Tourism has experienced continued expansion and diversification over the last six decades, becoming one of the largest and fastest-growing sectors in the global economy, according to the United Nations World Tourism Organization (UNWTO, 2012). In spite of sporadic shocks, international tourist arrivals have recorded a virtually uninterrupted increase: from 277 million in 1980 to 1,138 million in 2014. The UNWTO estimates that international arrivals worldwide are expected to reach nearly 1.8 billion by the year 2030 (Tourism Towards 2030), resulting from an increase of 3.3 percent a year on average from 2010 to 2030. This shows how crucial the potential impact of tourism on individual destinations and companies is expected to be in the forthcoming years. Many factors, such as (1) development of mass transportation and motorization; (2) introduction and implementation of information and communication technologies (ICTs) applications in the tourism sector; (3) of world’s gross domestic product (GDP) increase coupled with the growth of disposable income to be allocated to travel; (4) improvement of security and rights for tourists; and (5) the process of globalization, have significantly contributed to expand the market for tourism activities (Mariani and Baggio, 2012; Mariani et al., 2014a, 2014b). The abovementioned and other factors vastly contribute to shaping a different institutional landscape and economic environment for a number of commercial players, such as hotels, airlines, destination management companies (DMCs), and travel intermediaries, such as travel agents and tour operators, conference venues, congress, convention and exhibition centers, convention bureaus, professional conference organizers (PCOs), and event planners. Moreover, firms in the tourism sector are confronted with increasing managerial challenges and have to deal with a competitive, turbulent, and fast-changing environment (Baggio et al., 2013; Mariani et al., 2013; Mariani et al., 2014b), wherein the adoption of new ICTs has contributed to modify the value chains of the supply side and generated a paradigm shift on the demand side (Buhalis and Law, 2008; Mariani et al., 2014b).

Introduction / Mariani, M.M.; Czakon, W.; Buhalis, D.; Vitouladiti, O.. - STAMPA. - (2015), pp. 1-12.

Introduction

MARIANI, MARCELLO MARIA;
2015

Abstract

Tourism has experienced continued expansion and diversification over the last six decades, becoming one of the largest and fastest-growing sectors in the global economy, according to the United Nations World Tourism Organization (UNWTO, 2012). In spite of sporadic shocks, international tourist arrivals have recorded a virtually uninterrupted increase: from 277 million in 1980 to 1,138 million in 2014. The UNWTO estimates that international arrivals worldwide are expected to reach nearly 1.8 billion by the year 2030 (Tourism Towards 2030), resulting from an increase of 3.3 percent a year on average from 2010 to 2030. This shows how crucial the potential impact of tourism on individual destinations and companies is expected to be in the forthcoming years. Many factors, such as (1) development of mass transportation and motorization; (2) introduction and implementation of information and communication technologies (ICTs) applications in the tourism sector; (3) of world’s gross domestic product (GDP) increase coupled with the growth of disposable income to be allocated to travel; (4) improvement of security and rights for tourists; and (5) the process of globalization, have significantly contributed to expand the market for tourism activities (Mariani and Baggio, 2012; Mariani et al., 2014a, 2014b). The abovementioned and other factors vastly contribute to shaping a different institutional landscape and economic environment for a number of commercial players, such as hotels, airlines, destination management companies (DMCs), and travel intermediaries, such as travel agents and tour operators, conference venues, congress, convention and exhibition centers, convention bureaus, professional conference organizers (PCOs), and event planners. Moreover, firms in the tourism sector are confronted with increasing managerial challenges and have to deal with a competitive, turbulent, and fast-changing environment (Baggio et al., 2013; Mariani et al., 2013; Mariani et al., 2014b), wherein the adoption of new ICTs has contributed to modify the value chains of the supply side and generated a paradigm shift on the demand side (Buhalis and Law, 2008; Mariani et al., 2014b).
2015
Tourism Management, Marketing and Development: Strategies, Performance and Sustainability
1
12
Introduction / Mariani, M.M.; Czakon, W.; Buhalis, D.; Vitouladiti, O.. - STAMPA. - (2015), pp. 1-12.
Mariani, M.M.; Czakon, W.; Buhalis, D.; Vitouladiti, O.
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/11585/553944
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