Rural Turism

Contents
Introduction
PART ONE: Context, findings and

recommendations
1 Basic concepts of IQM of tourist

destinations
2 Rural tourism in Europe and IQM
15
3 Working together to a strategy
21
Setting the process going

Leadership and Partnership
Strategy
21
22
26
Delivering a quality rural tourism

experience
29
Marketing and communication

Welcome, orientation and
information
Accommodation
Local produce and gastronomy
Attractions and events
Countryside recreation
Environment and infrastructure
5
Strengthening quality management

and monitoring processes
Understanding visitor needs and
seeing they are met
Setting, checking and
communicating standards
Working with people on training
and improving quality
Monitoring impact on the local
economy, community and
environment
6 Summary of the recommendations
TOWARDS
UALITY RURAL TOURISM
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34
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50
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58
61
PART TWO: The case studies

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5
6
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14
15
Ballyhoura, Ireland
Basilicata, Italy
Bregenzerwald, Austria
Lungau, Austria
Montana de Navarra, Spain
Pays Cathare, France
Pohjois Karjala, Finland
Schsische Schweiz, Germany
Schouwen West, Netherlands
Sitia, Greece
Skaftrhreppur, Iceland
Trossachs, United Kingdom
Vale do Lima, Portugal
Vallonbruk, Sweden
Vosges du Nord, France
ANNEX: Glossary of terms and

references
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Introduction
Europes rural areas provide an overflowing storehouse of rich
experiences for the visitor. Domestic and international visitors are
turning to countryside destinations for holidays in increasing numbers,
but changes in the length and type of visit sought and a rapid growth in
alternative destinations worldwide has meant that Europes rural areas
are facing a need to be ever more competitive.
At the same time, there in an increasing

need to be sensitive to both the positive
and negative impacts of tourism on the
environment and local communities. This is
particularly important in rural areas, which
are often small scale and intimate and
where visitors have a close relationship with
the place and people who receive them.
One approach is to focus on quality,
putting the right management process in
place to ensure that visitors have a special
experience, meeting or exceeding their
expectations, while maximising the benefit
to the destination.
This publication throws light on this
process, setting out the main components
and issues involved and providing guidance
and ideas based on the experience of 15
rural destinations across western Europe.
Who is the document for?

This document is for all those concerned
with the management of rural areas as
tourism destinations. This includes tourism
officers of local authorities but also
managers in related sectors such as planning
and environment. It should help to inspire
local politicians, and should also be of
interest at the national and regional
government level.
It has important implications for the
tourism industry and small and medium
sized enterprises, in how they should work
together and relate to the destination as a
whole.
What kind of area is it about?

It is relevant to all rural tourist
destinations. These are areas which are
separately identified and promoted to
tourists as places to visit, where enjoyment
of the countryside and countryside activities
is a primary motive. Established mountain
resorts based on winter sports are excluded
from this document.
Introduction
What is it based on?

The document is the result of a study
carried out by the contractor THE TOURISM
COMPANY (United Kingdom) in association
with FUTOUR (Germany) and the ECOTRANS
network, for the European Commission
DGXXIII, Tourism Directorate, in 1998.
Parallel studies were completed for urban
and coastal destinations, for which similar
documents are available.
What does it cover?

The document is in two Parts:
Part 1
Describes what Integrated Quality
Management (IQM) is about and how it is
relevant to rural tourism in Europe
(Chapters 1-2).
Presents key issues and approaches to
Integrated Quality Management in rural
tourist destinations, based on the
experience of the 15 case studies
(Chapters 3-5).
Summarises recommendations for rural
areas to follow when addressing
Integrated Quality Management
(Chapter 6).
Part 2
Presents each of the case studies,
describing their context and particular
strategies and actions they have taken in
the field of quality management.
TOWARDS
The case studies were identified from

leads provided by a range of European
bodies and national organisations
responsible for tourism in the states
comprising the European Economic Area.
Approximately 100 leads were followed up,
leading to the preparation of a long list of
38 destinations containing initial details of
their activities relevant to Integrated
Quality Management. The final short list of
15 was chosen to reflect a wide spread of
types of area, geographical location,
tourism context, responsible organisation,
and initiatives pursued. The case studies
reflect real situations found in many other
rural parts of Europe; they are not unique in
either their approach to rural tourism or to
quality management.
Part 1:
Context, findings and
recommendations
Why bother about IQM?

Integrated Quality Management should not be seen as a route to instant success, but it
should lead to the following key benefits upon which success can be built.
TOWARDS
More local awareness and support for tourism generally in the destination, amongst local
people and across all rural sectors.
Better co-ordination between local tourism enterprises themselves, and greater support
for, and involvement with, the management and marketing of the destination.
An improved image of the destination which is real and not based on false expectations.
A set of rural tourism products which can be promoted with confidence.
Increased customer satisfaction, with more repeat business and recommendations.
Better knowledge of the economic, social and environmental impacts of tourism and
ability to adjust for them.
Basic concepts of IQM of tourist

destinations
Tourism requiring an integrated approach to quality
Improving quality in European tourist destinations is an essential
requirement in satisfying tourists needs, in enhancing the
competitiveness of the European tourism industry, and in ensuring
balanced and sustainable tourism development.
Quality exists only to the extent that a

product or service meets the customers
requirements and expectations. Accordingly,
the individual elements making up a
strategy based on quality standards must
be founded on a thorough understanding of
the customer.
Total quality management systems are a
common feature in the approach developed
for specific tourist service providers (tour
operators, travel agents, hotels,
restaurants, etc.). However, as far as the
tourist is concerned, the satisfaction
derived from staying at a destination
depends not only on experience of specific
tourist services, but also on more general
factors, for example hospitality, safety and
security, sanitation and salubrity, traffic and
visitor management. A large number of
elements have an impact on the tourists
perception of a destination, on the level of
his/her satisfaction and, in consequence, on
the tourists willingness to make a repeat
visit and to recommend the destination to
potential visitors.
The success of a destination in terms of

the satisfaction of the tourist is a function,
therefore, of several interdependent
components. This underscores the need for
strategic and integrated planning of tourist
destinations, together with the selective
use of specific tools and techniques to
address integrated quality management
(including quality control) of the
destination.
Chapter 1
Basic concepts of
IQM of tourist
destinations
What are the objectives of IQM

of tourist destinations?
The reference framework given by the
European Commission for analysing good
practice in the area of integrated quality
management of tourist destinations and
presenting them in this publication is:
Integrated quality management (IQM)
should simultaneously take into account,
and have a favourable impact on the
activities of tourism professionals,
tourists, the local population and the
environment (that is the natural, cultural
and manmade assets of the destination).
The integrated quality management
strategy implemented in destinations
must have the requirements of tourists
as one of its major considerations.
The purpose of this publication is not to
formulate once and for all a single and
official definition of IQM for tourist
destinations but to provide practical
recommendations to all interested parties
on the basis of this reference framework.
The concept of Integrated Quality

Management follows this approach but is
broader and more flexible. It recognises that
an organisation may have a wide range of
objectives, and that it should approach them
in an integrated way.
Sustainable tourism development is a
concept that is already widely accepted at an
international level1 and in most tourist
destinations. It is about keeping a balance
between the needs of the visitor, the
environment and the host community for
current as well as future generations.
The concept of IQM must embrace this,
emphasising policies and actions which
address all these needs together.
A tourism destination is far more complex
than a single consumer item such as a car.
There are many players involved and the
various elements of the visitor experience
have been described above. A visitor is also
immediately conscious of quality as provision
and consumption occur at the same time.
Typically, a tourist destination manager
has twin objectives.
What are the elements for

developing an IQM approach?
Although IQM is a relatively new idea without
official definition, some concepts and
instruments already in existence can
contribute to the work in this area.
The concept of Total Quality Management
emerged in business management theory in
the 1980s. It is a way of meeting an
organisations objectives by improving the
customers experience of the product or
service provided. It is concerned with
effective use of resources, and the level of
participation and satisfaction of the people in
the organisation.
IQM can meet both these objectives by

improving visitor satisfaction and monitoring
and managing impacts on the local
environment and economy.
Two key elements of the IQM approach
are:
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TOWARDS
To increase local income and employment

through tourism.
To ensure that the environment and
quality of life of local people is not
damaged and if possible is enhanced by
tourism.
Focusing on visitors, improving the quality

of what is provided for them, satisfying
their needs and influencing their
activities, so they come back again or
recommend others.
Involving local people and local tourism
enterprises in the management of the
destination, as participants and as
customers of the management process.
VISITORS
TOURISM
ENTERPRISES
COMMUNITY
Destination
DESTINATION
Intact or improved
environment
The Tourism
Value Chain
Community benefits
without conflict
Satisfied Customers
The working definition of IQM in tourist

destinations developed to provide practical
recommendations in this publication is:
...an approach to managing a tourism
destination which focuses on an ongoing
process of improving visitor satisfaction,
while seeking to improve the local
economy, the environment and the
quality of life of the local community.
The above diagram describes this process.
What theories are helpful in

developing an IQM approach?
When starting to think about how IQM might
be implemented in a destination, the
following theories are helpful, some of
which are summarised by Weiermair 2.
Structures and elements in quality
management
A model of quality management devised by
the European Foundation for Quality
Management (EFQM) is being widely applied
in Europe in the public and private sectors.
This can be helpful in thinking about how a
destination should organise itself if it wishes
to pursue IQM. The model identifies nine
Improved enterprise performance

Increased income/employment
elements. Five are to do with structure and

functions: leadership; strategy; personnel
management; use of resources; and
processes of delivering the service. A
further four are to do with results: client
satisfaction; staff satisfaction; integration
into the community; and operational
results.
Pre visit
image/
messages
Pre visit
information
Making
bookings
Journey to
destination
The components of the visitor experience

It is helpful to think about how visitors
experience a destination as a sequence of
influences spaced out over space and time,
from initial planning, through the visit itself
to departure and post visit reflections. This
is sometimes referred to as the Tourism
Value Chain. In IQM the quality of each link
in the chain should be of concern.
Initial
welcome
Information in
destination
Places to
stay
Places to
eat
Attractions
and amenities
Infrastructure
and
environment
Farewell
and return
journey
After visit
contact and
memories
11
Chapter 1
Steps to take in meeting visitors

expectations
Basic concepts of
IQM of tourist
destinations
Quality management is partly about meeting

or exceeding visitors expectations by
setting the right standards, meeting them
and communicating them effectively. The
SERVQUAL3 model identifies a series of gaps
in this process. These gaps are shown in the
diagram below, with an indication of
corrective action required in a tourist
destination to close them.
Levels of visitor requirements to meet
Some theories of quality, such as that by
Kano4, refer to must be standards and
attractive standards. In setting quality
standards for facilities and services in a
destination, it can be helpful to think of
three levels of visitor need that should be
met in practice and communicated through
good information. These are:
Level 1: Must-be requirements.

These are factors such as safety and
hygiene. Failure to meet them may cause a
destination to fail completely, but meeting
them does not really add to its competitive
edge.
Level 2: Scaleable requirements.
These are measurable factors such as the
number of attractions in a destination, the
size of bedroom etc. These may influence a
visitors decision to choose the destination.
Here, accurate information is important visitors need to know what they are getting
in order to be satisfied.
Level 3: Attractive requirements.
These are more subjective factors to do
with style of facilities and treatment by the
host. They are more likely to be apparent
during the visit itself. They may include
little added extras which make a destination
exceed expectations and can have the
greatest influence on the visitors ultimate
experience and likelihood of returning.
How does IQM relate to rural

tourist destinations?
What does IQM mean in practice in tourist
destinations? It means that a destination
should be:
Visitors expectations
Better market research and

customer feedback
Managers perception of
visitors needs
More effective
communication
of accurate
images and
messages
Closer working between all players with

a strategy for product development and
agreement on targets and standards
Setting quality standards
for services and facilities
Regular inspections, quality control,

improvement schemes and training
Actual quality provided
Better communication, labelling and

information services for visitors
Visitors perception of
what they receive
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well organised, pulling together, and

knowing what it wants to achieve
through tourism;
concerned about all the aspects of the
visitors experience and the impact on
local people and the environment, and
committed to monitoring and
improvement, as an ongoing process.
To pursue IQM successfully, a number of

structures and actions should be
strengthened or where necessary put in
place. These are summarised below and
aspects particularly relevant to rural areas
are identified.
Schema of the IQM approach proposed for rural tourist destinations

1 Working together to a strategy
Initial motives for pursuing quality will vary between different types of rural area.
Whatever the trigger, it should be followed up by getting the main players together and
ensuring an integrated and comprehensive approach.
Leadership and Partnership structures
There should be a strong effort to manage tourism in the destination, with a recognisable
lead agency providing co-ordination for all the main organisations whose activities influence
tourism.
The IQM process requires that a range of people are involved. A key requirement is to
have structures in place for the regular involvement of:
local tourism businesses - enabling them to work together for the destination as a
whole, especially in rural areas where co-ordination is often lacking; and
the local community - including individual local people, interest groups and other kinds
of rural enterprise.
A clear strategy, well communicated

There should be a strategy in place, based on analysis and consultation, which is widely
recognised in the destination. It should include objectives for improving quality.
2 Delivering quality at all stages of the visitor experience

This builds on the concept of the Tourism Value Chain referred to above. It is about
attention to detail in delivering quality services and facilities at all stages of the visitors
experience. In rural areas, seven key components are:
This is about understanding who the potential visitors are, putting across a quality image to
them based on accurate messages, making it easy for them to book and maintaining contact
with them.
Welcome, orientation and information
Central to quality in a destination, this is about providing a favourable first impression to
visitors, ensuring they understand the area, behave responsibly towards it and have the
right information to get the most from their stay.
Accommodation
Many rural accommodation enterprises are small, often family run businesses with little
professional training. Special attention needs to be given to the range of accommodation,
the level of facilities and the quality of service, and to how the establishment reflects the
rural qualities of the destination.
Food and local crafts can be a special feature of rural areas. Improving their quality and
how they are presented not only provides a special experience for the visitor but can be of
direct benefit to the local economy and agricultural landscape.
13
Chapter 1
Basic concepts of
IQM of tourist
destinations

Rural areas typically have many small attractions and events often reflecting the areas
heritage and environment. Quality management involves linking these experiences and
promoting them creatively.
A rapid growth in demand for countryside recreation, such as walking and cycling, is a
common phenomenon across Europe. Rural areas delivering quality increasingly need to
provide good access and facilities to meet these interests.
As well as requiring specific facilities and services, visitors expect the countryside to be a
pleasant place to relax, easy to reach and to get around, with appropriate shops and other
services and an attractive, clean environment. In turn, visitors should be encouraged to
behave responsibly towards the destination.
3 Installing effective quality management and monitoring processes

Integrated quality management, meeting various objectives relating to visitors, the
environment and local people, requires that particular attention is paid to a number of
processes. This is about a cycle of setting standards, making improvements and checking
results.
Understanding visitor needs and seeing they are met
A central feature of IQM is that there should be a good understanding of visitors and their
needs. There should be a regular system for checking expectations and satisfaction levels
and of feeding this back to the management process.
Setting, checking and communicating standards
Quality standards or criteria should be set for the different facilities and services in the
destination, backed by inspection. These may be identified to visitors through quality codes
and labels.
Working with people on training and improving quality
In most rural destinations a high percentage of tourism facilities are provided by very small
enterprises. IQM involves working with them and supporting them, through training, advice
and financial assistance.
Monitoring impact on the local economy, community and environment
Concern about the effect of tourism on the environment, the local economy and local
people as a whole should be integral to IQM. Rural destinations often contain sensitive and
fragile natural environments and communities. Impacts should be checked on a regular
basis.
As well as awareness, action and creativity in these areas, IQM is about an integrated
approach. There are often strong interrelationships between the needs of the visitor, the
environment and local people. These should be recognised and priority given to actions
which bring mutual benefit.
Chapters 3 to 5 look in turn at these three components of IQM and the actions identified
under them. They analyse and present the experience of the case studies and identify
issues, success factors and lessons learnt. Chapter 6 summarises the practical
recommendations on the basis of the same components.
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TOWARDS
Rural tourism in Europe and IQM

Rural tourism is not a new phenomenon in Europe. However, in recent
years the market has become more sophisticated and discriminating and
there has been an increasing interest in tourism as a valuable vehicle for
much needed diversification of the rural economy.
This high profile is now a common factor

across the whole of the EEA. Most member
states face similar issues and opportunities
in rural tourism.
Rural areas often have small scale and
widely dispersed enterprises, communities
and administrative structures. The
relationship between tourism, agriculture
and other sectors in the local rural economy
is increasingly important. Many different
players are involved. Natural resources,
cultural traditions, transport services and a
whole range of tourism enterprises have an
influence on the visitor experience, and in
turn are affected by tourism impact. For
these reasons, an integrated quality
management approach to tourism is very
relevant in rural areas.
A remote part of Iceland,
one of the case studies
Definitions and types of rural tourist

destination
Definitions of rural tourism vary. For
statistical purposes, very detailed
explanations of rural tourism are given 5.
More generally, some definitions of rural
tourism refer simply to tourism in areas
with a low density of population. Others are
more prescriptive in the type of experience
that should be on offer. For example a wish
to give visitors personalised contact, a taste
of the physical and human environment of
the countryside and opportunities to
participate in the activities, traditions and
lifestyles of local people. 6 While it is
accepted that the latter is a worthy
aspiration for many rural destinations,
quality management should be applicable to
a broad range of types of rural area, where
the nature of the tourism is dictated by the
type of location, resource and market.
15
Chapter 2
Rural tourism in
Europe and IQM
Historic heritage is a
primary product in
Pays Cathare
Rural tourist destinations may be broadly

defined as areas which are separately
identified and promoted to tourists as
places to visit, where enjoyment of the
countryside and countryside activities is a
primary motive. They may be groups of
settlements, districts or small regions, or
areas defined by their topography or
landscape, which have a cohesiveness in
tourism terms and where the tourism
product is coordinated by one or more
identifiable authorities or organisations.
Rural areas where a significant part of

the product is characterised by small
historic towns and villages and a rich
historic, architectural, cultural or
industrial heritage interspersed in the
countryside. Main opportunities may rest
with linking sites and communities,
interpretation, preservation of buildings
and creating quality branded
accommodation and other facilities.
Pays Cathare (F), Vallonbruk (S),
Vale do Lima (P)
Examples of different types of rural

tourist destination, illustrated by the case
studies as indicated, include the following:
Remote areas with appeal based on

wildlife and wilderness, with particular
issues of accessibility, transport, local
services, environmental protection and
developing ecotourism opportunities.
Skaftrhreppur (IS)
Rich agricultural areas where farming

provides much of the visitor appeal.
Priority may be given to providing quality
farm based accommodation and
developing tourism offers relating to
local produce and gastronomy.
Ballyhoura (IRL), Bregenzerwald (A)
Areas close to the sea, wishing to

develop rural tourism in inland locations
away from the coast. Priority may be
given to promoting specific rural offers,
including inland trails and heritage
themes.
Sitia (GR), Basilicata (I)
Mountain or forest locations with some

established rural tourism but seeking to
diversify and strengthen their offer. The
main priority may be to establish or
coordinate better quality
accommodation, activity tourism,
gastronomy and heritage themes.
Lungau (A), Pohjois-Karjala (FIN),
Montaa de Navarra (E)
Forest landscapes
have their own appeal
and opportunities
Traditional, popular destinations near

sizeable urban areas receiving a high
proportion of day visitors. Priorities here
may be to improve the environment,
update the infrastructure, manage visitor
pressure, address transport issues and
convert day trips to overnight stays.
Schsische Schweiz (D), Trossachs (UK)
Traditional holiday areas with a
significant quantity of visitor
accommodation and infrastructure,
seeking to upgrade the offer and reduce
environmental impact. Working with
enterprises on physical improvements,
planning controls and more sustainable
forms of tourism may be required.
Schouwen West (NL)
Protected areas seeking to manage
tourism as well as the environment and
local economy in an integrated way. Key
issues may include environmental
interpretation, inter-sectoral integration
and visitor management.
Vosges du Nord (F)
In many destinations agriculture defines the appeal
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Relating rural destinations to market

segments
Destinations pursuing integrated quality
management should think carefully about
the kinds of visitor that they are able and
wish to attract (their target market
segments). They should consider how
different market segments relate to their
own strategic objectives such as increasing
income per head or off-season visiting.
Selection should be based on a realistic
assessment of the destinations strengths
relative to other areas, and sound market
knowledge. They should seek to meet the
particular expectations and quality
requirements of the segments they select.
Segments can be based on a range of
characteristics, such as age, family
structure, income, behaviour and interests,
home location and mobility. Examples of
some broad segments and how they relate
to rural destinations are given below.
Visitors on day trips from home.
This segment is very important and
increasing in many rural areas close to
towns. Quality of infrastructure, traffic
management, attractions and well managed
countryside access are key issues.
Short holiday takers. In much of rural
Europe the length of holidays taken in the
countryside has been decreasing, with more
short breaks. This has affected viability
especially in less accessible areas. These
visitors may be looking for a higher quality
experience per day over the shorter period
available to them.
Families. The popularity of rural tourism
for families tends to vary. In Germany, for
example, families have traditionally
provided by far the largest market for farm
accommodation. However, families are
becoming more quality as well as price
conscious, demanding good facilities and
the right balance of safety and fun. The
segment can be divided by the age of
children. Families with very young children
tend to enjoy rural areas but have special
needs in the facilities and experiences
offered.
Access to the
countryside for people
with disabilities is an
important issue
Senior citizens. Rural destinations are

popular amongst older age groups. They
enjoy rural traditions and tranquillity, but
are also becoming more health and activity
conscious. In general, higher standards of
comfort are sought by this segment.
People with special interests. In the last
ten years there has been a significant
increase in participating in countryside
recreation, notable cycling and walking,
often as the main purpose of a visit. It is
also possible to target those with a declared
interest in gastronomy, local heritage and
other rural themes.
Educational and other groups. A number of
rural areas have been very active in
providing for group visits, ranging from
schools to seniors groups, based on rural
themes including agriculture, conservation,
heritage etc. Such groups can be relatively
easy to target and communicate with but
have particular quality requirements in
handling and guiding.
Families with young

children have
particular needs and
interests
People with disabilities. Compared with

urban areas and coastal resorts, rural
destinations have paid less attention to
providing for visitors with disabilities. This
is a large segment, especially if carers and
family members are included. Providing
disabled people with accessible countryside
recreation and accessible facilities in small
rural enterprises is an important challenge
for quality management.
17
Chapter 2
Characteristics and trends in rural

tourism relevant to IQM
Rural tourism in
Europe and IQM
In recent years three main factors have led

to an increase in the number of identifiable
rural tourist destinations and enterprises:
declining agricultural incomes and

changes to agricultural support systems
placing pressure on farmers and rural
dwellers to diversify their activities;
the work of rural development agencies,
including LEADER groups, backed by EU
Structural Funds;
increasing awareness of a duty to
provide access, and the opportunity to
benefit from tourism income, amongst
organisations involved with
environmental management, including
national and regional parks and bodies
concerned with the built heritage.
This picture shows more product chasing

a more discerning market and highlights the
need for quality management. Individual
rural tourist destinations need to become
more competitive, to attract and hold on to
business. For most, there is little scope for
reducing prices to increase competitiveness.
Rather, it is appropriate for them to place a
greater emphasis on quality.
Unlike cities and resorts, rural areas
tend to be rather diffuse. Most rural local
authorities have quite limited financial and
staff resources for the management of
tourism. It is important for them that
management activities remain simple and
practical. Typical characteristics of rural
tourist destinations point both to a need for
IQM but also to the difficulties in
implementing it. They include:
People seeking activity

holidays are a growing
market segment
Over the same time, the market for rural

tourism has been changing, with shorter
stays, a greater interest in health and
activity holidays and more concern for the
environment. There is ongoing demand for
all kinds of accommodation, but increasing
consciousness of standards within each
sector. Overall, there appears to have been
little alteration in the seasonal pattern of
demand with high peaks in mid summer,
causing problems of viability and challenges
for visitor management and marketing.
In many rural destinations tourism enterprises are small and

scattered
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small, scattered enterprises, which may

benefit from co-operative marketing and
assistance;
numerous small municipalities which may
need to work together to create a viable
destination;
a preponderance of family businesses
providing a natural welcome but
sometimes inconsistent standards;
the lack of a clear tourism identity for
many rural areas;
considerable scope for tourism to
support the traditional rural economy,
especially through the provision of
accommodation and facilities on farms
and through the promotion of local
produce and crafts to visitors;
sensitive environments, sometimes
requiring management of visitor
pressure;
fragile communities, susceptible to
intrusion;
sensitivity to large scale and
inappropriate development, but with
opportunities to use the local rural
vernacular in building projects and
conversions.
In some rural areas,

issues such as traffic
management may be a
primary quality
concern
The current incidence of IQM in rural

destinations
Integrated quality management as a term
is currently little used in rural tourist
destinations in Europe. However, large
numbers of destinations have recognised the
importance of improving quality and,
without following any particular theory or
model, are taking action. There are many
different starting points. Three broad types
of rural destination are working on quality
issues.
Established tourism destinations seeking

to raise the quality of the visitor
experience as a whole, to enhance their
image and reduce environmental
degradation. In some areas, facilities
may be old and in need of refurbishment
and working practices rather outdated.
Less visited areas where tourism plays a

key part in the strategy for economic
development, and where quality is seen
as a tool for success. Many areas now
have specific rural tourism development
programmes, often involving external
funding such as LEADER and showing
strong coordination between businesses
and with the local community.
Natural areas, with an emphasis on

visitor management, seeking a quality of
tourism in keeping with the environment
and community. In parks or protected
areas, leadership is often provided by
the park authority.
At a local level, initiatives are taken by

a variety of types of organisation including
local authorities; economic or community
development organisations; environmental
bodies; regional or local tourist boards;
groups of commercial operators working
together; and companies or co-operatives
selling rural tourism holidays.
It is clear, however, that much activity in
strengthening quality in rural tourism
occurs at a national level. In particular,
sector organisations are increasingly setting
their own standards. Examples include
agrotourism marketing bodies; rural food
groups; and representational bodies for
individual sports such as riding or cycling.
Quality management at a local destination
level is strengthened where it reflects and
uses what can best be achieved through
national networking and coordination.
The case study destinations

The 15 case study destinations represent
different kinds of area, as shown in the
table. Few have been comprehensive in
their approach to quality. Most have sought
to coordinate and develop rural tourism
with quality in mind. Some have started
from the perspective of improving the
quality of the environment and visitor
management. A detailed description of
these case studies is given in Part 2 of this
publication.
19
Chapter 2
Destination
Type of Area
Approach
IRL
Ballyhoura
Typical Irish agricultural landscape

with modest levels of tourism in
small communities
Recently developed rural tourism,

co-operative led, now pursuing quality
improvement
Basilicata
Relatively isolated and little known

rural region seeking to strengthen
rural economy
Introduction of new packages and

marketing initiative with quality image
Bregenzerwald
Traditional agricultural area in

foothills of Alps with moderate
levels of rural tourism
Strategy to integrate tourism and

agriculture with new quality products
combining both sectors
Lungau
Relatively isolated mountainous area

seeking to strengthen tourism with
new identity
Joint initiative between communities

to improve performance and
sustainability
Montaa de Navarra
Upland area with well established

rural tourism
Initiative to co-ordinate policy

between communities and introduce
common quality criteria
Pays Cathare
Sizeable area with strong historic

and cultural heritage
Comprehensive scheme to introduce

quality criteria to all sectors within a
common destination branding
FIN Pohjois-Karjala
Sizeable region with traditional

tourism based on lakes and forests
Quality training and branding

initiatives based on Karelian culture
and forest experiences
Schsische Schweiz
Attractive sandstone uplands popular

for breaks and short visits
Integrated strategy to rationalise

development and improve services
NL
Schouwen West
Island with considerable development

of caravan and camping sites on farms
which need quality improvement
Joint initiative between operators

and local authority to re-plan the area
and improve quality
GR
Sitia
Attractive rural district close to

established coastal tourism areas
seeking to strengthen rural economy
Marketing led programme based on

heritage routes and packages
IS
Skaftrhreppur
Small remote district in unique

environment receiving mainly
transit tourism
Strategy to strengthen tourism based

on environmental quality
UK
Trossachs
Popular mountain and lake area

with heavy day visiting from nearby
population centres.
Integrated project concentrating on

visitor management and improving
environment.
Vale do Lima
Upland area with traditional villages

and architecture, with developing
rural tourism
Initiative to develop quality branded

accommodation in conjunction with
development of wider amenities
Vallonbruk
Former industrial heritage area across

a number of small rural communities,
with mainly day visits
Joint project co-ordinating

communities and local initiatives, to
strengthen appeal of areas tourism
based on heritage
Vosges du Nord
Regional Nature Park receiving

many day and short stay visits
Strong management strategy to

consolidate quality of amenities
through joint schemes
Rural tourism in
Europe and IQM
20
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Chapter 3
Working together
to a strategy
At the outset, it is worth drawing attention

to some key principles about getting the
process going.
An open forum meeting where all the

interested parties can bring their
concerns forward can be a good way of
identifying key issues, creating
partnerships and encouraging a sense of
ownership. This approach was
particularly successful in Schsische
Schweiz (D).
Everyone should recognise that IQM is for
the long term, not a one-off initiative,
requiring commitment to evaluation and
monitoring as a built in process. Changes
should be given time.
The process should not be insular.
Although most changes will need to be
made internally in the destination, many
players outside the area, such as
national tourist boards, industry sector
groupings and tour operators, have an
important role to play in the way quality
is assessed and communicated. They
should be consulted and involved.
Every effort should be made to make the
process comprehensive, addressing all
the components set out in this document
over time. Most of the case studies failed
in this regard. For example, some were
good at setting standards but poor at
monitoring; others paid particular
attention to accommodation but not to
the environment. A quality destination
should not be let down by any element
of its product or management.
Leadership and partnership

Unlike cities and coastal resorts, rural
tourism destinations can vary considerably
in nature and size and the range of
organisations involved in tourism. Some may
be individual communities, others sizeable
regions. Some may have strong local
authorities able to take a lead while others
may be split into many small municipalities.
In some areas the private sector may be
well coordinated, in others not at all.
Most of the case studies have established
an effective structure for quality
management in rural tourism. Success has
required: picking the right area to begin
with; finding an organisation to take the
lead; co-ordinating local businesses;
involving the wider community; and keeping
everyone informed.
Selecting the right area

Areas which already have a strong identity
have found it much easier to encourage
people to work together to pursue quality
management. Where possible the
destination should:
correspond with an administrative area

such as a local authority district or
National Park, so making management
and political back-up far easier; or
have a natural coherence and identity,
recognisable to visitors as well as local
people, possibly through an historic
linkage or natural physical boundary.
Ideally, the destination should meet both

of these requirements.
It is easier to coordinate
action in areas with a well
established identity such as
the Trossachs
22
TOWARDS
Size is also important. It was found that

working with small communities, such as
individual villages, was effective in terms of
involving local people and improving local
amenities. However, such initiatives needed
to be within the umbrella of a larger area in
terms of marketing and availability of
resources.
An example is Skaftrhreppur (IS) whose

small size (600 people) with just a single
district council helped it to galvanise many
different kinds of people in the community
to work towards quality and environmental
improvement. However, it is seeking to join
with neighbouring districts to strengthen
destination marketing and bring in more
funding.
Having an organisation to take the lead

All the case study destinations have
organisations providing leadership in tourism
management. However, their make up varies
from place to place. They include individual
local authorities; groups of municipalities
working together; protected area
authorities; tourism associations with public
and private sector members; development
agencies; and bodies specially created to
manage tourism and increase quality.
Examples include the following.
A new partnership for tourism in Lungau

(A), the coming together of a group of 14
small municipalities within the area to
create a stronger single tourism
organisation.
An independent tourism association for
Schsische Schweiz (D), which
represents the regional authority and has
50% private members and 50% public
sector members.
A Rural Tourism Office as part of the
development organisation for Sitia (GR),
which coordinates 36 communities in the
area and administers LEADER and other
development funding.
SYCOPARC, a regrouping of local and
regional authorities within the Vosges du
Nord (F) regional nature park. It is also
the regional development organisation
and has formed its own tourism
association for the park.
In Ballyhoura (IRL), a Rural Tourism
Cooperative, with 280 members from
small businesses and the local
communities, closely integrated with the
Ballyhoura Developent Agency.
Having a small
working team can be
a strength, as in the
Vosges du Nord
In a few cases, including the Trossachs

(UK) and Schouwen West (NL), a joint
project bringing together public agencies
and private interests has been established
to tackle environmental and quality issues.
A number have twin bodies providing
leadership, one responsible for development
and funding and the other for marketing and
private sector coordination. This kind of
arrangement has worked well.
Rural development agencies have played
a strong role in a number of the case
studies. Some were established to
administer LEADER programmes, others were
already in place. All have been good at
forming partnerships with a variety of
agencies and private sector enterprises, and
have gone on to raise financial resources for
quality improvement from different sources.
Whatever form the leadership
organisation takes, the following have been
key factors for success.
Full participation by the local

authority(s), including links to all the
relevant departments such as
environmental management, planning
and transport.
Secure funding over a reasonable time
period.
Links with regional and national tourist
boards to gain support and expertise and
avoid duplicating action.
Strong representation of the local
tourism industry.
Recognition within the wider community.
A small working team, committed to
quality. In the case studies, the driving
force of one key individual was often the
key to success. It is important that this
becomes a long lasting commitment
shared by all.
A visible office,
central to the area,
can help
23
Chapter 3
Involving the wider community
Working together
to a strategy
There are three main reasons why the wider

community should be integrated in the
quality management of the destination for
tourism:
The representative of
caravan site owners
has played a key role
in Schouwen West
Involving tourism businesses

A very important requirement of IQM is to
have a partnership structure that helps local
tourism businesses relate to each other and
to the destination as a whole, thereby
motivating them to work together on
quality. The case studies have achieved this
in three ways, as follows:
Having a tourism association for the

whole area, with members from a wide
range of enterprises, which is part of, or
works alongside, the leadership
organisation.
Working with local trade bodies or groups
representing particular sectors, such as
agrotourism or caravan parks. These may
be independent or branches of a national
or regional organisation. In Schouwen
West (NL) the local branch of the
Netherlands caravan site body has been a
key player.
Establishing special working groups on
quality see below.
There is a special role here for

community groups such as historical
societies or village groups which are usually
a strong feature of rural areas.
In the case studies, these objectives
have been met in a number of ways.
Success has depended on:
24
TOWARDS
holding regular meetings with

enterprises, which are not too general
but encourage turnout by focusing on
topics known to be of interest;
peer pressure - targeting key enterprises
which are known to be respected by
others;
personality - working with
representatives who are personally
committed and good at communicating
to other businesses;
personal involvement of the destination
manager in the work of private sector
groups.
to keep local people informed about the

important role of tourism and to seek
feedback on issues and problems;
to encourage participation from a wider
range of organisations and enterprises
whose actions may contribute to the
visitor experience and tourism
development and management;
to encourage local people to become
involved in enhancing the environment
and the quality of the visitor experience.
Broadening the membership of

representative bodies. In
Skaftrhreppur (IS), one third of the
members of the tourism association are
not directly involved in tourism. They
include personnel from the local bank,
post office, filling station and shop, all
of which have been involved in improving
services to visitors.
Building relationships with individual
enterprises or organisations. In
Schsische Schweiz (D), the local
Sparkasse bank has played a leading role,
funding investment and sponsoring
various tourism management initiatives.
Having open meetings in the destination.
This has been a feature in a number of
case studies. They are better attended if
they cover specific issues of interest.
More formal structures. In Ballyhoura
(IRL) there is a formal community
consultative committee of 50 members
with representatives from each village
and various local societies.
Providers of local
services in
Skaftrhreppur are
involved in the
tourism association
Local school children helping to restore woodland in the Trossachs
Establishing working groups on quality

One approach to involving tourism
enterprises and local organisations in
initiatives to improve quality in a
destination is to set up working groups.
Such groups can be formed around sectors
(such as agrotourism), themes (such as
promotion) and locations (separate groups
for individual communities or local areas).
They can be quite small and focused, or
larger and more inclusive depending on the
task in hand. This has proved a particularly
successful approach in a number of case
studies, leading to a lot of mutual support
and exchange of ideas between
participants.
In Vallonbruk (S), three small steering
groups are working on quality improvements
in marketing, education services and
signposting. Four larger networking groups
have been established for inns and manor
houses, restaurants, local heritage societies
and tour guides, to encourage people in
these sectors to share experiences and work
together.
Maintaining good internal

communication
All the above structures are important for
good communication within a destination.
This can be helped, however, by additional
communication techniques.
Newsletters informing enterprises and

the wider community about issues and
initiatives. These have proved very
valuable in many case studies. An
example is the Lettre du Pays
Cathare which is published three or
four times a year.
Maintaining a close relationship with
local press and media organisations.
Most of the case studies have been
energetic in this area with very
positive results.
Organising one-off activities and
gatherings to bring people together
in addition to regular working
structures.
A study tour to France for
participants in the quality initiative
in Basilicata (I) proved a very
successful way of increasing confidence
and cementing relationships within the
group.
Newsletters are a
traditional form of
internal communication
but still effective
25
Chapter 3
Strategy
Working together
to a strategy
Conserving historic
and natural heritage
and increasing quality
for visitors are
mutually reinforcing
objectives
A clear strategy is a major factor in

achieving quality management objectives.
It serves to focus attention on priorities,
coordinate action between the players,
raise the profile of tourism issues and
political awareness of them, and act as a
persuasive tool in seeking support and
funding.
In integrated quality management,

creating satisfied visitors is a driving force
to achieving economic, social and
environmental objectives. A strategy based
on this approach should focus on products
and action which at the same time:
The tourism strategy for a destination

needs to identify aims and objectives,
clarify the role and importance of quality
management, be based on a clear
understanding of resources and markets,
involve wide consultation, and be
stimulating, understandable and widely
read.
In rural areas there are numerous

examples of where such synergy can exist,
such as restoring buildings to provide
authentic accommodation; using local
produce; promoting walking holidays .... all
these and many more are covered in the
next chapter.
Balancing the aims and objectives
Typically, objectives expressed in the

case studies strategies that have a bearing
on quality have related to:
All the case studies have been working to

some kind of strategy. Although varying in
emphasis and scope, their objectives have
been notably similar. All have contained
both environmental and economic aims, and
in most cases these are interlinked and seen
as mutually supporting, with a sound
environment being seen as a basis for
successful and sustainable tourism, and
tourism income as a force for environmental
improvement.
Objectives may include

reducing visitor
concentrations at
certain times of year
26
TOWARDS
meet visitors needs;

bring environmental benefits; and
strengthen the local economy and
society.
increasing visitors length of stay and

level of spend, without necessarily
increasing overall numbers;
increasing levels of tourism away from
the main peak period;
improving the image of the destination
and its communication;
stimulating more repeat visits and
recommendations to others;
improving the quality of existing tourism
facilities and amenities;
providing people with more attractions
and recreation activities;
reducing visitor pressure on sensitive
environments, and increasing
environmental understanding;
assisting the traditional agricultural
economy through tourism;
providing visitors with an authentic
experience of heritage, the rural life and
traditions of the area;
improving co-operation and partnership
within and outside the destination.
Relating the strategy to integrated

quality management
Only two of the case studies, Pays Cathare
(F) and Montana de Navarra (E), have
specifically linked their tourism strategy to
an integrated quality management
approach, and in the latter it is in its very
early stages. They have been pursuing a
programme of comprehensive quality
charters based on initial resource and
market assessment.
Assessing resources and markets

The tourism strategy should be based on a
careful assessment of resources and
markets. There has been some debate in the
field of sustainable rural tourism between
the following approaches:
In some other case studies, specific

quality initiatives are being pursued within,
but not necessarily enveloping, the overall
approach to tourism. In Pohjois-Karjala
(FIN), training initiatives and quality
labelling have been based on quality
management concepts. In Schouwen West
(NL) and the Trossachs (UK) the case
studies centre on a comprehensive
approach to improving quality from an
environmental perspective. Others such as
Basilicata (I), Bregenzerwald (A), Vale do
Lima (P) and Sitia (GR) have pursued
quality initiatives focused on specific
product offers.
In most of the case studies the
development and implementation of the
tourism strategy has embraced many
aspects of quality management, implicitly
but not explicitly. In their work they
frequently refer to quality. However, they
tend to treat this as a condition to be
achieved rather than as a process to enable
objectives to be met. It is important that a
tourism strategy should:
relate the pursuit of quality to economic

or environmental objectives rather than
an abstract condition in its own right;
emphasise the importance of quality
management processes, such as setting
standards and customer feedback.
deciding what kind of tourism is best

suited to the resources and environment
of the area and then seeking markets
that will respond to them;
identifying potential markets and then
developing or modifying resources to
meet their needs.
Selection of market
segments should be
based on a knowledge
of markets, needs
and resources
In most cases a combined approach is

required, matching both resources and
realistic potential markets together to meet
strategic objectives.
Integrated quality management involves
obtaining careful feedback from visitors,
businesses, local people, and environmental
conditions as described in Chapter 5. This
should form an important basis for the
strategy.
The assessment process, largely followed
by the case studies, should identify:
who the visitors are and might be, and

their needs;
the current tourism resources and how
they might be improved;
the social and environmental constraints
of the area; and
the economic needs of the area that can
be addressed through tourism.
A helpful approach, too little used by the

case studies, is to break existing and
potential markets down into segments and
to consider their particular requirements
and how to communicate with them. Some
segments were identified in Chapter 2.
27
Chapter 3
Including measurable targets

Quality management is a cyclical
process. Objectives set in the strategy
should be able to be implemented and
should relate to output targets that can
be measured. These could be qualitative
as well as quantitative targets. This
appears to be a weakness of some of the
strategies in the case studies. Pays
Cathare (F) is an example of a
destination where clear targets have
been set which relate to quality
objectives.
Developing linked action plans

A strategy should be about setting
strategic objectives. These can then be
linked to action plans, but this may be
best undertaken as a separate process,
to enable flexibility and to avoid the
strategy itself becoming swamped by
detail. Ballyhoura (IRL) has developed an
interesting action model that is applied
as a process to many quality initiatives.
It is a staged system involving conceiving
an initiative based on market feedback;
bringing relevant players together;
bringing in any necessary external
expertise; piloting the initiative; and if
successful implementing it and then
undertaking monitoring.
Seeing the strategy as a dynamic

process
A strategy document should not be seen
as the end of the process. The strategy
should be treated as a living entity that
is regularly updated. This has been a
success factor in many case studies. For
example taking stock meetings have
been held in the Trossachs (UK) and a
number of workshops have been held on
the strategy in Schsische Schweiz (D)
since it was first published.
Working together
to a strategy
Highland cattle in the Vosges du Nord reflect the integrated

strategy, benefiting land management, a visitor event and a
food initiative
Agreeing and drafting the strategy

Some success factors to bear in mind when
developing strategies relating to quality
management are as follows.
Integrating the tourism strategy with

other sectors
There is a close association between the
needs of tourism, agriculture, rural
development and environmental
protection. The tourism strategy should
be developed in parallel with wider
planning and development strategies and
environmental policies (such as those
stemming from Local Agenda 21). A good
example is the Vosges du Nord (F) where
the tourism strategy is contained within
the comprehensive Charter for the Park
and imaginative practical initiatives
relate tourism and land management.
Undertaking extensive consultation

In many of the case study areas, the
strategy was developed over time by a
series of working parties. In most cases
this was a longer process than
anticipated, but this was seen as a factor
for ultimate success.
Being visionary, clear and stimulating

The question of style is very important.
A strategy which places an emphasis on
quality management should set a clear
vision for what the destination is
expected to be like in the future. The
style of expression should also be
confident, direct and speak for all
participants that the strategy represents.
An example is the Leitbild for Schsische
Schweiz (D) that sets out a picture for
the area rather than a detailed plan. It is
written in the first person (we), which
gives a strong feeling of agreement and
commitment, and contains striking
illustrations of people and landscapes
which set the tone.
Local people should be

consulted on strategy
The tourism strategy

for Schsische Schweiz
conveys a shared vision
in words and pictures
28
TOWARDS
Delivering a quality rural tourism

experience
This chapter looks at the different products and services offered by a
destination which influence the total visitor experience. It identifies
some of the priorities and actions that a rural destination should bear in
mind when pursuing an integrated quality management approach.

Integrated quality management is about
an approach to marketing that is very
customer focused, while taking account
of other important concerns (see the
objectives of IQM in Chapter 1). It is
about understanding potential
visitors; putting across an accurate
image of the destination to them;
making it easy for them to respond;
and building up an ongoing dialogue
with them so that they become loyal
repeat visitors.
Prestigious guide
books and CDs can put
over quality images
Promoting the quality

scheme to journalists
in Pohjois-Karjala
Understanding the market

Success in marketing depends on
understanding as much as possible about the
kinds of people who are and might be
attracted to an area. Some case studies
have used visitor surveys and discussion
groups for this purpose. This process, which
is central to IQM, is discussed in Chapter 5.
Communicating an accurate quality

image and identity
Communication should not only be about
putting across an image of a destination
that attracts people but also one that is
accurate, so that reality meets or exceeds
expectations. The case studies have been
careful about the messages contained in
their promotions. There have even been
some instances of playing down the image.
In Skaftrhreppur (IS) for example the
message stressed is that the destination is
improving rather than being perfect,
inviting people to come and see.
29
Chapter 4
Delivering a quality
rural tourism
experience
Projecting an initial positive image on envelopes and postmarks
Communication methods used should be

of a kind that allow the quality of the area
to be fully described and any creative
initiatives given proper coverage. Case
studies have had good success with the
following.
Reservation services
need to be actively
promoted in rural
areas
Press and TV coverage, often generated

by careful hosting of journalists visits.
Entries obtained in quality travel
guidebooks.
Effective print items produced with
careful attention to detail and evocative
yet accurate images. In Pays Cathare (F)
there is a family of print detailing the
products covered by the quality charter,
and descriptive text is certified by the
Centre National dEtudes Cathares.
Basilicata (I) has produced a very
attractive guidebook and CD-ROM to
create the right image for its heritage
trails.
Developing websites. There are many
quality advantages to communication via
the Internet. Provided websites are
properly maintained, they allow full,
accurate and up-to-date details of
product offers to be presented at low
cost. Success has depended partly on
getting the right key words in search
engines, linked to market interests. The
Ballyhoura (IRL) site has been accessed
via Ireland+walking and is now the
major source of new enquiries.
Having established a quality image,

destinations can cement this through
branding techniques such as the selective
use of logos and slogans. These are of
greater value and validity if linked to
quality standards, as discussed in Chapter 5.
Promoting imaginative
programmes to groups
is a way of delivering
quality in many rural
areas
30
TOWARDS
Rationalising marketing activity,

combining resources between small
municipalities and private sector groups into
one overall campaign, can be a major way
of improving the quality of communication.
In Lungau (A) the local communities agreed
to pool their efforts behind one campaign
for the area. In Montana de Navarra (E) a
rural tourism guide brings together the
product of various sector groups (rural
hotels association, rural houses, camping
etc.).
Providing reservation services

The scattered nature of the product in rural
areas can make it hard for potential visitors
to make reservations. Small family
businesses may not have phones that are
constantly manned.
In many of the case studies, groups of
enterprises operate a referral system
between themselves so that an initial
enquiry is not lost. Some have gone further,
establishing a reservation service. In
Schsische Schweiz (D) an independent
organisation TOURBU was established by the
tourism association to handle
accommodation bookings based on a flexible
allocation of rooms supplied by enterprises.
In Vallonbruk (S), enterprises were
concerned that participation in central
reservation might lead to loss of control.
Therefore initially a free service was set up
simply for group bookings; this has proved
popular and so is being developed.
A difficulty with central reservation
systems for small rural enterprises is getting
proprietors to provide regularly updated
information on availability. This may be
overcome in time through more widespread
use of computer links.
Providing services to groups and the

travel trade
Monitoring the effectiveness of

marketing
The wide variety of heritage themes, small

attractions and events in rural areas means
that there is considerable potential to
provide a quality product through bringing
together these experiences in inclusive
packages. Six of the case studies have had
considerable success in compiling and
promoting such packages for groups.
Markets include educational and special
interest groups; walking clubs; corporate
and incentive business; and general groups
seeking to have a special experience of
rural life. Themes have tended to reflect
the intrinsic qualities of the area in
question, such as forest activities in
Pohjois-Karjala (FIN), industrial heritage in
Vallonbruk (S), and agriculture in
Ballyhoura (IRL).
It is important to obtain regular feedback

from visitors about what influenced their
visit. Likewise enterprises should keep a
check on sources of business. A number of
the case studies include relevant questions
in visitor surveys; this is covered further in
Chapter 5.
Success has depended on maintaining

good contact with tour operators and group
organisers, through perseverance in
promotion and providing a reliable quality
of ground handling service. Often actual
programmes delivered have been tailored to
match the requirements of the client
groups.
Using larger quality networks

Rural destinations often have restricted
budgets and limited time to spend on
developing their own promotional
campaigns. They can find it more effective
to participate in regional, national or
European campaigns that promote quality
rural experiences. For example:
Maintaining contact with visitors
The total visitor experience of a destination

includes coming home with fond memories
and being reminded of them at later stages.
Visitors should be kept informed of events
and offers at the destination should they
wish to revisit. This can be achieved by
maintaining a database of past visitors.
Many of the case studies do keep in
touch in this way. Individual enterprises are
often encouraged to maintain contact
themselves, perhaps by sending Christmas
cards. Print items can be used effectively in
such follow up work. Schsische Schweiz
(D) use a magazine containing articles on
issues and happenings in the area, which
also includes a letters page.
Lungau (A) is participating with

Salzburg region in various targeted
campaigns linked to quality, including
the imaginative Benglebande promotion
aimed directly at children;
Ballyhoura (IRL) found that it was
essential for market penetration, at least
initially, to be part of the national Irish
Country Holidays branded campaign for
destinations offering community based
rural tourism experiences;
in Vale do Lima (P), the quality
accommodation initiative Solares de
Portugal has created a Europe of
Traditions brand with similar products
in four other countries.
Magazines sent to
past visitors
strengthen
recollection and
loyalty
National sector marketing schemes, for

example for agrotourism, are often the
most effective way of generating business
for individual enterprises which reach the
quality standards required.
Case studies have found that promoting
packages to groups and individual tour
operators is time consuming and costly.
There is scope for encouraging more tour
operators to become proactive across
Europe in promoting integrated rural holiday
opportunities.
In Ireland 13
destinations are
promoted together in
one brand
31
Chapter 4
rural tourism
experience
Welcome, orientation and

information
Making visitors feel at home in a destination
and ensuring that they are aware of all the
opportunities on offer, is a major factor in
delivering a quality experience. It is central
to meeting strategic objectives such as
increasing length of stay, spending per head
and the likelihood of a return visit, and can
be important in getting over environmental
messages and in visitor management.
A quality management approach involves
placing oneself in the position of visitors
and thinking about all the messages they
will receive during their stay. The right
information must be provided where and
when it is needed. The approach also seeks
to involve enterprises and the wider
community in the process, and to ensure
that all the information delivered is
mutually reinforcing and not conflicting.
Care should be taken to consider the
specific information requirements of
different kinds of visitor, especially those
with disabilities.
Gifts of local wine and

confectionery await
visitors in Sitia
Encouraging hosts to
talk and listen to
visitors is a key to
quality management in
Ballyhoura
32
TOWARDS
Ensuring a welcome and orientation

by hosts
A visitors first impression of a destination is
critical to his subsequent response. It is a
time when reality starts to be compared
with expectation. It also a very important
time to influence the pattern of the visit.
Hosts in accommodation establishments
have a major role to play here. Warmth of
welcome is clearly important. Hosts are also
in an excellent position to advise visitors on
what to do, getting a feel from them of
their needs and interests. They can supply
packs of literature for use and reference.
In Ballyhoura (IRL) hosts have been
trained in receiving visitors using role play,
learning how to judge the level of
information and involvement they want.
They have been provided with templates for
preparing visitor information packs,
covering details on what one can do actually
on the hosts property (eg looking at the
farm);details of the immediate village or
community (where to walk, shops etc.); and
then suggested excursions.
The point of welcome is an appropriate
time for the provision of added extras,
exceeding customer expectations. In Sitia
(GR), visitors on group packages are
provided with special gifts of local wine and
food.
Encouraging responsible behaviour

among visitors
One purpose of providing information should
be not only to enable visitors to get more
from their stay but also to ensure that they
understand the intrinsic qualities and
sensitivities of the area. Carefully worded
and presented information for visitors on
the local heritage, environment and
community life should help to reduce
negative impacts from tourism. Some
examples from the case studies about
involving visitors with environmental issues
are given at the end of Chapter 4.
Very simple messages in the right place can be effective at

influencing visitors
Providing effective print,

well distributed
Once visitors have arrived in a destination,
information material needs to have an
emphasis on practical usability rather than
projecting images. Quality is about
effectiveness and value to the visitor rather
than about appearance. Effective
distribution within the destination is critical
to success. Examples of good practice from
the case studies include:
having a family of literature, extensively

displayed at all the main sites (Pays
Cathare (F));
having a focal piece of print, map based
and showing all main facilities, as a key
orientation tool which is well used and
recognised by everyone in the
destination (Trossachs Trail print);
having a very simple news sheet,
changed weekly, listing events during the
week, and handed to visitors for
immediate impact (Skaftrhreppur (IS)).
It is very important to get feedback from

visitors as well as from the people handling
print, such as information centre staff,
about its practical value.
Improving the impact of information

centres
Tourist information centres provide an
essential link between visitors and a
destination. For many people they are in
fact the public face of the destination,
where visitors can have a dialogue with its
representatives. The role they play is
critical to the quality projected.
Providing a focal attraction to encourage

usage. In the Trossachs (UK), a new high
quality orientation centre has been
developed, with a themed exhibition to
act as a draw.
Rationalising existing provision. In
Schsische Schweiz (D), local
communities have cooperated with
German Railways to provide a
strategically located centre open 7 days
per week.
Expanding services and profit centres.
In Ballyhoura (IRL), catering and
retailing offer additional customer
facilities and profit centres. The centre
also houses the development agency and
business advisory service, making it a
focal point for tourism enterprises in this
scattered rural area.
The Trossachs
Discovery Centre is
strategically placed
to orientate visitors
In some areas informal information

points have been provided within more
isolated communities, using existing
facilities such as craft shops.
Improving service quality in information
centres through staff training and
certification is common in many of the
areas. Some have concentrated on
increasing product knowledge through study
visits. A good example is the Ticket
Dcouverte project in the Vosges du Nord
(F), involving a regular series of visits and
discussion meetings, and including people
from tourism enterprises as well.
Some of the case studies have improved

the quality and impact of their information
centres, in the following ways.
33
Chapter 4
Accommodation
rural tourism
experience
A place to stay that meets or exceeds

expectations is very important to the
quality of a visitors experience of a
destination. Market trends and the evidence
from the case studies suggest that visitors
to rural areas are looking for:
Pays Cathare has

developed a logical
system of signing
settlements and
attractions using the
destination brand
label
Developing a signposting system

Poor signposting is one of the main
complaints from visitors to rural areas, and
this is reflected in feedback obtained by the
case studies. A problem is that the
signposting authority is not always an active
partner in the tourism body. A quality
approach involves looking at signposting in a
systematic way, assessing all the messages
that a visitor needs, and is getting, from
signing as he travels around the area.
Pays Cathare (F) provides a good
example of an integrated system: each
historic settlement has a sequence of
advance signing carrying the destination
logo, leading to car parks with information
and onward pedestrian signing to
attractions. In Vallonbruk (S), a special
signposting working party is developing a
similar logical system.
Keeping abreast of I.T. opportunities

Use of new technology for information
delivery within a destination is still in its
infancy in most rural areas, including the
case studies. Whereas information centres
may be using computerised databases, wider
applications for direct use by the public are
as yet uncommon. However, it will become
increasingly important for rural destinations
to be able to match customer expectations
by keeping abreast of rapid developments in
this field.
34
TOWARDS
a wide range of types of accommodation,

from country house hotels to camp sites,
within broad price ranges;
within each type, an expected degree of
comfort and level of facilities which has
been steadily increasing;
by preference, accommodation in an
attractive setting and buildings which
reflect the authentic rural heritage of
the area in design and decor.
This last point is in line with

environmental objectives, which favour
accommodation which is not intrusive and
brings a commercial return to the
restoration of old buildings. The siting of
new accommodation in locations of great
landscape beauty or wildlife significance has
in the past caused problems that many
areas are trying to rectify. Economic
objectives favour local ownership and
enterprises well integrated within local
communities.
Keeping a check on new development

Some of the case studies have policies to
restrict new development thereby increasing
the viability of existing accommodation and
its chance of delivering quality. Such a
policy can also have environmental benefits.
This has been successful in Schsische
Schweiz (D), where the tourism strategy
discourages new hotel development but
favours conversions of existing buildings for
accommodation.
In some areas, assistance has been given
with design and decor, for example by
providing architectural services, to ensure
that authentic local styles and materials are
used.
Market trends point to a desire for authentic accommodation in rural areas
Identifying and providing different

quality standards
Visitors are looking for accurate information
to guide their choice of accommodation. In
most of the case studies, accommodation
quality is identified and maintained through
national accommodation grading and
inspection schemes. These schemes vary
considerably from country to country. In
some, basic inspection and registration is
compulsory. Where it is voluntary, the take
up in rural areas varies, from being
widespread and effective, as in the UK, to
being little taken up. Some countries, such
as Iceland, have no national accommodation
inspection.
In rural areas, national membership
organisations or agencies for different
accommodation sectors, such as agrotourism
and caravan and camping sites, play an
extremely important role in promoting and
identifying quality. This is true in the case
studies and is discussed further in the next
chapter. It is important to encourage
maximum participation in these
accommodation quality schemes.
National accommodation inspection and
grading schemes are particularly valuable in
ensuring that minimum standards, such as
hygiene and cleanliness, are adhered to,
and in identifying the level of facilities and
services provided, through a grading system.

In a number of the case studies this has
been built on locally through encouraging
accommodation operators to meet higher
levels of service, reflect the special
character of the destination or provided
additional experiences.
In Ballyhoura (IRL), additional rural

experiences in agrotourism
accommodation, such as a personal tour
of the farm or an opportunity to bake
bread, have been provided.
In Vosges du Nord (F), Gtes Panda are a
special kind of rural self-catering
accommodation that has to fulfil certain
environmental standards. The label is
granted by the WWF in conjunction with
the French Federation of Regional Nature
Parks and Gtes de France. Gtes Panda
provide guests with a box of information
and instruments for discovering nature.
In Pays Cathare (F), the local quality
charter for rural accommodation covers
aspects such as external appearance;
interior decor (giving a local flavour but
not false rusticity); nature of personal
welcome; little extras in bedrooms and
bathrooms; and a display case of Pays
Cathare produce.
Rural character and

external appearance
are part of the
quality check in
Pays Cathare
Equipment to discover
nature is an addedextra in a Gte Panda
35
Chapter 4
rural tourism
experience
Community halls add

to the range of
accommodation
offered in
Skaftrhreppur
Pursuing quality needs and

opportunities in different
accommodation types
Rural areas should maintain a wide range of
types and price of accommodation to meet
the varying needs of different kinds of
visitor, but seek to deliver quality in each
sector and price range. Some of the issues
particular to each sector, arising from the
case studies, are identified below.
Agrotourism. Visitors using agrotourism are
looking for a warm welcome and rural
character and atmosphere, but also
increasing standards of comfort. Some case
studies are seeking to provide extra levels
of service and rural experiences in this
sector (see above). National agrotourism
organisations, such as Gtes de France, play
an important role in setting and checking
standards in many countries, and have been
involved in a number of the case studies.
Camping/caravan sites. The need to
improve facilities, design and environmental
impact is often an issue in this sector. A
creative approach to this has been adopted
in Schouwen West (NL), where
caravan/camping organisations have played
a strong role.
Authentic furnishing is
part of the quality
offered in the manor
houses of Vale do Lima
36
TOWARDS
Country houses/manors. This form of

accommodation can provide a high quality
rural experience. The opportunities are well
demonstrated by the case study in Vale do
Lima (P), combining personal service from
individual hosts with the beautifully
conserved buildings. Many case studies have
reported strong demand for high quality

characterful self-catering accommodation.
Rural hotels. There are various examples of
national, regional and local network groups
and co-operatives of rural hotels, which
have developed their own quality standards.
In Montana de Navarra (E) the Rural Hotels
Association requires all its members to have
under 25 rooms, an attractive environment,
use traditional architecture and promote
customer satisfaction. It has a three tier
quality grading system with a standard price
charged within each level. The quality of
bedrooms and of cuisine are also graded
separately.
Village co-operatives. The concept of
clusters of accommodation within villages,
offering common standards and sometimes
run as a cooperative, has been pursued in
certain countries. There are examples of
such initiatives in Sitia (GR) and Vale do
Lima (P). Agreement on the level of
standards to provide and on the relationship
to the rest of the village, in terms of
facilities and other visitor experiences, are
important issues.
Hostels and simple accommodation. Rural
areas should provide simple accommodation
for people travelling on a low budget.
Provision and quality standards are partly
catered for by the member organisations of
the International Youth Hostels Association.
There may be opportunities for additional
local accommodation to be coordinated at a
destination level. In Skaftrhreppur (IS) the
school, community halls and mountain huts
are used to provide such accommodation,
with bookings handled through the district
council.

Enjoyment of speciality local food and
handicrafts can provide a special experience
for visitors in rural areas. Through them,
local destinations can demonstrate their
special qualities and distinctiveness.
Evidence from the case studies confirms
that visitors are interested not only in the
overall quality of food and catering but
increasingly in trying local specialities. In
some areas, such as the Trossachs (UK), it
was found that quality and distinctiveness
of food had been a particular weakness
noted by visitors and initiatives have been
taken to rectify this.
The Bregenzerwald
Cheese Route
pursues integrated
quality linking
tourism and
agriculture
Increasing the quality of local produce

Increasing the purchase of local foods
and handicrafts by visitors and indirectly by
tourism enterprises can considerably
strengthen the proportion of tourism
spending retained within the local economy
and support traditional rural trades. In
particular, supporting local agriculture
through promoting local food and
gastronomy has been an important objective
of many case studies. Some have recognised
that this can improve quality in a more
integrated way, stimulating farmers to
maintain traditional practices and
landscapes, such as orchards, vineyards and
dairy pastures, thereby bringing
environmental benefits and maintaining the
kinds of landscape that visitors come to
expect and enjoy.
In Bregenzerwald (A), cheese has been
used as a main theme of the tourism offer.
A Cheese Route has been created,
involving farms, dairies, small factories,
sales outlets and restaurants, with agreed
quality standards and a joint marketing
campaign linked to the destination.
A number of the case studies have worked

directly on improving quality of local
produce, with three main components.
Creating specialist network groups.

Food and craft producers (either
separately or mixed) have been brought
together as a group. Some are specialist
groups dealing with one product, such as
the cheese producers in Bregenzerwald
(A) and beef producers in Schsische
Schweiz (D).
Quality chains, audits and training.
In Montana de Navarra (E) external
quality consultants have looked at each
stage in the production process and
advised on quality improvements. In Pays
Cathare (F) attention has been paid to
quality at each stage in the chain of
supply from farmer to producer to
retailer or restaurateur, concentrating on
specific local foods such as bread, pork
and lamb, subsequently promoted to
visitors as quality specialities.
Quality or Local labels. Labels have
been applied either to individual
products, such as the special bread Pain
du Pays Cathare, or to products of the
network group as a whole. In some areas,
the label has reflected not so much a
quality process as the origin of
materials. For example, the Naturally
Lungau label is given to a whole range
of enterprises who sell or use organic
produce and materials made or grown in
Lungau (A).
Promoting the
guaranteed quality
of Pays Cathare lamb
37
Chapter 4
Increasing opportunities for visitors to

purchase local produce
rural tourism
experience
Using local produce to enhance the visitor

experience and boost the local economy
will only be successful if effective and
creative ways are found to promote
purchasing opportunities to visitors.
Examples include:
Local produce on sale

in a Bregenzerwald
hotel
Distribution and point of sale promotion.

In Bregenzerwald (A) farm kiosks are
provided and stocked in accommodation
establishments.
Promotional events. In Montana de
Navarra (E) specially promoted local
fairs have provided a major sales outlet
for producers as well as an enjoyable
visitor experience.
Visit opportunities and trails.
Opportunities to visit producers and
make purchases at the gate and
sometimes view production, provide a
valuable experience. This is a feature of
the Bregenzerwald Cheese Route.
Encouraging restaurants to reflect the

traditional gastronomy
At least half the case studies have pursued
such initiatives. Some components of the
approach have included:
Menu cards and

explanatory leaflets
for use by restaurants
in the Schsische
Schweiz beef scheme
network groups of restaurateurs agreeing

quality criteria and working up recipes;
training programmes for chefs and
waiters, not only on preparing dishes but
also on how to describe them to visitors;
gastronomic events and competitions,
such as the prestigious Aude Gourmande
in Pays Cathare (F);
identification of participating restaurants
in print and publicity;
special identification through labels,
leaflets, menu cards and tableware in
the restaurants, as in Pohjois-Karjala
(FIN) and Schsische Schweiz (D).
Many areas have found it helpful to

concentrate initially on a few dishes on
which the reputation of the area can be
founded, and then to extend the repertoire.
38
TOWARDS
Many types of attraction can provide visitors with a rural

experience but attention to quality is important

It is important to avoid uniformity of
attractions and events - people travel to
enjoy new experiences.
Feedback from visitors indicates an
interest in places to visit and things to do
which provide a flavour of the area, its
rural qualities and its heritage, and which
are entertaining as well as educational.
They want good information to make a
choice, but also value an element of
surprise.
Small scale attractions and events which
involve the local community can be
beneficial in terms of economic and social
objectives, as well as providing an intimacy
enjoyed by visitors. However, in many rural
areas there is also a place for significant
attractions that include the latest
interpretation techniques provided they are
viable, authentic and do not damage the
environment or devalue the local heritage.
Providing sufficient attractions to

retain visitor interest
The quality of a destination partly depends
on having attractions and events that meet
visitors expectations and ensure that they
are well occupied. Many rural areas suffer
from a lack of wet-weather attractions.
Strategies to encourage longer stays or
increase the length of season may point to
the need to develop more attractions and
increase opening times.
Obtaining visitor feedback is important in

making a judgement about the need for
more attractions. In Skaftrhreppur (IS),
visitor surveys indicated that people were
not stopping because there was not enough
to do. A programme of events and a small
visitor centre was established specifically to
overcome this problem.
Providing the right level of access and

quality of interpretation
The case studies have sought to deliver a
quality experience for visitors through
attractions and events, while respecting the
local environment and heritage, in the
following ways.
Concentrating on the special heritage

sites and themes of the area.
Investment of resources and time in the
case study destinations has concentrated
on special features, such as industrial
heritage in Vallonbruk (S) and castles
and abbeys in Pays Cathare (F).
Ensuring authenticity. Care has been
taken to interpret what is there, rather
than fabricate sites and themes. In
Ballyhoura (IRL) for example, access for
visitors has been negotiated with a
collection of genuine working farms.
Providing a level of interpretation
correct for the site. In many places
interpretation materials and techniques
have been designed so as not to be
intrusive. In Vosges du Nord (F) all
interpretation materials are designed to
be free standing from historic structures
and completely removable.
Using high profile themes and
interpretation techniques where
appropriate. The new Trossachs (UK)
visitor centre, which acts as focal draw
and orientation centre for the area, uses
a variety of technology-based interactive
displays.
Considering the special needs of
certain markets. A number of
attractions and events are specially
interpreted for children. In Vallonbruk
(S) a childrens visitor centre, fun walks
and childrens parties are offered. In
Lungau (A) a working group has looked
at improving the quality of the areas
appeal to children and a weekly
programme of activities has been
established.
Live link technology enables observation of wildlife at a

distance in the Trossachs
Emphasising personal guiding and

group programmes. A number of
destinations are offering a very high
quality experience through tailor made
programmes and one-to-one
interpretation, especially for groups.
There has been considerable emphasis on
professional training of guides, many of
whom are volunteers and local people.
Determining the right level of
accessibility. Sometimes limiting access
to sites can increase the quality of the
experience of those visitors who seek
them out. The unique preserved farm
buildings at Murtovaara in PohjoisKarjala (FIN), for example, require a
long journey on tracks deep into the
forest and are promoted as a special
experience to groups and a small number
of staying visitors. Nevertheless,
maximising opportunities for access by
disabled people is important.
Individual guiding can

greatly add to the
quality of the
experience
There has been little application of

formal quality controls and checking for
rural attractions. The emphasis has been on
diversity and professional interpretation.
However, some types of rural attraction
could benefit from recognised quality
criteria. In Ireland, for example, the
Working Farms of Ireland group is
establishing standards for open farms.
39
Chapter 4
Combining small attractions and

events, for quality and impact
rural tourism
experience
A typical feature of rural areas is the

presence of many small sites and
attractions, together with a range of local
events that are often uncoordinated. Their
impact on tourism and their quality, both
perceived and in reality, can be
strengthened by creating linkages.
The visitor pass in the

Vosges du Nord
provides access to a
network of attractions
Combining similar attractions

together. In Pays Cathare (F) and Vosges
du Nord (F) heritage sites, including
small historic properties and museums,
have been working as a group with
common curatorial standards and
support. Additional quality for the visitor
is provided by joint ticketing and
discounts on multiple visits.
Creating a complete programme or
festival out of a series of individual
local events. These may be traditional
village carnivals, guided walks or other
interpretative events. Often they will be
provided by village communities,
heritage societies or local enthusiasts.
Coordinating dates and providing advice
on content, arrangements and publicity
can strengthen the overall quality.
Vallonbruk (S) provides an example of a
comprehensive programme established in
this way.
Developing trails. Heritage trails and
themed routes, such as the
Bregenzerwald (A) Cheese Route,
provide a useful way of combining small
sites and events, either physically
through a specific route or conceptually.
Promoting packages. In Basilicata (I)
and Sitia (GR) the concept of heritage
trails linking small attractions has been
taken a stage further by incorporating
them in saleable packages. Some of the
attractions included are not available to
the general visitor and quality is assured
by personal guiding.
A number of rural
areas have coordinated
events programmes,
as in Vallonbruk
40
TOWARDS
While large numbers of visitors come to
rural areas to enjoy their landscape and
heritage, increasing proportions are also
seeking recreation activities, spurred partly
by a trend towards more healthy lifestyles.
Rural destinations pursuing quality should
seek the best ways of providing
opportunities for recreation which do not
damage the rural environment and help
people to experience it in fulfilling ways
through their sport.
Ensuring good safety and

environmental standards
In setting standards for sport and recreation
in the countryside, priority should be given
to visitor safety. The expanding market for
activity holidays means that many
consumers are inexperienced; they need to
be given assurance and confidence. This has
been achieved in some case study
destinations as follows.
All activity providers are required to

meet the national standards of the
activity or sport in question, in terms of
facilities and qualification of instructors.
Facilities and visitor information are
designed with safety in mind. In the
Trossachs (UK), walking routes and
leaflets are carefully checked for safety.
The starting points of more difficult
walks are less well marked to discourage
casual walkers.
Environmental standards and codes of

practice are becoming a basic component of
quality in outdoor recreation. They can be
negotiated with operators and visitors at a
destination level for different types of
activity. For example, in Schsische
Schweiz (D) climbing clubs have reached a
successful agreement with the national park
on the carrying capacity of different crags
and the behaviour of climbers.
Safety standards should have priority in countryside activities
Matching recreation provision to

market needs
There are some key factors for success.
A quality management approach requires an

understanding of the kinds of recreation
that visitors are looking for rather than
making assumptions about this. For
example, in Vale do Lima (P) the provision
of a high quality golf course and riding
stables was planned to meet the needs of
visitors attracted to the country houses in
the area, based on feedback from guests.
Rural areas should think more about the
special needs of disabled people in having
better access to the countryside.
Creating quality recreational trails

The increasing demand for walking and
cycling opportunities is a common
phenomenon across Europe: any rural
destination pursuing quality should provide
good facilities and information for this. Both
activities provide a truly rural experience
and an opportunity for exploration that is
environmentally friendly. Many case studies
have developed trails for walking and
cycling, and some are extending this
approach to riding and canoeing. Often, this
has been prompted by visitor feedback.
Providing different levels of trail (in

length and difficulty) meets the needs of
a wide spectrum of visitors, from the
afternoon stroller to the sports cyclist. In
particular, case studies have found a
demand for short circular walks.
Clear signposting is required at the start
of trails together with regular
waymarking, including a programme for
checking and maintenance. Inadequate
signing is a common complaint from
visitors.
Routes can be planned to include villages
and places of interest. Experience has
shown that visitors ask for this; it
increases economic benefit and can help
visitor management. In Sitia (GR) there
has been a strategy to create walking
routes from centres of tourism on the
coast to inland villages. In Ballyhoura
(IRL) many village communities have
created their own circular walks.
Heritage themes can be used creatively:
trails can enhance the heritage and vice
versa. In Montana de Navarra (E)
walking, cycling and riding trails on a
former railway have included
interpretation and restoration schemes.
Walking routes in
Ballyhoura are colour
coded according to
length
41
Chapter 4
Improving quality through linkages

and packages
rural tourism
experience
Quality can be improved if activity providers

work together as a group and also form
linkages with other types of enterprise. In
the case studies, higher standards and a
more integrated offer to visitors have been
achieved in the following ways.
Comprehensive packages
In the Vosges du Nord (F), the park
authority developed a choice of walking
packages on trails, linking many small
accommodation operators, and organising
baggage transfers. A visitor questionnaire
indicated the need for better signing to
local villages and facilities.
In Pohjois-Karjala (FIN), packages
combine a whole range of activity
operators, guides and crafts people who
provide joint forest activity programmes.
In Lungau special
brochures promote
accommodation
meeting published
quality codes of
service for walkers
and cyclists
More flexible schemes based on agreed

standards
This means that quality is assured for
visitors seeking recreation but they are
able to make their own arrangements.
In Lungau (A) quality criteria have been
established for groups of hotels providing
for walkers, cyclists and cross-country
skiers. The latter also work with
transport operators in a comprehensive
new winter programme including ski
passes and daily information on snow
conditions. In Schsische Schweiz (D)
ten hotels have been designated as bike
friendly, by meeting criteria of the
German Cycling Club, including provision
of cycle storage, drying rooms, cycling
information and accepting single night
stays.
Improving existing leisure facilities for

visitors and locals
Rural areas are often not well off for basic
leisure facilities such as swimming pools and
tennis courts, which can be important for
visitors. A chance could be taken to improve
quality for everyone if provision for both
visitors and the community is planned and
managed together. For example the school
swimming pool is an important facility in
Skaftrhreppur (IS) but visitors compare it
unfavourably with pools in competing
destinations.
Sports and recreation facilities in rural areas can benefit from

joint use by locals and visitors
42
TOWARDS

In rural destinations, maintaining and
improving the quality of the local
environment should be given the highest
priority in quality management, for two
parallel reasons.
To meet visitor expectations. Almost

every survey of visitors in rural areas
confirms that their main requirement is
for fine, unspoiled landscapes. They also
look for attractive villages and small
towns to wander in. Such considerations
are often more important than the level
of facilities.
For the environment itself. The
principles of sustainability, protecting
the environment for future generations,
are now widely accepted.
In part this is about overall management

of the environment in terms of development
control, appearance, cleanliness etc. It is
also about managing tourism, including the
location and operation of enterprises and
the flow of visitors, to minimise impact on
sensitive sites, on local people and on other
visitors.
A related quality issue is the need to
provide the right level of transport and
other local services to meet the
requirements of visitors but also meet
environmental objectives and the needs of
the local community.
Improving and managing transport to,

and within, the area
The journey to a destination is part of the
visitor experience. Although some are quite
isolated, all the case study areas are
accessible by car. A common objective and
challenge has been to improve the quality
of accessibility by public transport, which is
a typical rural weakness, and to get more
visitors to switch to using it. This is difficult
to achieve and progress has been slow. The
following are examples of some of the
action taken.
An integrated transport timetable and

ticketing scheme has been negotiated,
linking local buses to national bus and
rail services with agreed minimum
transfer times (Lungau (A)).
Operators have been persuaded to add to
long distance bus services in the tourist
season (Skaftrhreppur (IS)).
Visitors perception of the journey,
where this can be influenced, has been
improved. In Sitia (GR), groups are met
and looked after at Iraklion airport to
minimise the impact of the four hour
coach transfer.
Rural destinations have a greater chance

of influencing transport within the area.
Park and ride local bus services have been
introduced in the Trossachs (UK), Lungau
(A) and Schouwen West (NL) with varying
results. It was found that simply providing
the buses was not enough, proving that
quality management is about matching
services to peoples needs. Factors for
success have been:
carefully researched routes which take

visitors from where they are to where
they want to go;
introducing a reason for visitors to leave
their cars, such as closing roads to cars
but not to buses; restricting parking; or
promoting opportunities for linear walks;
linking in with other transport operators
to provide a complete service;
relating the service to the needs of
residents as well as visitors, to increase
viability; and
creative local publicity.
Attractive, unspoiled
countryside is a
major requirement
for visitor
satisfaction in rural
areas
A heritage vehicle
provides a shuttle
bus service in the
Trossachs, to add to
visitor interest
The Transferium park

and ride scheme in
Schouwen West is
well used
43
Chapter 4
Introducing comprehensive
management schemes
rural tourism
experience
The need for protection and improvement

measures will vary considerably from place
to place, depending on the nature of the
environment and level of impact from
tourism and other activity. In some more
pressurised destinations, comprehensive
environmental improvement or visitor
management schemes may be appropriate.
The quality of ordinary services, such as the local supermarket

in Skaftrheppur, can be very important to visitors
Improving the quality of local services

for visitors
Simple information
about safety in the
Trossachs demonstrates
a caring attitude
There are various basic services that visitors

may look for in a destination such as shops,
banks, post offices, security and health
care. Some of these may not be present in
rural areas; at least information on their
nearest location should be available. Where
local facilities are provided, they should be
geared to the needs of visitors as well as
local people.
Some environmental protection and

improvement activity has been a feature of
all case studies. Four factors for success,
relevant to all rural areas, are identified
below.
Little attention had been paid to this in

the case studies, but there were exceptions.
In Skaftrhreppur (IS) the village shop has
improved services and changed its opening
times to reflect visitors needs. Personnel
from the garage, bank and post office are
involved in the tourism association and have
become more tourist-friendly.
In Schouwen West (NL), which has more
visitors than other cases, safety is enhanced
by providing free holidays in the area for
police families in exchange for some
security duties.
Firm planning controls can play a major part

in quality management of rural destinations,
protecting the area from unsightly
development, be it from tourism or other
activities. Planning policies can also
stipulate the kind and style of development
that is appropriate, reflecting the local
vernacular and giving advice on design and
materials. Involving the tourism industry in
forming land use plans can be helpful; the
Greater success in involving local

services in tourism may be achieved by
working at a village or community level, as
in Skaftrhreppur (IS), bringing local
services together to discuss needs and
ideas.
44
TOWARDS
Two case studies adopting this approach

are the Trossachs (UK), where a tourism
management project links many agencies
including traffic management, restoration
work, visitor orientation and signing, and
Schouwen West (NL) where enterprises and
the local authority are working together on
the redesign and relocation of caravan
parks, and new transport initiatives.
Having appropriate land use planning

policies
An imaginative partnership approach to physical planning of

caravan sites is demonstrated in Schouwen West
Award schemes help to spur small scale environmental improvements at a local level in Ballyhoura
interactive approach in Schouwen West

(NL) is a good example. In some
destinations, where the overall planning
system may be less effective, specific local
agreements about sensitive sites can work.
In Sitia (GR) laws restricting development
close to archaeological sites have been
used, in agreement with local people, to
protect the Minoan site of Kato Zakros, the
local village and some very attractive
neighbouring areas from inappropriate
tourism developments.
Stimulating action within local

communities
Much can be achieved at a local level by
stimulating action to improve and protect
the environment within individual villages
and communities, often involving voluntary
effort. The case studies have achieved
success in the following ways.
Working with parks and protected

areas
Parks provide a major resource for
sustainable rural tourism. Many are taking
a positive attitude towards visitors, as a
positive force bringing both environmental
and social benefit, while ensuring strict
controls and management policies. This
approach is being fostered by a new
European charter for sustainable tourism in
protected areas. Many of the case study
destinations include protected areas.
Success has been achieved by integrating
their objectives within the tourism strategy
for the destination, and involving them
more closely with local authorities and local
tourism businesses. Vosges du Nord (F) is a
destination where the park authority has
taken the lead.
Co-ordination through a village

manager. In Pays Cathare (F) managers
of historic sites in certain villages have
taken on responsibility for enhancement
schemes and tourism initiatives and
events in the whole village, working with
the local community.
Forming local working parties.
In Skaftrhreppur (IS) working parties of
local people, including enterprises,
tackle restoration of eroded paths and
other projects.
Using awards as an incentive.
In Ballyhoura (IRL) community groups
have been formed in many villages with
responsibility for the environment and
amenities, undertaking work such as
creating trails and picnic sites. Some
compete in the Tidy Towns Initiative, a
nationally branded scheme administered
locally, involving inspections and awards.
45
Chapter 4
Involving and influencing visitors
rural tourism
experience
It makes good sense to inform visitors about

environmental issues and elicit their help in
conservation. Even if this results in little
overall benefit to the environment, it is
very important psychologically, and helps
the destination come across as a caring
place. Evidence suggests that the large
majority of visitors appreciate being
approached and case studies have adopted a
number of practices.
Donation schemes are

a way of involving
visitors in
conservation issues
Publishing visitor codes. In the

Trossachs (UK) and Vosges du Nord (F)
all main tourist brochures contain
suggestions to visitors on how to be
sensitive to the environment.
Talking to visitors. Regular talks on the
environment are held in Skaftrhreppur
(IS) for visitors and local people. Groups
in Sitia (GR) are told about local
environmental, agricultural and
community issues at the start of their
stay.
Practical involvement in conservation
work. In Skaftrhreppur (IS) groups are
invited to buy and plant trees in a
special tourist forest to help counter soil
erosion.
Financial assistance. Evidence suggests
that visitors are happy to make
donations to local conservation causes if
approached in the right way.
Promoting sustainability amongst

tourism enterprises
Sound ecological practice amongst tourism
enterprises is good for the environment and
can reduce costs; it is also slowly becoming
expected by visitors, especially those
visiting rural areas to enjoy nature.
Many case studies have been running
courses for operators on how to be more
green. Often these include issues like the
use of local produce as well as technical
measures to do with energy, water and
waste management. In Bregenzerwald (A)
hoteliers themselves have worked on a
manual full of practical tips. In many areas
it has been found that peer group pressure
from enterprises working together on
environmental issues has spurred them
forward.
An incentive for enterprises to change
their practices is the award and subsequent
publication of eco-labels, requiring them to
demonstrate adherence to certain criteria.
Established criteria such as ISO14000 can be
adapted to meet the needs of small tourism
enterprises. Local eco-labels have been
used successfully in
Lungau (A) and
Bregenzerwald (A).
In the Trossachs (UK)
various enterprises
participate in the
Scottish Tourist
Boards national
branded Green
Tourism Business
scheme.
Promoting the Green

Tourism Business scheme in
the Trossachs
A simple code of
conduct for visitors in
the Voges du Nord
46
TOWARDS
Strengthening quality management

and monitoring processes
This chapter is concerned with the processes and tools which
destinations should apply to sharpen up their quality management. It is
based on the theories of quality management outlined in Chapter 1,
which identified the process as an on-going cycle.
The process involves:
Understanding
expectations of
different kinds of
visitor is critical to
the quality
management process
understanding the needs of visitors;

setting, checking and promoting
standards;
working with enterprises to reach these
standards through training and
assistance;
checking on the impact on businesses,
local people and the environment;
checking on visitor satisfaction and so
understanding more about their needs.
This quality management engine can be

applied to the whole destination or
individual initiatives within it.
Understanding visitor needs and

seeing they are met
Much of the previous two chapters has
shown how pursuing visitor satisfaction in
rural destinations can help to meet overall
strategic objectives concerning the needs of
the economy, local people, businesses and
the environment. A fundamental process in
quality management is the measurement of
visitor expectations, needs and levels of
satisfaction. This should occur at the outset
of any quality initiative, and then be
checked throughout, with adjustments made
according to results.
Although there were numerous incidents
of visitor surveys and feedback amongst the
case studies, this was not given the really
high profile and commitment required from
destinations truly pursuing quality.
47
Chapter 5
Researching potential visitors
Strengthening quality Asking questions of people who may not

management and
have been to the area can be very
monitoring processes
instructive. As well as helping to identify

who the potential visitors are, it can point
to:
negative or inaccurate images, or

unrealistic expectations, requiring
adjustment through improved
communication;
realistic expectations and requirements
of facilities, environments and
infrastructure which may need
improvement or development.
This kind of research can be undertaken

through interview surveys or discussion
groups, away from the destination but in a
potential catchment area for visitors.
In Basilicata (I) focus group discussions in
different parts of Italy with tour operators
and journalists (whose images and
expectations can have a strong influence
over success in attracting more visitors) led
to a new set of product offers emphasising
quality.
Surveying existing visitors

Well constructed, objective research
amongst visitors to a destination will
provide valuable information upon which to
base a programme of quality improvement.
Such research can best be carried out
through a questionnaire survey. Components
might include:
A self-completion
questionnaire in the
Vosges du Nord
measures satisfaction
with small visitor
attractions
48
TOWARDS
interviews of visitors at the main sites in

the area;
self-completion questionnaires handed
out by accommodation establishments;
careful planning to ensure good coverage
of types of visitor and objective results;
running the survey at peak times and less
busy times;
follow up surveys at least every three
years to check trends and changes.
Visitor surveys need to be well planned and regularly repeated
Questions should enable a clear picture

to be obtained of who is coming to the
area; why; what they are doing there; levels
of satisfaction; and future needs. The
following are useful tips in terms of the
quality management process.
Ask what features are important to

visitors, as well as how they judge them
in the area.
Be detailed and specific. It is helpful to
get visitors reaction to a whole range of
facilities and services rather than just
general answers.
Ask about expectations before arrival.
Seek comparisons with other
destinations.
Establish whether they have been before
and plan to return - this can be an
indication of satisfaction.
Experience from surveys carried out by

the case studies and elsewhere suggests
that high satisfaction scores are to be
expected. This should not lead to
complacency. Comparative scores can be
more instructive. It can also be helpful to
hold a few group discussions with visitors to
get a more detailed picture of why people
hold certain views.
Lack of regular surveys was a weakness
amongst the case studies. However, where
they were held they were very influential.
Skaftrhreppur (IS) based its whole strategy
on a visitor survey that pointed to a lack of
things to do, a need to improve facilities,
and a strong interest in the environment.
A follow up survey confirmed improvements
in comparison to other areas. In the
Trossachs (UK) separate surveys were held
to judge reaction to different initiatives
such as the new visitor orientation centre.
Obtaining regular feedback from

visitors
In addition to one-off surveys, all visitors
should be able to provide feedback on their
stay. This allows problems to be detected
quickly and demonstrates a caring attitude.
It requirese cooperation between
enterprises and destination managers. The
following approaches could be pursued.
Enterprises should be encouraged to talk

to visitors about their experiences. In
Ballyhoura (IRL) all groups are asked for
their reaction before the end of their
stay so that any problems can be
rectified immediately.
A suggestions book as well as a visitors
book placed in information centres and
individual establishments will encourage
people to record useful comments, not
just pleasantries.
All visitors could be asked to fill in a
short questionnaire. Returning these to a
central source in a reply paid envelope,
rather than handing them to hosts, can
encourage honest answers. In Schouwen
West (NL) members of the local caravan
site network give all visitors a
questionnaire on which they indicate
satisfaction levels. Responses are
checked by the local chamber of
commerce and if scores fall below a
certain level the member in question has
to take remedial action or leave the
group.
Questionnaires can be placed in
destination brochures. Although
responses tend to be low, this is cheap
and easy, demonstrates care and
provides some indication of consumer
reaction that can be compared over
time. In Vallonbruk (S) this provided
helpful feedback leading to
improvements in the product offer and a
full survey the following year.
Complaints should be treated as a

valuable form of feedback, and handled
swiftly and courteously. Procedures for this
appear to be well established in the case
studies, with care being taken to get full
details from visitors. In most cases tourist
boards were used to act as arbitrators on
the few occasions where there were
significant disagreements.
Obtaining secondary feedback
In Sitia, regular
feedback from
visitors on tour
programmes is
carefully checked
Destination managers should not simply rely

on their own surveys. Valuable insights into
visitors reactions can be gained from
people who have day to day contact with
them, such as tourist information centre
staff and accommodation hosts.
Some case study destinations, such as
Sitia (GR) and Ballyhoura (IRL), do a lot of
business with tour operators. Maintaining
good relations with them has proved
essential. Most tour operators have their
own detailed feedback forms for clients,
and are very sensitive to the results in their
future choice of destinations, programmes
or individual facilities. Destinations should
be aware of this and seek to work closely
with the tour operators or their local
representatives. In Sitia (GR), for example,
this resulted in a change in the choice of
restaurants featured in a programme, and
higher quality targets being set.
Visitor books are

useful but not
sufficient to gain a
true measure of
satisfaction
The tourism officer

discussing visitors
expectations of the
environment with
farm hosts in
Skaftrhreppur
49
Chapter 5
Setting, checking and

communicating standards
Strengthening quality
management and
monitoring processes Setting, checking and communicating
standards is another important tool in

quality management. Knowledge of visitors
and their needs provides a sound basis for
this.
Decisions should be taken in the
destination about what standards are
relevant, what these should cover, the best
level and mechanism for inspection, and
how to communicate the standards reached.
Selecting the types of standard to

apply
Standards can be agreed and set for a whole
range of products and activities in a
destination, including accommodation,
catering, attractions, activities, and various
tourist services and infrastructure. Most
case studies have been seeking to increase
quality in all these areas, as described in
the last chapter. There have been two kinds
of approach:
In Ballyhoura, Irish
Tourist Board approval
denotes a baseline
level of standard for
rural accommodation
informal, based on encouraging tourism

enterprises and other relevant
organisations to meet identified
standards where possible; or
formal, linked to a checking process,
usually resulting in some form of
recognition that the standard has been
met through a publicised grade or label.
It is helpful to look back at the theory in

Chapter 1, which pointed to different levels
of standard. Reflecting on this theory and
the experience from the case studies, it is
possible to identify seven types of standard
relevant to tourism in rural destinations.
Cycle friendly
accommodation in
Schsische Schweiz is
identified with a
special sticker
50
TOWARDS
1 Minimum acceptable standards

These include factors such as hygiene,
cleanliness and provision of basic
facilities and services in accommodation
and catering establishments, and
important safety standards for
countryside recreation. Such standards
apply in most of the case study areas,
but not necessarily to all enterprises.
2 Technical levels of facilities and

services
These include quantifiable aspects such
the level of facilities, measures of
comfort in accommodation (e.g. ensuite
bathrooms), opening times at
attractions, etc. Typically, they are
standards included in national
accommodation grading schemes.
3 Special qualities of service and
experience offered
These are harder to measure and often
less tangible aspects of quality, including
warmth of welcome, personal attention
and added extras provided for guests.
Many case studies have been
concentrating on these standards,
especially through training.
4 Qualities of authenticity, reflecting
the destination
These standards are to do with bringing
out the special character of the
destination, including use of materials,
styles and produce from the local area,
and activities that reflect its heritage
and traditions. Examples are the criteria
for the Naturally Lungau (A) label and
Park Mark in the Vosges du Nord (F).
5 Ability to meet special needs
This is primarily concerned with
additional standards of facility and
service which may be required to meet
the needs of particular market segments,
such as children, people on activity
holidays, or people with disabilities.
Examples are the Cycle Hotels in
Schsische Schweiz (D), and the
Accessibility Assessment in the
Trossachs (UK) which is part of the
comprehensive quality classification and
inspection scheme in Scotland.
6 Ecological standards
These standards, which are relatively
easy to define and identify, are
concerned with good practice with
respect to energy, waste, use of
resources and other aspects of the
relationship to the local and global
environment. An example is the ecolabel scheme in Bregenzerwald (A).
Selecting the width and depth of

coverage
A destination can choose to identify quality
criteria and standards for only some types
of tourism enterprise and activity or for all
of them. Most of the case studies have been
selective in this respect. However there
were two major exceptions.
Giant Samson, a figure from folklore, was used as the basis

for the label in Lungau depicting local products
7 Standards of management practice

These reflect the approach and
professionalism of an enterprise or
organisation towards management,
including aspects such as staff
relationships and checking customer
satisfaction, as well as more general
qualities of business planning and
marketing. In Pohjois-Karjala (FIN), the
Uniquely Finnish and Karelia la Carte
schemes require enterprises to embrace
TQM principles in their management,
based on ISO 9001 standards.
These more comprehensive schemes

enable the brand name of the destination as
a whole to be associated with quality.
A second, related choice is between
pursuing:
These standards are additive rather than

mutually exclusive. In an ideal destination
all organisations and enterprises would be
achieving high scores in each of them.
Checking procedures and quality labels
can be devised for each of them separately
or for some or all of them in combination.
Destinations should select which types of
standard they wish to pursue, according to
the priorities in their strategy and their
market assessment.
Pays Cathare (F) has

identified a set of separate
quality criteria for 19
different elements, from
accommodation to activities,
guiding and other services.
Montana de Navarra (E) has
an embryonic scheme which
should be similarly
comprehensive; the pilot
exercise has included
establishing criteria for the
local photo shop and the
town hall.
Destination labels can

cover a whole range of
facilities and services,
as in Pays Cathare
a minimum quality standard for all

enterprises or organisations; or
high quality for a few.
A wise strategy is to do both. Universal

minimum standards are very important as a
poor experience can put a visitor off for
ever and give the destination a bad name.
However, a small number of establishments
with really high standards can influence
others over time. In Pays Cathare (F) only
around 10% of the rural accommodation has
acquired the quality label. As their
performance is notably better, the quality
scheme is expanding.
51
Chapter 5
Choosing the right mechanisms for

setting and checking standards
membership bodies, non-profit

organisations or commercial agencies.
Case studies confirmed the important
role that they play in setting and
checking quality standards. They tend to
operate at a national level, but often
have links at a European level. Examples
from the case studies include:
management and
Inspection and checking procedures can be
time consuming and costly. They need to be

properly planned.
It is important not to duplicate existing
quality standards and inspection schemes,
but to build on these where appropriate.
A whole range of quality labels and
inspection schemes at a local destination
level can be inefficient and confusing to the
visitor. The following approach makes sense
and is reflected in many of the case studies.
Maximising coverage of official

national inspection schemes
This is the best way to cover the first
two types of standard in the list above
and includes national accommodation
grading schemes, food hygiene
standards, etc. In Ballyhoura (IRL) the
Irish Tourist Board inspection and grading
process is used to set and monitor
standards for rural accommodation. The
Trossachs (UK) is covered by the Scottish
Tourist Boards detailed and
comprehensive Quality Assurance
Scheme.
Encouraging participation in relevant
sector schemes
Most countries have organisations
specialising in sectors of rural tourism,
such as caravan and camping, rural
hotels, agrotourism accommodation,
farm restaurants etc. These may be
Accommodation in the
Vosges du Nord,
meeting Gtes de
France standards and
awarded the additional
Panda environmental
label
52
TOWARDS
Iceland Farm Holidays, checking

standards for most of the farm
accommodation in Skaftrhreppur
(IS).
TOURIHAB, the rural accommodation
agency formed in Vale do Lima (P),
now operating at a national level
under a quality brand label with
parallel agencies in other European
countries.
RECRON, the Dutch caravan
organisation, a central player in
Schouwen West (NL).
Gtes de France, whose grading and
inspection scheme underpins quality
initiatives in Pays Cathare (F) and
Vosges du Nord (F) and was a
founder member of Eurogtes.
Establishing local schemes as

appropriate
In addition to the above there are
opportunities for working at a local level
with groups of enterprises, concentrating
in particular on standards 3 to 5 in the
above list, putting over the special
qualities of the destination itself and
special levels of welcome and service.
These standards may build on standards
established at a national level.
The quality mark for rural
accommodation in Pays Cathare (F)
requires 2 epis standard from
Gtes de France together with other
conditions to do with treatment of
guests, use of local materials and
display of local produce.
Standards worked up by restaurant
operators in Bregenzerwald (A)
enable them to qualify as Cheese
Landlords on the Cheese Route.
Where destinations have been involved in

setting standards at a local level, lessons
can be learnt from the case studies about
the checking process.
It should be kept simple, otherwise it

will be a burden and difficult to sustain.
Self-administered checklists, verified
centrally, can be helpful but need to be
handled carefully.
The central verification body should be
kept small, but should include relevant
expertise and involve representatives
from the private sector. In Schouwen
West (NL) for example the quality
commission contains a planner, an
industry representative from the caravan
sector, and an academic. In Pays Cathare
(F) consumer representatives are
sometimes included.
Spot checks by mystery shoppers
require careful handling. They can be
very revealing but sometimes
controversial.
Any problems identified should be fed
back in a positive way to the enterprise
or organisation as an important part of
the training and improvement process.
Benchmarking standards for the

destination as a whole
Most of the activity in setting formal
standards has concentrated on tourism
enterprises, based on national or local
schemes. Although destination managers
have been pursuing quality improvements in
marketing, information services,
infrastructure and environmental
management, formal quality standards in
these fields have not usually been set. More
often annual output targets have been set,
for enquiries generated from promotions,
distribution of information material etc.
There are exceptions to this. Some areas
have standards for tourist information
centres, often reflecting national tourist
board standards, as in Vosges du Nord (F)
and the Trossachs (UK). They may also set
their own standards for speed of answering
enquiries and other aspects of customer
care, as in Ballyhoura (IRL). Some tourism
offices have environmental standards for
their own activities, such as use of low
consumption paper.
In Montana de Navarra, municipal services and information

centres are included in the comprehensive quality scheme
Often regulations affecting the

environment and infrastructure are
restrictive rather than prescriptive. For
example, signposting regulations may
stipulate where signs are not allowed rather
than a level of signing that should be
achieved.
Two helpful approaches could be
considered.
Benchmarking studies compare the

performance of a destination as a whole
against its competitors. This is most
effective when destinations with similar
locations and levels of tourism are
compared.
A destination can be viewed as a whole
through the eyes of a visitor. In addition
to visitor surveys, destination managers
should try to do this. It can be helpful to
appoint outside consultants to undertake
an objective assessment, applying their
professional judgement as well as acting
as mystery shoppers. This approach has
been pursued in Schsische Schweiz (D).
53
Chapter 5
Communicating quality standards
Strengthening quality The main way in which quality standards are

management and
communicated to visitors is through a
quality label or grading. These can be

publicised in various ways, including:
display of the label and related criteria

in the establishment concerned;
using the label to identify qualifying
enterprises in guidebooks, Web Sites
etc.;
a separate promotional campaign for the
quality scheme.
In general, it has been found to be far

harder to create an impact with local
quality labels than through participation in
a national scheme. In Finland, a residents
survey revealed a high level of awareness of
the national Uniquely Finnish scheme for
quality rural tourism,
which has been
applied in PohjoisKarjala (FIN) and
elsewhere.
On the other
hand, the fact that
the quality scheme
in Pays Cathare (F)
has been so
extensive, has
enabled the whole
destination to be
branded and
promoted on a
theme of quality.
The Pays Cathare
quality logo is
used on all
promotional
material and has
generated
widespread
national
publicity.
Working with people on training

and improving quality
The people in an organisation play a key
role in IQM. In tourism destinations,
people refers to the multitude of tourism
enterprises and organisations in the area as
well as staff working directly on tourism and
destination management. Developing the
right tools to involve and assist people in
improving quality, in line with agreed
standards, is the next stage in the process.
This involves getting people working
together, establishing training programmes,
and other incentive and assistance schemes.
Establishing networking groups

An extremely important part of the process
of improving quality is bringing tourism
enterprises and other relevant organisations
together at a local level. The concept of
working groups, within different sectors or
local communities, was introduced in
Chapter 3. All the case studies provide
examples of the value of this. Such groups
are well placed to discuss quality issues,
agree standards where appropriate, identify
needs and shape required action.
Shaping training to encourage

participation
A common feature of rural tourist
destinations is the large number of very
small enterprises that make up the product.
It is often hard to encourage them to
participate in training. At least two case
studies have developed training programmes
that were not implemented owing to lack of
interest, though many others were
successful. Some important lessons have
been learnt about how to encourage
participation.
Effective miniposters promote the

national rural quality
scheme in Finland,
examples of which
are found in
Pohjois-Karjala
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TOWARDS
Get people to identify their own

subjects and arrangements.
Enterprises should feel that programmes
have been planned for and by them,
based on their own needs. Places and
times for training should be chosen to be
convenient to potential participants.
Training for cooks in the Schsische Schweiz beef scheme well focused training linked to promotion
Have short courses, which can be

added together. People are much more
likely to attend a series of one day
courses spread over a period than take
time off for a longer programme.
Link training to specific subjects and
initiatives. General courses are less
popular than more specific practical
courses, especially when linked to
marketing programmes or other
initiatives.
Link training to meeting required
standards. Training can be linked to
regulations or quality labels. In
Ballyhoura (IRL) for example catering
training is being built on the back of
training about meeting new compulsory
food hygiene standards. All recipients of
the Pays Cathare (F) quality label have
to undertake five days training each
year.
Link training to further advice and
assistance. Attending training courses
can be made a requirement of receiving
financial aid for quality improvement and
access to ongoing advisory services, as in
the Ballyhoura (IRL) QUEST scheme.
Include study visits. As well as being
popular, these are a good way of putting
across ideas. In Basilicata (I) a study trip
to France was a powerful catalyst.
Study visits can be a popular and effective method of training

in quality issues
Keep the price down. Free or heavily

discounted training can act as an
incentive, with the possibility of
introducing charges once the value has
been proved, as in Vallonbruk (S).
55
Chapter 5
Planning the content of training

programmes
management and
Although the content of training
programmes should be selected to meet

local needs, the actual courses can usually
be based on established material worked up
centrally by professional trainers.
The main types of training programme
which are relevant to improving quality in
rural destinations, which have been run by
various case studies, are as follows.
Customer care. This includes handling

enquiries, welcoming visitors, and all
aspects of their stay. In some rural areas
it is felt that the strong tradition of
hospitality obviates the need for such
training, but there are various skills and
tips that can still be helpful.
Specific skills training. This includes
subjects such as marketing, catering,
safety, hygiene, I.T., design and basic
foreign languages. All these have proved
popular in the case study areas and can
be offered as modules over time.
Local destination knowledge. Many
areas have provided talks and
familiarisation visits to enable hosts to
pass on information to visitors about the
area and to help them to reflect the
local heritage better in their own
activities. The Ticket Dcouverte scheme
in Vosges du Nord (F) is a creative
approach.
Sustainability. This is referred to in
Chapter 4.
Business and management training.

In some case studies it was felt that it was
not sufficient simply to base training on
developing special skills. More
comprehensive training in business planning
and management was required to make a
lasting impact on quality. As well as skills
referred to above, the following key
subjects have been covered.
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TOWARDS
Pricing. This is generally haphazard

amongst rural tourism businesses - many
undercharge, some overcharge. Helping
small enterprises set the right price in
relation to quality offered is a key
requirement for successful IQM in rural
destinations.
A whole range of mainly one day practical tourism training

courses are offered in the Trossachs
Investment planning. How to plan for

and fund quality improvements and
forecast business growth is another
important topic.
Staff management. Although rural
tourism is often based on family
businesses, this is still important for
larger enterprises.
In Ballyhoura (IRL) and Pohjois-Karjala

(FIN) a success factor has been getting
participants to work up quality improvement
plans for their own businesses. In PohjoisKarjala (FIN) training has been based on
TQM principles, including self assessment,
competitor analysis, customer analysis and
communication plans. It has combined a
selection of elements required for the ISO
9001 and ISO 14001 standards made relevant
to very small tourism businesses.
Involving all destination staff

In rural destinations, tourism departments
tend to have few staff. Many are essentially
one man bands. Nevertheless, it is
important for everyone working at the
destination level to feel closely involved in
the whole quality process and to receive
relevant training.
The case studies have given priority to
training in customer handling, as this is
central to the visitor experience and to the
work of most staff employed at a
destination level. Examples include:
Training of information centre staff in

enquiry handling and knowledge of the
local area. In Ballyhoura (IRL), feedback
from visitors had shown this to have
been a weakness.
Training for guides involved with
handling groups.
Providing professional advice and

financial assistance
Integrated quality management should embrace all members

of the destination team
Training is only one tool for improving

quality. Many of the case studies have also
been involved in helping tourism enterprises
and organisations with one to one advice
and financial assistance. The availability of
funding has varied widely. Many have been
in Objective 5b areas and have been
associated with LEADER programmes; others
have had access to additional EU support
such as INTERREG or to national funding.
The involvement of local development
agencies in tourism has helped in this
regard. Providing the following input has
helped achieve success.
Ideas and contacts. In Vallonbruk (S)

finance is not available through the
destination organisation but the tourism
officer has provided small businesses
with many ideas on improvements,
helpful contacts etc.
Technical assistance. In Sitia (GR) the
Rural Tourism Office can provide
architects to give advice on
improvements and development using
local materials and styles.
Advice on sources of funding and

applications. It is hard for small rural
businesses to pursue funding and in many
case studies help has been given with
this. In Schsische Schweiz (D) links
have been formed between the
destination and local banks.
Well targeted funding packages. Some
destinations have developed their own
funding packages. Small grant schemes
and low interest loans have been
popular. These are most
successful when they are
well targeted on specific
programmes to improve
quality. In Ballyhoura (IRL)
finance packages have been
developed for a whole
range of initiatives; for
example, adding ensuite
bathrooms or converting
barns to accommodation,
linked to attaining specified
quality grades.
Advice linked to other
tools such as planning
permission. In Schouwen
West (NL) advice on design
and business development for caravan
and camping sites has been linked to the
granting of planning permission.
In Sitia advice is given

to small businesses on
local building styles
and traditions
57
Chapter 5
management and

economy, community and
environment
The final stage of the cycle of quality
management is to check on results so that
adjustments can be made. Checking the
impact on visitors has already been
discussed. It is also necessary to monitor
the impact on local businesses and the local
economy, the community and the
environment, with a view to contributing to
sustainable tourism development.
In general, the case studies have not
undertaken systematic monitoring of
impacts. However, as many of the
destinations are quite small, the managers
tend to receive good informal feedback
from their day to day work.
Obtaining feedback from businesses

A lack of quantified information on the year
round performance of local tourism
businesses, including accommodation
occupancy and attendance at events and
attractions, has been a weakness of the
case studies. In many countries official
statistics tend not to cover the really small
businesses which make up much of the rural
product. Although managers have a
reasonable perception of how well the
industry is performing, there is a need for
more objective data.

economy
It is important to keep track of the impact
on the local economy as a whole, as a main
component of the benefit to the community.
Again, this was quite haphazard amongst the
case studies but could include the following.
Local businesses should be regularly consulted about

performance, employment levels and general needs
58
TOWARDS
Regular meetings can be held with a

representative group of businesses, with
a report on performance and more
general views on needs and quality issues
forming a fixed part of the agenda.
Representatives should gather opinion
from others before the meeting.
Although evidence may not be
quantified, asking questions in the same
way each time will enable a picture of
trends to be formed.
A group of enterprises could be recruited
to supply occupancy statistics on a
regular basis, in return for business
advice or other benefits.
A regular questionnaire survey amongst
local businesses could seek opinion on
market changes and management issues
as well as an indication of performance.
Obtaining employment information from

businesses, possibly through the survey
mentioned above. Ballyhoura (IRL)
maintains employment records and sets
employment targets each year. They
have developed their own model relating
annual information on visitor numbers to
revenue and employment.
Obtaining visitor spend information from
the regular visitor surveys advocated
earlier.
Obtaining information from shops and
other services on the importance of
tourism to their business. In Schouwen
West (NL) surveys revealed that visitors
accounted for 70% of spending in shops.
Schemes to promote use of local produce
or other initiatives likely to benefit the
local economy can be tracked.
Monitoring impact on the environment
In Ballyhoura issues are aired with a consultative committee

containing representatives of the local communities
Monitoring the views of the local

community as a whole
Ways of involving the wider community were
identified in Chapter 3. These are important
when it comes to obtaining feedback on
views about tourism and its impact on the
quality of life.
Public meetings can be held, at least

once a year, and possibly more often if
there are specific issues to discuss.
These were common amongst the case
studies. In Schouwen West (NL) over 120
people came to a public meeting about
the quality improvement scheme. Visitors
and locals were asking for the same
things, such as more footpaths and
cycleways.
Contact can be made with local
organisations. Feedback is often obtained
from parish councils or voluntary groups.
This can be helped by formal meetings
such as the community consultative
committee in Ballyhoura (IRL) and a
tourism forum in The Trossachs (UK) .
Newsletters or magazines can be used. In
Schsische Schweiz (D) the destinations
own magazine is circulated to local
residents as well as visitors, raises issues
about tourism, and prints
correspondence and views expressed.
A survey of residents can be an objective
way of getting a true picture of what the
community as a whole feels about
tourism.
In general, local people in the case study

areas appear to be fairly tolerant of
tourism. Few problems were identified and
some areas reported that attitudes had
become more positive in recent years.
Hardly any of the case studies have

established separate, systematic monitoring
of the impact of tourism on the
environment. This can be quite costly and
time consuming. The Trossachs (UK) has
successfully used simpler methods based on
observation and counting visitor volumes. In
most of the case studies it was felt that
levels of tourism were too low, or dispersed,
to cause environmental problems. However,
there are a number of straightforward
measures that can be taken.
Opinions of residents and visitors on

environmental impact can be checked,
through the methods mentioned above.
Visitor surveys enable any apparent
environmental problems to be reported.
In the Trossachs (UK) visitor surveys and
traffic counters on roads are used to
keep a check on visitor flows and
changes over time.
More sensitive sites merit regular
observation. In Skaftrhreppur (IS) the
tourist officer maintains a
personal check on sites
where there has been some
problem with erosion of
paths.
A brief assessment can be
undertaken each year of
the positive and negative
effects of development,
including initiatives which
have helped to conserve buildings and
landscapes and new development which
may have been intrusive.
A check on air and water pollution
measures can be maintained. For
example, Lungau (A) uses monitoring
equipment to provide a regular measure
of air quality, in a destination which has
concentrated on promoting alternatives
to car transport.
Traffic counters are

put to good use in the
Trossachs
The air quality

monitoring unit in
Lungau is clearly
identified
59
Summary of the recommendations

This chapter sets out a code of practice for integrated quality
management in rural tourist destinations. It is based on the experience
and success factors emerging from the case studies that were analysed in
the previous chapters, which contain the practical detail. The code of
practice is written for organisations responsible for tourism in the
destinations. However, priorities are also identified for action by private
sector enterprises.
Transferability of the experience

Management processes that emphasise quality are relevant to all kinds of rural tourist
destination across Europe. The case studies demonstrate how priority can be given to
different aspects of quality management according to the local circumstances. In the table
below they are grouped according to the situations they best illustrate.
Situation
Case study
Traditional destination with considerable

tourism pressure, pursuing visitor management
and improving poor quality
Trossachs (UK), Schouwen West (NL)
Area where tourism has been established

around the interpretation of the unique
historic heritage
Vallonbruk (S), Pays Cathare (F)
Rich agricultural area with tourism based on

farming, food and rural traditions
Bregenzerwald (A), Ballyhoura (IRL)
Remote rural community developing rural

tourism based on nature/environment
Skaftrhreppur (IS)
Mediterranean area diverting tourism inland

from the coast based on new rural heritage offers
Sitia (GR), Basilicata (I)
Attractive location, including protected areas,

receiving many day visitors and seeking quality
staying tourism
Vosges du Nord (F), Schsische Schweiz (D)
Area with some established rural tourism

pursuing product diversification and quality offers
Montana de Navarra (E), Lungau (A),

Pohjois-Karjala (FIN), Vale do Lima (P)
61
Chapter 6
Summary of the
recommendations
A rural area does not require any special designation or funding to be able to follow the
principles and practices described in the previous chapters and summarised below. Six of
the studies, selected because of the interesting approach they were following, had the
benefit of a EU LEADER programme; others were taking relevant measures without the
involvement of LEADER. Where it was present, the LEADER programme served more as a
stimulant to help existing schemes to be realised, rather than a critical requirement for
success.
The key to transferring the experience successfully to other areas is flexibility,
embracing the pursuit of quality but adapting it to local circumstances. The
recommendations in the code of practice below should simply be taken as checklists and
guidelines to take into consideration.
Code of Practice for IQM in Rural Tourist Destinations

Integrated Quality Management focuses on improving visitor satisfaction, while seeking to
improve the local economy, the environment and the quality of life of the local community.
It is an approach that makes sense. It is about setting objectives, working together,
understanding visitors, setting standards, obtaining visitors reactions, making improvements
and checking impacts. In many tourism destinations much of this will be happening already.
This code of practice is about strengthening this process in rural areas.
Quality management should be a continuous process, not a one-off initiative. Unless the
approach can become a natural way of managing tourism, reflected in all the normal
activities undertaken by a destination (promotion, information, developing and improving
the product ...) it will not be maintained over time and cannot be successful. Most local
tourism departments and individual enterprises do not have the time or resources to run a
separate quality initiative beyond their normal activities, especially in rural areas where
budgets are often small.
15 principles
It is recommended that rural tourist destinations pursuing quality should adhere to the
following 15 principles. These reflect the conditions for success in quality management
found in the case studies.
Integration
Concern for quality, and the management techniques aimed at achieving it, should be
integrated into all the tourism functions of the destination.
Authenticity
Visitors are looking for genuine experiences. The special rural heritage of Europes
countryside should be honoured and celebrated. It should be presented in a real way,
which does not fabricate nor devalue its quality.
Distinctiveness
Visitors travel to experience something different, otherwise they may as well stay at
home. Delivering quality should be about bringing out the special, distinctive features
and flavours of the destination.
Market realism
Quality management should be based on an informed and realistic assessment of the
areas potential in the market place, identifying its competitive strengths and
ensuring they are not eroded.
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TOWARDS
Sustainability
Many rural areas have fragile sites and small communities sensitive to intrusion and
congestion. However, visitors themselves are increasingly looking for unspoiled
environments. Any rural destination seeking to deliver quality must be concerned with
managing the impact of tourism.
Consumer orientation
Quality management is about getting close to the visitor, understanding his or her
needs and finding out whether they are being met.
Inclusiveness
Destinations should not be content with delivering quality to a few people while
delivering a mediocre experience to others. A good experience should be provided for
all visitors, and especially those with special needs.
Attention to detail
Quality is about being creative but also taking care over the detail - providing
enough information, checking on facilities, providing extra services.
Rationalisation
Sometimes quality can be about not doing things. A small number of good initiatives
and products is better than many poor ones. It is about stopping activities that are
under resourced and not delivering quality, or combining them into something
stronger.
10
Partnership
Quality management is about involving people. Working together is right in principle
and also essential for success. The many small tourism enterprises, related
organisations and community groups should all be involved together in delivering
quality in the destination. Their well-being should be regularly checked.
11
Interdependence
Special attention should be paid to the role of tourism in the destination as a whole.
Quality rural tourism depends on, and in turn supports, many other activities such as
agriculture, craft industries, transport and local services.
12
Time
Improving quality in a destination takes time. Success depends on planning for steady,
achievable progress year on year rather than setting unrealistic targets.
13
Commitment
A fundamental requirement of success is personal enthusiasm and commitment to
achieving quality. Really successful destinations not only have individuals driven by
this, but also a way of ensuring that it is spread to everyone.
14
Accurate communication
Providing visitors with accurate information is a key to matching expectations to
reality and ensuring satisfaction. Effective communication with everyone involved in
the destination is essential for success.
15
Monitoring
Quality management is all about regular monitoring and evaluation of impacts on the
visitor, enterprises, the environment and the local community.
63
Chapter 6
Components of good practice
Summary of the
recommendations
The recommendations set out below are based on the analysis of issues and success factors
from the case studies, contained in Chapters 3 to 5 of this publication. Those chapters
contain the justification and detail and expand on the ideas and opportunities, illustrated
with reference to good practice on the ground. They should be read in conjunction with the
checklists presented here.
WORKING TOGETHER TO A STRATEGY

Integrated Quality Management should become a continuous process in a destination.
However there are often certain trigger factors that set it going, be they to do with
improving competitiveness, the local economy or the environment. Whatever these may be,
it is important to be inclusive from the outset.
Hold initial open meetings for people to express their needs, concerns and interests.
Seek to involve both local and national agencies.
Consult with and involve all sectors to make the process as integrated as possible.

Rural areas are typically made up of small businesses, scattered communities and often
small municipalities. Integrated quality management requires effective structures for
leadership and co-ordination.
64
TOWARDS
If possible, base the destination on a well defined geographic or administrative area,

easily recognised externally and internally, where it is natural for people to work
together.
Choose an organisation to take a lead on tourism, which has the support and
participation of the local authorities and private sector and good regional and national
links.
Work closely with local trade bodies for the different sectors of rural tourism.
If necessary establish a local tourism association and local network groups which can
work on quality.
Keep local people well informed, perhaps through regular open meetings, and involve the
key community organisations and services in tourism.
Strengthen internal communication and keep good links with the local media.
Strategy
The preparation of a tourism strategy for a destination provides a helpful way of setting
priorities for action based on a careful assessment of opportunities and needs.
This should form the basis for integrated quality management.
Set aims and objectives which address environmental and economic issues together, with
tourism forming part of the link.
Make clear statements about the purpose of improving quality, and the various processes
involved such as improving feedback.
Undertake a careful assessment of resources, markets, economic and social conditions
and environmental needs and constraints.
Consider the needs of different kinds of existing or potential visitor (market segments).
Relate the tourism strategy to other policies and priorities in the destination, including
planning, rural development, agriculture and environment (Local Agenda 21).
Be prepared to take time over consultation with local enterprises and communities, so
that they feel involved and treat it as their strategy.
Where possible set clear targets which can be checked and measured.
Try to create a document which is visionary and stimulating.
See the strategy as dynamic process, regularly taking stock and reporting back to people
on what has happened.
DELIVERING A QUALITY RURAL TOURISM EXPERIENCE

Visitors experience of a destination starts before they arrive and finishes with memories
and planned future visits. Communication should be about keeping in close touch with them
and delivering persuasive but also accurate messages and images that dont lead to false
expectations.
Consider carefully what impression is given to visitors through promotional campaigns,

and get feedback from them about their reaction.
Use methods of communication that are able to give a detailed and accurate picture of
the area, including well prepared print, well briefed media and well planned use of the
Internet.
Be prepared to rationalise marketing, working together on fewer campaigns of better
quality.
Pursue opportunities for making it easier for visitors to book a holiday in the destination,
including central reservation services and work with operators on creating packages.
Maintain contact with past visitors, through maintaining a database, mailings etc.
Always consider whether it would be more effective to promote the destination within
regional or national campaigns rather than on its own.
65
Chapter 6
Welcome, orientation and information
Summary of the
recommendations
Providing visitors with a friendly welcome, ensuring that they have all the information they
need when and where they want it, is vital to the quality of the experience. Effective
information can also encourage return visits and help with managing the flow of visitors.
Help hosts with how they present the area to their guests, through training and supplying
materials for them to use.
Provide visitors with information which will help them respect and behave responsibly
towards the local environment, traditions and way of life.
Ensure local information print is well distributed to where visitors need it and has clear,
accurate and sufficient detail.
Improve the quality of local information centres, including opening hours and attractions
to draw people in.
Maintain a signposting system for visitors which is logical and consistent throughout the
whole area.
Keep abreast of new opportunities in information technology, including screen based
systems at information points and in accommodation.
Accommodation
In many rural areas there is demand for a wide variety of accommodation within a broad
price range. Visitors are becoming more demanding in terms of standards of facilities and
comfort but are also looking for characterful, traditional accommodation and hospitality.
Freedom and flexibility is also important, especially for families.
Keep a check on the volume of accommodation in the area and consider adopting policies
to restrict certain forms of development in favour of improving quality.
Encourage accommodation operators to comply with national inspection and grading
schemes, and to join membership organisations promoting quality in their sector (such as
agrotourism or caravan organisations).
Encourage accommodation operators to reflect the local destination in their materials
and activities, and to provide small extra services.
Be aware of the particular needs and opportunities for quality in different sectors, such
as agrotourism, caravan and camping sites, country houses, rural hotels, village cooperatives and hostel/hut accommodation. Encourage operators within these sectors to
work together at a local level for mutual support and to improve quality.

Improving the quality of local food and handicrafts provides opportunities not only to give
visitors a special, rural and locally distinctive experience, but also to support the rural
economy and traditions. Strengthening the link between gastronomy, food production,
agriculture and maintenance of farming landscapes provides possibilities for truly integrated
quality management.
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TOWARDS
Help to form networks of local food producers and craftspeople, and work with them on
improving the quality of production and distribution.
Improve distribution mechanisms and ways of promoting sales to visitors.
Encourage restaurants to reflect the traditional gastronomy, through training, publicity
and special events.

The quality of the visitor experience will depend partly on the range and availability of
attractions and events. One should avoid uniformity; people travel to see different things.
The principles of authenticity and distinctiveness are particularly important here.
Check visitors reaction to the amount and quality of attractions and events that are
available, including the balance of open air and wet weather attractions.
Select imaginative methods of interpreting the rural heritage that are appropriate to the
site, and stimulate the interest of different types of visitor, including children.
Encourage attractions that are lively and enable visitor participation.
Pay particular attention to the special personal quality of interpretation provided by
local guides and introduce training where necessary.
Combine small attractions and events to improve quality and impact, through joint
admission, trails, festival programmes and promotional packages.
In many rural areas there has been rapid growth in demand for recreation, especially
walking and cycling, but also other countryside sports, with many people taking activity
holidays for the first time. Therefore, all rural areas should address the quality of their
facility provision, though opportunities and priorities will vary in different locations.
Ensure that all operators meet the professional safety standards of the sport in question.
Seek agreement on managing the amount and impact of use in sensitive areas.
Create walking and cycling trails to cater for different levels of users, including links to
villages and heritage sites.
Encourage links between activity providers and other tourism enterprises, including the
provision of inclusive packages and looser arrangements to meet the special
requirements of visitors on activity holidays.
Improve local sports and leisure facilities for joint use by visitors and locals.

The main reason why visitors choose rural tourist destinations is to enjoy the quality of the
natural and man-made rural landscapes. Maintaining the quality of the environment is
essential to the appeal of the destination as well as for sustainability. The provision of
transport and other local services should meet the needs of visitors and local people and
reflect environmental policy.
Seek to increase the proportion of visitors using public transport to reach and travel in
the destination, by improving its quality and increasing its appeal through well planned
routes, integrated timetabling and promotion.
Encourage local services such as shops and banks to reflect the needs of visitors.
Ensure that land use planning policies reflect the tourism strategy, controlling poor
development and giving positive guidance on appropriate design.
Involve any designated protected areas in local tourism planning and action.
Encourage and support local people to improve the environment in their own villages and
nearby countryside, through co-ordination, action groups and other incentives.
Inform visitors about the environmental issues in the area and seek their support.
Encourage tourism operators to be more environmentally friendly, through training,
advice and labelling.
Where necessary, consider establishing comprehensive improvement and management
schemes, involving the tourism industry, local communities and environmental
organisations.
67
Chapter 6
STRENGTHENING QUALITY MANAGEMENT AND MONITORING PROCESSES
Summary of the
recommendations
Understanding visitor needs and seeing they are met

A fundamental requirement of any destination pursuing integrated quality management is a
process of understanding visitors requirements and checking whether they are being met.
Feedback from this should help to drive quality improvements.
Research the image and expectations of the area held by potential visitors, including
opinion formers such as tour operators and journalists.
Undertake a regular destination-wide survey of visitors in the area that seeks details on
the types of visitor who come and specific information on needs and satisfaction.
Work with local enterprises on a system of enabling all visitors to provide feedback,
through comment forms, suggestions books, questionnaires in publications etc.
Ensure the process of handling any complaints is efficient and courteous, and leads to
rectifying action where necessary.
Take care to obtain views on visitors needs from people who meet them on a daily basis,
such as accommodation operators, information centre staff etc.
Setting, checking and communicating standards

The process of setting and checking standards for the different tourism facilities and
services in a destination is important for quality but can be time consuming and needs to be
well planned. Seven types of quality standard include:
1
2
3
4
5
6
7
Minimum acceptable standards;

Technical levels of facilities and services;
Special qualities of service and experience offered;
Qualities of authenticity, reflecting the destination;
Ability to meet special needs;
Ecological standards;
Standards of management practice.
Select which types of quality standard are most relevant to the destination and the
quality strategy.
Decide what kinds of enterprise and activity should be subject to formal standards, and
set targets for the proportion of them that should be covered.
Encourage maximum participation in any relevant national and sector level quality
standards and checking procedures, including schemes run by organisations and agencies
specialising in rural tourism, such as agrotourism organisations.
Work with local network groups to establish any special local standards and checking
procedures that may be considered necessary or beneficial, building on but not
duplicating the above.
Identify quality standards for the functioning of the destinations own tourism services,
such as speed of answering enquiries.
Participate in studies that check and compare the overall quality of the destination, such
as use of mystery shoppers and comparative benchmarking studies.
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Working with people on training and improving quality

The process of improving quality in line with identified standards requires a close working
relationship between everyone involved in tourism in the destination, and well constructed
training and assistance programmes which meet their needs.
Bring tourism enterprises together in local network groups, where they can identify
needs, encourage each other by demonstration and plan joint action.
Design training programmes to encourage participation, with well targeted short courses
and built in incentives.
Provide access to training in customer care, technical skills, local knowledge,
sustainability and overall business management, as appropriate. Where possible use
professionally established and verified training modules and materials.
Pay particular attention to helping small rural businesses fix the right price in relation to
quality offered
Take care over the training needs and motivation of local tourism staff in the
destination, such as information centre staff and guides.
Provide, or point to, sources of practical advice on quality improvement and link this to
financial assistance where available.
Monitoring impact on the local economy, community and environment

As well as obtaining feedback from visitors, it is important to maintain a check on the wider
impact of tourism so adjustments can be made in management, with a view to contributing
to sustainable tourism development.
Set up a mechanism for obtaining regular feedback from businesses on level of

performance and general views about the destination and visitor markets.
Monitor the impact on the local economy by collecting information on levels of spending
by visitors and the amount of employment in tourism.
Seek feedback from the local community, such as through regular open meetings and
contact with community organisations.
Maintain a check on possible environmental impacts, through observation, maintaining a
record of development, seeking views of visitors and residents and checking pollution
levels.
69
Chapter 6
Priorities for the private sector
Summary of the
recommendations
As this publication based on case studies is about integrated quality management of

destinations, the recommendations are essentially directed at local authorities and other
organisations responsible for tourism at that level. It must be recognised, however, that the
majority of individual facilities and services for visitors are provided by private sector
enterprises.
There have been a number of studies of total quality management practice for enterprises,
such as hotels, in the hospitality and leisure industries. Although it is not the purpose of this
publication to cover such operational practices, some references are given in the Annex.
However, the findings and recommendations of this study do have repercussions for private
sector businesses, in how they relate to each other and to a destination as a whole.
The 15 principles in the Code of Practice are all relevant to private enterprises. Many of the
recommendations of good practice also involve them. In particular, they should pay special
attention to the following priorities.
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Working closely with the destination tourism organisation, and participating with other
local enterprises in network groups and joint initiatives to raise and promote quality.
Supporting marketing initiatives to improve the offer to visitors, such as central
reservation services and packages based on the destination.
Providing a warm welcome to visitors on behalf of the destination as well as the
enterprise and helping them plan their stay.
Participating in the relevant quality standards inspection schemes, including appropriate
national or regional schemes relating to their sector of tourism.
Continually considering ways of improving standards of facilities and services.
Reflecting the special character and quality of the destination where possible and
appropriate, in design, use of local produce etc.
Respecting the environment and seeking to reduce waste and the use of non-renewable
resources.
Thinking about training and other help that might be needed in improving quality and
participating in relevant training programmes.
Ensuring all staff are, and feel, involved in the delivery of a quality experience of the
destination and the enterprise, and have the appropriate training.
Seeking, and passing on, feedback from visitors about the destination as well as the
individual enterprise.
Monitoring business levels and keeping the destination organisation informed about
performance, needs, and views.
Part 2:
The Case Studies
11
7
14
12
The European
Economic Area
9
8
15
3
13
10
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Ballyhoura, Ireland
Basilicata, Italy
Bregenzerwald, Austria
Lungau, Austria
Montaa de Navarra, Spain
Pays Cathare, France
Pohjois-Karjala, Finland
Schsische Schweiz, Germany
Schouwen West, Netherlands
Sitia, Greece
Skaftrhreppur, Iceland
Trossachs, United Kingdom
Vale do Lima, Portugal
Vallonbruk, Sweden
Vosges du Nord, France
73
79
83
87
93
98
104
109
114
119
124
130
136
141
146
71
Presenting information on the case studies

Each case study takes a global view of the approach to quality being pursued by the
destination. It also provides more information on specific initiatives referred to as examples
in Chapters 3 to 5 and sets them in context. The text is divided into sections as follows.
The tourism context
The relative importance of tourism in the destination, together with its main
characteristics and performance.
Strategy
The main objectives for tourism and how they were drawn up.
The place of quality

The overall approach adopted towards quality.
The organisational structure for tourism in the destination, including involvement of
businesses, the community and other key players.
Product and marketing initiatives
A selection of specific product development and marketing initiatives which have a
particular influence on the quality of the visitor experience.
The quality management process
A review of initiatives and general activity to obtain feedback and to set, label and
improve standards.
Managing tourism impact
Specific activity to manage the environmental and other impacts of tourism in the
destination.
Results and future prospects
An assessment of the results achieved and directions for the future.
Key Success Factors
A short list of positive elements in the approach taken by the destination.
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Case Study 1
Ireland
DUBLIN
BALLYHOURA
A lush green agricultural area typical of central Ireland
A traditional agricultural area,

which has built up a tourism
product based on a rural tourism
co-operative, offering the visitor
an authentic and welcoming rural
experience.
Ballyhoura is an extensive area of inland
countryside lying between Limerick and Cork
in south west Ireland. With a landscape of low
lying pastures and rounded hills, the area
relies heavily on agriculture, with a strong
tradition in dairying.
The opportunity to visit

farms is part of the
experience in Ballyhoura
The tourism context

Ballyhouras countryside is attractive and
typically Irish, but has no outstanding tourism
resource. It has relied on promoting a genuine
rural experience and warm welcome, hence
the slogan truly rurally yours.
The region has only emerged as a tourism
destination since 1986, due to the efforts of
Ballyhoura Failte, Irelands first community
tourism cooperative. Building from a low base,
it now includes a range of accommodation,
small scale attractions (such as open farms
and interpretative centres), and countryside
recreation facilities.
The initial market was based on group
visits, especially from educational groups.
Since then, both the independent and group
markets have grown considerably, with a
balance between Irish, British and overseas
visitors.
Programmes for
educational groups are an
important part of the
Ballyhoura offer
73
Case study 1
Strategy
Leadership and Partnership
Ballyhoura
Ireland
The tourism strategy has two overall

objectives.
The local tourism cooperative was originally

set up in three parishes but the area was
quickly extended and public sector agencies
were brought in alongside community
representatives. Two bodies now work in
tandem.
To provide a cooperative marketing function

through groups of enterprises working
together.
To improve the range and quality of the
tourism product, on three levels:
1 encouraging local people to start up new

enterprises;
2 supporting the improvement and
expansion of existing enterprises;
3 attracting new inward investors,
piggybacking on successful development.
Targets for investment and resulting
revenue are set and monitored.
The approach is based on an annually
agreed programme of initiatives. A clear
development model is applied to each
initiative:
conceiving the idea based on market

assessment;
bringing public and private partners
together;
creating a suitable structure for delivery;
piloting the idea;
developing an action programme;
encouraging the private sector to take over;
ongoing monitoring and review.
The Place of Quality
Delivering an authentic experience has been

important from the outset. The approach has
been to provide a standard of facilities
appropriate to the market, but with a quality
of service which exceeds expectations.
Recently, the emphasis has changed from
expanding the range of the products to
improving the quality and performance of
existing businesses. Attention is also being paid
to the quality of infrastructure and services
delivered by Ballyhoura Failte as a whole.
A limited response to advertising highlights
the importance of quality in encouraging
repeat business and recommendations.
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Ballyhoura Failte is a cooperative

marketing organisation. It functions as a
commercial reservation agent and incoming
tour operator, yet is cooperatively owned
and has community related objectives. The
commercial function makes it more action
and customer orientated than many
destination organisations. It has a full time
manager and reservation official and two
part time staff.
Ballyhoura Development is a non-profit
rural development company, whose aim is
to maintain the population and vitality of
the area by diversifying the economic base,
integrating environmental goals and
improving the quality of life of local
residents. It manages the LEADER II and
Local Development Programmes and
delivers many of the initiatives.
The organisations cross administrative

boundaries and have maintained flexibility and
independence.
Ballyhoura Failte has five geographical
subgroups as well as representatives from each
tourism sector and from statutory bodies. It
has been useful to hold occasional open
meetings for all members to air their
concerns.
Wider community involvement is seen as
very important. A community consultative
committee of 50 members includes
representatives from each village and local
societies such as heritage groups. A simple
newsletter updates people on recent
activities.
Product and marketing

initiatives
Marketing activities
The main thrust of marketing is to tour

operators and agents, providing them with a
long term and quality personal service.
Initially it took at least three years of
perseverance to demonstrate sufficient
commitment for agents to book.
Ballyhoura joins other rural areas in the
branded Irish Country Holidays campaign. This
was important in delivering market impact and
confidence in the quality of the product and
service. At first the campaign delivered 80% of
the individual enquiries, although with an
increase in direct contact this has now
dropped to 20%.
Ballyhouras own website has become a
major source of individual enquiries. Careful
attention is paid to the quality of the site, and
the use of key words used by search engines
related to known consumer interests. In 1998
around five enquiries per day led to six
bookings per week.
The Ballyhoura pack contains a welcome letter, visit

information and a questionnaire
Information services
All visitors receive a basic information pack,

where possible before arrival. This includes a
welcome letter, questionnaire and information
leaflets.
Originally, a local coordinator welcomed all
visitors personally and helped them with their
arrangements. As business built up, the
emphasis moved onto accommodation hosts as
information providers. A structured system for
this was introduced and training provided. All
enterprises are encouraged to talk to their
guests. A detailed visitor information dossier is
available, with a standardised format that can
be personalised by each host.
A small caf adds

interest and an
income opportunity in
the visitor centre
Group packages and programmes
Group programmes are a special feature.

Although prepared itineraries are on offer,
most are tailor made for each group. These
include:
educational e.g. languages, agriculture;

general Experience Ballyhoura visits;
outdoor activities, such as walking, cycling
or golf.
The Ballyhoura Centre forms a physical

presence to which both visitors and member
enterprises can relate. It contains an
information centre, craft shop and a caf. The
latter two help to finance the first. The
centre offers independent visitors the
opportunity to meet their holiday organisers
and feedback their views. Ballyhoura
Development Agency is housed in the same
building, providing business services to local
enterprises.
A training programme has prepared 19 local

people to act as group guides.
Central reservation for independent visitors
A central reservation service is on offer for

independent visitors. Although this delivers a
good quality service, some enterprises fail to
provide regular details of availability and
there is a lack of exclusive allocations of
capacity to Ballyhoura Failte.
The Ballyhoura Centre

contains both visitor
and business services
75
Case study 1
Accommodation
Ballyhoura
Ireland
The approach has been to ensure that all

accommodation meets the Irish Tourist Boards
minimum standard of facilities, comfort and
hygiene, while encouraging investment in
higher physical standards through grant
assistance and better service through training.
Providing an authentic rural experience has
been sought in the following ways.
Assistance is given to many small accommodation enterprises
Quality of welcome. Where possible guests

are invited into the hosts homes, given
local hospitality and their needs discussed.
This is handled sensitively, recognising that
some visitors want to be left alone.
Added extras. Certain extras are offered,
such as allowing visitors to look around the
farm or bake bread.
There are over 1 000 beds in family run

hotels, B&Bs, self-catering cottages and
hostels. Clusters of B&B establishments within
one locality are encouraged in order to
accommodate small coach parties. Informal
homestays are also offered for students,
giving participating host families a feel of
whether tourism is right for them prior to
making a significant investment.
The Ballyhoura Mountain Park was developed in response to

visitor demand for countryside access
Visitor attractions and activities
Various rural activities and attractions were

established from practically nothing.
Walking. Local communities and walking

enthusiasts were brought together on a
walking committee to identify routes and
negotiate with landowners. A Ballyhoura
Way was established and a series of
shorter walks developed by each
community. Route maps are produced and
an annual walking festival held to raise
publicity. Grading walks, with colour coded
waymarks, promotes visitor confidence and
longer walks are checked annually by the
Irish Sports Council using its own quality
standards.
Waterproof route cards

for short walks created
in conjunction with
village communities
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Access to Nature. In response to visitor

demand for nature and outdoor activities,
Ballyhoura Mountain Park was established
following a zoning study, with trails and
interpretation. Unusually, this was a
community initiative linked to tourism
interests rather than stemming from
environmental planners. A smaller
community project provides safe access to
a bog nature reserve.
Farm visits. A selection of farms show
different aspects of agriculture. Some are
open on a regular basis. The variable
quality of these is being addressed by a
new Working Farms of Ireland branding,
including quality criteria. Other farms,
whose quality is assured through more
personal attention from the farmer, are
open by appointment.
Other facilities have been established
including interpretative centres, theatres,
archaeological routes, driving routes, golf,
horse riding and angling.
The quality management

process
Setting and delivering standards
Accommodation standards are monitored

through the Irish Tourist Board national
scheme. Different grades for self-catering
accommodation helps Ballyhoura Failte
motivate owners to improve quality.
Enterprises not reaching grades 3 or 4 received
little repeat business. The bed and breakfast
scheme sets only minimum standards and so is
less useful in stimulating improvement.
Ballyhoura has provided helpful feedback
about matching the national scheme to local
needs.
The Irish Country Holidays campaign sets
standards for rural destinations as a whole.
Members must: be a certain size; have a range
of attractions including open farms; have a
central co-ordinator; provide information
packs to each customer; ensure all services
are approved by the relevant standards
agency; and have adequate insurance cover.
Improvement grants
Ballyhoura Development has administered

many grants. The allocation of LEADER
resources reflects the market demand for
accommodation and also focuses on quality.
For example, grants are available for
upgrading self-catering accommodation to
grade 3 or 4 star standard, and in the B&B
sector to provide ensuite bathrooms.
Training
The provision of training has been a key

feature. The national training agency CERT has
helped to create many programmes. Two
integrated schemes for improving quality are
described below.
Taste of Ballyhoura. Small grants have
encouraged investment in food service
facilities, training and technical support, the
production of brochures, and a recipe
competition to publicise quality food service.
Revenue from food and catering has more than
doubled. Between 1993 and 1998, 25 new
businesses and 120 jobs were created. The
current training focus is on ensuring that the
food service industry meets the new national
hygiene standards as an incentive for
participation. The emphasis is now on
improving quality in advance of any further
publicity.
QUEST (Quality, uniqueness, enhancement,

strategic planning and training). This
programme aimed to lift performance and
quality in an integrated way by improving
overall management competence. 20
enterprises participated in five two-day
training modules covering marketing, business
planning, handling staff, customer care, and
safety and hygiene. One to one advice was
also available. Each business prepared a
business plan, with a small grant available for
its implementation. The programme should
result in around EURO 4m of new investment.
Ballyhoura Failte has quality standards for
its own service, such as a maximum response
time for enquiries and staff training in
customer care and local knowledge.
Customer feedback
All guests receive a questionnaire in their

information pack, covering visitor profile and
satisfaction. The collection method proved
critical to response rate. Currently, a pre-paid
envelope is provided, which results in one
third of the forms being returned. Feedback
acted on included introducing short walks and
cycle routes and improving the local
knowledge of information centre staff.
Complaints are rare and are dealt with
using a standard procedure: response within
24 hours; careful discussion with the
enterprise concerned; hearing on all sides;
reporting back to the customer and referral to
the Irish Tourist Board if necessary.
Training sessions with

small groups play a key
role in improving quality
and performance
All groups are asked about their

experiences during their visit, so problems can
be rectified before they leave.
Important secondary feedback is obtained by
keeping close contact with tour operators,
many of whom also have their own feedback
systems. As a result worthwhile adjustments
have been made, such as introducing language
training as a product.
77
Case study 1
Ballyhoura
Ireland
Policy objectives focus on economic benefit.

For each initiative, employment targets are
set and monitored. Direct employment is
measured by obtaining feedback from
enterprises. In addition, an economist
commissioned by Ballyhoura developed a
simple model for relating visitor numbers and
accommodation occupancy levels to revenue
generated and employment supported.
Separate ratios are calculated for domestic
and foreign visitors and for different types of
accommodation. This has helped to check
achievement against targets.
Features of heritage
interest are an
important resource in
the village communities
Environmental impact has not been

monitored, as the amount of tourism is felt to
be too limited to cause problems. The overall
approach of dispersing tourism across the
region should also prevent problems arising.
Two specific environmental schemes are:
the Tidy Towns Initiative a national and

local award scheme for environmental
enhancements to towns and villages;
Key success factors
Making use of established national agencies, brands

and quality standards.
Working with a few motivated enterprises to

improve quality.
Actively targeting the group market.
A successful organisational model, based on a

development agency with funding and a cooperative
marketing agency.
Effective use of the internet.
Strong involvement of the local community in initiatives.
A visitor centre as a tangible focus for visitor and

business services.
An emphasis on product development, backed by grants

and training, leading to improved physical and service
standards.
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environmental routes a small number of

roads selected for promotion for cycling
and coach tours, with environmental
enhancements to increase their appeal.
The impact of tourism on the local community

is monitored through the 50 strong Community
Consultative Committee.

The tourism industry has grown 25 fold in the
last ten years. It employed the equivalent of
270 full time jobs in 1998 compared with 150
in 1995. Some of the infrastructure work
undertaken directly by Ballyhoura Failte has
provided outlets for unemployed people
working through a government training
scheme. Many new enterprises have started
up and there has been considerable
investment in the area. New product
development has been designed to reflect
market trends, such as the popularity of
walking. Growth targets, in terms of revenue
spending per annum, have been met and
tourisms contribution to the local economy
has increased from 0.2% in 1986 to 5% in 1998.
There have been considerable identifiable
improvements in quality, with 60
accommodation establishments and 25 food
outlets having upgraded their level of
facilities. There are ambitious targets for
future growth in investment and revenue.
However, there is an ongoing need to maintain
consistency in customer care and quality
amongst individual enterprises, improving
communication between them and Ballyhoura
Failte and strengthening customer feedback.
Case Study 2
Italy
ROMA
BASILICATA
A region rich in historic sites and settlements
A region which has used extensive

market research as the starting
point for developing a specific
quality product, based on heritage
itineraries and packages, tailored to
the needs of the marketplace.
Basilicata is a small region in the far south of
Italy. It has two short stretches of coastline
but is primarily an inland region. It covers an
area of approximately 10 000 square
kilometres, 93% of which is agricultural or
forested. It has a rich vegetation and a
notable cultural heritage ranging from Greek
temples and Roman thermal baths to Norman
castles and medieval abbeys. It is not heavily
populated, with just 600 000 inhabitants, but
unemployment levels are high at 28%.
The tourism context

Basilicata has a modest amount of tourism.
There are 461 accommodation enterprises, 200
of which are hotels, the rest being mainly
agrotourism. A significant proportion of the
accommodation is on the coast.
Tourism has been slowly growing, with
around 270 000 arrivals in 1996. However, it is
very highly concentrated in the summer season
and on the coast, with the internal rural area
being little visited.
This is partly
because the region
has not got a clear
image. The local
heritage and
traditions, typical
cuisine, and
beautiful natural
environment are
A little known attractive
relatively unknown
rural landscape with a
internationally and
rich vegetation
even within Italy.
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Case study 2
Strategy
Basilicata
Italy
It has been recognised that tourism can help

economic development, but this requires an
improvement in standards of service and
product presentation, rather than simply in
structural hardware.
Leadership in developing quality rural tourism

has been provided by the BIC (Business
Innovation Centre), a body based on a
European Union model. The BIC brings
together local authorities and private
enterprises and works closely with the
Regional Tourist Board (APT).
Rather than a comprehensive tourism

strategy, the approach has been to
concentrate on a specific quality initiative.
The broad objectives were:
to develop collaboration between the

public and private sectors;
to understand the needs and expectations
of existing and potential markets;
to help enterprises meet these needs
through training and advice;
to set up and promote a specific quality
offer, which would influence others through
demonstration.
The weak market and the lack of cooperation pointed to practical action to
integrate a wide range of small enterprises to
create a common offer which was relevant to
the marketplace.
The resulting initiative was called Turismo di

Qualit, a phrase applicable to the output as
well as the process. It was realised that in
order to create a quality product, detailed
research was required on the resources, the
enterprises and their views, and potential
markets as well as current visitors.
A central aim was to create a working

partnership, known as a comakership, of
enterprises and organisations committed to
improving tourism quality. This is now a well
established and motivated group, who should
involve other local actors in the future.

initiatives
The Turismo di Qualit initiative has followed
a number of logical steps.
Extensive product and market research
The first phase, in 1996, involved a

comprehensive audit of tourism facilities,
services, cultural and environmental heritage
and relevant infrastructure. In addition,
telephone and face to face interviews were
held with tourism enterprises and
organisations (hotels, tourist information
centres, etc.) to record their opinion about
problems and opportunities.
The second stage involved two extensive
consumer surveys.
The guide gives a high

quality presentation of
the itineraries with fact
boxes, maps, pictures and
detailed text
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Existing visitors were approached through a

widely distributed questionnaire probing
levels of satisfaction and expectations.
Focus group discussions were held in a
number of Italian cities with people who
had never been to Basilicata, including
opinion formers and intermediaries such as
journalists and tour operators. They were
asked to comment about their image of the
region and about marketing ideas to which
they might respond.
These surveys revealed a divergence of

opinion between people who had been to the
region and those who had not. The former
referred to wonderful nature, low prices,
typical and natural food, a cordial population
and much to discover. The latter viewed the
region as poor, with no specific image other
than being arid, savage, monotonous, hard to
reach and parched by the sun.
This negative image, together with the
areas inaccessibility, suggested that
influencing new markets could not be left to
chance, and that a specific product and
marketing programme based on high quality
images was needed. The positive reaction of
existing visitors to the local culture and
heritage confirmed the basis for a quality
offer. Feedback from operators with a
potential interest in the area pointed to the
opportunity to package these strengths in
specific itineraries and programmes.
Bringing people together
An open meeting was held for everyone with

an interest in tourism. Over 120 people came
(far more than anticipated). Eventually 35
enterprises and organisations formed the
comakership group which collaborated on the
quality initiative.
A study visit was organised to an area of
France with similar structural problems, which
they had solved through public-private
partnership. This helped to stimulate practical
ideas and was a very positive way of getting
the group to think and work together.
Developing the quality offer
Itineraries include
many historic sites,
such as the abbey of
S.Michele
In order to develop a real product that could

be sold, each participant was asked to prepare
an itinerary which involved their own
organisation, identifying target markets, price,
booking arrangements, transportation, and
complete visit specifications. Experts from the
BIC provided assistance.
The itineraries vary from 3 to 10 days; the
majority are for groups. They have been
proposed by, and can be booked through, a
range of individual accommodation
enterprises, hotel associations, agrotourism
groups and local tour operators. Typically, they
include a mixture of visiting heritage sites and
nature areas, and enjoying local gastronomy
and traditions.
The 42 resulting itineraries were published
in a high quality booklet with many visible
images, and on a CD-ROM, distributed to tour
operators and travel agencies all over Italy and
through the Italian Touring Club.
Discussing the itineraries with the local cultural association in

the village of Pignola who proposed one of them
In addition to the itineraries, exposure to

new ideas and market opportunities has led to
various individual quality improvements and
initiatives, such as new restaurants, local
events, environmental improvements and
better promotion of local produce and
handicrafts to visitors.
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Case study 2

process
Basilicata
Italy
The essential process of obtaining feedback

from enterprises and existing and potential
visitors, comparing images, expectations and
real experiences, has been described above.
This is being maintained, with further
customer satisfaction surveys.
Training workshops and advice on business
and quality improvements were held as part of
the scheme. This training has been extended
more widely in the region.
Hotel Restorante Villa

Maria, responsible for
one of the itineraries,
undergoing
redevelopment
The scheme did not establish specific

quality criteria. However those involved were
advised about minimum standards of
hospitality. Special advice was given on
pricing, to ensure it reflected quality and was
based on cost factors as well as competition.
An initiative to restore the many historic doorways in Pignola

is an example of response from the local community

The modest amount or tourism in the rural
area to date has produced few environmental
problems. The Pollino National Park is pursuing
sustainable tourism. The designation of certain
areas, such as the WWF reserve of Pantana di
Pignola, caused initial resentment amongst
local people but the new economic
opportunities that this brings through tourism
have now been appreciated.
It is hoped that quality demonstrated

through the itineraries and participating
enterprises may influence other enterprises in
the area.
The training programmes have included

courses on sound environmental management
for tourism enterprises.
Two types of quality label are being

established:
for typical regional food such as a pecorino

cheese, red peppers and apricots.
for the brand Borgo hotel (village hotel),
setting standards and providing assistance
and a marketing structure for the use of
apartments or houses in villages as
accommodation.
Castle of Lagopesole,
restored with assistance
from ERDF
The approach of creating a quality product

based on market research, through an
integrated group initiative, is imaginative. It
remains to be seen how easy it will be to sell
the programmes. There is a new spirit of
working together to improve the visitor
experience and to pursue joint development
and marketing initiatives. This has stimulated
creativity and provided an example for others.
Nevertheless, difficulties still stand in the
way of quality tourism in Basilicata, such as
bureaucratic delay in granting planning
permission which can impede the necessary
investment to create a quality product.
Key success factors
Innovative role of the local development agency.
Product audit and feedback from operators.
In-depth research on non-visitors as well as

current visitors.
Effective use of international study visits.
Working together to create a specific product.
Providing a bookable product by linking small

rural experiences.
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New training programmes involving young

people, linking tourism to heritage and
environmental management, bode well for the
future. New legal structures such as the Patti
territoriali should underpin future strategies
for integrated development based on publicprivate partnerships.
Case Study 3
WIEN
Austria
BREGENZERWALD
Dairy farming has

shaped the green
mountain scenery of
Bregenzerwald
An area of dairy farming where a

link between tourism and
agriculture has been pioneered
through creative initiatives, most
notably a themed cheese route with
associated quality criteria.
The quality initiative

builds on a long
tradition of
cheese making
Bregenzerwald lies in the far west of Austria

near to Lake Constance. Covering 580km2,
with a population of just 30 000, it is a gentle
region of mountains and valleys, Alpine
pastures and forests. Agriculture is dominant;
40% of employment is in farms or small foodprocessing enterprises. Milk and cheese
production lie deep within the traditions of
the area and shape the lush, green landscape,
with 42 500 tonnes of silage-free milk and
4 260 tonnes of Bergkse and Emmentaler
cheese produced each year.
The tourism context

Bregenzerwald has a well-established rural
tourism sector with 15 000 beds
accommodating 1.5 million visitors. 60% come
in summer, mainly for walking, and 40% in
winter for a mixture of cross-country and
Alpine skiing. Many also come simply to enjoy
an unspoilt rural area with beautiful villages
and traditional wooden architecture. Tourism
is quite important in the local economy, with
around half the workforce employed in the
service sector.
83
Case study 3
Strategy
Bregenzerwald
Austria
In 1991, tourism was stagnating, agriculture

based on ageing family farms was in decline,
and there was an overriding sense of
competition between small enterprises. It was
decided that the only way forward was
through a joint strategy between agriculture
and tourism, driven by co-operation between
young tourism entrepreneurs and young
farmers. Based on this philosophy, the
initiative Natur und Leben (nature and life)
Bregenzerwald was started.
Although the strategy contains no specific

quality charter, its underlying aims are to
improve the quality of life of local people,
improve the quality of services and products
for visitors, and maintain the high quality of
landscape and nature.
The strategy is to build up the image of the

area, for tourism, agriculture and related rural
products, under the common identity of
nature and life, with the following
objectives:
The logos for the

strategy and for the
Cheese Route
to increase the use of local agricultural

products, thereby strengthening the
viability of farms;
to make people aware of the critical role
of the farmer as creator and custodian of
the cultural and tourism landscape;
to build networks between producers,
processors and sellers, for marketing,
motivation and training;
to encourage direct consumption of local
produce, reducing the costs and pollution
of transportation, and ensuring a fresh,
quality experience for all consumers
including visitors.
In 1995, Austrias accession to the EU

weakened the financial position of the small
agricultural enterprises but brought access to
Objective 5b and LEADER funds. This
underlined the need for the Natur und Leben
initiative and enabled it to be more effective
through well funded projects.
New tourism guidelines are being
elaborated for Bregenzerwald. Forty
representatives have been working on this and
an exhibition has been shown in all of the
local communities. Target markets have been
clearly defined in Austria, Germany, Benelux
and north Italy.
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It builds on, and conveys to visitors, the

philosophy and spirit of the Bregenzerwalder,
summed up in the regional proverb honour
the old and welcome the new, but to your
native roots be true!.

Traditionally tourism was the responsibility of
the Bregenzerwald Tourism Association,
founded in 1904. In 1997 a joint professional
body, Tourismus Bregenzerwald, was
established by bringing together all 22
communities, doubling the budget and
appointing two managers. This has
considerably strengthened the ability to
deliver quality.
This tourism structure works effectively in
parallel with the development organisation,
Regionalentwicklung Bregenzerwald, created
under LEADER, which is responsible for new
initiatives, funding and training. It has
adopted a bottom-up approach, keeping the
local population very well informed. Two
special newspapers have played an important
role here.
Widespread co-operation between tourism,
farming and food businesses has been critical,
especially innovative links between farmers
and restaurateurs.
Romantic Hotel Hirschen one of the Cheese Landlords

initiatives
Promoting local products to visitors

in other ways
The new funding and professional approach of

Tourismus Bregenzerwald has strengthened the
quality of marketing and the materials used,
including Internet access via the Austria TIS
system, CD-Rom information and more
effective direct mail.
Local agricultural produce is promoted to

visitors in a number of ways.
Projected images of Bregenzerwald

emphasise the fine scenery, the greenness,
the warmth of the community and wholesome,
quality local produce. Action has been taken
to strengthen the product in reality to meet
these images, developing joint products
between tourism and agriculture to meet the
strategic objectives of Natur und Leben.
The Bregenzerwald cheese route
A great deal of effort over three years has

been focused on an integrated, themed rural
project, the Bregenzerwald cheese route. This
embraces all the elements of Natur und
Leben, and is based on strict quality criteria.
It provides a unique selling proposition for
the region, linked to its established image; a
range of events and places to visit; speciality
produce to buy; and a greater profile for the
regions restaurants, based on cheese in the
local gastronomy. Underpinning the viability of
dairy farmers helps them to maintain the rich
green landscape, the main attraction for
people who come to Bregenzerwald.
The route is not simply a physical linkage
for visitors but a group of enterprises and
organisations that present their special offers
within a common campaign. The 150 members
of the Cheese Route Association are divided
into seven branches: 40 Cheese Landlords
(hotels and restaurants serving cheese);
17 cheese factories; Alpine huts; dairies;
farmers; tourism organisations; and other
producers.
Members pay a fee to a marketing
organisation which has generated a
considerable amount of press coverage and
organised numerous events, such as cheese
tasting, cheese markets, parties, special
games for children involving cheese, etc.
There is an individual web site for the route.
Regular culinary weeks with local products

held by restaurants.
Annual tasting and selling exhibitions.
A standardised sales point or boutique
Bauernkasten for agricultural produce,
placed in catering and accommodation
establishments.
A branded Bauernfrhstck (farmers
breakfast) at accommodation
establishments, using local agricultural
products.
The promotional print is

rich with rural images

process
Joint training workshops between tourism
enterprises and food producers have fostered
a greater understanding of the needs of both
types of enterprise and of their clients.
Courses include practical marketing and
management skills as well as catering,
including cooking with cheese.
For the cheese route project, quality
criteria have been worked up within the
individual branches.
Cheese Landlords have to present cheese
in an attractive way to visitors. A working
group has been developing ideas for menus
and buying schemes. Quality criteria they
have identified include:
Displays of local cheese

in a restaurant
offering a minimum of five cheese

specialities
development of special menus involving
cheese
naming the individual producers on the
menus
participating in special training, both for
chefs and waiters.
Retail dairies are
included in the Cheese
Route quality network
85
Case study 3
Two initiatives help tourism enterprises to

be environmentally sensitive.
Bregenzerwald
Austria
The low energy building at Hotel Widderstein, a participant in

ko-profit
Attention has been paid to the quality of

the visitor experience at the cheese factories.
Improvements have been made to reception
and sales areas, display techniques and
signposting.
Participants who meet the specified
criteria are awarded the Cheese Route label.
A further incentive, which strengthens intersector recognition, is the innovation prize for
agriculture awarded by the association of
young chefs.

The area has few visitor management
problems. Initiatives have concentrated on
improvements in enterprise performance, to
increase the level of income retained locally,
generate employment and support the
maintenance of the landscape.
Key success factors
A new professional tourism body for the whole area.
Parallel working between tourism and development bodies.
A well accepted strategy of mutual support between

tourism and agriculture.
Practical, creative initiatives, notably the Cheese Route,

supporting farmers and the landscape through tourism,
via food products.
Joint training initiatives.
Quality criteria and labels for participants in the

cheese route.
Practical ways of promoting local produce to visitors.
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ko-log is a manual developed by a team

of hotel managers, full of practical hints
for energy and waste saving, etc. and
including a computer-based energy control
system.
koprofit is a programme of training
workshops and advice based on the manual,
leading to better ecological practice and
economic benefits for a group of
enterprises.
These award winning schemes have

provided a foundation for the application of
the Austrian eco-label in the area.

Levels of tourism in the area have remained
constant; a good outcome in comparison with
most rural destinations in Austria.
As a result of the cheese route, the range
of cheese types has risen from 6 to 30, and
many new cheese dishes have been created.
Turnover in dairy shops increased by over 20%
in the first year and they have been able to
achieve far higher prices by selling direct to
visitors. In 1998, over 150 cheese events were
held, attracting some 90 000 visitors.
Bregenzerwald has demonstrated the
positive partnership that can be formed
between tourism, agriculture and local food
production, linked to sound ecological
principles. The new professional tourism
structure, working in parallel with the
development agency, creates a sound basis for
the future.
Working together and taking small, steady
steps towards quality, has proved to be right
for this area. Success has come through a
bottom-up, networking approach, with regular
meetings and training, supported by
committed and enthusiastic professionals.
WIEN
Case Study 4
LUNGAU
Austria
An area which has

taken a positive
approach to activity
tourism and transport
A small Alpine region which has

actively worked to maintain its
market share by creating a
coordinated structure and tourism
strategy for the whole area and
introducing a number of quality
labels and sustainable tourism and
transport initiatives.
Lungau is a small sub-region of the Salzburg
region of Austria. Covering approximately
1 000 square kilometres, it has a population of
21 000 spread over 15 municipalities. This is
an attractive mountainous area with a
complex of interlocking valleys. It is typically
rural and it is not an established mountain
resort destination. Unemployment is 2% above
the national average. Many people commute
out of the area to work and some local
services are declining.
A network of
interlocking valleys in
a lesser known part of
the Alps
The tourism context

Tourism is important in Lungau but not
dominant. There are 13 500 beds and the area
receives 1.4 million overnight stays. Tourism
employs approximately 600 people directly
(10% of jobs), but overall around 20% of jobs
are dependent on tourism. There are 250km of
cross-country skiing routes and five downhill
skiing areas, without intensive winter sports
development. In summer people come simply
to enjoy the mountains, to walk and to cycle.
Cultural attractions include castles and folk
museums, but the main appeal is its rural
atmosphere, local produce and natural,
unspoiled environment. Based on these
strengths Lungau competes with higher profile
destinations elsewhere in the Salzburg region
and further south.
As with much of Austria, there has been a
significant market decline in recent years.
Bed-space occupancy currently stands at
around 28%. There is little potential to
counter this with reduced prices, so the area
is trying to strengthen its market share
through improved quality, a stronger image
and more coordinated marketing.
87
Case study 4
Strategy
Lungau
Austria
In 1995 a comprehensive regional development

plan was prepared for Lungau, spurred by
Austrias accession to the EU and the need for
a framework for Objective 5b structural funds.
In forming part of this, the tourism strategy
could be closely integrated with the needs of
local people and the wider economy, including
agriculture, forestry and traditional industry.
A tourism working group was one of seven
similar groups involved with the preparation of
the plan, assisted by regional development
consultants. They worked up a tourism action
programme for 1996 to 1999, and new tourism
guidelines, Lungau 2000, will form the basis
for future action.
New technology
centre for wood
a local product
identified to visitors
Key components of the strategy are:
A new mountain summer programme based

on activities and the natural environment.
A soft winter skiing programme, which is
environmentally friendly.
Improving traffic management with an
emphasis on public transport.
An attractive farm holiday product.
Greater identity for, and promotion of,
local speciality products.
Strengthening land use planning policies,
and agreement on capacity limits for new
development.
Lungau works with

the Salzburg region
on many marketing
campaigns linked to
quality
Improving quality, linked to the environmental

strength of the area, is central to the tourism
strategy, with its objective of environmentally
friendly quality tourism.
There are two key aspects of their
approach to quality:
Identifying and strengthening the
best enterprises and initiatives within
selected themes for which Lungau is
well-placed and which match market
trends. These include enjoying
natural products; family holidays;
cycling; cross-country skiing; and
walking. In pursuing these themes,
the need for cooperation between
people concerned with tourism, the
environment, transport, and
agriculture was recognised.
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Creating strong links with the tourism

campaigns for Salzburg region as a whole,
which are increasingly based on quality
criteria. From past experience, it is
recognised that Lungau is too small an area
to maintain a whole range of quality
initiatives on its own.
The approach involves horizontal

integration between tourism and other sectors
and vertical integration between Lungau and
the Salzburg region.

The key to the new approach lies in bringing
together the 15 separate municipalities into
one strong body for Lungau as a whole. A
Regional Development Corporation (Lungau
Regionalverband) was formed to implement
the regional development plan. More recently,
the municipalities agreed to cease individual
tourism promotion and to pool their resources
within one body, Ferienregion Lungau, linked
to the Regionalverband, to increase the
quality and professionalism of tourism
management and marketing. This was difficult
to bring about and required a considerable act
of faith.
Ferienregion Lungau has two directors. One
is responsible for internal communication, and
although working for Lungau is actually
employed by Salzburgerland Tourism, thus
ensuring a seamless link with regional action.
The other is responsible for external tourism
promotion and PR.
Involvement of local businesses and other
relevant organisations occurs through the
tourism working group and subject working
groups.

initiatives
The working groups have concentrated on
strengthening quality in a number of themed
areas, together with associated marketing
campaigns. This has involved identifying
quality criteria, sometimes promoted through
a label, and developing links with regional and
national schemes.
Supporting local products
A Natrlich Lungau label is available to all

kinds of enterprises, such as restaurants,
farms, bakers, and wood producers. It is
integrated across other sectors beyond
tourism. The main criteria are that the
product is made in Lungau; ingredients come
from the Lungau area; and that the process is
ecologically sound. For example, restaurants
must have at least two dishes on their menu
made from produce from Lungau organic
farms. The quality label and corporate identity
for the campaign is based on Giant Sampson,
a figure from folklore.
Individual initiatives have promoted local
food and craft produce to visitors. The
Holzstrasse (wood trail) lists open-days
throughout the summer when visitors can go to
saw-mills and other wood related enterprises.
Lungau has participated in a Bauernherbst
(farm-autumn) festival run across the whole of
Salzburgerland, with the objective of
extending the season.
Quality activity tourism
Ten quality criteria for hotels and guest houses

which are labelled as walking specialists
have been agreed. These include provision
through the enterprise of:
knowledgeable hosts able to provide tips to

walkers;
information on other subjects such as
botany;
walking maps for sale and general
information in the bedroom;
up-to-date weather forecasts;
guided walks;
an inclusive walking programme for one
week each year;
equipment to borrow, such as rucksacks,
thermos etc.;
a special Lungau walkers breakfast and
snacks;
washing and drying facilities for clothes;

a farewell souvenir from Lungau.
Events help to
promote the image of
a quality region for
cycling
A special guide publicises the code and lists

30 accommodation establishments who abide
by it, together with ideas for walks.
Similar criteria have been agreed for
cycling specialists. Additional services for
this group include a welcome for single night
bookings from touring cyclists and special
equipment such as cycle maintenance kits. A
guide in the same series lists 16 participating
establishments. Initiatives have been taken to
improve quality for cycling. The Murtal offroad cycle route has become well-known. A
network of mountain bike routes have been
negotiated, enabling cyclists to avoid conflict
with landowners. A cycling marketing
campaign includes events such as an annual
cycle marathon.
A working group has concentrated on a
quality initiative called new winter. Hotels
specialising in cross-country skiing have been
identified, with similar criteria to the walking
hotels. A fax service provides immediate
information on the state of cross-country
tracks, soon to be delivered on an intranet.
Route signing and links to public transport
have been improved, and a comprehensive
Lungo ski pass introduced.
The Natrlich Lungau

label indicates use of
local ingredients
Quality criteria meet

the needs of cross
country skiers
89
Case study 4

process
Lungau
Austria
The quality management approach adopted in

Lungau has centred on quality criteria and
labels for different sectors, based on
professional judgement and an overall
understanding or market requirements.
This process has worked quite well, but in
the past it showed up some of the difficulties
in applying criteria and labels locally in a
small area. For example:
Special activity
programmes are
geared to the
family market
Meeting special needs of families
Families with children have traditionally

formed an important market for rural Austria
in summer. There are now strong attempts to
stem the decline in this market through
providing a high-quality product tailored to
the special needs of younger children. A
working group in Lungau has addressed this
subject. A weekly programme of activities for
children has been established, and a number
of individual hotels, farms and attractions
specialise in facilities and customer care for
children. A similar approach has been adopted
to the activity networks, with accommodation
operators agreeing to a ten point code
including: a family atmosphere; relevant
hygiene and play equipment; baby listening;
and special price discounts.
This product feeds into Salzbugerlands
Bengelbande campaign, an imaginative
promotion aimed directly at children, using
colourful materials, messages, competitions,
cartoon characters and stickers. The product
and promotional imagery are all to do with
having fun in the countryside, discovering
nature and farm life.
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many enterprises have found it difficult to

meet the requirements of the Natrlich
Lungau label owing to the limited amount
of local materials actually produced in
Lungau;
an initial general quality label, Lungauer
Landgasthfe, introduced for hotels and
guest houses did not flourished, possibly
because of the lack of local driving force,
and insufficient focus and marketing
support.
Only indirect qualitative feedback has been

received from visitors. For example, the
Natrlich Lungau label appears to be very
relevant as guests are always asking for local
produce. The scheme has been valuable in
underpinning the natural and rural image of
Lungau.
In strengthening the quality management
process there is a clear need for more
systematic visitor surveys, including measures
of satisfaction. The new strong tourism
organisation for the area should enable this to
happen.
The approach adopted in Lungau has been
based on a considerable amount of
consultation with local enterprises, and advice
and training has been given. Future systematic
training from outside should be supported
through a new quality and training centre for
Salzburgerland.

It is believed that the proportion of visitor
spending retained in the local economy
through tourism is reasonably high, and
negative impacts of visitors on the
environment have been kept to low levels.
This is partly as a result of action undertaken
so far.
Various measures are taken on overall
environmental quality. For example, air quality
monitoring equipment measures pollution
levels at certain times of the year. Results
suggest that Lungau has a very clean
environment.
Public transport system
Promoting tourism by public transport has

been a strong feature in Lungau. From the
beginning the approach has been consumer
orientated - providing an opportunity for a
special kind of visit as well as reducing
environmental impact from cars. The initiative
was started, and has been driven forward, by
the efforts of one local individual committed
to public transport. The Lungau Tlerbus
(valleys bus) was introduced by him to take
visitors around the area. Initially, it proved
quite difficult to attract sufficient use to
ensure viability. However, various elements
came together to secure a strong and
sustainable public transport offer.
The closure of certain valleys to cars with a

bus service providing access.
Promoting the possibility of using buses to
take walks without having to retrace ones
steps.
Sponsorship and participation from the ski
lift companies leading to an inclusive
transport pass.
Introducing more bus services, including
the use of small buses, open-top buses and
electric vehicles.
Promoting use of the valley railway, with
information about each stop.
Walkers pack into the Valleys Bus
Developing a fully integrated transport

system and timetable for the whole year,
through agreement with the national and
regional bus and rail companies, The
Lungau-takt (contact scheme), which
incorporates the Tlerbus, mountain lifts,
and all other bus and train transport, is
based on visitor needs as well as school
services, commuting to work and postal
delivery. It specifies minimum transfer
times between different transport services.
Lungau has won a number of prizes for its

approach to public transport and is a member
of a European initiative to promote
sustainable transport in tourism destinations
Success has required time, attention to
detail, a policy to restrict car use as well as
improve public transport, support from the
main commercial interests, and a recognition
that a comprehensive network which is easy to
use is an essential
part of a quality
transport offer.
Display maps and

timetables show
Lungaus integrated
transport network
A booklet of walks
using public
transport, including
bus schedules and
route maps
91
Case study 4
Lungau eco-label
Lungau
Austria
This label has been granted to hotels over the

last three years, based simply on a declaration
that they are filling environmental criteria.
The criteria are divided into seven parts, five
of which are obligatory. Strong
conditions are applied to the
management of waste and water.
Enterprises are asked to promote
the Tlerbus. A higher level of
distinction is awarded to those
meeting the maximum criteria.
This process has been successful
in reducing the purchase of
inappropriate material such as
plastic bottles and sprays; in
stimulating direct purchase of
produce from local farms; and
helping to reduce individual car
transport. There are plans to
further improve the eco-label,
though in future it may be taken
over by the national eco-label
scheme for tourism enterprises
in Austria.
The establishment of the Ferienregion Lungau

as a joint, central tourism body with
professional staff is seen as a considerable
achievement. The activities of the working
groups in different sectors, coupled with
quality criteria and marketing programmes,
has led to a better presentation of products
and to quality improvements. The strong links
formed with Salzburg tourism should
strengthen this in future.
A hotels Certificate
of Environmental
Quality
Key success factors
New central tourism organisation covering

15 municipalities.
Tourism strategy embedded in the overall economic

development programme.
Strong link between tourism offer and local produce.
Creation of quality criteria and labels for local produce;

and niche markets such as families and activity tourism.
Strong links to overall Salzburg region for quality and

marketing initiatives.
Comprehensive approach to promoting public transport.
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It is too early to judge the results of some

of the initiatives such as the quality scheme
for activity and family tourism.
There has been some frustration locally
over the need for higher occupancy,
exacerbated by the overall decline of the
tourism market in Austria. However, Lungau
has done no worse than other parts of the
country in recent years, which given its
relative isolation and lack of tourism profile is
perhaps an achievement. Although there is
now a more positive feeling about pulling
together, an upturn in performance is required
to give confidence.
Case Study 5
Spain
MONTANA
DE NAVARRA
MADRID
A green and deeply rural

part of Spain
An established rural tourism

destination, coordinating a range of
sector and area interests and
organisations, which is pioneering a
new integrated quality management
scheme.
Montaa de Navarra forms the northern half of
the region of Navarra. Covering an area of
approximately 5 000 km2, with a population of
around 77 000, it is made up of ridges and
valleys running south from the Pyrenees.
The attractive landscape is both forested and
agricultural, and includes a number of
protected areas. There is a rich and distinctive
local rural architecture and culture. The
population is ageing and severely declining
(falling by 5% in the last ten years). The
agricultural sector is still important but suffers
from low profitability.
The tourism context

Montaa de Navarra is a leading area for rural
tourism in Spain. There has been significant
growth in both supply and demand in the last
fifteen years and tourism is seen as a major
force for the revitalisation of the rural
economy. There are four hotels, 20 designated
rural hotels, and 272 Casas Rurales (rural
houses offering accommodation); camping is
also very prevalent.
Surveys suggest that visitors come mainly
to enjoy the natural environment. Almost half
come from the Navarra area and the Basque
country, with around 30% from elsewhere in
Spain and 20% from abroad. Many visitors are
young and enjoy countryside activities. The
length of stay averages three to five days and
there are also many day visitors.
Montaa de Navarra is now facing
increased competition from many other parts
of Spain that have started to promote rural
tourism.
93
Case study 5
Strategy
Montana de Navarra
Spain
Leadership in tourism is provided by CEDERNAGARALUR, a non-profit association founded in

1991 to promote socio-economic development.
It has 150 members, including municipalities
and representative bodies from industry,
agriculture and tourism.
The mission is to create a single destination

for Montaa de Navarra with a united image,
while recognising the characteristics and
needs of the local areas and sector groups.
In Montaa de Navarra two types of local

network have been supported.
Geographic. There are three distinct local

areas, defined by the valley structure:
Bertiz, Pirineo and Plazaola. Each has its
own tourism consortium (Consorcio)
combining many small municipalities and
various tourism, craft and service
enterprises. They are responsible for
publicity, information and signing, and the
preparation of local tourism strategies and
action plans.
Sectoral. Many tourism enterprises in
Navarra relate strongly to sector groupings,
such as the Rural Hotels Association,
Federation of Navarras Rural Houses (Casas
Rurales), and the Association of Local Food
Producers.
CEDERNA-GARALUR supports these

consortia and sector groups with advice and
finance. It is responsible for tourism
development and improvement projects and
for co-ordinating strategy, image and
marketing for Montaa de Navarra as a whole.
Various mechanisms are used to encourage the
area to pull together, such as a standing
round table conference on tourism.
Communication with the wider local
community is achieved through a programme
of open meetings, and through representative
organisations which serve on various
committees.
Public exhibition of the

tourism strategy of the
consortium of Bertiz
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TOWARDS
Objectives include:
Improving marketing and communication.
Stimulating more investment in tourism
facilities, including new rural tourism
products and better infrastructure.
An audit of architectural heritage and
support for restoration programmes.
Better environmental management and use
of natural areas.
Promoting the role of local tourism
consortia for each of the three valley
areas.
Innovation in tourism management,
including the development of a quality
system.
Improving quality is seen as the main way to

compete with the new rural tourism
destinations. Quality should be the defining
reason why people come to this area.
The concept of quality management is well
understood. The Rural Hotels Association has
already undertaken its own quality initiative.
However, it has been recognised that quality
should embrace all aspects of a visitors
experience and so be of concern to suppliers
of public services and infrastructure as well as
private enterprises. Integrated Quality
Management has been pursued by the
Consorcios at a local level. However, it
became clear that a larger quality initiative
for Montaa de Navarra was needed, with
more resources and impact. This is being
centrally developed and administered but with
the Consorcios and sectors playing a strong
role in encouraging participation.
Promoting local produce
Former railway station restored by the consortium of Plazaola

initiatives
A network of 23 producers of speciality local

foods has been established, including cheeses,
meats, liqueurs and confections. They have
created distribution channels to hotels and
also been used more directly as a tourist
attraction. The groups products have formed
the basis for medieval fairs and banquets,
which have been very popular and accounted
for a high proportion of the total sales of the
produce. An external body was appointed to
develop a quality control system for the
produce, providing technical advice and a
method of auto-evaluation at critical points in
the production process.
Rural tourism guide and reservation service
CEDERNA-GARALUR has initiated or supported

many schemes to improve the rural tourism
product, using tourism to support the local
economy and architectural and cultural
heritage.
Routes and trails
A programme has focused on the pilgrimage

route to Santiago de Compostela, restoring
historic buildings and creating opportunities
for their use as inns and visitor attractions.
The former railway from Pamplona to St
Sebastian has been used to create walking,
cycle and riding trails and the stations
converted to use as interpretation and
information centres. Some initiatives have
been taken by the private sector. For example,
two rural hotels are promoting walking,
cycling and riding routes guided by their own
staff.
Much of the marketing and information

delivery is through individual leaflets produced
by the three Consorcios. However, a
comprehensive Rural Tourism Guide has been
produced for Navarra, with different sections
for the various sector associations (rural
hotels, rural houses, and activity providers)
who refer to their own quality standards. A
central reservation service is promoted within
the guide.
Rural hotels have a

quality grade indicated
by the number of holly
berries
95
Case study 5

process
Montana de Navarra
Spain
Bedroom quality is
separately graded in
rural hotels
Quality management system for

Rural Hotels Association
A quality system was designed for the 20

members of the association by an external
consultant. It includes:
Membership criteria. All hotels must have
under 25 rooms, an attractive
environment, use traditional architecture
and promote customer satisfaction.
A grading system. This has three overall
quality levels. Similar tariffs and special
offer prices are charged by all hotels
within each level. As well as an overall
grade, the quality of bedrooms and cuisine
are also graded separately, as it was found
that these important features do not
necessarily relate to the general ambience
and service.
The association has also joined the
national quality scheme for hotels in Spain,
which introduces more elements to do with
management processes, such as personnel
management.
Logical steps towards an IQM system
The new IQM scheme for Montaa de Navarra

has been based on the following stages:
Even services like
photographic shops are
part of the IQM initiative
Discussion groups, held locally and in

Madrid, for people who had been to
Montaa de Navarra, and those who had
not. This revealed perceptions of the area
and the basis on which decisions are made.
Visitor information
services are included in
the IQM initiative
96
TOWARDS
Interviews with visitors, asking what factors

are important to them and how satisfied
they are with Montaa de Navarra in
relation to these factors.
Workshops for enterprises and
organisations. Mixed workshops have been
held within local areas as well as separate
workshops for five different sectors:
accommodation operators; restaurants and
bars; complementary products such as
recreational activities and visitor
attractions; traders, such as craft
producers and shops; and public sector
services.
Defining service quality norms for each of
the five sectors with the help of
professionals, informed by the consumer
surveys and workshops.
Designing a method of auto-evaluation for
organisations, to check whether they are
meeting the norms but also to help them
improve their own procedures.
Twenty five basic quality criteria have been

identified, which cover twelve separate areas
of operation, including: equipment, cleaning,
information, staff training, customer care,
suppliers, payment procedures, products,
management processes, other services and
environmental issues.
A Quality Council has been formed,
including CEDERNA-GARALUR and the
Consorcios, run by a manager and technical
consultant. This will develop the quality norms
and award quality seals to successful
applicants, with three grades of distinction.
A programme of five half-day training
sessions is being run for potential participants
to explain the norms and procedures.
The system is being piloted in one valley.
Ten very varied establishments have been
chosen for the pilot: the visitor service in the
National Park; the local tourist office; the tour
guide service for the caves; a local town hall;
three hotels; a restaurant; a Casa Rural; and a
photographic shop.
Visitors are more concerned about signs to attractions than to

accommodation
Initial results from customer feedback
The survey of visitors priorities and

satisfaction revealed some interesting results:
Visitors were most concerned with the

quality of the natural environment,
appearance of villages and general level of
welcome; they were well satisfied with
these elements in Montaa de Navarra.
They were less satisfied with public
services and commercial offers, yet these
aspects were of a lower priority for them.
For visitor attractions and events, they
were looking for good information and
signposting, but many were not satisfied.
This is the main area where requirement
and satisfaction diverged.
In accommodation, they sought an
attractive environment, cleanliness and
variety. In restaurants they sought variety,
value for money and typical local dishes.
Generally, they were satisfied. Issues such
as signposting were considered less
important in these sectors.
Amongst public services sought, priority
was given to Tourist Information Centres,
which were considered satisfactory.

The strategy has also been concerned with
maintaining and improving the quality of the
environment, focussing on restoration projects
and on visitor management in some natural
areas, such as the Irati Forest. Through the
quality scheme, the rural hotels have become
more sensitive to environmental issues, such as
energy saving.
This is a good example of an area which has

recognised the benefits of working as a larger
destination in terms of image and the coordination of development but also of working
through local consortia and sector groups in
terms of involving businesses and delivering
programmes.
Individual projects for the restoration of
heritage properties, supporting local producers
and improving rural accommodation have been
successful. Montaa de Navarra has received
national recognition for this work.
Instructing visitors to
take rubbish away with
them, near Irati forest
The Rural Hotels Association is moving

strongly forward and plans to introduce a
computer based reservation network and more
promotion to tour operators.
The development of a comprehensive IQM
system is a commendable step. Further lessons
will be learned from its implementation. The
challenge and the main benefit is seen as
applying the approach to public sector
services, such as infrastructure and
information. It has already proved valuable in
alerting many people to the real needs of
visitors. The Consorcios may in future be able
to use it as a basis for membership, and it is
hoped that participation will spread over time
from the more committed to all tourism
organisations.
Key success factors
Co-ordination based both on sector groups and on

local area consortia.
Concentration on supporting heritage and local producers.
Strong Rural Hotels Association with its own quality plan.
Introduction of a comprehensive IQM scheme for

the destination.
Discussion groups and visitor surveys.
Creation of service norms and a self-evaluation process.
Piloting the IQM initiative across diverse organisations.
97
Case Study 6
France
PARIS
PAYS
CATHARE
An area rich in historic heritage

which has established a truly
comprehensive quality scheme
focused on the Pays Cathare
theme, and undertaken creative
work in relating the management of
historic properties to rural
communities.
The Pays Cathare is a promotional name
given to the Dpartement Aude in the south of
France. This area was the base of Catharism, a
religious movement in the 13th century. This
period witnessed many battles and left a rich
legacy of fortified towns, villages and ancient
castles perched on rocky ridges.
An unspoiled
rural landscape
98
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The rural and mountain area of Pays

Cathare has a population of 58 000. It has
been suffering from some depopulation. Wine
production is the mainstay of the rural
economy, but tourism plays a very important
role in second place.
A network of historic sites defines the area
The tourism context

The Dpartement Aude receives around 15m
staying visitors per year. Foreign visitors
account for 38% of stays in hotels, and 17% in
bed and breakfasts. Much of this tourism
occurs on the coast and in the urban areas.
The rural and mountain area of the Pays
Cathare has relatively limited accommodation
with only 22 hotels and 32 camping sites but a
large number of rural gtes. Demand in this
area has been growing strongly. Trends include
a growth in demand for short stays,
countryside activities, and authentic culture.
The large number of castles, abbeys and
cultural museums have formed the basis for
developing the quality rural tourism product
and image. They receive annual admissions
varying from a few thousand to 100 000, with
many around 25 000.
Strategy
In 1987 a strategy was prepared to strengthen
the tourism economy of the area through
making use of the cultural heritage. It was
based on two surveys, one of visitor
satisfaction amongst 2 000 current visitors to
historical sites; and another of the image and
expectations of the area from
7 000 potential visitors from all over Europe.
These surveys showed that:
the cultural heritage was a major

motivation for over half the existing
visitors;
Catharism is well recognised as something
of interest linked to this area;
visitors wished to see the sites kept wild
and romantic;
visitors are looking for characterful
accommodation and outdoor activities,
especially walking;
potential new visitors to the area are
definitely looking for a high quality
product.
Based on this evidence, and widespread

consultation with public and private partners,
the strategy adopted the following priorities.
Focusing the project around several

historic sites (castles or abbeys), providing
a complete offer to the visitor with links to
facilities in the neighbouring village,
maximising economic benefit to the local
community.
Increasing the quality of facilities and
services, including accommodation,
animation and activities.
Creating a strong marketing plan and brand
identity around the concept of Pays
Cathare.
Increasing local income by developing and
selling a range of quality local products to
visitors.
Printers template for using the logo
Quality is central to the Pays Cathare strategy,

in line with the tested market expectations.
The quality system developed in the area has
involved identifying quality criteria for a wide
range of products and services, which are
awarded the Pays Cathare brand label.
The objective is for the public automatically
to associate the words Pays Cathare with
quality.
The strategy states that the name should
not just guarantee the usual standards of
excellence but that there will be that extra
something that comes from placing priority
on authentic character and genuine individual
quality.
The strategy was successfully executed. As

a consequence, the tourism strategy for the
whole Dpartement is now to pursue quality as
an objective and to carry on the approach.
99
Case study 6
Pays Cathare
France
Overall leadership is provided by the Conseil

Gnral of the Dpartement Aude. Although
the Pays Cathare programme is partly funded
by LEADER and is spearheaded by the
associated local action group, the
Dpartement has played a strong role in partfunding, coordination and action. A particular
strength has been the involvement of a range
of the Dpartements technical sections, such
as those responsible for development and
regional planning.
The current strategy is taken forward by a
partnership of the Conseil Gnral; the
tourism committee of the Dpartement; and
representatives of private sector tourism
associations and enterprise councils
(agricultural, professionals, industry, trade).
This partnership also includes the SEM
Aude Amnagement, a mixed private-public
company responsible for the management of
the nine Pays Cathare historic sites. It has
been the key agency providing leadership on
the ground, liaising with small businesses and
the local community through a network of
managers for each site. Some global
responsibilities for the Pays Cathare site
network, such as promotion, are also allocated
between them. This creative deployment of
staff has been a key strength.
A newsletter La Lettre du Pays Cathare,
published at least three times a year, is an
important medium for strengthening contact
and information between participants.
The comprehensive guide to

enterprises in the quality
scheme, includes entries and
location maps

initiatives
Promoting the Pays Cathare brand
The visitor is immediately conscious of Pays

Cathare through the logo. This serves two
purposes:
to identify the destination as a whole in

information and promotional material; and
to identify individual enterprises which
comply with the quality charter.
The latter are brought together in two

main pieces of print. Le Guide du Pays Cathare
lists all participants by geographical area and
type of enterprise (restaurants,
accommodation, shops etc). The guide Aude
Gourmande lists nominated food producers
and vineyards.
Separate leaflets are produced on specific
themes and for sectors such as bed and
breakfast or artists and crafts people who
meet the quality criteria. The logo is
prominent on all of these. Care has been
taken with the accuracy of the image
presented so as not to give false expectations.
Text on the cultural or historic heritage is
certified for accuracy by the Centre for
Catharist Studies.
Guides and brochures

are checked for
accuracy by historians
100
TOWARDS
Information and customer handling
There is no central reservation service,

although this is available for much of the rural
accommodation through Gtes de France.
Reservations for the bed and breakfast group
have been established through an internet
service, which has been successful.
Information is well organised for the
individual traveller:
visitor signposting, interpretation panels,

and identity stickers for participants in the
quality scheme carry the Pays Cathare
logo;
each participant in the scheme carries a
wide range of Pays Cathare print and is
trained to ask visitors about their interests
and to promote all the options to them;
a range of trails and itineraries have been
prepared, such as In the footsteps of the
Cathars, The Abbeys Route etc.;
the nine focal historic sites operate a joint
discount ticket for multiple visits, and a
privilege card for free admission for
local residents.
Special quality criteria have been devised for artists and

craftsmen
Pays Cathare tags on

art and craft goods
refer to the quality
scheme

process
A comprehensive quality charter
A group of guides has been certified as

Guides du Pays Cathare through the quality
scheme. They are particularly knowledgeable
about the areas heritage and have a central
enquiry number. However, the limited
development of inclusive packages and
involvement of ground handlers and tour
operators has been a weakness to date.
Providing an authentic experience
Various projects have been supported,

especially in and around the nine focal sites,
to gain value from, and present, the historic
heritage and cultural traditions. They include
the creation of interpretation facilities,
cultural events and building restoration. Care
has been taken in the use of authentic
materials and techniques. Rural restaurants in
the scheme use their own produce or other
branded Pays Cathare products.
To be awarded the Pays Cathare brand label,

enterprises must comply with a quality
charter. Separate, detailed sets of criteria
have been worked out by professionals
alongside groups of operators, for 19 types of
product and service. These can be grouped
into: hotels and restaurants; rural selfcatering and B&B; camping sites; places to
taste and buy produce; artists and craftsmen;
guides; and food products. By 1998 around 600
enterprises or individuals had been covered.
The principle of the charters is to promote
and identify extra qualities and a local Pays
Cathare flavour, over and above normal
expectations. Key aspects are:
Adherence to national standards for the

sector. For example, all gtes have a
minimum of 2 epis awarded by Gtes de
France; guides need relevant national
guiding qualifications in languages,
mountain or cycling safety etc..
Provision of a special quality of welcome
and local, rural authenticity.
Promoting to guests the area, its produce
and other participants in the scheme.
Discount card to the

nine heritage sites
101
Case study 6
Components of the charters that relate to

rural accommodation, for example, cover:
Pays Cathare
France
signposting, parking, quality of entrance,

display of the Pays Cathare label;
external appearance, local authenticity of
materials, landscaping;
interior decor, giving a local flavour but not
false rusticity;
nature of personal welcome, provision of a
hamper of produce or small gifts;
little extras to provide comfort and wellbeing in bedrooms and bathrooms;
a display case of Pays Cathare produce;
telling guests about the area, literature
available, possibly special lectures/events;
recipes from the immediate local area, or
family, not simply the region;
professionalism in all transactions,
including use of credit cards etc.;
readiness to work with others in the
network on promotion and support.
The award Aude Gourmande is given to

winners and finalists in an annual agro-food
competition, based on criteria certified by the
organisation Quality France.
Customer feedback
There has been no systematic control for

customer feedback throughout the brand
scheme. For most sectors, the charter requires
enterprises to seek verbal feedback from their
visitors. For rural accommodation, enterprises
give visitors a questionnaire that checks
satisfaction, which must be submitted to the
Dpartement.
A few visitor surveys have been carried out
in the destination as a whole. A survey at the
nine focal sites tested satisfaction with
signposting, commercialisation, welcome and
overall level of interest.
Strengthening the process
Every member has to attend a minimum of

five days training each year, covering local
knowledge about Pays Cathare as well as
customer care and quality standards. This also
helps with networking and mutual support.
Pays Cathare bread is
based on a recipe from
the Middle Ages
The attribution of the brand label is

approved by a committee for each sector,
including representatives of the Dpartement,
national body (eg Gtes de France), Chamber
of Commerce, and a consumer body related to
the sector. Each meets a minimum of once a
year. A detailed proforma is completed,
scoring against a long list of criteria. This is
checked by a technical visit to the site. If an
applicant fails, they will be helped with
training and assistance to rectify the problem.
The new strategy will strengthen the quality

management process. Greater attention should
be paid to customer feedback, the contents of
charters and the inspection process. The
strategy includes a charter for tourist offices,
including window displays, telephone
techniques, coordination of event calendars
and exchange of personnel.

The overall approach seeks economic benefit
from preservation and promotion of the local
heritage and produce. There has been little
environmental damage and this is not a major
issue.
Special schemes relating to food
The Pays Cathare logo

supplements standard
quality grading in the
Gtes de France guide
102
TOWARDS
Particular attention has been paid to quality

processes in the preparation of local food. A
network of bakers produce a Pays Cathare
bread, based on a quality control chain
between farmers, millers and bakers. A similar
process has been introduced for Pays Cathare
lamb, pork and poultry between breeders,
butchers and restaurants.
Visitor management, signposting and

community benefit
A creative approach at the nine focal sites

links the monument (castle or abbey) to its
local village. Signposting, carrying the Pays
Cathare logo, is well planned - advance signing
and information panel 5km from the
settlement; continuation signs to a specially
prepared village car park; interpretation
boards there; and onward pedestrian signs.
In each case the walking route to the

monument has been designed to avoid
disturbing local people with noise and
pollution, but also to give visitors a flavour of
the place and take them past shops selling
local produce.
In support of this approach, the
municipalities have undertaken quality
improvement schemes in the villages,
including environmental improvements,
encouraging appropriate enterprises and
regular liaison with local people. Surveys have
shown that 50% of visitors to a monument
wished to stop in the village if it offered
related activities.
A priority is to increase the coverage of the

scheme. Currently only around 10% of gtes are
in membership, for example.
The Dpartement Aude is developing the
approach throughout the area. Clearly, it will
be important not to lose the quality of the
product and its relationship to an authentic
rural and cultural experience. At the same
time the need for more market segmentation
and a more rigorous approach to customer
feedback is recognised.

The value of the approach adopted, managing
local heritage for economic benefit, and
creating a promotional brand linked to a
comprehensive quality charter, has been
widely recognised. Numerous quality
improvements can be identified, especially in
the nine focal sites.
Tourism has been increasing, with 5%
growth in the last year alone and a reduction
in seasonality. The image of the area is now
far stronger. Response to promotions based on
the Pays Cathare brand has been very positive.
Various measures point to a strengthening
of business as a result of participation in the
quality scheme:
tourist guides who acquired the brand saw

a 30% increase in business compared with
their counterparts;
certain castles have seen strong growth in
visitors, e.g. Villerouges-Termens 13 500
in 1998 c.f. 3 900 in 1993;
those gtes within the brand achieve a
higher occupancy than those outside it;
the press launch of the Pays Cathare bread
generated a noticeable increase in sales at
bakeries.
A logical sequence of signing

when approaching a heritage
settlement and its castle
Key success factors
Strong leadership by the Dpartement, involving all

relevant sections.
Creative link between cultural heritage sites and

neighbouring villages.
Use of historic site managers in wider tourism development.
Creation of a Pays Cathare brand based on heritage

and quality.
Strong promotional campaign around the brand.
Award of the brand label based on comprehensive set of

quality charters.
Built in training as a condition of award.
Special quality initiatives linked to food and gastronomy.
103
Case Study 7
Finland
An area which has been creative
in linking small enterprises to
promote Karelian cultural
and forest themes, backed by
comprehensive quality
training programmes based
on international ISO standards.
POHJOISKARJALA
HELSINKI
Pohjois-Karjala (North Karelia) is a county on

the Finnish-Russian border in the most eastern
extremity of the European Union. It covers an
area of around 25 000 km2, but has a
population of just 187 000. The landscape is
typically Finnish, dominated by forests and
lakes.
Karelia has its own special culture, with a
strong Eastern Orthodox tradition. The
gastronomy, music, art and crafts are quite
distinctive, providing a rich resource for
tourism alongside the unspoiled natural
environment.
An objective is to retain
the atmosphere of
traditional accommodation
but to diversify the offer
104
TOWARDS
A region of typically Finnish landscapes
The tourism context

The county has approximately 250 tourism
enterprises, the majority of which are rural.
The domestic Finnish market accounts for
almost 90% of overnight stays but the area is
attracting a growing number of foreign
visitors. Typically, visitors have come here to
enjoy nature, hiring a lakeside cottage with a
sauna and probably with a boat, and indulging
in countryside pursuits such as hiking, fishing,
hunting and berry picking. Holiday cottages
are mainly available through letting agencies.
A small number of farms offer bed and
breakfast, some providing guests with an
opportunity to join their hosts in a variety of
rural activities. The area is popular with
families as well as retired people.
Strategy
A tourism strategy for Pohjois-Karjala,

completed two years ago, places particular
emphasis on tourism based on enjoying the
areas nature, forests and cultural traditions.
The Pohjois-Karjala Tourist Service has been

established as an independent body, part
funded by the county, which brings together
public and private sector interests. It has 60
members, including representatives of
communities as well as enterprises. Its main
function is as an umbrella marketing
organisation, and it is increasingly involved in
commercial sales promotion.
The strategy recognises changing visitor

expectations, with a demand for better
facilities, a diversified range of activities and
an interest in the special rural atmosphere and
distinctive heritage of the area. It was felt
that many small rural enterprises did not fully
appreciate this; for example, too often poor
quality modern furniture was used, and the
value of traditional materials and produce was
not properly recognised.
The approach is therefore to:
work with local enterprises on improving

quality and bringing out Karelian culture;
be more creative and commercial in
developing and selling a range of inclusive
packages and programmes.
Improving the overall image of the area

was also seen as a high priority.
Local and national quality initiatives for rural

tourism enterprises have been introduced,
based on setting standards, training and
quality labelling. Two specific schemes are
described later.
Support has also been given to initiatives
which improve quality through coordinating
and packaging local products, for example in
the delivery of forest and nature based
experiences and activities.
The Tourist Service is not directly involved

in development and product improvement
work. Leadership here is provided by the
Pohjois-Karjala Rural Advisory Centre, who
have established the quality training and
labelling schemes. The Centre is one of 17
throughout Finland which are co-ordinated by
the national Association of Rural Advisory
Centres. They provide a comprehensive
advisory and training service for farmers and
rural enterprises. The Rural Advisory Centre
works closely with the Tourist Service.

initiatives
Traditional Karelian
colours and designs
are used in the local
quality scheme
Marketing, reservation and information

services
The Pohjois-Karjala Tourist Service produces a

destination brochure and promotional
campaign for the area. They generate a
considerable amount of media coverage,
including running a TV campaign aimed at
promoting a quality image of the county. They
also provide a central reservation service for
self-catering holiday cottages and cabins,
together with a few farmhouses. Two recent
ventures are:
Selling pre-packaged and tailor-made

programmes to groups (such as special
interest and activity groups) mainly from
Finland, Germany, Sweden and Russia.
A computer based information system
linking 10 sites across the area from which
the public can make enquiries and place
bookings, for example for activities.
Entertaining
journalists is an
important marketing
function
105
Case study 7
Metsnvki forest programme
Pohjois-Karjala
Finland
Metsnvki (forest people), an initiative

established with the help of LEADER funding,
brings together around 20 organisations and
individuals able to supply services related to
the theme of forests and forest products.
These include activity operators, wilderness
guides, food producers and arts and crafts
people such as musicians and wood carvers.
Amongst summer and winter programmes
on offer are: complete forest weddings with
music, food and traditional customs; horse and
sledge excursions; canoeing and
rafting treks; husky safaris;
kick sledging; forest banquets;
a variety of guided tours and
interpretation; and
opportunities to observe and
participate in forestry work
programmes.
Use of traditional
Karelian knitwear by
staff is an important
attention to detail
Metsnvki works with the

tourist office for the
community of Lieksa, with
whom they share an office; this
has been important for success.
They also handle some groups for the PohjoisKarjala Tourist Service. The programmes are
geared toward groups, although they can
handle as few as three people. Around 25% of
the market is foreign and they are seeking
specialist tour operators to promote them
internationally. They will shortly become an
independent company.
Some of the aspects of the initiative which
are geared to quality are:
Branded table napkins

promote Karelia
la carte
106
TOWARDS
The use of traditional Karelian materials,

including birch bark utensils, knitwear
worn by guides, etc. Visitors often then ask
to buy these products so bringing further
local income.
Keeping group size quite small, so special
attention can be given to them.
A strong emphasis on traditional greetings
and farewells.
Recognition that quality criteria for guides
and new suppliers joining them will need
to be introduced.

process
County based visitor feedback
Market research has been undertaken by

Pohjois-Karjala Tourist Service amongst
existing visitors. This confirmed the
importance of having friendly hosts. Visitors
commented that Karelian food and traditions
should be easier to find, but only where it is
natural; it should not be forced. They felt that
traditional food should be available on menus,
not simply to order for special occasions.
The need for focused training and
quality labelling
An initial response to the new strategy was to

set up a large scale training initiative covering
business development and marketing.
However, this was not well tailored to the
needs of small enterprises and was not
successful. It was concluded that training was
better established alongside the enterprises
themselves working in networks. PohjoisKarjala Tourist Service undertake their own
inspection of properties within the central
reservation system, but the national
accommodation grading scheme has been
relatively little used as it concentrates on
technical matters more than quality issues.
Therefore, the need for a more focused
quality labelling initiative was recognised. The
following schemes demonstrate two ways in
which this is being implemented.
Karelia la Carte
This initiative was started in 1991 by the

Pohjois-Karjala Rural Advisory Centre. An
initial meeting led to the establishment of a
network of 30 enterprises interested in
maintaining Karelian culture and traditions,
focusing on restaurants and food but also
including accommodation and handicrafts.
A book of traditional recipes was produced
and a common logo and promotional material
prepared using a Karelian design. Training
sessions were held in cooking, hospitality,
local culture, marketing and pricing.
In 1995 a specific quality initiative was

started within the group. Customer
satisfaction questionnaires were prepared,
initially these were handed back to the
proprietors, but will now be collected
centrally. The co-ordinator also surveyed all
participants about their commitment to
quality. A quality board was elected by
network members from amongst themselves.
Following the above assessment, the coordinator prepared a detailed quality manual
based on ISO 9002 standards. The quality
board found this too complicated, so a simpler
version was produced based on the same
principles. It covers: management approach,
strategic planning, customer orientation, use
of information, personnel management,
service processes, obtaining feedback, and
environmental issues. Members are now
working to this manual, with the help of one
to one advice and further training.
The Uniquely Finnish scheme
A few rural enterprises in Pohjois-Karjala

(including some members of Karelia la
Carte) are involved in this national quality
scheme for rural tourism run by the
Association of Rural Advisory Centres. It is part
of a comprehensive approach to quality
management training for the whole farming,
food and rural enterprise sector.
The Uniquely Finnish label is awarded to
accommodation, catering, craft and rural
activity enterprises who have completed an
intensive quality training course and can
demonstrate special levels of service and local
Finnish distinctiveness in their products. The
scheme is promoted to visitors through piggybacking on the Finnish Country Holidays
campaign, who place the label against
qualifying enterprises in their guidebooks. A
number of touring routes connecting the
enterprises are also indicated. The label is
used in addition to Finnish Country Holidays
own technical star rating system.
The quality training is very comprehensive,
involving three intensive teaching periods
A host in the quality scheme helps visitors to plant their own

tree a way of keeping in touch
interspersed by self-assessment and periods

when participants write their own quality
manual and action plan. The criteria are based
on a combination of ISO 9002, ISO 14001 and
BS8800 (safety). It covers all aspects of the
operation - hygiene, personnel, suppliers,
competition, customer handling, market
segmentation, waste management...etc. and
can take six moths to complete. A set of
checklists concerning product distinctiveness
and services are also used for the unique
and Finnish aspects.
National inspectors undertake checking,
but there were some problems when
participants were asked to pay for this; a
lesson is to plan and cost checking procedures
well in advance and build them into the
system. Consumer checking is by visitors
mailing back a response postcard to the
Advisory Centre in Helsinki, with the incentive
of a prize draw.
The national rural

quality label is
distinctive
Emphasis has been

placed on using
traditional local dishes
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Case study 7
Pohjois-Karjala
Finland
Quality is now firmly on the agenda in PohjoisKarjala. The area demonstrates the successful
combination of:
Clear signing in
Koli National Park
improving attitudes and practice amongst

local enterprises, based on a training and
advisory agency which knows how to deal
with rural businesses;
more organised and aggressive marketing,
through a professional tourist service.

It is believed that tourism brings few problems
to the environment in Pohjois-Karjala as
volumes are light and well dispersed. Some
initiatives have been taken to promote
walking, cycling and transport by boat. The
county has a few small national parks or
designated hiking areas, including the famous
Koli National Park which is a national
landmark. There has been some rather
intrusive tourism development in the latter in
former times, but this is now restricted.
The training and labelling schemes have
encouraged tourism enterprises to be more
environmentally friendly and have promoted
wider economic and community benefit
through the use of local produce.
The development and promotion of

creative packages to groups, linking together
many small services, appears to be going well.
Members of Karelia la Carte have
commented that the main benefit has been
gaining confidence from each other and
working together. Knowledge of food and
culture has been readily exchanged
throughout the group. Although enterprises
were already aware of hospitality issues,
training on pricing was found to be
particularly important; people were
undercharging.
The Uniquely Finnish label has achieved a
high profile nationally. A survey showed that
35% of people had heard of it. Participants in
the self-assessment process have commented
that it has made them much more aware of
what they are doing.
So far the quality training has reached only
a small number of businesses. A challenge will
be to spread the impact of this wider.
Key success factors
Parallel working between rural advisory agency and

area marketing organisation.
Comprehensive quality labelling and training programmes

linked to international ISO standards.
Quality training programmes at a national and local level.
Adapting training and standards to be relevant to small

rural businesses.
Combining management quality, quality of local

distinctiveness, and sound environmental practice.
Identifying and promoting local culture and gastronomy

through a network group.
Linking together activity operators and guides to create

a joint quality product on a forest theme.
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Case Study 8
BERLIN
SCHSISCHE
SCHWEIZ
Germany
A well known destination

on the River Elbe
A small, popular tourist region

whose tourism strategy, based
on widespread consultation
and involving all the key players,
has set a clear direction for
developing quality, together
with the strengthening and
rationalisation of tourist services.
Schsische Schweiz (Saxon Switzerland) is a
small district in south-east Germany, covering
360 km2. It is a forested landscape made
famous by numerous intriguing sandstone rock
formations, intersected by the river Elbe.
Visitor attractions include many castles and
natural features. Part of the area is a national
park. The city of Dresden is just 25 kilometres
away and the district shares a border with the
Czech Republic, with which close ties have
been formed.
Tourism context
Schsische Schweiz has been a popular tourist
destination for many years, including the
period when it was part of former East
Germany. There are 15 000 beds and in 1997
overnight stays amounted to 1.8 million. The
district receives many day visitors.
In the early 1990s it was felt that there
was a need and opportunity for the district to
increase the benefits brought by tourism,
while improving visitor management in this
sensitive environment.
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Case study 8
Strategy
Schsische Schweiz
Germany
A careful process to develop, and agree, the

tourism strategy for the region has been a key
feature of the approach. This has provided a
firm guideline for entrepreneurs, local
authorities and support agencies. The process
was started in 1994 with an open forum
attended by people from a whole range of
different fields (tourism, general trading,
banks and commerce, nature protection etc.).
Wide participation and publicity has been a
key to success.
An evocative image by
a famous local artist,
used for the strategy
and by the tourist
association
The strategy process is dynamic and

ongoing, with many meetings both before and
after publication of the strategy document.
Local press have been invited to, and
attended, all meetings and have provided
positive and effective coverage of
proceedings. Meetings have been held in
different parts of the region to enable
maximum participation. Workshops on specific
subjects have been established. A review
document Demands and reality - one year
later was published to highlight successes,
problems and overall feedback. As a result,
the strategy is widely understood and used.
For example, local bankers have the strategy
in mind when making decisions about projects.
Rock outcrops are a defining feature of the region
110
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The strategy is based on a clear philosophy,

combining tourism, culture and the
environment. Key points include:
involving local people in tourism planning;

protecting the landscape, culture and
traditions;
maintaining a good relationship with
agriculture and forestry;
careful development of sports and leisure;
promoting mobility without increasing
traffic; and
seeking a permanent improvement in hotels
and gastronomy.
The style of the strategy document itself

makes it memorable and inspirational. A few
evocative pictures of landscapes and people
set the tone. Throughout, the strategy uses
the first person we, to emphasise
partnership, agreement and commitment - we
wish to..., this is important to us... etc.
Although quality was not separately identified

as a key feature in the original strategy, it
underpins the whole approach. Prices are
competitive but cannot be lowered since most
of the tourism businesses run on fairly high
investments. Thus, increasing quality is seen
as the main route to competitiveness.
Emphasis is placed on increasing the quality of
service, as this is seen to be the weakest
component of the tourism offer.
One approach to improving quality is
through restricting new development. An
agreement has been reached on the number of
new beds to be allowed and renovation has
been given priority over new construction.
This has led to an improvement in quality
through higher occupancy rates, and has
prevented inappropriate new development
which has lowered quality in neighbouring
areas.
Information services
The fact that the tourism destination and the

political region cover the same area has been
a great strength.
The Kooperationsproject Touristikschalter is

an initiative to improve the quality of
information delivery to visitors arriving in the
area. This involved reducing the number of
local tourist information centres, which were
unable to deliver sufficient quality. The
communities involved have joined together
with German Railways to create a new centre
in a central location, at the train station in
Bad Schandau. The centre now enables a cost
effective information service to be available
to visitors seven days a week. During the 1998
tourism season (April to October), about 11
000 people visited the Touristikschalter each
month. Both ticket sales and the reservation
service increased by 20%.
There is one strong leadership organisation

for tourism in the region, the
Tourismusverband Schsische Schweiz
(Tourism Association). This includes the
municipality and 65 members, of which half
are from the public and half from the private
sector. It has a managing director and two
further employees and is financed through
membership fees and tourism taxes (2/3) and
private money (1/3).
The Tourismusverband has been strongly
behind the strategy and has been responsible
for the consultation meetings. This has
strengthened the partnership achieved in the
local area. It has also been responsible for
raising sponsorship from various local
companies. The Sparkasse bank has been
particularly active, supporting individual
initiatives and market research.

initiatives
Marketing services
Two organisations were set up, affiliated to

the Tourismusverband, to improve the quality
of marketing services to customers.
A computer based information and

reservation service, TOURBU, was
established in 1995. This enables direct
booking to accommodation, activity
packages etc. Its success has been due to
continually updating the database,
extending distribution channels,
maintaining customer friendly opening
hours, and staff motivation and training.
The Marketingpool Schsische Schweiz is a
separate, professional marketing
organisation. It helps its members to
improve the quality of their services and
promotions by providing feedback on
market trends and needs. It undertakes
direct sales missions and represents its
members at fairs, exhibitions and various
other points of sale.
Securing involvement
and support from
commercial
companies such as
mineral water
producers
Family orientated packages
Family holiday packages have been introduced

as the result of a national German initiative
Service 2001, and the special quality
requirements of this market have been taken
into account. A family brochure shows
opportunities for activities such as climbing
and watersports which are available for
families. Child orientated events and discount
prices are highlighted. Inclusive packages
include a varied programme with activities of
interest to parents as well as young children.
Following this initiative the Tourismusverband
was able to launch a special family package in
a reservation catalogue of one of Germanys
biggest tour operators (ITS- Reisen) with a
print run of 1.2 million.
The new rationalised

centre provides
efficient access to
information
After-visit contact
The Schsische Schweiz magazine has a print

run of 270 000 and is fully distributed, partly
to regional households, partly to promote the
region nationwide. It contains articles about
new initiatives in the area and a
correspondence section enables previous
visitors to express and share their views.
111
Case study 8

process
Schsische Schweiz
Germany
Quality criteria for individual products
There are no comprehensive quality criteria

for accommodation and attractions in the
region at the moment, but this is now seen as
a priority in taking the strategy forward.
Initiatives have been taken in specific sectors.
Two examples are given below.
Bike friendly hotels. Quality criteria, based
on national guidance established by the
German cycling club, have been introduced for
a group of hotels on a cycle trail along the
river Elbe. They include provision of safe
storage for bicycles, drying facilities for
clothes, information on routes and cycle
maintenance services, and willingness to
accept one night stays.
Leaflets explain to
visitors the quality
criteria behind the
beef scheme
Beef producers. Beef is a speciality of the

Schsische Schweiz and a scheme has been
introduced to guarantee an optimal quality of
beef delivered to restaurants. Seven stock
farmers have established a producers
association which lays down rights and duties
for all members. Criteria include:
cattle have to be born and reared in

Schsische Schweiz;
cattle must be out pastured during
summer;
they must be given fresh feed from the
local area;
all cattle over 4 months have to be
registered;
conditions relating to the transport and
slaughter of cattle must be adhered to,
including specified weights at slaughtering.
A special logo, information print,

advertising materials and menu cards have
been developed for this project by tourism
specialists working with the producer
association.
Interactive ways of providing customer
feedback
There is no regular customer satisfaction

survey. However a small questionnaire is
included in the Schsische Schweiz magazine
to elicit feedback from visitors and
inhabitants. Results are given in subsequent
editions of the magazine, so visitors can feel
involved in the process. Visitors surveys have
been undertaken on a one-off basis, sponsored
by the Sparkasse bank.
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TOWARDS
The Elbe cycle route is actively promoted with maps showing

the location of services
A mystery shopper initiative was recently

piloted in the area, involving independent
consultants contacting Tourist Information
Centres and some accommodation enterprises
to check on quality of service. This led to
interesting and helpful feedback for
enterprises, but proved very sensitive in terms
of relationships with the organisations
concerned.
The National Park Schsische Schweiz plays a

central part in tourism in the region. It has
been involved with the strategy from the
beginning and is a member of the
Tourismusverband. The Park has been involved
with many activities to communicate
effectively with visitors, such as a special
family day and a nature market with regional
products. There are many themed walks and
information points and direct contact between
the rangers and visitors. A particular initiative
has been to increase the proportion of visitors
to the park using public transport. Clear
information which links bus timetables with
walking routes has been an important factor
for success.
The tourism strategy is a continuous process.

To date, around 60% of the original measures
have been carried out. The ongoing
involvement not only of tourism enterprises
but also a range of financial and service
organisations, must be regarded as a
successful result in its own right.
Climbing is a major activity in Schsische

Schweiz. Quality control and effective visitor
management have been achieved through
establishing a joint agreement between the
National Park and climbing clubs,
concentrating on good practice for climbers in
protecting the environment, and restricting
levels of use on certain routes.
The 1997 survey suggested that visitors are

now rating quality of service and facilities
equally highly. The latter received an average
score of 2, and the former 1.9, on a scale
from 1 (best) to 6 (worst).
Everyone concerned is extremely keen to
move the strategy forward and to place even
more emphasis on quality in the next few
years.
Agreement has been

reached with local
climbing clubs
Key success factors
A single public-private body giving strong leadership.
Carefully developed strategy.
Direct involvement of different influential organisations

in the strategy from the beginning.
Widespread public consultation throughout the region.
Developing marketing structures to improve the level

of service.
Securing strong press coverage.
Preparedness to hold down the level of services and

facilities in the interests of quality.
113
Case Study 9
AMSTERDAM
SCHOUWEN
-WEST
The Netherlands
The flat landscapes near

the Dutch coast need
careful physical planning
Nature conservation
can add colour and
visitor appeal
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A destination with many caravan and

camping sites, which has successfully
overcome a deadlock between
tourism and environmental interests
through a shared vision for
improving both the environment and
visitor amenities.
Schouwen West covers an area of 60km2 at the

western end of the island of SchouwenDuiveland. This is one of a number of islands
in the Delta area of the Netherlands, located
some 70km south of Rotterdam.
The area is predominantly agricultural.
However, road crossings introduced in the
1960s and 1970s opened up the island,
resulting in more prosperity. The area is
important ecologically, especially for its wet
dune habitats and birdlife.
Strategy
A number of factors have led to a stalemate
between tourism, farming and environmental
interests in the region. In particular:
Caravans located in close proximity need quality improvement

and landscaping
Tourism context
Tourism only developed in the area after road
crossings were introduced. Since then the
industry has grown rapidly, and now forms a
very important sector of the islands economy.
Until recently, much of the development was
piecemeal and uncontrolled, often undertaken
by individual farmers looking for new sources
of income.
The bulk of the accommodation stock
consists of camping sites with pitches for
tents and caravans. Many have been
developed on farms and are quite small.
There are few visitor attractions of any size.
Watersports and other rural activities provide
the main tourist interest.
The area attracts 2.2 million overnight
stays as well as large numbers of day visitors.
The main markets are from south Holland,
Germany and Belgium. The nature of tourism
is changing. Competition is rising and
customers are increasingly demanding higher
quality and a wider range of rural activities,
such as walking and nature study. Tourism is
gradually spreading away from the coast into
the rest of the island. This is being
encouraged, but in a controlled way.
pressure from camping site operators to

expand and upgrade sites;
growing concern about the environmental
impact of tourism development;
increasing interest and importance
afforded to nature conservation.
It was realised that co-operation was

needed in order develop a wider vision and
stimulate change. In result, in 1996 a wide
range of partners created a strategy, for the
integrated development of farming, nature,
traffic and tourism in the area. It includes a
costed action programme of 25 initiatives
and is expected to take ten years to
implement. Biannual progress reports review
the actions taken.
The strategy has three main themes.
Nature conservation: to restore and

improve the natural environment.
Tourism and recreation: to reduce the
environmental impact of tourism; improve
quality; and enable visitors to appreciate
and experience the natural environment.
Infrastructure and traffic: to reduce
traffic and its impact and increase the use
of public transport.
Wetlands areas are being

established which have a
high conservation value
The goal of the project is to bring together

demands for economic development, nature
conservation and environmental quality.
Quality is seen to be vital to the long term
viability of the industry and enabling the local
community to live with tourism.
Improving the quality of the visitor
experience has been a key strand in the
approach. This not only meets an increasing
demand for quality from consumers but is also
seen as helpful in meeting environmental
objectives.
115
Case study 9

initiatives
Schouwen West
The Netherlands
Marketing, information and interpretation
An artists impression of a well planned landscape is used in

the brochure promoting the scheme

Tourism development and planning are the
responsibilities of the municipality for the
island. At a regional level they are undertaken
by the Province of Zeeland. An independent
tourist board handles tourism promotion and
information delivery locally.
Planting can help to

conceal caravan sites and
improve their amenity
There is a powerful association of tourism

enterprises on the island, with 80 members.
The group has forged links with other private
sector associations, such as farmers groups,
as well as politicians and environmental
interests. RECRON, the national trade body
for campsites, bungalow parks and some
attraction parks, is very active in improving
standards and professionalism amongst its
members.
In order to overcome the deadlock
between tourism and environmental interests,
all these agencies have begun to work
together as part of a national pilot scheme.
Recognition of the need for a shared vision
between the industry and political and
environmental interests has been a key
success factor.
The scheme is operated through:
Old buildings are

being restored as
interpretation
facilities
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TOWARDS
a steering group consisting of one

representative from each of the agencies;
a smaller working group, including private
and public sector players and the project
manager;
separate teams responsible for specific
projects.
The wider local community has also been

kept informed through open meetings and
newsletters (see below).
The local tourist board operates seven tourist

information centres. It produces a brochure
for the island, with a strong visual emphasis
on nature, landscape and countryside
activities.
A network of environmental centres is
being established to interpret the area. They
have a programme of events in June, branded
as the month of nature.
Planning and landscaping
Considerable efforts have been made to

landscape and conceal camping sites. Most are
surrounded by earth banks and dense planting.
Treatment of roads and access routes keeps
traffic speed down. A new national park is to
be established along the south shore of the
island.
Rural activities
Past research has shown that increasing

numbers of visitors come to the island for
rural activities and nature study. New cycle,
walking, riding and canoe routes are therefore
being developed in the area.

process
Visitor feedback
As part of the project, a ten year research

programme will check on visitor reactions to
improvements. This will be carried out by a
university research company, using on-street
interviews as well as postal questionnaires for
post visit feedback.
Quality standards in accommodation
The Dutch Automobile Club provides the most

commonly used rating scheme for
accommodation, based on quality and
facilities and including testing by a mystery
shopper.
RECRON operates a national benchmarking

scheme for caravan and camping sites.
Questionnaires are sent both to the
enterprises and their guests. Results are
analysed centrally, and feedback is offered on
how sites compare to the national average.
This will be extended to other areas of service
such as employees, and is seen as a step
towards Integrated Quality Management.
Zeeland Camping is a local grouping of 11
sites, which undertake joint marketing,
purchasing and networking. They operate a
customer led system of quality control. A
simple questionnaire (pre paid postcard) is
given to all customers, asking them to score
aspects of service, such as welcome, facilities
etc. These are sent to the Chamber of
Commerce for analysis. Prospective group
members must reach and maintain a visitor
satisfaction score of at least 8/10; any site
falling below this must provide a plan for
improvement. Members also inspect each
other and offer advice.
The Quality Commission
A key part of the strategy is to control the

future growth of campsites. However, it is
recognised that some expansion is necessary in
order to improve the product. Eighty hectares
of land has been allocated for this, as well as
the relocation of sites from sensitive areas.
Any application to extend must be based on
an agreed plan, including a quality
improvement programme.
Each campsite has been invited to draw up
plans for future development. Seventy have
chosen to do so and, by 1998, 25 had been
approved. Free business advice is available
and sites are encouraged to work together, for
example sharing a new swimming pool.
Plans are considered by an independent
commission, established in order to remove
the decision from the political arena. This
small group includes a planner, a
representative form the caravan industry, and
an academic from the Agriculture University.
This balance is important, enabling the
commission to be seen to be impartial but also
small enough to work efficiently. Taking
commercial and environmental considerations
into their decision, they prioritise each plan
and advise the municipality on whether to
give permission.
It was proposed to move a number

of existing sites for environmental
reasons, despite the fact that there
are no powers to do this compulsorily.
This has already been achieved with
two of the largest sites who have
signed an agreement to move to
locations better for tourism and the
environment. This was considered a
great success as it was anticipated
that reaching such agreement was
always likely to be a hard task.
Inland, two sites have been
selected to develop 60 caravan
pitches as a form of farm
diversification. An equal amount of
land has been put aside for conservation to
compensate for this.
A high quality newsletter

has been widely distributed
Training
Training courses have been established and

feedback is obtained from campsite operators
about training needs. The courses are
subsidised and relate to making business
plans, environmental management and
negotiating with local government etc.

Traffic management
Transferium is a new park and ride scheme.

Buses and taxis take people to beaches,
villages and campsites. The brightly coloured
buses are easily recognised and some even
have sand on the floor to get visitors in the
mood. Free parking is provided, and an
education centre at the site increases visitor
understanding of the area. The scheme has
been a big success attracting 250 000 users in
the first season, due to its active promotion
and careful design to provide a true customer
service. The number of routes is being
extended.
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Case study 9
Parking charges have been introduced in

villages along the coast to deter parking and
encourage use of the park and ride, another
factor in its success. Future plans are to move
and close certain roads to keep traffic away
from sensitive areas.
Schouwen West
The Netherlands
Community impact
Several public meetings have been held with

local residents and businesses to discuss the
scheme. These have been well attended, with
numbers sometimes over 100. They have
identified some demands shared by locals and
visitors, such as the desire for more footpaths
and cycle ways. In future, they will use
smaller groups in order to encourage
discussion on specific topics. A newspaper
about the scheme is sent to all households and
businesses in area, as well as to visitors
through tourism outlets.
The Transferium park

and ride includes a
new visitor centre as
well as buses
Key success factors
A partnership approach towards resolving conflicts

and improving quality.
An understanding that the market is increasingly

looking for quality.
Independent quality commission approving expansion

plans.
Private sector efforts to set standards and obtain visitor

feedback through the systematic use of questionnaires.
Traffic calming and park and ride measures.
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TOWARDS
Owing to a lack of policing in the area in

high season, free accommodation is offered to
policemen and their families from elsewhere
in the Netherlands, in return for some time
spent policing. National funding has been
obtained to tackle the problem of drunken
teenagers in Renesse by shifting its image
more towards younger children, for example
by providing play facilities.
Economic impact
Surveys have been undertaken to estimate the

impact of tourism on the local economy. They
showed that 55% of residents work in the
tourism industry in some way, and that 70% of
turnover in shops is related to tourism. The
tourism industry is the largest local investor.

The major success has been resolving the
deadlock between the industry and
environmental interests, by creating a
partnership and agreeing a way forward which
will improve quality and benefit everyone.
The next challenge is to put this programme
into action. Successful developments to date
include the park and ride scheme, quality
commission and the introduction of cycle
routes. Reaching agreement on relocation
with some of the larger sites is a considerable
achievement. The approach has attracted
national interest, and the concept of an
independent commission has been adopted on
two other islands in the Netherlands.
Case Study 10
Greece
ATHINA
Small hill villages dot the landscape in Sitia

SITIA
A project to develop rural tourism

in a previously coastal tourism area,
based on developing an authentic
rural product from the bottom up,
supported by a creative marketing
programme based on packages and
assistance to local communities.
The district of Sitia lies at the far eastern end
of the island of Crete. It has a fine coastline.
The rural area inland is very attractive and far
less known, containing a number of scattered
villages, a variety of historic buildings and a
strong agricultural tradition centred mainly on
vineyards and olive groves.
Sitia, the main town, has only 10 000
inhabitants and most villages have fewer than
1 000. There is a strong need to expand the
economy of the rural area, and rural tourism
is seen as offering one solution alongside
other initiatives such as wind and solar
energy.
The tourism context

Sitia sees little mass tourism. However two
small resort areas, the town of Sitia itself and
Makrigialos on the south coast, have a number
of hotels and rented accommodation.
Makrigialos has approximately 2 000 beds.
Inland there is relatively little
accommodation, mainly rooms and some
self-catering properties, but this is slowly
developing.
Visitors are primarily from northern
Europe, travelling independently or on
inclusive packages. The level of tourism in
Sitia has remained roughly constant in the last
ten years, a reasonable performance in the
face of an uncertain market in the rest of
Crete. An important section of the market is
older people with an interest in heritage,
culture and nature, as well as beach holidays.
119
Case study 10
Strategy
Sitia
Greece
The objective for rural tourism in Sitia is to

channel visitor spending into the rural interior
of the district, to help the local economy.
From the outset it was accepted that, to be

successful, the rural tourism development
project had to be based on providing a high
quality of service and hospitality, and a special
rural experience. Emphasis has been placed on
the packages developed by the Rural Tourism
Office, and on attention to detail and personal
handling of visitors.
It was realised that this must be a gradual

process. The approach has been to:
Rural areas are

promoted as an
alternative and addon to established
coastal resorts
give high priority to maintaining the quality

of the environment, in its own right and as
an attraction for visitors;
encourage people visiting the coast to take
day visits inland, by creating information
material, heritage trails and walking
routes;
accept the need for a creative approach to
marketing because of the low profile of the
rural area, requiring the creation of
specific programmes sold through tour
operators;
undertake restoration and investment in a
number of inland sites to create an
attraction;
encourage local people to develop rural
products and accommodation over time,
given confidence from the marketing and
helped by advice, finance and training,
A small visitor survey in 1990 had been

encouraging, with interest in the countryside
and villages roughly equal to interest in
beaches.
A focus of the
strategy has been
quality improvement
on inland routes
linking sites and
settlements
120
TOWARDS

The Sitia Development Organisation provides
leadership in rural tourism. In 1994 it
established a separate Rural Tourism Office,
subsequently licensed as a tourism office by
the National Tourism Organisation of Greece.
Although this office was assisted with LEADER
funding, the idea of having a rural tourism
organisation in the area had been around since
the late 1970s, owing to economic need and
perceived potential.
The Development Organisation coordinates
development activity on behalf of 36
communities, within four municipalities in the
district of Sitia. A small management group of
nine people, including a representative of
tourism enterprises, works effectively. Full
meetings including all the communities are
held two or three times a year in order to
keep them informed.
The chairman of the Development
Organisation has played a key role. He has a
clear vision of carefully developed rural
tourism in the area and has provided strong
leadership amongst the various communities.
A strength has been the fact that the
tourism office was created within the
development organisation, enabling mutual
support and a flow of ideas between the
agricultural and small business sectors and the
tourism initiative.

initiatives
Promotion of packages to tour operators
and groups
The Rural Tourism Office has prepared themed

packages that capture the rural quality and
traditions of the area, linking some of the
smaller sites and enterprises. Group size has
been kept small (8 to 15 people) to minimise
impact on the villages and to create a better
quality experience. Themes include meeting
nature, the traditions and people; Raki
(traditional local drink) Routes; and Easter
programmes. Many other programmes are
tailor made.
Promotion has been mainly through tour
operators, contacted directly or through travel
fairs. There is also a website. Two specialist
tour operators, one British and one French,
have used the Rural Tourism Office as a ground
handler for their programmes.
Welcoming activities
An important feature of the programmes is the

handling and attention to detail on arrival.
Guests are met at Iraklion airport,

welcomed to Crete and told about the
transfer to Sitia. The welcome service is a
joint initiative with another rural
destination close to Iraklion, who act in
partnership with Sitia.
On arrival in Sitia all guests are given a
special greeting by their hosts and provided
with gifts of local confectionery and wine.
Personal requirements are discussed with
all visitors at the beginning of their stay,
and programmes adjusted according to
their interests.
Most visitors are keen to meet local people
and learn more about rural life in the area.
The majority of programmes include on the
first day a visit to the Union of
Agricultures wine co-operative. Discussing
local issues with visitors enables them to
feel more personally involved with the area
and get more out of their stay.
Developing small sites, linked by

trails
A series of heritage trails, motoring

routes into the rural area, have
been identified. Some of the
programmes mentioned above also
use these routes. Over time sites of
interest, including churches and
other historic buildings, are being
restored along the routes. They also
form corridors for investment and
support in the provision of facilities
such as tavernas and
accommodation.
Signed walking routes have been created
from two popular coastal areas, through
attractive rocky gorges to inland villages.
Water points have been established on them.
A portfolio of
themed tour
programmes has
been prepared
Assistance to small enterprises
Technical advice and financial assistance has

been given to a variety of small tourism
enterprises, including owners seeking to
convert or develop properties to
accommodation in the traditional style of
eastern Crete. Many recipients of finance have
been local food producers, especially of
honey, wine, sweets and raki. Some of these
provide opportunities for visits and tasting, as
well as sales. A number of restaurants have
been helped in developing and promoting
traditional dishes.
Visitors gain a local

experience in the
wine factory at the
start of their stay
Zakros village community initiative
In order to consolidate tourism

income through integrated
development in certain locations,
new village tourism projects are
being looked at. In Zakros, the
Development Organisation has
been investing in the creation of
a museum and taverna in an old
watermill building. This may
become a focal point for tourism
in the village.
A walking trail in the

Valley of the Dead
links the coast to
inland villages
121
Case study 10
Feedback questionnaires are supplied to all

guests, either directly or via the tour
operators. Around 70% of questionnaires are
returned. These ask questions about
expectation and satisfaction for a list of
attributes and facilities. They have confirmed
the importance attached to hospitality, the
environment, heritage and meeting local
people. The results have led to changes in
some of the enterprises featured in the
programmes.
Sitia
Greece
The local community in Zakros is involved in a co-ordinated

initiative
They now propose to establish a womens

agrotourism cooperative in the village. This
form of village community based tourism has
been pursued in seven other locations in
Greece over a number of years, and involves
the coordination of accommodation in private
houses together with central reservation and
marketing, based on the established national
brand. In some locations, such as Lesbos, the
cooperative also runs a restaurant, with
vegetables and other produce supplied by
local people. By working together, the local
women gain confidence. Experience elsewhere
suggests that it is important to establish clear
quality standards from the beginning and to
ensure that the future development of the
village as a whole is in keeping with the
concept.

process
The Rural Tourism Office has also found it

very helpful to keep in close contact with the
tour operators own representatives in the
area, for further feedback on requirements.
Training
A variety of training programmes, such as in

agrotourism, small business management and
environmental management, have been
provided by the Development Organisation
over a number of years. These are now being
provided by the education centre.
A new initiative has been Total Quality
Management training, funded by an EcosOuverteur programme. This links Sitia with
locations in four other countries and involves
the preparation of quality manuals for each
participating organisation. The Rural Tourism
Office has become involved as an operator,
and a small number of local tourism
enterprises have also been selected to take
part.
Assistance with quality improvement
Quality checking for the package programmes

Close links with
international tour
operators promote
the area and its
programmes
122
TOWARDS
Accommodation in Greece is inspected for

minimum standards by the National Tourism
Organisation, but the Rural Tourism Office
believes that these are not sufficient for its
purposes. The tourism officer uses no formal
quality criteria but inspects all
accommodation in the marketing programmes,
looking for cleanliness, Cretan atmosphere and
warmth of welcome.
Direct advice and assistance is available from

the Development Organisation for enterprises
seeking to make improvements. They have
access to various professionals, such as
architects, who can help work up projects and
feasibility studies.

An important concern in the area is to prevent
inappropriate tourism development spoiling
the special environment. In the village of
Kato Zakros, which has a very beautiful setting
including the site of a Minoan palace, the
application of Greek laws to prevent
inappropriate development near
archaeological remains has been very
important in maintaining the visual quality of
the area. Tourist accommodation and catering
facilities there have been kept to a very small
scale.

The strategy was for a slow development of
rural tourism in the area, based on
demonstration, assistance and marketing
support. This appears to be a sensible
approach. The process of generating interest
and confidence is inevitably time consuming,
but should lead to a better quality result.
The marketing packages have been
successful, especially the link with established
tour operators specialising in Crete and in
alternative travel. Helping ground handling
services develop links with such operators is
an important challenge.
It is possible that there may be a need for
more formal quality criteria for
accommodation and other services in the
future. Simply relying on personal choice can
be difficult for a local tourism organisation.
The project could also benefit from pursuing
other initiatives such as strengthening
information services for visitors already in the
area.
Small heritage sites on the inland routes are being restored
Key success factors
Strong local structure linking together 36 municipalities.
Positive link between tourism and the work of the local

rural development organisation.
Creative marketing concept based on packages.
Good links established with incoming tour operators.
Attention to detail in welcome and other services.
Practical use of feedback questionnaires.
Use of routes and trails to channel tourism spending

and development.
123
Case Study 11
REYKJAVIK
Iceland
SKAFTRHREPPUR
A wild and remote

corner of Europe
A single small community using

environmental quality as the central
theme for improving the visitor
experience. It has adopted a
bottom-up approach with little
outside assistance using local
resources in a creative way.
Tours into the interior

are part of the
product offer
124
TOWARDS
Skaftrhreppur is a dramatic place where

volcanic activity has shaped not only the
landscape but also the heritage and culture.
As well as grassland and a number of sheep
farms, it contains the worlds largest single
continuous lavafield that has erupted in
historical times, and the boundary of Europes
largest glacial icefield. Access is via the
southern perimeter road around the whole
island. Inland is wild country with many
geological features, accessible only on tracks.
Agriculture has accounted for over 75% of
jobs, but has seen significant decline in the
last 20 years.
Tourism context
The district has one hotel, six agrotourism
enterprises and a variety of camping and
hostel accommodation. It receives around
16 500 staying visitors spending a total of
20 200 nights, an average stay of just 1.23
nights. Around 40 000 day visitors stop, often
just briefly for services.
The area lacks specific visitor attractions,
relying on the special environment for visitor
appeal. Icelanders make up 50% of the market
with many families on short breaks from
Reykjavik. Foreign visitors are mainly in tour
or adventure holiday groups, using the district
as a staging post.
Strategy
In the light of the decline in agriculture, in
1991 the district council decided to prepare a
strategy for tourism which they saw as a
cornerstone of their future economy. The
starting point was the whole community. A
letter sent to every household invited them to
an open meeting about the future of tourism.
Those who came continued to form part of the
core working group. The strategy took longer
than envisaged to draw up, owing to the
emphasis placed on consultation, especially
amongst tourism businesses.
Three surveys were carried out.
A visitor survey, to establish visitor profiles

and reaction to existing services. This
pointed to the importance of nature and
the environment as the primary
motivation; the need for more attractions
and events as a reason for stopping; and
the need to improve specific facilities such
as the swimming pool, the camp site and
catering in the caf.
A survey of all tourism operators in the
area, asking for opinion on visitors needs
as well as their own assessment of the
areas strengths and weaknesses. Similar
issues emerged.
Counts on the ring road to ascertain who
was not stopping.
From this assessment a strategy was drawn

up based on improving quality, with the main
objectives being:
The small
interpretation
centre meets a
demand for more
places to visit
to use the environment as a major issue in

Skaftrhreppur, as a focus for quality
improvement and for attracting visitors;
to increase the length of the season and
length of stay, giving visitors a greater
reason for stopping in Skaftrhreppur
through increasing attractions and events;
to improve the quality of visitor facilities
and amenities.
Target markets were identified. Icelandic

families, who already respond well to the area
and are less seasonal in their pattern of
visiting, were seen as a primary target.
The strategy has been implemented
through an action plan. It was reviewed in
1996, based on further community
consultation. The objectives were retained
and a revised action plan established.
The local shop and

bank are important
facilities for visitors
and support the
tourism strategy
Anchoring the strategy on surveys of residents

and visitors is in line with quality management
principles. Action has involved a balance of
improving the quality of environmental
management and of general tourism facilities
and services, based on the use of local
resources.
125
Case study 11
Skaftrhreppur
Iceland
As a very small community, they have been

able to tackle quality issues directly.
Leadership is provided by Skaftrhreppur
District Council. As a result of the strategy,
they appointed a tourism officer who was also
responsible for the environmental
improvement programme. The council has a
Tourism and Economic Development
Committee. Day to day work is devolved to a
tourism steering group, which is very small and
involves representatives from the
Skaftrhreppur Tourism Association as well as
this committee. The tourism officers job is
part funded (30%) by the Icelandic Rural
Development Fund; otherwise there has been
no external funding.
The local craft association

sells products above the
Information Centre
A key feature of the approach is

consultation and involvement of the whole
community. The Skaftrhreppur Tourism
Association plays an important role. Only two
thirds of the 25 members are tourism
businesses, the rest being other enterprises
and individuals who are interested in helping
with tourism. This is seen as a considerable
strength. The association has no funds and
acts mainly as a pressure group on the council.
Issues concerning quality of the destination
and individual facilities are often raised,
leading to mutual encouragement to members
as well as representation to the authority.
The involvement of enterprises, such as the
local supermarket, filling station, bank and
post office, with the Tourism Association and
the strategy process is interesting. Personnel
in each of these have been involved in training
(e.g. for languages) and take part as
volunteers in activities such as footpath
maintenance. They have become much
friendlier to tourists. The enterprises also
sponsor certain activities.

initiatives
Creating more for visitors to do
As a result of the strategy, initiatives have

been taken to retain visitor interest.
A small interpretation centre covering
geology and volcanic activity has been
established. It is an example of a community
approach, with relevant external help. Local
people are involved and consulted on its
running and about half of its funding came
from community organisations such as the
farmers union and womens clubs, as well as
from the district council. It collaborates with
national research bodies who base staff there
who can interface with visitors. It is promoted
to passing groups and individuals and its
impact on the community and tourists is being
monitored.
A sequence of events has been established
to add interest to visitors. Three different
events held each week include:
talks in the church on nature, history etc.;

a series of one hour guided walks each
week, with a nature and culture theme;
childrens activity days.
There are also four main event/activity

weekends each year, including family
weekends, mid-summer celebrations,
childrens weekends and chamber music
weekends. Local people get involved in these
activities as well as visitors. Visitors are given
a whats on news-sheet, a simple A4 listing
which changes each week. This is part of the
quality welcome.
Information to the local community has

partly been through features in the annual
newsletter from the district council,
distributed to each household.
The village church is the venue for talks on the environment
126
TOWARDS
Operators providing excursions into the

interior have been encouraged, with an
emphasis on personal guiding. Local crafts are
a strength, including woollen goods, other
sheep products, use of local lichens and
mosses etc. A craft workers group has been
established and a small craft centre set up
above the tourist information centre. There
are plans for at least one location to interpret
past and present rural life and farming.
Quality improvement in the village shop
and cafe
The small supermarket is an important facility

for tourists, especially tour groups who stock
up there. It has taken seriously the provision
of a quality service, with training for staff and
the production of a quality manual covering
many aspects of dealing with customers. Staff
have been encouraged to take simple language
training. The shop decided to open earlier in
the morning to suit the needs of tour groups,
and promoted the new arrangements to them
by personal letter. It has also assisted farmers
involved in tourism to be more
environmentally friendly in their services and
packaging, ordering and stocking food and
other materials for them in bulk. This is a
good example of integrated quality
management at a local community level.
As a result of the customer surveys the
caf attached to the filling station, which is
heavily used by visitors, has improved its
service, now providing hot meals and menus in
English.
Cautious marketing
A single map-based destination brochure has

been produced for Skaftrhreppur. The
intention was to keep this factual and not
over-sell the area. The area has benefited
from media coverage in Iceland as a result of
the work on the strategy and their declared
environmental aims.
They are concerned about promoting
themselves as an environmentally friendly
destination, lest people who come are
disappointed that they have not done more.
Therefore their approach has been to say
Skaftrhreppur is getting better rather than
to imply that it has achieved its goals.
The quality manual

prepared by the
village shop

process
Seeking appropriate accommodation standards
There has been no attempt locally to set

formal standards of facilities and services.
Iceland has no official accommodation
rating system. However, holiday farms in
Skaftrhreppur are members of Icelandic Farm
Holidays, whose annual inspection and rating
is important in maintaining quality standards.
Interestingly, each room is rated according to
facilities, rather than the establishment as a
whole. This reflects the fact that many farms
are big, with a range of accommodation
including chalets, en-suite rooms, basic B&B
rooms, dormitories and sleeping bag
Swimming pool - a problem of inflated

expectations
The swimming pool remains a quality

conundrum. Although criticised in visitor
surveys, it is more than most people would
expect in a community of 600 people.
However, most communities in Iceland have a
geothermal pool with a jacuzzi. Geology
prevents this in Skaftrhreppur and so they
are unable to meet visitor expectations.
Farm tourism is well

organised nationally
and locally
127
Case study 11
Comparing quality image with other

destinations
Skaftrhreppur
Iceland
Farms provide a range

of accommodation,
separately graded
accommodation, due to the number of

adventure tourists and groups, as well as
families, who use this form of accommodation.
The detailed description of standards should
not lead to false expectations.
In 1996, as part of the strategy review, a

survey of consumers both in the area and
elsewhere in Iceland gauged opinions of
Skaftrhreppur and its quality. People were
asked to rate the area against three
competitor destinations in Iceland in terms of
quality and price, and a price-quality matrix
was drawn up. It was rated as a relatively high
quality and low price destination, and beat
the other three areas in this respect. This was
seen as a positive result and the strategy is
now to move the area even further in this
direction.

Getting everyone working for the environment
Accommodation is also provided in schools,

community halls, and mountain
huts, with central reservation
handled through the district office.
This is basic accommodation, but
promoted as such so it meets
consumer expectations.
Training - a mixed success
School accommodation
is simple but meets
expectations
128
TOWARDS
Training has been a mixed success.

Icelandic Farm Holidays have
organised training for their
members which seems to have
worked quite well. Locally, there
was an attempt by the district to set up a
comprehensive training programme. Take up
was very poor, as people were too busy and
did not see the need, so it was cancelled. An
important lesson was that training has to be
worked up with the potential participants and
tailor made to their circumstances. In the end
there was some targeted, one-off training on
requested subjects such as basic foreign
language skills, I.T. and environmental issues.
A number of farms have participated in an

environmental quality management exercise,
involving training, target setting and a work
programme on each farm. A study tour to
Austria proved valuable. In part, this was
inspired by feedback from visitors, who were
coming because of their interest in nature and
were asking the farmers about their
environmental policies.
The tourism officer also has responsibility
for environmental management relating to
tourism and keeps a close watch over certain
sites suffering erosion from walkers, partly
owing to the loose volcanic ash. Volunteers
from the community work on these sites,
creating new paths and making others more
robust. In the Lakaggar valley a separate
warden has been appointed, largely due to
the profile given to conservation and visitor
management as a result of the tourism
strategy.
The price-quality survey mentioned above

indicates a positive result. People are more
aware of Skaftrhreppur across Iceland and
see it as a good place to visit, with concern
for the environment.
The nomination as Icelands winner in the
EU Tourism and the Environment Prize gave
Skaftrhreppur a major boost, not only in
terms of local public relations but also in
national awareness.
Working parties from the local community undertake footpath
maintenance
Action has been taken to inform everyone

about their environmental heritage and
current issues. Seminars on the subject have
been attended by visitors and local residents.
Schemes have been introduced to involve
visitors themselves in conservation.
Walking clubs work on footpaths.

Off-road driving clubs have been made to
work on restoration and maintenance of
the tracks they use.
As part of a programme to stabilise the
volcanic ash soil, trees are sponsored by
visitors and planted by them in a Visitors
Forest, resulting in very positive feedback.
The creation and slow evolution of the

strategy got local people talking about tourism
and enabled far more acceptance of it as a
positive force, especially amongst young
people (the more elderly remain more
sceptical).
Visitors are invited to

support planting
schemes to stabilise
the ash soil
As this is a very small authority it is not

certain that the funding commitment can be
continued. It has become apparent that
visitors see the area as part of the larger
Skaft region. For example, many requests
locally are about the neighbouring Skaftfell
National Park. Therefore the district may be
talking to its neighbours about combining
effort and funding with them.
The importance of the environment in the

tourism strategy has led the council to take
up these issues more generally, including the
management of energy and waste.

Tourism has grown, albeit slowly, in the area.
The main hotel has increased its staff
complement from 12 in 1992 to 23 in 1997.
Population has declined in the district by
1.2% from 1990 to 1997, against a 2.5%
average in rural areas for Iceland as a whole.
The fact that a remote area like
Skaftrhreppur has done relatively less badly
is put down to the tourism strategy.
There have been noticeable improvements
in the range of activities and events and in
the way visitors are treated by all types of
enterprise and organisation.
Key success factors
Tourism and environment synergy.
Advantages of working in one small community.
Use of visitor and business surveys to guide strategy.
Role of non-tourism businesses, such as village shop.
Creative addition of attractions/events from within

the community.
Involving visitors in conservation.
Not over selling the image.
Future linkage between small communities.
129
Case Study 12
United Kingdom
TROSSACHS
LONDON
The Trossachs landscape is promoted as The Highlands in
miniature
A heavily visited destination,

tackling a deteriorating visitor
experience through environmental
improvements, information
provision and visitor management.
The Trossachs is an area of approximately
260 km2 in the heart of Scotland. It is one of
Scotlands outstanding scenic areas: here the
peaks and lochs of the highlands meet the
gentle wooded hills and agricultural land of
the lowlands. The population of around 6 000
people is dispersed throughout small rural
communities, and the two larger centres of
Callander and Aberfoyle. Forestry, agriculture
and tourism are the main employers.
130
TOWARDS
Tourism context
The region has a strong identity. Scenic beauty
and accessibility from major urban
conurbations makes it a hugely popular visitor
destination, attracting 2.2 million visits each
year. A handful of sizeable attractions cater
for the mass market, but the majority of
tourism businesses are small and family run.
A number of public sector agencies have a
long-standing commitment to developing
tourism in the area.
Visitor pressure and a lack of investment
has led to a decline in the quality of visitor
experience and some environmental
degradation. To tackle these issues the
Trossachs Trail Tourism Management
Programme, supported by a partnership of key
public sector bodies in tourism, was
established in 1992. This is one of twelve such
programmes in Scotland tackling sustainable
tourism at a local level.
Strategy
A comprehensive and highly structured
strategy was prepared at the outset of the
programme based on wide consultation with
the industry. The overall aim has been to
develop tourism in a way which:
brings maximum benefits to local
communities and the local economy, while
sustaining and enhancing the quality of the
Trossachs environment which comprises the
areas main attraction.
A series of inter-related objectives form
the basis of the strategy.
to safeguard and enhance environment

assets;
to strengthen the local tourism industry
and improve the quality of the visitor
experience;
to increase visitor contributions to the
area;
to increase visitor understanding and
respect for the area;
to monitor visitor levels and activities in
order to find ways of managing and
controlling their impacts.
The document sets out short, medium and

long term goals and makes detailed
recommendations about implementation.
In 1996 a Taking Stock workshop was held in
order to assess achievements. Feedback was
positive and it was agreed to keep the
direction set by the original strategy.
Improving the quality of the visitor experience

has been an important objective throughout.
Key mechanisms for achieving this have been
environmental improvements, visitor
management and information provision.
Individual agencies have also tackled
improving quality through training schemes,
improvement grants and marketing.

A number of public sector agencies are
involved in tourism in the area, both at a
strategic level (regional tourist board; local
government), and as landowners (Forestry
Commission; regional water company). As well
as participating in the tourism management
programme some are also involved in The
Rural Stirling Partnership, which focuses on
sustainable economic development, including
tourism related projects.
The area will

become Scotlands
first national park,
requiring close
cooperation between
tourism and
environmental
interests
The partnership seeks to complement

rather than replace the existing programmes
of the partner agencies, such as marketing.
However it provides a wider platform for
tackling joint issues and attracting funding.
The tourism management programme has
been very successful in bringing together
influential agencies with differing remits,
including potentially conflicting aims such as
environmental conservation and tourism
promotion. Flexibility in the level and form of
contribution, creates a balance between those
partners who offer financial resources and
others who can contribute in kind. A project
officer co-ordinates the partners and acts as a
focal point. Having a local person in this
position has been a key success factor in
understanding local issues and fostering
communication with the wider community.
131
Case study 12
The Trossachs
United Kingdom
Lack of involvement from the private and

community sectors was soon recognised as a
weakness in the partnerships approach, and
efforts were made to rectify this.
A community forum has been established

with representatives from the private,
voluntary and community sectors to discuss
the progress and future work of the
management programme. Theming
meetings on priority issues has been
effective in focusing participation.
The Trossachs Trail is clearly signed
Tourist information centres
Designing town and

village welcome signs
was a way of involving
the local communities
Good communication has been established

with the local community councils leading
to a number of community schemes, such
as restoring the old milestones on local
roads. Many improvements have benefited
visitors and locals alike and led to good
public relations with the local community.
The Trossachs Tourist Association has
provided a channel for communicating with
the private sector and has made an input
to a small number of projects.

initiatives
A central aim of the partnerships work has
been to improve visitor orientation through
information provision and signing.
The Trossachs Trail
The Trossachs Trail is a car touring route

linking tourism enterprises and natural
attractions throughout the area. The route is
signed and attractions are featured on a
colourful map-based leaflet available in large
quantities in various languages. The leaflet is
extremely popular with the local industry and
visitors. It strengthens the identity of the
Trossachs, orientates visitors and holds them
in the area for longer.
Information and signing
Information provision
centres on a high
profile leaflet
132
TOWARDS
A network of 40 information boards have

been established in car parks and lay-bys.
Village welcome signs have been established
as a cooperative venture, with community
input into their design. Traffic signing has also
been improved in a number of places, to aid
visitor orientation and increase road safety.
The two tourist information centres in the

area have been themed and promoted as
visitor attractions in themselves.
The Rob Roy & Trossachs Visitor Centre in

Callander includes a themed attraction,
event space and shop as well as a tourist
information service.
The Trossachs Discovery Centre was

developed in 1998 to replace the small
tourist information centre in Aberfoyle.
The centre combines a tourist information
service with environmental interpretation
and an orientation centre for the
Trossachs. An exhibition area contains
interactive displays about natural and
cultural heritage aimed at both adult and
junior audiences. The new centre has
attracted a 400% increase in visitor
numbers and a much wider clientele,
including the many coach parties which
stop in the town.
The Trossachs Discovery Centre helps to orientate visitors and

has received a very positive response
Both centres incorporate environmentally

sound management practices such as energy
and water saving devices and the Trossachs
Discovery centre has been designed to reflect
the local geology using both highland slate and
lowland sandstone.
Physical infrastructure
A great deal of new investment has been put

into physical infrastructure such as footpaths,
litter bins and toilets. Many of these facilities
had degraded as a result of visitor pressure
over time. Redevelopment of visitor facilities
at Loch Katrine required a large scale
investment. New car parks, toilets and caf
facilities were needed to cater for the 180 000
visitors to the loch each year. The new
developments were designed to be
sympathetic to the character of the area using
local materials and styles, and interpretation
about the site was significantly improved.
Safety measures
The partnership has been proactive in tackling

safety issues on the roads and in countryside
activities, including the following specific
measures.
A leaflet has been produced promoting

safety through simple messages about
crime, road safety and precautions for
mountain and water activities.
Development of walking routes has drawn
on advice from the police and landowners.
Published walking guides are compared
with mountain rescue statistics and the
condition of footpaths on the ground, in
order to prioritise maintenance and patrol
measures. Publishers are also advised if
printed walks are unsafe or if unsuitable
messages are conveyed.
A programme has been introduced to
improve rights of way on the ground. On
more dangerous climbs the start of the
track is often left uncleared in order to
discourage casual walkers.
Various types of display panel have been used to assist visitor

management
Gastronomy
The Food Partnership Project is a local scheme

set up by the Rural Stirling Partnership in
response to national research findings. It was
shown that although food rates second only to
scenery in attracting visitors to Scotland, it
rates very poorly in post visit consumer
satisfaction. Two local groups were
established, a producers group and consumers
group, to encourage local purchasing and to
promote the marketing opportunities that this
can offer tourism businesses. The scheme has
now become a national project called Natural
Cooking of Scotland.
Better management
of car and coach
parking using local
materials
Marketing
The majority of the areas marketing activities

are undertaken through the regional tourist
board who produce a range of print and a
central booking service. More locally, a
Trossachs website has been established by the
local tourism association.
Information on
walking is carefully
checked
133
Case study 11

process
The Trossachs
United Kingdom
Monitoring
A comprehensive monitoring programme has

been a key strength. It aims to track the scale
and distribution of visitation, as well as visitor
attitudes and satisfaction.
Training, grants and quality assurance
The local enterprise company and regional

tourist board operate several schemes aimed
at improving quality in the local industry:
Enterprises receive a
detailed pack of
information about the
national Quality
Assurance Scheme
134
TOWARDS
People and traffic counters have been

placed on footpaths and roads.
There have been Trossachs wide visitor
surveys in 1994 and 1997.
One off visitor surveys have been
conducted concerning specific facilities,
such as tourist information centres, Loch
Katrine and local shops.
An economic monitor, involving interviews
with 130 enterprises, has investigated
general levels of business as well as
measuring awareness and impact of the
programme amongst local businesses.
Recommendations in the original strategy

for extensive environmental monitoring
proved too ambitious and expensive to
implement, but the above surveys and
counters have at least enabled a measure to
be taken of changes in visitor volumes over
time. There is an opportunity to make use of
aerial photographs taken by one of the
partner agencies, Scottish Natural Heritage.
Tracking visitor pressure has helped to
target spending effectively and to back up
applications for funding. Feedback on visitor
satisfaction has been used in the
decision process. For instance,
walking guides were
produced to cater
for visitor demand
for short circular
walks; and the need
for more
environmental
education has been
met through the
Trossachs Discovery
Centre and other
interpretation.
A small grants scheme offers local

businesses up to 8 000 euro for physical
improvements or market development.
A training programme offers over 40
workshops each year. These include
national programmes such as Welcome
Host, focusing on customer care, as well as
courses tailored to local circumstances.
Over 550 training places have been taken
up in the Trossachs area since 1993.
The promotion of the Scottish Tourist
Boards Quality Assurance Scheme. This
involves an annual inspection leading to
classification of the establishment by type
(hotel, guest house etc.) and award of a
1 to 5 star quality grade within each type
based on points scored against a long list of
quality checks. At the same time,
enterprises can be judged for accessibility
for disabled people, within three categories
according to whether the premises are
accessible to people in wheel chairs on
their own or only with some assistance.

Conservation and visitor management are
priorities behind all the activities of the
programme. Visitor codes and environmental
messages are incorporated into all print and
are heavily promoted through the Trossachs
Discovery Centre.
One solution to protecting sensitive sites
has been to interpret at a distance. Whilst
visits to such sites are not encouraged,
interpretation boards have been introduced at
suitable viewpoints allowing visitors to enjoy
them at a distance. A camera watch has also
been set up to transmit live footage of a
peregrines nest to a visitor centre.
The Trossachs Trundler is an old fashioned

bus running around the Trossachs Trail during
the summer, offering visitors the opportunity
to explore the area without using a car.
Although users are increasing year on year,
uptake of the service has been a little
disappointing. This is felt to be a result of
insufficient marketing and there are plans to
increase both promotion and levels of service
in the future.
The Green Tourism Business Scheme
The Green Tourism Business Scheme is a

national scheme promoted by the local
agencies in the Trossachs. It is run by the
Scottish Tourist Board as an additional
element of their Quality Assurance Scheme
and enables enterprises to be awarded an
eco-label at bronze, silver or gold level. It is
based both on self-assessment and an
inspection, often combined with the overall
quality inspection. Elements covered include
treatment of waste, energy, water, noise,
sources of materials, storage, transport, the
local environment and communication with
staff and the public. Particular features
looked for include commitment and a
structured approach to improving
environmental practice over time.
The area won the Scottish Tourist Board

Thistle Award for Best Area Initiative in 1994
as a result of the way in which the natural and
manmade attractions have been combined
within a concentrated area.
A key lesson has been the need to plan for
the ongoing housekeeping of capital projects,
as some facilities such as information boards
have suffered from a lack of maintenance by
landowners.
In the longer term, the future of the
destination will rest greatly on the
recommendation to designate the area as
Scotlands first National Park, which will begin
its work in 2001.

A large number of the projects suggested in
the original strategy have now been put in
place and there is evidence on the ground of
environmental regeneration and improved
visitor facilities. Results from the visitor
surveys indicate quite high satisfaction levels
amongst visitors and suggested improvements
have been acted upon. A consumer survey for
the Trossachs Discovery Centre showed 90-95%
visitor satisfaction with the various
components.
The economic monitor in 1997 showed that
overall there has been an upturn in business
locally and that one in five enterprises feel
that the TTTMP has made a small but positive
contribution to this.
Simple tips for

visitors are displayed
in the Discovery
Centre, and a model
of the Trundler bus
encourages use
Interpreting at a
distance provides a
visitor experience
without damage to
sensitive wildlife
Key success factors
Increasing the quality of the visitor experience

through physical improvements.
A focus on visitor orientation and information provision.
A strong strategy accompanied by clear goals and action plan.
A flexible partnership of influential agencies achieving more

than would be possible individually.
A local base generating credibility and community involvement.
A systematic and comprehensive programme of monitoring.
135
Case Study 13
Portugal
VALE DO
LIMA
LISBOA
A region rich in manor houses and historic buildings
An initiative to conserve a wealth of

heritage properties by creating
quality branded accommodation,
which has been broadened to
develop other products in the
destination as a whole.
Vale do Lima is a small rural district of about
1 276 km2 in the north of Portugal. As well as
the River Lima it contains the mountainous
country of Peneda Gers, Portugals only
national park, and has a strong architectural
heritage. Of the 167 000 inhabitants, one
quarter are involved with agriculture, mainly
wine production. However, agricultural
incomes and productivity are low and tourism
is seen as a valuable source of income.
136
TOWARDS
The tourism context

Tourism first began to become established in
the Vale do Lima around 1983, based on the
development and promotion of rural
accommodation enterprises. People come here
to enjoy the typical countryside of northern
Portugal, the fine wines and local tradition
and culture. Around one third are from
Portugal and a further third from Great
Britain, with Germany, the Netherlands and
Spain also important markets. The level of
business is low outside July, August and
September.
Strategy
The history of tourism in the area has been
primarily resource driven. A government
scheme to fund the renovation of old manor
houses was picked up most actively in this
area owing to their far greater prevalence
here than anywhere else in Portugal. Many
had been abandoned or used only as second
homes. The scheme was an opportunity for
owners to generate commercial income
through tourism.
The strategy has been in two phases. In
phase one, the objectives were:
to preserve the old houses in their original

architectural style;
to create high quality accommodation,
involving living with the family; and
to establish a marketing programme for
them.
The second phase has been to establish the

area as a more integrated rural tourism
destination, involving:
diversifying the type of accommodation

available;
creating a quality brand for the
accommodation product; and
developing tourism facilities, attractions
and events in the area to give people a
reason for coming and to improve
occupancy.
The strategy has been driven by a

determination to provide visitors with a
quality experience in keeping with the special
character and heritage of the buildings and
the natural environment of the area. It was
found that the kind of people who could be
attracted to this relatively isolated location,
and who would appreciate the kind of
accommodation involved, were looking for
attention to detail in service and in all other
aspects of their stay.
Casas Antigas form

the highest level in
the brand
The tourism initiative for Vale do Lima has

been spearheaded by TURIHAB, a private nonprofit organisation established to develop and
market rural accommodation. This
organisation was later responsible for
establishing a LEADER group in the area,
ADRIL, as a vehicle for stimulating and funding
the wider tourism development of the
destination.
Success has partly been due to the fact
that both TURIHAB and ADRIL have involved a
network of local organisations in their
structure. The Board of Directors of TURIHAB
includes representatives of the local bank, the
association of municipalities and the
association of entrepreneurs. The members of
ADRIL include these bodies, as well as
representatives from the national park, the
union of craft workers, the local polytechnic
and TURIHAB itself. ADRIL and TURIHAB work
closely together, and with the local office of
the regional tourist board, with whom they
share a building.
TURIHAB is democratically organised.
The property owners are members of the
organisation and have a considerable say in its
operations. Funding is through membership
fees, a commission on central reservations,
commercial sponsorship and co-financing from
LEADER.
137
Case study 13
Following the creation of the brand in

Portugal, TURIHAB decided to establish a
quality brand Europe of traditions at a
European level, working with partner groups
providing quality accommodation and personal
service in Belgium, France, Britain and
Ireland.
Vale do Lima
Portugal
Developing visitor interest in the destination
Furnishings are traditional and in keeping with the buildings
Visitor feedback suggested that there was too

little to do in the destination, so through
ADRIL the following initiatives were pursued:

initiatives
Creating a quality accommodation brand
Effective
communication is
a critical element
of success
TURIHAB has created a network of

characterful rural properties, under the brand
name Solares de Portugal, concentrated in
the Vale do Lima but with members also
elsewhere in the country. Accommodation
comprises small hotels, individual homes and
apartments. As well as the special attention
paid to the decor, such as the use of antiques
and fine art, a notable feature is the personal
care provided by the host family. Meals are
taken with them and visitors are helped to
organise their stay. Every owner speaks a
minimum of one foreign language, many of
them two or three. Following feedback from
guests, who are looking for additional facilities
and flexibility of accommodation, quality has
been improved at some properties through
adding swimming-pools, tennis courts and
riding stables, and increasing the proportion of
self catering apartments.
TURIHAB runs a very effective marketing
campaign. They have established contact with
125 tour operators, who now produce 62% of
the bookings. There is an Internet site and a
central reservation service; in future all
members should be electronically linked.
Public relations forms a major part of the
marketing with many hundreds of free nights
given to tour operators, journalists and
opinion leaders. Themed programmes for
groups are offered to operators, including
wine-tasting, walking, cycling, gardens,
culture, and horse riding.
The strategy has

been to develop
more activities in
the destination,
such as golf
138
TOWARDS
a golf course, carefully fitted into the

landscape and using old buildings, with
TURIHAB guests offered a 20% discount;
a horse riding centre and trail;
a shooting reserve;
the Via Verde, a walking and cycling trail
created from the former valley railway;
a consortium of craftsmen, backed by
technical and financial assistance;
competitions and special events organised
by the regional tourist board to encourage
restaurants to prepare local dishes.

process
Accommodation categories and criteria
The basic criteria for membership of TURIHAB

include: attractive settings; old houses with an
authentic interior and exterior; good quality
facilities; and the commitment and attitude of
the owner. As the brand is based upon
individual attention, the owning family has to
live in the house containing the guest rooms.
Three sub-brands have been created to help
to match the different types of
accommodation to price bands and to the
needs of different market segments:
Casas Antigas the finest manors and

palaces, with beautiful gardens and
luxuriously furnished with antiques;
Quintas smaller country houses and farm
houses;
Casas Rusticas cottages, mills and similar
rural buildings converted mainly to
apartments.
Customer feedback
All members of TURIHAB have a guest book for

general comments and a separate book for
complaints. Any complaint is followed up by
TURIHAB, often with an inspection. There
were only eight in the previous year.
Some Casas Rusticas are in old mills
The classification is made by the marketing

director and an architect.
In terms of service, there are few rigid
rules and criteria. However the members have
agreed guidelines on certain components. For
example, breakfast must consist of coffee,
different sorts of bread, cheese, home-made
jam, fresh fruit juice and seasonal fruits.
Encouraging quality improvement
Financial assistance, in the form of interest

free loans covering around 40% of the
investment, is available for the conversion of
buildings of character into accommodation.
Initially this was from the government, and
currently from ADRIL.
Members of TURIHAB meet three times a
year to discuss quality improvements, pricing
etc. The marketing director makes
recommendations to individual establishments.
Attention is paid to little extras like flowers
and gifts. A scheme is planned for members to
visit each others properties to give advice and
to learn.
The main way in which TURIHAB has

obtained feedback has been simply through
listening to guests and making a note of their
needs when taking reservations. More
systematically, all guests are given a
questionnaire to monitor their needs and
satisfaction levels. These are analysed by
universities in Portugal and the UK, and have
directly led to the provision of new facilities
and improvements.
Wider quality checking
The system above applies to TURIHAB

members. Other accommodation
establishments and restaurants are checked by
the regional tourist board. Restaurants are
divided into three categories, with criteria
relating not only to hygiene but also to levels
of service, appearance and quality of the
menus.
Rather than the activities of TURIHAB
creating problems by introducing a two-tier
system, it is generally felt that the quality
they have achieved has demonstrated the
potential and helped to improve overall
quality in the area.
A market expectation
for more facilities
such as pools is being
met
It was found that there was no need for

customer care training owing to the rich
tradition of hospitality in the area. Training
covers technical aspects such as languages,
interior design and cooking local dishes.
139
Case study 13
Vale do Lima
Portugal
There is sensitivity to the potential impact of

tourism on the environment, although few
problems have been encountered so far.
ADRIL has worked with schools to promote
environmental understanding and also works
closely with the national park.
There have been various spin-off
employment benefits from the programme of
building renovation. For example, business has
been enhanced for the 2 000 stone masons in
the region.
Focusing investment on isolated communities
through village brand tourism
Traditional craftsmen
such as stone masons
have been supported
The Aldeias de Portugal

brand promotes village
properties
ADRIL has established a special scheme to

restore collections of houses, rather than
individual properties, in remote rural villages
in the Peneda Gers National Park. This
scheme, which increases economic benefit to
isolated local communities with greatest need,
has been carried out so far in five villages.
The product has been given a brand identity
Aldeias de Portugal and the initiative is
being taken up elsewhere in the country.
All the village schemes have been subject to
common quality standards set by ADRIL.
A system has been established for joint
marketing and central reservations.
Key success factors
Involvement of a network of regional organisations in

the structure.
Well focused financial scheme supporting quality

accommodation.
Leadership through a private organisation strongly linked

to the market and product.
New developments in the destination introduced to meet

reported visitor demands.
Philosophy based on restoring and maintaining local heritage.
Developing quality brands at a local level and then expanding

them to a national and European level.
Introducing focused investment projects within

selected villages.
140
TOWARDS
A training programme service and quality

has been established for the property owners
and also for young people in the villages. The
level of involvement of the wider local
community within the villages has varied from
place to place.

Feedback and surveys of guests has confirmed
the strong demand for characterful
accommodation coupled with high standards.
The quality and variety of facilities demanded
increases each year.
As a private organisation, close to the
market and to the suppliers of
accommodation, TURIHAB has been able to
act quickly and flexibly to deliver quality. At
the same time, its integration with the
community in the Vale do Lima has enabled it
to stimulate and support necessary quality
improvement and investments in the
destination as a whole. The close cooperation between TURIHAB and ADRIL has
been a key factor for success.
The number of overnight stays has been
rising steadily in the area. Members of
TURIHAB have been growing in number over
the years and this is set to continue. The
Aldeias de Portugal scheme has also been
steadily expanding.
Benefits include not only securing new
jobs in tourism but also considerable
environmental improvements through the
restoration of many fine buildings. Local
handicrafts and construction techniques have
been revived. Many people engaging in rural
tourism for the first time have reported
unexpected social and personal benefits from
interaction with the guests.
Case Study 14
Sweden
VALLONBRUK
STOCKHOLM
Former mining activity

shaped the areas
industrial past
Well ordered villages and

fine manor houses are
typical of the area
An area where a rich industrial

heritage has formed the basis for
working towards a good quality
tourism offer. Successful
mechanisms have been implemented
for bringing the private sector and
voluntary groups on board.
Vallonbruk is an area of 400km2 in the county

of Uppland and lies about 100km north of
Stockholm. The landscape and culture strongly
reflect the regions industrial heritage built up
around the Dannemora iron mine. The area is
characterised by small ordered forging villages
called bruk, which sit alongside stately
manor houses, flat expanses of forestry and
manmade lakes. The forges closed around
1900 and the mine in 1992. New employment
opportunities have been found in the tourism,
conference and steel industries.
141
Case study 14
Strategy
Vallonbruk i Uppland
Sweden
A very simple strategy for tourism in the area

is based on four key aims: Save, Describe,
Animate and Promote. This is a mission
statement rather than a full strategy, setting
an underlying direction but retaining
flexibility. The focus is on conserving,
interpreting and promoting the industrial and
cultural heritage in innovative and effective
ways. The statement also emphasises the need
for partnership between all relevant interests
in working towards these aims. The ultimate
objective behind all activity is to create new
local employment.
The villages
and industrial heritage
sites are interspersed
in a landscape of lakes
and forests
Tourism context
The region has almost 600 bedspaces,
provided by a small but varied accommodation
base of 16 enterprises, including manor house
hotels, inns, bed and breakfasts and
campsites. A handful of small attractions such
as mining museums and craft workshops have
been set up. In addition, a great deal has been
done to animate and interpret the areas
industrial, cultural and natural heritage
through guided walks, festivals and other
activities.
In the summer of 1998 the area received
around 210 000 recorded visitors, and this has
been growing. Tourist visits are highly
concentrated in the summer months, but
conferences and corporate visits provide an
important source of business for many
operators throughout the year. Many visitors
come on day trips.
142
TOWARDS
The destination illustrates a number of factors

implicit to integrated quality management.
Central to the approach has been an aim to
meet customer needs more closely, including
responding to feedback both from visitors and
from service providers. Efforts are
continuously made to improve the tourism
product and service, through training,
packaging and interpretation. There is also
quality in the consistency of the approach
taken by the partnership and individuals,
which has always aimed to stay true to the
traditions and character of the region.

Although some bruk were involved in tourism
as early as the 1970s, there was little
cooperation and coordination. In 1995 the
county government set up a public/private
partnership in order to coordinate and develop
tourism at a destination level. This partnership
has now expanded and been established as a
non profit society called Vallonbruk i Uppland,
with funding from various public sources,
private sponsors and the EU. The society
council includes representatives from the
county government, local heritage societies,
community representatives and private
companies. The project leader has proved
vital as a coordinator and point of contact
with the wider industry.

initiatives
Promoting and packaging the product
A priority for the society has been to establish

destination wide marketing. A number of
destination brochures have been produced
and a web site has been established.
The Valonforge museum is one of a number of sites

interpreting the industrial heritage
A key strength in the societys approach

has been the establishment of two kinds of
working groups.
Three groups have been established within

the society to work up quality
improvements on information and
marketing; education; and signing. Each
consists of four or five representatives from
various public and private interests. The
groups have proved very effective in
tackling priority issues.
Direct contact with the wider industry has
been achieved through five networking
groups based on industry sectors i.e. inns
and manor houses; cafs; tourist guides;
local heritage societies; and handicrafts
and artists. Each group has between seven
and eleven members and meets three or
four times a year. The groups have been
very successful in encouraging enterprises
to share experiences and work together for
the first time.
Vallonbruk i Uppland also operates a wider

membership scheme for individuals interested
in local heritage and the societys work. These
150 members are invited to special events and
receive a newsletter three or four times a
year.
There have been attempts to target

certain market segments. In particular, efforts
have been made to promote activities for
children, including painting workshops, guided
walks and puzzle trails. These are highlighted
in the print and web site as Fun for
Children and a dedicated leaflet has been
produced for schools. The corporate
market has been identified as another
primary market segment. A group guide
and other marketing activities promote
conference venues, opportunities for
corporate entertainment and unusual
team building activities, such as rock
blowing and driving mine vehicles.
Packaging the product has been a
useful tool for extending the benefits of
tourism. A number of educational
holidays have been developed focusing
on product strengths such as Walloon
history, arts and crafts. The Big and
Small Bruk package encourages overnight
stays by offering two nights accommodation,
guided tours and attractions in two bruk. A
holiday package developed around a local
craft festival at Easter has resulted in
additional business at a time of year that is
generally very quiet. Inns and restaurants
promote their Christmas activities together in
the brochure Vallonbruk in Advent.
A special brochure
promotes opportunities
for conferences and
corporate functions
Visitor signing and logo
A working group is taking a structured

approach to improving visitor signing.
Information boards have been set up on

major roads into the area displaying a
map, information on each bruk and
leaflets to take away. Display
advertisements have contributed to the
costs involved.
The distinctive
Vallonbruk logo has the
shape and design of an
iron stamp
143
Case study 14
Vallonbruk i Uppland
Sweden
The next step will be to develop road signs

leading into each bruk.
The third stage will be to tackle signing
within the bruk themselves.
The aim is to develop a consistent network

with a family style. Each bruk has its own iron
stamp design and these are used as community
logos. Vallonbruk i Uppland commissioned a
local artist to design a similar iron mark logo,
which is displayed on all publicity material.
Central booking office
A central booking office for group visits has

been established. This one stop shop offers a
solution to the problem of making bookings
with small and often part time enterprises.
Rather than offer set packages, the demand
has been for itineraries tailored to meet client
needs. This flexibility has also enabled smaller
and new enterprises to be included in order to
spread the benefits.
The service is funded at present through
the society but operated by a local
independent telemarketing company. A
cautious response from private enterprises led
to the service being offered free of charge on
a trial basis. However as the office has
generated substantial additional business in its
first year, it is hoped that operators will be
willing to pay commission in the future.
A coordinated
programme of events is
part of the offer
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TOWARDS
Attractions/interpretation
A great strength of the destinations product is

the way in which guided walks, special
activities and events bring the heritage and
small attractions to life. These are often
tailored to the needs of the customer, be it a
childrens party, corporate day out or
educational visit. Examples of targeted
activities include childrens ghost walks;
company dinners held underground in the
mines; and 18th century theme nights at a
local inn. One to one attention and innovative
thinking are key success factors, further
strengthened by the central booking office
specialising in this service.

process
Training
The EU ADAPT programme has provided the

resources for an extensive training
programme. Early courses addressed those
service quality issues felt to be of highest
priority, such as customer care. At the end of
each workshop, participants are asked to
suggest further training needs and subsequent
courses have been tailored to meet them. For
example, requests from local guides led to a
German language course covering the
necessary specialist vocabulary. An important
success factor was an early recognition that
enterprises only have the time and interest for
short one or two day workshops. Although the
ADAPT programme has now finished, training
remains an ongoing priority in order to
maintain service standards. Network groups
also provide a think tank for identifying new
training needs. A request from the inns and
restaurants group has resulted in plans for an
education programme on local and traditional
foods, with EU Leonardo funding obtained for
this.
Visitor feedback
A short questionnaire in the main destination

brochure gave some useful indications about
visitor needs. One clear demand was for more
activities in the region. Along with visitor
feedback through the tourist information
centres, this has resulted in the establishment
of a cycle hire firm and proposals for cycling
holiday packages, as well as more guided
walks and other activities. There are plans for
students to administer a more thorough survey.
Enterprises have reported rising business

levels, especially from the conference and
corporate sectors. A number of new tourism
enterprises and jobs have been created in the
area, including a childrens bruk playhouse,
cafs, a specialist activity operator, tourist
guides and a privately run tourist information
centre. Most have attended the societys
training courses and networking groups, which
have proved valuable sources of support and
advice.
Small catering
enterprises are involved
in networking and
quality improvement
Restoration and conservation
Extensive restoration projects have been

undertaken in some of the bruk, with many
protected by law as Building Memorials. State
funding for restoration is available to
landowners via the county government. Work
is undertaken by local builders keeping to
traditional methods and materials, and is
overseen by experts from the county museum
service. Although the society has no direct
involvement in the process, the project
manager has been very active in finding empty
premises for new tourism operators and local
heritage societies, and identifying sources of
funding.
A new level of communication has been

established between communities, which has
created a shared commitment to quality and
recognition of the benefits of working
together. Vallonbruk i Uppland has been
successful in bringing small enterprises on
board by offering services free of charge or at
a discounted rate until they have proved their
worth. Future success will depend on the
operators willingness to make a greater
financial contribution to these activities.

Environmental degradation is not yet a
problem in the area and active restoration
programmes contribute to the conservation of
the built environment.
The central aim for Vallonbruk i Uppland
has been the creation of local employment
and they are beginning to monitor this with an
annual survey of enterprises. The society gives
considerable support to new entrepreneurs
hoping to establish themselves in the area.
Wherever possible they seek to use local
produce and producers and are currently
working with local craftsmen such as
blacksmiths to develop a range of good quality
local souvenirs.
Key success factors
Small working groups, each tackling a priority issue.
Sector network groups to foster communication and

cooperation with tourism enterprises.
Feedback mechanisms from both operators and visitors.
Making more of local heritage and attractions through

innovative interpretation, tailored to customer needs.
Market segmentation; developing the product, service and

marketing to priority customer groups.
Central booking office.
A commitment to training as a tool for quality improvement.
145
Case Study 15
France
A regional nature
PARIS
park working to a
formal charter, through
which tourism is being
developed in an
integrated manner with
other economic sectors and
environmental management aims.
The Vosges du Nord is a regional nature park
of some 122 000 hectares in north east
France. It has a common border with the
Pfalzerwald in Germany, both areas being
designated as biosphere reserves. The central
part is heavily forested and is the home of
certain rare species such as lynx and falcons.
Sandstone is a feature of the region and is
used in the typical architecture which is very
well integrated into the landscape.
The area faces some problems with rural
depopulation, a weak infrastructure, and
encroachment of scrub resulting from a
decline in agriculture. Being a designated
regional nature park since 1975, local
government works with national government
to overcome these problems by integrating
heritage preservation into local development
plans.
VOSGES
DU NORD
A fine balance of forest, farmland and heritage sites and

settlements
Tourism context
Tourism is an important factor in the economy
but is not highly concentrated and the region
retains its authentic appeal. The park receives
large numbers of day visits from the
catchment of 10 million people within two
hours drive. Staying tourism is highly peaked in
July and August and annual occupancy levels
are quite low.
Attractions include museums, exhibitions,
castles, and relics from the two world wars.
Numerous hiking, riding and cycling trails crisscross the area. Tourism has traditionally relied
simply on visitors coming for these activities,
with little packaging or promotion. The market
has been declining and there is a need to
increase the quality of the offer.
There are approximately 400 tourism
enterprises in total in the area, with 11 000
beds in a mixture of hotels, agrotourism and
private accommodation. There are 200
restaurants and 27 camping sites.
146
TOWARDS
Strategy
Every regional nature park in France has to
prepare a charter document. Every ten years
the parks activities are reviewed against this
and a new charter is granted based on a new
strategy for the forthcoming period. The
charter is therefore a contract that defines the
parks objectives and actions. The current
charter for the Vosges du Nord dates from
1994.
There is no separate tourism strategy, but
rather this forms a significant part of the
overall area strategy set out in the charter.
This means that tourism is very well integrated
into other sectors and policies. The charter
covers the following main themes:
management of landscape and nature;
protection and upgrading of heritage;
development projects; and education and
communication with the public. Tourism
policies are contained within all of these.
Elaborating the charter was a very careful
process, taking three years, involving 150
meetings and contact with over three thousand
people. Experts contributed and the local
population was asked for its views. The formal
review and checking process is an important
factor in its success.
Improving quality lies behind all the work in

tourism and is seen as being closely related to
environmental management. The tourism
chapter in the charter contains the following
objectives:
to guarantee a quality tourism destination;

to promote a form of tourism that respects
the environment;
to strengthen cooperation between tourism
enterprises;
to promote high quality tourism products;
to improve communication and marketing;
to improve the regional organisation of
tourism.
One of ten tourist

information centres,
run by a local
association of
communities

The Vosges du Nord falls across both regional
and departmental boundaries but has the
benefit of one strong organisation, SYCOPARC,
which was created to implement the charter.
SYCOPARC is a mixed body that brings together
national agencies, the regions and districts,
and organisations representing communities,
commerce and industry. It is fully funded with
a strong technical team of 17 people. This
provides a solid foundation that is a key factor
for success. As the central development
organisation, SYCOPARC is able to raise money
for projects from various European, national
and local sources.
The Museum of the

Park is one of a
network of many sites
with coordinated
management and
marketing
To ensure effective leadership and

cooperation, SYCOPARC created ten
cooperative associations between communities
to overcome the problem of fragmentation.
Initially SYCOPARC was responsible for all
the tourism activity. However, in order to
encourage closer coordination of the private
sector, it established a tourism working group
for the park, bringing together all the local
tourism offices and organisations. This has led
to the formation of a new tourism association,
ATOUPARC, for the whole park. SYCOPARC now
intends to pass marketing and promotional
activity to this association while it remains
responsible for tourism projects and
development. It has found that working with
local tourism associations, which in turn work
with enterprises at a local level, is the best
way to ensure efficiency.
147
Case study 15

initiatives
Vosges du Nord
France
Quality communication and interpretation
The Park produces a range of high quality

brochures. They involve interactive elements,
such as giving visitors hints on how to behave
in an environmentally friendly way and
including feedback questionnaires. In order to
improve quality, the Park has been trying to
encourage many of the smaller communities to
rationalise and streamline their own
communication material. Progress on this has
been slow and remains a challenge.
The Carnet provides

the visitor with a truly
comprehensive
information source
A special booklet Carnet du Parc

assembles in one place information
on a whole range of places to visit
and things to do. This includes not
only information on sites to visit and
trails to follow, but also a complete
programme of organised events,
activities and guided walks. In the
summer months, there is an activity
every day. These have proved very
popular with 40 participants on
average, three quarters coming
from the surrounding area and one
quarter being tourists from
elsewhere.
Quality of signposting and interpretation is
high, with many themed trails, information
boards and carefully restored sites. An
example is the castle of Petite Pierre with its
exhibition with many interactive elements,
including a presentation on the Park Charter.
A well coordinated
programme of cultural
events is a particular
strength
148
TOWARDS
Part of the revenue from walking packages was directed to

path maintenance
Hiking packages
Promoting hiking packages was seen as a

natural way of improving the quality of the
tourism offer, matching the product to market
trends. SYCOPARC had to take a lead as the
small tourism enterprises had no knowledge of
packaging and the hiking trails were the
responsibility of a hiking club who had no
interest in incoming tourism. SYCOPARC
negotiated with landlords to obtain special
prices; developed a flexible range of packages
for visitors to choose from; organised luggage
transport services; and linked in visits to local
attractions along the routes. Based on
contacts with many small tour operators,
2 400 bookings were taken in the best year.
A visitor questionnaire identified needs for
improvement to the trails such as better
signing into the villages and to local facilities.
This information was passed to the hiking club
to undertake improvement work, supported by
a percentage of the turnover from the
packages to help finance this. As a public
agency, SYCOPARC could not continue to run
the packages. However, it has had difficulty in
passing the initiative on, and problems in
making enterprises stick to the agreed prices
and arrangements.
Integrating gastronomy and landscape
An imaginative initiative Le paysage a du

got was introduced to solve an
environmental problem and provide a quality
visitor experience at the same time. In order
to control the encroachment of shrubs in the
valleys, SYCOPARC introduced a herd of
Highland cattle in fifteen communities. These
have formed a popular visitor attraction.
Twelve restaurants have been trained to
prepare Highland meat as a speciality, leading
to a gastronomic fortnight in late November
that helped to extend the tourist season. It
proved very popular, and three francs per dish
sold were put towards a fund for managing the
landscape.
Transnational co-operation
A joint tourism brochure and castles trail has

been produced with the Pfalzerwald. An
innovative initiative to provide a quality
visitor experience was the creation of an
adventure playground on the border, planned
by children from German and French primary
schools, helped by a local artist.
Nature hotels. These have to be situated in

parks, meet certain environmental and
quality criteria and contribute to the
protection of the environment.
Park Marks. This is a special label given to
a range of local products in each Park. In
the Vosges du Nord it is awarded by
SYCOPARC and covers local agricultural
produce etc.
Joint standards for attractions
In order to provide a common quality standard

for heritage visitor attractions, SYCOPARC has
created a network of 31 discoveries sites,
managed by a group of five conservators. A
museum pass provides a discount on visits to
more than one museum and incorporates a
questionnaire for visitor profiling and feedback
that enables the pattern of visiting to be
closely monitored.
Visitor feedback

process
Obtaining feedback from visitors on

satisfaction levels is incorporated in all
the individual initiatives mentioned
above. In addition, a more global visitor
survey is undertaken quarterly at the
major tourism sites and evaluated with
the help of experts.
Quality standards and labels
Awareness training
The Vosges du Nord uses national quality

standards and grading for accommodation,
catering and tourist information centres. In
addition, good use is made of quality labels
established in parallel with the other parks in
France.
SYCOPARC has developed a clever way

of training and networking between
those staff who have contact with
visitors, including people working in
information centres and museums. The
initiative, called Ticket Dcouverte, involves
a series of meetings, each one combining a
familiarisation visit to a tourism facility, a
discussion on a particular theme, and knowhow exchange and networking between the
participants. It is a valuable way of getting
staff involved in thinking through issues,
sharing ideas and feeding back knowledge of
visitors needs. Sensibly, it is never promoted
as a training project by name and this may
partly explain its popularity, with around 45
people attending each meeting. Participants
continually suggest new themes and
knowledge gaps to be filled in the programme.
Gtes Panda. This is a special kind of rural

self-catering accommodation that has to
fulfil certain environmental standards. The
label is granted by the WWF in
combination with the French Federation of
Regional Nature Parks and Gtes de France.
Gtes Panda provide guests with a box of
information and instruments for
discovering nature.
A truly integrated link

between park
management,
agriculture and
tourism
One of the national

quality schemes
between parks in
France
Questionnaires in
different languages
used in the quality
survey of museums
149
Case study 15
Vosges du Nord
France
Integration of tourism development and

promotion with environmental protection
occurs naturally within the Vosges du Nord as
it is enshrined within the approach of
SYCOPARC. Tourism is seen as a major force
for preserving the local heritage and
traditions. 627 hectares are granted special
nature protection status.
SYCOPARC has adopted a well planned and

consistent approach over a number of years.
They believe that rather than proceed too
quickly, it is important to move forward step
by step and to find the right solutions to meet
local needs. This has led to a much increased
level of acceptance of tourism within the local
population. A firm foundation has been
established for cooperation between the
various authorities and agencies.
Particular emphasis is placed on preventing

problems through educating visitors in how to
behave. Good practice codes are placed in all
publications and much of the interpretation
work is geared towards this.
Further cross border

initiatives are planned
in the future
Key success factors
Formal charter linking tourism with other sectors

and environmental management.
Professional central body, fully funded.
Co-ordination between diverse local authorities

and communities.
Innovative initiatives, including visitor feedback.
Sharing quality labels and know-how within

French Federation of Parks.
Creative training and networking systems.
Cross-border and European level co-operation.
150
TOWARDS
Visitor feedback has been very positive and

is continually used to improve the quality of
the offer. It is has also enabled SYCOPARC to
obtain a clearer picture of the market in the
absence of official statistics.
The advent of the regional tourism
association will lead to a coordinated tourism
marketing plan in the next few years, which
will further enhance professionalism and the
delivery of a quality service. Another priority
for the future is to build stronger links still
with the Pfalzerwald in Germany including a
transnational biosphere reserve and more
cooperation in tourism development and
marketing. The Vosges du Nord is also
participating with ten other parks on a
European charter for sustainable tourism in
protected areas which identifies criteria for
effective management and will facilitate
benchmarking.
Annex: glossary of terms

and references
Glossary of terms related to IQM
The purpose of the glossary is not to
provide all the official and standard
definitions but rather to help the reader
who is not familiar with some of the issues
related to Integrated Quality Management
(IQM) of tourist destinations to be clear
about the meaning of some of the words
and expressions, with a short explanation.
This glossary is common to the three
publications of the European Commission
concerning IQM of rural, coastal and urban
destinations.
Tourist destination
A tourist destination is an area which is
separately identified and promoted to tourists as
a place to visit, and within which the tourism
product is co-ordinated by one or more
identifiable authorities or organisations.
Rural tourist destination (with a reference to
agrotourism)
A rural tourist destination is an area which
attracts tourists who come to enjoy the
countryside and countryside-related activities as
a primary motivation.
In this type of destination, agrotourism covers
the provision of small scale tourist facilities,
especially accommodation, on an agricultural
holding or equivalent private rural property,
conveying an experience of the countryside.
Documents containing official and

standard definitions or useful information
about the terms listed in this glossary are
mentioned under the item References of
this Annex.
Coastal tourist destination

A coastal tourist destination is an area which
attracts tourists who come to enjoy the seaside
and seaside-related activities as a primary
motivation.
About tourism
Urban tourist destination

An urban tourist destination is an area which
attracts tourists who come to enjoy towns and
cities and related activities as a primary
motivation.
Tourist
A tourist is a person who is travelling and
spending at least one night away from the area
where he usually lives or works, whether for
private or professional reasons.
Tourism
Tourism covers all activities undertake by a
tourist during his/her travel and stay away from
the area where he usually lives or works,
whether for private or professional reasons.
Visitor management
A process of seeking to influence the movement,
activities and impacts of visitors and associated
traffic in an area.
NB: For statistical purposes, very detailed
explanations are given in the Community
Methodology on Tourism Statistics, Eurostat
(1998), see References
151
Annex
Glossary of terms
and references
About quality and quality

management in tourist
destinations
Quality
Quality of a product or service is its ability to
satisfy the needs of the consumer. In a tourist
destination, the tourist must be regarded as a
consumer.
Quality standard and certification
A quality standard identifies a level of quality for
goods or services.
A certification is a document delivered by an
official body proving that a product or a service
complies with a quality standard.
Quality management
Quality management covers all the activities
achieved to satisfy the needs of the consumer.
Integrated Quality Management (IQM) of a
tourist destination
IQM of a tourist destination is an approach which
simultaneously takes into account and has a
favourable impact on the activities of tourism
professionals, on tourists, on the local population
as well as on the environment, (i.e. the natural,
cultural and man-made assets of the
destination).
The IQM strategy implemented at the
destinations has the requirements of tourists as
one of the major considerations.
Tourism strategy (with a view to IQM)
A clear written statement of objectives for
tourism development, marketing and
management, with identified targets, which
forms the basis for an action programme.
Leadership
One or more organisations providing a focus for
activity, which is clearly recognised by all
players, and which communicates effectively
with them.
Local community
The local residents of an area, as individuals or
groups.
Local produce (including handicrafts)
Food and other natural materials grown or
produced within the identified local destination.
Handicrafts are not strictly included within local
produce but are associated with this term.
NB: for standards, concepts and theories about
quality and quality management, see
References
152
TOWARDS
About environment, sustainable

development and IQM
Environment
The natural resources and cultural heritage of an
area, including water, air, soil, space, landscape,
natural sites, biodiversity, built heritage,
historical associations, arts and crafts and local
traditions.
Sustainable development
Sustainable development is a broad political
objective, encompassing an intention to avoid
activities that will cause long term damage to the
environment and a desire to ensure an adequate
quality of life for present and future generations.
Sustainable development involves economic,
social and environmental dimensions.
Sustainable tourism development
Sustainable tourism development is about keeping
a balance between the needs of the visitor, the
environment and the host community for current
as well as future generations. Tourism can
contribute to the three dimensions of sustainable
development as follows:
- in economic terms, sustainable tourism
development can improve the competitiveness
of the enterprises, in particular SMEs, directly
and indirectly related to tourism, and bring
benefits to the local economy,
- in social terms, sustainable tourism
development can enable at the same time to
meet the needs and to encourage a
responsible behaviour of the tourists, of the
people working in tourism enterprises and of
the local population,
- in environmental terms, sustainable tourism
development can ensure the protection and
rational management of natural and cultural
resources.
Link between environment, sustainable
development and IQM
In brief, these three concepts are not identical
but cannot be dissociated. Sustainable
development is a broad concept of which
environment is one dimension beside economic
and social dimensions. Integrated Quality
Management is an approach focussed on consumer
satisfaction but based on the three dimensions of
sustainable development.
NB: for more information about environment and
sustainable development, see References
References related to IQM
General documents about tourism
United Nations, Commission on Sustainable

Development, Decision concerning tourism and
sustainable development, New York, April
1999.
Weiermair, K., On the concept and definition

of quality in tourism In: Quality Management
in Tourism, AIEST, St Gallen, 1997.
European Commission, The role of the Union

in the field of tourism, Commission Green
Paper, COM(95) 97, 4 April 1995.
European Commission, Community measures
affecting tourism, Report from the
Commission, COM(97) 332, 2 July 1997, and
Commission staff working paper, SEC(97) 1419,
11 July 1997.
European Commission, DG XXIII, Facts and
figures on the Europeans on holiday, 48th
edition of the Eurobarometer, 1998.
European Commission, DG XXIII, Employment
and tourism: guidelines for action, Final
report of the conference organised by the
Presidency of the the Council of the European
Union and the European Commission,
Luxembourg, November 1997.
European Commission, Enhancing Tourisms
Potential for Employment, Communication
from the Commission, COM(1999) 205, 28
April1999.
Palmer A., Tourism destination marketing
alliances
http://cobweb.utsa.edu/FACULTY/VHELLER/
readings/dest-mkt-alliance.html.
Parasuraman, A et.al., A conceptual model of

Service Quality and its implications for
further research. In: Journal of Marketing,
Vol 49, 1985.
About quality and quality

management in tourist destinations
The purpose here is not to present an

exhaustive list of references but to mention
documents referred to in this publication as
well as some documents about tourism,
quality and sustainable development helpful
in relation to IQM. Some Internet addresses
are also indicated.
Documents referred to in this

publication
Part I, Chapter 1
Kano, Attractive quality and must-be quality.

In: The Journal of the Japanese Society for
Quality Control, April 1984.
Part I, Chapter 2
5
European Commission, Eurostat, Community

Methodology on Tourism Statistics, 1998, and
Commission Decision No. 1999/34/EC related
to tourism statistics, December 1998.
LEADER European Observatory, Marketing
quality rural tourism: the experience of
LEADER 1, 1997.
AFIT, Dmarches qualit et tourisme, Guide

de Savoir-faire, AFIT, 1998
AFNOR, NF Service : 3 offices de tourisme
certifis, Communiqu de presse, juillet 1997.
Allouard C. et coll., Certification et
Management de la Qualit : Dmarches,
mthodes et outils pour matriser et mettre
en uvre la qualit tous les niveaux de
lentreprise dans le systme ISO 9000,
Editions WEKA, Paris, 3me trimestre 1995.
Balfet, M., Laudit marketing touristique,
Editions Economica, Paris, 1997.
Benchmarking y calidad total en empresas
turistica, Jornada sobre la calidad, AVT,
Valencia, 1996.
Bieger, T., Management von Destinationen und
Tourismusorganisation, R. Oldenbourg Verlag,
1997.
Boniface, P., Managing Quality Cultural
Tourism, Routledge, London, 1995.
Coyle, M.P. and Dale, B.G. Quality in the
hospitality industry: A study, International
Journal of Hospitality Management, Vol. 12,
No. 2, 1993
Dr Delvosalle C., Les vrais dfis de la qualit,
Chaire Qualit - Gembloux - 1994/1995.
EFQM, European Quality Award, 1997.
Espaces (Revue), Dossier : La Qualit dans le
Tourisme, n125, Paris, Janvier-Fvrier 1994.
Estudios Turisticos, Nine articles about quality
in tourism, Edition No.140, Madrid, 1999.
European Commission, The European Way to
Excellence, DG III, 1996.
European Commission, Integrated Quality
Management in Tourism, Proceedings of the
European Tourism Forum organised by the
Presidency of the Council of the European
Union and the European Commission,
Mayrhofen, Austria, July 1998.
153
Annex
Glossary of terms
and references
Feigenbaum A.V., Comment appliquer le

contrle total de la qualit dans votre
entreprise, Les Editions de lEntreprise, 1984.
Go F., Govers R., Achieving service quality
through the application of importance
performance analysis, in Quality Management
in services, published in the proceedings of
the EIASM Workshop, Agder College,
Kristiansand, Norway, 28-29 April 1997.
Godin, P., Quality, environment and
sustainable development in tourist
destinations : towards an integrated
approach. English version in IITF Integra,
2/99, Vienna, June 1999; French version in
Calvier Espaces no. 61, Paris, July 1999.
Handszuch, H., Quality and Communication
with tourists, World Tourism Organisation
News, Madrid, January 1998.
Hoffmann, H. B., Integrated Total Quality
Management : a See-ing Approach An
Emerald Isle case study, European
Postgraduate Programme 1994/1995 in
Environmental Management, 1995.
ICHE, Normas para la calidad hostelera
espanola, Madrid, ICHE Enero 1998.
Ishikawa K., Le TQC ou la qualit la
japonaise, AFNOR, 1984.
ISO, Normes Internationales ISO 8402, 9000 et
14000, ISO Genve.
Keller, P., Quality Management in Tourism,
Reports 47th Congress 1997 Thailand, Editions
AIEST, Saint Gall, 1997.
Lanquar, R., La qualit : un dfi pour le
tourisme moderne, Centre des Hautes Etudes
Touristiques, Srie C, n125, Aix-en-Provence,
1988.
Lanquar, R., La qualit et le contrle de
qualit, Rapport du programme de travail
1986-1987, OMT.
Laws, E., Tourism marketing : service and
quality management perspectives, Stanley
Thornes Publishers, 1991, Cheltenham.
La lettre de lAFAQ, Octobre 1996 N15.
Olsen, M.D. (ed.) Service quality in
hospitality organisations. Cassell, 1995.
Saunders, I.W. and Graham, M.A. Total
Quality Management in the Hospitality
Industry, Total Quality Management, Vol.3,
No.3, 1992.
Witt, C.A. and Muhlemann, A.P. The
implementation of total quality management
in tourism: some guidelines, Tourism
Management Vol.15, No.6, 1994.
Some addresses on internet helpful

in relation to IQM
About environment and sustainable

development
154
TOWARDS
Council of Europe, Recommendation No. R(94)

7 on a general policy for sustainable and
environment-friendly tourism development,
1994.
European Commission, A European
Community strategy to support the
development of sustainable tourism in the
developing countries, Communication from
the Commission, COM(1998)563, 14 October
1998.
European Commission, Towards sustainable

development: from concept to
implementation, working paper, Conference
Towards a new development approach,
Brussels, November 1994.
European Commission, Fifth Environmental
Action Programme, 1992, and Progress report,
1997.
Germany: Bundesministerium fr
wirtschaftliche Zusammenarbeit und
Entwicklung, Sustainable Tourism as a
development option - Practical guide for local
planners, developers and decision makers,
Eschborn, 1999.
Middelton, V., and Hawkins, R., Sustainable
tourism A marketing perspective,
Butterworth-Heinemann, 1998.
Spain: Ministerio de Economia y Hacienda,
Ministerio de Medio Ambiente, Spain - A
Sustainable Tourism (in English and Spanish),
Madrid, 1999.
United Kingdom: Department for International
Development, Changing Nature Tourism Developing an agenda for action, London,
1999.
United Nations, UNESCO, World Tourism
Organisation, Charter on sustainable tourism,
Lanzarote, 1995.
WTTC, WTO, Earth Council, Agenda 21 for the
travel and tourism industry, 1997.
AEIDL/LEADER
http://www.rural-europe.aeidl.be
CENORM (European Committee for
Standardisation)
http://www.cenorm.be
Council of Europe
http://www.coe.en
European Commission, DG XXIII.D, Tourism
Directorate
http://europa.eu.int/en/comm/dg23/
tourisme/tourisme.htm
EFQM (European Foundation for Quality
Management)
http://www.efqm.org
ISO (International Standardisation
Organisation)
http://www.iso.ch
United Nations, Commission on Sustainable
Development (CSD)
http://www.un.org/esa/sustdev/csd.htm
United Nations Environment Programme,
Industry and Environment (UNEP IE)
http://www.unepie.org/tourism/prog.html
WTO (World Tourism Organisation)
http://www.world-tourism.org
WTTC (World Travel and Tourism Council),
including the website ECoNETT
http://www.wttc.org

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Contents

PART ONE: Context, findings and

1 Basic concepts of IQM of tourist

2 Rural tourism in Europe and IQM

3 Working together to a strategy

Setting the process going

Delivering a quality rural tourism

Marketing and communication

Strengthening quality management

6 Summary of the recommendations

UALITY RURAL TOURISM

PART TWO: The case studies

ANNEX: Glossary of terms and

At the same time, there in an increasing

Who is the document for?

What kind of area is it about?

What is it based on?

What does it cover?

UALITY RURAL TOURISM

The case studies were identified from

Why bother about IQM?

A set of rural tourism products which can be promoted with confidence.

Increased customer satisfaction, with more repeat business and recommendations.

UALITY RURAL TOURISM

Basic concepts of IQM of tourist

Quality exists only to the extent that a

The success of a destination in terms of

What are the objectives of IQM

The concept of Integrated Quality

What are the elements for

IQM can meet both these objectives by

UALITY RURAL TOURISM

To increase local income and employment

Focusing on visitors, improving the quality

The working definition of IQM in tourist

What theories are helpful in

Improved enterprise performance

elements. Five are to do with structure and

The components of the visitor experience

Steps to take in meeting visitors

Quality management is partly about meeting

Level 1: Must-be requirements.

How does IQM relate to rural

Better market research and

Closer working between all players with

Regular inspections, quality control,

Actual quality provided

Better communication, labelling and

UALITY RURAL TOURISM

well organised, pulling together, and

To pursue IQM successfully, a number of

Schema of the IQM approach proposed for rural tourist destinations

A clear strategy, well communicated

2 Delivering quality at all stages of the visitor experience

Attractions and events

3 Installing effective quality management and monitoring processes

UALITY RURAL TOURISM

Rural tourism in Europe and IQM

This high profile is now a common factor

Definitions and types of rural tourist

Rural tourist destinations may be broadly

Rural areas where a significant part of

Examples of different types of rural

Remote areas with appeal based on