Si pubblica la relazione del Professor Levis sull'Inquinamento da Elettrosmog e sui danni alla salute che iniziano, purtroppo ad essere documentati.
Quali risposte si può dare per limitare l'inquinamento elettromagnetico nei comuni sede di un Albergo diffuso?
Per informazioni aggiuntive: info@sisad.it

Questa è la sezione del sito in cui si sono pubblicate le dispense del corso di Marketing del turismo del CDL in Scienze del Turismo Culturale dell'Università di Udine. Gli studenti che desiderano mettersi in contatto con il docente possono farlo via Email scrivendo all'indirizzo: maurizio.droli@uniud.it oppure info@sisad.it.

1. Marketing turistico culturale
Polo universitario Via Margreth 3, Aula 12
Ore 10:00-12:00

MODULO 1 - Scenario, concetti e imperativi

MODULO 2 - Marketing per tempi difficili: Co-marketing

ULTIMA SETTIMANA LEZIONI
Vedremo che cosa significa ottimizzare la produttività di due imprese che fanno marketing insieme e il tipo dei risultati che queste possono raggiungere.

Lunedì 10 Maggio
2.12. Affiatamento dei partner: convenzioni, newsletter interna e coordinamento assertivo

Mercoledì 12 Maggio
2.13. Approccio: individuazione champion/s, proposta di partnership e produzione continua della materia prima (buone/cattive prassi)

Venerdì 14 Maggio
2.14. La rivoluzione metodologica è iniziata. Il nuovo paradigma? Il "vantaggio coopetitivo"

Using different prices in an AD requires more care rather than in a traditional hotel. Doing this in a County village is even tougher. How should we act?

Pricing is a low cost marketing approach which means using different prices in order to increase selling and income. Pricing for the Albergo diffuso is different from the one for the traditional hotel causing the different structure of the tourism product. The SISAD letter of january consider the following issues:

0. differentiating prices may allows to use to our advantage changes introduced by the Internet, low cost, short break and other forces which are changeing the tourism market. Pricing is a strategic function, but we must distinguish between Pricing and Revenue Management for the Albergo diffuso. The mission of RM consists in enhancing the profitability of resources (natural, hystorical, ecc.), structures, infrastructures, etc.;
0. a bad price differentiation can break the fidelity relationship between the hotel owner and his guests. Ethics is essential to make Pricing and mantain good relationship with the guests at the same time. 
0. differentiating prices may leads more to disadvantages than to advantages in a County village causing the existing different between houses, flats, rooms and standards;
0. the rule is everywhere meeting the guest’s needs and creating new relationships with suppliers;
0. the art of mantaining a good relationships whith the guests is a critic skill. The discounts should not lead to the opinion that the AD is simply offering services of lower quality in low season. The prices' increase (in high season) should not lead the customers to think that the AD is giving an additional value NOT justifying the higher price.

The SISAD letter of jaunary starts from this point to proposte the corrisponding 5 Best practices.

(NOTE: to receive the SISAD Letter starting from 01/2010 issue please subscribe SISAD Newsletter)

What are the differences between an AD and Eco-village? Which results they can lead to? How many bads, rooms or houses should we gather together in order to create a certain income?
These are just a few questions that Mayors, Councilors or Employees hear more and more often from their fellow citizens. The local institution which wants to keep a key role within the community-based hospitality can choose between a passive and an active approach.

• LSISAD_200910_Albergo_Diffuso_Business-Idea-Evaluation_Best_Practices_Local_Authorities_Perspective

Organizative and economic obstacles reduces the possibilities to realize marketing activities in an individual way and brings enterpreneurs to comarket their proposals. We know this is the praxis. But, if this is true, why we don't see great acceleration in competitivity and incomes? This article points out the necessities to strenghten co-operation and partnership when marketing divisions creates new initiatives, as well as when the Management does well it's job. Innovation don't came easily. We need to create it at a local level through coordination, c-operation and strategic partnership. This article (ita) presents the second synthesis of Public Private Partnering for Tourism Development.

• How to improve the capacity of the Partnership to produce more and more results for itself, for the partners and for the area in which it operates?
• How to integrate the newly offered product without changing the fixed operating costs of the Partnership?
• How to improve the team spirit and create a cooperative and stabilizing climate (in difficult times)?
• How to learn "what's needed", when it is needed ... before the coopetitors, without running the risk of losing too informations?

These are the last key-questions the methodological path tries to answer in the following ways:

• synchronizing the speed in which the association becomes more operative in base of the rhythm in which the request of products and services changes;
• selecting organizations which brand name is less known, but coherent and sufficently dynamic;
• transforming the results that have been obtained in opportunities for savings, in the billings of the company and in the occupations for the partners;
• realizing well-balanced agreements with associations which are more evolved and not in competition, weighing knowledge gained and lost.

Download the original version of the article clicking below:
http://www.ontit.it/opencms/opencms/ont/it/documenti/archivio/01062  

The english version of this article is not available yet. To request the english version as it becomes available please write to: info@sisad.it.
We thank decision makers who sent us informations about their past experiences or answered us specific question, some of which we found indeed particularly hard to answer. We hope our syntethic answers had been satifactory for them. We ask you to continue informating us about your experiences. We are engaged in up-to date you constantly about the main results of the next best practices finding.

• How to avoid that, through the quality agreements, the innovation does not diminish but increase with time?
• How to increase the number of partners and the entity of the financial resourcs of the Partnership in a well balanced way?
• How to facilitate the realization of the intervention to reinforce the competitiveness which are more costly and important  for the outcome?

These are some of the questions the article tries to answer. Partnering for Tourism Development consider the possibility to:

• choose the principles which emerge in the duration of the previous phase and propose them as the base of all the agreements so that the rules of quality, courtesy rules etc. are fixed even if the strategies differ;
• demonstrate the type  and value of the first results in a detailed and clear manner;
• define tactical agreements and prepare units of the product/ segment for the coordination of the participation upon infrastructure, buildings, systems etc.

The three partnering steps has been named Articolation, Adhesion and strategic Activation. To download the original version of the article please click the link below: http://www.ontit.it/opencms/opencms/ont/it/documenti/archivio/01063
The english version of this article is not available at the moment. To request the english version for free as it will be ready please write to: info@sisad.it

• How to resolve the question of necessity and the objectives that are in conflict
• How to make the partners exit from the routine without breakage and avoid that the strategy stays in the cupboard?

Public Private Partnering for Tourism Development proposes respectively:

• to define the service portfolio of the partners so they can obtain the maximum results from the same marketing strategy and so they will sustain it over time;
• to put the different business units in contact with each other in a natural and economic way, with immediate results, through concrete and coherent dynamic packaging.

The original version of this article is available clicking below:
http://www.ontit.it/opencms/opencms/ont/it/documenti/archivio/01066  
The english version is not ready at the moment. To request it please write to: info@sisad.it

The changes that have been taking place in the last five years require that everyone work together successfully with others. Now, hoteliers, and also the public have been accustomed to cooperate without deeply analyzing their whole supplying, management, marketing and partnership necessities. It is natural that cooperation will encounter problems. The two questions PPPartenring for Tourism Development wants to answer are the following:

• Are we ready to create a long term partnership?
• If we aren't ready, how to balance the expectation of success and make the decision makers fully responsible?

PPPartnering proposes to put at the basis of the partnership the clear consciousness of necessities to partner in the short, medium and long term period, the awareness of advantages and the opportunities, but also the disavantages and traps to avoid in partnering to create realistic expectations of succes among the partners and more commitment over time. This issue constitutes the first variable, which partnering name is Awarness. To download the original version of this article (ita) for free click the link below:
http://www.ontit.it/opencms/opencms/ont/it/documenti/archivio/01065

To send us your personal opinion about the issue considered and the methodology proposed please write to: info@sisad.it
You will help us to know your personal point of view. Thanks.

• TurismodItalia_The_Correct_Setting_Up_Of_A_Strategic_Partnership

The word "partnering" indicates "the development of successful, long term, strategic relationships between customers and suppliers, based on achieving best practice and which produces sustainable competitive advantage"(Lendrum, 1997).
Public-Private Partnering for Tourism Deveopment indicates "the optimization of the existing ratio between cost, time and final results produced by two or more organizations through coordination, cooperation and partnership in the Tourism sector" (Droli, 2007).
THe question PPPartnering tries to give an answer is the following:

• How to represent way, balancing the scenario in a realistic way, improve the expectation of success and making the decision makers fully responsible?

This is the first article has been published on PPPartnering for Tourism Development. To downolad the original version of the article for free, click the link below.
http://www.ontit.it/opencms/opencms/ont/it/documenti/archivio/01065
To express your personal opinion about the article please write to: info@sisad.it

• PPPartnering_for_Tourism_Development_Intro

The ITST - Istituto Tecnico Statale per il Turismo of Lignano Sabbiadoro (UD), one of the 12 public school for tourism existing in Italy, organized in 2008 the small book's presentation event. The english version of the presentation will come soon.

(ita) http://www.sisad.it/pdf/Droli_Partnering_Presentazione_Relazione_Autore.pdf

This booklet was made for the congress held in Sogliano al Rubicone, on 10th of October 2007. This report showcases some issues which make an AD both similar and different than a traditional hotel, starting from discussing and sharing the offer, until planning the project, the marketing, organization, promotion strategies.
Some dis-economies related to this kind of offer are showcased here, as the need to overcome them with "co-opetitive", successful or "virtuous" AD's.

The final question asked during the congress in Emilia Romagna was: "Which kind of AD do you want?"

This booklet was released during the congress "Social tourism and local communities: tourism of meeting", held in Trento on 29th of June 2007.
This report showcases the macro- and micro-trends which are the basis of OD's development, the most innovative offers, differences among them, their advantage and disadvantage points, traps to avoid when planning the offers, benefits possibly achieved by local communities, limits and development forecast for every type showcased here.

This book introduce a simple, but strict working process in order to create Public Private Partnership's contents and teams, to organize the works and to make a strategic partnership more and more prominent in the tourism industry. This method is concentrated on the issues faced by the partnership pioneers in countries like Canada, USA, Australia, Egypt, South Africa and other countries. The results consists in a new methodology which matches the assumption proposed by the main economical development and social inclusion theories.

(ita)
http://www.sisad.it/pdf/Droli_Partnering_Turistico_Scheda.pdf  

This booklet was released during 2nd National Summit on AD, held in Cagliari on the 24th of November 2006. It showcases technical and political decisions which can lead to the founding or to the re-launch of an AD Club, the revolution currently present in the market which helps projects of creating a network for OD, the much needed policies, the roles of civil institution, private citizens and SISAD in a strategy of re-launch and co-operation, some enterprise development factors and the control system to organize.

This booklet, commissioned by Regione Friuli Venezia Giulia for the Summit of European Regions, held in March 2007, showcases the overall situation of AD in Italy, the assets of FVG's offer, the main troubles faced by AD's in FVG, the features needing improvement in some Regions, the novelties introduced by some innovative management companies, and a working process based on partnership, useful to overcome some of the possible troubles.

• 20070322_AMARO_ADFVGITA_Eng

Small villages, which have a strong cultural identity, good standard structures and great quality services, are an important source for tourism development. This little handbook showcases AD's opportunities, some basic requirements useful for an enterprise's success, an analysis system in order to choose the right villages to begin an enterprise avoiding improvisation, a system planned to meet the planning needs in Lazio, some improvements for this location, and a working process to create a local network of successful AD's.

(ita) http://www.biclazio.it/documenti/dicembre07_Albergo_Diffuso(1).pdf