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dc.contributor.author
Papadopoulou, Sotiria
en
dc.date.accessioned
2016-05-05T14:01:40Z
dc.date.available
2016-05-06T00:00:22Z
dc.date.issued
2016-05-05
dc.identifier.uri
https://repository.ihu.edu.gr//xmlui/handle/11544/14476
dc.rights
Default License
dc.subject
Destination Management Organization
en
dc.subject
Destination
en
dc.subject
Management
en
dc.title
Destination Management and the establishment of Destination Management Organization: Case Study of Thessaloniki, Greece
en
heal.type
masterThesis
el
heal.creatorID.email
s.papadopoulou2@ihu.edu.gr
heal.keywordURI.LCSH
Tourism marketing
heal.keywordURI.LCSH
Destination management
heal.keywordURI.LCSH
Tourism--Management.
heal.language
en
el
heal.access
free
el
heal.license
http://creativecommons.org/licenses/by-nc/4.0
el
heal.references
Angella F., Carlo M., Sainaghi R., (2010) ‘Archetypes of destination governance: a comparison of international destinations’. Tourism review DOI: 10.1108/16605371011093872 . Universita IULM, Milan, Italy Arts & Culture . (n.d.). Thessaloniki.travel. Retrieved 14 Dec. 2015 , from : http://www.thessaloniki.travel/index.php/en/attractions/arts - culture Ashworth G. and Page S. J., (2011). ‘Urban tourism research: Recent progress and current paradoxes’. Tourism Management , 32 (1), pp. 1 - 15. DOI:10.1016/j.tourman.2010.02.002 Attractions - İzmir . (n.d.) Retrieved 12 Jan. 2016, from: https://goturkey.com/en/pages/content/1480 Australian Regional Tourism Network, (n.d.). T he guide to best practice Destination Management . Tourism 2020. Prepared by Knowledge Transfer Services Pty Ltd Boes K., Buhalis D., Inversini A., (2015) . Conceptualising Smart Tourism Destination Dimensions. Information and Communication Technologies in Tou rism . DOI 10.1007/978 - 3 - 319 - 14343 - 9_29 Bologna Welcome . (n.d.) Retrieved 10 Feb . 2016, from: http://www.bolognawelcome.com/en/about - us/bologna - welcome/#sthash.JQx6XjHU.dpuf Bonham C. and Mak J., (2014) . The growing importance of tourism in the global economy and international affairs . Retrieved 25 Jan . 2016, from : http://journal.georgetown.edu/the - growing - importance - of - tourism - in - the - global - economy - and - international - affairs/ Butler R.W. , (2011). Tourism Area Life Cycle . Oxford, Goodfellow Publishers Limited. Retrieved from: http://www.goodfellowpublishers.com/free_f iles/fileTALC.pdf Complete directory - Bologna Welcome . (n.d.). Retrieved 10 Jan . 2016, from http://www.bolognawelcome.com/en/tourist - guide/complete - directory/params/Ambiente_1/Famiglia_1.01/ref/Getting%20here Cost of Living Index - Expatistan . (2016). Expatistan, Retrieved 4 Feb . 2016, from : https://www.expa tistan.com/cost - of - living/index Cost of Living Index 2016 - Numbeo . (2016). Numbeo.com. Retrieved 4 Feb . 2016, from : http://www.numbeo.com/cost - of - living/rankings.jsp Dickman, S. (1997) . Tourism: An Introductory Text . Holder Education, Rydalmere, New South Wales. [ 50 ] Dimitriadou A. and Kosma O., (2015) Global economic and market outlook . Eurobank Dunne G., Flanagan S., Buckley J., (2010) Towards an Understanding of International City Break Travel Easy access . (n.d.). Thessaloniki Convention Bureau – TCB . Retrieved 10 Jan . 2016, from : http://www.thessalonikiconventionbureau.gr/content/easy - access Epp A., (2013) Assessing the impact of stakeholder engagement on perceptions of DMO performance . Occasional paper n.28, International Center for Responsible Tourism. Retrieved from : http://www.icrtourism.org/wp - content/uploads/2012/03/OP28 - paper.pdf Facts about Thessaloniki . (n.d .). Thessaloniki Convention Bureau – TCB. Retrieved 20 Jan. 2016, from: www.thessalonikiconventionbureau.gr/content/city - facts - figures Fontaine C., Haarman A., Schmid S. (2006) The Stakeholder Theory . Gârbea R. V., ( 2013) Urban tourism between content and aspiration for urban development . PhD. Thesis. Alexandru Ioan Cuza University, Romania. GBR , (2015 ) Tourist Satisfaction Survey 2014 . GNTO , (2010) Στρατηγική Προώθησης και Προβολής του Ελληνικού Οργανισμού Τουρισμού για την τριετία 2014 - 2015 - 2016 . Retrieved from : http://www.gnto.gov.gr/sites/default/files/files_basic_pages/stratigiki_eot_proothisis_e llinikou_tourismo u_2014 - 2016.pdf Hellenic Statistical Authority, 2011 - Population - Housing Census . Retrieved from: http://www.statistics.gr/el/interactive - map Interesting Districts . (n.d.). Retrieved 12 Jan. 2016, from: http://www.thessaloniki.travel/index.php/en/attractions/interesting - districts Izmir . (n.d.) . Retrieved 22 Jan. 2016 from : https://www.lonelyplanet.com/turkey/aegean - coast/izmir Izmir . (n.d.). Tu rkish Culture & Tourism Office. Retrieved 15 Jan. 2016, from: http://www.tourismturkey.org/destination/izmir Law C. M., (2002). Urban Tourism: The Visitor Economy and the Growth of Large Cities . Lazzeretti L ., Petrillo C. S ., (2011). Tourism Local Systems and Networking . Oxon, Routledge . Marketing Greece Organization, (n.d.). Retrieved 20 Jan. 2016, from: http://www.marketinggreece.com/el - GR/organization [ 51 ] Members: Bologna Welcome. (n.d.). Retrieved 25 Jan. 2016, from: http://www.conventionbureauitalia.com/bologna - welcome - cb.asp Morriso n A. M., (2 013) . Marketing and Managing Tourism Destinations . Oxon, Routledge. Nightlife Cities. (n.d.). Retrieved 10 Dec. 2015, from: http:// travel.nationalgeographic.com/travel/top - 10/nightlife - cities/ Papadimitriou P. and Verykios P., (2014) In focus: Thessaloniki, Greece. HVS. Retrieved from : http://www.hvs.com/article/7136/in - focus - thessaloniki - greece/ Pearce D. G., (2015) . ‘Destination management in New Zealand: Struc tures and functions’. Journal of Destination Marketing and Management 4(1) pp.1 - 12 DOI:10.1016/j.jdmm.2014.12.001 Presenza A., Sheehan L., Ritchie B. J.R., (2005). Towards a model of the roles and activities of destination management organization. Journal of Hospitality, Tourism and Leisure Science, 3 pp. 1 – 16 Profile (n.d.). THA. Retrieved 20 Jan . 2016, from : http://www.tha.gr/default.aspx?lang=en - GB&page=21 SETE, (2015 ). Statistical Bulletin No. 1 2 . Retrieved 10 Jan. 2016, from: http://new.insete.gr/Portals/_default/Skins/Insete/statistics/statistiko_deltio_12_2015_ EN.pdf Strategic Plan. (n.d.). Retrieved 10 Jan. 2016, from: http://www.izmir.bel.tr/2015 - 2019StrategicPlanAndVideo/325/756/en The New York Times, (2016). 52 Places to Go in 2016 . Retrieved 20 Jan. 2016, from: http://www.nytimes.com/interactive/2016/01/07/travel/places - to - visit.html?_r=0 Thessaloniki: Brief history. (n.d.). Retrieved 10 Jan. 2016, from: http://www.inthess aloniki.com/en/thessaloniki - brief - history#ixzz3rwB2adqK Towards sustainable tourism . (n.d.) Retrieved 18 Dec. 2015, from : http://www.bbc.co.uk/schools/gcsebitesize/geography/tourism/tourism_uk_rev5.shtml UNWTO, (2002). Think Tank . Retrieved 20 Dec. 2015, from: http://destination.unwto.org/content/conceptual - framework - 0 UNWTO, (2004) . World Tourism Organization Survey of Destination Management Organisations Report UNWTO, (2007) . A Practical Guide to Tourism Destination Management, World Tourism Organization [ 52 ] UNWTO, (2008) . Understanding tourism basic glossary . Retrieved 10 Jan. 2016, from: http://statistics.unwto.org/sites/all/files/docpdf/glossaryen.pdf UNWTO, (2012). Global Report on City Tourism - Cities 2012 Project . Madrid UNWT O, (2015) . Tourism Highlights 2015 Edition . Available at: http://www.e - unwto.org/d oi/book/10.18111/9789284416899 WTTC, (2015). Travel & Tourism Economic Impact 2015 Greece . Retrieved from : https://www.wttc.org/ - /media/files/reports/economic%20impact%20research/countries%202015/greece201 5.pdf
el
heal.recordProvider
School of Economics, Business Administration and Legal Studies, MSc in Environmental Management and Sustainability
el
heal.publicationDate
2016-04-13
heal.abstract
Tourism is one of the largest industries globally with continuous growth. While more and more destinations emerge, the need for organized management approach and the establishment of strong collaborations amongst destination’s stakeholders becomes significant. Since the nature of a destination is characterized by complexity, the management of a destination is an equally complex process. Destination Management Organizations have the leading role of coordinating the various stakeholders under a coherent strategy; to do so, they need to identify each stakeholder’s type and address them accordingly. Moreover urban, and especially city break tourism gains popularity over time. However, the management of urban tourism destinations is a diverse topic and very challenging in terms of making consistent tourism planning. The present dissertation attempts to investigate the destination management for the case of Thessaloniki, Greece. As the second largest city in the country, Thessaloniki has developed its tourism activities over the years, being promoted as a city break destination. Although there is, a wide variety of stakeholders involved in the city’s tourism, there is no clear image regarding the management. The stakeholders don’t seem to have any major differences considering their perception of the city’s image. However there is an evident lack of cooperation amongst them. Consequently, there are many individual efforts for the city, but they are not made under a consistent strategy. Thessaloniki’s Tourism Organization, which is responsible for the coordination of stakeholders’ and the marketing strategy of the city, re-operates after some years of inactivity; although it hasn’t fully undertaken all of its responsibilities, yet. Due to TTO’s inactivity other organizations, such as Municipality of Thessaloniki and Thessaloniki’s Hotel Association, seem to undertake the DMO’s role the last years. The majority of interviewees would be positive to participate and support the establishment of a DMO in the city, if it was a private-public structured Organization. Also, they pointed out some potential barriers mostly referring to the public side of the DMO. Concluding, even though there is no consistent strategy for the city to be followed by any tourism related stakeholder, TTO has to widen its responsibilities and take over the coordinating role, in order to cover destination’s lacks, ensure a more consistent image of the city and make it a competitive tourism product.
en
heal.tableOfContents
[ IV ] TABLE OF CONTENTS ABSTRACT ................................ ................................ ................................ ........................ III ABBREVIATIONS ................................ ................................ ................................ .............. VI INTRODUCTION ................................ ................................ ................................ ................ 1 1. Tourism: Definitions, Background and Rationale ................................ .................... 3 1.1 Tourism Destination ................................ ................................ ................................ . 4 1.1.1 The Basic Elements of a Destination ................................ ............................... 4 1.1.2 Destination Life Cycle ................................ ................................ ....................... 5 1.2 Managing a destination ................................ ................................ ............................ 6 1.2.1 DMO versus DMO ................................ ................................ ............................. 8 1.2.2 Stakeholders’ management ................................ ................................ .............. 9 1.3 Urban tourism ................................ ................................ ................................ ......... 10 1.3.1 City bre ak tourism ................................ ................................ ........................... 12 1.3.2 Elements of city break trips ................................ ................................ ............ 13 1.4 Tourism in Greece ................................ ................................ ................................ .. 14 1.5 The case of Thessaloniki ................................ ................................ ....................... 17 1.5. 1 Destination Thessaloniki ................................ ................................ ................. 17 1.5.1.1 Hotel Sector in Thessaloniki ................................ ................................ ........ 20 1.5.2 A reality check in the management of Thessaloniki ................................ ..... 25 1.5.3 Competition in Europe: Other major destinations ................................ ......... 27 1.6 Literature Review Summary ................................ ................................ .................. 28 1.7 Research questions ................................ ................................ ............................... 29 2. Research Methodology ................................ ................................ ............................ 30 2.1 Research Limitations and Delimitations ................................ ............................... 31 3. Findings – Data Analysis ................................ ................................ ......................... 32 4. Interpretation of Results – Discussion ................................ ................................ .... 43 CONCLUSIONS ................................ ................................ ................................ ........... 47 REFERENCES ................................ ................................ ................................ ............. 49 APPENDIX ................................ ................................ ................................ .................... 53
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heal.advisorName
Sartzetakis, Eftyxios
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heal.committeeMemberName
Karatzoglou, Veniamin
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heal.committeeMemberName
Schmude, Jurgen
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heal.academicPublisher
IHU
en
heal.academicPublisherID
ihu
el
heal.numberOfPages
77
el
heal.spatialCoverage
Thessaloniki
en


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