Page 125 - Vodeb, Ksenija. 2018. Turistične atrakcije. Koper: Založba Univerze na Primorskem.
P. 125
Summary 125
and efficient planning for the management, where in a decision-making
process they use feedback as the results from processes and interactions in
the tourist attractions system. Based on the three aspects of tourism sys-
tem following the system theory and the ways of management respons-
es to the tourism impacts, we generate and comprehensively introduce
the three possible ways of dealing with tourism impacts. Regarding the
different developmental phases of organisation in tourism system, we as-
sume that the response refers to those phases resulting in different effi-
ciency of their management. At this point, the three aspects of tourism
system attractions are associated with the three developmental phases of
tourism system.
In dealing with the visitor attractions management, we dedicate cen-
tral attention to the process of tourism resources valorisation describing
in details each step in order to get the visitor attraction out of the tourism
resource. This specific part of the book integrates the entire important
theoretical and practical knowledge considering the research topic. A
presumption is that no attraction is an attraction per se, as long as it is not
managed. Indeed, it represents barely a tourist potential or a comparative
advantage. We emphasise the importance of considering the managerial
aspects of visitor attractions, which tourism practitioners often overlook
and/or inadequately comprehend. Accordingly, without the appropriate
management, the visitor attraction may not attain the added value, which
is the foundation for its market positioning and differentiation. The add-
ed value actually distincts the tourism resource from the visitor attrac-
tion and represents an essential prerequisite for it. Visitor attraction is
comprehended as a tourism product from the tourist offering aspect and
as an experience from the tourist demand aspect. Both aspects are cru-
cially important in each phase of the valorisation process (planning, de-
velopment, and marketing) due to the filigree specifics of tourism, which
makes an urgent need to consider them interconnected. Because of the
high complexity of the tourism product and experience as well as their
predominant characteristics of intangibility (relationships, feelings, at-
mosphere, experiences, perceptions) the emphasis is on strengthening the
awareness that the experience itself is the exclusive domain of the visitor,
but it certainly derives from the tourist product. The creation of tourist
product is much easier and efficient when we know the visitors very well,
which gives us an ability to influence their experience.
The meaning of leisure in modern society enhance its ethic and aes-
thetic value as well as accessibility of finance, time and information am-
plifying an increase of variety and number of visitor attractions. All as-
and efficient planning for the management, where in a decision-making
process they use feedback as the results from processes and interactions in
the tourist attractions system. Based on the three aspects of tourism sys-
tem following the system theory and the ways of management respons-
es to the tourism impacts, we generate and comprehensively introduce
the three possible ways of dealing with tourism impacts. Regarding the
different developmental phases of organisation in tourism system, we as-
sume that the response refers to those phases resulting in different effi-
ciency of their management. At this point, the three aspects of tourism
system attractions are associated with the three developmental phases of
tourism system.
In dealing with the visitor attractions management, we dedicate cen-
tral attention to the process of tourism resources valorisation describing
in details each step in order to get the visitor attraction out of the tourism
resource. This specific part of the book integrates the entire important
theoretical and practical knowledge considering the research topic. A
presumption is that no attraction is an attraction per se, as long as it is not
managed. Indeed, it represents barely a tourist potential or a comparative
advantage. We emphasise the importance of considering the managerial
aspects of visitor attractions, which tourism practitioners often overlook
and/or inadequately comprehend. Accordingly, without the appropriate
management, the visitor attraction may not attain the added value, which
is the foundation for its market positioning and differentiation. The add-
ed value actually distincts the tourism resource from the visitor attrac-
tion and represents an essential prerequisite for it. Visitor attraction is
comprehended as a tourism product from the tourist offering aspect and
as an experience from the tourist demand aspect. Both aspects are cru-
cially important in each phase of the valorisation process (planning, de-
velopment, and marketing) due to the filigree specifics of tourism, which
makes an urgent need to consider them interconnected. Because of the
high complexity of the tourism product and experience as well as their
predominant characteristics of intangibility (relationships, feelings, at-
mosphere, experiences, perceptions) the emphasis is on strengthening the
awareness that the experience itself is the exclusive domain of the visitor,
but it certainly derives from the tourist product. The creation of tourist
product is much easier and efficient when we know the visitors very well,
which gives us an ability to influence their experience.
The meaning of leisure in modern society enhance its ethic and aes-
thetic value as well as accessibility of finance, time and information am-
plifying an increase of variety and number of visitor attractions. All as-
