1) The document summarizes a business plan for an Enogastronomic Product Club in Lombardy, Italy.
2) The product club aims to link together the main actors in the region's enogastronomic heritage to create tourist activities centered around culinary experiences.
3) The objectives of the product club are to boost the region's distinctive enogastronomic features to attract more tourists and increase average length of stays, incentivize tourism during low seasons, create synergies among industry stakeholders, and extend promotional campaigns abroad.
The document proposes the creation of an "Enogastronomic Product Club" to relaunch tourism in Lombardy, Italy. The product club would link actors in the region's enogastronomic heritage to create culinary tourism experiences. It outlines the organizational structure, public and private members, requirements for membership, financial structure, and performance evaluation methods. The product club would offer enogastronomic itineraries, workshops, and attractions tailored to different tourist target markets.
The Responsible Tourism Institute (ITR) was created to promote sustainable development in the tourism industry. It maintains cooperation agreements with UNESCO and is a member of the UNWTO. The ITR developed the Responsible Tourism System (STR) and BIOSPHERE certification to regulate sustainable practices in tourism. It offers consulting services to tourism businesses and destinations, as well as training and event organization related to sustainability.
A global Report 2012 in Food Tourism worldwide. The Main importance of food Tourism specially in developing areas or Issolated Areas. there is a great trend on local based gastronomy linked to local culture. Nice Figures.
The document discusses tourism in Croatia, focusing on thermal and spa tourism. It notes that Croatia had over 50 million foreign overnight stays in 2010, with top markets being Germany, Slovenia, Italy/Austria, Czech Republic and Poland. It outlines strategies for developing thermal and spa destinations in Croatia through integrated approaches, highlighting cultural and natural heritage, and promoting experiential activities like spa archaeology, culinary routes, and creative themes to attract new types of visitors. The document emphasizes sustainability, partnerships, and managing destinations as experiences to strengthen identities and communities.
”The Adaptation of the Tourist Offer to the Requirements of Proximity Touris...Ada Mirela Tomescu
The scientific paper was presented “The Adaptation Of The Tourist Offer To The Requirements Of Proximity Tourism, first stage ” at 4-th International Scientific Conference in volume „Management in Function of Increasing the Tourism Consumption”, Opatjia, Croatia, 17 April, 2004;The paper intend to present the idea of shaping the tourist offer;
This should be more attractive for the proximity indigenous population and thus incomes in tourism should increase.
The proposed virtual museum platform would connect organizations promoting Mediterranean cuisine and culture across Europe. It would provide multimedia content like videos, recipes, and expert advice on different countries' food traditions. The platform would link to other related projects and standards to encourage cultural exchange and tourism. It aims to preserve intangible cultural heritage around the Mediterranean diet and support local producers and economies in a sustainable way.
A practical guide to sustainable development adventures and activities - li...NettUpp
The document provides guidance on sustainable tourism development. It discusses:
1) Sustainable tourism development aims to change behaviors at the destination, business, and tourist levels.
2) For businesses, the first steps are determining environmental, social and economic impacts; developing a sustainability policy; and continually measuring impacts.
3) International case studies show tour operators implementing practices like using local suppliers and guides, providing training, and limiting environmental impacts.
4) Communities can take the lead in sustainability by coordinating existing EU efforts, mobilizing stakeholders, and developing innovative low-impact products. Norway's vision incorporates themes like conservation, certification, and carbon neutrality.
The document proposes the creation of an "Enogastronomic Product Club" to relaunch tourism in Lombardy, Italy. The product club would link actors in the region's enogastronomic heritage to create culinary tourism experiences. It outlines the organizational structure, public and private members, requirements for membership, financial structure, and performance evaluation methods. The product club would offer enogastronomic itineraries, workshops, and attractions tailored to different tourist target markets.
The Responsible Tourism Institute (ITR) was created to promote sustainable development in the tourism industry. It maintains cooperation agreements with UNESCO and is a member of the UNWTO. The ITR developed the Responsible Tourism System (STR) and BIOSPHERE certification to regulate sustainable practices in tourism. It offers consulting services to tourism businesses and destinations, as well as training and event organization related to sustainability.
A global Report 2012 in Food Tourism worldwide. The Main importance of food Tourism specially in developing areas or Issolated Areas. there is a great trend on local based gastronomy linked to local culture. Nice Figures.
The document discusses tourism in Croatia, focusing on thermal and spa tourism. It notes that Croatia had over 50 million foreign overnight stays in 2010, with top markets being Germany, Slovenia, Italy/Austria, Czech Republic and Poland. It outlines strategies for developing thermal and spa destinations in Croatia through integrated approaches, highlighting cultural and natural heritage, and promoting experiential activities like spa archaeology, culinary routes, and creative themes to attract new types of visitors. The document emphasizes sustainability, partnerships, and managing destinations as experiences to strengthen identities and communities.
”The Adaptation of the Tourist Offer to the Requirements of Proximity Touris...Ada Mirela Tomescu
The scientific paper was presented “The Adaptation Of The Tourist Offer To The Requirements Of Proximity Tourism, first stage ” at 4-th International Scientific Conference in volume „Management in Function of Increasing the Tourism Consumption”, Opatjia, Croatia, 17 April, 2004;The paper intend to present the idea of shaping the tourist offer;
This should be more attractive for the proximity indigenous population and thus incomes in tourism should increase.
The proposed virtual museum platform would connect organizations promoting Mediterranean cuisine and culture across Europe. It would provide multimedia content like videos, recipes, and expert advice on different countries' food traditions. The platform would link to other related projects and standards to encourage cultural exchange and tourism. It aims to preserve intangible cultural heritage around the Mediterranean diet and support local producers and economies in a sustainable way.
A practical guide to sustainable development adventures and activities - li...NettUpp
The document provides guidance on sustainable tourism development. It discusses:
1) Sustainable tourism development aims to change behaviors at the destination, business, and tourist levels.
2) For businesses, the first steps are determining environmental, social and economic impacts; developing a sustainability policy; and continually measuring impacts.
3) International case studies show tour operators implementing practices like using local suppliers and guides, providing training, and limiting environmental impacts.
4) Communities can take the lead in sustainability by coordinating existing EU efforts, mobilizing stakeholders, and developing innovative low-impact products. Norway's vision incorporates themes like conservation, certification, and carbon neutrality.
Relaunching tourism in Lombardy: a proposal for an Enogastronomic Product ClubAndrea Scacchioli
The document proposes creating an "Enogastronomic Product Club" in Lombardy, Italy to relaunch tourism by linking public and private stakeholders in the region's food and wine industry to develop new culinary tourism experiences. The product club would pool members' resources for marketing, research, and developing packages to help tourists discover Lombardy's terroir and food traditions through culinary activities and tours. Requirements for membership include promoting the region's culture and producing traditional local products according to their seasons and methods.
MTM IXth - Business Plan: An innovative experiential community-based tourism ...MTM IULM
This document outlines a business plan for developing an experiential community-based tourism product in Northern Uganda. It involves collaborating with two local communities, Wawoto and Mt. Elgon, to create a 15-day tour package that immerses tourists in the local culture through activities like crafts, storytelling, and farming. The plan also addresses providing training to the communities in areas like hygiene, business skills, and English language. Market analysis shows potential among eco-tourists interested in nature, culture and volunteering. The tourism package and collaboration with communities aims to deliver happiness and community-focused experiences for tourists while supporting sustainable development.
This document summarizes a presentation on culture and tourism given at a meeting in Patras, Greece. It defines culture and discusses the cultural diversity and common heritage within Europe. It also examines the economy of culture as a growing sector and lists some EU cultural programs and initiatives. Examples of innovative cultural practices and trends are provided. Strategic directions are outlined to better integrate culture and tourism and promote sustainable development.
InnoPolis is a non-profit civil society organization based in Greece that aims to promote innovation, competitiveness, and European integration through projects related to inter-regional cooperation. They have over 35 years of experience working on EU-funded projects and have participated in programs related to agriculture, bio-waste management, food innovation, sustainable mobility, tourism promotion, and more. Their activities are focused on local, national, transnational, regional, interregional, and supranational levels.
The document discusses the importance of gastronomy in the development of tourism destinations worldwide. It notes that food tourism has grown significantly as tourists seek authentic experiences connected to local culture and cuisine. Gastronomy can help diversify a destination's tourism offerings and stimulate local economies. The document reviews definitions of food tourism and outlines some global trends, including the popularity of food-related routes and experiences. It discusses how gastronomy influences destination image and impacts tourists' experiences and satisfaction levels. Having memorable food-related aspects can increase visitors' intentions to return to a destination.
This document outlines a proposed project called "Mediterranean Underwater European Programme" that aims to promote sustainable tourism and small businesses in Spain, France, Italy and Greece by developing an underwater cultural heritage tourism route and products. The key objectives are to strengthen transnational tourism cooperation, diversify tourism offerings, and support economic regeneration. A consortium of at least 5 partners from 4 countries would work on initiatives like creating an online network, mapping cultural sites, developing tourism packages, and hosting promotional events over 12 months to launch the new "Mediterranean Underwater" tourism product.
This document provides an overview of a 10-day ecotourism course, including daily lessons and activities. The course is designed to teach participants about key concepts in ecotourism such as definitions, industry studies, running an ecotourism business, marketing, and implementing sustainable practices. Daily activities include hikes, tours of local businesses, and volunteering opportunities. The document also provides background information on ecotourism and sustainability certification in Costa Rica to provide context for the course.
Guidelines for the development of Gastronomy Tourism David Vicent
This document provides guidelines for national tourism administrations and destination management organizations seeking to develop gastronomy tourism. It covers key aspects of planning and managing gastronomy tourism destinations, including analysis of trends, competitors, tourists; defining a destination's competitive strategy; promoting product development and innovation; training and jobs; offering memorable experiences; governance and collaboration; and monitoring mechanisms. The purpose is to guide NTAs and DMOs in developing and managing gastronomy tourism, especially in the initial phases.
The document discusses a project to advertise Italian artistic heritage restored by Banking Foundations through internet travel. It proposes grouping restored works funded by foundations onto a single website, then promoting the site through local authorities, tourism ministry, and foreign chambers of commerce to attract tourists. Packages would offer visits to listed artworks.
This document summarizes European initiatives and tools to promote tourism. It discusses the EU's legal basis to support tourism, noting that Europe is the top tourist destination thanks to its heritage, assets, and services. The main objective is making EU tourism more competitive by diversifying products and increasing intra-EU tourism. Tools discussed include the European Tourism Indicator System to facilitate sustainable tourism management, trans-national thematic tourism projects to promote cultural and industrial heritage, and the Calypso plus initiative to encourage senior tourism across seasons.
The document discusses cultural and heritage tourism development in ASEAN countries. It provides definitions of cultural tourism and heritage tourism. The objectives of developing cultural and heritage tourism in ASEAN are outlined, which include increasing the number of qualified international visitors, distributing visitors proportionally among ASEAN countries, and increasing benefits to communities and environments. The ASEAN Tourism Strategic Plan for 2011-2015 is summarized, which includes the vision, strategic directions, and activities related to developing regional cultural and heritage tourism products and packages. Work plans, outputs, and strategies for developing cultural and heritage tourism packages involving at least two ASEAN countries are also presented.
The development of productive and fully integrated linkages between the Agri-Food Sector and Tourism in the Caribbean Region offers significant potential for repositioning and broad-based growth in the Agriculture value chain, and opportunities for channelling the Region’s diversity and building-in genuine competitiveness and sustainability in the tourism product.
Forging Agriculture-Tourism linkages capitalizes on the inherent ability of the Tourism sector to diversify the Caribbean economy, stimulate entrepreneurship, catalyse investment and assist in wider social development in local communities. Such linkages offer unprecedented opportunities to stem and reverse the declines in traditional agriculture, stimulate the rapid growth in “new‟ agriculture and build resilience and sustainability of Caribbean economies. The latter is particularly critical for reducing the high levels of foreign exchange leakage in tourism, preserving cultural identity, reducing poverty in local communities and enhancing local awareness and good practices with respect to climate change and environmental issues.
Goal: To provide a mechanism for managing and increasing the local and regional development impact of Tourism and Agriculture through the creation of a collaborative and inclusive planning and implementation framework that can drive trade and new business between the two sectors.
Study on Tourism and Intangible Cultural Heritage Summary Dr Lendy Spires
Why Tourism & Intangible Cultural Heritage? UNWTO Study on Tourism and Intangible Cultural Heritage Intangible Cultural Heritage is embodied in those practices, expressions, knowledge, and skills, as well as in associated objects and cultural spaces, that communities and individuals recognize as part of their cultural heritage. Transmitted through generations and constantly recreated, it provides humanity with a sense of identity and continuity.* This global wealth of traditions has become one of the principal motivations for travel, with tourists seeking to engage with new cultures and experience the global variety of performing arts, handicrafts, rituals, cuisines, and interpretations of nature and the universe.
As celebrated on World Tourism Day 2011, ‘Tourism – Linking Cultures’, the cultural interaction spurred by such encounters prompts dialogue, builds understanding, and, in turn, fosters tolerance and peace. One of the challenges currently facing the tourism sector is to contribute to the identification, protection and safeguarding of intangible cultural heritage through tourism development. Fostering the responsible use of this living heritage for tourism purposes can provide new employment opportunities, help alleviate poverty, curb rural flight migration among the young and marginally-employed, and nurture a sense of pride among communities.
Tourism also offers a powerful incentive for preserving and enhancing intangible cultural heritage, as the revenue it generates can be channelled back into initiatives to aid its long-term survival. Intangible cultural heritage must be thoughtfully managed if it is to survive in an increasingly globalised world. True partnerships between communities and the tourism and heritage sectors can only occur if all sides develop a genuine appreciation for each other’s aspirations and values.
This document discusses accessible tourism and provides best practices for its implementation. It addresses the definition of accessible tourism as tourism that is accessible to all regardless of physical limitations. It notes that over 20% of the population has some disability or health issue. The document outlines five key success factors for accessible tourism: having policies, strategies and evaluation; developing networks and partnerships; addressing the accessible tourism value chain; focusing on destination and product development; and providing accessible tourism experiences. It emphasizes that attention to all these factors is needed for success. The document then discusses each success factor in more detail to provide guidance on accessible tourism design, implementation, promotion and marketing.
Associating to Create Unique Tourist Experiences of Small Wineries in Contine...Kayla Smith
This document discusses opportunities for small wineries in Croatia to create unique tourist experiences through association. It conducted interviews and a survey of winery owners in Virovitica-Podravina County. The findings show that while owners see potential, they are unfamiliar with concepts like scattered hotels and experience economies. They also face obstacles to association that limit their tourism offerings. The document argues that small wineries should form micro-clusters through activities like themed routes and accommodation to better compete in tourism and make use of their cultural and agricultural resources.
The document discusses cultural and heritage tourism in Southeast Asia. It proposes developing regional tourism packages and circuits centered around themes like cultural heritage, rural and urban culture, museums, temples, and archaeological sites. Member states will propose their best cultural and heritage tourism products to be incorporated into these experiential regional circuits. The overall aim is to increase the value and competitiveness of cultural tourism in ASEAN countries in a sustainable and community-focused manner.
This is how i have envisioned the implementation of the community based tourism package ( SCR 6.1) to be implemented in my state through the funding of ADB. The presentation gives you a clear cut idea on what is community based tourism m how we are planning to implement it in Himachal through PRA tools and the areas that we have selected for the skill based training of which will be given to the communities in the identified clusters. These inferences have been drawn from my experiences working in following areas & organizations -
- Great Himalayan National Park in Himachal Pradesh
-Annapurna Conservation Area in Nepal
- Sikkim Biodiversity & Conservation Project
-Surya-Abha Society Ladakh
-Directorate of Mountaineering & Allied Sports , Manali
-Government Post Graduate Degree College Kullu
-The Kullu Project
-Sunshine HImalayan Adventures , Kullu
Description: The actions will contribute to the implementation of the 2010 Tourism Communication „Europe, the world's No 1 tourist destination“ and ensure a sustainable continuation to initiatives already undertaken under COSME 2014 as well as under EIP.
Objectives:
(1) increasing tourism demand, (2) diversifying tourism offer, (3) enhancing tourism quality, sustainability, accessibility, skills, information and innovation, (4) Improving socio-economic knowledge of the sector and (5) increasing Europe's visibility as a tourist destination as well as of its diverse destinations
Implementation Mode: Calls for Proposals (4), Call for Tender and Framework Contracts (6), Ad-hoc Grants (2)
The document discusses opportunities for developing cultural tourism following the COVID-19 pandemic. It emphasizes the importance of cultural tourism, which accounts for nearly 40% of global tourism revenues. The pandemic provides a chance to rethink tourism models and ensure they are sustainable, protect cultural and natural assets, and benefit local communities. Effective governance frameworks are needed that involve stakeholders like community groups and businesses. Examples from projects like RUINS in Central Europe demonstrate how to govern heritage sites, engage communities, and spur local economic development through cultural tourism.
SUBMITTED TO
AMITY INSTITUTE OF TRAVEL & TOURISM AND
AMITY SCHOOL OF HOSPITALITY, KOLKATA
FOR THE PARTIAL FULFILLMENT OF THE REQUIREMENT OF THE DEGREE
OF MASTER OF ARTS IN TOURISM ADMINISTRATION
beroNet GmbH es una empresa alemana fundada en 2002 que fabrica gateways VoIP controlados desde la nube. Ofrece varios modelos de gateways con diferentes capacidades de líneas y tecnologías. Los gateways se pueden controlar y monitorear de forma remota a través de la plataforma en la nube beroCloud, lo que permite gestionar proyectos, clientes y tareas de forma centralizada. beroNet también ofrece tarjetas PCIe y servidores completos con hypervisor para implementaciones VoIP más complejas.
Relaunching tourism in Lombardy: a proposal for an Enogastronomic Product ClubAndrea Scacchioli
The document proposes creating an "Enogastronomic Product Club" in Lombardy, Italy to relaunch tourism by linking public and private stakeholders in the region's food and wine industry to develop new culinary tourism experiences. The product club would pool members' resources for marketing, research, and developing packages to help tourists discover Lombardy's terroir and food traditions through culinary activities and tours. Requirements for membership include promoting the region's culture and producing traditional local products according to their seasons and methods.
MTM IXth - Business Plan: An innovative experiential community-based tourism ...MTM IULM
This document outlines a business plan for developing an experiential community-based tourism product in Northern Uganda. It involves collaborating with two local communities, Wawoto and Mt. Elgon, to create a 15-day tour package that immerses tourists in the local culture through activities like crafts, storytelling, and farming. The plan also addresses providing training to the communities in areas like hygiene, business skills, and English language. Market analysis shows potential among eco-tourists interested in nature, culture and volunteering. The tourism package and collaboration with communities aims to deliver happiness and community-focused experiences for tourists while supporting sustainable development.
This document summarizes a presentation on culture and tourism given at a meeting in Patras, Greece. It defines culture and discusses the cultural diversity and common heritage within Europe. It also examines the economy of culture as a growing sector and lists some EU cultural programs and initiatives. Examples of innovative cultural practices and trends are provided. Strategic directions are outlined to better integrate culture and tourism and promote sustainable development.
InnoPolis is a non-profit civil society organization based in Greece that aims to promote innovation, competitiveness, and European integration through projects related to inter-regional cooperation. They have over 35 years of experience working on EU-funded projects and have participated in programs related to agriculture, bio-waste management, food innovation, sustainable mobility, tourism promotion, and more. Their activities are focused on local, national, transnational, regional, interregional, and supranational levels.
The document discusses the importance of gastronomy in the development of tourism destinations worldwide. It notes that food tourism has grown significantly as tourists seek authentic experiences connected to local culture and cuisine. Gastronomy can help diversify a destination's tourism offerings and stimulate local economies. The document reviews definitions of food tourism and outlines some global trends, including the popularity of food-related routes and experiences. It discusses how gastronomy influences destination image and impacts tourists' experiences and satisfaction levels. Having memorable food-related aspects can increase visitors' intentions to return to a destination.
This document outlines a proposed project called "Mediterranean Underwater European Programme" that aims to promote sustainable tourism and small businesses in Spain, France, Italy and Greece by developing an underwater cultural heritage tourism route and products. The key objectives are to strengthen transnational tourism cooperation, diversify tourism offerings, and support economic regeneration. A consortium of at least 5 partners from 4 countries would work on initiatives like creating an online network, mapping cultural sites, developing tourism packages, and hosting promotional events over 12 months to launch the new "Mediterranean Underwater" tourism product.
This document provides an overview of a 10-day ecotourism course, including daily lessons and activities. The course is designed to teach participants about key concepts in ecotourism such as definitions, industry studies, running an ecotourism business, marketing, and implementing sustainable practices. Daily activities include hikes, tours of local businesses, and volunteering opportunities. The document also provides background information on ecotourism and sustainability certification in Costa Rica to provide context for the course.
Guidelines for the development of Gastronomy Tourism David Vicent
This document provides guidelines for national tourism administrations and destination management organizations seeking to develop gastronomy tourism. It covers key aspects of planning and managing gastronomy tourism destinations, including analysis of trends, competitors, tourists; defining a destination's competitive strategy; promoting product development and innovation; training and jobs; offering memorable experiences; governance and collaboration; and monitoring mechanisms. The purpose is to guide NTAs and DMOs in developing and managing gastronomy tourism, especially in the initial phases.
The document discusses a project to advertise Italian artistic heritage restored by Banking Foundations through internet travel. It proposes grouping restored works funded by foundations onto a single website, then promoting the site through local authorities, tourism ministry, and foreign chambers of commerce to attract tourists. Packages would offer visits to listed artworks.
This document summarizes European initiatives and tools to promote tourism. It discusses the EU's legal basis to support tourism, noting that Europe is the top tourist destination thanks to its heritage, assets, and services. The main objective is making EU tourism more competitive by diversifying products and increasing intra-EU tourism. Tools discussed include the European Tourism Indicator System to facilitate sustainable tourism management, trans-national thematic tourism projects to promote cultural and industrial heritage, and the Calypso plus initiative to encourage senior tourism across seasons.
The document discusses cultural and heritage tourism development in ASEAN countries. It provides definitions of cultural tourism and heritage tourism. The objectives of developing cultural and heritage tourism in ASEAN are outlined, which include increasing the number of qualified international visitors, distributing visitors proportionally among ASEAN countries, and increasing benefits to communities and environments. The ASEAN Tourism Strategic Plan for 2011-2015 is summarized, which includes the vision, strategic directions, and activities related to developing regional cultural and heritage tourism products and packages. Work plans, outputs, and strategies for developing cultural and heritage tourism packages involving at least two ASEAN countries are also presented.
The development of productive and fully integrated linkages between the Agri-Food Sector and Tourism in the Caribbean Region offers significant potential for repositioning and broad-based growth in the Agriculture value chain, and opportunities for channelling the Region’s diversity and building-in genuine competitiveness and sustainability in the tourism product.
Forging Agriculture-Tourism linkages capitalizes on the inherent ability of the Tourism sector to diversify the Caribbean economy, stimulate entrepreneurship, catalyse investment and assist in wider social development in local communities. Such linkages offer unprecedented opportunities to stem and reverse the declines in traditional agriculture, stimulate the rapid growth in “new‟ agriculture and build resilience and sustainability of Caribbean economies. The latter is particularly critical for reducing the high levels of foreign exchange leakage in tourism, preserving cultural identity, reducing poverty in local communities and enhancing local awareness and good practices with respect to climate change and environmental issues.
Goal: To provide a mechanism for managing and increasing the local and regional development impact of Tourism and Agriculture through the creation of a collaborative and inclusive planning and implementation framework that can drive trade and new business between the two sectors.
Study on Tourism and Intangible Cultural Heritage Summary Dr Lendy Spires
Why Tourism & Intangible Cultural Heritage? UNWTO Study on Tourism and Intangible Cultural Heritage Intangible Cultural Heritage is embodied in those practices, expressions, knowledge, and skills, as well as in associated objects and cultural spaces, that communities and individuals recognize as part of their cultural heritage. Transmitted through generations and constantly recreated, it provides humanity with a sense of identity and continuity.* This global wealth of traditions has become one of the principal motivations for travel, with tourists seeking to engage with new cultures and experience the global variety of performing arts, handicrafts, rituals, cuisines, and interpretations of nature and the universe.
As celebrated on World Tourism Day 2011, ‘Tourism – Linking Cultures’, the cultural interaction spurred by such encounters prompts dialogue, builds understanding, and, in turn, fosters tolerance and peace. One of the challenges currently facing the tourism sector is to contribute to the identification, protection and safeguarding of intangible cultural heritage through tourism development. Fostering the responsible use of this living heritage for tourism purposes can provide new employment opportunities, help alleviate poverty, curb rural flight migration among the young and marginally-employed, and nurture a sense of pride among communities.
Tourism also offers a powerful incentive for preserving and enhancing intangible cultural heritage, as the revenue it generates can be channelled back into initiatives to aid its long-term survival. Intangible cultural heritage must be thoughtfully managed if it is to survive in an increasingly globalised world. True partnerships between communities and the tourism and heritage sectors can only occur if all sides develop a genuine appreciation for each other’s aspirations and values.
This document discusses accessible tourism and provides best practices for its implementation. It addresses the definition of accessible tourism as tourism that is accessible to all regardless of physical limitations. It notes that over 20% of the population has some disability or health issue. The document outlines five key success factors for accessible tourism: having policies, strategies and evaluation; developing networks and partnerships; addressing the accessible tourism value chain; focusing on destination and product development; and providing accessible tourism experiences. It emphasizes that attention to all these factors is needed for success. The document then discusses each success factor in more detail to provide guidance on accessible tourism design, implementation, promotion and marketing.
Associating to Create Unique Tourist Experiences of Small Wineries in Contine...Kayla Smith
This document discusses opportunities for small wineries in Croatia to create unique tourist experiences through association. It conducted interviews and a survey of winery owners in Virovitica-Podravina County. The findings show that while owners see potential, they are unfamiliar with concepts like scattered hotels and experience economies. They also face obstacles to association that limit their tourism offerings. The document argues that small wineries should form micro-clusters through activities like themed routes and accommodation to better compete in tourism and make use of their cultural and agricultural resources.
The document discusses cultural and heritage tourism in Southeast Asia. It proposes developing regional tourism packages and circuits centered around themes like cultural heritage, rural and urban culture, museums, temples, and archaeological sites. Member states will propose their best cultural and heritage tourism products to be incorporated into these experiential regional circuits. The overall aim is to increase the value and competitiveness of cultural tourism in ASEAN countries in a sustainable and community-focused manner.
This is how i have envisioned the implementation of the community based tourism package ( SCR 6.1) to be implemented in my state through the funding of ADB. The presentation gives you a clear cut idea on what is community based tourism m how we are planning to implement it in Himachal through PRA tools and the areas that we have selected for the skill based training of which will be given to the communities in the identified clusters. These inferences have been drawn from my experiences working in following areas & organizations -
- Great Himalayan National Park in Himachal Pradesh
-Annapurna Conservation Area in Nepal
- Sikkim Biodiversity & Conservation Project
-Surya-Abha Society Ladakh
-Directorate of Mountaineering & Allied Sports , Manali
-Government Post Graduate Degree College Kullu
-The Kullu Project
-Sunshine HImalayan Adventures , Kullu
Description: The actions will contribute to the implementation of the 2010 Tourism Communication „Europe, the world's No 1 tourist destination“ and ensure a sustainable continuation to initiatives already undertaken under COSME 2014 as well as under EIP.
Objectives:
(1) increasing tourism demand, (2) diversifying tourism offer, (3) enhancing tourism quality, sustainability, accessibility, skills, information and innovation, (4) Improving socio-economic knowledge of the sector and (5) increasing Europe's visibility as a tourist destination as well as of its diverse destinations
Implementation Mode: Calls for Proposals (4), Call for Tender and Framework Contracts (6), Ad-hoc Grants (2)
The document discusses opportunities for developing cultural tourism following the COVID-19 pandemic. It emphasizes the importance of cultural tourism, which accounts for nearly 40% of global tourism revenues. The pandemic provides a chance to rethink tourism models and ensure they are sustainable, protect cultural and natural assets, and benefit local communities. Effective governance frameworks are needed that involve stakeholders like community groups and businesses. Examples from projects like RUINS in Central Europe demonstrate how to govern heritage sites, engage communities, and spur local economic development through cultural tourism.
SUBMITTED TO
AMITY INSTITUTE OF TRAVEL & TOURISM AND
AMITY SCHOOL OF HOSPITALITY, KOLKATA
FOR THE PARTIAL FULFILLMENT OF THE REQUIREMENT OF THE DEGREE
OF MASTER OF ARTS IN TOURISM ADMINISTRATION
Similar to Relaunching Tourism in Lombardy: A proposal for an Enogastronomic Product Club (20)
beroNet GmbH es una empresa alemana fundada en 2002 que fabrica gateways VoIP controlados desde la nube. Ofrece varios modelos de gateways con diferentes capacidades de líneas y tecnologías. Los gateways se pueden controlar y monitorear de forma remota a través de la plataforma en la nube beroCloud, lo que permite gestionar proyectos, clientes y tareas de forma centralizada. beroNet también ofrece tarjetas PCIe y servidores completos con hypervisor para implementaciones VoIP más complejas.
Tourism Marketing Strategy And Plan For Milan And LombardyAndrea Scacchioli
The document discusses Milan's destination marketing strategy and plan for Expo 2015. It analyzes Milan's current image as mainly focused on fashion and business and proposes using Expo 2015 as an opportunity to reposition Milan's brand to attract more leisure visitors by promoting its cultural heritage and secondary attractions. It recommends creating a destination management organization, developing tourism packages linking Milan and surrounding areas, and conducting market research and promotional campaigns to expand tourism benefits before, during and after Expo 2015.
Auckland is the largest city in New Zealand with over 1.3 million residents. It is known for its natural beauty, multicultural population, and as the "City of Sails". A brand analysis found Auckland's identity is centered around outdoor activities and sports, with icons like the Sky Tower and harbor bridge. Its essence is nature and surroundings. Suggestions to improve Auckland include better public transport, protected architecture, and developing the waterfront and cultural events to strengthen the economy. Communication of Auckland's character worldwide could also help tourism.
This document provides a market research and segmentation plan for Edinburgh, Scotland. It includes the following key points:
1. An overview of Edinburgh's tourism market, highlighting its history, attractions, and current data on visitors.
2. A proposed market research plan to understand visitors' perceptions, images, and needs in more detail. This would involve surveys of business, leisure, and local visitors throughout the year.
3. The research aims to identify behavioral and psychological segments beyond just geographic origins. It would be used to increase market penetration and develop new segments.
4. The results would be shared with tourism players to improve satisfaction and allow businesses to better meet visitor needs based on strengths and weaknesses identified.
The document discusses how Destination Management Organizations (DMOs) will evolve in the future given changes in technology and tourism trends. It predicts that DMOs will have virtual offices and spaces to interact with customers online. They will utilize social media strategically and develop mobile apps to provide services directly to travelers. While their structure may change with new technologies, DMOs will still play an important role in marketing destinations and coordinating the tourism industry, and are likely to continue receiving public and private funds in recognition of their value.
Tourism marketing strategy and plan for Milan and LombardyAndrea Scacchioli
The document discusses Milan's destination marketing strategy and plan for Expo 2015. It recommends creating a destination management organization to coordinate tourism activities related to the Expo. It also suggests repositioning Milan's tourism branding to emphasize culture and heritage in addition to fashion and business. Promotional campaigns and tourism packages should showcase Milan and surrounding Lombardy to attract both business and leisure visitors for the Expo and beyond.
Tourism marketing strategy and plan for Milan and Lombardy
Relaunching Tourism in Lombardy: A proposal for an Enogastronomic Product Club
1. Module 4
Business Plan
Relaunching tourism in Lombardy:
A proposal for an Enogastronomic Product Club
(Part II)
AUTHORS TUTORS
Andrea Scacchioli, Martina Placucci, Francesca d’Angella
Mirko Chianesi, Sarah Chow,
Sara Monfregola*, Stefania Sossi Andrea Rossi
*phase 1
Master in Tourism Management – VII edition – 2010-2011 1
2. SUMMARY
1) THE ASSIGNMENT 4) FINANCIAL STRUCTURE
2) INTRODUCTION 5) PERFORMANCE
3) THE PRODUCT CLUB EVALUATION
• Product club definition 6) THE OFFERING SYSTEM
• The features and the logo of the P.C. • Itineraries, Workshops &
• Vision and Mission Single Attractions
• Objectives and Advantages 7) APPENDIX
• The offering system for the members
• Members involved
• Public & Private Partners
• Requirements
• Entry&Exit mechanisms
• Interorganizational structure
• Roles and Functions
Master in Tourism Management – VII edition – 2010-2011 2
3. The Assignment
Lombardy Region (LR) is working on the development of a new tourism
positioning, a new marketing plan on the international market and thus a new
tourism portal.
Our job was to develop an innovative tourist pilot product: the cultural product
cluster.
Our goals were:
• To build the organizational structure of the product club;
• To choose the public and private bodies to involve;
• To pinpoint the offering system of the product club;
• To structure the proper financial model of the organization.
The idea of the product club that we created has to be seen as a pilot test for a
further development of this type of tourism organization. If this pilot test will be
successful, the LR could think about implementing other product clubs in the
future, focused on other tourism offer (e.g. cultural cities, Alps, etc.).
Master in Tourism Management – VII edition – 2010-2011 3
4. Introduction
«Culture, or civilization,… is
that complex whole which
includes knowledge, belief, art,
law, morals, custom, and any
other capabilities and habits
acquired by man as a member of
society» (Tylor, 1871)
―Everything having to do
with food—its capture,
cultivation, preparation, and
consumption—represents a
cultural act‖.
(M. Montanari, Food is
Culture, 2006)
Master in Tourism Management – VII edition – 2010-2011 4
5. Introduction
As the academic definitions of E. B. Tylor and
Montanari claim, culture can mean a lot of
different things; if we consider the traditional
meaning, it can include music, art, literature,
theatre, cinema...
However we think that Culture is something
more than this, especially in Italy, where a
simple habit of everyday life, such as eating, has
been transformed into something more… a way
of life. That is why we think that the
enogastronomic culture is a good starting point
to relaunch tourism in Lombardy. It is from here
that the idea of our Product Club is born.
Master in Tourism Management – VII edition – 2010-2011 5
6. The product club
What is a product club?
A tourism product club is a product development partnership
established and led by the tourism industry stakeholders
including small- and/or medium-sized companies. The group
pools its resources to develop new market ready products or to
increase the value of existing ones.
Master in Tourism Management – VII edition – 2010-2011 6
7. The «Enogastronomic»
Product Club
Why a «Enogastronomic»
product club?
Ancient tradition
of enogastronomic culture;
Growth of enogastronomic tourism
(+60% in 2010 with 5mln € of revenues*);
Enogastronomic heritage of undisputed
value;
*Source: http://www.turismoefinanza.it
Master in Tourism Management – VII edition – 2010-2011 7
8. The «Enogastronomic»
Product Club
Presence of many high quality restaurants and culinary innovation;
It is strictly related with the theme of the 2015 Milan Expo
(Feeding the Planet, Energy for Life);
As the data coming from our D-WEB analysis of European Regions
show, the enogastronomic offer is an important part of Tourism also
in the other European Countries (see graph below).
Enogastronomic Offer
YES NO
54% 46%
* based on the 182
regional websites of the
D-WEB analysis.
Master in Tourism Management – VII edition – 2010-2011 8
9. VISION
To make the flavours, the
colours and the smells of
the food and wines of
Lombardy region as an icon
of the Enogastronomic
Culture all over the world.
Master in Tourism Management – VII edition – 2010-2011 9
10. MISSION
The «Enogastronomic» product club of
Lombardy region has to link together the
main actors of the enogastronomic
heritage of the region in order to create a
set of tourist activities that lead visitors
to discover the area through
culinary experiences.
The product club will be able to create a
network of industries, public and
private actors that will join their efforts
and their knowledge to offer an
unforgettable experience for tourists
interestes in the art of food.
Master in Tourism Management – VII edition – 2010-2011 10
11. THE 1. WHAT’S OUR
UNIQUE VALUE
ENOGASTRONOMIC
PROPOSITION ?
PRODUCT CLUB
2. ENOGASTRONOMY 3. WHAT IS OUR
THROUGH THE
PHILOSOPHY ?
5 SENSES
THE RIGHT
4. ”AN OVERALL PHILOSOPHY FOR 5. FOOD:
EXPERIENCE” OUR CULTURAL THE EATABLE
OFFER PART OF CULTURE
12. The Logo of the
Product Club
THE LOGO
The creation of the Enogastromic
culture product club logo is based in
the willingness to enhance the
attractivness of the marketing
product club. ENOGASTRONOMIC
PRODUCT CLUB
The logo represents the Lombardy
territory plunged in the
enogastronomic culture “color”.
Master in Tourism Management – VII edition – 2010-2011 12
13. Objectives of the
Product Club
The main goal of the Enogastronomic Culture Product Club is
to create a network among the main regional stakeholders in
order to maximise the benefits of promotional activities addressed
to the Enogastronomic Tourism Industry.
These activities need to be supported by infrastructures and
economic resources provided by the regional administrations.
The product club will also provide initiatives and resources in the
field of promotion and marketing.
Master in Tourism Management – VII edition – 2010-2011 13
14. Objectives of the
Product Club
The Enogastronomic Culture Product Club aims also to:
To boost the distinctive features of the territory in order to attract tourists and to
increase the average overnight stays;
To incentivate the tourism in the low season through an offer not subject to
seasonality;
To create sinergies among the different stakeholders of the Tourism Industry;
To take specific and sinergic actions in collaboration with unions and tourism
organizations, particularly related to enogastronomic niche markets;
To extend the promotional campaign abroad with a specific action aimed to
reach foreign international market.
Master in Tourism Management – VII edition – 2010-2011 14
15. Advantages to be
part of the P.C.
To be present in the map guides, the catalogues and the webiste that will be
created. These will be the main promotion tools used by the Product Club;
The creation of a enogastronomic network that will allow to link more all
the production areas;
To get benefits from the market research and studies that will be held by
the Product Club;
The integration of the enogastronomic offer with other tourism products;
A core promotion of those rural areas that are not usually included in the
main tourism itineraries;
The opportunity to take part of events of a certain importance that will
have a great impact on tourism promotion;
To be assisted by tourism professionals in the development of tourism
packages and promotion;
Master in Tourism Management – VII edition – 2010-2011 15
16. The offering system
for the members
The Enogastronomic Product Club of
Lombardy region offers products and
advantages both to its members and
to the tourists (the final clients):
FOR THE MEMBERS: FOR THE TOURISTS:
Periodic reports: related to the Enogastronomic Itineraries
members trend, the evaluation of Culinary Workshops
the satisfaction of each product Single Attractions
club components.
General statistics: on a national
and regional level.
Marketing&Promotion support
Professional assistance (training
programmes & refresher courses)
Master in Tourism Management – VII edition – 2010-2011 16
17. Who is involved?
The Enogastronomic Culture Product Club
will be composed by:
Local food and products producers
Wineries
Local adminstrations
Events and Festivals organizers
Biological Farmers'Associations
Traditional accomodations and restaurants
Service companies related to enogastronomic and cultural tourism
Travel Agencies and Tour Operators specialized in enogastronomic
tourism
Consortia of local products' producers (e.g. Grana Padano, Bagòss, etc.)
Master in Tourism Management – VII edition – 2010-2011 17
18. Possible partners
PUBLIC PARTNERS:
Lombardy Region
Lombardy provinces
Chambers of Commerce
Tourism Offices like APT, IAT, EPT
UNPLI Regional Committe for Lombardy
Master in Tourism Management – VII edition – 2010-2011 18
19. Possible partners
PRIVATE PARTNERS:
Events, Exhibitions and Local Festivals (i.e. Sagre) organizations
Tourism Consortia for Lombardy
Local and Traditional products and wine Producers Consortia
Territorial associations and others tourism promotion organization of
Lombardy
Wines and flavours’ roads Federations of Lombardy
Folk, cultural and traditional heritage associations of Lombardy
Master in Tourism Management – VII edition – 2010-2011 19
20. Compulsory
Requirements
Compulsory requirements to become members of the P.C.:
GENERAL
To be located in the Region Lombardy Territory;
To be able to speak one or more foreign languages;
To provide brochures, thematic maps and other communication facilities;
To promote incoming flows of tourists;
To organize or participate to exhibitions, festivals and events related to
Regional Enogastronomic culture and traditions.
PRODUCERS
To produce one or more traditional products – see Annexes/Table 1;
To respect the seasonality of the products;
To respect the consistency and the traditional method of production processes.
Master in Tourism Management – VII edition – 2010-2011 20
21. Compulsory
Requirements
HO.RE.CA.
Each dish must be prepared utilizing ingredients and local products with
DOC/DOCG/STG/IGT/DOP /IGP labels in a percentage of 75%;
To sell local products with DOC/DOCG/STG/IGT/DOP /IGP labels;
To be able to offer menus based on traditional recipes even if revised in a modern way;
To change menus according to the seasonality of local products ;
The 75% of the total wine offer must be covered by local wines;
To offer alternative products, like vegetarian, biological and gluten-free food;
For accomodation and lodging: to be able to provide also additional services as:
Reservation System, Telephone, Internet, Fax/email, TV, Air conditioning, Heating, Parking, Credit Card
Payment, Facilities for disabled people, WC, Pet friendly policies.
Compulsory requirements for new members of the P.C.*:
* to be achieved in the first two months of the membership
To give high visibility of the Product Club Logo (pubblished on the menus, brochures, own website, etc);
To expose in a key point of the structure the whole map of the itineraries and give
general information about the P.C.;
To provide brochures and other facilities in order to make visitors able to achieve the
Vision and the Mission of the P.C.;
To provide monthly report about their activities to the Analysis Department.
Master in Tourism Management – VII edition – 2010-2011 21
22. Organization of the
Product Club
Entry mechanisms:
In order to become a member of the P.C., the applicants will have to fill up
a written application form and fullfill all the compulsory requirements.
The founding members will analyze the application form and then
evaluate the admission of the candidate.
In the future the founding members will merge with the associates of the
P.C. and become part of an Assembly that will be the main decisional and
executive organ.
The Assembly will also elect the President of the P.C. by majority.
Master in Tourism Management – VII edition – 2010-2011 22
23. Organization of the
Product Club
Exit mechanisms:
Each member has the right to exit the P.C. It has to present the
resignations to the Assembly that will evaluate the motivations.
Dissolution of the Assembly. In case of dissolution and liquidation of
the organization, the Assembly will identify an association with similar
objectives and will devolve the remaining net assets.
If the member does not fulfill anymore the initial requirements, it will
be excluded from the P.C.
If the member does not pay anymore the membership fee, it will be
excluded form the P.C.
Master in Tourism Management – VII edition – 2010-2011 23
24. Interorganizational
structure
As a premise, we believe that the Product Club should be
integrated in a more broaden tourism organization and therefore
Lombardy Region should think to build a DMO as a starting
point for a successful tourism offer in the long term.
We think that the Product Club should have a democratic inter-
organizational model;
The decisions will be taken by majority during scheduled quarterly
meetings* (or during the extraordinary Assembly meetings);
All the members will have representatives during the club meetings;
The club will have a general manager who will take care of the
coordination of the organization.
*The period of meetings has been chosen according to the main statistics organizations.
Master in Tourism Management – VII edition – 2010-2011 24
25. Organization
Organigram
Assembly Members Operative Functions
Marketing &
Public Sector
Communication
President
HO.RE.CA.
Analysis Dep.
General
Local Producers
Manager
Finance &
Tour Operators Administration
&
Travel Agencies
Master in Tourism Management – VII edition – 2010-2011 25
26. Assembly
Composition
Assembly Members
Public Sector: it represents the institutional stakeholders in the
Assembly. It is composed by 4 members:
1 representative for Lombardy Region
1 representative for the Provinces involved*
1 representative for the Chambers of Commerce
1 representative for Enti territoriali (Tourist Local Boards)
HO.RE.CA.: it represents the needs and proposals of the hospitality
part of the Product Club. It is formed by 2 representatives:
1 representative for the Hotels and Restaurants
1 representative for alternative accomodations (B&B,
agriturism, albergo diffuso)
*based on annual rotation
Master in Tourism Management – VII edition – 2010-2011 26
27. Assembly
Composition
Assembly Members
Local producers: it represents the needs and proposals of the local
producers in the Assembly. It is composed by 4 members:
1 representative of wineries
1 representative of cheese producers
1 representative of salumi producers
1 representative of fruit and vegatables producers
T.O.&T.A. and Event Organizers: it represents the needs and
proposals of the retail and event sectors. It is composed by 1 members:
1 representative of T.O.&T.A. and Event Organizers
Master in Tourism Management – VII edition – 2010-2011 27
28. Roles and Functions
President:
He is the representative figure of the Enogastronomic P.C. of Lombardy region;
He represents the P.C. during public and official events;
He chairs and moderates the Assembly meetings;
He executes his tasks within the Assembly;
He supervises all the activities of the P.C.;
See also slide n°30.
General Manager:
He plays the key role within the P.C.;
Assistance and collaboration with the President during the Assembly’s meetings;
Human resources functions;
Coordination of the P.C. Operative team (he is the CEO of the team);
He is the main responsible for all the activities and programmes of the P.C.;
See also slide n°31.
Master in Tourism Management – VII edition – 2010-2011 28
29. Functions
Operative Functions
Marketing & Communication:
The department is composed by 1 employee;
To develop, establish and maintain marketing and communication
strategies in order to meet the organization’s objectives;
Effetive management of the advertising campaigns, promotions;
Public, press and B2B relations;
To take care of the image of the P.C.
Analysis Department:
The department is composed by 1 employees;
Data collection from all the members of the P.C.;
Analysis of the data and production of the annual report in order to
provide valuable, analytical and decision making tools for the
organizations and for all the members.
Master in Tourism Management – VII edition – 2010-2011 29
30. Functions
Operative Functions
Finance&Administration:
The department is composed by 2 members;
Collection of all the application forms and first evaluation of them;
Accounting functions (financial reports, budgeting, etc.);
Payrolls and administrative expenses;
Administration of the financial resources;
General administration (mail, transportation, logistics, etc.);
They take care of the insurance coverages, the employees
assistance programmes;
Draft of the Assembly’s meeting reports.
Master in Tourism Management – VII edition – 2010-2011 30
31. Rules & Roles of the Assembly
and its members
The Product Club is characterized by a hierarchy structure in which every
single member plays a different role. The Product Club is so structured:
The Assembly
The President
The General Manager
The Members
Master in Tourism Management – VII edition – 2010-2011 31
32. Rules & Roles of the Assembly
and its members
THE ASSEMBLY
1. Can be ordinary or extraordinary; it is composed by the members of the
Product Club (publics and privates). In the assembly each part is
represented by a delegate. The assembly shall meet when convened by
its President.
2. The assembly is convened:
• When the President considers it as necessary and
• On reasoned request of, at least, one 10° of the members
• To deliberate on the necessary modifications to bring to the statute
• To deliberate on the dissolution of the Product Club and the
devolution of the assets (of the product club)
Master in Tourism Management – VII edition – 2010-2011 32
33. Rules & Roles of the Assembly
and its members
3. The ordinary assembly is held at least two times a year to deliberate on:
• The appropriation account within five months the closing of the
financial year
• The public budget and the Product Club’s annual programme for
marketing and the promotion.
4. While the extraordinary assembly is held to deliberate:
• on the amendments’ proposal of the current Statute;
• on the Product Clubs’ dissolution.
All the deliberations are adopted if approved by the majority of its members.
Master in Tourism Management – VII edition – 2010-2011 33
34. r Rules & Roles of the Assembly
and its members
5. Assembly’s main tasks and activities:
• To approve the final balance, the public budget and the Product Club’s annual
programme for marketing and promotion;
• To take into account the exit requests;
• To engage, replace and dismiss the President and the General Manager;
• To approve the Product Club’s rules of procedure;
• To establish the associates annual fee and the tarif that every associate has to pay in
order to achieve the Product Club’s annual programme for marketing and
promotion. This has a different weight for each member;
• To deliberate for the admission or exclusion of the members;
• To deliberate on general issues which are not competence of the extraordinary
assembly.
Master in Tourism Management – VII edition – 2010-2011 34
35. Rules & Roles of the Assembly
and its members
The President
(within the Assembly)
• He is elected by all the members’representatives;
• He is in office for three years;
• He convenes the Assembly as well as being at the head of it;
• He gives advice concerning the execution of the decisions adopted by the members;
• He makes sure that the main operations are in compliance with the interests of the
organizations;
• He accomplishes the task assigned by the assembly;
• He supervises and shows the final balance and the public budget to the Assembly;
• He approves the inquiries regarding the admissions and the recessions of the members;
• He supervises the rules of procedure to be submitted to the Assembly;
• He proposes the possible changes for the Statute to be submitted to the extraordinary
Assembly’s approval.
Master in Tourism Management – VII edition – 2010-2011 35
36. Rules & Roles of the Assembly
and its members
The General Manager
(within the Assembly)
• He is hired by the Assembly according to his experience in the Tourism Industry;
• He coordinates the relations among the members of the organizations. He is the bridge
between the the internal structure of the P.C. and all the members;
• He assists the President in all the association’s activities;
• Together with the President, he supervises the annual marketing & promotion
programme of the P.C.
Votes
• A representative expresses as many votes as the number of members he represents;
• In the Assembly all members have the right to express a single different weighted vote;
This is structured by show of hands and the decisons are made by majority of total
members (51%);
• The President and the General Manager have no right to vote in the Assembly.
Master in Tourism Management – VII edition – 2010-2011 36
37. Membership Composition*
Public Sector MEMBERSHIP COMPOSITION
Public Sector 14
Producers & Consortia Producers & Consortia 14
Tour Operator/Travel Agencies/Event Organizers 12
Tour Operator/Travel Agencies/Event Organizers
HO.RE.CA. / Agritourism / Other Lodging Fac. 23
HO.RE.CA. / Agritourism / Other Lodging Fac.
22%
37%
22%
19%
* This is a membership composed by 63 members considering an average of 1-2 participants per province
Master in Tourism Management – VII edition – 2010-2011 37
38. Financial Structure
- Expected Revenues -
Annual Fees %
(in K of €)
1. Public members 12,5k 175k 24%
2. Private members (avg fee)* 0,6k 30k 3%
3. Marketing activities contributions**
200k 26%
4. Region funds for annual programmes
350k 47%
Total 755K 100%
* Private members’fee is calculated on their volumes (# of rooms, # of seats, # of bottles, etc)
** From public/private co-participants not involved in the PC membership
Master in Tourism Management – VII edition – 2010-2011 38
39. Financial Structure
- Prospected Cost -
Annual Costs %
(in K of €)
1. Investment for the annual programme
300k 40%
- Enogastronomic&Culture: website,
2. General costs for programme management 50k 7%
3. Marketing&Promotion
200k 26%
- brochures, campains, exhibitions, fairs etc
4. Employees payroll (with VAT and taxes) 205k 27%
- President 25k
- General Manager 50k
- 3 Operative Team 100k
- 1 Administrative Responsible 30k
Total 755K 100%
* The idea of this structure of the Revenues and Costs has been inspired by the one of UdP Appennino.
Master in Tourism Management – VII edition – 2010-2011 39
40. PERFORMANCE EVALUATION
FOR PRODUCT CLUB FOR MEMBERS
SEMESTRAL ANALYSIS OF SURVEY FOR TOURISTS’
STATISTICS: related to number of visitors SATISFACTION: on our members
of the Product Club website (e.g. Google performance, by the means of distributing
Analytics); questionnaires in our different locations and
SATISFACTION QUESTIONNAIRE: to offices or online.
evaluate members’ satisfaction about the
performance of product club (annual based). BLIND AND OFFICIAL INSPECTIONS:
INCREASE OF THE NUMBER OF checking the quality of product: referring to
MEMBERS who want to join the P.C. food certifications, facilities provided, good
MEDIA COVERAGE of the Product Club. environmental quality.
Master in Tourism Management – VII edition – 2010-2011 40
41. The offering system
The Enogastronomic Product Club of
Lombardy region offers products and
advantages both to its members and
to the tourists (the final clients):
FOR THE MEMBERS: FOR THE TOURISTS:
Periodic reports: related to the Enogastronomic Itineraries
members trend, the evaluation of Culinary Workshops
the satisfaction of each product Single Attractions
club components.
General statistics: on a national
and regional level.
Marketing&Promotion support
Professional assistance
Master in Tourism Management – VII edition – 2010-2011 41
42. 5 SENSES
EXPERIENCE
ARTISTIC
SILVER IN A
TO MARKET HURRY
ESPRIT
TO
SMELL TOUCHGREEN
FAMILY
LUXURY TRAVELE
LOVERS YOUNG R
LEARN THE
ITALIAN
LIFE STYLE
TO
ROMANTIC
TO
SEE
ESCAPE
TASTE
“For an TO
overhall LISTEN
experience”
Master in Tourism Management – VII edition – 2010-2011 42
45. SEGMENTATIONS
• Nature , • Italian
CHARACTERISTICS
• Business • Aged from • Prefer to
Sports lovers lifestyle, people, 60 or above shorter haul
language, transistors • Retired trip
• ECO history & people
travelling culture • Short trip for • Prefer to join • family
supporters a few hours guided tours oriented
• Student activities
summer course • Price inelastic
Green Learn
Traveler In-A- Silver Family
Italian Hurry Market
• Explore new, • Relatively • Young Couple • Art Lovers
exciting affluent,
things exploratory
activities • Honey moon • Interested in
purpose the Art &
• High energy Design of
approach to • View
Food
travel vacation as
opportunities
of relaxation
Luxury Romantic Artistic
Young Escape Esprit
Lovers
Master in Tourism Management – VII edition – 2010-2011 45
46. ITINERARY FOR
GREEN TRAVELLERS
The Discovery of Cheese and Wine in Valtellina
through a natural trek ( 1/2 days trip).
• Starting point: in the Stelvio National Park
at 2160 m.a.s.l. at Forni refuge, close to S.
SONDRIO Caterina Valfurva.
• Trek: it‟s a 7 hours trek in the Stelvio
National Park going through Cedec valley till
Zebrù valley. The highest pick is located at
Zebrù pass (3010m).
• Why to choose this excursion: is a long way
trip in a great natural environment, where
the enogastronomic culture is deep and well
widespread. Several are the cheese and
wine label products of this territory that are
possible to taste and experience directly in
the alpine pastures and refuges along the
way (Forni hotel- Pizzini refuge- Pastori hut).
Here it‟s also easy to find an accomodation
for the night.
• (see www.valtellinavini.com) + local products
like CASERA & BITTO CHEESE
Master in Tourism Management – VII edition – 2010-2011 46
47. ITINERARY FOR
LUXURY TRAVELLERS
Brescia & Milan (1 or 2 days Trip)
• Spumante tasting tour: Head to Brescia with a
luxury private car and driver for the zone
Franciacorta, Italy's most distinguished sparkling
Il wine made by the traditional method of second
Salumaio fermentation in bottle. D.O.C.G. since 1995, is a
Franciacorta's guidelines, which are the strictest
guidelines in the world for sparkling wine production.
• Lunch in Milano, luxury gourmet restaurant with
elegant courtyard, il Salumaio, opened in 1957,
Wine cellar located in the polished zone Montenapoleone, where
they can try the local food. Milanese, and good variety
of classical regional and Italian wines.
• Shopping at the Wine Celluar, Enoteca Ronchi,
where provided different kinds of red wines from all
MILANO Italian regions, apart from the great historical names
such as Barolo, Barbaresco, Brunell and Amarone and
the prestigious Supertuscans.
• Relaxing Spa at ―L’E’ Spa at Gianfranco Ferré ‖
located in the fashion district, founded from the
famous Italian designer Susan Harmsworth.
Spa at
• Dinner at Boccondivino, which is famous of meats &
Gianfranco cheese, with the professional wine advice from expert
Ferré expert sommelier.
• Ending the day trip at the world class opera house La
Scala to be inspired by the talent of musicians from
the local philarmonica.
Master in Tourism Management – VII edition – 2010-2011 47
48. CULINARY WORKSHOP
-LEARN ITALIAN LIFESTYLE-
CULINARY WORKSHOP
IN FRANCIACORTA AGRITOURISM
The workshop takes place in an agritourism in
Franciacorta where is possible to arrange several
cooking lessons lerning how to prepare a typical meal
(starting from appetizers, to the desserts) and
discovering the history, culture and traditions that link
typical products with its territory.
The course address everyone that would like learn the
italian lifestyle and discover lombardy culinary culture
though theoretical and practical experiences.
Duration: half a day.
Max. participants number for course: 10/12.
In the end of the course will be possible to taste the
dishes prepared during the lessons.
Master in Tourism Management – VII edition – 2010-2011 48
49. ATTRACTION FOR
“In-A- Hurry” TRAVELLERS
Castle Winery Visit
• Bergamo is the perfect option for the business people
to visit since there is an airport nearby, it is definitely
a convenient wine tasting destination while they have
a few hours gap during their business trip.
• A beautiful castle which is also a winery, The
Tenuta Castello di Grumello is located in the
Valcalepio hills between medieval Bergamo and
the pretty Lake Iseo.
• The winery produces about 100,000 bottles of wines a
year. All made with grapes from their own vineyards.
Bergamo • Red Wine: Colle Calvario Moscato Passito, Valcelepio
Rosso
• White Wine: Aurito
• A Wine tasting course is provided at Knights‟ Hall,
explaining how the wine is made, and tasting of the
various wines
• Private lunch / dinner in the castle / garden, typical
Bergamo food are provided:
– Casoncelli: It looks like ravioli, pasta filled with
ground meats, and usually served in a butter
sauce
– Polenta alla Taragna: steaming, golden
polenta with taleggio cheese inside
– Polenta e Ösei: Bergamo‟s signature dessert.
Cakes with hazelnut cream filling & covered with
a polenta-looking layer
Master in Tourism Management – VII edition – 2010-2011 49
51. – TABLE 1 –
TRADITIONAL PRODUCTS
MEATS AND COLD CUTS
caprino vaccino
agnello di razza brianzola prosciutto mantovano
casatta di corteno golgi
bastardei quartini d'oca sotto grasso
casolet
borzat salam casalin (salam casalin dei contadini mantovani)
casoretta
bresaola affumicata salame (cremonese, della bergamasca, di filzetta, di
montisola, mantovano, milano) crescenza
bresaola di cavallo
salame con lingua fatuli'
cacciatori d'oca
salame da cuocere fiorone della valsassina
capretto da latte pesante
salame di testa fiurì o fiurit
carne secca
salame pancettato fontal
ciccioli
salame sotto grasso formaggella (della val brembana, della val di scalve, della
ciccioli d'oca
val sabbia, della val seriana, della val trompia, della val
ciccioli mantovani salamelle di mantova
camonica, di menconico, tremosine)
cotechino (bianco, cremonese vaniglia, della salamina mista
formaggella del luinese
bergamasca, mantovano alla vaniglia, pavese) salamini di capra
formaggio d'alpe misto
cuz salamini di cavallo
formaggio d'alpe grasso
durelli d'oca salamini di cervo
formaggio d'alpe semigrasso
fegato d'oca grasso salamini magri o maritati
formaggio val seriana
grasso d'oca salsiccia di castrato ovino
formai de livign
greppole sanguinaccio o marzapane
garda tremosine
luganega slinzega di bovino
granone lodigiano
luganega di cavallo slinzega di cavallo
Italico
lughenia di passola soppressata bresciana
latteria
mortadella di fegato verzini
magnoca
mortadella di fegato al vin brulè violino
magro
pancetta (con filetto,con pisteum, della bergamasca, violino di capra
magro di latteria
pavese) CHEESES
magro di piatta
patè di fegato d'oca agrì di valtorta
matusc
petto d'oca stagionato bagoss
motelì
pisto bernardo
nisso
prosciuttini (della valtellina, della valtellina al pepe) branzi
nostrano grasso
prosciuttino d'oca stagionato cadolet di capra
nostrano semigrasso
prosciutto cotto caprino a coagulazione lattica
pannerone
prosciutto crudo marco d'oggiono caprino a coagulazione presamica
Source: Ministero delle Politiche Agricole, Alimentari e Forestali
Master in Tourism Management – VII edition – 2010-2011 51
52. – TABLE 1 –
TRADITIONAL PRODUCTS
carcent ricciolino ricotta artigianale
robiola bresciana
casoncelli della bergamasca sbrisolona VEGETABLES
robiola della valsassina
scarpinocc
salva castagnaccio, patuna amarene d'uschione
schiacciatina
scimudin caviadini
spongarda di crema asparago (di cilavegna, di mezzago)
semuda croccante
tirot castagne secche
silter cupeta
torrone di cremona
sta'el focaccia di gordona, fugaschia di gordona cipolla (di sermide, rossa)
torta bertolina
stracchino (bronzone, della valsassina, orobico, tipico) frittella conserva senapata
torta del donizetti
strachet gnocchi di zucca torta del paradiso cotognata
strachitund graffioni torta di fioretto
tombea grissini dolci fagiolo borlotto di gambolò (faso)
torta di grano saraceno
torta orobica marubini farina di grano saraceno
torta di latte
zincarlin masigott torta di mandorle farina per polenta della bergamasca
FATS meascia dolce o salata torta di s. biagio
(Butter, Oils, Margarine) marroni di santa croce
miccone torta di tagliatelle
burro mele di valtellina
nocciolini torta mantovana
burro di montagna
pan da cool tortelli cremaschi melone (di casteldidone, di viadana)
BAKERY PRODUCTS
pan di segale tortelli di zucca
(Pasta, bread, pastries, cakes, etc) mostarda di cremona
pan méino tortello amaro di castel goffredo
agnello del monaco mostarda di mantova
pane comune tortionata
amaretti di gallarate
pane di pasta dura treccia d'oro “crema” patata di campodolcino
baci del signore
baci di cremona pane di riso ufela pesche allo sciroppo del lago di monate, i perzic de munà
bisciola pane di san siro FISHES & SEAFOODS
radici di soncino
biscotin de prost pane giallo alborelle essiccate in salamoia
pane mistura coregone riso
brasadella (dolce)
braschin panettone di milano missoltini sugolo
brutti e buoni panun pigo
tartufo (nero)
bunbunenn pazientini HONEY, MILK & CO.
zucca
buscel di fich pesce d'aprile
mascarpin de la calza
bussolano (di soresina) pizzoccheri della valtellina
mascarpone artigianale
capunsei (capunsel) polenta e uccelli dolce
miele
resta
Source: Ministero delle Politiche Agricole, Alimentari e Forestali
Master in Tourism Management – VII edition – 2010-2011 52
53. – TABLE 1 –
DOP-DOC-DOCG-IGP-IGT
LABELLED PRODUCTS
CHEESES WINES
Bitto (DOP) Reg. CE n. 1263 del 01.07.96 (GUCE L. 163 del 02.07.96); Reg. CE n. 1138 del 25.11.09 (GUCE L. 311 del 26.11.09) D.O.C.G. D.O.C. I.G.T.
Formai de Mut dell' Alta Valle Brembana (DOP) Reg. CE n. 1107 del 12.06.96 (GUCE L. 148 del 21.06.96) Franciacorta Bonarda dell'O.P. Alto Mincio
Gorgonzola (DOP) Reg. CE n. 1107 del 12.06.96 (GUCE L. 148 del 21.06.96) e REG. CE n 104 del 3/2/2009 (GUCE L 34 del Oltrepò Pavese Botticino Benaco Bresciano
4/2/2009 Scanzo Buttafuoco dell„O.P. Bergamasca
Grana Padano (DOP) Reg. CE n. 1107 del 12.06.96 (GUCE L. 148 del 21.06.96) Sforzato di Valtellina Capriano del Colle Collina del Milanese
Provolone Valpadana (DOP) Reg. CE n. 1107 del 12.06.96 (GUCE L. 148 del 21.06.96) Valtellina Superiore Casteggio Montenetto di Brescia
Cellatica Provincia di Mantova
Quartirolo Lombardo (DOP) Reg. CE n. 1107 del 12.06.96 (GUCE L. 148 del 21.06.96) Curtefranca Provincia di Pavia
Taleggio (DOP) Reg. CE n. 1107 del 12.06.96 (GUCE L. 148 del 21.06.96) Garda Quistello
Valtellina Casera (DOP) Reg. CE n. 1263 del 01.07.96 (GUCE L. 163 del 02.07.96) Garda Colli Mantovani Ronchi di Brescia
OLIVE OILS Lambrusco Mantovano Ronchi Varesini
Lugana Sabbioneta
Garda (DOP) Reg. CE n. 2325 del 24.11.97 (GUCE L. 322 del 25.11.97)
Oltrepò Pavese Sebino
Laghi Lombardi (DOP) Reg. CE n. 2325 del 24.11.97 (GUCE L. 322 del 25.11.97) Pinot grigio dell‟O.P. Terrazze Retiche di
FRUITS, VEGETABLES & CEREALS Pinot nero dell„O.P. Sondrio
Pera Mantovana (IGP) Reg. CE n. 134 del 20.01.98 (GUCE L. 15 del 21.01.98) Riviera del Garda Bresciano Terre Lariane
Mela di Valtellina (IGP) Reg. UE n. 171 del 01.03.10 (GUUE L. 51 del 02.03.10) San Colombano al Lambro Valcamonica
San Martino della Battaglia
MEATS
Sangue di Giuda dell'O.P.
Bresaola della Valtellina (IGP) Reg. CE n. 1263 del 01.07.96 (GUCE L. 163 del 02.07.96) Terre del Colleoni
Salame Brianza (DOP) Reg. CE n. 1107 del 12.06.96 (GUCE L. 148 del 21.06.96) Valcalepio
Salame di Varzi (DOP) Reg. CE n. 1107 del 12.06.96 (GUCE L. 148 del 21.06.96) Valtellina rosso
Salamini italiani alla cacciatora (DOP) Reg. CE n. 1778 del 07.09.01 (GUCE L. 240 del 08.09.01)
Salame d'oca di Mortara (IGP) Reg. CE n. 1165 del 24.06.04 (GUCE L. 224 del 25.06.04)
Salame Cremona (IGP) Reg. CE n. 1362 del 23.11.07 (GUCE L. 305 del 23.11.07)
Source: Ministero delle Politiche Agricole, Alimentari e Forestali
http://www.spaghettitaliani.com/ViniRegione.php?Reg=Lom
Master in Tourism Management – VII edition – 2010-2011 53
54. - TABLE 2 -
- Potential Members’ list*-
*according with the main enogastronomic websites
Associazione Italiana di Zootecnia Biologica e
Consorzi Tutela Vini Sito del MIPAF sulle produzioni agroalim di qualità
Biodinamica (ZOOBIODI)
Assocciazione Lombarda degli Agricoltori Consorzio per la tutela e la promozione dei prodotti
Cons. per la tutela del Franciacorta
Biologici (ALABIO) "La Buona Terra" agroalimentari mantovani
Consorzio Tutela Lugana Consortium Prodotti di agricoltura storica della Lomellina (PV)
Consorzio Tutela Vini Valtellina Strade dei vini e dei sapori Associazione Italiana Agricoltura Biologica
Consorzio Volontario Vino DOC San Colombano Strada del Vino e dei Sapori della Valtellina Associazioni Produttori Biologici
Associazione Lombarda della Zootecnia Biologica
Consorzio Tutela Vini Oltrepò Pavese Strada del Vino e dei Sapori della Valcalepio
(A.L.Zoo.Bio.)
Consorzio Tutela Valcalepio Strada del Vino Franciacorta Associazione per l'Agricoltura Biodinamica
Associazione Italiana Agricoltura Biologica Lombardia
Consorzio Tutela Moscato di Scanzo Strada del Vino Colli dei Longobardi
(A.I.A.B.)
Ente Vini Bresciani Strada dei Vini e dei Sapori del Garda Events & Exhibitions organizers
Consorzi Tutela Formaggi Strada Vini e Sapori Mantovani Ente Fiera Promoberg (BG)
Consorzio per la tutela dei Formaggi Valtellina Strada del Vino San Colombano e dei Sapori
Brixia Expo (BS)
Casera e Bitto Lodigiani
"Consorzio dei produttori per la tutela e la
Strada del Vino e dei Sapori dell'Oltrepò Pavese Lariofiere (CO)
Valorizzazione
Strada del Gusto Cremonese nella terra di
del Formai de Mut dell'Alta Valle Brembana" Spazio Villa Erba (CO)
Stradivari
Consorzio per la Tutela del Formaggio Grana
Siti di promozione dei prodotti Agroalimentari Cremonafiere (CR)
Padano
Consorzio Formaggio Parmigiano Reggiano Movimento Turismo del Vino Lombardo Fiera Milano (MI)
Consorzio per la Tutela del Formaggio
Organizzazione Nazionale Assaggiatori Vino Fiera Millenaria (MN)
Gorgonzola
Organizzazione Nazionale Assaggiatori
Consorzio Tutela Provolone Valpadana Mantova Expo (MN)
Formaggi
Consorzio per la Tutela del Quartirolo Lombardo Organizzazione Nazionale Assaggiatori Salumi Paviamostre (PV)
Consorzio per la Tutela del Formaggio Taleggio Associazione Italiana Sommeliers Eventi Valtellinesi (SO)
Associazione Italiana Sommeliers della
Consorzi Tutela Salumi Malpensafiere (VA)
Lombardia
Consorzio per la Tutela del nome Bresaola della Agrofood (sito promozione aziende
Ente mostre di Monza e Brianza (MI)
Valtellina agroalimentari)
Consorzio Tutela Salame Cremona Istituo servizi per agroalimentari Castello di Belgioioso (PV)
Consorzi Tutela Frutta, Oli e Ortaggi Travagliatocavalli (BS) Ente Fiera del Barco (MI)
Consorzio Pera Tipica Mantovana Museo Agricolo del vino (BS) Centro fiera del Garda Montichiari (BS)
Polo Fieristico Sud Malpensa (MI)
Comunità Montane della Lombardia Osteria Girodivite (VA) CORTE VIRGILIANA (MN)
Master in Tourism Management – VII edition – 2010-2011 54
55. - TABLE 2 -
- Potential Members’ list-
Comuni tà Montana Ol trepò Pavese Hotel Ri storante Impero (VA) CORTE SAN GIROLAMO (MN)
Comuni tà Montana Parco Al to Garda Bresci ano Hotel Ri storante Hel Si t (VA) LA ROVERE (MN)
Val l e Sabbi a Il Porti cci ol o (VA) AL FUGULER (MN)
Val l e Trompi a Ri storante del Ponte (VA) BEATILLA (MN)
Val l e Camoni ca Lo Zenzero Ri storante-Pi zzeri a (VA) VOLIVIA RELAIS (MN)
Sebi no Bresci ano Trattori a Ci bo Sano (CO) CORTE SCHIARINO LENA (MN)
Monte Bronzone e Basso Sebi no Ri storante Croce di Mal ta (CO) FENILNOVO (MN)
Al to Sebi no Ri storante Col l i na (BG) OLYMPUSAQUAE (MN)
Val l e Caval l i na Ri torante ol Gi opi e l a Margi (BG) CASCINA MEZZULLO (CR)
Al ta val Seri ana Ri storante Bonanza (BG) CASCINA CANTONE (CR)
Di Scal ve Anti ca Trattori a Sant'Anna (BG) SANTA MARIA BRESSANORO (CR)
Val l e Seri ana Trattori a Anti chi Sapori (BG) BREDA DEI BUGNI (CR)
Val l e Brembana Acqua e Fari na (MO) COLOMBAROTTO (CR)
Val l e Imagna La Dama di Bacco (MO) CASCINA LOGHETTO (CR)
Val l e San Marti no Ri storante Romagnol o da Otel l o (MO) L'AIRONE (CR)
Lari o Ori ental e Mati née Restaurant & Cocktai l s (MI) CASCINA VALENTINO (CR)
Val sassi na Val varrone Val D’Esi no e Ri vi era i storante Coci nari um (MI) LA CAPANNINA (CR)
Tri angol o l ari ano Ri storante da Gi ul i a (MI) LO STAGNO (CR)
Lari o Intel vese Ri storante Re Sal omone (MI) CASCINA SANTA MARIA (CR)
Al to Lari o Occi dental e Ri storante al Cri vel l i (MI) CANTONAZZO (CR)
Al ta Val tel l i na Ri storante l 'Angol o (MI) LA STALLA DEL CORIGGIO (PV)
Val tel l i na di Ti rano La Stel l a del Fi ume (MI) PICCOLO BACCO DEI QUARONI (PV)
Val tel l i na di Sondri o Osteri a Perbacco (LO) CASTELLO DI LUZZANO (PV)
Val tel l i na di Morbegno Isol a Caprera (LO) TENUTA DEL BOSCONE (LO)
Val chi avenna Ri storante Del i zi a d'Ol trepo (PV) BOSCHI (BS)
Val ceresi o Trattori a al Santuari o di Sant'Anna (PV) LA TESA (BS)
Val cuvi a Ostaja (PV) ARRIGA ALTA (BS)
Val ganna e Val marchi rol o Breda de' Bugni (CR) VILLA GRADONI (BS)
Val l i del Lui nese Ri storante La Locanda degl i El fi (CR) IL BROLO (BS)
Rete degl i Orti Botani ci del l a Lombardi a Ri storante l 'Anti co Sapore (CR) IL GRANO (BS)
HO.RE.CA. Ri storante Bosco Laghetto (CR) AL ROCOL (BS)
La Lepre (BS) Ri storante Pancapanna (CR) QUELLI CHE IL VINO (BS)
Ri storante Sostaga (BS) Ri storante Al Pesce d'Oro (MN) CASCINA LE CASELLE (BS)
Ri storante da Genny (BS) Corte Sgarzari (MN) CA'NOVA (BS)
Sfi zi da Gourmet (BS) Agritourisms CONTI TERZI (BS)
Borgo Scacci aventi (LC) CA' DEL VENTO (MN) CA'LOJERA (BS)
Ri storante Tetto Bri anzol o (LC) FAMIGLIA CASARI (MN) IL GHETTO (BS)
Al Terrazzo Vi l l a Gi ul i a Hotel (LC) CORTE BASAGLIE (MN) SCUDERIA CASTELLO (BS)
Master in Tourism Management – VII edition – 2010-2011 55
56. - TABLE 2 -
- Potential Members’ list-
LE FRISE (BS) cta - creative travel & more mappezmondo
ANTICA CORTE AI RONCHI (BS) dieffe s.r.l. mbros
MACESINA (BS) dream&charme - consulnet travel srl meridiana srl
RICCI CURBASTRO (BS) dreamcatcher travel mete sul pianeta snc
CASCINA SANTA BRERA (MI) elleworld-piazza san marco michelini s.r.l.
LA CAMILLA (MB) eridio holiday my special guest
CASCINA BUONA SPERANZA (BG) flight over travel shop naide tour
IL FAGGIO (BG) fourthtour italia ocean system s.r.l.
MONTE CURA (BG) francoviaggi srl ocean viaggi
AL MASO (BG) frigero viaggi s.r.l. okeg viaggi - cremeno
BRUDER (BG) g.t.s. Viaggi s.r.l. oltre i miraggi
SAN ROCCO (BG) giorni tour di rossi andrea opportunity viaggi sas
CIROCCHI (BG) girobus viaggi srl paema viaggi snc
CA'DI RACC (BG) gmt viaggi srl progetur srl
gocce di rugiada viaggi e turismo di colmegna
I MARRONI (VA) pv agency - italy dmc
nadia
LA CONCA D'ORO (CO) guindani viaggi rampinini viaggi
BORGO FRANCONE (CO) i viaggi della torre antica red sun tour
VALCURONE (LC) i viaggi di tels saltours sea air land tours
CASTELLO DI VEZIO (LC) il museo dei viaggi di federico prandelli & co. sandy bay srl
Tour Operators & Travel Agencies (Incoming) il sipario musicale sherpa viaggi di a tutto tondo srl
Agenzia viaggi "primo miglio" in & out tour operator srl so long travel sas
agenzia viaggi limontours di limtours snc incentive power & events srl t.c.j. S.r.l.
agenzia viaggi molinari srl incoming partners srl terramica srl
agenzia viaggi nobile di nobile g.&c. Snc jastour viaggi d'autore thi srl
albatravel group lambertravel & c. Sas tonidiblu s.r.l.
alpitour world welcome travel - filiale di iseo lardi grandi viaggi travel sia srl
amico tour legnone tours usanza viaggi
liberatore viaggi "mondi nuovi per un turismo
andes navi s.r.l. ventiatravel - elle & elle srl
sostenibile"
ara tours incoming sas limetour srl verso srl - tour operator e business events
atlapa travel office snc loft studio viaggi snc wellness international network
attimi di viaggio - www.lagocomo.com lord bry viaggi youth point - i viaggi dei giovani
azalea viaggi srl
buonarroti viaggi IDEAL MEMBERSHIP COMPOSITION
clio viaggi Public Sector 14
cobianchi viaggi Producers & Consortia 56
comoincoming.com Tour Op./Travel Ag./Event Organizers 81
HORECA/Agritourism 93
Master in Tourism Management – VII edition – 2010-2011 56
57. - TABLE 3 -
Phase 1
Best practices
Since the survey shows a low number of websites focused on the enogastronomic segment, it is not possible and even not useful calculate
a percentage of the websites committed in building this segment.
It seems to be worthwhile, though, highlighting some estimable websites which provide detailed information about gastronomy, wine-
based itinerary and wine shopping tours.
Gastronomy: Regiòn de Bruxelles-Bruxelles Capital (BE10) www.visitbrussels.be
The gastronomy has been sub-segmented in: Trendy and History & gastronomy.
Trendy: The contemporary and minimalist setting of L‟Annexe offers to the visitors an opportunity to discover trendy and innovative
gastronomic cooking via one of its themed cookery classes, accompanied by a tasting of wines carefully-selected to complement the
food. It is also provided the work-top and the recipe book.
Walking and wine: Prov. Vlaams Brabant (BE24) www.toerismevlaamsbrabant.be
Within the more general framework designed for Netherlands as a wine country, this regional website proposes walks across the Vineyard
Hill Walk. The tours let the visitor discover the countryside, the ancient artistic buildings and end in the Hageland Wine Regional
Visitors‟ Centre, which is located in a neo-gothic building. Here the guests can taste the local wine and watch multimedia
presentations about the local wine making tradition.
Master in Tourism Management – VII edition – 2010-2011 57
58. - TABLE 3 -
Phase 1
Wine shopping: Hannover (DE92) www.hannover.de/de/tourismus.index
Wine tours: La Rioja (ES23) www.lariojaturismo.com
The region is one of the major wine producers in Europe and there are many activities linked to it. The homepage provides a huge
section totally dedicated to the wine tourism with 14 sub-sections.
Apart from the typical wine-tours, it is possible join some local Wine festivals Battle of Clarete in San Asensio on the 25th July and Wine
battle in Haro on the 29th June. It is also possible get on the Winebus to visit the local bodegas and cultural sites with spectacular
landscapes.
It is even possible to sleep in a real winery, among barrels and bottles.
Master in Tourism Management – VII edition – 2010-2011 58
59. References
• F.J.Del Campo, Wine tourism product clubs as a way to increase wine added value: the case of
Spain, International Journal of Wine Research, Department of Agri-environmental Economics,
Universidad Miguel Hernández, Orihuela (Alicante), Spain.
• Emilia Romagna Tourism. (n.d.). Retrieved from www.emiliaromagnaturismo.it.
Ministero delle Politiche Agricole, Alimentari e Forestali . (n.d.). Retrieved from
www.spaghettitaliani.com/ViniRegione.php?Reg=Lom:
http://www.spaghettitaliani.com/ViniRegione.php?Reg=Lom
• Agriturist. (n.d.). Retrieved from www.agriturist.it: http://www.agriturist.it
• Spaghettitaliani. (n.d.). Retrieved from www.spaghettitaliani.it: http://www.spaghettitaliani.it
• Buonalombardia. (n.d.). Retrieved from www.buonalombardia.it: http://www.buonalombardia.it
• Expo2015. (n.d.). Retrieved from www.expo2015.org: http://www.expo2015.org
• Apt Basilicata. (n.d.). Retrieved from www.aptbasilicata.it: http://www.aptbasilicata.it
• LombardyIncomingPool. (n.d.). Tratto da www.lomardyincomingpool.com:
http://www.lomardyincomingpool.com
Master in Tourism Management – VII edition – 2010-2011 59