Penza, Russian Federation
employee
Moscow, Russian Federation
The tourist destination is regarded in this article as a territory with all sorts of commodities, services facilities for wide tourist consumers groups needs. The strategic analysis methods, such as, for example, PEST and SWOT, are using most of all in domestic practice for tourist destination development level and status. In the foreign practice is using the tourist destinations competitiveness indicators system for such evaluation. This system includes 14 independent groups of indicators. It is necessary to regard the external tourist destination indications, the tourist destination resource potential indications, the tourist infrastructure indications for using them in analysis process and coordination to the strategic indications system .As an empirical basis the authors used data of Rosstat, characterizing the factors that have a direct impact on the tourism industry. In particular, the external environment factors include: ensuring environmental sustainability; state of the economy and its impact on the living standards of the population; human development. The tourist destination resource potential includes the natural and cultural resources. The tourist destination infrastructure characterizes the transport networks state and development; a telephone network; ICT technologies; collective accommodation facilities network; the state of internal security in the region. All indications are presented in dynamics. A number of indicators are international comparisons. The authors drew a conclusion about the competitiveness of Russian as a single tourist destination, based on the results and data from foreign sources.
tourist destination, infrastructure, internal environment, external environment
Любую туристскую дестинацию следует рассматривать как открытую систему, находящуюся в постоянном взаимодействии с внешним окружением. Поскольку факторы внешнего окружения не поддаются непосредственному изменению со стороны данной системы, то процесс управления в этом случае сводится к учету их влияния. Перспективы, которые открываются для развития туристской дестинации, следует использовать; угрозы – предупреждать и по возможности нивелировать [2].
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