I processi di gestione sovraordinata dei distretti turistici

In the tourism market, it is destinations that compete, not individual firms. Growing competition is making this more and more apparent. In fact, every destination (defined here as tourist district) has to position its products in such a way that gives them character and personality. This paper proposes a dynamic model of destination management. The usefulness of this work can be seen not only in the need to formulate a ‘‘good strategy’’, which is often described in terms of positioning or criticality (strategy content), but also a method or a path that enables firms to build that positioning or acquire that criticality (strategy process). The framework proposed here underscores the criticality of two different types of metamanagement processes: (i) a series of operative activities, here defined as primary processes, which can shape the resources of the district and serve to create, supply, and communicate local product systems, and (ii) a series of support processes, which can provide the ‘‘glue’’ between various players (public and private, profit and nonprofit, entrepreneurs and community) that operate within the district. If these processes are effectively managed, they have a significant impact on the competitive advantage of the firms operating in the tourism district.