The impact of social media on cultural tourism

Social networks have become very popular recently in the tourism sector. This chapter presents the use of social media and more specifically Trip Advisor in reference to reviews of cultural attractions and their potential influence on the development of cultural tourism in Bahrain. The findings propose that people use Trip Advisor to collect information about a destination and share experiences with other community members. They also suggest that cultural tourism has a potential to grow in the region; however, there should be more information available. The cultural attractions should be more organized, offer more information, and enhance the cultural experience. This chapter recommends that social networks and Trip Advisor should be used by the local tourism authorities for the development and promotion of cultural tourism in Bahrain. Finally, the attraction websites should be further enhanced and other social media could be used to communicate with visitors in Bahrain

Products in Maritime and Costal Tourism: the case of coasteering

Coasteering is a recent nautical, nature, and adventure tourism activity with prospects for both services providers and regions of practice. In coastal settings with promising natural features, coasteering allows diversifying the supply of activities and experiences with large emotional value. Knowledge about this product, together with key aspects for structuring the tourist experience and its commercialization, are relevant to regions where coasteering can add value for both tourism and leisure. The main objectives of this chapter are to characterize coasteering and to analyze its potential as a tourism product. The analysis of cases in the United Kingdom and in Portugal supports the definition of proposals for the evaluation of this product in diverse coastal settings in these countries.info:eu-repo/semantics/publishedVersio

Framework for Modelling the Decision: View of the Supply Chains Collaborative Planning Process

[EN] In the supply chains operations planning context, and from a research viewpoint, it has been mainly assumed that different supply chain members make decisions in a centralised manner (one decision centre). However, reality shows that this is not the most usual situation, rather distributed supply chain decision making is. This paper proposes a framework to support modelling the decisional view of collaborative planning from a decision-making process perspective for both centralised and distributed situations. Along these lines, the framework assumes that the supply chain may be composed of one or several decision centres which aim to support every supply chain planning operation. Therefore, the main framework contributions are: consideration of decisions jointly with physical, organisation and information views; the spatial and temporal integration among the different supply chain decision centres; the definition of the macro level for “conceptually” modelling the collaborative planning process and the micro level for developing analytical models in all the decisional activities identified in the supply chains operations planning process. Finally, a brief overview of a real case application is also described.This work is derived from the authors’ participation in two research projects. The first one was funded by the spanish ministry of science and technology, entitled “Personalización en Masa y Cadenas de Suministro Inteligentes, con Productos y Procesos Complejos (PERMACASI)” Ref. DPI 2008-06788-C02-01. The second one was funded by the spanish ministry of economy and competitiveness (Ref. DPI2011-23597) and the universitat politècnica de València (Ref. PAID06-11/1840), entitled “Methods and models for operations planning and order management in supply chains characterized by uncertainty in production due to the lack of product uniformity” (PLANGES-FHP). We also mention the aid obtained from the universitat politècnica de València for the visiting stays made by academic and research staff in prestigious european research groups/centres, in this case the ULMS (university of Liverpool management school) as part of its “research and development support programme” (PAID-00-11).Pérez Perales, D.; Lario Esteban, FC.; Alemany Díaz, MDM.; Hernández Hormazábal, JE. (2012). Framework for Modelling the Decision: View of the Supply Chains Collaborative Planning Process. International Journal of Decision Support Systems. 4(2):59-77. https://doi.org/10.4018/jdsst.2012040104S59774