Marketing geotourism assets requires focusing on the best tourists through market selectivity and concentrating on geotourism segments. This can help ensure sustained demand and a sustainable place. Stewardship councils can coordinate geotourism strategies, promote sustainability, gather content, advise on threats and opportunities, and work with tourism offices to both promote and protect geotourism assets. Educating all stakeholders is essential to fostering collaboration and determining a focus region.
This document contains templates for an expense report form and concept models or personas that could be used in developing an application for reporting expenses. The expense report form template includes fields for date, items, kilometers, costs for meals, lodging, and other expenses. The concept models provide examples of potential personas for a finance manager and employee who would use the expense reporting application.
Kerry Preete, Vice President of U.S. Crop Production at Monsanto, presented at the Banc of America Field of Dreams Tour on July 12-13, 2005. The presentation discussed Monsanto's market leadership in biotech traits, with global biotech acreage growing 11% and U.S. acreage growing 4% in 2005. It also overviewed Monsanto's pipeline of new biotech traits for corn, cotton, and soybeans that will drive continued growth and deliver value to farmers through improved yields and weed control.
M&A Trends, Valuation and Financial Preparation for an M&A DealWhitmeyerTuffin
This document provides a summary of M&A market activity and valuations for 2011. Key points include:
- Private equity groups have $490 billion of dry powder to invest in deals. However, relatively few high-performing target companies exist compared to available capital.
- Valuations have rebounded from lows in 2008-2009, with total enterprise value to EBITDA multiples between 5-7x for lower middle market deals of $10-250 million.
- Strategic buyers and private equity groups remain active in emerging growth and middle market M&A, seeking growth opportunities without taking on significant risk. Modest economic growth also supports the buy versus build strategy.
The document contains payroll information for 25 employees for the period ending February 1, 2004. It includes details on employee name, ID number, hourly wage, taxes withheld, deductions, hours worked, and net pay. Only employee 1, Jay Adams, had hours worked and taxes/deductions calculated. The remaining employees had no hours worked and $0 for all fields.
This document discusses performance measurement under the HEARTH Act and how communities can use tools and data to measure their performance in addressing homelessness. It recommends that communities establish goals, figure out what data they need from HMIS to measure progress towards goals, and establish accountability processes. It introduces two free tools to help with performance measurement - the Homeless System Evaluator which provides quantitative data from HMIS and the Qualitative Assessment Surveys which capture stakeholder perspectives. The tools can help identify gaps and ensure communities are working as a coordinated system to achieve the goals of the HEARTH Act.
The document discusses geotourism as a form of sustainable tourism that celebrates and enhances the geographical character of a place. It proposes developing a geotourism strategy for West Virginia through identifying and promoting geotourism assets, educating residents and visitors, and creating a geotourism website and mapguides in partnership with National Geographic. The strategy's goals are to increase sustainable tourism, foster destination stewardship, and boost economic and social well-being in local communities.
Floyd, VA presentation to group from Fayetteville, WV onjune 8 2012Doug Arbogast
This document discusses the strengths and weaknesses of Floyd County, Virginia. It notes that while the county lacks some typical business amenities like a four-lane highway, airport, or hospital, it has strong arts, music, and entrepreneurial communities. The document highlights the county's fiber optic network, K-12 school system, vibrant downtown, cultural events, and natural areas as strengths. It also outlines several business clusters in the county including foods, natural products, polymers, automotive, technology, and green buildings.
2012 sts marketing college presentation.ppt [repaired]Doug Arbogast
This document discusses green tourism and sustainable tourism strategies for West Virginia. It provides an overview of green tourism indicators and developing a strategy. It also discusses trends showing an increasing market for green and eco-friendly travel options. The document highlights the need to verify green claims and provide more information to travelers about sustainability practices at hotels and destinations. A survey of West Virginia tourism providers found interest in green certification and attracting green consumers as a benefit. The document contrasts different tourism styles and their relation to place.
This document contains templates for an expense report form and concept models or personas that could be used in developing an application for reporting expenses. The expense report form template includes fields for date, items, kilometers, costs for meals, lodging, and other expenses. The concept models provide examples of potential personas for a finance manager and employee who would use the expense reporting application.
Kerry Preete, Vice President of U.S. Crop Production at Monsanto, presented at the Banc of America Field of Dreams Tour on July 12-13, 2005. The presentation discussed Monsanto's market leadership in biotech traits, with global biotech acreage growing 11% and U.S. acreage growing 4% in 2005. It also overviewed Monsanto's pipeline of new biotech traits for corn, cotton, and soybeans that will drive continued growth and deliver value to farmers through improved yields and weed control.
M&A Trends, Valuation and Financial Preparation for an M&A DealWhitmeyerTuffin
This document provides a summary of M&A market activity and valuations for 2011. Key points include:
- Private equity groups have $490 billion of dry powder to invest in deals. However, relatively few high-performing target companies exist compared to available capital.
- Valuations have rebounded from lows in 2008-2009, with total enterprise value to EBITDA multiples between 5-7x for lower middle market deals of $10-250 million.
- Strategic buyers and private equity groups remain active in emerging growth and middle market M&A, seeking growth opportunities without taking on significant risk. Modest economic growth also supports the buy versus build strategy.
The document contains payroll information for 25 employees for the period ending February 1, 2004. It includes details on employee name, ID number, hourly wage, taxes withheld, deductions, hours worked, and net pay. Only employee 1, Jay Adams, had hours worked and taxes/deductions calculated. The remaining employees had no hours worked and $0 for all fields.
This document discusses performance measurement under the HEARTH Act and how communities can use tools and data to measure their performance in addressing homelessness. It recommends that communities establish goals, figure out what data they need from HMIS to measure progress towards goals, and establish accountability processes. It introduces two free tools to help with performance measurement - the Homeless System Evaluator which provides quantitative data from HMIS and the Qualitative Assessment Surveys which capture stakeholder perspectives. The tools can help identify gaps and ensure communities are working as a coordinated system to achieve the goals of the HEARTH Act.
The document discusses geotourism as a form of sustainable tourism that celebrates and enhances the geographical character of a place. It proposes developing a geotourism strategy for West Virginia through identifying and promoting geotourism assets, educating residents and visitors, and creating a geotourism website and mapguides in partnership with National Geographic. The strategy's goals are to increase sustainable tourism, foster destination stewardship, and boost economic and social well-being in local communities.
Floyd, VA presentation to group from Fayetteville, WV onjune 8 2012Doug Arbogast
This document discusses the strengths and weaknesses of Floyd County, Virginia. It notes that while the county lacks some typical business amenities like a four-lane highway, airport, or hospital, it has strong arts, music, and entrepreneurial communities. The document highlights the county's fiber optic network, K-12 school system, vibrant downtown, cultural events, and natural areas as strengths. It also outlines several business clusters in the county including foods, natural products, polymers, automotive, technology, and green buildings.
2012 sts marketing college presentation.ppt [repaired]Doug Arbogast
This document discusses green tourism and sustainable tourism strategies for West Virginia. It provides an overview of green tourism indicators and developing a strategy. It also discusses trends showing an increasing market for green and eco-friendly travel options. The document highlights the need to verify green claims and provide more information to travelers about sustainability practices at hotels and destinations. A survey of West Virginia tourism providers found interest in green certification and attracting green consumers as a benefit. The document contrasts different tourism styles and their relation to place.
The document lists the prepaid recharge amounts for three cell phone companies in Mexico: Movistar, Telcel, and Unefon/Iusacel. It then includes a table with 40 rows to register prepaid recharges by company, phone number, amount, date and time.
This document is Toll Brothers' annual report which summarizes their strong financial performance in fiscal year 2005, ending October 31, 2005. Some key points:
- Toll Brothers had record results in 2005 with net income up 97% to $806.1 million, earnings per share up 90% to $4.78, total revenues up 50% to $5.79 billion, and contracts and backlog also up significantly.
- They attribute their success to expanding their operations nationally, building in luxury markets, having a large supply of approved home sites, offering a variety of luxury home types, and the skill of their team of 5,600 associates.
- Looking ahead, Toll Brothers expects continued growth through expanding
This document is Toll Brothers' annual report which summarizes their strong financial performance in fiscal year 2005, ending October 31, 2005. Some key points:
- Toll Brothers had record results in 2005 with net income up 97% to $806.1 million, earnings per share up 90% to $4.78, total revenues up 50% to $5.79 billion, and contracts and backlog also up significantly.
- They attribute their success to expanding their operations nationally, developing high-quality communities across various luxury housing segments, and having over 83,000 home sites under control to support future growth.
- Looking ahead, Toll Brothers expects continued growth through expanding their community count and believes housing market fundament
This document is Toll Brothers' annual report which summarizes their strong financial performance in fiscal year 2005, ending October 31, 2005. Some key points:
- Toll Brothers had record results in 2005 with net income up 97% to $806.1 million, earnings per share up 90% to $4.78, total revenues up 50% to $5.79 billion, and contracts and backlog also up significantly.
- They attribute their success to expanding their operations nationally, developing high-quality communities across various luxury housing segments, and having over 83,000 home sites under control to support future growth.
- Looking ahead, Toll Brothers expects continued growth through expanding their community count and believes housing market fundament
This document is Toll Brothers' annual report which summarizes their strong financial performance in fiscal year 2005, ending October 31, 2005. Some key points:
- Toll Brothers had record results in 2005 with net income up 97% to $806.1 million, earnings per share up 90% to $4.78, total revenues up 50% to $5.79 billion, and contracts and backlog also up significantly.
- They attribute their success to expanding their operations nationally, finding land in regulated markets, their brand name, and delivering a variety of luxury home products.
- Looking forward, they expect continued growth through expanding their community count, but growth rates may slow from the extraordinary pace of the last
This document is Toll Brothers' annual report which summarizes their strong financial performance in fiscal year 2005, ending October 31, 2005. Some key points:
- Toll Brothers had record results in 2005 with net income up 97% to $806.1 million, earnings per share up 90% to $4.78, total revenues up 50% to $5.79 billion, and contracts and backlog also up significantly.
- They attribute their success to expanding their operations nationally, developing high-quality communities across various luxury housing segments, and having over 83,000 home sites under control to support future growth.
- Looking ahead, Toll Brothers expects continued growth through expanding their community count and believes housing market fundament
Marketing Automation vendors have received funding of over $170MM combined. This infographic/timeline shows when each round of financing was done for each vendor.
UMH Properties, Inc. is a real estate investment trust that owns and operates manufactured home communities. The document includes two charts showing the company's total revenues and annual dividend per share increasing from 2006 to 2010. It also shows a chart on the company's sales and finance increasing over the same period.
The document summarizes the development of Community Gaming Centres (CGCs) in British Columbia as a new entertainment brand. It describes how CGCs were created in 2004 to meet growing demand for slots while maintaining responsible gambling in a differentiated facility model compared to casinos. Four cornerstones guided the vision: exciting facilities, product variety, remarkable guest experiences, and effective marketing. While alignment issues arose between BCLC and private sector operators, the CGC model achieved revenue growth, increased participation, and public support for gambling in BC.
What Buyers Are Thinking & Doing in Today's M&A MarketLinda Gridley
Gridley presented at the DFJ Gotham Annual Meeting on May 17, 2012. The presentation discussed how traditional industry leaders are highly vulnerable due to unprecedented innovation in areas like cloud computing, new business models, and open source/architecture. Gridley noted that over $130 billion of value has been created in just 3 years through this rapid innovation. The presentation analyzed M&A activity among both traditional and emerging technology companies. Gridley advised sellers to be realistic about pricing and pursue strategic integrations with potential acquirers.
The document is a private equity investment deck that provides quarterly data and analysis for Q1 2013. It shows that total private equity investment value reached nearly $6 billion for Q1 2013, continuing an upward trend. The majority of deals were between $5-25 million. Exits increased in value to over $1.6 billion primarily through M&A transactions. Key sectors like software, healthcare, and IT saw the most investment activity.
Materials developed and/or produced by the Health Policy Partners of Maine are meant for informational and educational purposes only. Do not use or replicate this information in any form without express permission of the coalition. For more information, contact aolfene@lungne.org.
Writing changedmylife.com automated ms excel invoicedfreelancer
The document provides instructions for using an automated invoice template for a writing business. It explains that the template calculates totals automatically each month based on the number of articles and rate per article entered for each client. The overall monthly income is also calculated automatically. The template is meant to simplify the monthly invoicing process.
The document provides information about various digital resources negotiated by the Carolina Consortium, including discounts available to consortium members. Key points include:
- Membership in the Carolina Consortium provides access to negotiated deals on resources like Alexander Street Press, Swank Digital Campus, Films on Demand, and Ambrose Video.
- Discounts for consortium members on resources range from 10-17% off list prices, along with occasional free trial periods.
- The consortium negotiator and contacts are provided for each resource for members to take advantage of deals and discuss trials or questions.
- Resources mentioned include databases, ebooks, streaming media on topics like music, films, and more from providers such as EBS
The document contains receipts from three different stores - Ropa Aid in Playas de Rosarito, Cafe Cherry in Plaza Festival Rosarito, and Sears in Tijuana. Ropa Aid sold clothing items like shirts, shoes, pants, and jewelry. Cafe Cherry sold food items like pastries, coffee, sandwiches, and ice cream. Sears sold shoes, toys, shirts, pants, and accessories. Each receipt lists the products purchased, descriptions, prices, taxes, subtotals, and totals.
The document contains receipts from three different stores - Ropa Aid in Playas de Rosarito, Cafe Cherry in Plaza Festival Rosarito, and Sears in Tijuana. Ropa Aid sold clothing items like shirts, shoes, pants, and jewelry. Cafe Cherry sold food items like pastries, coffee, sandwiches, and ice cream. Sears sold shoes, toys, shirts, pants, and accessories. Each receipt lists the products purchased, descriptions, prices, taxes, subtotals, and totals.
The intern noticed from analyzing the protagonist's finances that they frequently bought cupcakes. Upon seeing the data, it was clear the protagonist had a strong preference for certain cupcake vendors and bought cupcakes most often on Tuesdays. The data also revealed the protagonist consumed over 5 pounds of cupcakes in the time period analyzed. Seeing the data made the protagonist realize they needed to reduce their cupcake consumption, so they sought out the reasons behind their behaviors and found a solution.
Detail on completed domestic M&A deals over the past 10 years by type of consideration (cash, stock, or cash & stock). The vast majority of deals have been cash, with cash deal values peaking at the height of the availability of “cheap" money in 2007. Cash deals also have had the lowest and most consistent average value over the years. Stock deals had their largest years during the height of the internet/tech bubble in ‘99/’00.
1) Constellation Brands is a leading producer and marketer of beverage alcohol brands in North America and the UK.
2) In 2002, Constellation Brands reported gross sales of $3.6 billion, net sales of $2.8 billion, operating income of $342 million, and net income of $136 million.
3) As the second largest supplier of wine, beer, and distilled spirits in the US, Constellation Brands has a broad portfolio of brands that provides opportunities to satisfy consumer preferences across multiple categories of beverage alcohol.
Fhm tobacco spending compared to msa payments 2001 to 2013Tim Feeley
This bar graph compares Maine's tobacco prevention budget to tobacco settlement payments from fiscal years 2004 to 2013. It shows that while tobacco settlement payments to Maine increased from around $9.5 million to over $50 million during this period, funding for tobacco prevention programs fluctuated and was consistently lower, ranging from around $7.5 to $16.4 million.
Our excursions in tahiti offer stunning lagoon tours, vibrant marine life encounters, and cultural experiences. We ensure unforgettable adventures amidst breathtaking landscapes and serene waters. For more information, mail us at tracey@uniquetahiti.com.
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The document lists the prepaid recharge amounts for three cell phone companies in Mexico: Movistar, Telcel, and Unefon/Iusacel. It then includes a table with 40 rows to register prepaid recharges by company, phone number, amount, date and time.
This document is Toll Brothers' annual report which summarizes their strong financial performance in fiscal year 2005, ending October 31, 2005. Some key points:
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This document is Toll Brothers' annual report which summarizes their strong financial performance in fiscal year 2005, ending October 31, 2005. Some key points:
- Toll Brothers had record results in 2005 with net income up 97% to $806.1 million, earnings per share up 90% to $4.78, total revenues up 50% to $5.79 billion, and contracts and backlog also up significantly.
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This document is Toll Brothers' annual report which summarizes their strong financial performance in fiscal year 2005, ending October 31, 2005. Some key points:
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- Looking forward, they expect continued growth through expanding their community count, but growth rates may slow from the extraordinary pace of the last
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- They attribute their success to expanding their operations nationally, developing high-quality communities across various luxury housing segments, and having over 83,000 home sites under control to support future growth.
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2011 sts marketing college travel green presentation part 2
1. Marketing Geotourism Assets
To ensure sustained demand and a sustainable place,
plan not for “tourism,” but for the best tourists.
Geotourism Principle 3
• Market selectivity:
Concentrate on geotourism segments
3. SEGMENT SIZE
Percent of 154
million who traveled
in past 3 years Urban Sophisticates
13%
Good Citizens
11%
Geo-Savvys
11%
Traditionalists
11%
Self-Indulgents
13%
Wishful Thinkers
14%
Outdoor Sportsmen
14%
Apathetics
13%
4. 18 $80
$76.1
$70.3 HH INCOME
16 $70
$67.9 $68.5
$63.8
$63.2 $60
14
$53.8 $53.2
$53.0
Trips in past 3 yrs
$50
12
$40
10 HH$000
$30
8 NUMBER
OF TRIPS $20
6
$10
4 $0
URBAN SELF-
n
s
s
SOPHIS- INDUL-
ts
rs
ics
ea
s
es
y
en
en
t
vv
en
ke
lis
at
TICATES GENTS
M
et
m
tiz
Sa
na
lg
hin
tic
th
rts
Ci
du
o-
itio
a
his
lT
o
Ap
d
In
Ge
Sp
oo
ad
op
fu
lf-
5. New Trends in Travel
• TIA-National Geographic Study in 2002
– 73% want clean, unpolluted environment
– 80% want outstanding scenery
– 61% believe their trip is better if it
preserves natural, historic, and cultural sites
– 62% (95M) key to learn about other cultures
– 54% want places off the beaten track, local
places
– 41% want an authentic travel experience
5
6.
7.
8.
9.
10. The July 2009 travelhorizons, the quarterly consumer
survey co-authored by the U.S. Travel Association and
Ypartnership states:
• U.S. travelers are more familiar with sustainable travel terminology
than they were two years ago but remain unwilling to pay more for
eco-friendly travel options
• Although consumers are reluctant to pay more to support green travel
service suppliers they are definitely paying attention to those who
are green, even in this down economy. Travel service suppliers
should therefore continue to adopt green practices that have a minimum
impact on consumers’ wallets.
• Awareness of the term “green travel” improved from 9 percent in July
2007 to 22 percent in July 2009.
• The majority (51 percent) of consumers will continue to patronize
“green” travel service suppliers regardless of an economic downturn.
• Greater than two-third (71 percent) say it is hard to find out about
environmental policies and initiatives of travel service suppliers.
11. Treehugger.com
by Discovery
Attracts ecologically-engaged, creative, urban professionals who
are willing to pay a premium for nicely designed goods and
services made with the environment in mind.
Our largest group of readers:
• Are in their 20s and 30s (47% are 21-30 years old; 31% are 31-40
years old)
• Are students, designers, technologists and journalists
• Are either men or women (50/50)
• Are comfortable financially (25% earn over 90K annually, over
60% earn over 45K)
• Are looking for green products and services (85% report that they
will spend “somewhat more” to “a great deal more” on green goods
and services)
• TreeHuggers are a young, influential, and affluent demographic
who make significant purchases online and turn to TreeHugger to
find products and services they can trust.
12.
13. • Reader base is largely female, aged 25 - 54.
• Very well educated (88% with college or
university education)
• They have a high average household income
(37% earn $100k+).
• Internet savvy and considered the expert on
green issues and tips among their social circles.
• Research their purchases online, even if they
may eventually make that purchase offline.
17. Geotourism
Virtuous
Circle
Place-based
tourism Community
benefit
Motive to
protect
18. The Circle
Broken
Leakage; irresponsible
business practices
Place-based
tourism Community
benefit
Benefits
too
Obstacles selective,
to or not
Motive to apparent
protection protect
21. Norway’s Queen Sonja at final signing of the
Norwegian Geotourism Charter at NGS
22.
23.
24. a historic inn, an unusual bird, a spectacular view, a
forest, a type of local beer, an adventurous hike, a
program for spending time with a local family, a place
where local musicians play traditional music, etc.
25. The Geotourism Principles
1. Integrity of place 8. Protection and enhancement
2. International codes of destination appeal
3. Market selectivity 9. Land use
4. Market diversity 10. Conservation of resources
5. Tourist enthusiasm 11. Planning
6. Community involvement 12. Interactive interpretation
7. Community benefit 13. Evaluation
26. Tourists— Residents—
How to get more out of my trip; How tourism can help us,
how to be a good visitor. enrich our lives.
Tourism
Tourism promoters—
businesses— stewardship How we can
How we can grow claim success.
and thrive.
Presevationist/conservationists— Politicians—
How tourism can protect (not How we can create
prosperity, boost our
destroy) our distinctive assets. govt’s popularity.
A constituency
of stewardship
27. West Virginia Sustainable Tourism Coalition
• Travel Green Appalachia
– Program coordination and facilitation
• West Virginia Community Development Hub
– Fiscal agent, identify target communities, promotion, staff and logistical support
• WVU Department of Recreation, Parks, and Tourism Resources
– Faculty and student research, applied course work, GIS database, resource
mapping, survey development and administration
• WVU Extension Director of Community, Economic Development, and Workforce Dev.
– Faculty expertise in research and teaching
– First Impressions Program
– Focus Group Planning
• West Virginia Division of Tourism
– Tourism development planning, marketing, industry communications
• George Washington University Department of Hospitality and Tourism Management
– Tourism strategy development, planning and implementation, faculty research
and technical assistance, graduate student internships
• Bridgemont Community and Technical College
– Workforce training
• Collaborative for 21st Century Appalachia
– Training module, cultural asset map template, cultural-heritage foods identification
• The Preservation Alliance of West Virginia
– Cultural heritage tourism advisory council
• Tamarack Foundation
– Local artist network
• Natural Capital Investment Fund
– Financial support for sustainable small businesses
28. From eco- to geo-
GEOTOURISM
Cultural
Sightseeing
tourism
Culinary
Nature-based
tourism
tourism
Heritage
tourism Agri-
Green tourism
All place-based tourism
types of tourism =
the ENTIRE destination
29. Greater Yellowstone
Geotourism Partners
With support from the:
•United States Forest Service
•Bureau of Land Management
•National Park Service
30.
31.
32.
33. Stewardship Councils
• Coordinate geotourism strategy and Charter
programs
• Promote the virtuous circle
• Gather content for Geotourism sites
• Advise on threats to geotourism assets and
opportunities for enhancement
• Work with tourism office to promote and protect
those assets
• Evaluate progress
34. Stewardship Councils
Public/private representatives for. . .
• historic preservation
• nature & ecotourism
• farm/restaurant programs
• beautification
• traditional performing arts,
artisanry
• indigenous and minority groups
• urban renewal
• local government
• tourism and local business expertise
• tourism promotion
• other characteristics of the place
39. “The internet is the #1
source of travel planning
information and
purchasing.”
Source: Randall Travel Marketing, 2008
Without rich information
about travel options,
tourists will rely on price
alone to make decisions.
Source: Forrester Research, 2008
41. Online
Geotourism MapGuide
Site
nominations
Businesses and
the public can fill
out and upload
online site
nomination forms
42. GeoConsensus System Overview
Content Contributors
Destination’s
Portal Site Visitors
Geotourism
editor and Subscribers
Website
Geotourism qualified NatGeo
Stewarship Council
Education determines content model
14M/month
43.
44.
45.
46.
47.
48.
49.
50.
51.
52.
53.
54.
55.
56.
57.
58.
59. • You need a Leader
• Know your Facts and Don’t Fake It
• Foster Collaboration – Create a Constituency
• Determine Your Focus Region
• Regional Stewardship Councils
• Get a Formal Commitment
• Educate, Educate, Educate
• Promote – use technology and social media to
identify, promote, and share
• Assess – bring in outsiders for a different perspective
• Plan – Fill In The Gaps
• Funding – Be Creative
• Monitor and Evaluate
60. The geotourism equation:
Environment +
culture +
history +
aesthetics +
people =
sustainable
economic
benefit
62. www.scenic.org
• The National Trust for Historic Preservation
http://www.preservationnation.org
• The National Sustainable Lodging Network
http://sustainablelodging.org/