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FRAMEWORK FOR HEALTH AND WELL-
BEING DESTINATION DEVELOPMENT
Telle Tuominen
Susanna Saari
Turku University of Applied Sciences
2014
WelDestprojecthasbeenfundedwithsupportfromtheEuropeanCommission.ThiseHandbookreflectstheviewsonlyofthe
author,andtheCommissioncannotbeheldresponsibleforanyusewhichmaybemadeoftheinformationcontainedtherein.
ProjectNr.:527775-LLP-1-2012-1-FI-ERASMUS-ECUE
Project:WelDestHealthandWell-BeinginTourismDestination
2Back to Table of Contents BacktoTableofCaseStudies Back to Table of Figures
Reputation of the destination
Authenticity
Culture
Seamless service chain for homogeneous customer experience provided by friendly, qualified staff
Hospitable attitude and atmosphere in the destination
Sustainabledevelopment
Customerorientation
V I S I O N &
VA LU E S
DESTINATION MANAGEMENT
• Organisation for destination
management & public-private
network leadership
• Understanding health and well-
being tourism concepts and
demand
• Operational activities
• Evaluation of the level of quality
& improvement
DESTINATION DEVELOPMENT
• Systematic participatory strategic
destination planning
• Brand identity development &
management
• Destination level planning and policy
making supporting health and well-
being tourism as well as health
promotion
• Continuous evaluation & development
of infrastructure and service offerings
TE
CHNOLOGY
SOCIETY
ECONOMY
ECOLOGY POLITIC
S
Nature, natural assets, attractive scenery and environment
UTILIZATION OF RESEARCH
COMMITTED	CO-OPERATION	OF	ALL	ACTORS
Quality
accommodation,
restaurant & transportation
services
Wide offerings of quality
services to enhance health, well-being &
relaxation: wellness and medical treatments, sauna
and pool facilities,
outdoor / indoor sports and possibilities to get
mentally refreshed
Figure 3. Framework for developing a health and well-being tourism destination (Saari and Tuominen, 2014)
3

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Endowed resources and quality
services enhancing well-being
Together, these endowed resources (the outermost
circle of the model) and the quality services
enhancing health and well-being (ellipse on the right
side, below the arrow) create the core product at the
health and well-being destination level. The reputation
of the destination rests mainly on these endowed
resources and on the quality of the services enhancing
health and well-being.
According to WelDest research, the following are the
key endowed resources for a health and well-being
tourism destination:
•	 Nature, natural assets, attractive scenery
and environment
•	 Local culture
•	 Authenticity
•	 Reputation of the destination
These endowed resources are the core pull factors,
and thus the comparative advantage, of a health and
well-being destination. They create the basis for health
and well-being destination competitiveness. The key
question is the recognition of these resources at the
destination level and the subsequent utilisation of
them for the creation of health and well-being services.
Customers increasingly value local culture, heritage and
authenticity — in other words, genuine, unique, local
resources and traditions that are utilized for example,
in food and beverage, indigenous treatments, nature
activities and the built environment. All actors in the
destination should be responsible for the long-term
sustainable deployment of these authentic resources.
(See the framework model)
The core health and well-being destination product has
to include the following:
•	 Wide offerings of quality services to enhance
health, well-being and relaxation: wellness and
medical treatments, sauna and pool facilities,
outdoor/indoor sports and possibilities to get
mentally refreshed
When choosing a health and well-being destination,
customers highly value a modern, holistic, and wide
service supply for doing something for their health.
Most customers seem to have a broad definition of
health: they are choosing a health and well-being
holiday which can offer them relaxation, mental
refreshment and an escape from everyday pressures.
They especially appreciate diverse pool and sauna
facilities, treatments, and outdoor activities, as well
as beautiful nature, whereas the demand for medical
services is clearly smaller. In any case, medical service
offerings seem to strengthen the image of a destination
as a real health and well-being destination to some
extent. For diversification of service offerings, the
target groups and their needs should be identified.
Furthermore, a destination can be marketed as a health
and well-being destination only after a critical mass of
special services has been reached. For example, spas
can often be leading service providers in the health
and well-being destination, but service volume can
also be built with a pool of smaller actors. A public
sector offering is also often an essential part of the
critical mass of services. In any case the aim should be
a holistic health and well-being tourism service supply
i.e., a balanced offering for body, mind, and soul. (See
the framework model)
Supporting tourism services
Standard tourism services are normally not the reason
to choose a health and well-being destination, and
therefore they are considered here as supporting
tourism services:
•	 Quality accommodation, restaurant and
transportationservicesandothersupporting
services
Most of the services include both tangible (for
example, food and interior in a restaurant) and
intangible elements (for example, friendly customer
service). From a customer satisfaction point of view,
both elements must meet customer expectations. To
enhance customer satisfaction, an infusion of well-
being aspects into supporting services is advisable. This
also applies to healthy food, which does not seem to be
a service which attracts the visitor to the destination,
but is nevertheless appreciated by many on the spot;
4

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this is true for the accommodation experience as
well. Accessibility to the destination and within the
destination is a factor slightly influencing the choice
of destination and, to a wider extent, the usage of
offerings in the destination. In accessibility issues,
public–private cooperation is vital. (See the framework
model)
Seamless service chain for
homogenous customer experience
provided by friendly,
qualified staff
General hospitality skills and specific professional skills
in health and in the provision of well-being services
form the basis for customer satisfaction. However,
customers especially expect staff to have outstanding
social skills. This is especially important in the health,
wellness and well-being industry, which offers high-
contact services such as treatments, as well as guidance
in one’s personal well-being development needs. The
recognition of customer expectations and service
gaps, communication skills, and overall destination
knowledge are among the competencies which should
be emphasized. All these skills need to be updated
by constant training both at the company and at the
destination level.
Many health, well-being and wellness guests make
use of services and infrastructure offered by several
companies, organisations and the public sector
as co-producing actors within the destination.
They value a seamless service chain which offers a
homogenous overall health and well-being tourism
product. Cooperation between different actors and a
destination mind-set, are imperative. The service chain
aspect in the framework model is in the shape of an
arrow to illustrate the ongoing development process
towards the vision and values of the health and well-
being destination. (See the framework model)
Essential requirements guiding
destination and company level
development
The following development areas are constantly
relevant for any tourism destination to succeed in a
competitive environment:
•	 Sustainable development
•	 Hospitable attitude and atmosphere in
the destination
•	 Customer orientation
Sustainable development includes three dimensions:
socio-cultural, ecological and economic, which are
pre-requisites for the long-term success of tourism
destinations and the companies located there. Local
residents’ positive attitude towards guests is vital in
creatingawelcomingatmosphere.Customerorientation
should be a guiding principle affecting all staff levels,
management, service development and service
provision, at both a destination and company level.
This involves measuring and understanding customer
expectations and satisfaction as part of customer
orientation. (See the framework model)
The destination management
and destination development
process
From the strategic destination development and
management point of view, the need to maintain,
develop and communicate the competitive advantage,
in other words the meaningful assets, services and
competencies for destination competitiveness in the
macro environment, dominate. In the framework,
destination development interlinks with destination
management because there is a clear need for the
committed cooperation of all actors, or at least a
need for a flow of information between the actors
responsibleforpolicymaking,destinationdevelopment
and management, and service offerings. Research
should be utilized on the destination management
and development level. The destination vision, mission
and values should be created collaboratively, and they
should guide the choice of priorities as well as the key
performance indicators in the long-term strategy for
destination development. Destination development
is an ongoing process, hence the arrow shape in the
framework.
5

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Destination management covers the following
dimensions:
•	 Organisation for destination management
and public-private network leadership
•	 Understanding health and well-being
tourism concepts and demand
•	 Operational activities
•	 Evaluation of the level of quality and
improvement
A coordinating tourism body, such as a destination
management organisation, association, or similar that is
responsible for destination management seems to be vital
for any destination to succeed. There are various options
for organizing the destination management governance.
However, its main role within the destination is to co-
ordinate planning activities, as well as to communicate and
networkactivelybetweenprivateandpublicactors,inother
words, to provide leadership in destination management.
There are several concepts, and the demand profiles
connected to them, such as wellness, fitness, alternative
medicine, or holistic retreat, which the destination tourism
body has to know to be successful in differentiation,
targeting and destination product development.
Operationalactivitiessuchasmanagingandevaluatingjoint
sales and marketing activities, the evaluation of the level of
overall service quality and its improvement at destination
level are important tasks for the tourism body responsible
for destination management. (See the framework
model)
Destination development covers the following
dimensions:
•	 Systematic participatory strategic
destination planning
•	 Brand identity development and
management
•	 Destination level planning and policy
making supporting health and well-being
tourism as well as health promotion
•	 Continuous evaluation and development
of infrastructure and service offerings
The commitment and cooperation of all essential
private and public actors is important in strategic
destination planning. This strategy process needs
to have an owner. However, a destination-wide
collaborative structure should be created for example,
in the form of a so-called “stake-holder working
group.” This group can consist of organisations and
individuals in the destination with an involvement
and interest in the development of the health and
well-being destination in question. To support
the strategic planning, systematic collection and
utilization of destination-level data, monitoring of
trends, participating actively in various networks, and
observing the changes in the macro environment are
needed.
Differentiation, positioning and destination branding
are cornerstones of the destination tourism strategy.
The health and well-being destination’s brand identity
needs to be built bottom-up, then strengthened
and communicated with the brand values instilled
within all actors at the destination level. Community
residents’ support of the brand essence is important;
they should believe in it and live it. A destination needs
a joint-strategy for communicating the brand identity
to external audiences. The service delivery systems,
physical settings and their quality level also need to
coincide with this brand identity. However, recent
developments in the Internet have fundamentally
changed branding and marketing and increased
the role of customers. They are co-creators of the
destination brand, and the aim should be to get them
to become ambassadors of the destination brand.
When developing a destination, upper-level
strategies, plans and decisions also have to be taken
into consideration. The long-term development of the
destination requires planning and policy making which
supports the sustainable development of the health
and well-being destination. This entails both internal
and external expertise as well as the involvement
of policy makers and locals in the decision making
process in order to create better prerequisites for
health promotion and to enhance the quality of life
for tourists and locals alike.
The implementation of the priorities defined in the
tourism strategy need to be monitored. The outlining
of the responsibilities, performance indicators and
time frames is the key to continuous improvement
6

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of infrastructure and service offerings to retain
the competitiveness of the health and well-being
destination. The strategy needs to be updated on
a regular basis, and the seeking of funding (private,
public or a mix of these) for various development
activities also requires planning. (See the framework
model)
Macro environment
The following external factors influence the success
of the tourism destination:
•	 Society
•	 Economy
•	 Politics
•	 Ecology
•	 Technology
The macro level shows the bi-lateral interaction
of the health and well-being destination with its
local/regional/national/international environment,
dominated by societal, economic, political, ecological
and technological aspects. Changes in the macro
environment need systematic monitoring and
proactive measures at the destination level. (See the
framework model)
Susanna Saari, Senior Lecturer, M.Soc.Sc., Turku University of Applied Sciences |
susanna.saari@turkuamk.fi | www.tuas.fi
Telle Tuominen, Senior Lecturer, MA and M.Sc. (Econ.), Turku University of Applied Sciences |
telle.tuominen@turkuamk.fi | www.tuas.fi
Donna Dvorak, Lecturer, BA in Cultural Anthropology, MA in TESOL and Applied Linguistics,
The Institute of Hospitality Management in Prague | dvorak@vsh.cz | www.vsh.cz/en
Dr. Lucie Plzáková, Lecturer, PhD in System Engineering,
The Institute of Hospitality Management in Prague | plzakova@vsh.cz | www.vsh.cz/en
FH-Prof. Dr. Mag. Kai T. Illing, PhD in Classical and Ancient Studies, FH JOANNEUM University of
Applied Sciences | kai.illing@fh-joanneum.at | www.fh-joanneum.at/igm/en
Mag.(FH) Daniel Binder, Health Management in Tourism, Research Lecturer, FH JOANNEUM
University of Applied Sciences | daniel.binder@fh-joanneum.at | www.fh-joanneum.at/igm/en
Mag. Christian Husak, CEO of CHC, Christian Husak Consulting | office@husak.at | www.husak.at
Dr. Steffen Lange, Head of Bachelor Regional Management, PhD in Marketing, University of
Applied Science in Eberswalde (HNEE) | steffen.lange@hnee.de | www.hnee.de/en
Robert Schmidt, Lecturer, MA in Business, University of Applied Science in Eberswalde (HNEE) |
robert.schmidt@hnee.de | www.hnee.de/en
List of Authors
WelDest project has been funded with support from the European Commission. This eHandbook reflects the views only of the author, and the Commission cannot be held responsible for any
use which may be made of the information contained therein. Project Nr.: 527775-LLP-1-2012-1-FI-ERASMUS-ECUE
Developing a Competitive Health and Well-being Destination
Project: WelDest — Health and Well-Being in Tourism Destination
weldest.blogspot.com

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WelDest framework and summary (English)

  • 1. FRAMEWORK FOR HEALTH AND WELL- BEING DESTINATION DEVELOPMENT Telle Tuominen Susanna Saari Turku University of Applied Sciences 2014 WelDestprojecthasbeenfundedwithsupportfromtheEuropeanCommission.ThiseHandbookreflectstheviewsonlyofthe author,andtheCommissioncannotbeheldresponsibleforanyusewhichmaybemadeoftheinformationcontainedtherein. ProjectNr.:527775-LLP-1-2012-1-FI-ERASMUS-ECUE Project:WelDestHealthandWell-BeinginTourismDestination
  • 2. 2Back to Table of Contents BacktoTableofCaseStudies Back to Table of Figures Reputation of the destination Authenticity Culture Seamless service chain for homogeneous customer experience provided by friendly, qualified staff Hospitable attitude and atmosphere in the destination Sustainabledevelopment Customerorientation V I S I O N & VA LU E S DESTINATION MANAGEMENT • Organisation for destination management & public-private network leadership • Understanding health and well- being tourism concepts and demand • Operational activities • Evaluation of the level of quality & improvement DESTINATION DEVELOPMENT • Systematic participatory strategic destination planning • Brand identity development & management • Destination level planning and policy making supporting health and well- being tourism as well as health promotion • Continuous evaluation & development of infrastructure and service offerings TE CHNOLOGY SOCIETY ECONOMY ECOLOGY POLITIC S Nature, natural assets, attractive scenery and environment UTILIZATION OF RESEARCH COMMITTED CO-OPERATION OF ALL ACTORS Quality accommodation, restaurant & transportation services Wide offerings of quality services to enhance health, well-being & relaxation: wellness and medical treatments, sauna and pool facilities, outdoor / indoor sports and possibilities to get mentally refreshed Figure 3. Framework for developing a health and well-being tourism destination (Saari and Tuominen, 2014)
  • 3. 3  Back to Table of Contents BacktoTableofCaseStudies Back to Table of Figures Endowed resources and quality services enhancing well-being Together, these endowed resources (the outermost circle of the model) and the quality services enhancing health and well-being (ellipse on the right side, below the arrow) create the core product at the health and well-being destination level. The reputation of the destination rests mainly on these endowed resources and on the quality of the services enhancing health and well-being. According to WelDest research, the following are the key endowed resources for a health and well-being tourism destination: • Nature, natural assets, attractive scenery and environment • Local culture • Authenticity • Reputation of the destination These endowed resources are the core pull factors, and thus the comparative advantage, of a health and well-being destination. They create the basis for health and well-being destination competitiveness. The key question is the recognition of these resources at the destination level and the subsequent utilisation of them for the creation of health and well-being services. Customers increasingly value local culture, heritage and authenticity — in other words, genuine, unique, local resources and traditions that are utilized for example, in food and beverage, indigenous treatments, nature activities and the built environment. All actors in the destination should be responsible for the long-term sustainable deployment of these authentic resources. (See the framework model) The core health and well-being destination product has to include the following: • Wide offerings of quality services to enhance health, well-being and relaxation: wellness and medical treatments, sauna and pool facilities, outdoor/indoor sports and possibilities to get mentally refreshed When choosing a health and well-being destination, customers highly value a modern, holistic, and wide service supply for doing something for their health. Most customers seem to have a broad definition of health: they are choosing a health and well-being holiday which can offer them relaxation, mental refreshment and an escape from everyday pressures. They especially appreciate diverse pool and sauna facilities, treatments, and outdoor activities, as well as beautiful nature, whereas the demand for medical services is clearly smaller. In any case, medical service offerings seem to strengthen the image of a destination as a real health and well-being destination to some extent. For diversification of service offerings, the target groups and their needs should be identified. Furthermore, a destination can be marketed as a health and well-being destination only after a critical mass of special services has been reached. For example, spas can often be leading service providers in the health and well-being destination, but service volume can also be built with a pool of smaller actors. A public sector offering is also often an essential part of the critical mass of services. In any case the aim should be a holistic health and well-being tourism service supply i.e., a balanced offering for body, mind, and soul. (See the framework model) Supporting tourism services Standard tourism services are normally not the reason to choose a health and well-being destination, and therefore they are considered here as supporting tourism services: • Quality accommodation, restaurant and transportationservicesandothersupporting services Most of the services include both tangible (for example, food and interior in a restaurant) and intangible elements (for example, friendly customer service). From a customer satisfaction point of view, both elements must meet customer expectations. To enhance customer satisfaction, an infusion of well- being aspects into supporting services is advisable. This also applies to healthy food, which does not seem to be a service which attracts the visitor to the destination, but is nevertheless appreciated by many on the spot;
  • 4. 4  Back to Table of Contents BacktoTableofCaseStudies Back to Table of Figures this is true for the accommodation experience as well. Accessibility to the destination and within the destination is a factor slightly influencing the choice of destination and, to a wider extent, the usage of offerings in the destination. In accessibility issues, public–private cooperation is vital. (See the framework model) Seamless service chain for homogenous customer experience provided by friendly, qualified staff General hospitality skills and specific professional skills in health and in the provision of well-being services form the basis for customer satisfaction. However, customers especially expect staff to have outstanding social skills. This is especially important in the health, wellness and well-being industry, which offers high- contact services such as treatments, as well as guidance in one’s personal well-being development needs. The recognition of customer expectations and service gaps, communication skills, and overall destination knowledge are among the competencies which should be emphasized. All these skills need to be updated by constant training both at the company and at the destination level. Many health, well-being and wellness guests make use of services and infrastructure offered by several companies, organisations and the public sector as co-producing actors within the destination. They value a seamless service chain which offers a homogenous overall health and well-being tourism product. Cooperation between different actors and a destination mind-set, are imperative. The service chain aspect in the framework model is in the shape of an arrow to illustrate the ongoing development process towards the vision and values of the health and well- being destination. (See the framework model) Essential requirements guiding destination and company level development The following development areas are constantly relevant for any tourism destination to succeed in a competitive environment: • Sustainable development • Hospitable attitude and atmosphere in the destination • Customer orientation Sustainable development includes three dimensions: socio-cultural, ecological and economic, which are pre-requisites for the long-term success of tourism destinations and the companies located there. Local residents’ positive attitude towards guests is vital in creatingawelcomingatmosphere.Customerorientation should be a guiding principle affecting all staff levels, management, service development and service provision, at both a destination and company level. This involves measuring and understanding customer expectations and satisfaction as part of customer orientation. (See the framework model) The destination management and destination development process From the strategic destination development and management point of view, the need to maintain, develop and communicate the competitive advantage, in other words the meaningful assets, services and competencies for destination competitiveness in the macro environment, dominate. In the framework, destination development interlinks with destination management because there is a clear need for the committed cooperation of all actors, or at least a need for a flow of information between the actors responsibleforpolicymaking,destinationdevelopment and management, and service offerings. Research should be utilized on the destination management and development level. The destination vision, mission and values should be created collaboratively, and they should guide the choice of priorities as well as the key performance indicators in the long-term strategy for destination development. Destination development is an ongoing process, hence the arrow shape in the framework.
  • 5. 5  Back to Table of Contents BacktoTableofCaseStudies Back to Table of Figures Destination management covers the following dimensions: • Organisation for destination management and public-private network leadership • Understanding health and well-being tourism concepts and demand • Operational activities • Evaluation of the level of quality and improvement A coordinating tourism body, such as a destination management organisation, association, or similar that is responsible for destination management seems to be vital for any destination to succeed. There are various options for organizing the destination management governance. However, its main role within the destination is to co- ordinate planning activities, as well as to communicate and networkactivelybetweenprivateandpublicactors,inother words, to provide leadership in destination management. There are several concepts, and the demand profiles connected to them, such as wellness, fitness, alternative medicine, or holistic retreat, which the destination tourism body has to know to be successful in differentiation, targeting and destination product development. Operationalactivitiessuchasmanagingandevaluatingjoint sales and marketing activities, the evaluation of the level of overall service quality and its improvement at destination level are important tasks for the tourism body responsible for destination management. (See the framework model) Destination development covers the following dimensions: • Systematic participatory strategic destination planning • Brand identity development and management • Destination level planning and policy making supporting health and well-being tourism as well as health promotion • Continuous evaluation and development of infrastructure and service offerings The commitment and cooperation of all essential private and public actors is important in strategic destination planning. This strategy process needs to have an owner. However, a destination-wide collaborative structure should be created for example, in the form of a so-called “stake-holder working group.” This group can consist of organisations and individuals in the destination with an involvement and interest in the development of the health and well-being destination in question. To support the strategic planning, systematic collection and utilization of destination-level data, monitoring of trends, participating actively in various networks, and observing the changes in the macro environment are needed. Differentiation, positioning and destination branding are cornerstones of the destination tourism strategy. The health and well-being destination’s brand identity needs to be built bottom-up, then strengthened and communicated with the brand values instilled within all actors at the destination level. Community residents’ support of the brand essence is important; they should believe in it and live it. A destination needs a joint-strategy for communicating the brand identity to external audiences. The service delivery systems, physical settings and their quality level also need to coincide with this brand identity. However, recent developments in the Internet have fundamentally changed branding and marketing and increased the role of customers. They are co-creators of the destination brand, and the aim should be to get them to become ambassadors of the destination brand. When developing a destination, upper-level strategies, plans and decisions also have to be taken into consideration. The long-term development of the destination requires planning and policy making which supports the sustainable development of the health and well-being destination. This entails both internal and external expertise as well as the involvement of policy makers and locals in the decision making process in order to create better prerequisites for health promotion and to enhance the quality of life for tourists and locals alike. The implementation of the priorities defined in the tourism strategy need to be monitored. The outlining of the responsibilities, performance indicators and time frames is the key to continuous improvement
  • 6. 6  Back to Table of Contents BacktoTableofCaseStudies Back to Table of Figures of infrastructure and service offerings to retain the competitiveness of the health and well-being destination. The strategy needs to be updated on a regular basis, and the seeking of funding (private, public or a mix of these) for various development activities also requires planning. (See the framework model) Macro environment The following external factors influence the success of the tourism destination: • Society • Economy • Politics • Ecology • Technology The macro level shows the bi-lateral interaction of the health and well-being destination with its local/regional/national/international environment, dominated by societal, economic, political, ecological and technological aspects. Changes in the macro environment need systematic monitoring and proactive measures at the destination level. (See the framework model)
  • 7. Susanna Saari, Senior Lecturer, M.Soc.Sc., Turku University of Applied Sciences | susanna.saari@turkuamk.fi | www.tuas.fi Telle Tuominen, Senior Lecturer, MA and M.Sc. (Econ.), Turku University of Applied Sciences | telle.tuominen@turkuamk.fi | www.tuas.fi Donna Dvorak, Lecturer, BA in Cultural Anthropology, MA in TESOL and Applied Linguistics, The Institute of Hospitality Management in Prague | dvorak@vsh.cz | www.vsh.cz/en Dr. Lucie Plzáková, Lecturer, PhD in System Engineering, The Institute of Hospitality Management in Prague | plzakova@vsh.cz | www.vsh.cz/en FH-Prof. Dr. Mag. Kai T. Illing, PhD in Classical and Ancient Studies, FH JOANNEUM University of Applied Sciences | kai.illing@fh-joanneum.at | www.fh-joanneum.at/igm/en Mag.(FH) Daniel Binder, Health Management in Tourism, Research Lecturer, FH JOANNEUM University of Applied Sciences | daniel.binder@fh-joanneum.at | www.fh-joanneum.at/igm/en Mag. Christian Husak, CEO of CHC, Christian Husak Consulting | office@husak.at | www.husak.at Dr. Steffen Lange, Head of Bachelor Regional Management, PhD in Marketing, University of Applied Science in Eberswalde (HNEE) | steffen.lange@hnee.de | www.hnee.de/en Robert Schmidt, Lecturer, MA in Business, University of Applied Science in Eberswalde (HNEE) | robert.schmidt@hnee.de | www.hnee.de/en List of Authors WelDest project has been funded with support from the European Commission. This eHandbook reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project Nr.: 527775-LLP-1-2012-1-FI-ERASMUS-ECUE Developing a Competitive Health and Well-being Destination Project: WelDest — Health and Well-Being in Tourism Destination weldest.blogspot.com