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486 results in Regional geography

Page 4 of 25

  • Introduction

  • Justin Corfield
  • Book:
    Historical Dictionary of Ho Chi Minh City
    Published by:
    Anthem Press
    Published online:
    05 July 2013
    Print publication:
    15 April 2013, pp vii-xiv

  • Summary

    Ho Chi Minh City – still often refered to by its pre-1975 name, Saigon – has, since soon after the start of French colonial rule in the 1860s, been the largest city in Vietnam in terms of its population, and also the most cosmopolitan of the cities in Vietnam. The city probably had its origins in a Cham frontier settlement called Baigaur, which was most likely a market town during the eleventh century. The area was rich in fish, buffalo and rice, and it seems likely that it was Baigaur that became a part of the Khmer Empire, and became the Cambodian port of Prey Nokor after the Khmers defeated the Chams in 1145 and sacked the Cham capital of Vijaya in Central Vietnam. Over the next few centuries there was a major movement south of the Vietnamese people.

    In 1623, the Khmer king, Chay Chettha II, allowed the Vietnamese to establish a customs post at Prey Nokor. Many ethnic Vietnamese soon moved to the town, which grew in importance and in 1674, the Vietnamese from there launched an attack on Cambodia. In 1698, the town was taken over by the Vietnamese and it was renamed Gia Dinh.

    The town, gradually coming to be called Saigon, grew in importance, with a predominantly Chinese township called Cholon emerging to the west. The Tay Son Rebellion saw the Tay Son rebels attack both Saigon and Cholon – indeed when the nephew of the last of the Nguyen lords who ruled at Hue, Nguyen Anh (later Emperor Gia Long), took Saigon in 1789, he ordered the construction of a large citadel there to protect the city from attack.

  • 1 - The background for the European strategy for tourism development

  • from PART I - European directions of strategic development of tourism
  • Edited by Małgorzata Bednarczyk, Andrej Malachovský, Ewa Wszendybył-Skulska
  • Book:
    Strategic Directions of Tourism Development
    Published by:
    Jagiellonian University Press
    Published online:
    10 January 2018
    Print publication:
    31 December 2012, pp 13-24

  • Summary

    The background for the European strategy for tourism development

    Strategic tourism development in the European Union and rising its competitiveness in the global market constituted a cornerstone for creation of common action frames for all member states with regard to creation of European tourism policy. In communication from the European Commission from 2006 “A renewed EU Tourism Policy: Towards a stronger partnership for European Tourism” is discussed (COM (2006) 134). In this document special attention was oriented toward supporting tourism enterprises’ competitiveness and creation of conditions for their development. Another important point was supporting cooperation between member states through exchange of best practices. The common policy for development of the European tourism sector has been encompassed in the most important strategic documents of the European Union. They constitute the basic formal frames for practical actions on each and every level of tourism management in UE member states, taking into consideration their cultural specificity, organizational differentiation, potential and competencies.

    Tourism in the Europe 2020 strategy

    On 26 March 2010, the European Council agreed on the key elements of the new strategy named Europe 2020 – A strategy for smart, sustainable and inclusive growth. The rules of the new strategy sum up the European model of social market economy with a strong environmental dimension. The strategy elements were formally adopted on 17 June 2010.

    The strategy of UE development covers 5 agreed strategic goals: investment in R'D, education, energy – climate change, employment rate and reduction of poverty and social exclusion. All targets should refer to growth, employment and increase of UE competitiveness. These are:

  • — To raise the employment rate of the population – aged 20–64 from the current 69% to at least 75%.

  • — To achieve the target of investing 3% of GDP in R'D in particular by improving the conditions for R'D investment by the private sector, and develop a new indicator to track innovation.

  • — To reduce greenhouse gas emissions by at least 20% compared to 1990 levels or by 30% if the conditions are right, increase the share of renewable energy in final energy consumption to 20%, and achieve a 20% increase in energy efficiency.

  • 2 - Tourism strategy in Slovakia

  • from PART II - Strategic directions for tourism development: a case of Slovakia
  • Edited by Małgorzata Bednarczyk, Andrej Malachovský, Ewa Wszendybył-Skulska
  • Book:
    Strategic Directions of Tourism Development
    Published by:
    Jagiellonian University Press
    Published online:
    10 January 2018
    Print publication:
    31 December 2012, pp 45-86

  • Summary

    Tourism Development Strategy must take into account developments in competitor countries. Tourism market in Slovakia is under severe pressure from competitors in neighbouring countries, particularly Poland, Czech Republic, Hungary and Austria. These countries are also direct competitors to the German market, the main source for inbound tourism for this part of the world. For this reason it is necessary to create a strategy for tourism development in Slovakia, which will take into account the competitive position of Slovakia in the Central European tourism market. It is also necessary to create a strategy based on the best and proven strategies and functional models of tourism policy in Western countries.

    Analysis of tourism development in Slovakia as a precondition for strategic management application

    The strategic analysis of the tourism development starting position is a precondition for the application of strategic management. The analysis comprises the external macroenvironment analysis of tourism, the analysis of the relevant external environment, and the internal environment analysis of tourism. Based on these analyses, it is possible to identify strengths, weaknesses, threats and opportunities of tourism development in Slovakia. The analyses serve as fundamentals to set an appropriate development strategy and tourism policy.

    External macro-environment analysis of tourism

    Tourism as a sector of economy, social, legal, political, technological and ecological environment. Globalisation has caused that the scene of various influences formation takes place beyond the state borders. Mutual linkages among national economies and continuing progress of European integration should primarily be perceived as new trends and opportunities that are meant to be utilised for further development. Therefore, we will focus on the data that point out future potential development trends in terms of the globalisation process enforcement. At the same time, we will take them into account when identifying strengths, weaknesses, opportunities and threads.

    a) Economic and social environment

    The gross domestic product of Slovakia has had at a high growth rate since the existence of the independent republic. A dramatic drop of the growth rate, which felled to 1.4% was noted in 2000 (app. 1). Such a situation was caused by the fact that system reforms had been repeatedly postponed.

  • Conclusions

  • Edited by Małgorzata Bednarczyk, Andrej Malachovský, Ewa Wszendybył-Skulska
  • Book:
    Strategic Directions of Tourism Development
    Published by:
    Jagiellonian University Press
    Published online:
    10 January 2018
    Print publication:
    31 December 2012, pp 145-146

  • Summary

    Directions of the strategic tourism development by the European Commission can be realized only by the co-participation and co-responsibility of the countries and regions. Europe, to continue being the most often visited destination, needs to co-create a common long-term policy in terms of tourism development, which means that each European Union country, and each region as well, needs to create their own national strategy based on the systematic monitoring of competitiveness of the national and regional tourism sector in order to take full advantage of its unique potential.

    The examples of two European countries presented in this book, i.e. Poland and Slovakia, it is not so simple. Social, economic, political and environmental conditions significantly affect the efficiency of the activities that are directed towards the growth of competitiveness of the tourism sector.

    Successive development of strategic management that reflects the changed conditions is a guarantee of practical application of knowledge. It does not refer to one general model only, but also to a number of ideas that not only agree with each other, but also negate one another. The basic contents line can be characterized as a strategic analysis, mission and goals formulation, and major and functional strategies. It can also be applied in the tourism sector. It is evidenced in the important works of theoreticians of tourism. In their works, knowledge of strategic management is reflected in formulation of tourism policy at both the national and regional level.

    Basing on the analysis, several relevant results were obtained. The range and degree of the analysis, as well as mutual comparability of the data, are partly determined by the state of tourism statistics. It is never possible to carry out a comprehensive analysis. An analysis must be carried out in a relatively short period of time so that one could take the next step. It confirms the thesis, which says that, for strategic management, it is typical to make decisions in uncertainty which results from the lack of information. The fact that practice underestimates a number of weaknesses and threats is shown in the analysis.

  • Introduction

  • Edited by Małgorzata Bednarczyk, Andrej Malachovský, Ewa Wszendybył-Skulska
  • Book:
    Strategic Directions of Tourism Development
    Published by:
    Jagiellonian University Press
    Published online:
    10 January 2018
    Print publication:
    31 December 2012, pp 7-10

  • Summary

    Introduction

    Tourism has become a significant factor in the global economy development. Removing barriers and world trade liberalization brought economic growth and prosperity. Liberalization is also associated with freedom of movement and travel. Globalization has become a trend of global economy. The effects of globalization in tourism are positive. On one hand, the process leads to strengthening global economic growth. On the other hand, it affects small and medium-sized enterprises. Small and medium-sized enterprises are typical for the tourism sector. Creating a common product and its successful sale to the western European tourism market is an example of effective application of the strategic management instruments in the tourism sector. Short-term development in the tourism sector in Slovakia after the 1990s did not ensure competitiveness. Today, we can confidently say that overcoming the gap in the tourism sector will require radical solutions and significant changes in financing the tourism sector.

    Long-term development of the tourism sector in Poland does not mean the stability of competitiveness of the Polish tourism sector in the significantly changing global tourism market. It is necessary to monitor the potential of the sector and to introduce innovations.

    Slovakia, in comparison with the Czech Republic, Poland and Hungary, has gained an insufficient income from tourism. The share of tourism in the GDP is comparatively low. Application of strategic management instruments is a successful trend in the tourism sector. The cooperation between private and public sector is a prerequisite for the success of both Slovakia and Poland in the global tourism market.

    For many years now Europe has been the most popular destination in the world. In 2010 alone, it was visited by 476.6 m travellers. It does not mean, however, it is unbeatable as for the last twenty years Asian and Pacific countries have become their greatest competitors. In 2010, travelling to theese destinations constituted 22% of the total share of the global market of tourist arrivals and, according to the prognoses by UNWTO, the share is going to reach 30%. Taking these prognoses into account, Europe is taking steps to maintain the top slot as the favored tourist destination worldwide.

Page 4 of 25