Using Routes or Itineraries to Create Networks in Regions with Low Competitiveness
Smart Innovation, Systems and Technologies, ISSN: 2190-3026, Vol: 345, Page: 589-603
2023
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Example: if you select the 1-year option for an article published in 2019 and a metric category shows 90%, that means that the article or review is performing better than 90% of the other articles/reviews published in that journal in 2019. If you select the 3-year option for the same article published in 2019 and the metric category shows 90%, that means that the article or review is performing better than 90% of the other articles/reviews published in that journal in 2019, 2018 and 2017.
Citation Benchmarking is provided by Scopus and SciVal and is different from the metrics context provided by PlumX Metrics.
Metrics Details
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Conference Paper Description
There are territories where the ability of territorial competitiveness can be conditioned by the availability of resources, access, and capacity to attract and retain tourists. The barrier of competitiveness of territories, especially desertified territories with scarce resources, can be overcome through involvement of all and integration of stakeholders in a collaborative network. In this sense, with the aim of structuring the offer of tourist routes and itineraries according to the needs of the demand, based on the available resources, it is proposed to structure three models of itineraries according to demand, which can be stated as follows: (i) have a reduced cost through a standardised itinerary; (ii) be directed towards a group of customers through a segmented itinerary; or (iii) make the offer as flexible as possible to meet the specific needs, desires or expectations of a tourist, through a customised itinerary. This paper uses action research to contribute to the improvement of the functioning of routes and itineraries in low-density territories.
Bibliographic Details
http://www.scopus.com/inward/record.url?partnerID=HzOxMe3b&scp=85174438105&origin=inward; http://dx.doi.org/10.1007/978-981-99-0337-5_48; https://link.springer.com/10.1007/978-981-99-0337-5_48; https://dx.doi.org/10.1007/978-981-99-0337-5_48; https://link.springer.com/chapter/10.1007/978-981-99-0337-5_48
Springer Science and Business Media LLC
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