTNOSTI TURISTIČKIH PREDUZEĆA
other three hotels. Another indicator that does not demonstrate a realistic picture is the equity turnover from hotel
Falkensteiner. According to this index, we see that the hotel
is far more efficient in terms of fixed asset turnover, but it
is again an exceptional low amount of fixed asset compared
to total resources (which hotel loaned). Overall, the greatest
efficiency is demonstrated by IN Hotel showing that most
of the parameters are at the level considered as acceptable.
While analysing the activities and management efficiency,
the formula for calculating the ratio numbers was used from
Čerović and Spasić (2014).
Debt ratios
As its name suggests, this group of indicators shows
the ways of the company debt financing, while debt indicators are generally found at the liabilities side of the balance sheet. By analysing certain ratios from this group, one
can perform better assessment of the financial position of
a company. Therefore, debt ratios do not take into account
business activities of enterprises, but only interpret their financial position and sources of financing their assets and
activities. The same as with the previous indicators, debt
ratios for hotel companies observed herein are presented
in Table 3. In order to calculate them, we used formulas
presented by Čerović and Spasić (2014).
Debt ratios are very important if we want to provide an
assessment of the financial structure of the company. In this
way, we can observe whether the hotel is very dependable
on loans and interests they pledged. The results in Table
5 show that the hotel Zira has the best financial structure. This hotel company has a relatively balanced level of borrowed and own financial resources, and an extremely low
ratio of debt against equity. In addition, it very easily and
efficiently covers all expenses for interest given for the two
leasing loans the company pledged at Hypo-Alpe-Adria
Bank and UniCredit Bank.
Profitability ratios
The ultimate goal of every investment is not solely the
revenue grow or cost savings, but the generation of healthy
returns, and that is what we call profitability. Profit margin
is one of the main financial benchmark indicators between
companies. Profitability is also usually the ultimate goal of
any company (Žager, Mamić Sačer, & Dečman, 2012). Every owner is very interested in profitability of its company,
which is why each company in the liberal-capitalist system
Table 2. Activity or efficiency ratios
Activity or efficiency ratios
Hotel
Accounts
receivable
turnover
Days’ sales
in receivable
Inventory
turnover
ratio
Days’ sales
in inventory
Cash conversion
cycle
Total asset
turnover
Equity
turnover
ratio
Accounts
payable
turnover
ratio
Turnover
in days
Holiday Inn Belgrade
21,14
17,26
41,68
8,75
26,02
0,23
6,44
5,07
71,93
Falkensteiner Belgrade
13,13
27,77
7,41
49,25
91,56
0,07
2155,25
0,11
266,54
Hotel Zira
4,21
86,65
41,14
8,87
95,52
1,83
3,08
3,43
106,136
IN Hotel
24,30
15,01
78,78
4,63
19,65
0,28
0,46
3,37
108,02
Source: Serbian Business Registers Agency (Financial statements downloaded from: Holiday Inn, Hotel Zira, IN Hotel, Hotel Falkensteiner)
Table 3. Debt ratios
Hotel
Debt ratio
Debt-Equity ratio
Interest coverage ratio
Holiday Inn Belgrade
0,97
24,41
39,14
Falkensteiner Belgrade
0,99
26.084
-1,02
Hotel Zira
0,39
0,26
67,41
IN Hotel
0,51
0,83
4,53
Source: Serbian Business Registers Agency (Financial statements downloaded from: Holiday Inn, Hotel Zira, IN Hotel, Hotel Falkensteiner)
Table 4. Profitability ratios
200
Hotel
Gross profit margin
Net profit margin
Return on
investment
Return on equity
Holiday Inn Belgrade
3,59
3,25
0,84
20,05
Falkensteiner Belgrade
0
0
0
0
Hotel Zira
0,20
0,21
0,46
0,65
IN Hotel
0,28
0,24
0,07
0,15
Source: Serbian Business Registers Agency (Financial statements downloaded from: Holiday Inn, Hotel Zira, IN Hotel, Hotel Falkensteiner)
strives to achieve greater profitability. Therefore, profit margin is inherently linked to the profit of the company. The
four indicators of profitability selected for this study, and
presented in the table below, were calculated using the formulas given by Knežević, Stanišić, and Mizdraković (2013).
3. SUMMARY
Investing in the hotel company requires adoption of series of complex business decisions. It requires high initial
investments in fixed assets, well structures so that they result in a high return on investment over the medium term.
Any decision on investing entails certain risks. Financial
manager in a company must ensure that financial risks
are well detected and managed (Brealey, Myers & Marcus,
2001). It must be noted that the financial analysis of only
one hotel requires a serious approach, while their mutual
comparison and the analysis of the effects to business decision making, such as whether to invest into franchise agreements or not requires more serious analysis. Presentation
of results obtained during the research deserves further
processing and they certainly cannot be sufficient criteria
for making the final assessment. What could be concluded
based on the above-given information is that although those
are the four hotels classified under the same category according to the regulations on categorization, and oriented
towards the same or similar target market segments, and
given that these are the hotels with approximately the same
number of rooms, we must underline that they have a completely different financial structure and business efficiency,
as well as profitability and liquidity. What is surprising is
that no hotel is singled out as a leader in all or most of the
categories. Once again, these results cannot be the only and
definite criteria for final assessment, but it can be concluded
that in the market on which these hotels operate, the brands
Holiday Inn and Falkensteiner do not have a decisive role
in achieving the positive financial performance. What is
certain is that international corporate hotel brands add visibility of the property, and brand positioning in customers
SITCON 2015 - COMPETITIVENESS FACTORS OF TOURISM ENTERPRISES
minds. In addition, there are numerous advantages such
as marketing, promotional, educational and other activities
present in large corporations. However, the essence of this
research was purely financial. Therefore, rather than stating
a definitive assessment of whether or not the hotel should
invest in franchise or management contract, this research
should be taken as a starting point for future research in
the field.
REFERENCES
Brealey, R., Myers, S., & Marcus, A. (2001). Fundamentals
of corporate finance. Phoenix: University of Phoenix.
Čerović, S., & Spasić, V. (2014). Ekonomska i finansijska
analiza poslovanja preduzeća u turizmu i hotelijerstvu.
Beograd: Univerzitet Singidunum.
Elliot, B., & Elliot, J. (2011). Financial accounting and reporting. Harlow: Pearson.
Fabozzi, F., & Peterson, P. (2003). Financial management and
analysis. Hoboken, New Jersey: John Wiley & Sons.
Ivanišević, M. (2012). Poslovne finansije. Beograd: Centar za
izdavačku delatnost Ekonomskog fakulteta u Beogradu.
Knežević, G., Stanišić , N., & Mizdraković, V. (2013). Analiza finansijskih izveštaja. Beograd: Univerzitet Singidunum.
Krasulja, D., & Ivanišević, M. (2007). Poslovne finansije. Beograd: Ekonomski fakultet u Beogradu.
Pokrajčić, D. (2011). Ekonomika preduzeća, principi i ciljevi.
Beograd: Centar za izdavačku delatnost Ekonomskog
fakulteta u Beogradu.
Ross, S., Westerfield, R., & Jordan, B. (2010). Fundamentals
of corporate finance. New York: McGraw-Hill/Irwin.
Veselinović, P. (2010). Ekonomija. Beograd: Univerzitet Singidunum.
Žager, K., Mamić Sačer, I., & Dečman, N. (2012). Financial
ratios as an evaluation instrument of business quality
in small and medium-sized enterprises. International
Journal of Management Cases, 14 (4), 373-385.
201
SITCON 2015 - RESURSI KAO FAKTOR KONKURENTNOSTI TURISTIČKE DESTINACIJE
KONKURENTNOST
TURISTIČKE DESTINACIJE
SINGIDUNUM INTERNATIONAL
TOURISM
DESTINATION COMPETITIvENESS
TOURISM CONFERENCE
- 2015
DOI: 10.15308/sitcon-2015-202-209
PODSTICAJNA PUTOVANJA I POSLOVNI TURIZAM
KAO ELEMENTI RAZVOJA DESTINACIJA
GEONASLEĐA SRBIJE
Milan Ćulić1, Bojan Zečević2, Igor Kovačević2
Predsednik Upravnog odbora u Centru za istraživanja i studije turizma i gostujući profesor, Sofija Antipolis, Nica, Francuska
1
Ekonomski fakultet, Univerzitet u Beogradu, Beograd, Srbija
2
Apstrakt:
Podsticajna putovanja su važan segment poslovnog turizma i u fokus stavljaju kreiranje jedinstvenih iskustava za različite kategorije menadžera, pri čemu koriste različite ali jednistvene resurse.
Geonasleđe se u najvećem broju slučajeva posmatra samo sa aspekta geologije i geografije. Koncept
geo-turizma postavlja geonasleđe kao značajan resurs, koji može da bude tržišno valorizovan i kroz
segment podsticajnih putovanja. Podsticajna putovanja imaju različite karakteristike u zavisnosti od
profila segmenta na koji je destinacija usmerena. Rad prikazuje karakteristike podsticajnih putovanja
i mogućnost kombinovanja sa geo-nasleđem.
UVOD
Predmet istraživanja rada je odnos posticajnih putovanja
i geonasleđa, odnosno mogućnosti korišćenja geonasleđa u
kreiranju kompleksnog turističkog iskustva koji se isporučuje tokom podsticajnog putovanja. Pregledom literatrure
utvrđeno je da su ovi pojmovi posmatrai odvojeno, i da ne
postoje akademska istraživanja vezana za komercijalizaciju
geonasleđa na komercijalnom tržištu. Rad predstavlja pionirski u pogledu pakovanje turističkog proizvoda podsticajnih putovanja na bazi geonalseđa, prilagođavanje očekivanjima tražnje, razvijanje cenovne politike, kao i plasman na
određene tržišne segmente u zemlji, regionu i inostranstvu.
Definisanje koncepta i termina podsticajnih putovanja
202
Podsticajna putovanja su segment poslovnog turizma.
Svetska turistička organizaija (WTO, 2007) ističe da su poslovni sastanci, podsticajna putovanja, konvencije i sajmovi,
ključne komponente poslovnog turizma. Akronim MICE
(Meetings, Incentives, Conferences and Exhibitions /Events)
je alternativni pojam koji se koristi kada se govori o ovom
segmentu (Rogers, 2003). Iako je pojam „mice industry” široko prihvaćen u stručnoj javnosti, vodeći svetski stručnjaci
poput Davidson i Cope (2003) i Rogers (2003) slažu da ovaj
pojam nije adekvatan da bi se njim opisao ovaj rastući i sve
značajniji segment turizma. Getz (2008) smatra da su poslovni događaji deo event tourism-a. Prema Swarbrooke i
Horner (2001) poslovni turizam obuhvata sve aspekte iskustva putnika na poslovnom putovanju koji borave bar jednu
noć van mesta stalnog boravka. U Francuskoj se pod pojmom poslovni turizam (tourisme d’affaire) podrazumevaju
* [email protected]
Ključne reči:
poslovni turizam,
podsticajna putovanja,
geo-nasleđe,
valorizacija.
samo ona putovanja koja se preduzimaju radi učestvovanja
na kongresima, konvencijama ili seminarima (Chaspoule,
2001). Zemlje Centralne i Istočne Evrope u pogledu perfomansi poslovnog turizma rastu mnogo brže nego ostale
zemlje članice EU, zbog mnogih konkurentskih prednosti
koje imaju (Davidson, 2004). U ovom regionu poslovni
turizam prepoznat je kao tržište nesezonskog karaktera, sa
neelastičnim cenama i širokim dugoročnim potencijalnim
koristima (Hall, 1998).
Incentive Travel možemo definisati kao grupu poslovnih
putovanja, koja se u osnovi sastoje od nezaboravnih i zabavnih putovanja plaćenih od strane poslodavca, sa osnovnim
ciljem ohrabrivanja zaposlenih da savlađuju izazovne poslovne ciljeve kompanije putem postizanja individualnih i/
ili grupnih ciljeva. „Society of Incentive & Travel Executives
(SITE)”, podsticajna putovanja posmatra kao „Globalni menadžment alat koji koristi izuzetan doživljaj tog putovanja da
bi motivisao i/ili odao priznanje učesnicima za povećan nivo
rada koji su uložili za ostvarivanje organizacionih ciljeva”.
Definisanje koncepta i termina geonasleđa
Geodiverzitet su varijacije (ili raznovrsnost) geoloških,
geomorfoloških i zemljišnih oblika, sklopova, sistema i procesa (Sharples, 1995). Pojam geodiverziteta uobičajeno ne
podrazumeva značajnije procese ljudskog uticaja kao što su
preuređenje - modelovanje okruženja, betoniranje i druge
(Gray, 2004). Geodiverzitet se sastoji iz dve velike celine:
geodiverziteta prirodnih pojava i oblika i civilizacijskih geodiverziteta (Lješević, 2002/2003).
Geonasleđe predstavlja ugledni primerak geodiverziteta,
a njegova učestalost pojavljivanja i zastupljenosti se iskazuje
kao mali deo ukupnog geodiverziteta (Đurović & Mijović,
SITCON 2015 - RESOURCES AS A FACTOR OF TOURISM DESTINATION COMPETITIVENESS
2006). Sastavni delovi geodiverziteta su stvari (objekti) koje
želimo da sačuvamo za sadašnje i buduće generacije (Eberhard, 1997). Pod geološkim nasleđem je u Evropi obuhvaćeno i geomorfološko i pedološko nasleđe, s obzirom da ono
predstavlja ili je nastalo iz geološkog materijala (Mijović,
2005). Pod objektom geonasleđa smatra se izdvojena specifičnost geodiverziteta koja zbog svog naučnog i kulturnog značaja treba da bude ili je već zaštićena (Ilić, 2006).
Najrasprostranjeniji oblici zaštićenih područja i lokaliteta
geonasleđa u svetu su: „globalni geolokaliteti” (global geosites), „objekti svetske baštine” (WHS - World Heritage Site)
i „geoparkovi” (geoparks).
Bogatstvo ponude i tražnje dovelo je do pojave novog
globalnog fenomena- geoturizma (Dowling, 2010). Pojam
geoturizma se stavlja u vezu sa geodiverzitetom i geonasleđem pod kojim se inače podrazumeva reprezentativni
uzorak geodiverziteta od značaja za zaštitu (Gray, 2004).
Geoturizam je fokusiran na promociju geoloških i geomorfoloških mesta zbog njihovih naučnih i društvenih vrednosti kako bi se osigurala njihova konzervacija radi njihove
buduće upotrebe od strane naučnika, turista i rekreativaca
(Hose, 2003; Hose, 2008). Geoturizam predstavlja proces
prepoznavanja i davanja šireg značenja objektima geonasleđa koji bi trebali da vode ka njihovoj što boljoj i efikasnijoj
očuvanosti (Hose, 1997; Hose, 2005a; Hose, et al., 2011).
Geokonzervacija, u kombinaciji sa turističkom promocijom
je ključan element geoturizma (Hose, 2005b). Geokonzervacija podrazumeva aktivni menadžment lokaliteta sa ciljem
obezbeđivanja očuvanja kvaliteta (Burek & Prosser, 2008).
Razumevanje značaja geodiverziteta za razvoj turizma
može se posmatrati i u okvirima definisanja turizma kao
složenog sistema, koji ne uključuje samo privredu i turiste,
već i društvo i životnu sredinu (Holden, 2000). Turistički
sistem se menja pod uticajem brojnih društvenih činilaca.
To upućuje na činjenicu da promene trendova u društvu
utiču na proces turizma. Na primer, promena potrošačkih
trendova odrazila se i na turističko tržište, pa je tako došlo do pojave „novih turista”. Oni pokazuju veći interes za
životnu sredinu, više su nezavisni, fleksibilni i svesni, nego
što su to „turisti masovnog tržišta”. Trend jačanja ekoloških
organizacija i pokreta za zaštitu životne sredine uticao je
na proces zelene potrošnje, koja se potom prenela na turističko tržište i konačno ostvarila kroz razvoj ekoturizma.
On se paralelno pojavljuje sa pojmovima kao što su novi
turizam, zeleni turizam, održivi turizam ili turizam malog
uticaja. Interesovanja i navike turista koji su u skladu sa
ovim oblicima i vidovima turizma specifične su u poređenju
sa masovnim turistima (Stojanović, 2007). Ovakav trend je
prilika da se ovoj grupi turista na poseban način prezentuju
vrednosti geodiverziteta.
Problemi i poteškoće za razvoj geoturizma u Srbiji
Srbija za sada nije učinila mnogo po pitanju razvoja geoturizma, iako poseduje geološku raznovrsnost i geoturistički potencijal. U poređenju sa ostalim evropskim državama
u pogledu razvijenosti zaštite geonasleđa i geoturizma Republika Srbija je u velikom zaostatku.
Među osnovne probleme svakako spada nepostojanje
nacionalne geološke institucije. Nepostojanje osnovne infrastrukture za razvoj turizma u zaštićenim područjima,
poput uređenih pešačkih staza, interpretativnih tabli, vizitorskih centara velika je prepreka i doživljajni nedostatak
za potencijalne posetioce koji bi se čak i neorganizovano,
neplanirano i neočekivano našli u blizini nekog objekta geonasleđa. Upravo je to uzrok pojave nemarnosti ljudi koji
žive ili rade u okolini potencijalnog geonasleđa. Finansijska
sredstva koja se izdvajaju za geološka istraživanja, izgradnju
odgovarajuće infrastrukture i suprastrukture, prostornog
uređenja, organizacije, usavršavanja kadrova su izuzetno
mala (minorna) jer se ovakvi prirodni resursi iz prethodno
istaknutih razloga (neznanje, neinformisanost, itd.) ne smatraju važnim i atraktivnim za veća ulaganja.
Da bi geoturizam na ovim prostorima zaživeo, potrebno
je pripremiti određene publikacije geološke vodiče, informativne prospekte, panele, video filmove, centre za posetioce, organizovati naučne skupove, muzeje i sve ono što
bi bilo značajno i za komercijalni vid turizma. Takođe, je
potrebno sačiniti i kartu-atlas geoturističkih lokaliteta i svih
znamenitosti koje bi za posetioce bile značajne sa kulturološkog, ekološkog, geomorfološkog, biološkog, ili bilo kog
drugog aspekta.
Cilj istraživanja
1. Klasifikacija turiste na osnovu motivacionih faktora
za putovanjima.
2. Određivanje nivoa menadžmenta u organizacionim
strukturama.
Hipoteze istraživanja
H 1:
H 3:
Postoje potrebe za istraživanjem i konzumiranjem novih destinacija u oblasti kulturnog, prirodnog ili istorijskog nasleđa.
Poslovni turizam i podsticajna putovanja predstavljaju model razvoja destinacija geonasleđa
Srbije i mogu značajno da doprinesu njenoj valorizaciji.
Uzorak
Uzorak ovog istraživanja je prikupljen u Srbiji, u kompanijama, asocijacijama, nevladinom sektoru i akademiji i
obuhvata 110 ispitanika. Na početku je prikupljno 163 upitnika ali je 53 odstranjeno iz analize usled nekonzistentnosti
odgovora (davali uvek ocene; samo 5 ili samo 4 na skali motivacije). Polna struktura ispitanika je relativno ujednačena
što važi i za starosnu strukturu.
Metodologija
Prvi korak se odnosio na selektovanje ključnih interesnih subjekata i kategorija koji, a koji pripadaju privatnom,
javnom, akademskom i nevladinom sektoru. Za distribuciju
upitnika i prikupljanje odgovora, korišćeni su distributivni
kanali kompanija Stenton Čejs (Beograd). Upitnici su slati
elektronskom poštom u kompanije koje su bile predmet istraživanja i čiji zaposleni su bili zamoljeni da popune upitnik.
Anketa je sadržala podatke o dve kategorije varijbli. Nezavisne varijable predstavljaju: sociodemografske varijable,
funkcija u kompaniji, profil poslovanja kompanije, učestalost
organizacije podsticajnih putovanja kompanije, mesto organizovanja podsticajnih putovanja. Zavisne varijable predstavljaju: motivi turiste mereni anketom specijalno konstruisanom za svrhe ovog istraživanja.
203
SITCON 2015 - RESURSI KAO FAKTOR KONKURENTNOSTI TURISTIČKE DESTINACIJE
Prvi korak je deskriptivnu analizu (frekvencije, aritmetičke sredine) uzorka. Zatim je sprovedena faktorska analiza
da bi se utvrdila latentna struktura motiva. Korišćen je Kajzer-Majer-Olkinova mera adekvatnosti uzorkovanja, Promax kosougla rotacija (koja dozvoljava korelaciju između
ekstrahovanih faktora). Kriterijumima veličine ajgen vrednosti (>1) i inspekcijom Scree grafikona zaključuje se da je
najadekvatnija trofaktorska solucija. Za testiranje sličnosti
i razlika su korišćeni t-test, ANOVA i korelacija.
Rezultati istraživanja
U strukturi ispitanika gotovo je ujednačen odnos ispitanika na najvišim menadžerskim pozicijama, srednjem
nivou menadžmnetna, operativnog menadžmenta i nivou
neposrednih izvršioca. Ispitanici su na pitanje profila poslovanja kompanije davali različite odgovore koji se mogu
kategorisati u četiri kategorije: obrazovni sektor (edukacija,
fakulteti i sl. – 7%), javni sektor (javno preduzeće, osiguranje -34,5%), nevladin sektor (međunarodna organizacija,
nevladina organizacija – 6,4% ) i privatni sektor (konsalting,
prehrana – 46,4%). Kompanije u kojima rade ispitanici šalju
zaposlene najčešće jednom godišnje na podsticajna putovanja (38.2%). Kada idu na podsticajna putovanja, ispitanici
najviše posećuju destinacije u okviru Srbije (uvek u Srbiji
– 39.1% i uglavnom u Srbiji – 29.1%), 20.9% izjavljuje da
podjednako često idu na destinacije u okviru Srbije i inostranstva. Svega 3.6% ide iskljućivo u inostranstvo na podsticajna putovanja
Na skali motivacije konstruisanoj za svrhe ovog istraživanja je primenjena faktorska analiza da bi se utvrdila latentna struktura motiva. Kajzer-Majer-Olkin mera adekvatnosti uzorkovanja iznosi 0.794 a Bartletov test sferičnosti
je χ2(105)= 821.98, p < .001 što ukazuje da postoji dovoljno
velika korelacija između varijabli da bi se sprovela faktorska
analiza. Korišćena je Promax kosougla rotacija, koja dozvoljava korelaciju između ekstrahovanih faktora, jer je autor
smatrao da će na pravi način predstaviti njihove odnose.
Kriterijumima veličine ajgen vrednosti (>1) i inspekcijom
Scree grafikona (Grafikon 1), zaključuje se da je najadekvatnija trofaktorska solucija. Preliminarne analize pokazuju da
je najinterpretabilnije rešenje sa tri faktora koji objašnjavaju
59% od ukupne varijanse.
U Tabeli 2 se može videti struktura tri izolovana faktora.
Tabela 2. Matrica faktorske strukture za skalu motivacije
(n=110)
Pattern Matrixa / Obrazac matrice
Component / Komponenta
1
Bekstvo od svakodnevnice i
rutine
,844
Otkrivanje novog i nepoznatog
,799
Rekreacija i fizička aktivnost
(pešačenje, biciklizam i sl.)
,792
Druženje sa kolegama sa posla
,654
Uživanje u lokalnoj gastronomiji
,639
Mogućnost interakcije sa lokalnim stanovništvom
,583
Pristupačnost u smislu cene
,575
Uživanje u estetici prirodnih
bogatstava i pejzažima
Upoznavanje drugačije kulture
i ljudi
Upoznavanje i učenje o kulturnom i istorijskom nasleđu
Upoznavanje i učenje o prirodnom nasleđu
2
3
-,493
,312
,974
,914
,891
,890
Mali broj turista (nema gužve)
,620
Bezbednost na destinaciji
,539
Pristupačnost u smislu infrastrukture i saobraćaja
,516
,459
Zabava i izlasci
-,400
Prvi faktor, u koloni 1, se može kategorisati kao hedonističko-socijalni motiv. Drugi faktor, u koloni 2, stoga može
okarakterisati kao motiv za kulturnim uzdizanjem i edukacijom. Poslednji faktor, faktor 3, obuhvata nekakvu rigidnost prilikom ponašanja na destinaciji i može se nazvati i
motivom sigurnosti.
Tabela 3. Matrica korelacija između ekstrahovanih faktora
(** Korelacija je značajna na nivou 0.01)
Faktor
1
2
3
1
1
,403**
,339**
1
,111
2
3
204
Grafikon 1. Scree grafikona
1
Pošto je primenjena kosougla faktorska rotacija koja
dozvoljava korelacije između faktora, može se analizirati
povezanost ova tri različita tipa motivacije (videti Tabelu 2).
Nakon što su izolovana tri faktora motivisanosti za podsticajna putovanja, sprovedena je analiza razlika ispitanika
po tim faktorima. Najpre je analizirana razlika po polu ispitanika korišćenjem t-testa za nezavisne uzorke.
SITCON 2015 - RESOURCES AS A FACTOR OF TOURISM DESTINATION COMPETITIVENESS
Tabela 4. Međupolne razlike u tri motiva za putovanjem (t test za nezavisne uzorke)
Independent Samples Test
t-test for Equality of Means
95% Confidence Interval of
the Difference
t
Faktor 1
Faktor 2
Faktor 3
Sig.
Mean Differ(2-tailed)
ence
df
Std. Error
Difference
Lower
Upper
Equal variances
assumed/
1,393
107
,167
,26449822
,18991454
-,11198520
,64098163
Equal variances not
assumed
1,386
103,283
,169
,26449822
,19077424
-,11384518
,64284162
Equal variances
assumed
-2,921
107
,004
-,54402559
,18621923
-,91318350
-,17486768
Equal variances not
assumed
-2,925
106,487
,004
-,54402559
,18601871
-,91280632
-,17524486
Equal variances
assumed
-1,047
107
,298
-,20048404
,19156303
-,58023541
,17926733
Equal variances not
assumed
-1,050
106,908
,296
-,20048404
,19100329
-,57912951
,17816143
Tabela 5. Korelacija starosti i faktora motivacije
Faktor 1
Faktor 2
Faktor 3
-,140
-,048
,183
Značajnost
,147
,617
,056
Veličina uzorka
109
109
109
Pirsonov koef. korelacije
Starost
Pošto su ispitanici bili relativno ujednačeni prema funkciji koju obavljaju u kompaniji, sprovedena je analiza razlika po
faktorima motivisanosti u zavisnosti od funkcije ispitanika. Utvrđene su razlike s obzirom na Faktor 1.
Tabela 6. Analiza varijanse za faktore motivisanosti prema funkciji koju ispitanici ispunjuju u kompaniji
ANOVA
Sum of
Squares
Faktor 1
Faktor 3
Mean Square
Between Groups
16,069
3
5,356
Within Groups
85,302
103
,828
101,371
106
Between Groups
1,127
3
,376
Within Groups
97,803
103
,950
Total
98,930
106
Between Groups
2,620
3
,873
Within Groups
92,802
103
,901
Total
95,422
106
Total
Faktor 2
df
F
Sig.
6,468
,000
,396
,756
,969
,410
205
SITCON 2015 - RESURSI KAO FAKTOR KONKURENTNOSTI TURISTIČKE DESTINACIJE
Tabela 7. Post-hok analiza razlika (LSD) među pojedinačnim kategorijama funkcije u kompaniji (1 – top menadžment, 2 – srednji
menadžment, 3 – operativni menadžment, 4 – neposredni izvršioc)
Dependent Variable 7
(I)
1
2
Faktor 1
3
4
1
2
Faktor 2
3
4
1
2
Faktor 3
3
4
(J)
2
3
4
1
3
4
1
2
4
1
2
3
2
3
4
1
3
4
1
2
4
1
2
3
2
3
4
1
3
4
1
2
4
1
2
3
Mean Difference (I-J)
Std. Error
,11153556
,35783751
,95804875*
-,11153556
,24630195
,84651319*
-,35783751
-,24630195
,60021124*
-,95804875*
-,84651319*
-,60021124*
-,18928563
,10272803
-,00868496
,18928563
,29201366
,18060067
-,10272803
-,29201366
-,11141300
,00868496
-,18060067
,11141300
-,07978457
-,14692904
,25420718
,07978457
-,06714446
,33399176
,14692904
,06714446
,40113622
-,25420718
-,33399176
-,40113622
Sig.
,25005181
,26050021
,24200845
,25005181
,25822592
,23955867
,26050021
,25822592
,25044522
,24200845
,23955867
,25044522
,26774821
,27893605
,25913561
,26774821
,27650080
,25651246
,27893605
,27650080
,26816945
,25913561
,25651246
,26816945
,26081348
,27171156
,25242396
,26081348
,26933938
,24986874
,27171156
,26933938
,26122382
,25242396
,24986874
,26122382
,656
,173
,000
,656
,342
,001
,173
,342
,018
,000
,001
,018
,481
,713
,973
,481
,293
,483
,713
,293
,679
,973
,483
,679
,760
,590
,316
,760
,804
,184
,590
,804
,128
,316
,184
,128
95% Confidence Interval/
Lower Bound
Upper Bound
-,3843832
,6074544
-,1588032
,8744782
,4780821
1,4380154
-,6074544
,3843832
-,2658283
,7584322
,3714051
1,3216213
-,8744782
,1588032
-,7584322
,2658283
,1035122
1,0969103
-1,4380154
-,4780821
-1,3216213
-,3714051
-1,0969103
-,1035122
-,7203010
,3417298
-,4504758
,6559319
-,5226193
,5052494
-,3417298
,7203010
-,2563605
,8403878
-,3281313
,6893326
-,6559319
,4504758
-,8403878
,2563605
-,6432639
,4204379
-,5052494
,5226193
-,6893326
,3281313
-,4204379
,6432639
-,5970466
,4374775
-,6858048
,3919467
-,2464162
,7548306
-,4374775
,5970466
-,6013156
,4670267
-,1615640
,8295475
-,3919467
,6858048
-,4670267
,6013156
-,1169396
,9192121
-,7548306
,2464162
-,8295475
,1615640
-,9192121
,1169396
Ispitanici su se izjasnili ravnomerno po svim kategorijama što se tiče učestalosti putovanja. To je omogućilo da se testiraju
razlike u faktorima motivisanosti, te je s provedena je analiza varijanse.
Tabela 8. Analiza varijanse faktora motivisanosti s obzirom na učestalost podsticajnih putovanja
ANOVA
Sum of Squares
Faktor 1
10,545
2
5,273
Within Groups
95,757
102
,939
106,302
104
Between Groups
8,932
2
4,466
Within Groups
97,326
102
,954
106,258
104
,673
2
,337
Within Groups
96,254
102
,944
Total
96,927
104
Total
Faktor 3
206
Mean Square
Between Groups
Tota
Faktor 2
df
Between Groups
F
Sig.
5,616
,005
4,680
,011
,357
,701
SITCON 2015 - RESOURCES AS A FACTOR OF TOURISM DESTINATION COMPETITIVENESS
Tabela 9. Post-hok analiza razlika (LSD) među pojedinačnim kategorijama učestalosti putovanja (1 – jednom u nekoliko godina,
2 – jednom godišnje, 3 – više puta godišnje)
Dependent Variable
(I)
1
Faktor 1
2
3
1
Faktor 2
2
3
1
Faktor 3
2
3
(J)
Mean Difference
(I-J)
2
Std. Error
Sig.
-,53077649*
,22539007
3
-,79638152
1
*
95% Confidence Interval
Lower Bound
Upper Bound
,020
-,9778366
-,0837164
,24442096
,002
-1,2811893
-,3115737
,53077649
,22539007
,020
,0837164
,9778366
3
-,26560502
,23161503
,254
-,7250123
,1938023
1
,79638152*
,24442096
,002
,3115737
1,2811893
2
,26560502
,23161503
,254
-,1938023
,7250123
2
-,00954565
,22722921
,967
-,4602537
,4411624
3
-,65089456*
,24641539
,010
-1,1396583
-,1621308
1
,00954565
,22722921
,967
-,4411624
,4602537
3
-,64134891
,23350497
,007
-1,1045049
-,1781929
1
*
,65089456
,24641539
,010
,1621308
1,1396583
2
,64134891*
,23350497
,007
,1781929
1,1045049
2
-,10866191
,22597387
,632
-,5568800
,3395562
3
-,20660916
,24505405
,401
-,6926727
,2794544
1
,10866191
,22597387
,632
-,3395562
,5568800
3
-,09794725
,23221495
,674
-,5585445
,3626500
1
,20660916
,24505405
,401
-,2794544
,6926727
2
,09794725
,23221495
,674
-,3626500
,5585445
*
*
DISKUSIJA
Hedonističko-socijalni motiv je povezan i sa motivom za
kulturnim uzdizanjem i edukacijom i sa motivom sigurnosti. To bi značilo da ispitanici žele da se istovremeno opuste
i kulturno uzdignu ali im je važna i sigurnost. Međutim,
interesantno je da motiv sigurnosti i motiv za kulturnim
uzdizanjem nemaju dovoljno visoku (statistički značajnu)
pozitivnu korelaciju. Ovo bi se verovatno promenilo sa većim uzorkom.
Utvrđeno je da postoje statistički značajne međupolne
razlike u zasićenjima na faktoru 2 tj. motivu za kulturnim
uzdizanjem i edukacijom. Ženskim ispitanicima je važnije
da upoznaju nove kulture, da uče nešto novo na putovanju.
Nakon testiranja povezanosti starosti i faktora motivacije, utvrđeno je da postoji marginalno značajna pozitivna
korelacija između faktora 3 i starosti ispitanika. S obzirom
da je uzorak relativno mali, pretpostavlja se da bi sa većim
uzorkom značajnost ove korelacije porasla. Ovaj rezultat
ukazuje na to da što su stariji ispitanici, to im je važniji motiv sigurnosti.
Daljnj, rezultati jasno ukazuju da što je niža funkcija u
kompaniji to je manje važan he