2011. szeptember 17., szombat
2011. szeptember 16., péntek
2011. szeptember 13., kedd
Radfahrer lieben die Krater-Route durchs Nördlinger Ries - Archív
Das Ferienland Donau-Ries hat sich in diesem Jahr bereits bei zwei Messen präsentiert. Die Verantwortlichen vermelden gute Erfolge vor allem in den Bereichen Wandern und Radfahren.
Bei der CMT in Stuttgart war das Ferienland Donau-Ries in zwei Hallen vertreten. Neben dem normalen Messestand, an dem sich zudem das Jugend- und Familiengästehaus in Nördlingen beteiligte, gab es auf dem „Sonderevent Fahrraderlebnisreisen mit Wandern“ einen zusätzlichen Stand. Dort waren die Donau-Rieser Angebote beim Radeln und Wandern gefragt.
Sehr beliebt sei vor allem die neue Geopark-Rad-Karte „Von Krater zu Krater“ gewesen. Der Radweg verbindet auf 185 Kilometern das Nördlinger Ries mit dem ebenfalls durch einen Meteoriteneinschlag entstandenen Steinheimer Becken auf der Schwäbischen Alb. „Die Karte war so gut gefragt, dass bereits in Stuttgart die erstgedruckte Auflage von 7000 Stück vergriffen war“, berichten die Verantwortlichen des Ferienlands Donau-Ries um Geschäftsführer Günther Zwerger.
Ebenfalls beliebt seien die klassischen Produkte des Ferienlandes gewesen: Historische Städte, Schlösser und Museen, Camping & Wohnmobilstellplätze und der im vergangenen Jahr erschienene Prospekt Kirchen und Klöster.
Auf der „f.re.e München“ gab es ebenfalls zwei Messestände des Ferienlandes Donau-Ries, in der Touristikhalle (A5) sowie in der Fahrradhalle (A6). Auch dort wurden gezielt Freizeitsportler angesprochen, die auf die Themen Wandern und Radeln fokussiert sind. Dies habe auch hervorragend funktioniert, wird berichtet.
Am ersten Tag in München stand zudem hoher Besuch an. Der in Rain geborene Referent für Arbeit und Wirtschaft der Stadt München, Dieter Reiter, kam zum Messestand in der Fahrradhalle.
Ihn begleiteten aus dem f.re.e-Partnerland Ungarn Gergely Horvath, Generaldirektor Tourismusamt Budapest, und Dr. Endre Horvath vom Deputy State Secretary Ungarn, sowie der Geschäftsführer der Messe München, Dr. Reinhard Pfeiffer. pm
Bei der CMT in Stuttgart war das Ferienland Donau-Ries in zwei Hallen vertreten. Neben dem normalen Messestand, an dem sich zudem das Jugend- und Familiengästehaus in Nördlingen beteiligte, gab es auf dem „Sonderevent Fahrraderlebnisreisen mit Wandern“ einen zusätzlichen Stand. Dort waren die Donau-Rieser Angebote beim Radeln und Wandern gefragt.
Sehr beliebt sei vor allem die neue Geopark-Rad-Karte „Von Krater zu Krater“ gewesen. Der Radweg verbindet auf 185 Kilometern das Nördlinger Ries mit dem ebenfalls durch einen Meteoriteneinschlag entstandenen Steinheimer Becken auf der Schwäbischen Alb. „Die Karte war so gut gefragt, dass bereits in Stuttgart die erstgedruckte Auflage von 7000 Stück vergriffen war“, berichten die Verantwortlichen des Ferienlands Donau-Ries um Geschäftsführer Günther Zwerger.
Ebenfalls beliebt seien die klassischen Produkte des Ferienlandes gewesen: Historische Städte, Schlösser und Museen, Camping & Wohnmobilstellplätze und der im vergangenen Jahr erschienene Prospekt Kirchen und Klöster.
Auf der „f.re.e München“ gab es ebenfalls zwei Messestände des Ferienlandes Donau-Ries, in der Touristikhalle (A5) sowie in der Fahrradhalle (A6). Auch dort wurden gezielt Freizeitsportler angesprochen, die auf die Themen Wandern und Radeln fokussiert sind. Dies habe auch hervorragend funktioniert, wird berichtet.
Am ersten Tag in München stand zudem hoher Besuch an. Der in Rain geborene Referent für Arbeit und Wirtschaft der Stadt München, Dieter Reiter, kam zum Messestand in der Fahrradhalle.
Ihn begleiteten aus dem f.re.e-Partnerland Ungarn Gergely Horvath, Generaldirektor Tourismusamt Budapest, und Dr. Endre Horvath vom Deputy State Secretary Ungarn, sowie der Geschäftsführer der Messe München, Dr. Reinhard Pfeiffer. pm
Forum Danube in Dialogue - Archív
U sklopu bruxelleskoga turističkoga sajma (Salon de vacances), 03. veljače 2011. na Heyselu je održan forum pod nazivom Danube in Dialogue u organizaciji Dunavskoga centra za konkurentnost (Danube Competence Center, DCC).
Uvodnu riječ je dao zastupnik u Europskome parlamentu, Hannes Swoboda koji je istaknuo kako je Podunavlje gospodarski isto toliko važno područje za Europu kao i Porajnje. Dunav je najvažnija europska rijeka te bi posredstvom Dunavske strategije (Danube Strategy, DS) Podunavlje moglo postati primjerom načina razvoja europske industrije i svjetski uzor, te dati veliki doprinos europskome gospodarstvu. Osim od gospodarskoga, ovo područje je i od izuzetnog turističkog značaja, i prema riječima H. Swobode u njemu bi trebalo razvijati tzv. meki turizam (Soft Tourism), turizam koji će se temeljiti na održivosti i zaštiti okoliša.
Johann Sollgruber je, ispred Opće uprave za regionalnu politiku Europske komisije (DG REGIO), naveo glavne izazove koji stoje pred implementacijom DS, a to su makro-regionalni pristup, gospodarski razvoj, izgradnja/poboljšanje transportnih koridora, razvoj turizma, zaštita okoliša. itd. Makro-regija ima brojne potencijale poput kulturne baštine, atraktivnosti i velikog broja mladih, te je potrebno angažman kako bi ona ljudima postala privlačno područje za život. J. Sollgruber smatra da su u provedbi DS izuzetno važni mali projekti i da bi se na njima DS trebala temeljiti. Uskoro započinje implementacijska faza. Vezano uz turizam, J. Sollgruber je čestitao Rumunjskoj i Bugarskoj koje će zajedno koordinirati prioritetno područje DS - Turizam.
Dr. Endre Horváth, zamjenik državnoga tajnika u Ministarstvu nacionalnog gospodarstva Republike Mađarske istaknuo je zajednički prioritet Mađarske, Rumunjske i Slovačke kada je riječ o DS, a to je podizanje kvalitete vode i obrana od poplava. Dunav treba postati zeleni koridor, a ne predstavljati isključivo tranzitnu rutu.
Državni tajnik Republike Srbije u Ministarstvu gospodarstva i regionalnog razvoja, dr. Goran Petković, je naglasio interes Srbije, ali i svih ostalih podunavskih zemalja, u uspješnoj implementaciji DS. DS jest institucionalni pokretač kako za zemlje članice, tako i za nečlanice. Podunavske zemlje moraju razviti jedinstveni turistički brand koji će biti prepoznatljiv. U privlačenju turista, svoju će ulogu odigrati vinske rute, tvrđave na Dunavu, glavni gradovi na Dunavu, proizvodi iz Podunavlja, itd.
Dr. Meglena Plugtschieva je obavijestila nazočne da je upravo Rumunjskoj i Bugarskoj povjereno prioritetno područje – turizam, za koordinaciju. Ona smatra da Podunavlje obiluje turističkim vrijednostima, te da bi praktičan rad trebao pokrenuti taj potencijal. Od Dunava bi uz pomoć održivog razvoja turizma trebalo stvoriti europski brand.
Victoria Popescu, iz Stalne misije Rumunjske pri EU, istaknula je da je suradnja Rumunjske s bugarskim partnerima na području koordiniranja prioritetnog područja turizma već započela te da je po tome pitanju već održan jedan sastanka a u pripremi je i drugi. Rumunjska je mišljenja da se u DS posebna pozornost treba pokloniti lukama koje su prirodan pristup turističkoj infrastrukturi u Podunavlju. Prema mišljenju Rumunjske, treba raditi na razvoju seoskoga, zdravstvenoga i ekološkog turizma,a u primjenu DS uključiti i institucije civilnoga društva.
Prema riječima člana Europskoga parlamenta, Michaela Cramera, vrlo će biti teško povezati Dunav kao plovno-transportni put i ekološki turizam. S time u vezi, potrebno je raditi na razvoju modernih brodova koji ne zagađuju rijeku. U svijetu se trenutno godišnje događa porast ekološkog turizma od 20 do 25 %. Turisti na biciklima dnevno troše više nego bilo koja druga vrsta turista. Stoga bi bilo dobro razviti tzv. transdunavski projekt simultane uporabe brodova i bicikala. Također, projekt koji bi doprinio razvoju turizma u Podunavlju jest izgradnja biciklističke staze od Barentsovog mora do Crnoga mora, linijom Željezne zavjese (oko 9000 km).
Silvia-Adriana Ţicău, članica Europskoga parlamenta, koja je unutar EP pokrenula Intergrupu za DS i organizira Dunavske forume, mišljenja je da je strategija živući dokument, podložan promjenama. U Podunavlju je potrebno razviti ekološki turizam, zaštititi prirodu i močvarna područja. Turističke usluge u regiji trebaju biti dostupne svima. Moramo biti kreativni te razviti nove alatke/instrumente za razvoj turizma koji nije skup. EP je uložio amandman na prijedlog proračuna EK te je kao rezultat 1.5 milijuna eura osigurano kako bi se stvorio model upravljanja za implementaciju DS. Najvažniji projekti u regiji se moraju moći implementirati i stoga će EP zatražiti od EK da se pomno prati implementacija ovih projekata.
U završnoj raspravi koju je moderirao dr. Christian Baumgartner, glavni tajnik nevladine organizacije Naturefriends International (NFI), Johann Sollgruber je obavijestio nazočne o skorašnjoj uspostavi i početku rada Interservisne skupine za DS unutar EK između razlićitih Općih uprava koja će služiti za rješavanje problema tzv. bottlenecks. Silvia-Adriana Ţicău je spomenula konvenciju o zaštiti Dunava (http://www.icpdr.org/icpdr-pages/drpc.htm ) te program NAIADES (http://www.naiades.info/ ) koji bi se trebao revidirati tijekom mađarskoga predsjedanja i namijenjen je moderniziranju riječne flote i luka. Goran Petković je istaknuo važnost monitoringa (nadgeladanja) te mjerenja pojedinačnih dijelova DS. Kada je riječ o primjeni, potrebno je mjeriti i nadgledati društvene i gospodarske učinke te učinke na okoliš kako bi se vidio i izmjerio napredak DS.
Uvodnu riječ je dao zastupnik u Europskome parlamentu, Hannes Swoboda koji je istaknuo kako je Podunavlje gospodarski isto toliko važno područje za Europu kao i Porajnje. Dunav je najvažnija europska rijeka te bi posredstvom Dunavske strategije (Danube Strategy, DS) Podunavlje moglo postati primjerom načina razvoja europske industrije i svjetski uzor, te dati veliki doprinos europskome gospodarstvu. Osim od gospodarskoga, ovo područje je i od izuzetnog turističkog značaja, i prema riječima H. Swobode u njemu bi trebalo razvijati tzv. meki turizam (Soft Tourism), turizam koji će se temeljiti na održivosti i zaštiti okoliša.
Johann Sollgruber je, ispred Opće uprave za regionalnu politiku Europske komisije (DG REGIO), naveo glavne izazove koji stoje pred implementacijom DS, a to su makro-regionalni pristup, gospodarski razvoj, izgradnja/poboljšanje transportnih koridora, razvoj turizma, zaštita okoliša. itd. Makro-regija ima brojne potencijale poput kulturne baštine, atraktivnosti i velikog broja mladih, te je potrebno angažman kako bi ona ljudima postala privlačno područje za život. J. Sollgruber smatra da su u provedbi DS izuzetno važni mali projekti i da bi se na njima DS trebala temeljiti. Uskoro započinje implementacijska faza. Vezano uz turizam, J. Sollgruber je čestitao Rumunjskoj i Bugarskoj koje će zajedno koordinirati prioritetno područje DS - Turizam.
Dr. Endre Horváth, zamjenik državnoga tajnika u Ministarstvu nacionalnog gospodarstva Republike Mađarske istaknuo je zajednički prioritet Mađarske, Rumunjske i Slovačke kada je riječ o DS, a to je podizanje kvalitete vode i obrana od poplava. Dunav treba postati zeleni koridor, a ne predstavljati isključivo tranzitnu rutu.
Državni tajnik Republike Srbije u Ministarstvu gospodarstva i regionalnog razvoja, dr. Goran Petković, je naglasio interes Srbije, ali i svih ostalih podunavskih zemalja, u uspješnoj implementaciji DS. DS jest institucionalni pokretač kako za zemlje članice, tako i za nečlanice. Podunavske zemlje moraju razviti jedinstveni turistički brand koji će biti prepoznatljiv. U privlačenju turista, svoju će ulogu odigrati vinske rute, tvrđave na Dunavu, glavni gradovi na Dunavu, proizvodi iz Podunavlja, itd.
Dr. Meglena Plugtschieva je obavijestila nazočne da je upravo Rumunjskoj i Bugarskoj povjereno prioritetno područje – turizam, za koordinaciju. Ona smatra da Podunavlje obiluje turističkim vrijednostima, te da bi praktičan rad trebao pokrenuti taj potencijal. Od Dunava bi uz pomoć održivog razvoja turizma trebalo stvoriti europski brand.
Victoria Popescu, iz Stalne misije Rumunjske pri EU, istaknula je da je suradnja Rumunjske s bugarskim partnerima na području koordiniranja prioritetnog područja turizma već započela te da je po tome pitanju već održan jedan sastanka a u pripremi je i drugi. Rumunjska je mišljenja da se u DS posebna pozornost treba pokloniti lukama koje su prirodan pristup turističkoj infrastrukturi u Podunavlju. Prema mišljenju Rumunjske, treba raditi na razvoju seoskoga, zdravstvenoga i ekološkog turizma,a u primjenu DS uključiti i institucije civilnoga društva.
Prema riječima člana Europskoga parlamenta, Michaela Cramera, vrlo će biti teško povezati Dunav kao plovno-transportni put i ekološki turizam. S time u vezi, potrebno je raditi na razvoju modernih brodova koji ne zagađuju rijeku. U svijetu se trenutno godišnje događa porast ekološkog turizma od 20 do 25 %. Turisti na biciklima dnevno troše više nego bilo koja druga vrsta turista. Stoga bi bilo dobro razviti tzv. transdunavski projekt simultane uporabe brodova i bicikala. Također, projekt koji bi doprinio razvoju turizma u Podunavlju jest izgradnja biciklističke staze od Barentsovog mora do Crnoga mora, linijom Željezne zavjese (oko 9000 km).
Silvia-Adriana Ţicău, članica Europskoga parlamenta, koja je unutar EP pokrenula Intergrupu za DS i organizira Dunavske forume, mišljenja je da je strategija živući dokument, podložan promjenama. U Podunavlju je potrebno razviti ekološki turizam, zaštititi prirodu i močvarna područja. Turističke usluge u regiji trebaju biti dostupne svima. Moramo biti kreativni te razviti nove alatke/instrumente za razvoj turizma koji nije skup. EP je uložio amandman na prijedlog proračuna EK te je kao rezultat 1.5 milijuna eura osigurano kako bi se stvorio model upravljanja za implementaciju DS. Najvažniji projekti u regiji se moraju moći implementirati i stoga će EP zatražiti od EK da se pomno prati implementacija ovih projekata.
U završnoj raspravi koju je moderirao dr. Christian Baumgartner, glavni tajnik nevladine organizacije Naturefriends International (NFI), Johann Sollgruber je obavijestio nazočne o skorašnjoj uspostavi i početku rada Interservisne skupine za DS unutar EK između razlićitih Općih uprava koja će služiti za rješavanje problema tzv. bottlenecks. Silvia-Adriana Ţicău je spomenula konvenciju o zaštiti Dunava (http://www.icpdr.org/icpdr-pages/drpc.htm ) te program NAIADES (http://www.naiades.info/ ) koji bi se trebao revidirati tijekom mađarskoga predsjedanja i namijenjen je moderniziranju riječne flote i luka. Goran Petković je istaknuo važnost monitoringa (nadgeladanja) te mjerenja pojedinačnih dijelova DS. Kada je riječ o primjeni, potrebno je mjeriti i nadgledati društvene i gospodarske učinke te učinke na okoliš kako bi se vidio i izmjerio napredak DS.
2011. augusztus 21., vasárnap
Quality as a Management Tool in the Hungarian Hospitality Industry
A Comparative Study of 20 Hotels in Budapest
December 1993-April 1994
The study diagnoses a segment of the Hungarian hospitality industry. The purpose of this diagnosis is to present the current position of quality management in the hospitality industry, and to show where immediate improvement is possible and necessary.
20 three-, four- and five-star hotels in the central districts of Budapest were examined from a quality management point of view. The investigation covered the fields of customer satisfaction, competition, public relations; services, choice of market position, leadership and communication; strategy, structure and cooperation. All these factors were analyzed concerning not only service, but also pre-service and extra service . Each hotel was examined in terms of quality equilibrium, the equilibrium between customer needs and the supplier's action to satisfy customer needs.
The presumption of the author was that most of the hotels would show excellent results. Since the hotel industry is confronted with constant changes and many employees are in daily contact with the customer, this expectation seemed justifiable. The findings of the study, however, show that very few hotels can maintain a quality equilibrium.
There were three major problems revealed at the hotels examined:
(1) Current pricing tactics are irreconcilable with the constraint to improve quality.
(2) Insufficient communication of new ideas impairs ability to change.
(3) Customers are not informed properly and many potential customers are not even reached.
These problems indicate that principles of quality management are not deeply rooted in the corporate culture of these hotels. Besides, the economic environment does not promote progress in that direction. One of the major drawbacks is the concentration of power at, or even above, the level of the top management of hotels.
The implication of the results is that steps taken on the path towards a quality equilibrium would enable the hospitality industry to more successfully fulfill a facilitating role in the Hungarian economy. One approach already present in Budapest is clear instructions and strict management. Another successful approach, however, might be empowerment, the delegation of power downwards.
1. We started with an overview of the tourism market and it was already obvious at that point that tourists should be encouraged to spend more in Hungary.
2. Contrasting this to the data obtained, it can be stated that the average duration of stay should be increased.
3. To increase the duration of stay, the current philosophy of selling rooms has to be transformed into selling packages of services.
4. Managers should realize that the cheapest way to access potential customers is looking for them in Budapest.
5. Packages have to include extras that meet customers needs. All the 20 managers had stories of extreme customer wishes. These stories should be analyzed to forecast potential needs.
6. Information from customers should not be allowed to get stuck in the organization. Vertical communication has to be more flexible to let employees initiate changes. Horizontal communication has to be enhanced through cross-training and workshops.
7. Front-office employees usually form a real team. They should be the model for building teams throughout the organization.
8. Decreasing demand might cause cash-flow problems. More cost effective methods, the principles of lean management have to be implemented.
9. Lowering prices can be an appropriate method but is has to be systematic. Yield management should be introduced instead of ad hoc bargaining.
10. To implement these steps, well-trained work force is indispensable. Hotels cannot employ college graduates for entry jobs because of the increasing cost of labor in Hungary. The solution can be on-the-job training in not only languages and professional skills but also quality management.
11. Last but not least, appropriate quality control systems are necessary. Quality requirements should not be kept unchanged. They should be aimed at a constant adjustment process so as to meet customer needs.
The above recommendations cannot be fulfilled without active coordination from the part of the Hungarian government, the National Tourist Board, and the Hungarian Hotel Association. Changes will probably start at the hotels already in foreign ownership. The ones still in state ownership should not wait for them to take the first step.
It was mentioned in the introduction that the tourism sector could contribute to the growth of the Hungarian economy. It means invisible exports and, through the multiplier effect, it can create more jobs for other industries too.
Tourism is an industry of peace, and so is the hotel industry. After the end of the war in Yugoslavia and the recession in Western Europe, there are vast opportunities. We must exploit this.
December 1993-April 1994
The study diagnoses a segment of the Hungarian hospitality industry. The purpose of this diagnosis is to present the current position of quality management in the hospitality industry, and to show where immediate improvement is possible and necessary.
20 three-, four- and five-star hotels in the central districts of Budapest were examined from a quality management point of view. The investigation covered the fields of customer satisfaction, competition, public relations; services, choice of market position, leadership and communication; strategy, structure and cooperation. All these factors were analyzed concerning not only service, but also pre-service and extra service . Each hotel was examined in terms of quality equilibrium, the equilibrium between customer needs and the supplier's action to satisfy customer needs.
The presumption of the author was that most of the hotels would show excellent results. Since the hotel industry is confronted with constant changes and many employees are in daily contact with the customer, this expectation seemed justifiable. The findings of the study, however, show that very few hotels can maintain a quality equilibrium.
There were three major problems revealed at the hotels examined:
(1) Current pricing tactics are irreconcilable with the constraint to improve quality.
(2) Insufficient communication of new ideas impairs ability to change.
(3) Customers are not informed properly and many potential customers are not even reached.
These problems indicate that principles of quality management are not deeply rooted in the corporate culture of these hotels. Besides, the economic environment does not promote progress in that direction. One of the major drawbacks is the concentration of power at, or even above, the level of the top management of hotels.
The implication of the results is that steps taken on the path towards a quality equilibrium would enable the hospitality industry to more successfully fulfill a facilitating role in the Hungarian economy. One approach already present in Budapest is clear instructions and strict management. Another successful approach, however, might be empowerment, the delegation of power downwards.
1. We started with an overview of the tourism market and it was already obvious at that point that tourists should be encouraged to spend more in Hungary.
2. Contrasting this to the data obtained, it can be stated that the average duration of stay should be increased.
3. To increase the duration of stay, the current philosophy of selling rooms has to be transformed into selling packages of services.
4. Managers should realize that the cheapest way to access potential customers is looking for them in Budapest.
5. Packages have to include extras that meet customers needs. All the 20 managers had stories of extreme customer wishes. These stories should be analyzed to forecast potential needs.
6. Information from customers should not be allowed to get stuck in the organization. Vertical communication has to be more flexible to let employees initiate changes. Horizontal communication has to be enhanced through cross-training and workshops.
7. Front-office employees usually form a real team. They should be the model for building teams throughout the organization.
8. Decreasing demand might cause cash-flow problems. More cost effective methods, the principles of lean management have to be implemented.
9. Lowering prices can be an appropriate method but is has to be systematic. Yield management should be introduced instead of ad hoc bargaining.
10. To implement these steps, well-trained work force is indispensable. Hotels cannot employ college graduates for entry jobs because of the increasing cost of labor in Hungary. The solution can be on-the-job training in not only languages and professional skills but also quality management.
11. Last but not least, appropriate quality control systems are necessary. Quality requirements should not be kept unchanged. They should be aimed at a constant adjustment process so as to meet customer needs.
The above recommendations cannot be fulfilled without active coordination from the part of the Hungarian government, the National Tourist Board, and the Hungarian Hotel Association. Changes will probably start at the hotels already in foreign ownership. The ones still in state ownership should not wait for them to take the first step.
It was mentioned in the introduction that the tourism sector could contribute to the growth of the Hungarian economy. It means invisible exports and, through the multiplier effect, it can create more jobs for other industries too.
Tourism is an industry of peace, and so is the hotel industry. After the end of the war in Yugoslavia and the recession in Western Europe, there are vast opportunities. We must exploit this.
2011. augusztus 15., hétfő
Nation Branding
The concept of measuring the global perception of a country in several spheres has been developed by Simon Anholt. A subsequent ranking of nations following his surveys was first released in 2005 known as the Anholt Nation Brands Index and was initially published four times a year.
Since 2008 research activities from GfK Roper Public Affairs & Media and Simon Anholt are joined and resulted in an expanded version of the index which is since then known as the Anholt-GfK Roper Nation Brands Index (NBI).
Published on an annual basis, 20,157 interviews have been conducted with approximately 1,000 interviews per country for the 2008 Index to determine how countries are perceived by others. People over the age of seventeen have been interviewed in twenty core countries such as the United States, Canada, the United Kingdom, Germany, France, Italy, Sweden, Russia, Poland, Turkey, Japan, China, India, South Korea, Australia, Argentina, Brazil, Mexico, Egypt, South Africa.
The criteria underlying the NBI ranking are:
People: Measures the population's reputation for competence, education, openness and friendliness and other qualities, as well as perceived levels of potential hostility and discrimination.
Governance: Measures public opinion regarding the level of national government competency and fairness and describes individuals' beliefs about each country's government, as well as its perceived commitment to global issues such as democracy, justice, poverty and the environment.
Exports: Determines the public's image of products and services from each country and the extent to which consumers proactively seek or avoid products from each country-of-origin.
Tourism: Captures the level of interest in visiting a country and the draw of natural and man-made tourist attractions.
Culture & Heritage: Reveals global perceptions of each nation's heritage and appreciation for its contemporary culture, including film, music, art, sport and literature.
Investment & Immigration Determines the power to attract people to live, work or study in each country and reveals how people perceive a country's economic and social situation.
Since 2008 research activities from GfK Roper Public Affairs & Media and Simon Anholt are joined and resulted in an expanded version of the index which is since then known as the Anholt-GfK Roper Nation Brands Index (NBI).
Published on an annual basis, 20,157 interviews have been conducted with approximately 1,000 interviews per country for the 2008 Index to determine how countries are perceived by others. People over the age of seventeen have been interviewed in twenty core countries such as the United States, Canada, the United Kingdom, Germany, France, Italy, Sweden, Russia, Poland, Turkey, Japan, China, India, South Korea, Australia, Argentina, Brazil, Mexico, Egypt, South Africa.
The criteria underlying the NBI ranking are:
People: Measures the population's reputation for competence, education, openness and friendliness and other qualities, as well as perceived levels of potential hostility and discrimination.
Governance: Measures public opinion regarding the level of national government competency and fairness and describes individuals' beliefs about each country's government, as well as its perceived commitment to global issues such as democracy, justice, poverty and the environment.
Exports: Determines the public's image of products and services from each country and the extent to which consumers proactively seek or avoid products from each country-of-origin.
Tourism: Captures the level of interest in visiting a country and the draw of natural and man-made tourist attractions.
Culture & Heritage: Reveals global perceptions of each nation's heritage and appreciation for its contemporary culture, including film, music, art, sport and literature.
Investment & Immigration Determines the power to attract people to live, work or study in each country and reveals how people perceive a country's economic and social situation.
2011. július 23., szombat
Estimating the Multiplier Effects of Tourism Expenditures on a Local Economy through a Regional Input-Output Model
Tourism multipliers indicate the total increase in output,
labor earnings, and employment through interindustry linkages in a region as a result of tourism expenditures. The
RIMS II regional input-output model was employed to estimate
the multiplier effects of visitor expenditures in Washington,
D.C. Both normal multipliers and ratio multipliers are analyzed, and the latter is found to be a more reliable indicator
of total impact on earnings and employment in the city. A
comparison of the multipliers for 37 industry sectors and the
tourism multiplier in the city finds that the latter ranks relatively high for earnings and employment, but low for output.
2011. július 22., péntek
Gazdafórum - 2011. július 23. 07:00 ECHO TV
Szombat (Július 23.) 7:00
Gazdafórum Agrár magazin
Műsorvezető: Horváth Katalin.
Vendég: Kis Zoltán osztályvezető VM. Horváth Endre docens Kodolányi Főiskola.
Téma: Falusi turizmus.
2011. július 20., szerda
2011. július 11., hétfő
2011. július 9., szombat
Skål International Wien
Pressemitteilung 01/11 13. Jänner 2011 QUO VADIS, VERKEHRSBÜRO?
Das Jänner-Treffen von Skål-International Wien fand auch heuer im Rahmen der Ferienmesse statt. Vorstandsdirektor Martin Bachlechner berichtete über Erfolge und Zukunftsaussichten der Verkehrsbüro Group. Mit rund 2500 Mitarbeitern und rund 800 Millionen Umsatz ist die Verkehrsbüro Group Österreichs führender Tourismus-Konzern. Wie alle anderen hat aber auch dieser Big Player die Auswirkungen der Wirtschaftskrise zu spüren bekommen – zusätzlich zu den Folgen des Trends, Reisen per Internet oder im Direktvertrieb zu buchen.
„Wir haben – nicht zuletzt nach Übernahme von Ruefa 2004 – die Zahl der Filialen reduziert und eine Million Euro in die Ausbildung unserer Mitarbeiter investiert. Auf diese Weise konnten wir unseren Umsatz halten“, so Martin Bachlechner. „Außerdem haben wir von kleinen Büros auf rund 200 Quadratmeter große Lounges umgestellt. Dort arbeiten international besetzte und gut geschulte Teams, die unsere Kunden optimal beraten können.“ Bei größeren Kampagnen in den Tageszeitungen ist das Callcenter auch am Wochenende und abends in Betrieb.
Reisen in Zeiten des Internets Mit speziellen Angeboten für Städtereisen mit Flug und Hotel unter dem Motto Check in & Chill out will Ruefa auch auf diesem Sektor konkurrenzfähig bleiben. Vor anspruchsvolleren Trips wie Studien- und Schiffsreisen gehen viele Menschen nach wie vor ins Reisebüro. Spezialisten für Tailor-made-Reisen. Auch Schiffsreisen sind derzeit sehr beliebt, AIDA etwa schickt jedes Jahr ein neues Schiff aufs Wasser. Eine Kreuzfahrt verläuft allerdings heute oft ganz anders aus als noch vor einigen Jahren. Bachlechner: „Das Ambiente ist moderner und lockerer geworden. Üblicherweise gibt es kein Captain’s Dinner mehr und die Passagiere sind die meiste Zeit leger gekleidet.“
Unter den rund 60 Skål-Mitgliedern, die an diesem ersten Treffen im Jahr 2011 teilnahmen, waren auch: George Paldi-Präsident Skål-International Ungarn, Dr. Endre Horváth-Staatssekretär für Tourismus in Ungarn, Balázs Kovács-Direktor Ungarisches Tourismusamt Wien, aus Polen Malgorzata Czechowska-Direktor Touroperator TRIP und Mag. Anna Zgierska-Stadtamt Bielsko-Biala - Leiterin der Abteilung für Promotion der Stadt, sowie Mag. Kim Dung DinhPräsidentin des Vereins der vietnamesischen Unternehmen in der Republik Österreich; außerdem Christopher R. Quinlivan, Botschaftsrat für Handel und Ingeborg Doblinger, ICT Spezialistin, Amerikanische Botschaft Wien.
2 Verkehrsbüro Group – Zahlen und Fakten: 1917 Gründung der Österreichischen Verkehrsbüro Ges.m.b.H mit der Aufgabe, ein Fahrscheinsystem für die Staatsbahn zu entwickeln und den Fremdenverkehr zu fördern 1995 Beteiligung an der DDSG 1997 Fusion mit Austria Trendhotels 1998 Übernahme von Eurotours (derzeit rund 1 Mio. Passagiere jährlich) 1999 Einführung der Dachmarke Verkehrsbüro Group Mit den 32 (bald 33) Trendhotels mit rund 10 000 Betten ist die Verkehrsbüro Group der größte Hotelbetreiber in Österreich. Ruefa Reisen betreibt neben den 121 Filialen in Österreich unter anderem auch Büros in Ungarn, Rumänien und Slowenien. Terminaviso: Der 72. Skål World Congress findet in Turku, 18-23. September 2011, statt. www.skal-austria.at, www.skal.org Rückfragen: Skål International Austria, Sylvia Liebisch/Generalsekretärin & Internat. Skål Councillor, Königsklosterg. 7/2/2, A-1060 Wien, Tel. +43/1/581 33 65, Handy: +43/664/33 70 442, Fax: +43/1/253 303 370 70, E-Mail: skal@chello.at.
Das Jänner-Treffen von Skål-International Wien fand auch heuer im Rahmen der Ferienmesse statt. Vorstandsdirektor Martin Bachlechner berichtete über Erfolge und Zukunftsaussichten der Verkehrsbüro Group. Mit rund 2500 Mitarbeitern und rund 800 Millionen Umsatz ist die Verkehrsbüro Group Österreichs führender Tourismus-Konzern. Wie alle anderen hat aber auch dieser Big Player die Auswirkungen der Wirtschaftskrise zu spüren bekommen – zusätzlich zu den Folgen des Trends, Reisen per Internet oder im Direktvertrieb zu buchen.
„Wir haben – nicht zuletzt nach Übernahme von Ruefa 2004 – die Zahl der Filialen reduziert und eine Million Euro in die Ausbildung unserer Mitarbeiter investiert. Auf diese Weise konnten wir unseren Umsatz halten“, so Martin Bachlechner. „Außerdem haben wir von kleinen Büros auf rund 200 Quadratmeter große Lounges umgestellt. Dort arbeiten international besetzte und gut geschulte Teams, die unsere Kunden optimal beraten können.“ Bei größeren Kampagnen in den Tageszeitungen ist das Callcenter auch am Wochenende und abends in Betrieb.
Reisen in Zeiten des Internets Mit speziellen Angeboten für Städtereisen mit Flug und Hotel unter dem Motto Check in & Chill out will Ruefa auch auf diesem Sektor konkurrenzfähig bleiben. Vor anspruchsvolleren Trips wie Studien- und Schiffsreisen gehen viele Menschen nach wie vor ins Reisebüro. Spezialisten für Tailor-made-Reisen. Auch Schiffsreisen sind derzeit sehr beliebt, AIDA etwa schickt jedes Jahr ein neues Schiff aufs Wasser. Eine Kreuzfahrt verläuft allerdings heute oft ganz anders aus als noch vor einigen Jahren. Bachlechner: „Das Ambiente ist moderner und lockerer geworden. Üblicherweise gibt es kein Captain’s Dinner mehr und die Passagiere sind die meiste Zeit leger gekleidet.“
Unter den rund 60 Skål-Mitgliedern, die an diesem ersten Treffen im Jahr 2011 teilnahmen, waren auch: George Paldi-Präsident Skål-International Ungarn, Dr. Endre Horváth-Staatssekretär für Tourismus in Ungarn, Balázs Kovács-Direktor Ungarisches Tourismusamt Wien, aus Polen Malgorzata Czechowska-Direktor Touroperator TRIP und Mag. Anna Zgierska-Stadtamt Bielsko-Biala - Leiterin der Abteilung für Promotion der Stadt, sowie Mag. Kim Dung DinhPräsidentin des Vereins der vietnamesischen Unternehmen in der Republik Österreich; außerdem Christopher R. Quinlivan, Botschaftsrat für Handel und Ingeborg Doblinger, ICT Spezialistin, Amerikanische Botschaft Wien.
2 Verkehrsbüro Group – Zahlen und Fakten: 1917 Gründung der Österreichischen Verkehrsbüro Ges.m.b.H mit der Aufgabe, ein Fahrscheinsystem für die Staatsbahn zu entwickeln und den Fremdenverkehr zu fördern 1995 Beteiligung an der DDSG 1997 Fusion mit Austria Trendhotels 1998 Übernahme von Eurotours (derzeit rund 1 Mio. Passagiere jährlich) 1999 Einführung der Dachmarke Verkehrsbüro Group Mit den 32 (bald 33) Trendhotels mit rund 10 000 Betten ist die Verkehrsbüro Group der größte Hotelbetreiber in Österreich. Ruefa Reisen betreibt neben den 121 Filialen in Österreich unter anderem auch Büros in Ungarn, Rumänien und Slowenien. Terminaviso: Der 72. Skål World Congress findet in Turku, 18-23. September 2011, statt. www.skal-austria.at, www.skal.org Rückfragen: Skål International Austria, Sylvia Liebisch/Generalsekretärin & Internat. Skål Councillor, Königsklosterg. 7/2/2, A-1060 Wien, Tel. +43/1/581 33 65, Handy: +43/664/33 70 442, Fax: +43/1/253 303 370 70, E-Mail: skal@chello.at.
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