Page 120 - Biloslavo, Roberto in Maja Uran Maravić, ur. 2019. Navtična industrija in trajnostni poslovni modeli: primer Slovenije. Koper: Založba Univerze na Primorskem
P. 120
Navtični turizem in trajnostni poslovni modeli: primer Slovenije
landed at the port of Koper. We have found that nautical tourism in Slo-
venia has declined slightly in recent years, with the exception of cruises.
The chapter entitled “Nautical Activity in Slovenia” in the introdu-
ctory part describes the contribution of nautical activity to the whole
and local economy through the statements of researchers and examples
of good practices. In doing so, it highlights the continued growth of na-
utical activity over the last 30 years and the direct or indirect impact of
the nautical activity on many related economic activities. The most im-
portant business part of the nautical industry is represented by the ma-
rinas. Since the production, trade and service activities related to the na-
utical industry carry out activities in other fields as well, most authors
are initially oriented to evaluate the industry’s performance based on ma-
rinas. Therefore, the empirical part of the paper presents the activities
120 of marinas in Slovenia for the period 2013-2017, followed by a compara-
tive analysis of the performance of the three marinas on the Slovenian
coast and summarized the contents of a semi-structured interview with
the management of the marina in Izola and Portorož. The chapter in the
discussion part synthesises the findings of the theoretical and empirical
work, and concludes with directions for future research.
The third chapter, entitled Sustainable Business Models and the Ma-
rine Industry, introduces the concept of ‘business model’, which is often
misinterpreted and wrongly used in both professional and scientific lite-
rature. The business model has often been used as a synonym for strate-
gy, strategic planning and business process modeling. This kind of deba-
te is still present, but slowly an academic view is emerging, based on the
idea that strategic planning is not a synonymous for the business model.
The authors conclude that the business model is to be understood prima-
rily as a narrative of how the company operates and that business models
are becoming increasingly sustainable. However, some radical changes
will need to be made in the mindset of managers and consulting firms,
as well as researchers, especially in the direction that the business model
is not what you have, but what you are communicating, that is, above all,
a process and not a finished product drawn on a canvas or other repre-
sentation tool. By developing the understanding that there is no real and
universal business model framework, but ‘only’ a process of continually
innovating and changing the business model through a narrative invol-
ving different company’s stakeholders, a sustainable business model will
be developed that will have a real value for the business, for society, and
the environment.
The chapter entitled “Sustainability indicators in the nautical indu-
stry: From theoretical to empirical conceptualization” focuses on the
landed at the port of Koper. We have found that nautical tourism in Slo-
venia has declined slightly in recent years, with the exception of cruises.
The chapter entitled “Nautical Activity in Slovenia” in the introdu-
ctory part describes the contribution of nautical activity to the whole
and local economy through the statements of researchers and examples
of good practices. In doing so, it highlights the continued growth of na-
utical activity over the last 30 years and the direct or indirect impact of
the nautical activity on many related economic activities. The most im-
portant business part of the nautical industry is represented by the ma-
rinas. Since the production, trade and service activities related to the na-
utical industry carry out activities in other fields as well, most authors
are initially oriented to evaluate the industry’s performance based on ma-
rinas. Therefore, the empirical part of the paper presents the activities
120 of marinas in Slovenia for the period 2013-2017, followed by a compara-
tive analysis of the performance of the three marinas on the Slovenian
coast and summarized the contents of a semi-structured interview with
the management of the marina in Izola and Portorož. The chapter in the
discussion part synthesises the findings of the theoretical and empirical
work, and concludes with directions for future research.
The third chapter, entitled Sustainable Business Models and the Ma-
rine Industry, introduces the concept of ‘business model’, which is often
misinterpreted and wrongly used in both professional and scientific lite-
rature. The business model has often been used as a synonym for strate-
gy, strategic planning and business process modeling. This kind of deba-
te is still present, but slowly an academic view is emerging, based on the
idea that strategic planning is not a synonymous for the business model.
The authors conclude that the business model is to be understood prima-
rily as a narrative of how the company operates and that business models
are becoming increasingly sustainable. However, some radical changes
will need to be made in the mindset of managers and consulting firms,
as well as researchers, especially in the direction that the business model
is not what you have, but what you are communicating, that is, above all,
a process and not a finished product drawn on a canvas or other repre-
sentation tool. By developing the understanding that there is no real and
universal business model framework, but ‘only’ a process of continually
innovating and changing the business model through a narrative invol-
ving different company’s stakeholders, a sustainable business model will
be developed that will have a real value for the business, for society, and
the environment.
The chapter entitled “Sustainability indicators in the nautical indu-
stry: From theoretical to empirical conceptualization” focuses on the
