SUMMARY
The main aim of this doctoral thesis is to empirically determine both the
basic scope and the essential factors required of governing bodies that are
responsible for defining and executing policy and strategy of rural tourism
destinations in their initial phase of development, so that they can not only
attain, but also maintain, a sustainable competitive position. It is also of vital
importance that such models are defined and managed with the close
collaboration of the local community of the tourist destination.
Research has been carried out to establish the degree of perception residents
of a particular tourist destination in the interior of the Valencian Community
have regarding the economic, social and environmental impacts of tourism.
This perception determines their attitude towards tourism development,
which at the same time varies depending on the how close their profession
is to the productive process of the tourist activity in that area.
Methodologically, the most important criteria in the various fields of
knowledge relating to competitiveness and tourist development are analysed.
This helps us to establish the dimensions and factors that determine sustainable
and competitive positions in the management of tourist destinations.
Next, a questionnaire is put together and directed at managers who are experts
in local tourist development, in order to check the validity of all analyses
presented.
According to the results of these analyses, the best way to tackle the
competitive management of rural tourism destinations in their initial phase
of development is to focus on, analyse and consider the key success factors,
i.e. efficiency, quality and strategic positioning. These factors require an
integrated and holistic focus in order to achieve their maximum operating
effectiveness.
Similarly, a sustainable competitive position will only be achieved when
governing bodies responsible for defining and executing policy of rural
tourism destinations select the correct strategy tool. Also, the necessary
distinction should be made between the general policy governing the
municipality as a whole and the strategy followed to manage the tourism
destination as a market product. In this way, the managing entity - which
should be integrated by representatives of public management – should be
separated from private initiative and the local community.