LEONARDO DA VINCI TransCONVER - slu.cz

LEONARDO DA VINCI

TransCONVER Training and Guidance Module for Local Coal

Conversion in Enlarging Europe

WORK PACKAGE 6

WORK PACKAGE 11 Module 4

Re-structuring Destination Management

Karviná 2003

"This project has been carried out with the support of the European Community." "The content of this project does not necessarily reflect the position of the European Community or the National Agency, nor does it involve any responsibility on their part."

RNDr. Vladimír Krajčík Editors: PaedDr. Jiří Mezuláník, CSc.

Ing. Ivo Veselý

Content 1. Work Package 6 1.1 Methodological Guide 4

1.2 Definition of the Work package 6 4

1.3 Links to other project products 7 1.4 Training and Guidance Modules 8

1.5 Guide for Training and Guidance Modules 9

Training and Guidance Module ____________________________________________________________________________________

Leonardo da Vinci TransCONVER 4

1. Work Package 6 1.1 Training and Guidance Module

(Methodological Guide)

1.1.1 Introduction The “Leonardo da Vinci” pilot project "TransCONVER" was created as a complement to the Phare Initiative of the European Union. The strategic aim of this project is to contribute to the rational restructuralization of the coalmining regions in Poland and in the Czech Republic. The TransCONVER project intends in this sense to offer a possibility of more systematic activities in reconversion-training, with the synergies and experience of western European partners. The project therefore, being based on the expertise of the partners from Western Europe, should facilitate citizen’s entrepreneurship in the particular target regions by emphasizing the significance of small and medium free enterprise. In a long run it also foresees the creation of a European co-operation system of all industrialised regions of Eastern and Western Europe with a particular emphasis on the potential role of local regional partnerships.

1.1.2 Objectives of the project are as follows: • Improve the skills and competences of local leaders like innovators, training

practitioners and developers of conversion strategies. • Promote innovative studies, testing and approving new ways of professional

training instructing local trainers, leaders and counsellors. • Improve the quality of, and access to, continuing vocational training to

people in heavy industrial areas facing structural changes. • Promote and reinforce the contribution of vocational training to the process

of innovation. • Introduce training products for the public and private sector (web sites,

distance and multimedia education) with the use for example of a pragmatically oriented guidance module for the local conversion partnership (link to module page).

• Verify Western and Eastern European experiences in the field of heavy industrial restructuring and their connection with the processes of the EU enlargement and globalisation.

• Formation of European Coal Conversion Partnerships at local level to create the structures that will enable effective solving problems of restructuring in the European context.

1.2 Definition of the Work package 6

The Work Package 6 presents a methodological framework for the Training and Guidance Modules. It proceeds from the processed Need and Skill Analysis of the project (see www.transconver.com ) and contains the following parts

• Methodological approach



• Target regions description

• Target groups description

• Overview of the specifications of the skills for re-conversion

• Overview of the particular Training and Guidance Modules

• Structure of the particular Training and Guidance Modules

1.2.1 Target Regions

TransCONVER is based on three regions: Upper Silesia (including the Wałbrzych region) in Poland, Ostrava/Karviná region in the Czech Republic and the Ruhr District in Germany1. Knowledge about these regions with information on the local situation is provided by each partner and is the basis for working-in the project. At the working meetings in Bytom and Karviná during 2001, experts from a variety of fields related to regional development presented specific issues in order to give an overview over up-to-date problems of their region.

1.2.2 Target Groups Training and Guidance Modules consist of partial training modules, which come out of the carried out need and skills analysis of the defined target groups. The target groups are the following groups:

1. Municipality representatives 2. Large company managers 3. Managers of medium and small enterprises (SMEs) 4. Public institutions representatives 5. Non-governmental representatives and non-profit organisation

representatives (NGO) 6. Teachers 7. Students

1.2.3 Specific Skills for Re-conversion The need analysis and skills for re-conversion results of the above mentioned target groups were elaborated using a questionnaire in Upper Silesia and Ostrava/Karviná regions and they are available on www.transconver.com. Regional development partial studies, scientific outputs of other projects and programmes and dissertations (reference can be found at the same address) are additional sources for the need and skills assessment.

1 The names of the target region in the Czech Republic are stated differently in connection with the change of the administration system in the Czech Republic in 2001. In the project occur the following names: Ostrava/Karviná region (used before the change) and Moravian-Silesian region (used after the change).



The list of specific skills for re-conversion is as follows: 1. Possibility of the project presentation of the re-conversion nature (projects solving the re-conversion

processes).

2. Competence to handle in implementing the re-conversion projects (especially with the orientation on the human sources).

3. Competences of finding information on the projects aimed at the re-conversion policy (public support of the endangered regions).

4. Team work competence, cooperation and project management of the SPO nature (cooperation of state and private organisations).

5. Ability to interpret and classify information according to its meaning for the projects of the structural re-conversion innovation.

6. Elaborating of the financial plans and analysis in the re-conversion strategies, investment design preparation.

7. Managing, assessing and motivating of the employees in realizing the re-conversion strategies (including the training and creation of the employer’s support).

8. Competencies of the use of models and good examples in the conversion strategies.

9. Competence of the programming and realization of the training measures in the conversion strategies.

10. Creative skill strategic thinking including the innovation management in defining the re-conversion processes.

11. Handling of marketing techniques (special product and consumer marketing), medialization skill in the conversion strategies.

12. Virtual team work with the application of information means, project management of the conversion processes in the virtual environment.

13. Capability of applying the principles and techniques of the environment to the problems of the structurally affected regions.

14. Evaluation capability of the legislative aspects in the re-conversion strategies.

15. Handling capability of the waste economy in regenerating the environment.

16. Preparation competence of the educational offer in relation to the required professional competences in changing the job position.

17. Creation capability of the cooperation system with social partners integrated into the re-conversion process.

18. Application capability of the European educational standards in preparing the training courses solving the re-conversion problems.

19. Competence of learning and developing possibilities in the service sector (especially in tourism) in solving the creation of new jobs.

20. Capability of applying the partnership principles of the state and public administration in the tourism projects.

21. Competence of creating the service products (tourism) and product packages of these services in searching for new assertion possibilities of new employees.

22. Capability of applying the financial means from the public and private sector for realizing own projects.

23. Orientation capability in the regional re-conversion priorities in relation to investments.

24. Capability of defining the regional development and its prerequisite in the conditions of the re-conversion strategy.



25. Ability of specifying the task of the municipalities within the regional policy solving the re-conversion problems.

26. Ability of defining the institutional security of the regional EU policy in specifying the structurally affected regions.

27. Essential abilities, which I would like to develop Six training modules have been elaborated based on the need and skill analysis, which cover the basic problematic areas of re-conversion process in the above mentioned regions. These training modules have been tested on samples of the defined target groups in Ostrava/Karviná region and in Upper Silesia. All materials of Work Package 6 are available to all partners and trainers in paper and electronic version. 1.3 Links to other project products Work Package 6 is linked to other project products, especially to:

• Work Package 11

The Work package 6 presents the conceptualizing of the Training and Guidance Modules and the essential methodological framework for the Work Package 11. The Work Package 11 is a complete Training and Guidance Handbook, which comprises the partial modules oriented according to the conclusions of the Need and Skill Analysis.

• Work Package 4 Virtual Coal Web Site, which supports the project as whole and at he same time it

provides partial information about old industrial regions, best practices and case studies from re-conversion and other additional information for WP 6 modules and Work Packages 11.

• Work Package 5 Definition of need and skills tools, applying skills and sources into the project and

performing needs analysis and determining priorities for future development of the project.

• Work Package 7

Virtual Coal, on-line training module comparing conditions of the re-conversion process in old industrial regions. It is available in electronic version on project web site (www.transconver.com) and also on CD.

• Work package 8

Testing phases I and II for Training and Guidance Modules. Work Package 11 and Work package 7 on-line module were tested in target groups 1-7.



1.4 Training and Guidance Modules The following training modules have been compiled based on the need and skills analysis for the defined target groups:

1. Regional Development, Structural Policy and Re-conversion Models 2. Re-conversion Financial Sources 3. Re-structuring Management Centres 4. Re- structuring Destination Management 5. Re- structuring Environmental Management 6. Transborder Training Module2

These modules have a uniform structure; partial differences are based on content and organization specifications of some modules (especially Transborder Training Module). The training modules consist of these parts:

1. Title page 2. Content of the Module 3. Training and Guidance Module (Methodological Guide) 4. Module Profile

It is a concise resume of a training module and it contains a link to a target group, training skills, other work packages links, modules objectives, modules content and modules context.

5. Course Guide, Session Guide and Session Plans Features content and time schedule of a training, trainings methods, ways of assessment and work and a module evaluation.

6. Handouts They are structured aids for each session within a Session Guide. They serve a coach as a guide book for preparation and realization of lessons. Handouts have been prepared as Power Point presentations as well.

7. Tool box It contains summarizing control questions, exercise suggestions, examples for sessions etc. A coach is presumed to create an additional set of exercises for a specific training depending on variable course parameters.

8. Best Practices They are examples from re-conversion field in the target regions. Various Best Practices can be used for a specific training depending on its variable parameters. The summary of all the Best Practices is on www.transconver.com/databases/List of Best Practices, or in the text in English, Czech, German and Polish.

9. Case study Each module includes one or more case studies focused on the problems of the given module. Each case study consists of a focus on activity, content, context case, a link to target groups, results and the way of financing. Navigation for

2 The formulation of the names developed in the course of work in particular modules. For that reason it is possible that in some project outputs the slightly different module names are stated.



training is an important part of a case study. It gives recommendations for a group work, individual training, training methods and forms and assessment.

10. Handbook A handbook serves as an additional study text for course participants and it is intended for individual self-study training. It contains a link to other project products, in-depth explanation of a given module problems, general European experiences in the field of the module with specific experiences from the Czech Republic and Poland. Navigation for training is an integral part of any handbook.

11. The Questionnaire for WP 6 modules Evaluation A standardized questionnaire is a part of each training module. It serves as a feedback for authors of the modules and a coach (enclosed). It determinates a benefit of particular modules from a viewpoint of content and professional focus of respective target groups.

1.5 Guide for Training and Guidance Modules Training and guidance modules do not represent close rigid units. In regard to

TransCONVER pilot character the Work Package 6 should be modular and flexible enough in the following parameters, which are therefore considered variables:

• target groups • needs and skills orientation • content • training form and organization • exercises, questions, assessments

Each training module is preferably intended for a certain target group. The link to each module target group is in a Course Guide section. Each target group may be further internally differentiated for certain training, especially according to the number of participants of training, a level of their knowledge of a problem, hierarchy plane, position etc. Each training module answers concrete needs of a certain target group and tries to develop predetermined skills for re-conversion. The link to each module need and skills is specified in a Module Profile section. The coach sets up the specifications and preferences of the trained skills in relation to other variable parameters. Each module includes a recommended form and training organization, suggestions for exercises, discussions and individual work for the training participants.

Re-structuring Destination Management ____________________________________________________________________________________


2 Work Package 11 2.1 Module Profile Target groups:

1. Regional and municipalities political representatives (mayors, councillors, members of assemblies)

2. Regional and municipal clerks, especially from economic development and tourism development departments

3. Workers / employees of the municipal associations (euroregions, microregions etc) focused into the economic and tourism development areas

Skills and knowledge to be taught: 1, 2, 3, 4, 5, 6, 8, 10, 11, 17, 19, 20, 21, 22, 23, 25 (the list skills and knowledge – see part one - Methodological Guide). Links to Work Packages: Work Package 5 www.transconver.com Work Package 6 www.transconver.com Work Package 7 www.transconver.com Work Package 8 www.transconver.com Work Package 10 www.transconver.com Course objectives: 1. Identification of the regional / local development priorities 2. Tourism sector understanding 3. Apply tourism development principles and techniques to the regional / local

situation 4. Identification of the regional / local tourism development opportunities 5. Development of the regional / local tourism products / product packages 6. Design the role of the self-government in the regional / local tourism process

development Course content: 1. Tourism sector

a. Tourism development international and European trends b. Tourism development trends in the Czech Republic

2. Tourism development and regional / local economy a. Economic development strategy



b. Tourism as the strategic development priority

3. The role of the self-government in the tourism development process a. International best practise b. National and regional context c. Local context

4. Tourism development principles a. Private public partnership b. Destination management organization

5. Tourism development techniques a. Tourism development opportunities identification b. Tourism products and product packages c. Tourism destination presentation and image development d. Information needs and wants e. Money matching.

Course context The Czech economy development has been connected for years on the heavy industry and engineering sectors based on large or medium sized enterprises. The services, leisure time and tourism sectors were underestimated and underdeveloped from both investment and human resource point of view. Political and economic transition especially in the most structurally afflicted regions creates not only a pressure but also opportunities for new economic activities development. Well organized tourism and leisure time sectors have demonstrated long term sustainability from both economic and social point of view. In comparison with heavy industry and engineering sectors are both sectors based on a different structure of enterprises – micro, small and medium enterprises – and different regional / local priorities and personal skills. And on SME’s and especially on tourism and leisure time SME’s based development requires more intensive public – private sectors relations and collaboration. This is connected with a different role of the self-government and different co-operation level and forms. From the human resource point of view it is necessary to develop public sector representatives in the understanding of the tourism and leisure time requirements and activities, understanding needs and wants of the potential clients – visitors and tourists – and to identify their role and possible assistance in the transition process and new sectors based regional and local economy development.



2.2 Course Guide, Session Guide and Session Plans 2.2.1 Course Guide

Subjects: Comments:

Target groups

• Regional and municipality political representatives (mayors, councillors, members of assemblies).

• Regional and municipal clerks, especially from economic development and tourism development departments.

• Workers / employees of the municipal associations (euroregions, microregions etc) focused into the economic and tourism development areas.

Learning objectives for target group

1. Identification of the regional / local development priorities.

2. Tourism sector understanding. 3. Apply tourism development principles and techniques

to the regional / local situation. 4. Identification of the regional / local tourism

development opportunities. 5. Development of the regional / local tourism products /

product packages. 6. Design the role of the self-government in the regional /

local tourism process development. Methodology

(training approach) Presentation, instruction, dialogue in plenum, group work

and assignment.

Number of participants Up to 20 Language Czech / English

Programme material Documents, charts, case studies

Sessions Title Duration 01 1. Introduction 90 minutes 02 2. Tourism sector

• Tourism development international and European trends.

• Tourism development trends in the Czech Republic.

135 minutes

Programme construction

03 3. Tourism development and regional / local economy • Economic development

strategy. • Tourism as the strategic

development priority.

180 minutes



04 4. The role of the self-government in the tourism development process • International best

practise. • National and regional

context. • Local context.

135 minutes

05 5. Tourism development principles • Marketing orientation • Private public

partnership. • Destination management

organization.

180 minutes

06 6. Tourism development techniques • Tourism development

opportunities. identification

• Tourism products and product packages.

• Tourism destination presentation and image development.

• Information needs and wants.

• Money matching.

180

07 Evaluation 45 minutes

Time schedule for the Training Programme

- see programme:



Sessions Monday Tuesday Wednesday Thursday Friday

Session 08.30-9.15

Session 01 Introduction

Session 03 Tourism

development and regional /

local economy

Session 04 The role of

the self-government

in the tourism development

process

Session 05 Tourism

development principles

Session 06 Tourism

development techniques

Session 08.30-9.15

08.30-9.15 Th Th



2.2.2 Session Guides

Session Guide 01 Introduction

Subject Description

Subject Purpose

To introduce participants, their destinations a personal experience with the tourism sector mutually, establish team spirit among the participants, to enable participants to understand the idea of the training course and the concept of the regional economic development with the tourism sector as one of the potential important vehicle for the restructuring of old heavy industry focused regions and local/regional economy fire up. Information on the methodology recommended to be used in the course.

Upon completion of this subject, the participants should have acquired the following skills, knowledge, and attitude:

Skills Self presentation skills, listening of the potential partners and identification of their potential role in the tourism development process.

Knowledge Knowledge of the methodology and the content of the course.

Subject Objectives

Attitude Establish personal contact with trainers, establish team spirit. Open minded and positive approach.

Contents See Session Plan

Resource persons (trainers)

RNDr. Vladimir Krajcik

Co-trainer Michal Sladek

Duration 90 minutes

Methodology Self-presentations, group discussion, feed-back.

Facilities and Equipment

Classroom, OHP/data projector + PC, Flipchart,

Materials Course Guide, Handout 01

Validation criteria

Understanding of the change of workforce. Knowledge of participants and trainers expectations. Assessment

Validation methods

Group discussion, feed-back.

Notes The session takes place in the plenary session room.



Session Guide 02 Tourism sector

Subject Description

Subject Purpose

Introduction of the tourism sector as a part of the local/regional/national and international economy. General trends in the tourism sector – world wide / European. Tourism – development opportunity of the “new economy” in the restructuring regions. Understanding of the tourism sector in the Czech Republic. Make the acquaintance of the tourism development trends in the Czech Republic.


Skills Tourism expertise discussion skills, identification of the future tourism sector development, tourism sector information sources identification.

Knowledge Understanding of the tourism sector and its trends – world wide/Europe/Czech Republic.

Subject Objectives

Attitude Intensify mutual contacts and contact with trainers, establish team spirit, appreciate own resources as well as resources of others, feeling of the tourism sector belonging.

Contents See Session Plan Resource persons

(trainers) RNDr. Vladimir Krajcik,

Co-trainer Michal Sladek

Duration 135 minutes

Methodology Presentation, group discussion, team work

Facilities and Equipment

Classroom, OHP/data projector + PC, Flip-chart, pens.

Materials Handout 02 - Tourism and development trends

Handbook Validation

criteria Knowledge of the basic tourism sector development trends. Know-how on the existence of different networks of professional and lifelong educations.

Assessment

Validation methods

Group discussion, team work and its presentation and feed back.

Notes



Session Guide 03 Tourism development and regional / local economy

Subject Description

Subject Purpose

To understand the principles of the regional economic development concept and specifics of the different types of the regions (urban, rural, industrial etc). To understand tourism as the strategic development area and a component of the general economic development concept. Ability to prepare regional development strategy with the tourism sector as one of the regional development priorities.


Skills Local/regional development strategy preparation, SWOT analysis elaboration, identification of the strategic development priorities, identification and elaboration of the tourism sector development priorities.

Knowledge Knowledge of the local/regional development strategy purpose and structure, knowledge of the tourism sector development issues and concept development.

Subject Objectives

Attitude Establish a common approach to the role of the local/regional economic development a tourism sector development.


(trainers) RNDr. Vladimir Krajcik,

Co-trainers: Michal Blasko


Methodology Presentation, instruction, group and plenum discussion,

group assignment, mutual feed back Facilities and Equipment Classroom, OHP/data projector + PC, Flip-chart, pens.

Materials Course Guide, Handout 03, Power point presentation -

Tourism and regional/local economy, Handbook Validation criteria Understanding of the local/regional

development strategy, understanding of the tourism sector development role and issues.

Assessment

Validation methods Group discussions and feed-back.

Notes

The session should start in the plenary session room with a presentation of the session objectives and time budget. Team - work within the groups, presentation of the outcomes and mutual feed back.



Session Guide 04 The role of the self-government in the

tourism development process

Subject Description

Subject Purpose

Understanding of the self-government roles and principles. Creation of the local/regional tourism supply chain/cluster, preparation of the system of local/regional tourism stakeholders collaboration.


Skills Identification of the self-government local/regional stakeholders and their needs.

Knowledge Self-government principles, tourism self-government best practice local/regional self-government potential partner sources.

Subject Objectives

Attitude Establish common understanding of the self-government principles in the tourism sector.


(trainers) RNDr. Vladimir Krajcik

Co trainer: Michal Blasko


Methodology Presentation, information, plenum and group

discussion, team-work in groups. Facilities and

Equipment Classroom, OHP/data projector + PC, Flip-chart, pens.


Tourism and regional/local economy, Best practice - Lancashire Tourism Partnership, Handbook

Validation criteria

Understanding of the purpose of the self-government principles, ability to identify local/regional partners. Assessment

Validation methods

Group discussions and feed-back.

Notes



Session Guide 05 Tourism development

principles

Subject Description

Subject Purpose

Deep understanding of the local/regional tourism development concept, based on the marketing orientation, private-public partnership and destination management organization.


Skills Local/regional tourism target groups identification, PPP formation.

Knowledge Marketing concept principles, PPP principles, destination management basic role.

Subject Objectives

Attitude Marketing philosophy approach, open-minded approach based on the PPP and destination management principles.

Contents See Session Plan

Resource persons (trainers)

RNDr. Vladimir Krajcik Co-trainer: Michal Sladek/Michal Blasko


Methodology Presentation, information, plenum and group

discussion, team-work in groups. Facilities and


Materials Course Guide, Handout 05, Best practise – Wiener

Tourismusverband, Handbook. Validation

criteria Understanding of marketing concept, PPP principles and destination management role. Assessment

Validation methods

Feed back from groups team-work presentations.

Notes



Session Guide 06 Tourism development

techniques

Subject Description

Subject Purpose

Understanding of the tourism sector role in the restructuring regions and ability to elaborate tourism sector development action plan based on the marketing oriented concept and tourism products/ product packages approach.


Skills Identification of the local/regional tourism development opportunities, development of tourism products/product packages. Identification of the financial sources for the tourism sector development.

Knowledge Tourism product/product package theory.

Subject Objectives

Attitude Tourism – economic development sector, services and product/packages based industry.


(trainers) RNDr. Vladimir Krajcik

Co-trainer: Michal Sladek


Methodology Presentation, plenum and group discussion, team-work

in groups group assignment, mutual feed back. Facilities and



Tourism and regional/local economy, Case 4 – Tourism product, Handbook

Validation criteria

Understanding of the tourism sector as a part of the local/regional economy development vehicle based on the marketing approach. Assessment

Validation methods

Feed back from team-work in groups.

Notes



2.2.3 Session Plans

Session Plan 1 Introduction

Duration 90

minutes Main topics Sub-topics Time Notes

1. Introduction of partici-pants, trainers

• To introduce participants, their destinations a personal experience with the tourism sector mutually

• establish team spirit among the participants.

60’ Trainer (s) &

partici-pants

2. Introduction of the training course

• introduction of the idea of the training course • introduction of the concept of the regional economic

development with the tourism sector as one of the potential important vehicle for the restructuring of old heavy industry focused regions and local/regional economy fire up

15’ Trainers

3. Information on the methodology recommended to be used in the course.

• 15’ Trainers

Session Plan 2 Tourism sector

Duration 135


1. Tourism sector

• Introduction of the tourism sector • Tourism as a part of the local / regional / national and

international economy

30’ Trainer

2. Tourism development international and European trends

• General trends in the tourism sector – world wide • European tourism trends (Handout 02) • Tourism – development opportunity of the “new

economy” in the restructuring regions

30’ Trainer

3. Tourism development trends in the Czech Republic

• Understanding of the tourism sector in the Czech Republic. Make the acquaintance of the tourism development trends in the Czech Republic.

• Position of the participants destinations within the Czech Republic tourism sector

75’ Trainer, parti-

cipants



Session Plan

3 Tourism development and regional / local economy Duration

180 minutes

Main topics Sub-topics Time Notes

1. Tourism development and regional / local economy

• Regional / local economy structure 45’ Trainer

2. Economic development strategy

• To understand the principles of the regional economic development concept and specifics of the different types of the regions (urban, rural, industrial etc)

• To understand tourism as the strategic development area and a component of the general economic development concept

45’ Trainer, partici-pants

3. Tourism as the strategic development priority

• Regional development strategy with the tourism sector as one of the regional development priorities

• Practical exercise – local/regional SWOT analysis elaboration, identification of the local/regional strategic development priorities

• Identification of the tourism sector development priorities


Session Plan 4 The role of the self-government in the tourism

development process Duration 135

minutes Main topics Sub-topics Time Notes 1. The role of

the self-government in the tourism development process

• Understanding of the self-government roles and principles • Creation of the local/regional tourism supply chain/cluster


2. International best practise

• The role of municipalities/district offices/county councils/ in the UK

• Austrian tourism development structures

15’ Trainer

3. National and regional context

• National tourism development bodies / stakeholders • Regional tourism development bodies / stakeholders


4. Local context

• Identification of the regional/local tourism stakeholders • Preparation of the system of local/regional tourism

stakeholders collaboration




Session Plan

5 Tourism development principles Duration

180 minutes

Main topics Sub-topics Time Notes

1. Tourism development principles

• Deep understanding of the local/regional tourism development concept, based on the marketing orientation, private-public partnership and destination management organization

15’ Trainer

2. Marketing orientation

• Marketing philosophy approach • Marketing concept principles • Services and tourism marketing • Local/regional tourism target groups identification


3. Private public partnership

• PPP principles • PPP formation

15’ Trainer

4. Destination management organization

• Destination management basic role • Open-minded approach based on the PPP and destination

management principles


Session Plan 6 Tourism development techniques

Duration 180


1. Tourism development techniques

• Understanding of the tourism sector role in the restructuring regions and ability to elaborate tourism sector development action plan based on the marketing oriented concept and tourism products/ product packages approach

15’ Trainer

2. Tourism development opportunities identification

• Tourism – economic development sector, services and product/packages based industry

• Identification of the local/regional tourism development opportunities


3. Tourism products and product packages

• Tourism product/product package theory • Development of tourism products/product packages


4. Tourism destination presentation and image development

• Tourism destination • Tourism destination image development


5. Information needs and wants

• Tourist information needs and wants • In the preparation phase (before journey) • In the destination • Information system • Orientation system


6. Money matching

• Identification of the financial sources for the tourism sector development




Session Plan 7 Evaluation

Duration 45

minutes Main topics Sub-topics Time Notes 1. Trainer’s

final overview

• Course / module overview • Feed back

20’ Trainer

2. Participants feed back

• Participant’s course evaluation

25’ Partici-pants



2.3 Handouts HANDOUT 01 Topic: Introduction Course name: Restructuring destination management for tourism in the

Moravia-Silesia Region Teachers: RNDr. Vladimír Krajčík Course objectives: 1. Identification of the regional / local development priorities 2. Tourism sector understanding 3. Apply tourism development principles and techniques to the regional / local

situation 4. Identification of the regional / local tourism development opportunities 5. Development of the regional / local tourism products / product packages 6. Design the role of the self-government in the regional / local tourism process

development Course content: 1. Tourism sector

a. Tourism development international and European trends b. Tourism development trends in the Czech Republic

2. Tourism development and regional / local economy a. Economic development strategy b. Tourism as the strategic development priority

3. The role of the self-government in the tourism development process a. International best practise b. National and regional context c. Local context

4. Tourism development principles a. Private public partnership b. Destination management organization

5. Tourism development techniques a. Tourism development opportunities identification b. Tourism products and product packages c. Tourism destination presentation and image development d. Information needs and wants e. Money matching

Session objectives: • introduction of the idea of the training course • introduction of the concept of the regional economic development with the tourism

sector as one of the potential important vehicle for the restructuring of old heavy industry focused regions and local/regional economy fire up.



HANDOUT 02 Tourism sector 1. Tourism Trends for Europe

The European Travel Commission (ETC) has revised its document ‘Megatrends of Tourism in Europe to the Year 2005 and Beyond’ on the basis of ongoing discussions with its members - the National Tourist Offices (NTOs) of Europe - and advice from the European Travel & Tourism Action Group (ETAG), whose members comprise international organisations representing the key tourism industry sectors. Changes in society - new ways of travel Society changes continuously, and trends - whether economic, social or lifestyle - subsequently impact on tourism, as tourism is an integral part of our society. It is important for the tourism sector to assess these changes at an early stage. Existing policies regarding products and services, marketing and investments, all demand appropriate adjustments or adaptations when preferences and behaviour develop differently from the way they have done in the past. In the past, supply has always dictated demand, whereas today the reverse is true. Increasing saturation of the market and more self-assertive consumers, with more free disposable income and leisure time, determine the profitability of suppliers in the tourism sector. Competition is becoming more volatile. Although some trends are supply-funded, it is also important to forecast trends in demand, as these trends form the basis for determining the time and money required to make the relevant adjustments. In this overview, we consider trends to be future developments that differ significantly from the past - both quantitatively or qualitatively. The main objective of this analysis is to support suppliers in their longer-term policy making. the trends mentioned related to Western Socity - and to Europe in particular for the next fiew years. They are based on various quantitative and qualitative trend analyses and assessments made by leading international tourism experts. Finally, analysing trends leads us to the conclusion that every trend creates a counter-trend. Furthermore, it should be stressed that, in many cases, trends are mixed: Mixed in terms of their phase of development, mixed in results and mixed in the level of importance. Given this fact, it is nearly impossible to isolate tourism development into single trends alone. 1.1 Trends in Europe Demography The number of persons in older age categories will rapidly increase. Seniors will be healthier and will have higher disposable incomes than in the past. Many of them will enjoy early retirement schemes. In view of this development, the number of more experienced senior travellers will increase faster than the development of tourism demand in general (although a gradual downgrading of pension benefits, and a trend to increase the pensionable age may slow down this development in the long run).



Consequences for the tourism sector: 1. Increasing demand for quality, convenience and security. 2. Increasing demand for easy transportation. 3. Increasing demand for more relaxing entertainment facilities (e.g. golf

courses etc.). 4. Increasing demand for one-person products. 5. More demand in shoulder months. 6. In marketing, less emphasis should be put on age and more on comfort.

The average number of persons per household will decrease still further, which will result in higher disposable incomes and spending power. For tourism, this will influence demand in general, and demand for long-haul travel and short breaks in particular. Consequences for the tourism sector:

1. Increasing demand for luxury (‘small indulgences’). 2. Increasing demand for special products which can be obtained on impulse. 3. Increasing demand for city-breaks and other short breaks abroad - in periods

that used to be less favoured. 4. Higher level of interest in winter sun holidays.

Health Health-consciousness will increase still further.

Though increasing health-consciousness will not influence the volume of demand, it will certainly influence the decision-making with regard to destinations, and behaviour during holidays. Consequences for the tourism sector:

1. Destinations that are perceived as less healthy will be more quickly avoided than in the past.

2. The demand for sun-holidays only will decrease still further. 3. Active or activity holidays will increase in popularity, and the demand for

facilities that correspond to this type of holiday will be increasingly preferred

4. The demand for ‘wellness’ products will increase, including spas and fitness centres.

Awareness & Education The average level of education is increasing.

This will result in holidaymaking in which the arts, culture and history play a more important role, including more educational and spiritual holidaymaking. Consequences for the tourism sector:

1. Increasing demand for special products. 2. The more prominent inclusion of elements relating to the arts, culture and

history in package tours and self-organised holidays. 3. The need for better and more creative communication of information. 4. Demand for new destinations in Central and Eastern Europe will increase.



Leisure Time Modern society exerts increasing pressure on peoples’ daily lives, and stimulates the wish for more leisure time and relaxation - which will have an adverse effect on the increase of free disposable incomes. For tourism, this trend is thus by definition unfavourable - also because the increase in the number of days of paid leave for holidaymaking has come to a halt. Consequences for the tourism sector:

1. An increasing need to supply additional low-cost products. 2. An increasing need to offer relaxation. 3. A shortening of the longer main holiday in favour of more short ones.

Travel Experience More sophisticated consumers are increasingly self-assured regarding their needs and rights. For tourism, this results in an increasingly critical attitude to quality, and to the price-quality ratio. Consequences for the tourism sector:

1. Alternative ways of spending time and money will increasingly compete with holidaymaking, and within holidaymaking the preferences for destinations and accommodation.

2. Destinations that do not meet up to acceptable standards will suffer more



accommodation units (like smaller authentic family hotels and tourist farms).

3. The shift in perception regarding life and lifestyle results in a decline in the demand for fully escorted tours.

4. Suppliers will benefit more if they are able to create completely new products, concepts and services that distinguish themselves by their added value.

5. Increasing specialisation by suppliers in relation to specific hobbies and interests will become more important, and will more often be combined with holidaymaking.

6. The increased preference for solid ’anchors’ as secure holds in a more uncertain world stimulates the wish to possess second homes, also in areas close to smaller regional airports.

7. The trend of ’back to basics’ results in preferences for more simple holidays: from hotel to bungalow, from caravan to tent.

Information Technology The penetration of the internet - and its use for information and the purchasing of tourism products and services - will continue to increase. For tourism, the role of the internet - including new means of visual presentation - will increase still further, and will prove to be of the utmost importance in future. Consequences for the tourism sector:

1. The ready availability of tourist information on destinations and products, and increasingly sophisticated search engines to analyse such information will lend itself to comparison, and thus influence competition more intensively via ‘grazing’.

2. Experienced tourists will increasingly put together their own holidays on a modular basis with direct bookings.

3. The role of travel agents will decrease, as full package tours are increasingly bought directly via the net.

4. Internet will transform the classical role of the National Tourism Organisations (NTOs) and Tourist Boards at an increasing speed - but will create a new role in e-marketing, including the application of Customer Relation Management (CRM) destination marketing.

5. Destination marketing (e.g. better branding with public support) will increase in importance as the source to stimulate website visits.

6. The availability of in-depth information on suppliers’ products, either on the destination site or accessible through links, will become of more importance as the basic precondition for the success of websites.

7. The possibility of ‘shopping’ via the internet will stimulate later bookings. 8. The growing need for secure online reservations has to be stressed in relation

to more experienced and self-assured tourists. Transportation The increasing availability of high-speed trains and low-cost carriers will influence classical travel flows. Road traffic will face more congestion.



Consequences for the tourism sector: 1. Destinations will increasingly benefit from easy and affordable access for

short breaks - in particular when major events are organised outside of the main season.

2. The increasing availability of direct links by train and plane will stimulate demand for international short breaks in cities and city regions, to the detriment of rural areas.

3. The use of high-speed trains for medium distances will take over a large proportion of the travel currently undertaken by scheduled airlines.

4. Road congestion will negatively influence transport by private car - in particular in the high season.

5. Coach trips will decrease in importance. 6. Barriers which result from non-adapted schedules or inter-modal

transportation which is not optimally connected will have a stronger negative influence on destinations that cannot meet the growing wish for easy accessibility.

7. Cruises - not only expensive cruises, but also those in ‘budget-class’ - will increase in popularity, in particular for those over 50 years of age.

Sustainability Environmental consciousness will continue to increase. For tourism, this will result in more demand for sustainable destinations, in which nature and population will play an increasingly prominent role. In order to mitigate the costs for sustainability, the price will increasingly be passed on to the tourists themselves. Consequences for the tourism sector:

1. The regional component in destinations will increase in importance. 2. Destination management policies need to be improved through more

coherent and consistent planning. 3. The preference for destinations will be more strongly connected to the

support given by the local population to welcoming increasing numbers of visitors.

4. Regions which have suffered from overbuilding (particularly where this is not in keeping with the natural landscape) will increasingly be rejected as attractive destinations.

5. Eco-tourism should not be confused with sustainable tourism. Safety & Security Acts of terrorism, regional wars, pollution and other crises have unfortunately become facts of daily life, and influence the need to feel safe and secure. In tourism, this results in an increased need for safety and security, and in tourists avoiding destinations that are perceived as unsafe. Consequences for the tourism sector:

1. The quality of water (in lakes and pools, but also of tap water) will increase in importance in the selection of the destination, and demands better protection.

2. The more critical tourist will more quickly make claims if the product offered does not meet up to the expected standards.

3. The costs for guaranteeing safety and security will rapidly increase.



4. The industry should be better prepared to meet tourism demand more flexibly in periods of crisis.

1.2 Trends in the Czech Republic Trends in tourism sector according to the type of the tourism: Ecotourism and rural tourist industry: The Commission for sustainable tourism approaches national centres and tourist industry agencies with requests asking for support campaigns and ecotouring programmes. The type is becoming more and more popular. Cyclotouring: Particular paths in the region are more and more under competitive pressure. According to established observations, the rational motive for the choice of a cycle path is the desire to spend time in nature, to exercise and experience, not a cheap holiday. Incentive tourist industry: Incentive tourist form acquits well between an organization and its employees or clients to motivate and strengthen their social relations. The new trends in the incentive tourism can be characterized in the following manner:

• companies turn away from luxury hotels and the saved money is invested into another parts of the programme;

• the size of groups is getting smaller; • the trips with closer destination goals get bigger importance; • the combination of further education and incentive tourism is getting more

popular; • life partners of the ones, who take part in the incentive trips, participate as well; • focused is put on the middle and lower management.

There are so called out-door-activities in the incentive tourist industry, where the participants are offered unique experience. Congressional tourist industry: Nowadays there is a tendency in the congressional tourism, where the participants want to get acquainted with one another, they do not want to take part in a mass congress, but they prefer smaller meetings. The statistical data show us there is the highest percentage of conferences 100-250 people large. Middle sized and small conferences, symposia, seminars, workshops, fairs and long term smaller seminars in spa and mountain resorts will be the prospective type of the tourist industry.

Adventurous experience stays: These tourists are usually well educated and well financially secured adults, interested in environment, well-travelled and sensitive to social and cultural traditions. The



destinations they visit correspond to the need of local groups to be identified and appreciated. Senior tourist industry: According to WTO the senior tourist industry can strengthen the tourist sector especially in off season periods. WTO has issued so called Lisboa Document on Senior Tourism (1999/2000). It invites the tourist industry professionals to prepare programmes for senior tourism, which would provide better security, medical service, and contact with local communities, cultural experience, nature activities, structural social activities, appropriate room for physical exercise and true and clear information. As the Czech population is getting older, the seniors are going to be more and more important segment of the tourist industry. The youth tourist industry: Creation of specific products for this segment is going to be a trend. The products for this group will be subject to changes according to trendy waves, they will need their own image and a specific marketing. Nowadays the young are offered discounts, which will continue to be important, but they are not sufficient for the development of this tourist industry. Urban tourist industry: The competition among the respective cities and growing mobility of their population are the main factors, which increase the need of so called urban marketing. The urban marketing needs elaborated planning, management and controlling of the relationships of municipalities and the respective target groups. Urban marketing limitations and the disruption of long term conception result from short electoral terms and different inclination in people's thinking. Spa resort: The traditional health stays and convalescent courses should be accompanied by fitness and wellness stays (focused on physical and psychic condition). We must not forget to develop the needed cultural experience of the visitors. Thematic paths: The popularity of thematic paths with specific content is constantly growing. These paths take advantage of both traditions and technical and cultural sights. They offer the possibility to present other places of interest of a destination, as folk life, gastronomy, glass-making, traditional manufacture and agriculture. These trends illustrate the global tendencies of the tourist industry development and it is necessary to know them and take them into account when formulating the strategy of the tourist industry development in particular tourist regions and sub regions in the Czech Republic. The profile of the foreign visitor on the Czech tourist market (processed according to the data of ČCCR-CzechTourism):



• More than 63 % come on the road; • More than 60 % of foreign visitors come across the border with Germany and

Austria; • More than 36 % of accommodated foreign visitors come from Germany; the

percentage of the others does not exceed a single digit number. • An accommodated German visitor is on the first place in all Czech regions; • The average length of a stay is 4.2 days, an average stay in a hotel is longer than

a stay in a private accommodation; • The spending structure of foreign visitors is following: accommodation is 13.5

%, board 7.7 %, shopping 25.6 % and transport 28.5 %. • A trip or a holiday represent the highest percentage of the arrival reasons (37 %),

followed by a cognitive trip (15 %), business trip (15 %), official reasons (12 %), shopping (6 %) and other reasons (19 %);

• Lower numbers of visitors come to the Czech Republic and to the majority of regions in November, December, January and February.

The local visitor profile:

• There is a consecutive reducing of costs on the tourist industry since 1996; • The number of Czech and foreign tourists accommodated in accommodation

facilities in 1995 to 1998 period shows faster increase of the number of local tourists compared to the number of foreign tourists;

• North Moravia and East Bohemia regions experience higher flow of visitors, while other regions experience stagnation and South Moravia and West Bohemia even decline;

• There is up to 50 % increase of the accommodation of local tourists in higher category hotel facilities in Prague;

• The demographic development suggests faster growth of the senior group; • There is a decline of the trips of Czech citizens abroad in the period of 1997 to

2001. The development of the tourist industry in the Czech Republic in the 90's can be characterised as follows:

• the amount of foreign visitors tripled, the length of their average stay has extended;

• the Czech Republic share on the world tourist industry is more than 2 %; • the Czech Republic share on the European tourist industry comes to 5 %; • foreign currency income has grown 10 times when compared to the estimated

USD 350 million in 1989 to USD 3 billion today; • the growth rate of tourists arrivals was high, but only thanks to minimal base

given by the political circumstances before 1989.



HANDOUT 03 Tourism development and regional/local economy Local and regional authorities are defined to include all levels of self-governing territorial authorities below the central/federal level. They create jobs as employers and as purchasers of inputs from the private sector. They may also pay subsidies and grants to economic organizations or participate in the financing of their activities in order to stimulate employment and other economic activity. They often regulate economic activities (e.g. through health and safety at work legislation) and provide the social and physical infrastructure which complements private economic activities. Local / Regional development strategy content

1. Analysis • Regional Profile • SWOT – strengths / weaknesses and opportunities / threats analysis • Comparative advantages, priorities

2. Prognosis • Strategic development areas • Tourism as one of the strategic development areas

3. Programs / projects (action plan) • Realisation (implementation) programs / projects.

Five Principles for Local Economic Development

1. Economic development is an ongoing process. 2. A strategic approach makes the most efficient use of resources. 3. Economic development is a public-private partnership. 4. An economic development strategy is built on community values, which

provides stability. 5. A realistic economic development strategy is long-term in perspective, while

remaining flexible in shorter-term implementation plans and projects. 1. Economic development is an ongoing process that begins with preparation of an economic development strategy to set the overall goals and the paths that will be used to attain those goals. The next step is to develop the action plans that move the strategy toward implementation. Action plans describe project options and define the implementing agency, projected budget, and potential source of funding for the proposed projects. Once the highest priority projects are selected, project planning proceeds. Project plans refine the projected budget and are the basis for bid tenders and actual implementation. But economic development is not completed with the individual projects. Products of the economic development process are defined by the goals of the economic strategy. The strategy continually addresses those goals with new action plans and new projects. The realities of competition in a market based economy punish those who would achieve economic development and then rest on their laurels. It is necessary to respond to changing economic realities and to seize opportunities that arise. 2. A strategic approach makes the most efficient use of resources and produces better results than does a group of unrelated projects. The best analogy is a boat being rowed by a crew. If all row in unison, the boat moves toward its destination. If one side does not pull its weight, the boat moves in a circle. Clearly a strategy is valuable



to harness and direct resources. And just as clearly, it will not be effective unless all involved parties agree upon it. 3. Economic development is a public-private partnership and after forty years of a command and control hierarchical system of economic planning, the partnership between government and business has to be rebuilt. The public-private partnership is important because economic development calls for activities that can only be implemented by the government as well as activities that should be carried out by the private sector. The partnership begins as soon as possible in the planning process. A very basic rule for strategy development is to include all those entities that will be called upon to help implement the strategy. The public-private partnership for economic development extends to non-government organizations and educational institutions, because they too have a role in implementation of economic development strategies. Ideally the public-private partnership is based upon not just shared goals, but also mutual respect, trust, understanding - as in a relationship between people. At the very minimum, there needs to be agreement about the allocation of roles and responsibilities. None of these attitudes are easy to achieve, and, at times, interests of the various parties will conflict. 4. An economic development strategy is built on community values. Economic development is undertaken for the benefit of the region and its residents, and so the economic strategy is built upon a foundation of community values and citizen support. This provides the stability that contributes mightily to a good business climate. When investors make their plans for the future, it helps them to know what tax and regulatory costs they will have to meet, what assistance they can expect. Involving citizens in strategy preparation creates a base of support for the strategy that helps it survive changes in political administrations and thus provide stability in economic policies. 5. A realistic economic development strategy is long-term in perspective, while remaining flexible in shorter-term implementation plans and projects. A long term commitment to the strategy is crucial. Economic development takes time, and so an economic development strategy should be a long-term commitment. A key issue for defining success is to use the appropriate time frame for measuring progress, allowing a realistic amount of time. As economic development planning moves from the general level of the strategy through more closely defined action plans to specific projects, the time frame becomes shorter. The economic strategy is long-term, the action plans to implement it have intermediate horizons, and individual projects are described within immediate time frames. General priorities of the regional development in the transition regions:

• SME development (production, services) • Human resource development • Long term sustainability of the tourism development • Quality standards • Local democracy development • Stabilization of the rural settlement • Infrastructure development / logistics



The regional policy of the Czech Republic Last decade brought dynamic and radical changes to Europe and its understanding of regional policy. On the one hand, the European union aims at widening of integration, on the other hand, the deepening of the integration is the issue number one in connection with the process of the EMU forming. The member countries as well as accession countries can feel that the integration can be jeopardise if economic and social disparities are not addressed as a problem and economic and social cohesion recognised as a political priority number one. In this perspective the Czech government started to place emphasis on the identification of regional problems and the best way of addressing them.

Regional policy is generally understood as state intervention into economic and social development in different parts of the state’s territory. An actual profile of regional policy tends to be strongly dependent on the role of the state in its historical development, on the affluence of the society, on the severity of regional disparities and on the nature of ruling political will.

Regional policy in the Czech Republic until the year 1990 can be associated only with massive redistribution and reallocation of resources. No systematic regional policy was articulated and numerous problems in the sphere of regional development could be found in this period, such as an emergence of new peripheral zones.

It is clear that the change of the system at the end of 1980s meant absolute disbelieve in planning of any form. National as well as regional plans no longer applied. The central government, however maintained its power (partly because of the abolition of regional governments at the beginning of 1990s) and its the attitude towards the regional policy matters remained largely unchanged. State interventions were considered the best solution for the transformation of the country into the market economy. The character of



the regional Policy Act from 1991 was mainly declarative, though it did indicate principal problems to be tackled. Trough this act regional policy was declared by the Czech government to be an integrated part of its economic policy. The main objective was defined as the creation of the preconditions for a minimal standard of working and living conditions for citizens in all regions of the Czech Republic.

No substantial regional inequalities could be traced at the beginning of the 1990s. Nevertheless some aspects of the transformation process presaged the severe problems that were to become associated mainly with the growth of unemployment. These were: a substantial decline of heavy industry; a reduction of agricultural sector employees; the very low inter-regional mobility of the work force or severe environmental problems.

The ministry responsible for the regional industrial policy placed special emphasis on the level of unemployment, being aware of the importance attached to this indicator in most European countries. The suspiciously low level of unemployment (around 4%) at the beginning of 1990s, however, raised the question of reliability of this indicator in the as yet not well established market economy. One could assume the undeniable existence of latent unemployment, especially in the state-owned heavy industry companies.

According to the subsequent Act on Principles of Government Regional Economic Policy from the year 1992, regional policy was defined as an activity of the state aimed at supporting the effective functioning of the market economy taking into account the regional economic differences. The policy was clearly oriented toward the support of small and medium sized enterprises and the improvement of the infrastructure and can be thus regarded as regional industrial policy. The role of the state remained essential even though it did not include proper co-ordination of the relevant ministries on regional issues. Partnership with regional or municipal level was similarly not a declared aim.

In 1996, newly formed Ministry for Regional Development was awarded a co-ordinating role in securing regional policy of the state. And it was only in April 1998 when the general rules governing the implementation of regional policy were set in the new Principles of regional policy. This document does not come with concrete solutions of regional problems, rather it replaces temporarily missing legislation. Compared to the government principles of 1992, a broader approach is proposed. The regional policy is understood as a conceptual activity of the state and regional authorities with the aim to: 1) contribute to the balanced and harmonious development of the regions in the Czech Republic, 2) reduce the differences in the levels of development between the regions and 3) improve the regional economic and social structure.

The effort to achieve a balanced development cannot be understood as an effort to secure completely equal development in all regions, instead the aim is to give equal chances to all regions and make full use of their democratic, natural, economic and any other potential.

The regional policy of the Czech Republic was designed to respect the basic principles of the structural policy of the EU and the overall aim of economic and social cohesion. In this respect, allocation mechanism as a part of the institutional framework, have to be set up to enable the future use of structural funds.

From the viewpoint of the institutional framework it will be necessary to implement the regional development policy in the Czech Republic both at the national and regional levels. However, regions or so called higher territorial administrative units does not yet



exist and their role is substituted by the centre on the one hand and by district and local authorities on the other hand. The regions will be equipped with functions and economic tools enabling them to take over the responsibility for their territorial development and implementation of the regional policy. This is going to be a subject of a successive Act on Regional Development Support which is currently under preparation. It takes into account the criticism of the European Commission (on the application of the Czech Republic for the EU membership) that there is no regional policy in the Czech Republic and there is nor co-ordination mechanism at the national level neither legislative, administrative and budgetary framework of integrated regional policy.

The Act on Regional Development Support will define objectives, measures, rules and conditions for the implementation of regional development support policy and for the functioning of bodies at the central as well as regional and local levels. According to the principle of the concentration the support will be directed towards all kind of problem regions.

Already The Principles of the Government Regional Policy define two types of problem regions – structurally afflicted regions and lagging regions (economically weak regions). Structurally afflicted areas were defined as regions with high concentration of traditional industry and high level of urbanisation and unemployment. These correspond with the (current) Objective 2 areas of structural funds. Lagging regions were characterised as regions with low standard of living, high share of employment in the primary sector, low population density and generally also above the average level of unemployment. These regions comprise mostly rural areas with lower level of urbanisation and economic development and with rather preserved environment. They correspond to the (current) Objective 5b areas of the structural funds. The programme for the 18 problem areas (districts) will be ready by the end of September of this year.

At the same time pilot projects of the EU were started. The first one, financed from the programme Phare CBC, for the structurally afflicted region of North West Bohemia (NUTS II region) led to the preparation of the Regional Operational Programme. The first version was submitted to the Ministry for Regional Development a month ago. Other two programmes for the agriculture area centred on Jesenik and the growth-pole area centred on Olomouc are financed from the National Phare Programme 1998. The aim of this project is to provide investment support for micro-regional projects, which may include expert advice or other assistance for specific measures.

The preparation of other documents and programmes listed in the Principles is dependant on the yet not established regions. The Constitutional Act on the Formation of the Regions was approved by both Chambers of the Parliament by the end of the year 1997, but will come into force on 1st January 2000. This document finally fulfilled the Article 99 of the Constitution which states that ”The Czech Republic is composed of municipalities which are the basic territorial administrative units and regions which are higher territorial administrative units”. The proposed division of the country into 14 regions aims to accomplish the natural regionalisation of the republic based upon the existence of significant urban centres and their links to peripheries. Just to remind you of the administrative structure, there are over 6200 municipalities and 77 districts at the moment in the Czech Republic.

Couple of weeks ago the Government finally approved the document on the reform of the state administration. As a result, the elections into the new regional bodies are likely to take place at the end of the year 2000 and subsequently the new regions are expected



to be in place from the 1st January 2001. This virtually means one-year delay in comparison to what was proposed few years ago. Still, wide parliamentary as well public discussions are led on the division of powers delegated from the centre to the region and executed independently by the region and powers which will be delegated from the centre to regional bodies. Should there be two separate bodies or just one comprising both self- and state administration? The latter is gaining points at the moment. As for the other two levels, in the long term perspective districts are likely to be abolished and number of municipalities reduced.

Moving to regional level, Regional Co-ordination Committees (composed of the representatives of the regions and state administration) were formed last year to manage the preparation of regional development strategies and work closely with Regional Development Agencies. RDAs now operate on the territory of almost all regions. It could be suggested that these regional committees act as informal non-elected governments on the sub-national levels.

Regional Development Strategies are perceived to be materials with a long-term perspective, which will form together with sectoral analysis of the economy the National Development Strategy of the Czech Republic. This strategy of the Czech Republic will be transformed by the end of the year into the National Development Plan, which will become a background document for the transfer of resources from structural and pre-structural funds of the EU.

Talking about the regions and its powers and documents at regional level, we also have to take into account the Eurostat system of statistical classification of the territory NUTS. NUTS II level is clearly the most essential for the allocation of the Objective 1 assistance from the structural funds. Following the consultations with Eurostat, the Czech Statistical Office together with other relevant ministry partners agreed at he end of the last year that there will be 8 NUTS II statistical units created by the grouping of the 14 future regions. It was also suggested that 14 Regional Co-ordination Committees will be integrated into 8 Regional Management and Monitoring Committees responsible for the development of the NUTS II regions. Regional Management and Monitoring Committees work on the preparation of the Regional Operational Programmes. The first part, so called consultation documents are due to be submit to the Ministry for Regional Development now (by the end of May).

The Czech Republic is also aware of the fact that new aspects and innovative measures of regional policy cannot be underestimated. I have on my mind chiefly the promotion of inter-regional links and networks, the encouragement of the interchange of trade and investment, ideas and technology. The programme Phare CBC, which is being implemented at the Czech-German and Czech-Austrian borders since 1994, can be regarded as a first step to achieve this goal. In the year 1998 the creation of a Small Projects Fund proved to be a way to increase decentralisation, to strengthen regional powers and to involve as much as possible the local and regional actors. Within the 1999 programme Regional Fund will be established in each border regions to finance small infrastructure measures and two other funds will be devoted to socio-economic development, i.e. support for small and medium enterprises and for human resources development.

For the next programming period (2000-2006) emphasis will be placed on further strengthening of decentralisation, application of fund mechanisms and integration of the programme into the context of the regional policy of the Government. Moreover, closer co-ordination between CBC and INTERREG will be achieved as well as new



programme CREDO for Central and Eastern Europe countries border regions will be introduced.

As a last point I would like to draw your attention to the results of the assessment of the Czech Republic at the screening negotiations, which took place in Brussels at the end of April. European Commission appreciated the effort of the Czech Republic to put in place the principles of partnership and programming and the progress made in establishment of co-ordination structures for the future use of structural fund.

On the other hand the European Commission advises to concentrate more closely on the legislation framework, relations among NUTS III (regions), NUTS II and central levels and to solve the position, legal status and responsibilities of regional development agencies and their relations to Ministry for Regional Development. Moreover, the problem of financial management, monitoring and the overall transparency of these procedures was revealed. The issue of human resources needs to be also awarded more attention (especially the absorption capacity for the implementation of structural funds).

To conclude, it is perceived that the progress made on the way to integrate the Czech Republic into European regional structures was significant. I am convinced, that our republic is about to fulfil the general principles of community regional policy in a short period of time. The Czech Republic has also ambition to build up the competitiveness of regions by strengthening the role of local entrepreneurs, transfer of innovations and technology and subsequently, through its sub-national level, gain its position in the Europe of regions.



HANDOUT 04 The role of the self-government in the tourism development process Self-government 1. The act of governing one's self, or the state of being governed by one's self; self-

control; self-command. 2. Hence, government of a community, state, or nation by the joint action of the mass

of people constituting such a civil body; also, the state of being so governed; democratic government; democracy. "It is to self-government, the great principle of popular representation and administration, -- the system that lets in all to participate in the councels that are to assign the good or evil to all, -- that we may owe what we are and what we hope to be." D. Webster.



HANDOUT 05 Tourism development principles „Destination management – a set of techniques, instruments and measures applied in the coordination of the planning, organization, communication, decision making process and regulation of tourism in the given destination. The result of such a process are the sustainable and competitive products of tourism, the commonly shared logo, quality mark, the joint (shared) information – reservation system, the creation of price policy, the carrying out of research and the collection of statistical data from the area of tourism, the partnership initiation of the private and public sector of tourism and the support of professional associations, associations and organizations. Part of destination management is visitor management, LAC model and the so called spectrum of recreational opportunities.” (Monolingual dictionary, MMR CR 2002). The realizator should be an organization / company, which is defined in the same dictionary in the following way: “Destination Management Company” (DMC) - the organization aimed at destination management in the area of the creation and assertion of destination and its products of tourism on the market, which realizes the intentions of destination management. DMC is oriented on the development and active sale of main products, coordinates and manages the creation of tourism products, the price policy, and active sale of destination. DMC is usually supported or created by main service providers in destination.”

Destination Management Managing tourism destinations is an important part of controlling tourism's environmental impacts. Destination management can include land use planning, business permits and zoning controls, environmental and other regulations, business association initiatives, and a host of other techniques to shape the development and daily operation of tourism-related activities. The term "destination" refers broadly to an area where tourism is a relatively important activity and where the economy may be significantly influenced by tourism revenues. Destination management is complicated by the fact that a single, recognizable destination may include several municipalities, provinces, or other government entities - in island environments it may be the entire country. Participating governance structures led by local authorities, with the involvement of local NGOs, community and indigenous representatives, academia, and local chambers of commerce, make up what are known as "Destination Management Organizations" (DMOs). Often DMOs take the form of local tourism boards, councils, or development organizations. The network of local tourism businesses (hotels, attractions, transportation services, service providers such as guides and equipment rentals, restaurants, etc.) are also a significant part of a destination. The needs, expectations and anticipated benefits of tourism vary greatly from one destination to the next, and there is certainly no "one size fits all" approach to destination management. As local communities living in regions with tourism potential develop a vision for what kind of tourism they want to facilitate, a comprehensive planning framework such as Local Agenda 21 has proved useful and is being used more and more often. Principles on the Implementation of Sustainable Tourism • Integration of tourism into overall policy for sustainable development • Development of sustainable tourism • Management of tourism • Conditions for success



HANDOUT 06 Tourism development techniques

Advantages of the EU membership from the view point of tourism: • Free movement of persons – if an EU citizen intends to spend less than 90 days in

another member state, the stay does not have to be reported anywhere. For a longer stay, it is necessary to apply at the alien police for permission.

• To travel within the EU, a citizen of the EU only needs an identification card (or a passport).

• Within the EU, a tourist does not have to justify his/her stay in another country and does not have to prove that he/she has cash necessary to cover the cost of the stay.

• There is an option of transporting any amount of money – free movement of capital (some countries request information on the amount of cash for statistical purposes).

• There are no customs checks of tourists within the EU as they move within the internal market. Airline travellers receive a green tag for their luggage, which tells the customs bodies that the luggage is not subject to customs check.

• State driving licenses are valid within the entire territory of the union (there is no need to own an international driving license).

• If the Czech Republic becomes a member of the Schengen area, there will be no waiting time at border crossings and passport checks will be cancelled.

• Service quality will grow, especially in accommodation and catering services (pressure on the side of the EU – standards, inspections....)

• Health insurance of a member state citizen paid in the country of residence is valid throughout the entire EU. When travelling within the EU, cost for travel insurance is no longer a factor and neither is the need to get the insurance prior to travelling.

• When travelling within the EMU, there is no need for currency exchange (savings of cost) or for recalculating prices.

Specific benefits of the EU membership for incoming tourism of the Czech Republic • Increased number of foreign students, study stays and trips. An EU member state

may not demand tuition unless it requires domestic students to pay as well. • Increased number of business trips (growing co-operation, making new contacts,

penetration of companies into a new market...). • Growing importance of congress tourism (CR will be a new, cheaper and at the same

time a quality congress destination). • Increased number of incoming tourists from the EU countries:

1. Desire to learn about a new member state – relevant in particular for more distant EU countries (growing demand for cognitive trips that include stays in new member states).

2. With respect to the international political situation there will be an increased number of trips within the EU (preference of road transportation, travelling



into nearby countries accessible by car or railroad in a relatively short period of time).

• At the beginning of its membership, the Czech Republic will enjoy the advantage of relatively low prices of services the quality of which is comparable to the ones in the EU. Gradually, the prices will probably level out with usual prices in the EU.

• Growing interest of the neighbouring EU member states in one-day trips to the Czech Republic – to shop, visit restaurants, entertainment trips of the youth...

• Growing interest in the regions – Prague is already well known (especially in the nearby countries), the desire to learn about other culturally and historically rich cities.

• Growing number of vacation trips that will include a stay in the country of residence as well as in the neighbouring member state (Poland, Germany, Austria).

• With respect to the accession to the EU the interest of journalists and the media in the life of the Czech Republic will increase – it will be necessary to emphasize positive aspects.

A tourism product is the combination of the: • accommodation, • food, • information, • transport, • entertainment, • activities, • a variety of services, which can be marketed under its own distinct brand identity. It may consist of a unique combination of different components, such as accommodation and catering facilities, tourist attractions, arts, entertainment and cultural venues and the natural environment.



2.4 Tool-box

Tool-box 1

Subject Description

Questions 3-5

• What are your expectations connected with your course participation?

• What is the tourism sector position in our region / location at the moment?

• Are there any arguments supporting tourism development initiatives in our region / location?

Discussions 3

• Comparison of the tourism sector position in the world, in Europe, in the Czech Republic and in our region / location.

• Organization of the tourism, position of the public and private sector in the tourism and its development initiatives.

Course paper 3 Hand book + Hand out 1

Tool-box 2

Subject Description

Questions

• Are there any consequences between tourism development trends (world, European, Czech) and our regional/local situation?

• What are (should be) foot stones of the tourism in the Czech Republic?

• What is the actual position of our region/location within the tourism in the Czech Republic?

Discussions/Examples

• Evaluation of the regional/local tourism sector situation.

• Tourism development barriers.

Course paper

• Best practise: Landschaftspark (www.transconver.com) – example of the reconversion of the industrial region and brown fields into tourist and leisure time attraction.



Tool-box 3

Subject Description

Questions

• What are the main sources of the regional/local revenues?

• Which economic sectors are the largest employers in our region?

• What are the main regional/local development barriers?

• How to identify regional/local strengths and weaknesses?

• What are our development opportunities?

• How to measure regional / local development?

• How to measure regional / local development?

Discussions/Examples • Regional development barriers.

• Identification of development opportunities.

Course paper • PowerPoint presentation: Tourism and

regional/local economy

Tool-box 4

Subject Description

Questions

• Who are regional development main players?

• Who are regional/local tourism development main players?

• Who are national/regional/local tourism development stakeholders?


• General and personal best practises in the national / regional / local level tourism organization.

• General methods and tools for grouping / clustering.

Course paper

• PowerPoint presentation: Tourism and regional/local economy

• Best Practise: Lancashire Tourism Partnership – one of the tourism partnership best practices.



Tool-box 5

Subject Description

Questions

• Who are real and potential regional / local tourism sector clients?

• What are methods for the target group(s) identification?

• How we can transform regional/local strengths into tourism marketing development concept?

• What could be the public sector role in the regional/local tourism marketing?

• What could be the main reason for PPP?

• What are positive and negative forces in regional/local partnerships creation?


• Up-to-date situation in the regional development organization.

• Up-to-date situation in the regional/local tourism development organization.

Course paper

• Marketing orientation

• Best Practise: Wiener Tourismusverband – example of the marketing oriented tourism agency.

• Case 1: AT - Adventure Tours - case focused into the marketing thinking approach and solution of the critical situation in the tourism destination based on the marketing principles. The case develops the creative ability.



Tool-box 6

Subject Description

Questions

• What are and what should be regional/local tourism development priorities?

• What is the regional/local tourism image and how to determine it?

• What are the main tools for the regional/local image exchange?

• How to attract money (investors, donors) for the regional tourism development?

• What are key success factors in the regional / local tourism marketing?


• Image of the Czech Republic as the tourism destination.

• Tourism development investment sources.

Course paper

• PowerPoint presentation: Tourism and regional/local economy

• Case 2: Tourism product / package – case focused on the tourism product development. The case is supplemented with the short example of the tourism package marketing information.

Tool-box 7

Subject Description

Questions

• Were your course participation expectations satisfied?

• Did you identified tourism in our region as the development opportunity?

• Did you identified your potential role in the tourism development in your region?


Course paper



2.5 Best Practices

Best Practices document

Aim/Source

Landschaftspark Duisburg-Nord (Duisburg)

http://perso.wanadoo.fr/cerrm/transconver/English/dat

abases/Best_Practices/BestPLandschaftsparkDu.pdf

Regional Secretary Emscher-Lippe

http://perso.wanadoo.fr/cerrm/transconver/English/databases/Best_Practices/

Prosper I and III http://perso.wanadoo.fr/cerrm/transconver/English/databases/Best_Practices/



2.6 Case Study

1. Identification of case study

*Name and full contact details

of key contact person

Ing. Eva Wojnarova Silesian University in Opava phone: +420596398257 fax: +420 596 398 317 e-mail : [email protected] Mgr. Iva Veselá phone: +420596117593 fax: +420 596 117 592 e-mail: [email protected]

*Keywords

(These should also refer to themes relevant to other objectives groups where appropriate)

Tourism, industrial region, municipalities, travel and holiday services.

*Key priority(ies) To elaborate the review of prerequisites of Karvina region towns needed for the development of tourism services in connection with the re-conversion process.

*Duration Date of beginning

06/2000

Date of end

12/ 2000

*Outline, Summary

The development of tourism represents one of the possibilities of the region revitalization in the re-conversion process. This development is at the same time an impulse for creation of new entrepreneurial subjects, especially SME. There was a growth in the number of foreign visitors in the second half of the 90's in Moravian-Silesian region. The growth does not apply to the industrial parts of the region. The goal of the study is to introduce respective cities and towns in the region from the viewpoint of their domestic and across the borders tourism growth potential. This fact is important, because the area forms Tesin Silesia Euroregion. Moravian-Silesian region is a traditional tourist goal from the viewpoint of its geographic location. The tourism headed mainly to the mountain areas of the Jeseniky and the Beskydy Mountain; less frequently to the industrial parts of the region. The case study focused not only on the possibility of the preparation of tourism standard products, but on the less usual forms as well (industrial sights, congress tourism, and suburban tourism). The draft of actual products and their presentation forms resulted in the project outcome.



2. Contextual information of case study

*Links to TransCONVER project (Links to objectives, needs/skills to be learned,

links to other work packages)

See Module profile.

*Links to previous international / national / regional policies / initiatives /

projects

Economic level, dynamics of development of the Moravian-Silesian region and the structure of economy was the result of its long-term historical development. The regional policy was based on its mineral resources and aimed at the development of industry, coal mining, chemical, pharmaceutical, energy, and food industry. The region was an important industrial centre. Until 1990 it had been developed as one of the most important industrial part of central Europe.

*Links to other international / national / regional policies / initiatives / projects

(for example, policies on social inclusion, on regional development, on lifelong

education, on gender issues, …)

After the year 1990 the traditional industrial branches in the region begun to breakdown, production with negative environmental effects declined and special production also declined. Many subjects in the connection with the re-conversion process were trying to find use in the service field. The level of knowledge and entrepreneurial experience in this field is not always standardised, it is necessary to raise the qualification of the employees and to complete the infrastructure of the tourist industry, especially in countryside. Especially high marketing, more active politics and promotion, not to mention the adequate infrastructure and the expected level of the offered service will be the basic condition for the success of the Czech product on the international market. The presupposition for success is the creation of a real tourist industry product, a complex of internally bounded services. Creation of a really successful sustainable strategic plan needs a view on a tourist product from a client's viewpoint (the creator sees a hotel – a client sees the staff). When creating new tourist industry products, the principles of sustainable development should be taken into consideration.



3. Content of case study

*Aims and objectives

The goals of the case study are as follows: - to introduce general trends in the area of tourism in the Czech republic and

the region - to show the tourism field as one of the forms of solving the re-conversion

consequences in connection to the SME development. - to familiarise the target groups with the potential for tourism development of

respective towns in cooperation with cities and towns in the region - to show the possibilities of the less usual tourism products (industrial sights,

cyclotouring, congress tourism) - to present the possibilities of across the borders tourism (Upper Silesia,

Slovakia, and new Tesin Silesian Euroregion) *Implementation (programmes, methods, measures and actions)

All partial aims, methods and procedures which were used in project aim at completing the project. For example: Municipality representatives training

- Workshops - Presentation of towns information and advertising brochures - Training for municipality workers in the tourist industry field

Teachers and instructors training

- Seminars promoting development and updating professional competences of teachers, instructors and educationalists

- Educational seminars on distance learning Training for other target groups, especially

- SME managers - Public institution representatives

Evaluation activities

- Assessment of practical trainings etc. - Power point presentation of the project

Dissemination - The case study serves as a source material for the preparation of the tourism

conception in the other parts of the region. *Scope or level: international, national, regional, local

Regional and local. Implementation of the project shows that the project will also be applicable in other regions of the Czech Republic; it will also have a national framework.



*Partners involved (in the design, implementation and evaluation of the policy)

Design phase Karvina District Office, the Silesian University, the School of Business Administration in Karvina

Implementation phase 16 municipalities of Karvina region Karvina District Office, the Silesian University, the School of Business Administration in Karvina Karvina employment bureau

Evaluation phase 16 municipalities of Karvina region Karvina District Office, the Silesian University, the School of Business Administration in Karvina Karvina employment bureau

*Target Group(s) (definition and estimated quantification)

The project primarily focuses on the following target groups: 1. Municipality representatives 2. Managers of medium and small enterprises (SMEs) 3. Public institutions representatives 4. Teachers 5. Students

*Financial support (source: public and/or private; amount, beneficiaries)

Source Amount Beneficiaries

Karvina District Office

Czech Republic

100.000 CZK NO

*Overhead and other costs incurred by the project

None



4. Outcomes and results

*Perceived strengths (qualitative and quantitative evidence)

*Perceived strengths (qualitative and quantitative evidence) lied in the cooperation of the following: - 16 towns in the region - 2 state institution - 1 university, one regional centre of lifelong learning is being established; - evaluation systems have been developed; - 16 materials for the support of the tourist industry development in the particular

region - underlying material for town development plans - the regional consultancy and design capacity has been strengthened - the public has been also informed on the work procedure of the project ¨

*Perceived weaknesses and areas requiring further improvement (qualitative and

quantitative evidence)

The main weakness of the project is the termination of District Offices activities in connection with the reformation of the state administration in the Czech Republic as to 1 January, 2003. That is why towns themselves, entrepreneurial subjects and institutions have already carried out some of the outcomes without coordination and further financial support from district offices.

*Outcomes, specific achievements (qualitative and quantitative evidence)

The main outcomes of the project bring following effects: - creation of cooperation system with more partners which aims at an active

involvement in solving tourist infrastructure of the target region - The significant aspect and effect is the practical communication among

- municipalities - state administration - regional institutions - entrepreneurs, especially SME - educational institutions

The following can be considered as specific achievements:

- utilization the project materials in the tourist industry subject at the Silesian University

- utilization the project materials in the training of the target groups, especially SME and municipality representatives



*Transferability (in what sense this example may have relevance in the European

context?)

Pieces of experience gained in this project are generally applicable in the Czech Republic, also globally in the transforming countries of Middle and Eastern Europe, including the candidate and accession countries (Poland, Slovakia).

5. Evaluation criteria Please specify the evaluation criteria used to select this example as good and add any other relevant comment The following can be considered as the main evaluation criteria: - utilization of the project outcomes when updating development plans of respective

towns - elaboration of new business plans in the field of the tourist industry - creation of new jobs - preparation of non-traditional product packages for the tourist industry

development

6. Navigation for Training

*Recommended target groups for the training (specifically for particular training

group)

- Municipality representatives - Public institution representatives - SME managers - Teachers - Students

*Recommended duration of the training (specifically for particular training group)

Recommended duration of the training is depending on a target group following: - 4 to 6 hours - project presentation and the case study goals - 4 to 6 hours - specification of respective localities, possibilities of the tourist

industry and its development - 8 hours – 2 days – practical training and testing - 4 hours – the course paper and its presentation - 2 hours - evaluation report



*Recommended Training Forms and Methods (specifically for group training and

individual training)

Recommended Training Forms and Methods as follows:

• instructions/lectures • dialogue in plenum • conversation • workshop in attendance of external experts from respective areas • presentation • self-access work • course paper defence

*Recommended sources / references

www.rdaova.cz

www.kr-moravskoslezsky.cz

*Evaluation Criteria (criteria used to evaluation of the case study)

* Evaluation Criteria, criteria used to evaluation of the case study as follows : • discussion in groups and follow-up back • individual course paper assessment • professional training assessment questionnaire • a number of case studies processing within the framework of course papers



2.7 Handbook

Restructuring destination management for tourism in the Moravia-Silesia Region

Tourism and development trends

Content: 1. General trends of the tourism development ................................................................59 2. Developmental trends affecting tourism in Europe.....................................................60 3. Tourism development in the Czech Republic..............................................................63 4. Essential data on tourism in the Czech Republic ........................................................66 5. Tourism in the toursit region of the region of Northern Moravia and Silesia .............72 6. 55 obstacles of the tourism development according to ČCCR…………....................83 7. Destination management……………………………………………….....................86 8. Tourism products……………………………………………………….....................87

8.1 Product structure of tourism …………………………………………….....…….88 8.2 Essential condiitons of the product preparation………………………….......…..90



1. GENERAL TRENDS OF TOURISM

When interpreting the analysis and comprehending the developmental strategy of tourism, it is necessary to consider the fact, what the current worldwide trends are and how these can be projected into the prognosis in the Czech Republic and the region of Olomouc. Therefore, the following chapter is enclosed in the material.

According to the study of the World Tourism Organisation (WTO) “Visions of tourism for the year 2020” the long term travelling will take up instead of the current figure of 24% the total of 32% in the foreign tourism and each third trip will amount to the long-term stay in other region of the world. According to the information of the WTO the Council for tourism presupposes the fact that tourism industry in the year 2020 will reach the number of 1.6 milliard arrivals of the foreign tourists. It requires the annual increment in the amount of 4-5% of the international arrivals. In comparison with the years 1996 and 1997 it is triple, while the estimations refer to the further great development following the year 2010. The incomes from international tourism will increase more that five times and achieved two trillions USD. To the year 2020, each day more than 5 millions USD will be spent on international tourism, including international transports.

In accordance with the population projections of the UN for the WTO for the elimination of people, who cannot be considered as real potential travellers (very old and young people, sick people and people with the inadequate financial possibilities) it is apparent that the greatest share will represent the Europeans in international tourism, i.e. 14% (that is to say one in seven), whereas for example in Southern Asia it will be only one in hundred. 7% of people will take part in international tourism in the year 2020 worldwide (then one in fourteen).

It is supposed that Europe will still remain the most visited destination in the world. The presumable supply of tourists in the year 2020 is assumed to be 717 millions, which is by 381 millions more that in the year 1995. In the year 2020, Europe will have a share of 46% in international arrivals. The highest supply of tourists is expected in the areas of Middle and Eastern Europe (223 millions) and Southern and Eastern Mediterranean (212 millions). Before the year 2020, the countries of Eastern Asia and Pacific will overtake America and become thus the most visited destination in the world. Their share in international arrivals will amount to 25% by the year 2020. America will have a share of 18% in the total number of the arrivals.

In line with the WTO, the current state of transport is below the level of the market and industrial capacity. It is estimated that less than 3.5% of the world population will participate in international tourism; this number could increase as much as by 7%. Tourism is becoming more vulnerable and it is subject to the responses to the economic problems, the insufficiency of safety and security, as well as the endangerment of the environment and health. These problems have affects on the concrete destination and regions. The consumers’ behaviour will be influenced by the increasing pollution of the environment and costs connected with the non-proportional frequency of transport.

Most of population in the developed countries have interest in travelling and have means available, which make it possible for them. The number of older people in these countries will create a higher percentage of the total population, which will be positive for the foreign tourism, above all for the long-term stays. This enables a distinct growth potential.



As far as the international trends in marketing of tourism are concerned, one of the essential requests for the future marketing, according to the NTA surveys (National Tourism Centres) will be the diversion from mass marketing to the more structured oriented approach. The proper interconnection between the product and supply will be determined by the level of the destination competitiveness along with the relation equilibrium between quality and price.

National tourist centres of the individual countries increase incessantly the promotion activities and their campaigns are more and more aggressive. More and more centres enter the joint enterprises with the private sector and strive to enrich the offer through new tourist products in order to reach new markets and to place demand beyond the traditional centres and areas. This actual fact represents a challenge for establishing regional marketing initiatives across the whole world.

Technological progress, mainly information and reservation systems speed up the changes and contribute to a higher flexibility. The travellers are, to a greater extent, able to organise their trips on their own and they would like to travel more, provided that the purchase and the choice were larger and easier. Since the technologies are more and more accessible both at workplaces and in households, the number of direct bookings will increase. With tourism developing in the developed countries, the decline in the state control is expected and the public and private sector partnership will increase, especially in the area of marketing.

The NTA respondents put more emphasis on the needs of tourism development, which would be socially more acceptable within the conservation of environment and would guarantee the maximum satisfaction from the sides of visitors. It requires the long term strategic approach.

2. DEVELOPMENT TRENDS AFFECTING TOURISM IN EUROPE

In the year 1998, Europe reached 370 millions of arrivals and tourism became part of the business and employment on the continent. Based on the recommendation of the ETAG (European Travel and Tourism Action Group) the European Tourism Commission (ETC) issued a report on the trends in the European tourism:

Expenditures: The total expenditures on travelling (especially on transport) grow faster than other budget items and that is because of the shorter and more frequent departures. Daily expenditures will stay on the same level due to the expected quality. Competition in the area of services and spending free time (thematic parks, entertainment, cultural events, sport) will influence the growth of expenditures on tourism and travelling mainly in the recession period.

Most of the figures presuppose the pace lowering for the further decade along with the declining share of Europe on the world market. Outer factors, namely the non-balanced economic growth, will decrease the annual pace growths below 3 %. These rates of pace will differ in dependence on the segment, destination and type of service.



Transport:

For air transport, a growth of more than 5% is expected. Personal car transport will be limited by the increasing costs and road overloading. Public transport may profit from the following situation in all its forms, however in the circumstances of further investments into its infrastructure. Fare reductions and incentive fares will not reach the same attractive level as it was the case in the past, which may reduce demand with the price careful clients, particularly in certain regions in the recession period.

Growing sectors: Seniors will constitute the noticeable market potential. With this segment, the growth of the number of participants is expected along with the growth of travel expenses. The rate of expenses with this segment is not affected by the drop of the net incomes in consequence of the recession, but it responds to the decrease in incomes brought about by the lowering of the interest rates.

The youth segment contrasts the senior one, where the growth is not very secure in the coming years. It is particularly endangered by the lack of suitable services beginning with transport to various suppliers along with the support lowering in the area of education.

In the economic developed countries, the working women will have a greater impact on the destination selection.

There is still interest growing in rustic tourism, the return to nature, and to a lesser extent in the widespread using of camps and caravans.

The increase in business tourism will be dependant on the marketing efforts, the offer of specific products; the group (corporate) package for various areas, incentive tourism, congress tourism, the business representation and the combination of business trips and recreation.

Visits to the municipal centres, mainly because of sport and cultural events, will grow particularly in the form of shorter trips. Mountain tourism will be more in demand.

It is necessary to simplify the purchase with the new specialised products, as well as with the trips combining business and recreation, often connected with sport and interests.

Adventurous trips and holidays into remote destinations, estimated today at 19%, will attract more and more clients, also among seniors.

Winter holiday in the sun and cruises will develop more than classic summer stays at the seaside along with winter sports.

One-day trips for different purposes will become more popular.

Group visits organised for different companies, professions, enterprises or institutions request the specialised organisers. Most of the trips of this kind are currently organised individually or by non-entrepreneurial subjects. We are dealing here with an extensive potential market, which could prosper, provided it was given some more professional interest.



Seasonality: One will consider seasonality as a marketing opportunity rather than a problem. The cooperation of the private and public sectors will be necessary, so that it was possible to regulate the influx of visits and so there was no unbearable concentration of visitors at the given time place and time.

Tourist flows: The international and regional tourist flows change constantly. The movement towards the south – the north, the east – the west, the west – the east will grow relatively faster than the traditional direction the north – the south. It is presupposed that travelling across Europe will grow quicker than domestic tourism, which has already reached its peak in some European areas.

Accommodation, board: Accommodation and board present the areas of the great growth, which will proceed with some certain changes. Whereas luxurious hotels are close to their apex, the interest in there-star and economic hotels is on the increase. Hotel accommodation will be to a greater extent included in the product packages, mainly in the case of shorter trips. Specialised centres (holiday parks, children’s villages), sport and medical centres and other extra services will be on the rise, as well as the use of various institutions, e.g. universities in the high season.

The offer of rooms and different services will be adjusted according to the changing demand, e.g. when occupying the rooms, when selecting the meals and other services from a wider range. To a greater extent, the packages offered by the hotel will be used for the direct sale.

Board will develop by means of the nets and thematic restaurants. Demand for quality small inns and restaurants will continue. The continuing trend is the interest in quality and novelties in board, fashion will have a distinct impact.

It is assumed that the accommodation development and in-house board will proceed with the wide range of activities, such as thematic parks, sport, cultural and regeneration centres, holiday villages. Secondary houses will be also popular; the offer with objects to holiday rent will be on the rise.

Organisation and marketing: The most noticeable changes will take place in the organisation and marketing. The fast development of information and reservation technologies persists. These technologies can greatly influence the trips of the business nature. More efficient trips for individual travellers will become a very important request along with the improvement of information and advice before the trip. Information services of the local and public sector play a key role in this area in connection with the fact of the diminishing role of commercial representatives in securing the needs of individuals and in the sale of the local services, such as non-commercial accommodation and special events.

The new trend in marketing in individual countries and regions is the connection of the tourist centres and agencies with large regional companies. These two sectors



participate jointly in the promotion of the region as the destination of tourism (the creation of documents, guide books).

Product packages and special offers, as well as the sale of the individual localities by means of the tour operators are becoming more popular at the expense of group trips.

The new products, which are tailored to the needs of each segment with respect to its interest and liking, provide the opportunity for creating the new tourist flows.

Increasing awareness and interest in issues of the environment will affect the success in the development of new products. The inevitable prerequisite for creating new products is the cooperation of the commercial sector with the non-profit organisations.

3. TOURISM DEVELOPMENT IN THE CZECH REPUBLIC

In the Czech Republic, it is not completely possible to realize the quality standardisation of the services provided, to increase the employees’ qualification in tourism or to finish the infrastructure of tourism, particularly in the rural areas. The primary condition for applying the Czech product on the international market will especially be, apart from the corresponding infrastructure and the expected level, the intense marketing, the more active policy, and the sale support. The prerequisite for success is the creation of the real product of tourism, the complex of the internally jointed services. The formation of the really successful sustainable strategic plan requests the perspective of the tourist product through the customers’ eyes (the creator sees the hotel – the client sees the personnel). When creating new products of tourism, the principles of the sustainable development should be considered.

The foreign tourism participant in the Czech Republic is in the forefront in the foreign statistics as far as his expenses are concerned. In the case of the Czech statistics it can be anticipated that one deals with the participant with the medium or bottom income level. This could be affected by the greater volume of senior arrivals in the months with a lower demand. The economic pressure in the acquisition of the tourist services with the medium income category is generally greater, and therefore this customer becomes noticeably more demanding in the evaluation of the equilibrium of the product offered, its price and the obtained quality.

The profile of the foreign visitor on the Czech tourist market (processed according to the data of ČCCR-CzechTourism):

• More than 63 % come on the road; • More than 60 % of foreign visitors come across the border with Germany and

Austria; • More than 36 % of accommodated foreign visitors come from Germany; the

percentage of the others does not exceed a single digit number. • An accommodated German visitor is on the first place in all Czech regions; • The average length of a stay is 4.2 days, an average stay in a hotel is longer than

a stay in a private accommodation; • The spending structure of foreign visitors is following: accommodation is 13.5

%, board 7.7 %, shopping 25.6 % and transport 28.5 %.



• A trip or a holiday represent the highest percentage of the arrival reasons (37 %), followed by a cognitive trip (15 %), business trip (15 %), official reasons (12 %), shopping (6 %) and other reasons (19 %);

• Lower numbers of visitors come to the Czech Republic and to the majority of regions in November, December, January and February.

Internal tourism represents an unsubstitutable part of demand especially in regions, which have not been discovered by foreign visitors or do not have the needed infrastructure. We can expect a growth of a local tourist number in the couple of the next years due to not very prosperous economic prediction. The local visitor profile:

• There is a consecutive reducing of costs on the tourist industry since 1996; • The number of Czech and foreign tourists accommodated in accommodation

facilities in 1995 to 1998 period shows faster increase of the number of local tourists compared to the number of foreign tourists;

• North Moravia and East Bohemia regions experience higher flow of visitors, while other regions experience stagnation and South Moravia and West Bohemia even decline.

• There is up to 50 % increase of the accommodation of local tourists in higher category hotel facilities in Prague;

• The demographic development suggests faster growth of the senior group; • There is a decline of the trips of Czech citizens abroad in the period of 1997 to

2001. Development trends for various types of tourist industry can be found there. General trends in the chosen types of tourist industry are as follows:

Ecotourism and rural tourist industry: The UN declared the year 2002 as the Year of ecotourism. The Commission for sustainable tourism approaches national centres and tourist industry agencies with requests asking for support campaigns and ecotouring programmes.

Cyclotouring: In 2011-2016 the project of European Cyclists' Federation (ECF) "EuroVelo" should be finished. The goal of the project is to create a Europeanwide net of long-distance paths. Regional cyclist paths should be connected to these 12 Pan European paths. There will be a new trend in the development of infrastructure and sights along the paths. Accommodation and board facilities standardization should comply with the criteria issued by ADFC (German Cycle Club). Particular paths in the region are more and more under competitive pressure. According to established observations, the rational motive for the choice of a cycle path is the desire to spend time in nature, to exercise and experience, not a cheap holiday.



Incentive tourist industry: Incentive tourist form acquits well between an organization and its employees or clients to motivate and strengthen their social relations. There are for example trainings, staff meetings and business meetings taking place in attractive surroundings outside of a company premises, usually with accompanied programme. The new trends in the incentive tourism can be characterized in the following manner:

• companies turn away from luxury hotels and the saved money is invested into another parts of the programme;

• the size of groups is getting smaller; • the trips with closer destination goals get bigger importance; • the combination of further education and incentive tourism is getting more

popular; • life partners of the ones, who take part in the incentive trips, participate as well; • focused is put on the middle and lower management.

There are so called out-door-activities in the incentive tourist industry, where the participants are offered unique experience.

Congressional tourist industry: According to the International Association Union data from 1996, the Czech Republic took the 20th place when it organised 94 international congresses. The congressional tourist industry is one of the most effective types of tourism, but it demands a wide scope of services and an active approach of the entire region. Nowadays there is a tendency in the congressional tourism, where the participants want to get acquainted with one another, they do not want to take part in a mass congress, but they prefer smaller meetings. The statistical data show us there is the highest percentage of conferences 100-250 people large. Middle sized and small conferences, symposia, seminars, workshops, fairs and long term smaller seminars in spa and mountain resorts will be the prospective type of the tourist industry.

Adventurous experience stays:

The stays join cognition with adventure. Stanford Research Institute and Angus Reid research shows 10-15 % of tourists want unusual, unconventional and alternative experience. These tourists are usually well educated and well financially secured adults, interested in environment, well-travelled and sensitive to social and cultural traditions. The destinations they visit correspond to the need of local groups to be identified and appreciated.

Senior tourist industry: According to WTO the senior tourist industry can strengthen the tourist sector especially in off season periods. WTO has issued so called Lisboa Document on Senior Tourism (1999/2000). It invites the tourist industry professionals to prepare programmes for senior tourism, which would provide better security, medical service, and contact with local communities, cultural experience, nature activities, structural social activities, appropriate room for physical exercise and true and clear information.



As the Czech population is getting older, the seniors are going to be more and more important segment of the tourist industry.

The youth tourist industry: Creation of specific products for this segment is going to be a trend. The products for this group will be subject to changes according to trendy waves, they will need their own image and a specific marketing. Nowadays the young are offered discounts, which will continue to be important, but they are not sufficient for the development of this tourist industry.

Urban tourist industry: The competition among the respective cities and growing mobility of their population are the main factors, which increase the need of so called urban marketing. The urban marketing needs elaborated planning, management and controlling of the relationships of municipalities and the respective target groups. Urban marketing limitations and the disruption of long term conception result from short electoral terms and different inclination in people's thinking.

Spa resort: The traditional health stays and convalescent courses should be accompanied by fitness and wellness stays (focused on physical and psychic condition). We must not forget to develop the needed cultural experience of the visitors.

Thematic paths: The popularity of thematic paths with specific content is constantly growing. These paths take advantage of both traditions and technical and cultural sights. They offer the possibility to present other places of interest of a destination, as folk life, gastronomy, glass-making, traditional manufacture and agriculture.

These trends illustrate the global tendencies of the tourist industry development and it is necessary to know them and take them into account when formulating the strategy of the tourist industry development in particular tourist regions and sub regions in the Czech Republic.

4. THE BASIC DATA ON THE TOURIST INDUSTRY IN THE CZECH

REPUBLIC

The Czech Republic is not on the front places in the context of the European and world tourist industry development. In 1999 the share of the Czech Republic on world arrivals was only 2.4 % (on European arrivals it was near 5 %). Foreign currency income reached the amount of 3 billion USD, which is near 1 % of the world foreign currency incomes from the tourist industry. In 2001 the share of the tourist industry on GNP was 5.3 %, its worldwide share is more than 10 %, its share on the total exports was 8.9 %,



and its share on service incomes was 42.8 %. These numbers illustrate the importance of the tourist industry from the viewpoint of the balance of payment of the Czech Republic and at the same time its contribution to the total balance of the foreign trade.

Tab. 1: Essential indicators of the development of tourism in the Czech Republic

between the years 1990 and 2001 Indicator 1990 2001 Number of foreign visitors (mil. of persons) 36,6 103,1 Number of the accommodated foreign tourists (mil. of persons) * 2,6 5,2

Average length of the stay (in days) * 3,5 4,2 Share of the Czech Republic on the European market of tourism (in % numbers of tourists) ** 3,6 5,0

Share of the Czech Republic on the world market of tourism (in % number of tourists) ** 1,6 2,4

Source: MMR, ČCCR-CzechTourism * In the first column, there is data for the year 1992 ** In the second column, there is data for the year 1999

Tab. 2: Countries with the highest foreign exchange incomes in tourism in the year

1999 Country Milliards of USD Ranking

USA 74,4 1. Spain 32,9 2. France 31,7 3. Italy 28,4 4. Great Britain 21,0 5. Germany 16,8 6. China 14,1 7. Austria 11,1 8. Canada 10,0 9. Greece 8,8 10. Russia 7,8 11. Mexico 7,6 12. Australia 7,5 13. Switzerland 7,4 14.

Czech Republic 3,0 36. Source: WTO



Tab. 3: Share of the selected European countries on the world market of tourism (1990/99 in % of the number of tourists)

Country 1990 1999 Switzerland 2,9 1,6 Portugal 1,7 1,7 Greece 1,9 1,8 Hungary 4,5 1,9

Czech Republic 1,6 2,4 Austria 4,2 2,6 Germany 3,7 2,6 Poland 0,7 2,7 Great Britain 3,9 3,9 Italy 5,8 5,4 Spain 7,5 7,8 France 11,5 11,0

Europe 44,8 41,5 Source: WTO Tab. 4: Share of the foreign exchange incomes in tourism in the balance of services in

the year 1999 Region Share in % European Union 31,3 Middle and Eastern Europe 53,0 Czech Republic 43,8 Note.: EU for the year 1996

Tab. 5: Development of the foreign exchange incomes and expenditures from tourism in

the Czech Republic (in milliards of USD) 1995 1996 1997 1998 1999 2000 2001

Foreign exchange incomes 2,9 4,1 3,6 3,7 3,0 2,9 3,0

Foreign exchange expenditures 1,6 3,0 2,3 1,9 1,5 1,3 1,4

Balance 1,3 1,1 1,3 1,8 1,5 1,6 1,6 Source: ČNB

Tab. 6: Development of the share of the foreign exchange incomes in tourism in the

economy of the Czech Republic (in %) 1995 1996 1997 1998 1999 2000 2001

Share in GDP 5,5 7,1 6,9 6,5 5,6 5,6 5,3 Share in export 13,4 18,6 16,3 14,4 11,6 9,9 8,9 Share in the incomes from services 42,8 49,8 50,9 49,6 43,8 42,5 42,8 Source: ČNB



The development of the tourist industry in the Czech Republic in the 90's can be characterised as follows:

• the amount of foreign visitors tripled, the length of their average stay has extended;

• the Czech Republic share on the world tourist industry is more than 2 %; • the Czech Republic share on the European tourist industry comes to 5 %; • foreign currency income has grown 10 times when compared to the estimated

USD 350 million in 1989 to USD 3 billion today; • the growth rate of tourists arrivals was high, but only thanks to minimal base

given by the political circumstances before 1989.

The changes of the tourist industry basic criteria were favourable in the 90's. Since 1997 there has been a decline in the tourists arrivals, most markedly in 2002 (there was a slight increase in 2000), and it is reflected in the total balance of payments. The following data show the past development since 1995: Tab. 7: Development of the arrival tourism into the Czech Republic 1995 1996 1997 1998 1999 2000 2001 2002 In millions of persons 98,1 109,4 107,9 102,8 100,8 104,2 103,1 97,6

Index / previous year 97,0 111,6 98,6 95,3 98,0 103,4 98,9 94,7 Source: ČCCR-CzechTourism

Graph: Development of the arrival tourism Holiday, relaxation and cognition represent a half of the reasons for arrivals, business trips and commercial travelling represent one fifth of the arrivals.

9092949698

100102104106108110112

1995 1996 1997 1998 1999 2000 2001 2002

In m

illion

s of

per

sons

Number of arrivals



There is a favourable WTO prognosis, which estimates the Czech Republic to be one of the top ten most visited countries in the world in 2020. In that year there should be 44 million tourists visiting our country, which would mean 2.7 % share of the tourist industry market (an interesting point is, that China should become the power in the tourist industry greeting 130 million tourists, France and the USA should cross the bounds of 100 million as well).

In 2001 in the tourist industry in the Czech Republic there were 112.4 thousand people (2.4 %) employed, and another 378.3 thousand of job places (8.0 %) were registered in the related branches of service. Approximately each of ten employed people is directly or indirectly employed in the tourist industry or a related branch.

In 2001 the foreign tourists from Russia, Israel and Spain had the highest expenses per capita per day (over US$80), followed by the tourists from the Great Britain, the USA, Japan and Denmark (over US$70) according to the ČCCR commissioned research. For your comparison, according to this research the Polish tourists' expenses were US$20.5 per capita per day and Slovak tourists spent only US$13.6. Accommodation is the most important item in these expenses (more than one third), followed by shopping and board (almost one fourth for each of these items).

In the Czech Republic the quality of the offered services is not always standardised, it is necessary to raise the qualification of the employees and to complete the infrastructure of the tourist industry, especially in countryside. Especially high marketing, more active politics and promotion, not to mention the adequate infrastructure and the expected level of the offered service will be the basic condition for the success of the Czech product on the international market. The presupposition for success is the creation of a real tourist industry product, a complex of internally bounded services. Creation of a really successful sustainable strategic plan needs a view on a tourist product from a client's viewpoint (the creator sees a hotel – a client sees the staff). When creating new tourist industry products, the principles of sustainable development should be taken into consideration.

Foreign visitors of the tourist industry in the Czech Republic are in foreign statistics on the front places in their expenses. In the case of Czech statistics we can presume the visitor is in the middle or bottom level of a middle income. This can be influenced by a bigger number of senior arrivals in the months, when demand is not so high. The economic pressure on buying tourist industry service is generally bigger in the middle income category, that’s why the customer becomes significantly more demanding when he evaluates the balance of the offered product, its price and the received quality.

ČCCR-CzechTourism carried out a research in 2002 focused on arrival tourist industry and published its outcomes in a paper called "Study Results on the Czech Republic Arrival Tourist Industry, 2002". The study gives a lot of important marketing information. Apart from other things the following chart shows relatively strong position of the region in so called one day trippers (2 place in the Czech Republic), but on the other side much weaker position of a tourist group, i.e. the ones, who stay in the Czech Republic at least once overnight (more in the following chart).



Internal tourism represents an unsubstitutable part of demand especially in regions, which have not been discovered by foreign visitors or do not have the needed infrastructure. We can expect a growth of a local tourist number in the couple of the next years due to not very prosperous economic prediction.

Místo pobytu v ČR (kraje) / Place of stay (regions), 2002

53,4%

18,8%

15,0%

15,3%

3,3%

9,0%

8,5%

8,1%

6,3%

5,0%

4,2%

3,3%

2,8%

2,0%

2,0%

1,9%

1,0%

0,9%0,4%

0,6%

3,6%

1,2%

6,2%

7,5%

0,7%

4,8%

10,2%

8,1%Praha / Prague

Plzeňský kraj / Plzeň Region

Karlovarský kraj / Karlovy Vary Region

Jihomoravský kraj / Southern Moravia

Jihočeský kraj / Southern Bohemia

Středočeský kraj / Central Bohemia

Moravskoslezský kraj / Moravia-SilesianRegion

Královéhradecký kraj / Hradec Králové Region

Ústecký kraj / Ústí nad Labem Region

Olomoucký kraj / Olomouc Region

Zlínský kraj / Zlín Region

Liberecký kraj / Liberec Region

Vysočina / Higland

Pardubický kraj / Pardubice Region

Turisté / Tourists

Jednodenní návštěvníci /One-day visitors



5. TOURIST INDUSTRY IN THE NORTH MORAVIA AND SILESIA TOURIST REGION

On the other hand there is the fact; the arrival tourist industry reached its peak both in the Czech Republic and in Moravia Silesia region (but similarly in Zlín and Olomouc regions) in the beginning of the second half of the 90's. It reached its second peak in 2000, but especially 2002 and preliminary estimates for 2003 show again rather significant fall in the number of foreign visitors’ arrivals to the Czech Republic. The following short chart shows the number of arrivals to the Czech Republic and the next chart focused only on tourists (the guests accommodated in accommodation facilities, who stayed there at least overnight) shows sufficiently the recent development in the Czech Republic and in the region. Tab. 8: Comparison of the arrival tourism in Northern-Moravian Region and in the

Czech Republic

Moravian-Silesian Region

Czech Republic

Num

ber o

f ar

rival

s

Num

ber o

f ar

rival

s

Inde

x

Num

ber o

f ar

rival

s

Inde

x

Num

ber o

f ar

rival

s

Num

ber o

f ar

rival

s

Inde

x

Num

ber o

f ar

rival

s

Inde

x

Shar

e of

MSR

in

tour

ism

in %

Shar

e of

MSR

in

tour

ism

in %

Shar

e of

MSR

in

tour

ism

in %

2000 2001 2001/ 2000 2002 2002/

2001 2000 2001 2001/ 2000 2002 2002/

2001 2000 2001 2002 Guests total 635 289 618 617 0,97 611

407 0,99 10 848 716 10 765 987 0,99 9 609 645 0,89 5,86 5,75 6,36

From that: foreigners 200 946 170 007 0,85 133

227 0,78 4 666 305 5 193 973 1,11 4 579 015 0,88 4,31 3,27 2,91

including:

Albany 180 63 0,35 19 0,30 4 334 2 930 0,68 2 426 0,83 4,15 2,15 0,78

Belgium 3 615 2 127 0,59 1 379 0,65 77 730 69 574 0,90 57 413 0,83 4,65 3,06 2,40

Bulgaria 519 481 0,93 606 1,26 7 711 12 581 1,63 12 403 0,99 6,73 3,82 4,89

Denmark 8 393 3 522 0,42 547 0,16 161 593 137 927 0,85 96 501 0,70 5,19 2,55 0,57

Estonia 1 151 458 0,40 442 0,97 13 307 11 451 0,86 7 728 0,67 8,65 4,00 5,72

Finland 1 311 1 344 1,03 480 0,36 33 105 47 092 1,42 32 524 0,69 3,96 2,85 1,48

France 6 170 4 750 0,77 2 979 0,63 151 989 187 118 1,23 185 192 0,99 4,06 2,54 1,61

Croatia 947 745 0,79 1 835 2,46 15 626 31 054 1,99 25 429 0,82 6,06 2,40 7,22

Ireland 318 573 1,80 96 0,17 8 663 17 193 1,98 12 927 0,75 3,67 3,33 0,74

Iceland 128 157 1,23 30 0,19 4 881 7 552 1,55 5 513 0,73 2,62 2,08 0,54

Italy 7 381 4 971 0,67 4 677 0,94 234 905 309 517 1,32 253 992 0,82 3,14 1,61 1,84

Cypress 57 59 1,04 5 0,08 3 735 4 536 1,21 5 450 1,20 1,53 1,30 0,09

Lithuania 2 089 1 102 0,53 3 680 3,34 26 185 24 126 0,92 21 262 0,88 7,98 4,57 17,31

Latvia 724 248 0,34 417 1,68 10 111 9 479 0,94 5 652 0,60 7,16 2,62 7,38

Luxembourg 63 134 2,13 48 0,36 1 917 4 344 2,27 1 936 0,45 3,29 3,08 2,48

Hungary 2 282 2 304 1,01 1 580 0,69 41 999 63 365 1,51 55 506 0,88 5,43 3,64 2,85

Germany 67 184 49 706 0,74 19 927 0,40 1 493 958 1 551 353 1,04 1 394 581 0,90 4,50 3,20 1,43

Holland 10 638 8 387 0,79 2 484 0,30 266 094 270 930 1,02 190 887 0,70 4,00 3,10 1,30

Norway 1 311 848 0,65 347 0,41 39 775 44 363 1,12 37 813 0,85 3,30 1,91 0,92

Poland 23 148 29 929 1,29 37 447 1,25 296 456 369 883 1,25 318 272 0,86 7,81 8,09 11,77

Portugal 366 254 0,69 206 0,81 12 944 11 501 0,89 10 538 0,92 2,83 2,21 1,95

Austria 6 416 5 937 0,93 4 931 0,83 137 787 163 748 1,19 180 676 1,10 4,66 3,63 2,73

Romania 819 650 0,79 215 0,33 13 038 13 590 1,04 9 384 0,69 6,28 4,78 2,29



Russia 4 629 3 692 0,80 1 763 0,48 102 936 120 067 1,17 105 549 0,88 4,50 3,07 1,67

Greece 534 241 0,45 808 3,35 24 154 28 717 1,19 41 008 1,43 2,21 0,84 1,97

Slovakia 10 482 17 962 1,71 28 405 1,58 134 095 209 348 1,56 211 274 1,01 7,82 8,58 13,44

Slovenia 648 648 1,00 409 0,63 9 366 16 075 1,72 14 099 0,88 6,92 4,03 2,90United Kingdom of Great Britain and Northern Ireland

7 153 4 768 0,67 2 503 0,52 246 974 278 818 1,13 286 746 1,03 2,90 1,71 0,87

Spain 2 771 1 472 0,53 390 0,26 129 413 156 568 1,21 139 985 0,89 2,14 0,94 0,28

Sweden 5 845 2 603 0,45 785 0,30 101 792 96 559 0,95 71 526 0,74 5,74 2,70 1,10

Switzerland 1 856 1 508 0,81 951 0,63 50 399 58 136 1,15 55 055 0,95 3,68 2,59 1,73

Turkey 286 202 0,71 165 0,82 20 318 15 788 0,78 15 785 1,00 1,41 1,28 1,05Other European countries 5 563 4 185 0,75 3 633 0,87 100 454 121 109 1,21 127 213 1,05 5,54 3,46 2,86

Canada 994 811 0,82 315 0,39 22 111 22 609 1,02 17 394 0,77 4,50 3,59 1,81

Mexico 136 174 1,28 46 0,26 6 004 10 263 1,71 10 257 1,00 2,27 1,70 0,45

USA 6 010 4 690 0,78 2 106 0,45 224 418 218 139 0,97 187 837 0,86 2,68 2,15 1,12Other Middle and South America 821 568 0,69 231 0,41 32 004 28 399 0,89 19 840 0,70 2,57 2,00 1,16

Africa total 486 349 0,72 556 1,59 14 122 15 482 1,10 12 017 0,78 3,44 2,25 4,63

Israel 2 592 908 0,35 248 0,27 189 876 183 438 0,97 105 281 0,57 1,37 0,49 0,24

Japan 847 1 108 1,31 1 045 0,94 82 078 98 636 1,20 100 949 1,02 1,03 1,12 1,04Other Asian countries 2 881 4 078 1,42 4 292 1,05 89 541 109 531 1,22 109 006 1,00 3,22 3,72 3,94

Australia and Oceania 1 032 1 044 1,01 180 0,17 24 769 36 094 1,46 21 886 0,61 4,17 2,89 0,82

New Zealand 169 247 1,46 19 0,08 3 638 4 990 1,37 2 303 0,46 4,65 4,95 0,83

Czech Republic 434 343 448 610 1,03 478 180 1,07 6 182 411 5 572 014 0,90 5 030 630 0,90 7,03 8,05 9,51

From that EU countries 42 240 3 083 018 3 330 958 1,08 2 956 432 0,89 0,00 0,00 1,43

Bold with double spacing They show a growth in MSR unlike the Czech Republic or in the Czech Republic unlike MSR

Bold They show a three year growth in MSR They show a three year growth in the Czech Republic They show a growth Bold They show a three year decline in MSR They show a three year decline in the Czech Republic

The following charts show the main data representing the tourist potential of statistically monitored units (the Czech Republic, the North Moravia and Silesia Tourist region, Moravia-Silesia region, Bruntál district). Tab. 9: Attendance in the Czech Republic according to the regions (year 2000)

Number of guests Number of overnights Average length of the stay Region

Total Foreigners Total Foreigners Total Foreigners Capitol Prague 2 483 989 1 839 345 9 240 378 5 594 918 4,7 4,0 Středočeský 807 999 272 734 3 372 355 957 769 5,2 4,5 Jihočeský 1 005 968 323 339 4 384 955 1 134 503 5,4 4,5 Plzeňský 464 880 156 193 1 957 726 541 192 5,2 4,5 Karlovarský 618 282 328 016 3 643 299 1 893 011 6,9 6,8 Ústecký 507 091 187 861 2 141 814 673 109 5,2 4,6 Liberecký 877 657 268 798 3 692 074 994 201 5,2 4,7 Královéhradecký 976 511 301 649 4 690 509 1 197 461 5,8 5,0 Pardubický 329 232 94 322 1 489 529 346 170 5,5 4,7 Vysočina 394 281 101 795 1 820 026 391 403 5,6 4,8 Jihomoravský 880 131 343 729 3 225 711 1 017 065 4,7 4,0



Olomoucký 398 120 106 295 2 110 591 431 955 6,3 5,1 Zlínský 469 286 141 283 2 268 780 571 556 5,8 5,0 Moravian-Silesian 635 289 200 946 3 031 234 726 289 5,8 4,6

Czech Republic 10 848 716 4 666 305 47 068 981 16 470 602 5,3 4,5

Region of SM and S 1 051 051 302 262 4 694 019 1 127 679 5,8 4,7

Share of the REG./CR 9,7 % 6,5 % 10,0 % 6,8 % Longer Longer

Source: ČSÚ Tab. 10: Attendance in the Czech Republic according to the regions (year 2001)

Number of guests Number of overnights Average length of the stay Region

Total Foreigners Total Foreigners Total Foreigners Capitol of Prague 2 921 402 2 472 507 8 149 150 7 012 629 3,8 3,8 Středočeský 742 425 283 075 2 458 164 885 185 4,3 4,1 Jihočeský 871 994 270 469 3 193 828 789 235 4,7 3,9 Plzeňský 446 152 165 744 1 567 088 523 011 4,5 4,2 Karlovarský 634 132 361 310 3 789 816 2 273 382 7,0 7,3 Ústecký 465 659 184 233 1 642 320 625 555 4,5 4,4 Liberecký 786 583 278 342 2 935 808 1 026 056 4,7 4,7 Královéhradecký 936 863 298 916 3 829 844 1 114 811 5,1 4,7 Pardubický 297 965 77 171 1 228 717 271 446 5,1 4,5 Vysočina 374 765 87 845 1 384 808 273 212 4,7 4,1 Jihomoravský 875 160 327 657 2 299 008 741 511 3,6 3,3 Olomoucký 370 964 106 269 1 682 117 375 560 5,5 4,5 Zlínský 423 306 110 428 1 788 666 400 331 5,2 4,6 Moravian-Silesian 618 617 170 007 2 467 817 541 935 5,0 4,2 Czech Republic 10 765 987 5 193 973 38 417 151 16 853 859 4,6 4,2

Source: ČSÚ Tab. 11: Attendance of the tourist region of Northern Moravia and Silesia in the year

2000 Number of guests Number of overnights Average length

of the stay District Total Foreigners Total Foreigners Total Foreigners

Bruntál 128 436 36 690 648 035 133 222 6,0 4,6 Frýdek - Místek 227 118 69 502 924 468 247 404 5,1 4,6 Jeseník 112 867 19 831 273 531 89 573 6,0 5,4 Karviná 45 271 12 323 440 807 61 615 10,7 6,0 Nový Jičín 82 292 22 760 475 125 90 335 6,8 5,0 Opava 55 291 17 326 198 251 61 531 4,6 4,6 Ostrava 96 881 42 345 344 548 132 182 4,6 4,1 Šumperk 125 950 35 329 754 555 176 727 6,0 4,8 Vsetín 176 945 46 156 634 699 135 090 5,3 4,8 Region NM and S 1 051 051 302 262 4 694 019 1 127 679 5,8 4,7 Source: ČSÚ



Tab. 12: Attendance of the tourist region of Northern Moravia and Silesia in the year 2001

Number of guests Number of overnights Average length of the stay District

Total Foreigners Total Foreigners Total Foreigners Bruntál 115 625 30 993 Frýdek - Místek 215 899 56 199 Data being assessed Jeseník 122 267 39 802 Karviná 44 121 8 691 Nový Jičín 78 743 25 550 Opava 52 185 15 658 Ostrava 112 044 32 916 Šumperk 158 013 45 560 Vsetín 179 890 57 919 Region NM and S 1 078 787 313 288 Source: ČSÚ Tab. 13: Capacity of the accommodation facilities in the tourist regions in the Czech

Republic (towards 31. 7. 2000) Tourist region Number of the

facilities Number of the rooms Number of beds

Prague 869 24 940 58 488 Surroundings of Prague 851 11 463 32 071 Southern Bohemia 1 169 10 524 33 145 Šumava 1 061 8 263 25 373 Plzeňsko 194 2 675 7 664 Western-Bohemian spa 579 10 611 24 696 Severozápadní Čechy 622 10 237 26 808 Český sever 2 622 26 857 79 047 Český ráj 245 2 694 7 816 Eastern Bohemia 765 10 510 29 791 Vysočina 524 6 868 21 866 Southern Moravia 908 14 551 39 959 Middle Moravia 164 2 970 8 041 Northern Moravia and Silesia 1 011 16 039 46 551 Total 11 584 159 202 441 316



Source: ČSÚ

Tab. 15: Capacity of the tourist facilities in the tourist region of NM and S (towards 31. 7. 2000)

District Number of facilities

Number of rooms

Number of beds

Number of beds for 100 km2

Bruntál 200 2 547 7 691 464 Frýdek–Místek 251 4 128 11 774 925 Jeseník 184 2 070 6 100 848 Karviná 35 1 042 2 214 638 Nový Jičín 85 1 744 4 851 528 Opava 50 1 010 2 853 249 Ostrava 30 1 438 3 008 1406 Šumperk 150 2 340 7 575 576 Vsetín 203 3 091 8 936 782 Region of NM and S 1 188 19 410 55 002 630 Czech Republic 12 806 184 210 502 246 636 Share of the REG./CR 9,3 % 10,5 % 11,0 % Source: ČSÚ

Tab. 16: Capacity of the accommodation facilities in the tourist region of NM and S

(towards 31. 7. 2001)

Region Number of facilities Number of rooms Number of beds

Number of vacancies on the

free surface Bruntál 195 2 355 7 522 640 Frýdek–Místek 234 3 591 11 189 3 580 Jeseník 181 1 948 6 013 404 Karviná 35 1 158 2 705 - Nový Jičín 83 1 520 4 261 952 Opava 49 952 2 771 560 Ostrava 31 1 405 2 863 - Šumperk 143 2 077 6 641 1 092 Vsetín 202 2 985 8 795 2 813 Region NM and S 1 148 17 991 52 760 10 041 Czech Republic 12 307 172 297 476 958 150 295 Share of the REG/CR (in %)

9,3% 10,4% 11,0% 6,7%

Source: ČSÚ Tab. 17: Number of beds and accommodation facilities according to the types and

regions (towards 31. 7. 2000)

Region Hotel, motel

Boarding house

Camp, settlement

Tourist lodging house

Individual Others Total

Capitol of Prague 44 258 3 279 608 1 050 3 459 20 017 72 671 Středočeský 13 463 2 839 5 718 1 667 3 467 9 906 37 060 Jihočeský 10 442 5 094 6 828 3 209 8 866 17 899 52 338 Plzeňský 7 975 3 226 2 450 1 510 2 826 6 099 24 086 Karlovarský 14 688 3 035 1 182 1 048 2 349 5 848 28 150 Ústecký 11 046 3 772 2 934 2 303 1 631 4 256 25 942 Liberecký 13 121 9 275 4 785 2 752 8 714 14 947 53 594 Královéhradecký 14 505 9 614 4 289 3 500 6 348 16 631 54 887 Pardubický 4 790 1 561 2 676 1 408 950 6 490 17 875 Vysočina 5 560 1 620 2 692 1 694 2 091 9 209 22 866 Jihomoravský 13 142 2 453 3 980 3 574 2 572 11 285 37 006 Olomoucký 5 929 3 148 1 386 2 339 1 434 6 258 20 494



Zlínský 8 629 2 260 1 832 1 331 1 163 7 671 22 886 Moravian-Silesian 13 626 4 126 2 470 2 796 1 105 8 268 32 391

Share 42,1 % 12,8 % 7,6 % 8,6 % 3,4 % 25,5 % 100,0 % Czech Republic 181 174 55 302 43 830 30

181 46 975 144 784 502 246

Share of NMR/CR 7,5 % 7,5 % 5,6 % 9,3 % 2,4 % 5,7 % 6,4 % Source: ČSÚ Tab. 18: Numbers of beds in the accommodation facilities according to the types and

regions (towards 31. 7. 2001)

Region Hotel, motel

Boarding house

Camp, settlement

Tourist lodging house

Individual Others Total

Capitol of Prague 43 625 2 837 555 1 153 3 288 19 494 70 952 Středočeský 13 372 2 475 7 553 1 366 3 414 9 240 35 358 Jihočeský 9 975 5 144 5 491 3 239 8 654 15 012 49 577 Plzeňský 7 868 3 152 3 175 1 349 2 787 5 214 23 545 Karlovarský 13 710 2 779 1 336 796 2 319 7 867 28 807 Ústecký 10 463 3 205 2 771 2 306 1 694 4 763 25 202 Liberecký 12 800 8 934 4 712 3 060 8 407 11 921 49 834 Královéhradecký 14 127 9 272 3 974 3 820 6 063 14 354 51 610 Pardubický 4 408 1 556 2 360 1 304 927 5 962 16 517 Vysočina 5 386 1 352 2 525 2 007 2 004 8 183 21 457 Jihomoravský 12 410 2 133 4 005 3 158 2 323 7 785 31 814 Olomoucký 5 334 3 690 1 252 2 534 1 436 5 051 19 297 Zlínský 8 598 2 032 2 013 1 358 1 253 6 423 21 677 Moravian-Silesian 12 650 4 307 2 568 3 365 1 101 7 320 31 311

Share 40,4 % 13,8 % 8,2% 10,8 % 3,5 % 23,4 % 100 % Czech Republic 174 726 46 529 37 349 26 092 43 316 114 846 476 958 Share of NMR/CR 7,2 % 9,3 % 6,9 % 13 % 2,5 % 6,4 % 6,6 % Source: ČSÚ Tab. 19: Use of beds and rooms at hotels, motels and boarding houses according to the

regions (year 2000) Region Use of beds (%) Use of rooms (%) Capitol of Prague 55,0 60,8 Středočeský 42,4 47,3 Jihočeský 42,3 46,2 Plzeňský 39,8 45,5 Karlovarský 53,9 59,5 Ústecký 39,9 45,7 Liberecký 37,9 43,2 Královéhradecký 42,2 48,6 Pardubický 42,3 46,3 Vysočina 39,7 46,2 Jihomoravský 40,3 45,2 Olomoucký 39,3 44,7 Zlínský 49,4 53,9 Moravian-Silesian 46,3 52,4 Czech Republic 46,0 51,8 Source: ČSÚ



Tab. 20: Use of beds and rooms of hotels, motels and boarding houses according to the regions (year 2001)

Region Use of beds (%) Use of rooms (%) Capitol of Prague 53,4 59,2 Středočeský 38,2 43,6 Jihočeský 37,1 42,2 Plzeňský 42,9 47,0 Karlovarský 61,2 65,5 Ústecký 33,9 38,8 Liberecký 37,1 42,4 Královéhradecký 44,6 50,7 Pardubický 41,4 45,1 Vysočina 40,0 45,7 Jihomoravský 35,1 39,2 Olomoucký 35,2 39,8 Zlínský 48,1 53,2 Moravian-Silesian 42,6 48,1 Czech Republic 45,1 50,7 Source: ČSÚ Tab. 21: Use of beds and rooms at hotels, motels and boarding houses in the tourist

region of NM and S (year 2000) District Use of beds (%) Use of rooms (%) Bruntál 38,3 43,3 Frýdek–Místek 44,5 49,4 Jeseník 35,9 43,2 Karviná 76,8 81,4 Nový Jičín 40,6 43,4 Opava 40,3 46,1 Ostrava 42,0 48,6 Šumperk 38,3 42,2 Vsetín 43,5 47,6 Region of Northern Moravia and Silesia 45,6 49,2 Czech Republic 46,0 51,8 Source: ČSÚ Tab. 22: Use of beds and rooms at hotels, motels and boarding houses in the tourist

region of NM and S (year 2001) District Use of beds (%) Use of rooms (%) Bruntál 38,8 43,3 Frýdek–Místek 39,9 45,5 Jeseník 30,7 37,3 Karviná 73,1 77,7 Nový Jičín 36,5 37,9 Opava 38,3 43,3 Ostrava 32,6 38,4 Šumperk 36,5 37,6 Vsetín 41,1 45,6 Region of Northern Moravia and Silesia 40,83 45,18 Czech Republic 45,1 50,7 Source: ČSÚ Smaller development of SME in the tourist region when compared to the average of the Czech Republic influences the tourist industry as well. If we take into account the number of tourist industry entrepreneurships in the Czech Republic per capita, then Karviná, Opava and Frýdek-Místek districts are the worst, while Jeseník and Vsetín are significantly above the average with a big number of tourist industry entrepreneurships.



Tab. 23: Number of entrepreneurial subjects in tourism in the tourist region of NM and

S (towards 29. 6. 2001)

District Entrepreneurial subjects

over 10 thousand inhabitants

Natural persons in the rate of 10 thousand inhabitants

Bruntál 88 85 Frýdek–Místek 73 67 Jeseník 163 156 Karviná 65 61 Nový Jičín 85 80 Opava 72 68 Ostrava 83 74 Šumperk 86 82 Vsetín 107 101 Region of Northern Moravia and Silesia 82 77 Czech Republic 108 99 Source: Institution of the territorial development Brno Tab. 24: Marking scope of the tourist routes according to the regions (year 2001) Region Length (km) Density

(km/km2) Number of signposts

Signposts for 1 km of routes

Number of large maps

Středočeský + Prague 5 672 0,493 9 640 1,70 64 Jihočeský 4 971 0,494 7 818 1,57 206 Plzeňský 3 809 0,504 5 606 1,47 235 Karlovarský 1 305 0,394 1 657 1,27 76 Ústecký 2 312 0,433 2 379 1,03 99 Liberecký 2 194 0,694 3 027 1,38 87 Královéhradecký 3 410 0,717 5 754 1,69 247 Pardubický 1 927 0,427 2 574 1,34 69 Vysočina 2 716 0,392 3 407 1,25 115 Jihomoravský 2 606 0,369 3 381 1,30 122 Olomoucký 2 407 0,468 4 169 1,73 80 Zlínský 1 930 0,487 2 790 1,45 155 Moravian-Silesian 2 777 0,500 3 603 1,30 120 Czech Republic 38 036 0,482 55 805 1,47 1 675 Region of NM and S 5 012 0,574 7 576 1,51 234 Share of the REG./CR 13,18 % - 13,58 % - 13,97 %



Tab. 25: Marking scope of the hiking tourist routes in the region of Northern Moravia and Silesia (year 2001)

District Length (km) Density (km/km2)

Number of signposts

Signposts for 1 km of routes

Number of large maps

Bruntál 738 0,445 995 1,35 10 Frýdek – Místek 800 0,628 882 1,10 32 Jeseník + Šumperk 1 415 0,695 2 705 1,91 44



Tab. 28: Selected biking routes in the region of Northern Moravia and Silesia (bold are given the biking routes passing through the micro-region of Slezská Harta)

Reg.no. Route course Total km Route class

0005 (Brno - Lipník n. B.) - Palačov - Starý Jičín - Hlučín - Hať, CLO 271 I. 0046 (Sudoměřice n. Mor., CLO - Vizovice) - Vsetín - Ostravice - Č. Těšín, CLO 225 II. 0051 (Olomouc - Litovel - Mohelnice) - Bludov - Hanušovice 84 II. 0053 Hanušovice - Jeseník - Písečná 43 II. 0054 Písečná - Mikulovice, CLO 10 II. 0055 Úvalno, CLO - Krnov - Město Albrechtice - Heřmanovice - Jeseník 59 II. 0056 Bohumín, CLO - Havířov - Střítež - Jablunkov - Bukovec, CLO 87 II. 0472 Vsetín - Velké Karlovice - Martiňák 51 III. 0501 Vsetín - Krásno - Valašské Meziříčí - Palačov 34 III. 0502 Starý Jičín - Štramberk - Sklenov, crossroad 25 III. 0503 Starý Jičín - Kružberk - Hořejší Kunčice - Horní Benešov - Krnov 93 III. 0511 (Litovel - Paseka) - Sovinec - Jiříkov 36 III. 0551 Kružberk, reservoir - Hradec n. Mor. 35 III. 0553 Drakov - Vrbno p. Prad. - Karlova Studánka - Rýmařov 33 III. 0561 Bukovec - Mosty u J. - Šance, CLO 18 III. 6003 Olešná - Baška - Staříč - Olešná 42 IV. 6004 Olešná - Frýdlant n. O. - Olešná 36 IV. 6005 Frýdek-Místek - Žermanice - Frýdek-Místek 47 IV. 6006 Olešná - Hukvaldy - Brušperk - Olešná 40 IV. 6008 Frýdlant n. O. - Tichá - Kozlovice - Frýdlant n. O. 30 IV. 6011 Bartošovice, rozc. - Studénka - Bílovec - Polanka n. O. 28 IV. 6013 Rožnov p. R. - Soláň - Třeštík 27 IV. 6014 Rožnov p. R. - Hutisko-Solanec - Čarták 13 IV. 6015 Horní Bečva - Martiňák - Benešky - Horní Bečva 18 IV. 6016 Rožnov p. R. - Frenštát p. R. - Pustevny 46 IV. 6018 Jarcová - Velká Lhota - Jablůnka - Lazy - Mikulůvka 45 IV. 6041 Bílá Voda, CLO - Javorník - Vidnava 24 IV. 6042 Žulová - Bernartice, CLO 13 IV. 6043 Žulová - Javorník - Bílý potok, CLO 24 IV. 6044 Bílá Voda, CLO - Javorník - Hraničky 37 IV. 6045 H. Heřmanice - Hraničky - Dolní Fořt 24 IV. 6054 Chlebíčov - Bolatice - Bělá 25 IV. 6070 Široká Niva - Karlovice - Vrbno p. P. 17 IV. 6074 Vidly - Lysý vrch - Pod Orlíkem - Č. Opava, bridge 24,5 IV. 6075 Hvězda - Ovčárna - Praděd, crossroad - Petrovka - Červ. Sedlo 18,5 IV. 6076 Rudná p. P. - Malá Hvězda - Karlovice - Holčovice 34,5 IV. 6077 M. Morávka - Mravencovka - Janovice - Rýmařov 20,5 IV. 6078 Kunín - Suchdol n. O. - Fulnek - Skřípov - Opava, Kylešovice 27 IV. 6082 Dolní Lomná - Babí vrch - Kozubová - Košařiska 23 IV. 6083 Komorní Lhotka - Kalužný, rozc. - Podgrúň 24,5 IV. 6086 Písek - Pod Stožcem - Nýdek - Vendryně 37 IV. 6089 Ropice - Hnojník - Komorní Lhotka 12 IV. 6091 Šilheřovice - Bohuslavice - Bolatice 19 IV. 6092 Píšť, CLO - Chuchelná - Opava 21 IV. 6097 Dolní Marklovice, CLO - Karviná - Albrechtice 18 IV. 6112 Tetřev - Bílý Kříž - Ježánky 17 IV. 6113 Ostravice - Visalaje - Úsporka - Morávka - Raškovice 31 IV. 6114 Nedvězí, rozc. - Šumperk - Staré Město - Kladské sedlo (CZ/PL) 66 IV. 6116 Město Albrechtice - Bohušov - Osoblaha 22 IV. 6142 Nová Ves - Dolní Moravice - Břidličná - Leskovec n. Mor. 45 IV.



6143 Skřítek - Janovice - Horní Město 15 IV. 6144 Jiříkov - Arnoltice - Mor. Beroun - Budišov n. B. - Svatoňovice 43 IV. 6146 Břidličná - Rýžoviště - Křišťanovice - Budišov n. B. 29 IV. 6148 Nová Pláň - Mor. Beroun - Domašov n. B. 26 IV. 6149 Roudno - Křišťanovice - St. Libavá - Domašov n. B. 20 IV.

Tab. 29: Conservation protected objects in the region of NM and S according to the

districts District Number Number for 100 km2

Bruntál 387 23,3 Frýdek – Místek 304 23,9 Jeseník 168 23,4 Karviná 105 30,3 Nový Jičín 506 55,1 Opava 337 29,5 Ostrava 223 104,2 Šumperk 383 29,1 Vsetín 225 19,7 Region of NM and S 2 638 30,2 Czech Republic 38 765 49,2 Source: SÚPP Within Moravia-Silesia region, respectively the tourist region of Moravia and Silesia, Ostrava is the richest with sights, followed by Nový Jičín district, abundant with country sights (farms, mills etc.). The biggest number of sacral sights (churches, chapels, crucifixions etc.) is in Šumperk district, churches are in Bruntál district. The region is known for the highest density of small wooden churches (Wallachia and Lašsko). The biggest number of chateau is in Opava district, ruins of castles and fortifications are in Bruntál district. A review of listed buildings is in the following charts: Tab. 30: Sacral sights in the region of NM and S according to the districts

District Church Chapel

The column

of crucifixion

Sculpture Cross Belfry Cloister

Sacral ones total

Bruntál 72 15 3 26 8 3 2 129 Frýdek – Místek 39 14 3 34 18 - - 108 Jeseník 24 10 5 15 4 - - 58 Karviná 16 8 1 16 5 - - 46 Nový Jičín 46 18 5 39 19 4 2 133 Opava 48 32 8 17 8 4 5 122 Ostrava 12 3 - 3 3 - - 21 Šumperk 47 27 27 60 20 4 - 185 Vsetín 34 5 3 13 13 9 - 77 Region of NM and S 338 132 55 223 98 24 9 879



Tab. 31: Rustical conservation objects in region of NM and S according to the districts District Farmsteads Bird

sanctuaries mill court Total

Bruntál 97 - 3 2 102 Frýdek – Místek 34 2 2 - 38 Jeseník 10 - - - 10 Karviná 2 - 1 - 3 Nový Jičín 103 3 2 - 115 Opava 51 2 - - 57 Ostrava - - - - - Šumperk 53 - - - 53 Vsetín 33 3 - - 36 Region of Nm and S 383 10 8 2 414

Tab. 32: Castles, fortified settlement, ruins and chateaus in the region of NM and S

according to the districts District Castles, fortified

settlement, ruins Chateaus Others

Bruntál 14 14 128 Frýdek – Místek 2 7 149 Jeseník 4 6 90 Karviná 1 9 47 Nový Jičín 3 11 244 Opava 5 23 130 Ostrava - 3 199 Šumperk 10 11 124 Vsetín 2 9 101 Region of NM and S 41 93 1 212 6. 55 OBSTACLES OF THE DEVELOPMENT OF TOURISM ACCORDING

TO ČCCR-CZECHTOURISM The aim of the Czech Tourism Authority - CzechTourism is the promotion of the Czech Republic as an attractive tourist destination. Tourism is a noticeable factor of the Czech economy: foreign exchange incomes from tourism reached in the year 2001 118.13 mld. CZK, made up 5.5 % of GDP and shared with 9.3 % in the total export value of the Czech Republic. 112.400 (2.37 %) persons were employed directly in tourism last year, total employment (including indirect one) amounted to 490.700 of jobs (10.3 %), i.e. that each tenth person is employed in tourism or in the corresponding branch. www.visitczechia.cz, www.cccr-info.cz Obstacles of the development of tourism – classified according to the priorities 1. Crime rate, security risks for tourists in the Czech Republic;

• Taxi service • Prostitution in the historic centre of Prague • Pickpockets • False money changer s(underhand moneychangers ) • Daylight robbery of tourists in exchange offices and a false promotion of the

exchange offices (0 % commission…)



• Daylight robbery of tourists in restaurants (when charging, the menu prices are not followed, bills scribbled on the strip of paper, VAT pretexts, including the service extra charge)

• Thefts and car pilfering 2. „Residents“ at railway stations 3. Double prices 4. Lax approach of the state, regional, and communal bodies towards the solution of

crime phenomenon in the provided services („illicit“guides, overcharging in taxi services, vandalism, and street crime)

5. Personnel’s behaviour in services (our customer – our bad lack), language ignorance, unwillingness

6. Coarse and sometimes hidden xenophobic approach of some policemen, customs officers, passport examination officers towards foreign tourists, insufficient language competence of these employees

7. Approach of ticket inspectors in public transport towards tourists (especially in Prague)

8. Visa for some nationalities – Canada, Russia, and Australia 9. Troubles with obtaining the visa – inflexible and slow system of its issue. E.g.

Canada –CR, does not have the representation in Toronto, the visa form cannot be downloaded from the internet, it is necessary to have it sent by mail, what is problematic considering the size of Canada. Canadian tour operators will not invest into the realization of trips to the Czech Republic, if there is still the visa obligation

10. Passport necessity for the entry to the Czech Republic for the EU citizens (it would be good to cut down at least two groups) to introduce the entry possibility for Ids, as it is the case in Poland or Hungary

11. State of main railway stations in Prague – main station, Florenc, Holešovice (according to one statement it is a "mafia, criminal, dirt, disgust conglomerate”)

12. Insufficient number of toilets (and especially clean ones) 13. Bad road quality 14. Tourism is not acknowledged as one of the key areas of the economy (however it

makes up 6 % of GDP and employs 10 % of the citizens of the Czech Republic 15. Insufficient coordination of the state promotion of the Czech Republic abroad,

which is carried out by different resorts and institutions. – MZV operates Czech centres, MPO Czech Trade, Czech Invest and Czech Industry, MMR operates then ČCCR

16. Lack of sources for the systematic promotion of the Czech Republic abroad 17. Non-existing integrated strategy of the presentation of the Czech Republic abroad

(branding) 18. Insufficient cooperation with the neighbouring countries (mainly with Austria,

Hungary, Slovakia) in relation to the destination promotion of “Middle Europe” – especially for more remote markets

19. Fragmentation and disunion of the institutes and associations active in tourism 20. Minimal cooperation and communication of the public sector (public administration,

self-government) with the entrepreneurial sphere and non-profit organizations 21. Competition of entrepreneurs related to the tourists instead of passing on the tourists

among one another



22. Little cooperation between particular towns and micro-regions (each sub-region promotes e.g. one castle or chateau, provided that they created a joint product, then the attendance probability would many times increase)

23. Overcrowding the traditional localities in high season, in low season, there is a lack of attractive activities for filling pare time

24. Stereotype programmes of the travel agencies (Prague, Český Krumlov, Karlovy Vary), in many cases, tourism products are not adjusted to the requests of various nationalities (e.g. menu selection etc.)

25. Opening hours of the castles, chateaux, and other sightseeing do not correspond to the needs of tourists

26. Many times, there is an insufficient offer of the supportive services and actions – non-existence of the alternative programme for tourists e.g. in the case of bad weather, in the case of destinations outside Prague, there is a lack supportive activities

27. Insufficient infrastructure in some regions 28. Insufficient local marking and bad orientation in the region and municipalities, non-

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42. Relatively difficult travelling by means of public transport – communication difficulties when buying the tickets, bad quality service (toilets on trains and at railway stations), dirty disorganized railway stations with homeless people, beggars, pickpockets

43. Pressure on the number and scope decreasing of the protected zones, NP and nature preserves

44. Bad accessibility, lack of train and bus connections to the tourist major places 45. Overloading the environment and landscape in the most visited places 46. Non-existence of the satellite account of tourism – necessary from the point of view

of the conclusiveness of the benefits of tourism into the economy 47. A small number of low-budget airline companies, which would fly to the Czech

Republic 48. Non-existence of the standardized hotel classification, hotel ranking does not often

correspond to the European standard, nor info-centres and restaurants 49. Insufficiencies in the building of the hiking tracks (biking tracks, skiing and cross-

country skiing tracks, horse-riding tracks) 50. Vietnamese markets in the cross-border areas – do not create a very good

impression of the Czech Republic (nevertheless, for some municipalities they are a welcomed source of finances; what is then more important?)

51. Bad social facilities in some camps 52. Lack of playgrounds and attractions for children 53. Lack or complete absence of the non-smoking restaurants or non-smoking zones 54. Being forced to accept erotic club leaflets in the centre of Prague, night club

hawkers 55. We cannot thank the tourists for visiting the Czech Republic (e.g. at borders of the

Czech Republic, at region borders – notices, by means of a simple printed matter at info centres , airports etc.)

7. DESTINATION MANAGEMENT „Destination management – a set of techniques, instruments and measures applied in the coordination of the planning, organization, communication, decision making process and regulation of tourism in the given destination. The result of such a process are the sustainable and competitive products of tourism, the commonly shared logo, quality mark, the joint (shared) information – reservation system, the creation of price policy, the carrying out of research and the collection of statistical data from the area of tourism, the partnership initiation of the private and public sector of tourism and the support of professional associations, associations and organizations. Part of destination management is visitor management, LAC model and the so called spectrum of recreational opportunities.” (Monolingual dictionary, MMR CR 2002).

The realizator should be an organization / company, which is defined in the same dictionary in the following way: “Destination Management Company” (DMC) - the organization aimed at destination management in the area of the creation and assertion of destination and its products of tourism on the market, which realizes the intentions of destination management. DMC is oriented on the development and active sale of main products, coordinates and manages the creation of tourism products, the price policy,



and active sale of destination. DMC is usually supported or created by main service providers in destination.”

We do not consider these definitions as a dogma, but rather as starting positions for harmonizing the notions of the series of the subjects, interested in tourism in the region, and similarly in services of destination management of the region of Northern Moravia and Silesia.

If we proceed from the partnership principle, so then the real activity of destination management and its partners will unequivocally show its optimal shape for the conditions of the given region. In any case, the essential principles of the activity of destination management should be: • Respecting and supporting of the partnership principle, that is such relations, which

are mutually beneficial for the participated parties, the relations, which are not a priori bound by the commercial contracts or efforts concerning monopolization or misusing of the certain position;

• Respecting and supporting of the already existing ones, positive results of the beneficial relations, structures and work division in the sector of tourism in the region;

• Trust among the cooperating partners and mutual advantage of their cooperation; • The differentiated approach to the individual parts of the region, originating from the

needs, specifications and development potential of these sub-regions, and their identified potentials of tourism should be mainly the instruments for the preparation of tourism products;

• Maximal orientation on the consensual approach in solving the fundamental issues of the development of tourism in the region;

• Maximal orientation on the nationwide (the entire region) perspective on the sector of tourism and its developmental needs.

There are various forms of destination management existent, in dependence on: • The types of cooperation

o informal o institutionalized

• status of the cooperating subjects o entrepreneurial o DM public models

• Geographical destination level o local/regional level (tendencies towards public models) o national level (tendencies towards entrepreneurial models)

8. TOURISM PRODUCTS By the tourism product we can understand: “The complex of the entire offer of the private or public subject doing business in tourism or coordinating tourism” (monolingual dictionary of tourism, MMR CR 2002).

The tourism product or its conception may reach different levels of complexity. Generally speaking, the tourism products are more complex than in most of other branches. We can deal with the provision or intermediation of the individual services (e.g. transport or accommodation), then the complex of services – product packages (trips to the seaside) including the conception of the product as general destination – the



compact offers of activities, services and potential experiences. From the tourist’s/visitor’s point of view, the complex experience is the product of tourism beginning from the moment on, when he has left his home until he returns.

By the product package is usually meant “a package” of tourism services, comprising at least two or more services reserved or purchased according to the customer’s requests at one price, or for the pre-prepared set of services. The vertical or horizontal cooperation of different subjects usually of the entrepreneurial and public and non-profit sector is typical of the package offer and its realization. The packages are characteristic for mass tourism. Among the most common packages can be ranked whistle-stop tours and stays. The packages serve as the instrument of the variation balancing or as the securing of the sale of the independently hard to apply services.

The preparation of “products” and “product packages” are a complex matter, namely from the perspective of the necessity of making different groups of subjects / persons interested in these activities. The following bodies should participate in the preparation and the following realization:

a) public administration institutions (especially municipalities) b) tour operators / travel agencies c) accommodation providers d) board providers, refreshment providers e) attraction providers f) carriers g) associations, institutes, and other societies from the given area (e.g. Club of the

Czech Tourists, the Association of Entrepreneurs in rural tourism and agro tourism, ČCCR, etc.)

h) advertising, commercial agencies i) producers (especially of the products of the souvenir or local speciality nature),

service providers (especially of products referring to the services of tourism) and businessmen (especially retail providers)

j) etc. Due to the often not identical interests, it is often very demanding to set up the common product offers – packages. The best way is therefore to start from the simpler packages, in which the capability of the mutual communication and cooperation is verified. 8.1 Product structure of tourism The following facts should be assessed and considered when preparing the products:

1. Characteristics of the target group of clients 2. Marketing product name – should be simple, enough attractive and clear for the

target group 3. Characteristics of the product from the perspective of:

a. Determination – e.g. promotion of the region, more-day recreations, etc. b. Demands (length of the route, vertical distance, water temperature,

physical demands, terrain demands, equipment demands etc.) c. Applicability – season of the year, weather, etc. d. Accessibility – transport, time

4. Securing and accessibility of the main attractions – e.g. ski lift operations, cableway operations, opening hours, and castle, chateaux, museum, observation tower accessibility etc.



5. Securing and accessibility of the additional and alternative attractions – e.g. swimming pool, fitness centre, gambling club operation, cultural and sport attraction organisation etc.

6. Securing of the direct / essential services (who?, where?, when?, how?) a. Board b. Accommodation c. Refreshment d. Transport / transportation e. Additional services (sauna, swimming pool, fitness centre, tennis courts

etc.) f. Information services (including the solution of the language barriers) g. Guide services (including the solutions of the language barriers) h. Service and possibility of the rent instruments, equipment etc. (bike-

service, ski-service etc.) 7. Indirect services

a. Accessibility, or the securing of the essential range of the consumer goods – opening hours of the shops, and the required range (is different as to the demands of the local residents and visitors), the possibility of using the vending machines etc.

b. Accessibility, or the securing of the financial services (cash points, exchange offices, credit card acceptance etc.)

c. Rest areas (resting places, toilets, etc.) d. Service type – washing up, mail, the internet e. Medical services f. Etc.

8. Basic product price / product package / orientation boundary for foreigners 9. The most efficient form of the product presentation (it is possible to solve it in

cooperation with the specialized agencies) a. Propagation, promotion – securing of the necessary printed matters,

brochures etc. b. The internet c. Direct addressing of the target groups, institutes, cooperations,

associations d. Catalogues of the travel agencies e. Exhibitions and trade fairs f. PR (Public Relations) campaigns g. Etc.

10. Accessibility form / product sales a. Direct sale b. Catalogue sale c. Electronic sale (the internet) d. Sale through the travel agencies or other intermediators e. Exhibitions and trade fairs f. Telephone / fax orders g. Etc.

11. The method of securing and getting the feedback from the clients concerning the “reasons” for arrivals, contentment with the services, appropriate forms and methods of transport and satisfaction with it etc.

a. Questionnaires – through accommodation providers, board providers, information centres, attraction providers



b. Campaign inquiry and research of contentment c. Enquiries d. Personal addressing e. Attendance observance – through providers f. Etc.

12. Product manager – person responsible for the preparation and product realization It is obvious that the completion extent of all stated requests will always be dependent on the demands and product complexity. 8.2 Essential conditions of the product preparation For the preparation and following product realization it is always necessary to provide for:

1. knowledge of the after mentioned subjects (municipalities, entrepreneurial subjects, associations etc.)

2. participation in the preparation (within the work group, joint workshops with other participants etc.)

3. acceptance of the final form of the product (it can be a contractual one) 4. partnership in product marketing (financial, time, space, material, etc.) 5. full support in the realization (quality securing of the services provided,

corresponding determination, product presentation and clients’ expectations) 6. management of the whole process (responsibilities, authority etc.) 7. financing – method of financing the preparation and product realization and

participation in benefits 8. clear product marketing securing (target group, its size, sale system etc.)



2.8 Appendix The Questionnaire for WP 6 and WP 11 modules Assessment

A. Part – Identification data Check the relevant variants with a cross or fill out a box Identification data Variants X

1. Models of Reconversion Processes 2. Financial Sources for Re-conversion Process 3. Centre for restructuring management in hard-coal mining and

their coordination

4. Environmental management in Reconversion Process

1. Assessed module (put a cross into a box next to the relevant module)

5. Restructuring (destination) management for the tourism development in the Moravia-Silesia Region

2.1 Municipality representative 2.2 Private entrepreneur 2.3 Small or middle sized company manager 2.4 Large company manager 2.5 Non-governmental/non-profit organisation representative 2.6 Public institution representative 2.7 Teacher (elementary school, high school, university) 2.8 Student (high school, university)

2. The target group

2.9 Other 3. Date:

B. Part – Motivation and module suitability assessment Cross the corresponding check-box indicating your choice.

Criterion YES

Tendency

NO

1. Was your participation in the module a result of identification of your development needs?

2. Has the module contributed to your personal development? 3. Has the module contributed to your professional development? 4. Were there any other development possibilities identified during the

module?

5. Did the combination of the form and content (focus) support your learning process?

6. Was the module contributive for you on the whole? 7. Would you recommend the module to your acquaintances/

colleagues at work?

8. Is the module contributive in your opinion for the regions which are going through restructuring process of their economics?

9. Is the module contributive in your opinion for the Moravia-Silesia Region?

10. Was the module clear and easy to understand?



C. Part – Content, form and organization assessment of the course Cross the check-box with the corresponding assessment

Criterion ☺ 1

2

3

4

5

1. The module theme and content were new and inspiring 2. The module theme and content were inspiring 3. The module aims and intentions were clearly explained 4. The module content corresponded with the aims set 5. Enough space was given to the set module aims 6. The study materials (texts, case studies etc.) were apt and relevant

to the module content

7. Methodological text processing and the use of supplementary graphic elements was sufficient and appropriate

8. The lecturer(s) focused on the module aim(s) 9. The lecturer(s) acted professionally and were well informed in the

respective field

10. The lecturer(s) spoke intelligibly, they gave clear explanations 11. The module was well administratively prepared 12. The organization of teaching supported the module focus and

content

D. Part - Suggestions

Fill out the appropriate boxes with your suggestions and remarks. 1. Which parts of the module

do you consider to be the most important?

2. Would you leave out any of the parts of the module? Which ones?

3. Did you miss anything? What did you miss?

4. Do you have any suggestions and recommendations for the module content?

5. Do you have any other remarks / suggestions?



Title: Re-structuring Destination Management Author: RNDr. Vladimír Krajčík

Publisher: Silesian University in Opava School of Business Administration in Karviná

Number of pages: 92

Priting: 70

Printing Office: Printing Office Kleinwächter, Frýdek - Místek

Number publication: 243-04-200 ISBN 80-7248-223-8