Dit artikel onderzoekt de ervaringen van Nederlandse eigenaren van B&B's en kortetermijnverhuur in de landelijke Algarve, Portugal, als casestudy over de economische en sociale gevolgen van de COVID-19 pandemie voor ondernemende migranten. De empirische gegevens zijn afkomstig van twaalf diepte-interviews met Nederlandse migranten die verhuisden naar en zich vestigden in de meer landelijke gebieden van de oostelijke Algarve en kleine toeristische accommodatiebedrijven begonnen. Specifiek kijken we naar de impact van de COVID-19 pandemie en de daaruit voortvloeiende maatregelen en beperkingen op de economische situatie van de bedrijven, de gezondheid en het welzijn van de bedrijfseigenaren en hun gasten, evenals hun verhalen over sociale solidariteit en steun van de gemeenschap. Uit de bevindingen blijkt dat er relatief weinig veranderingen waren in de levensstijl van de respondenten en dat hun bedrijven, hoewel beïnvloed door de dramatische effecten van de pandemie op reizen en toerisme, overeind bleven. De bevindingen bevestigen zowel de relatieve privileges van ondernemers als de ongelijke gevolgen van de wereldwijde pandemie. Hun veerkracht bij rampen is positief verbonden met hun inbedding in verschillende netwerken. Ten slotte bleek ook de landelijke ligging van de eigendommen op verschillende manieren een rol te spelen bij de aanpak van de pandemie.
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Purpose: Little is known about how tourists’ eating habits change between everyday life and holidays. This study aims to identify market segments based on changes in food consumption and experiences of a sun-and-sea destination’s local food. The authors evaluate to what extent tourists consume local food and assess the contribution of local food experiences to the tourists’ overall experience. Design/methodology/approach: The target population was all tourists visiting the Algarve in the Summer 2018 and included both domestic and international sun-and-sea tourists. A sample of 378 valid questionnaires was collected. Data analysis included descriptive analysis, statistical tests and cluster analysis. Findings: Cluster analysis identified three segments: non-foodies, selective foodies and local gastronomy foodies. Results indicate that tourists change their eating habits during holidays, eating significantly more seafood and fish and less legumes, meat, fast food and cereals and their derivatives. International and domestic sun-and-sea tourists reported that eating local food contributes significantly to their overall tourism experience. Practical implications: Sun-and-sea destinations should promote the offer of local dishes, especially those that include locally produced fish and seafood, to improve the tourist experience, differentiate the destination and increase sustainability. Originality/value: The authors address three identified research gaps: a posteriori segmentation based on tourists’ food consumption behaviour; measurement of changes in eating practices between home and in a sun-and-sea destination; and assessment of the role of food experiences to overall tourism experience of tourists visiting a sun-and-sea destination.
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This manifesto describes the notion of sustainable development according to its basic appeal for economic, social and environmental value-creation, together with the implications of its meaning at the level of the individual (the manager), the organisation (the business) and society. As sustainable tourism is focused on the long term, foresight is used to develop four scenarios for a sustainable tourism industry in 2040: “back to the seventies”, “captured in fear”, “unique in the world”, and “shoulders to the wheel”. The implications of the scenarios are mapped for four distinct types of organisational DNA: the blue organisation focusing on quality, professionalism and efficiency, the red organisation for whom challenge, vision and change are most important, the yellow organisation addressing energy, optimism and growth, and the green organisation which is led by care, tradition and security. The manifest concludes with strategic propositions for tourism organisations in each of the four business types and each of the four scenarios.
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