1、<p>　　Enhance the competitiveness of the Regional Tourism Strategy</p><p>　　Frank,Gregory Robert Wes </p><p>　　British tourism research institute</p><p>　　Abstract: The develo

2、pment of the tourism industry can not do without the presence of tourism resources and tourist activities, but the geographical features of tourism resources and tourist activity space transfer characteristics, the devel

3、opment of tourism must contact with Spatial structure of, showing a certain regional characteristics, which also determines the inevitability and necessity of the existence of competition in the regional tourism. Therefo

4、re, to enhance the competitiveness of re</p><p>　　Keywords ：regional tourism; competitiveness; impact; strategy</p><p>　　Fist、the regional tourism competitiveness study factors</p><p&

5、gt;　　The so-called regional tourism competitiveness refers to the tourist region as a whole, competing for customers in their own development process, develop, and capture the tourism market and get the ability of indust

6、rial development elements and growth potential. Regional tourism competitiveness does not refer to a particular aspect of competitiveness, but the result of many influencing factors, but also a dynamic development proces

7、s, and then the competition results from the competitive potentia</p><p>　　Industrial competitiveness stage theory Potter is another important contribution to industrial competitiveness through four stages,

8、according to this theory, the formation of regional tourism competitiveness factor-driven stage, the stage of investment-driven, innovation-driven stage, and wealth driver stage. The characteristics of these two stages:

9、factor-driven stage, the formation of competitiveness comes from the rich resources in the region, the region through integration of resources, disc</p><p>　　Third、Regional tourism development strategy plann

10、ing strategy</p><p>　　Planning for a region vital to the development of tourism is to determine the future development of regional tourism direction and goals of the Global Programme of the global. Regional

11、tourism development strategy plan as the product of the development of regional tourism competition is to enhance regional tourism competitiveness, sustainable tourism development as the goal, the advantage of the specif

12、ic area of ??tourism competitiveness, weaknesses, challenges, opportunities analysis, selection</p><p>　　(1) the development of regional tourism strategic planning strategy</p><p>　　Unnecessary

13、waste of decision-making errors, to further enhance the potential competitiveness of the tourism in the region. Need a good external environment for the development of the tourism industry, any tourism enterprises and gr

14、oups can create and drive the industry to create such an environment, which requires the development of the tourism industry must implement a government-led strategy. As a government department, it should be positive and

15、 effective play to their initiative and coordina</p><p>　　(2) travel product differentiation, serialization strategy</p><p>　　Unnecessary waste of decision-making mistakes, to further enhance th

16、e regional tourism product is the foundation and conditions for tourism activities. Regions, through enrich and improve the tourist product line, you can enhance the overall supply capacity and level of increased efforts

17、 to purchase tourists. Large number of homogeneous products flooding the international tourist market conditions, and adhere to the differentiated product line, which can effectively avoid weakening the region be</p&g

18、t;<p>　　(3) tourism product differentiation, serialization strategy</p><p>　　The capital is one of the basic elements for the development of tourism. For areas with weak economic strength, lack of fun

19、ds is the bottleneck constraints of regional tourism competitiveness. Therefore, local governments formulate preferential policies to attract investment, loans, tax, optimize the investment environment, promote the diver

20、sification of investments. The same time, the budget of the local government have a sense of tilt to the tourism industry, and gradually increase the funding</p><p>　　(4) tourism product differentiation, ser

21、ialization strategy</p><p>　　The source is the foundation and focus of tourism development. With the state "to the development of domestic tourism, steady development of inbound tourism, moderate develo

22、pment of outbound tourism policy implementation, the domestic tourism market will be the focus of the regional competition. The regional coordination and organization are three forms of tourism, purpose, focus on the dev

23、elopment and nurturing of the important target source markets, especially to actively guide the travel choi</p><p>　　(5) tourism product differentiation, serialization strategy</p><p>　　The clus

24、ter is the industry presented in the horizontal space gathering forms of organization. Formed to create a competitive advantage as a form of organization of industrial space, industrial clusters with the group a competit

25、ive advantage and scale of cluster development, industry development has brought spillover effects. Currently, in most regions of the world tourism enterprises is weak, it is difficult to form a strong competition in the

26、 market. In view of this situation, government depar</p><p>　　(6) tourism structure optimization strategy</p><p>　　The core of the regional tourism competitiveness is the overall competitiveness

27、 of the industry, also known as "food, shelter, transportation, travel, shopping and entertainment," the coordinated development of capacity in six areas. Many regions of the world "share" and "e

28、ntertainment," the construction lagged far behind many inconvenience to tourists tour also significantly influenced the improvement of the tourism revenue. To optimize the structure of the tourism industry, focusing

29、 on strengt</p><p>　　(7) personnel training strategy</p><p>　　The talent competition is the highest stage of the regional tourism competition. The senior factors of production as the competitive

30、ness of the tourism industry, tourism professionals is a strong guarantee for the region to maintain a long-term competitive advantage. With the upgrade of the competition in the tourism industry, will be increasing dema

31、nd for tourism personnel. Regions should be noted that the talent specialization, full-time future needs of the industry trends. Thus, personnel dev</p><p>　　In short, to enhance the competitiveness of regio

32、nal tourism has become the top priority of the development of tourism around the localities should make full use of their own advantages, focused on creating resources, based on the primary factors of production is compe

33、titive based on talent, innovation, brand based long-term, effective competitiveness, and thus enhance the competitiveness of the regional to promote tourism in our country's competitiveness in the international mark

34、et.</p><p><b>　　Referenc:</b></p><p>　　[1]Hartserre A. Lesson in managerial destination competitiveness in the case of Foxwoods Casino resort[J].TourismManagement,2000,21(1):23-32.&l

35、t;/p><p>　　[2]Dr.Dimitrios Buhalis.Marketing the competitive destination of the future[J].TourismManagement,2000,21(1):97-116.</p><p>　　[3]Hassan Salah S.Determinants of market competitiveness in a

36、n environmentally sustainable development[J].Journal of Travel Research,2000,38(2):263-271.</p><p>　　[4]Ritchie J R B, Crouch G I. The competitive destination:sustainability perspective[J].Tourism Management

37、.2000,21(1):127.</p><p>　　[5]Dwyer L, Forsyth THP,Rao P. The price competitiveness of travel and tourism: a comparison of 19 destinations [J].Tourism Management,2000,21(1):9-22.</p><p>　　[6]Pear

38、ce D G. Competitive destination analysis in southeast Asia[J].Journal of Travel Research,1997,35(4):16-25.</p><p>　　加強區(qū)域旅游競爭力戰(zhàn)略</p><p>　　弗蘭克， 羅伯特戈韋斯</p><p><b>　　英國旅游研究所</b&

39、gt;</p><p>　　摘要：旅游業(yè)的發(fā)展離不開旅游資源的存在和旅游者活動的開展，但是旅游資源的地域特征和旅游者活動的空間轉移特點，決定了旅游業(yè)的發(fā)展必然要與相應的空間地域結構聯(lián)系，呈現(xiàn)出一定的區(qū)域特點，這也決定了區(qū)域旅游業(yè)競爭存在的必然性和必要性。因此，提升區(qū)域旅游業(yè)競爭力的策略研究，已成為各地區(qū)域旅游業(yè)發(fā)展的當務之急。</p><p>　　關鍵詞 ：區(qū)域旅游業(yè)；競爭力；影響；策略&

40、lt;/p><p>　　近些年來，隨著世界各地爭相將旅游業(yè)作為地方支柱產(chǎn)業(yè)來發(fā)展，區(qū)域之間的競爭也更加的明顯和深入。如何立足自身實際，打造競爭優(yōu)勢，已經(jīng)成為各區(qū)域旅游業(yè)發(fā)展的當務之急，也是新一輪旅游競爭中取勝的關鍵。對區(qū)域旅游業(yè)競爭力進行研究可以增強區(qū)域競爭的緊迫感，促使各區(qū)域發(fā)現(xiàn)和了解自己在競爭中的優(yōu)勢和不足，進而快速反應，積極應對，通過局部競爭能力的加強擴大到我國旅游業(yè)在國際市場上競爭能力的提升。</p&g

41、t;<p>　　一區(qū)域旅游競爭力的研究因素</p><p>　　所謂區(qū)域旅游業(yè)競爭力是指各旅游區(qū)域作為一個整體，在自身發(fā)展過程中所表現(xiàn)出來的爭奪客源，開拓、占領旅游市場并獲取產(chǎn)業(yè)發(fā)展要素和增長潛質的能力。區(qū)域旅游業(yè)競爭力不是指某一方面的競爭力，而是由眾多影響因素共同作用的結果，同時也是一個從競爭潛力到競爭實力、再到競爭結果的動態(tài)發(fā)展過程。競爭力一經(jīng)提出，便引起了國內(nèi)外學者的廣泛關注。其中研究成果最為

42、突出的是美國哈佛大學教授，著名的競爭策略研究專家波特，他的“國家菱圖”模型為產(chǎn)業(yè)競爭力的研究提供了一個經(jīng)濟范式。在這一范式當中，波特歸納出了六大影響因素：（1）生產(chǎn)要素，包括自然資源、人類資源、知識資源、資本資源和基礎設施等：（2）需求條件，主要指客源市場的需求結構和需求規(guī)模；（3）相關與輔助產(chǎn)業(yè)的狀況；（4）企業(yè)策略、結構與競爭對手；（5）政府行為；（6）機遇。對于旅游產(chǎn)業(yè)來說，由于其自身發(fā)展的綜合性特點，決定了影響區(qū)域旅游業(yè)競爭力的

43、因素也是多方面。依據(jù)這些因素對旅游產(chǎn)業(yè)競爭力影響的大小，又可將其分為決定性因素、支持性因素、發(fā)展性因素和保障性因素。決定性因素主要包括資源條件、旅游需求狀況、旅游企業(yè)競爭力狀況和區(qū)域對外旅游形象等。這些因素構成了區(qū)域旅游業(yè)</p><p>　　二提升區(qū)域旅游業(yè)競爭力的策略選擇</p><p>　　產(chǎn)業(yè)競爭力階段理論是波特關于產(chǎn)業(yè)競爭力的又一重要貢獻，依據(jù)這一理論，區(qū)域旅游業(yè)競爭力的形成要經(jīng)

44、歷四個階段，即要素驅動階段、投資驅動階段、創(chuàng)新驅動階段和財富驅動階段。這兩個階段的特點是：在要素驅動階段，競爭力的形成來源于區(qū)域內(nèi)豐富的資源，要求區(qū)域通過資源整合，發(fā)現(xiàn)優(yōu)勢資源，進而將資源優(yōu)勢發(fā)展成競爭優(yōu)勢。投資驅動階段競爭力的形成得益于區(qū)域內(nèi)政府和企業(yè)的投資意愿和能力以及高級生產(chǎn)要素的發(fā)展。對于我國大部分地區(qū)來說，一方面擁有豐富的旅游資源，據(jù)有不同程度的資源優(yōu)勢。具體的策略選擇如下：</p><p>　　三區(qū)域

45、旅游業(yè)發(fā)展戰(zhàn)略規(guī)劃策略</p><p>　　規(guī)劃對于一個地區(qū)旅游業(yè)的發(fā)展至關重要，是決定區(qū)域旅游業(yè)未來發(fā)展方向和目標的全局性的全局性綱領。區(qū)域旅游業(yè)發(fā)展戰(zhàn)略規(guī)劃作為區(qū)域旅游業(yè)競爭發(fā)展的產(chǎn)物，是以提升區(qū)域旅游業(yè)競爭力、實現(xiàn)旅游業(yè)可持續(xù)發(fā)展為目標，通過對特定區(qū)域內(nèi)旅游業(yè)競爭力優(yōu)勢、劣勢、挑戰(zhàn)、機遇的分析，選擇出適合本地發(fā)展的策略，進而揚長補短，確保區(qū)域旅游業(yè)長久、持續(xù)、穩(wěn)定的發(fā)展。同傳統(tǒng)的區(qū)域旅游規(guī)劃來說，區(qū)域旅游業(yè)

46、發(fā)展戰(zhàn)略規(guī)劃更具全局性和針對性，在具體的實施上又有很大的靈活性，因而更適于在競爭力的環(huán)境下為旅游業(yè)發(fā)展做出指導。各地區(qū)通過區(qū)域旅游發(fā)展戰(zhàn)略規(guī)劃，可以有效地整合資源，最大限度地挖掘和提升資源的開發(fā)利用能力，避免因決策失誤帶來的不必要浪費，從而進一步增強區(qū)域旅游業(yè)的潛在競爭能力。</p><p>　　區(qū)域旅游業(yè)發(fā)展戰(zhàn)略規(guī)劃策略</p><p>　　決策失誤帶來的不必要浪費，從而進一步增強區(qū)域旅

47、游業(yè)的潛在競爭能力。旅游業(yè)的發(fā)展需要一個良好的外部環(huán)境，任何一個旅游企業(yè)和集團都無法營造和帶動全行業(yè)來創(chuàng)造這樣的環(huán)境，這就要求旅游業(yè)的發(fā)展必須實施政府主導戰(zhàn)略。作為政府部門，應該積極有效的發(fā)揮自身的主動性和協(xié)調能力，引導區(qū)域旅游業(yè)向著良好的方向發(fā)展。筆者認為，政府部門可以從以下三個方面來實現(xiàn)其主導作用：一是建立健全良好的市場競爭機制，完善旅游市場體系，加強旅游法規(guī)建設，營造公平、合理的競爭秩序；二是制定靈活的產(chǎn)業(yè)發(fā)展政策和合理的投資優(yōu)惠

48、政策，加大旅游業(yè)的資金投入，鼓勵和代辦旅游；三是增強政府的協(xié)調引導作用，弱化監(jiān)管職能，給旅游產(chǎn)業(yè)和企業(yè)更多的發(fā)展空間和選擇余地。</p><p>　　旅游產(chǎn)品差異化、系列化策略</p><p>　　決策失誤帶來的不必要浪費，從而進一步增強區(qū)域旅游產(chǎn)品是旅游活動開展的基礎和條件。各個區(qū)域通過豐富和完善旅游產(chǎn)品線，可以提升整體的供給能力和水平，增加游客的購買力度。在國際旅游市場上大量同質化產(chǎn)品

49、充斥的狀況下，堅持走差異化產(chǎn)品路線，能夠有效地避免和弱化區(qū)域之間因同質化產(chǎn)品而產(chǎn)生的激烈競爭。同時，相鄰區(qū)域之間通過差異化的產(chǎn)品又可以達到揚長避短的效果，有利于區(qū)域之間的合作和共贏。當然，更重要的是富于特色的差異化旅游產(chǎn)品在客源市場上更容易吸引和刺激游客的購買。旅游產(chǎn)品差異化的形成要立足本區(qū)域的字眼優(yōu)勢，找出區(qū)域內(nèi)獨有的資源類型，深入挖掘文化內(nèi)涵，進行高起點的設計和開發(fā)，爭取在進入市場之始就以高品位的特質形成品牌競爭力。除此之外，要加大

50、新產(chǎn)品的開發(fā)力度，拉開產(chǎn)品的檔次，在設計核心產(chǎn)品的同時，要對外延產(chǎn)品和輔助產(chǎn)品進行研究和開發(fā)，使區(qū)域內(nèi)的旅游產(chǎn)品能夠滿足消費者觀光旅游、休閑度假、商務會展、科教探險等多層次的要求，并通過產(chǎn)品的系列化延長游客在旅游目的地的逗留時間，進一步增加區(qū)域旅游收入。</p><p>　　（三）旅游產(chǎn)品差異化、系列化策略</p><p>　　資金是旅游業(yè)發(fā)展的基本要素之一。對于經(jīng)濟實力薄弱的區(qū)域來說，資

51、金的不足是制約區(qū)域旅游業(yè)競爭力提升的瓶頸。因此，地方政府要在引資、貸款、稅收方面制定優(yōu)惠的政策，優(yōu)化投資環(huán)境，促進投資的多元化。同時，地方政府的財政預算要有意識的向旅游業(yè)傾斜，逐漸加大旅游業(yè)的資金投入。旅游業(yè)自身也要發(fā)揮主觀能動性，調動各方面的積極性，盡可能多的爭取外方資金和僑資等，動員和引導社會力量辦旅游。此外也要“以旅促旅”，將取得的旅游收入再合理的投入到開發(fā)建設中來，在發(fā)展中建設，在建設中發(fā)展，最終實現(xiàn)旅游經(jīng)濟的循環(huán)發(fā)展。<

52、/p><p>　?。ㄋ模┞糜萎a(chǎn)品差異化、系列化策略</p><p>　　客源是旅游業(yè)發(fā)展的基礎和重點。隨著國家“大力發(fā)展國內(nèi)旅游，穩(wěn)固發(fā)展入境旅游，適度發(fā)展出境旅游”政策的實施，國內(nèi)旅游市場將成為區(qū)域競爭的重點。各區(qū)域應協(xié)調和組織好三種旅游形式，有目的、有重點地發(fā)展和培育國內(nèi)重要目標客源市場，尤其是要積極引導區(qū)域內(nèi)游客的出行選擇，充分發(fā)展和挖掘近鄰省份的大中城市和東南沿海經(jīng)濟發(fā)達地區(qū)的游客，以

53、穩(wěn)定和促進區(qū)域內(nèi)客源的增長，確保旅游業(yè)長期保持持續(xù)快速發(fā)展。</p><p>　?。ㄎ澹┞糜萎a(chǎn)品差異化、系列化策略</p><p>　　集群化是產(chǎn)業(yè)在橫向空間上呈現(xiàn)集聚狀態(tài)的組織形式。作為一種為創(chuàng)造競爭優(yōu)勢而形成的產(chǎn)業(yè)空間組織形式，產(chǎn)業(yè)集群具有群體競爭的優(yōu)勢和集聚發(fā)展的規(guī)模效益，能夠為產(chǎn)業(yè)的發(fā)展帶來溢出效應。目前，世界大多數(shù)區(qū)域的旅游企業(yè)力量薄弱，難以在市場上形成有力的競爭。針對這種局面，

54、政府部門和相關行業(yè)組織可以通過有效的引導和支持，促進各旅游企業(yè)自覺、自愿的與相關和支持產(chǎn)業(yè)進行溝通協(xié)調和合作競爭，進而通過單體企業(yè)的聯(lián)系形成各種企業(yè)集群，最大限度地發(fā)揮集群特有的經(jīng)濟集聚、信息共享、風險弱化等優(yōu)勢，實現(xiàn)單體企業(yè)的專業(yè)化、規(guī)范化、規(guī)?；芾?，進一步提升中小企業(yè)的競爭力。</p><p>　?。┞糜螛I(yè)結構優(yōu)化策略</p><p>　　區(qū)域旅游業(yè)競爭力的核心是產(chǎn)業(yè)的整體競爭力

55、，也即“食、住、行、游、購、娛”六方面的協(xié)調發(fā)展能力。目前世界上許多區(qū)域“購”和“娛”的建設嚴重滯后，在給旅游者的游覽帶來眾多不便的同時，也在很大程度上影響了旅游收入的提高。對旅游產(chǎn)業(yè)結構進行優(yōu)化，就重點加強這些基礎薄弱環(huán)節(jié)的建設，同時不斷提高配套設施的建設水平，增強“行”和“游”的便捷性，提高“食”和“住”的舒適度，促進各環(huán)節(jié)的協(xié)調發(fā)展，全面提高區(qū)域旅游業(yè)的整體供給能力，增加游客的滿意度。</p><p>&l

56、t;b>　?。ㄆ撸┤瞬排囵B(yǎng)策略</b></p><p>　　人才的競爭是區(qū)域旅游業(yè)競爭的最高階段。作為旅游業(yè)競爭力形成的高級生產(chǎn)要素，旅游專業(yè)人才是區(qū)域維持長久競爭優(yōu)勢的有力保障。隨著旅游產(chǎn)業(yè)競爭的升級，對旅游人才的需求量將會越來越大。各區(qū)域應該注意到人才的專業(yè)化、專職化是未來的行業(yè)需求趨勢。因而，在人才建設上，一方面要制定靈活高效的人才引進機制，為優(yōu)秀人才提供合適的待遇和寬松的環(huán)境，激發(fā)他們最

57、大程度的發(fā)揮自己的才能。另一方面，要積極地與高校聯(lián)手，根據(jù)市場和產(chǎn)業(yè)發(fā)展的需要，制定合理的人才培養(yǎng)計劃，為區(qū)域旅游競爭優(yōu)勢的取得積蓄后備力量和智力支持。另外，要注重加強現(xiàn)有從業(yè)人員的專業(yè)培訓，逐步提升行業(yè)人員的整體素質。</p><p>　　總之，提升區(qū)域旅游業(yè)競爭力已成為各地發(fā)展旅游業(yè)的當務之急，各地要充分利用自身的優(yōu)勢資源，在立足于初級生產(chǎn)要素為競爭力的基礎上，著力打造人才、創(chuàng)新、品牌等為基礎的長久、有效的競

58、爭力，進而通過各區(qū)域競爭力的提升來帶動我國旅游業(yè)在國際市場上的競爭力。</p><p><b>　　參考文獻：</b></p><p>　　[1]HartserreA.在旅游目的地競爭力管理課程中的?？怂刮槠澷€場研究[J].旅游業(yè)管理案例。2000，21（1）：23-32.</p><p>　　[2]博士迪米特里奧斯.市場未來的研究競爭的目標[

59、J].旅游管理，2000，21（1）：97-116.</p><p>　　[3]哈桑薩拉赫學到市場競爭力的決定因素在環(huán)境可持續(xù)發(fā)展[J].旅游研究雜志，2000，38（2）：263-271.</p><p>　　[4]里奇，克勞奇G一，競爭目標JRB：可持續(xù)發(fā)展的角度研究[J].旅游管理，2000，21（1）：127.</p><p>　　[5]德懷爾，旅行和旅游業(yè)