• shed light on the way in which ADs acquire a local (aka “Km0”) entrepreneurial opportunities as assets;
• Individuate “how” the form’ smanagement develops this resource; and
• represent this insight into a formal model.
  

• enabled the reconstruction of the full sequence of actions through which AD operators derive an income from the entrepreneurial opportunities existing in the local areas where they operate.
• identified the existence of dynamic capacity which needs to be strengthened in order to optimize the opportunity production-capture process, as well as facilitating further analysis.
• points out to a new model for the management of entrepreneurial opportunities, where the cognitive approach works together with the behaviourist one. This model can be used to accelerate the processes of product innovation, beginning with the rural areas, hamlets and historical quarters of the ‘bel paese’.

• individuare i prodotti turistici principali (fonti di reddito) che le strutture per l'OD sono in grado di sviluppare per innalzare il reddito lordo d'impresa (Gross Operating Profit Per Available Room - GOPPAR)
• identificare i soggetti (stakeholder, coo-petitori e partner) da coinvolgere in modo adeguato per raggiungere un tale risultato
• individuare i principali ruoli attribuibili a ciascun operatore.

• individua le linee di prodotto da cui dipende il fatturato lordo d'impresa e comuni alle imprese per l'OD
• identifica i principali soggetti che costituiscono la comunità d'interessi e le 4 modalita con cui questi concorrono al successo dell'organizzazione
• presenta le buone prassi utili a facilitare la costruzione di un'impresa basata sul concetto di rete e sul miglioramento continuo dei risultati ottenuti attraverso il lavoro di gruppo.

• centrati su alloggio e ristorazione (AD tradizionale)
• centrato sulle risorse (AD virtuoso)

• presenting the characteristic features of a new street furniture intervention
• examining them from the view-point of business
• exploring the role played by new street furniture planning in firm creation.

1. the “value” of the new street furniture and the satisfaction with it, can be measured through the coming back of a number of firms, the activation of private investments and by the fact that the existing businesses stopped leaving the old town centre
2. street furniture can represent a valuable firm’s resource and can facilitate the start-up of firms which apply widespread hospitality models as the ‘Albergo Diffuso’ (literally translated in:“scattered hotel”)
3. a smart new street furniture planning process can represent a "gate to sustainable tourism and economic development".

1. the growing interest for rural tourism in the European Union
2. the availability of more than 20 million unused properties in Italy, accordingly to ISTAT

• Anguillara Sabazia,
• Allumiere,
• Barbarano Romano,
• Bassano Romano,
• Blera,
• Bracciano,
• Canale monteranno,
• Manziana,
• Oriolo Romano,
• Tolfa,
• Trevignano Romano,
• Vejano,
• Villa San Giovanni in Tuscia within the Tuscia Romana area and
• Amaseno,
• Arnara,
• Castro dei Volsci,
• Ceprano,
• Falvaterra,
• Pastena,
• Pofi,
• Ripi,
• San Giovanni Incarico,
• Strangolagalli,
• Vallecorsa in the Monti Ausoni district.

1. the 4ways matrix locating each municipality considering resource valuability, rarity, inimitability and non substitutability, differently said its competitive advantage defensibility
2. the model's margin for improvement
3. the value of an inter-disciplinary analysis to deal with the issue of sustainable rural tourist development and firm creation.

Organizative and economic obstacles reduces the possibilities to realize marketing activities in an individual way and brings enterpreneurs to comarket their proposals. We know this is the praxis. But, if this is true, why we don't see great acceleration in competitivity and incomes? This article points out the necessities to strenghten co-operation and partnership when marketing divisions creates new initiatives, as well as when the Management does well it's job. Innovation don't came easily. We need to create it at a local level through coordination, co-operation and strategic partnership. This article (ita) presents the second synthesis of Public Private Partnering for Tourism Development.

Download *ita*

• How to improve the capacity of the Partnership to produce more and more results for itself, for the partners and for the area in which it operates?
• How to integrate the newly offered product without changing the fixed operating costs of the Partnership?
• How to improve the team spirit and create a cooperative and stabilizing climate (in difficult times)?
• How to learn "what's needed", when it is needed ... before the coopetitors, without running the risk of losing too informations?

These are the last key-questions the methodological path tries to answer in the following ways:

• synchronizing the speed in which the association becomes more operative in base of the rhythm in which the request of products and services changes;
• selecting organizations which brand name is less known, but coherent and sufficently dynamic;
• transforming the results that have been obtained in opportunities for savings, in the billings of the company and in the occupations for the partners;
• realizing well-balanced agreements with associations which are more evolved and not in competition, weighing knowledge gained and lost.

Download the original version of the article clicking below:
http://www.ontit.it/opencms/opencms/ont/it/documenti/archivio/01062  

The english version of this article is not available yet. To request the english version as it becomes available please write to: info@sisad.it.
We thank decision makers who sent us informations about their past experiences or answered us specific question, some of which we found indeed particularly hard to answer. We hope our syntethic answers had been satifactory for them. We ask you to continue informating us about your experiences. We are engaged in up-to date you constantly about the main results of the next best practices finding.

• How to avoid that, through the quality agreements, the innovation does not diminish but increase with time?
• How to increase the number of partners and the entity of the financial resourcs of the Partnership in a well balanced way?
• How to facilitate the realization of the intervention to reinforce the competitiveness which are more costly and important  for the outcome?

These are some of the questions the article tries to answer. Partnering for Tourism Development consider the possibility to:

• choose the principles which emerge in the duration of the previous phase and propose them as the base of all the agreements so that the rules of quality, courtesy rules etc. are fixed even if the strategies differ;
• demonstrate the type  and value of the first results in a detailed and clear manner;
• define tactical agreements and prepare units of the product/ segment for the coordination of the participation upon infrastructure, buildings, systems etc.

The three partnering steps has been named Articolation, Adhesion and strategic Activation. To download the original version of the article please click the link below: http://www.ontit.it/opencms/opencms/ont/it/documenti/archivio/01063
The english version of this article is not available at the moment. To request the english version for free as it will be ready please write to: info@sisad.it

• How to resolve the question of necessity and the objectives that are in conflict
• How to make the partners exit from the routine without breakage and avoid that the strategy stays in the cupboard?

Public Private Partnering for Tourism Development proposes respectively:

• to define the service portfolio of the partners so they can obtain the maximum results from the same marketing strategy and so they will sustain it over time;
• to put the different business units in contact with each other in a natural and economic way, with immediate results, through concrete and coherent dynamic packaging.

The original version of this article is available clicking below:
http://www.ontit.it/opencms/opencms/ont/it/documenti/archivio/01066  
The english version is not ready at the moment. To request it please write to: info@sisad.it

The changes that have been taking place in the last five years require that everyone work together successfully with others. Now, hoteliers, and also the public have been accustomed to cooperate without deeply analyzing their whole supplying, management, marketing and partnership necessities. It is natural that cooperation will encounter problems. The two questions PPPartenring for Tourism Development wants to answer are the following: Are we ready to create a long term partnership? If we aren't ready, how to balance the expectation of success and make the decision makers fully responsible? PPPartnering proposes to put at the basis of the partnership the clear consciousness of necessities to partner in the short, medium and long term period, the awareness of advantages and the opportunities, but also the disavantages and traps to avoid in partnering to create realistic expectations of succes among the partners and more commitment over time. This issue constitutes the first variable, which partnering name is Awarness. To download the original version of this article (ita) for free click the link below:
http://www.ontit.it/opencms/opencms/ont/it/documenti/archivio/01065

To download the article (eng)

The word "partnering" indicates "the development of successful, long term, strategic relationships between customers and suppliers, based on achieving best practice and which produces sustainable competitive advantage"(Lendrum, 1997).
Public-Private Partnering for Tourism Deveopment indicates "the optimization of the existing ratio between cost, time and final results produced by two or more organizations through coordination, cooperation and partnership in the Tourism sector" (Droli, 2007).
THe question PPPartnering tries to give an answer is the following:

• How to represent way, balancing the scenario in a realistic way, improve the expectation of success and making the decision makers fully responsible?

This is the first article has been published on PPPartnering for Tourism Development. To downolad the original version of the article for free, click the link below.
http://www.ontit.it/opencms/opencms/ont/it/documenti/archivio/01065
To express your personal opinion about the article please write to: info@sisad.it

• La Repubblica – Sunday Insert on Ad in Sardinia (4 February 2007); report on the Ad as a national phenomena (9 February 2007);
• Il Sole 24Ore (29 January);
• Atmosphere, Meridiana magazine (20 February 2007);
• Il Sole24Ore North east (9 August 2006);
• I Viaggi di Repubblica (May 2006);
• Suite and Gambero Rosso (April 2006, April 2005);
• Italia Oggi (26 August 2005);
• Il Foglio (13 August 2005);
• Il Tempo (19 July 2005);
• Il Sole 24Ore (27 June 2005);
• CasAmica (March 2005);
• La Repubblica (11 March 2005), ecc.

• are only a small part of the total;
• in contrast to all other formulae (hotel and extra-hotel), they are based on intimate cooperation and good relationships between public, private and committees of event organizers;
• they are not merely a product of an enterprise but depends on the possibility of finding solutions for new questions.
  The following chart shows some of the differences existing between the traditional hotel formula and that of the Albergo diffuso.

• In the lodgings: Innovation with mediaeval flavour Sextantio (AQ);
• In the restaurant: the “diffuso lunch” created by the Val di Kam Ad in Sicily; others

• The creation of the product Club in the Albergo diffuso operates in the first few months of the year organized by Tourism FVG;
• In the lodgings: the lodgings-adventure in the Albergo diffuso + bed for the night in quota in Forgaria;
• In the restaurant: local dishes created by certain Ad such as Lauco;
• In the services: management software dedicated to the Ad (Xnotta);
• The creation typical logo, on web site, the evolution from pure competition to pure cooperation, definition of basic services from the period of January to April 2006; others.

• Maurizio_Droli_Albergo_Diffuso_Amaro_Friuli_Venezia_Giulia_Region_2007

It is widely ackowledged as a specific set of both tangible and intangible resources can make the difference when it comes the need to choose where to create an Albergo Diffuso, litterally translated 'scattered hotel'. In Italy, there is a huge amount of small villages potentially eligible for this purpose. 

Nevertheless, only villages with an 'above the average' cultural sense of identity restaurants quality standards ancillary services quality standards etc. have potentialities to create a sustainable or differently said defensible competitive advantage, according to the emerging and most influent managerial approaches.

This handbook showcases AD's as a cluster of business opportunities. Here, Mr. Giancarlo Dall'Ara portraits the main key features of the Albergo Diffuso as original hospitality model. Mr. Maurizio Droli, discusses the easy but rigorous methodology followed in the Region Lazio, Central Italy, in order to rank twenty rural villages in terms of competitive advantage defensibility. Furthermore, he individuates those villages capable to optimize the ROI both in the middle and long run. Last, but not least, Mr Giordano Dichter enlightens the pivotal role played by business incubators in promoting the creation of successful AD's networs across the whole Region Lazio.

In brief, this handbook enlightens the strategic role played by the Albergo Diffuso in increasing tourism investments in small villages and suggests an original approach which can be adopted for the purpose to scatter this original hospitality model across rural areas and optimize private and public investments productivity.

Download the .Pdf version of the UNDP brochure briefly presenting the Albergo Diffuso.

(ita) http://www.biclazio.it/documenti/dicembre07_Albergo_Diffuso(1).pdf

• AlbergoDiffusoENG