The role of strategic management in tourism development

Managementul reprezinta ansamblul interventilor, metodelor si tehnicilor de programare,

organizare, alocare de resurse, control si activare prin care se asigura realizarea obiectivelor
propuse.
Strategia constituie procedura prin care sunt utilizate toate mijloacele i resursele
disponibile pentru realizarea obiectivelor propuse. Strategia stabilita in domeniul turismului nu
trebuie s fie considerat drept o proiecie rigid ci dimpotriv un elaborat flexibil, susceptibil de
modificri, de adaptri n funcie de schimbrile ce intervin (Nicolescu, Verboncu, pp. 61-62).
Management strategic reprezint o form de conducere axat pe anticiparea schimbrilor
ce trebuie operate n cadrul unei agenii i n interaciunile acesteia cu mediul ei de existen,
pentru a evita riscurile, incertitudinile i situaiile de criz.
n scopul formulrii strategiei este nevoie de o colectare complexa a informatiilor
referitoare atat la factorii interni dar si externi care pot avea atat o influenta pozitiva cat si una
negativ asupra evolutiei in domeniul turismului.
Un principiu de baza in managementul strategic susine c o organizaie in procesul de
formulare a strategiilor trebuie sa ncerce sa beneficieze de oportunitatile mediului extern,
reducnd in acelai timp impactul negativ pe care amenintarile mediului extern l pot avea.
Astfel evaluarea mediului extern i identificarea factorilor determinani sunt eseniale
pentru succesul organizaiei, procesul de colectare a informaiilor fiind denumit si scanarea
mediului extern.

1.1. Aplicarea celor doua analize SWOT si PEST in domeniul turismului Romnia
Analiza PEST este o metoda pe care specialitii care activeaz in domeniul strategiei o
folosesc pentru evaluarea macro-mediului in care opereaz ageniile de turism. Analiza PEST
include factori politici, economici, sociali i tehnologici care pot influena dezvoltarea
turismului.
Realizarea unei analize PEST poate fi fcut in cadrul unor edine de tip brainstorming.
Utilizarea acestui tip de analiz este variata: pentru planificarea strategiei, pentru dezvoltarea
produselor si serviciilor oferite.
Orice instituie public face parte dintr-un mediu specific, care influeneaz i
condiioneaz aciunea factorilor de conducere. n funcie de influena factorilor interni i
externi, agenia de turism i stabilete prioritile de activitate pe termen scurt, mediu i de
durat.
Aceti factori pot interveni in mai multe moduri asupra activitii ramurii turistice.
The Macro Strategic Environment

An analysis of the macro environment is crucial in determining the factors

which have a direct impact and/or might influence the strategic direction of an
organisation. A number of different concepts can be used to analyse the external
macro environment in an attempt to identify those factors, which might have an
impact upon the organisation, both in terms of being a threat or an opportunity. The
following are a list of book chapters and articles that introduce and discuss the
various approaches to analysing the external environment.
Johnson and Scholes2 define PESTEL analysis as a model to analyze the
factors affecting international companies and we can apply it to a tourist destination
because it operates in an international environment, in terms of macro indicators.
Political factors include the stability of the state, tax policy, foreign trade
regulations, and policy development and welfare of the community. Economic
factors include business cycle, GDP trends, interest rates, currency in circulation,
inflation and unemployment. Social factors are demographic indicator, income
distribution, social mobility, changes in lifestyle, behavior and attitudes toward work
and leisure, consumerism, education level. Technological factors include
government spending on research, government efforts toward technological
achievements, new discoveries and development, the rate of technology transfer .

Analiza SWOT
Denumirea este dat de iniialele cuvintelor din limba englez Strengths, Weaknesses,
Oportunities i Threats. Acest model presupune c organizaia va aborda o strategie prin care s
se analizeze nu s se potriveasc aspectelor eseniale ale mediului intern i mediul
nconjurtor.
Strengths fore, putere reprezint acele competene care i ofer organizaiei avantaje
concureniale n faa unor organizaii similare. Poate fi vorba de o capabilitate strategic, o
poziie geografic, caracteristici ale personalului sau un sistem relaional cu alte organizaii.
Weaknesses slbiciuni reprezint acele caracteristici ce genereaz dezavantajele
competiionale. Fiecare organizaie prezint o combinaie specific de fore i slbiciuni.
Condiia pentru valorificarea forelor i evitarea slbiciunilor n procesul strategic este ca acestea
s fie identificate n mod corect.
Opportunities ocazii, situaii favorabile, oportuniti reprezint o combinaie a
elementelor externe, care produce avantaje semnificative organizaiei, n condiiile unui anumit
curs al aciunii acesteia.
Threats ameninri reprezint o combinare a elementelor externe, care provoac
organizaiei o pagub semnificativ n condiiile pstrrii cursului aciunii acesteia, curs existent
la apariia respectivelor elemente.

Tourism sector analysis, as was mentioned above, can be synthesized using

the SWOT tool necessary to define the development and promotion
strategies.
Strenghts of Romania destination:
good geostrategic position; diversity of landscapes - mountains, sea, delta,
various tourist attractions;
35% of mineral water springs in Europe and pits, which offers a wide range
of spa treatments;
good natural conditions for tourism activities - skiing, trekking, riding,
cycling, water sports etc.;
unspoiled nature and landscape, great biodiversity in protected areas,
cultural heritage
including UNESCO sites, Draculas legend, authenticity, hospitality etc.; 17
commercial airports (biggest Henri Coanda, former Otopeni) and a large
number of
international airlines, extensive railroad network (4th largest in Europe in
2004); 11th largest economy in the EU;
some brands already present in hospitality industry (Hilton, Hyatt, Marriott,
Novotel, Pullman, Ibis etc.) and other planned penetration in next years (Sol
Melia, Sheraton, Kempinski, Hampton, Courtyard);
Weaknesses:
the natural environment pollution, degradation of some natural attractions,
the lack of environmental awareness from a part of the population;
infrastructure still underdeveloped, main road corridors to be upgraded;
overcrowding of tourist areas and poor valorisation of others;
the state of degradation of many buildings and monuments;
weak promotion of cultural objectives and events;
many accommodation units and recreation facilities in resorts require
upgrading;
weak quality and diversity of tourist services in general, quality / price ratio
non

 competitive; insufficient tourist information (signaling, information

centers, information, etc.);
short tourist season in the seaside resorts or winter sports resorts;
weak awareness of the importance of tourism in the economy;
training in the hospitality sector does not correspond exactly to the needs of
employers;
lack of institutional structures for regional development of tourism;
lack of integrated tourism development of cities / resorts; incentives and
support mechanisms for investors are insufficient;
lack of powerful images, positive Romania abroad as a tourist destination;
low collaboration public / private sector on marketing issues. Opportunities:
the European funds can be used to upgrade the general and tourism
infrastructure; the adoption of new national tourism strategy, starting with
2010; reincrease of international tourism demand after the crisis year
2009;
changes in the tourist motivations and permanent decline of
traditional destinations; designation of Romania as vice-president of the
World Tourism Organization, which contributes to improving the image of the
country; the development of major sport events in Romania UEFA Europa
League Final 2012, edition of the Olympic Winter Festival of European Youth
2013, professional boxing galas, etc.
Threats:
2012;

the current economic crisis will affect global tourism demand in

strong competition from Central and Eastern European countries;

damage country's image from some of immigrants;
too frequent changes of development strategies, the lack of continuity in
the fiscality
legislation, public administration and environmental regulations.

Analiza SWOT

Puncte forte (S)

potenialul natural

Puncte slabe (W)

slaba dezvoltare a serviciilor oferite

turitilor se face simit mai ales n

zonele rurale.

potenialul antropic

posibilitatea de a crea noi produse

turistice

potenialul balnear

capacitatea mare de cazare in diverse

structure de primire a turistilor

Oportuniti (O)

dezvoltarea evenimentelor
festivalurilor

dezvoltarea pachetelor turistice

lipsa unei infrastructuri la nivel ct

mai apropiat de cel European

lipsa utilitilor-turitii strini venii

n Romnia doresc s beneficieze de
condiii de cazare rezonabile care s
le asigure un minim de confort

lipsa investiiilor pentru punerea n

valoare a resurselor culturale ale rii

promovare slaba si neunitara

starea de conservare in continua

degradare a unor obiective protejate

numarul redus al programelor de

instruire pentru turism si neadaptarea
celor existente la nisele de piata

Ameninri (T)
si

poziia geopolitic pe care o deine

n cadrul continentului, se gsete la
jumatatea distanei ntre nordul i
sudul Europei, precum i pe drumul
care leag Europa de Vest de Asia.

-intrarea Romniei n NATO

-sigurana Romniei, comparativ cu

alte state europene

Globalizarea

creterea preului petrolului pe plan

internaional

deteriorarea situaiei economice a

rilor Europei de Vest i n special a
marilor
emitori
de
turiti:
Germania, Marea Britanie, Olanda,
Frana, Italia.

Supraaglomerarea zonelor turistice

prin constructi fara autorizatii sau

care nu respecta mediul inconjurator

Promovarea unor servici de turism

neadecvate si slabe din punct de
vedere calitativ