Il ruolo della Bandiera Arancione per la valorizzazione dei piccoli comuni dell’entroterra

di Tonino Pencarelli, Claudia Fraboni and Simone Splendiani

Il capitale culturale – Studies on the Value of Cultural Heritage (PDF)


Obiettivo del lavoro è illustrare l’efficacia dei marchi ambientali nella valorizzazione dei piccoli comuni dell’entroterra, sia dal punto di vista della comunicazione turistica che da quello della qualità del territorio. La ricerca si focalizza sulla Regione Marche. Si analizzano le modalità di sfruttamento e valorizzazione del marchio Bandiera Arancione di tutti i comuni che hanno ricevuto il riconoscimento, oltre che la percezione degli enti locali circa le performance turistico-ambientali conseguite grazie ad esso. L’indagine è stata svolta somministrando un questionario (metodo CAWI) ai referenti dei 19 comuni Bandiera Arancione 2014. Dallo studio emerge come essi non sfruttino appieno le potenzialità offerte dalla certificazione, sia in termini di co-branding che di coinvolgimento degli stakeholders, ma riconoscano, tuttavia, l’importanza strategica rispetto alle finalità che l’adesione a Bandiera Arancione si propone di raggiungere a beneficio del territorio.

The main purpose of this paper was to determine the extent to which environmental awards may help enhancing the small-towns heritage. Focus was set on the Orange Flag to understand if municipalities properly take advantage of the award both in their communication policies and in the sustainable development of their territory. The survey was based on a questionnaire (CAWI method) forwarded to the 2014 Orange. Flag municipalities in the Marche region. The research revealed that municipalities do not take full advantage of the possibilities provided by the award mainly in terms of co-branding and stakeholders’ involvement. Even if they recognize great validity to the programme, the findings raised in this paper suggest a more effi cient use of the award. In particular, a better use of co-branding policies and a wider sharing of sustainability issues are suggested.


Riflessioni conclusive, sfide manageriali e percorsi di ricerca per la comunicazione sostenibile delle destinazioni balneari

by Tonino Pencarelli and Simone Splendiani

in Comunicare le destinazioni balneari: il ruolo della Bandiera Blu in Italia, Tonino Pencarelli (Edc), Franco Angeli, 2015.

Managing and marketing regional tourist destinations: the case of the Marche region (Italy)

by Simone Splendiani

Journal of Hospitality and Tourism, Vol. 12, No. 2/2014.


After an introduction to the basic theoretical concepts of destination management, the study focuses on the organizational model developed in Italy to manage regional destinations. In particular, the paper analyzes the strategic and organizational approach adopted by the Marche region through a longitudinal study over a congruous time period of three years, from 2012 to 2014, in order to assess the critical issues related to marketing management and their evolution. The study reveals that for regional tourism managers the challenge is to identify the best mix of organizational solutions and strategic paths aimed at exploiting both resources and attractions through market-driven policies. Moreover, the study aims to offer some insight on the Italian tourism context, opening up further research paths for scholars and helping policy makers to adopt effective tools and strategies in order to contribute to increasing the competitiveness of regional destinations.

Stakeholder e-involvment and participatory tourism planning: analysis of an Italian case-study

by Angelo Presenza, Roberto Micera, Simone Splendiani, Giacomo Del Chiappa

Journal of Knowledge-Based Development (IJKBD), 2014.


The purpose of this paper is to explore the potential and challenges
of knowledge management, in particular the use of information and
communication technologies, in supporting stakeholders’ collaboration
processes in the tourism destination by focusing on e-democracy. The term e-democracy was coined to define the electronic representation of a democratic process which aims at obtaining stakeholders active participation in the decision-making process about territorial policies and tourism planning. Despite the growing interest that this concept is gaining both in the academia and in the tourism sector, the related research is still at its early stage. This study was carried out to contribute to fill this gap analysing the case study of an Italian region where an e-democracy project on destination governance is currently going on. The main contribution to the body of knowledge, managerial implications and limitations of the study are discussed and future avenues of research are suggested.

Regional Tourism Planning: the case of the Marche region (Italy)

Simone Splendiani

2nd International Conference on Contemporary ICCM, Atene (Greece), June 18-20, 2014.


This paper analyzes the tourism planning of the Marche Region in the period 2012-2014, through the methodology of the case study analysis. The originality of the paper lies in the longitudinal observation of a regional tourism planning process over a congruous period of time – three years – in order to assess the critical issues and their evolution. The case examined is of considerable interest because  the Marche regional tourism planning has undergone significant changes in both organizational and strategic aspects. This has occurred within a very uncertain national regulatory system and  the need to cope with growing competitive pressure in the global tourism market. Despite the limitations of the study, it offers some interesting insight on the Italian tourism planning process, characterized by a multitude of actors involved and the difficulties of coordinating the public and private sectors.

Dalle Smart Cities alle Smart Destination: ICTs e Web 2.0 per il vantaggio competitivo delle Destinazioni Turistiche

by Giacomo Del Chiappa, Simone Splendiani, Roberto Micera and Angelo Presenza

X Convegno SIM (Società Italiana di Marketing), Milan (Italy), October 3-4, 2013.


Obiettivo del lavoro è comprendere le caratteristiche dei processi collaborativi tra stakeholder delle destinazioni turistiche, focalizzando l’attenzione sulle opportunità di coinvolgimento fornite dalle nuove tecnologie e dai principi di e-democracy. A questo fine verrà presentato e discusso il case study del “Il turismo che vorrei in Liguria”, istituito dall’Ente Regionale con lo scopo di favorire il coinvolgimento degli attori territoriali al processo di pianificazione turistica regionale.

Smart Destinations: new strategies to manage tourism industry

by Roberto Micera, Angelo Presenza, Giacomo Del Chiappa and Simone Splendiani

IFKAD 2013 – International Forum on Knowledge Asset Dynamics, Zagreb (Croatia), June 12-14, 2013.


Purpose – There is a general recognition of the role of new technologies in facilitating the involvement of all stakeholders in the destination governance and in supporting more sustainable development processes. The purpose of this paper is to outline a comprehensive and systematized analysis of the concept of SMART CITIES applied to tourism. In particular, this study attempts to explore the potential and challenges of knowledge management, in particular the use of Information and Communication Technologies (ICTs), in supporting stakeholders collaboration processes in the tourism destination by focusing on e-democracy.

Design/methodology/approach – A case study approach is adopted as it enables the researchers to pose, in depth, issues such as destination governance’s experience with Knowledge Management and ICTs implementation. The present research is exploratory and based on the usage of secondary data. Specifically, the research site chosen in this study is the Liguria Region (Italy), where a somehow project of tourism planning and governance is currently going on relying on the usage of WEB 2.0 to shape the stakeholders’ engagement.

Originality/value – Originality/value – Starting from the results of this project, we want to define specific guidelines to understand how a Smart Tourism Destination, through the exchange of knowledge between different actors (both supply and demand sides), can serve as the starting point to create an experiential tourism system highly differentiated and able to improve the destination competitiveness.

 Practical implications – The development of Smart Tourism Destinations can support the diffusion of dynamic networking and proactive management and customer orientation. In this direction, practical implications will focus on the potential replicability of the experience of Smart Tourism Destination in other locations.