SURSE ACTUALE DE AVANTAJ CONCURENŢIAL ÎN TURISM

In the competitive environment in which tourism businesses exist, the quality of service is a vital mechanism used to achieve a competitive advantage. Quality is a difficult construct to quantify, however, the ability to measure quality is key to assessing whether or not the industry provides the service consumers desire. Consumers hold the key to business survival and success. In common with many other service industries competition for loyal consumers is rife. These businesses provide an operating environment where competition is extremely intense and sustained. Such competitive conditions have led to many businesses vying to attract repeat consumers in order to achieve long-term success. Furthermore, financial barriers of entry into this industry are minimal and as a consequence, there are always new providers adding to an already competitive situation. In addition, the constant threat of substitute products or services has heightened the need to develop and maintain a quality approach to consumer expectations and needs. It is difficult to maintain a repeat customer profile in such conditions where a plethora of organisations provides similar offerings, cost often being the deciding factor. However, if an organization emphasizes quality and good consumer rapport, it may generate a loyal repeat customer base and eliminate the threat to the profitability and long-term survival of the organization

MARKETINGUL INTERN – ABORDARE ALTERNATIVĂ A RESURSELOR UMANE ÎN TURISM

The internal marketing represents a particular approach of marketing and human resources management, too. This is a „human” marketing; it consists in an ensemble of methods, and techniques, witch, applied in an established order, will increase the enterprise’s efficiency, in the interest of both clients and employees. Internal marketing has a market to conquer: the ensemble of employees and its characteristics (experience, culture, knowledge, and skills). It has a product to sell (the organization and its image, the managers, the activities, work conditions, enterprise’s products and services) and a commercial relationship between man and organization (social purposes – the enrichment of human capital)

THE TRILATERAL RELATIONSHIP ECOTOURISM – SUSTAINABLE TOURISM – SLOW TRAVEL AMONG NATURE IN THE LINE WITH AUTHENTIC TOURISM LOVERS

There is now an increasing trend of mundane and fashionable world to live together in with the environment, to spend more time in nature, to be closer to all that is unpolluted, peaceful and less known. Tourists requiring nature holidays in rural areas are becoming more and more. Ecotourism in the countryside or in the full nature is increasingly desired by people who live in urban areas with a high financial situation, but stressed out, eager to return to the nature, to the life in rural communities. Ecotourism, sustainable tourism and slow travel- all this forms of tourism have common points in terms of quality of time spent by tourists on holiday and allow them to appreciate a holiday spent far more profound, enabling them to return to long forgotten places and traditions, especially for tourists who come from highly developed countries or in those areas where they only partially preserved traditions and customs, living conditions.</span

The Social Responsibility of Retailers through the Eyes of Students of a Commerce Faculty – a Qualitative Approach

Retailers’ social responsibility is treated in the literature in association with such topics as trade justice, ethics, or fairness. The concept can be defined according to various dimensions, involving characteristics such as quality products, price fairness, honesty, and ethical interactions with consumers. This paper aims to evaluate students' attitude towards retailers’ social responsibility in implementing the strategic and tactical decisions about product, price, distribution and promotion. It is based on a qualitative research exploring the opinions of the students in business administration about this issue, both as consumers and prospective decision makers in the retail sector. The research was conducted in two focus groups, where the students played the roles of “consumers”, respectively “managers”. It was found out that there were differences in the responses of the two groups. The members of the “consumers” group were emotionally involved and they preferred a demand driven approach that focuses on finding solutions to their needs, while the members of the “managers” group have adopted a more detached attitude and they were concerned with the identification of gain as a consequence of social responsibility actions