Posted on 15 August 2015.
Rajasthan is a main tourism State in the nation. It’s glorious legacy, bright living customs, traditions, wonderful heritage, mesmerizing natural beauty,vibrant folk, energetic people and delicious cuisines are exceptional attractions for both, domestic and foreign tourists.
The substantial and indescribable tourism products of the State offer enormous potential for development of the tourism industry. Improvement of tourism assets and expanding both, domestic and international tourists’ arrivals is a high need for the State especially for the important regions like Hadauti and Shekhawati. Lack of educational programs, awareness, promotion are few reasons that the regions are not able to attract the tourists towards them. In fact the tourists who are visiting Jaipur, Udaipur, Jodhpur, Pushkar etc. tourist places of Rajasthan are even not aware about the hidden treasures of Hadauti and Shekhawati regions. Moreover it the regions are facing the problems related with falling prices of agricultural, economical instability, poor infrastructure, lack of resources, unemployment, lack of entrepreneurship etc. In these situations it becomes more important to focus on the resource in which the regions are rich and distinct from other regions of the State. There is no doubt into the potential of tourism at Hadauti and Shekhawati regions. Tourism knowledge of these regions if provided in a learning methodology and strategically planned way these regions will make a benchmark on the State tourism. From Hedonistic tourism to spiritual every experience tourists can get at Hadoti as well as at Shekhawati region. Therefore, there is a requirement for developing Education Tourism at both the regions. It is the high time to change the present patterns of learning of tourism. The present paper is an attempt to stress upon the education tourism adoption as a growth strategy for the sustainable development of tourism in both the regions. The paper also highlights the hindrances and requirements for creating education tourism as an exclusive part of learning.
Educational Tourism: Strategy for Sustainable Tourism Development with reference of Hadauti and Shekhawati Regions of Rajasthan ,India (699.7 KiB, 1,761 hits)
Posted in Economics, Information Technology, Knowledge Management, Volume V, Issue no. 4
Posted on 15 February 2014.
This paper aims to discuss interesting experiential strategies of a specific European beer brand (Bergenbier) that maintained the balance between traditional and experiential marketing.
My hypothesis is that the relationship between both types of marketing should be analysed from two angles: either commercials no longer focus on product features, but rather on events; or the experiential market is very well mirrored in ads. Additionally, this paper points out the levels of brand development that succeeded in engaging consumers so much that they found a new way to spend more time together, thus building a community. The aim is to make a comparative analysis between traditional marketing promoted by 50 TV campaigns (broadcast between 2004 and 2012) and experiential marketing events during the same interval. Basically, this paper seeks to analyze the relationship between traditional and experiential marketing, relying on the examples provided by Bergenbier campaigns, and to improve experiential strategic modules (according to Bernd Schmitt, shortened to SEM) by explaining their cultural dimension.
Strategies of Drinking Beer from Traditional to Experiential Marketing - Bergenbier Case Study (323.3 KiB, 1,939 hits)
Posted in Economics, Volume IV, Issue no. 1
Posted on 15 December 2012.
The purpose of this paper is to illustrate the performance management that government decision-making bodies involve in organizing tourism in Australia. The proposed quantitative indicators evaluate the managerial performance in running this system: macroeconomic indicators of domestic and international tourist flows and their impact on the Australian economy.
The conclusion is that the national tourism development strategy adopted in Australia, through its objectives and identified strategic options, offers the potential to enhance the competitiveness of the tourism industry. The interim results of its implementation demonstrate its effectiveness: in Australia, tourism has become the real driver of socioeconomic progress, thus a model of performance management in running a potentially valuable tourist destinations.
The Tourism Market of Australia – A Model of Managerial Performance in Running an Exotic Tourist Destination (1.1 MiB, 1,411 hits)
Posted in Economics, Knowledge Management, Volume II, Issue no. 6
Posted on 15 October 2012.
This paper presents synthetically the organisation of tourism activities in Australia, harmoniously integrated within the functional unit of the economy, as well as the relations between the components of this system, so that they function as real motors of accomplishing the national strategy of tourism development. This paper also deals with sustainable tourism and tourism ecolabelling programs in Australia.
The opinions expressed are based on the research of the cited bibliographic sources and the interpretation of current information, taken from the websites of some reliable organizations (Tourism Australia, Australian Bureau of Statistics). Primary statistics were taken from Tourism Research Australia (TRA), Australian Bureau of Statistics (ABS), United Nations World Tourism Organization (UNWTO) and Tourism Satellite Account.
This study may be extended through a similar approach of tourism industry’ organization and tourism development strategy in other regions with great tourism potential, using relevant comparative analyses thereafter.
Tourism Organization and Coordination in Australia and the Managerial Strategy for Tourism Development (285.9 KiB, 3,267 hits)
Posted in Knowledge Management, Volume II, Issue no. 5
Posted on 15 December 2011.
The changes from the present times influence more and more in general the national economies and in particular the companies thought the impact on their business environment. We can see how the events from one county have sometimes a global impact and other times have an impact on specific national economies or companies from a specific country. In this way the business environment it is in a continuous change that influences the company’s activities. If with decades behind, the organization of the company could remain unchanged for a long period of time, even in conditions of economic crisis or economic growth, in present the situation is totally different because of the dynamic rhythm of economic and social life. In order to face and to adapt to all these changes, the companies have to modify their management and organizational structures. The ease with which firms adapt to environmental changes depends on their organizational structures and flexibility.
But why some organizations yield more profit than other ones? Why some companies “survive” to competition and others “die” after a short period of success? These are standard questions of researches on business management. The answer to these questions is their capacity to adapt to changes and to choose the best alternative based on a proper match to the firm’s economic environment.
The Organizations and the Challenges of the New Century (669.4 KiB, 1,916 hits)
Posted in Issue no. 7, Knowledge Management