Towards Quality Rural Tourism in Alpine Recreational Areas...

Monitoring and Management of Visitor Flows in Recreational and Protected AreasConference Proceedings ed by A. Arnberger, C. Brandenburg, A. Muhar 2002, pages 390-396

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Towards Quality Rural Tourism in Alpine Recreational Areas in Europe:Integrated Quality Management of Rural Tourist Destinations &

Presentation of a Case Study in Bregenzerwald, Austria

Ulrike Mast

Geographer, Government of the State of Vorarlberg, 6901 Bregenz, Austria,Email: [email protected]

Abstract: The rural recreation areas of Europe provide a wide variety of experiences andattractions for the visitor. Domestic and international visitor flows mostly from conurbationsare turning to countryside destinations for holidays in increasing numbers. There are changesin the length and type of visits sought and there is a rapid growth in alternative recreationaloutdoor activities world wide and thus the alpine rural areas have to be ever more competitiveand have to concentrate on sustainable development. At the same time there is an increasingneed to be sensitive to both the positive and negative impacts of tourism on the economy, theenvironment and the local communities. Integrated quality management is an approach to focuson quality by putting suitable management in place, to ensure that visitors have a specialexperience, meeting or exceeding their expectations while maximising the benefit to thedestination and while managing visitor flows. This approach is explored here and the mainissues that are discussed, are based on a case study in the Bregenzerwald, Vorarlberg.

INTRODUCTION

Rural areas need to offer new prospects overconurbations in Europe if they are not to be leftbehind in this era of increasing globalisation andspecialisation. There are regional developingprogrammes encompassing a wealth of individualmeasures geared to develop the strengths of theregion and to reinforce the creation of added valuethrough organised measures relating to a localsupply network such as co-ordinated marketingactivities. At the same time, the aim is to increaseawareness of the value of the natural and humanresources of a region.

In the interest of sustainable tourism, theregional measures in rural tourist destinations arebased on a bottom-up form of development, onpromoting a balanced sense of community throughsolidarity and a willingness to co-operate. Thefeeling of involvement is to be encouraged by a newlocal awareness, open groundwork and a networkapproach. The coherent alignment of differentactivities towards common goals will achieve bothecological and economic results.

Therefore improving quality management inrural tourist destinations is an essential requirementin satisfying the needs of tourists, in enhancing thecompetitiveness of the tourism industry and inensuring balances and sustainable tourismdevelopment. The case study with the title“Raumkultur und Tourismus” which roughlytranslates as the “natural and cultural heritage of theregion and the impacts of tourism” is situated in therural and mountain region of the Bregenzer-wald,Vorarlberg, providing us with new ideasshowing an opportunity for a sustainable

economical development of rural and borderregions.

RURAL TOURISM AND INTEGRATEDQUALITY MANAGEMENT

Rural tourism is not a new phenomenon,however in recent years the market has becomemore sophisticated and discriminating. There hasbeen an increasing interest in tourism as a valuablevehicle for much needed diversification of the ruraleconomy. Rural areas often have small scale andwidely dispersed enterprises, communities andadministrative structures. The relationship betweentourism, agriculture and other sectors in the localrural economy is increasingly important becausemany different players are involved. Naturalresources, cultural traditions, transport services anda wide range of tourism enterprises have aninfluence on the visitor’s experience and in turn areaffected by tourism impact. For this reason anintegrated quality management approach to tourismis very relevant in rural areas.

It is accepted that quality management should beapplicable to a broad range of types of rural areaswhere the nature of tourism is dictated by the typeof location, resource and market (Groier, 1993).Rural tourist destinations may broadly be defined asareas which are separately identified and promotedto tourists as places to visit, where enjoyment of thecountryside and countryside related activities are aprimary motive. Examples of different types ofrural tourist destinations are illustrated by the casestudy in the Bregenzerwald, Austria and include thefollowing:

MAST: TOWARDS QUALITY RURAL TOURISM IN ALPINE RECREATIONAL AREAS IN EUROPE: INTEGRATED QUALITYMANAGEMENT OF RURAL TOURIST DESTINATIONS & PRESENTATION OF A CASE STUDY

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• Traditional, popular destinations near sizeableurban areas receiving a high proportion of dayvisitors. There are priorities to improve theenvironment, update the infrastructure, managevisitor pressure, address transport issues andconvert day trips to overnight stays.

• Traditional holiday areas with a significantquantity of visitor accommodation andinfrastructure, seeking to upgrade the offer andreduce environmental impact. Working withenterprises on physical improvements, planningcontrols and more sustainable forms of tourismis required.

• Protected areas seeking to manage tourism aswell as environment and local economy in anintegrated way. Key issues include inter-sectional integration and visitor management.

• Rural areas where a significant part of theproduct is characterised by small historic townsand villages and a rich historic, architectural,cultural or industrial heritage interspersed inthe countryside. Opportunities improve withlinking sites and communities, preservingbuildings and creating quality brandedaccommodation and other facilities.

• Remote areas with appeal based on wildlife andwilderness with particular issues ofaccessibility, environmental protection anddevelopment of ecotourism.

• Rich agricultural areas where farming providesmuch of the visitor appeal. Priority is given toproviding quality farm based accommodationrelated to local produce and gastronomy.

• Mountain or forest locations with someestablished rural tourism but seeking todiversify and strengthen their offer. The mainpriority is to establish or co-ordinate betterquality accommodation, to actify recreationcentres and heritage themes.

Destinations pursuing integrated qualitymanagement should think carefully about thevisitors they are able and wish to attract as theirtarget market segments. They should consider howdifferent market segments relate to their ownstrategic objectives such as income per head or off-season visiting. Selection has to be based on arealistic assessment of the destination’s strengths,weaknesses, opportunities and threats (SWOT-analysis). The aim should be to seek and meet theparticular expectations and quality requirements ofthe segments they select (Berndt et al., 1988).Segments can be based e.g. on a range ofcharacteristics such as age, family structure,income, interests, home location and mobility.Examples of some broad segments and how theyrelate to rural destinations are given below:• Visitors on day trips from home: This segment

is very important and increasing in many ruralareas close to towns. Quality of infrastructure,traffic management, attractions and wellmanaged countryside access are key issues.

• Short holiday takers: In much of rural Europethe length of holidays taken in the countrysidehas been decreasing. This has affected viabilityespecially in less accessible areas.

• Families: The popularity of rural tourism forfamilies tends to vary. Families havetraditionally provided by far the largest marketfor farm accommodation. However, familiesare becoming more quality as well as priceconscious, demanding good facilities and theright balance between fun and safety. Thesegment can be divided by the age of thechildren. Families with very young childrentend to enjoy rural areas but have special needsin the facilities and experiences offered.

• Senior citizens: Rural destinations are popularamongst older age groups. They enjoy ruraltraditions and tranquillity, but they are alsobecoming more health and activity conscious.In general higher standards of comfort aresought by this segment.

• People with special interests: There has been asignificant increase in participating incountryside recreation, notable cycling andwalking, often as the main purpose of a visit. Itis also possible to target those with a declaredinterest in gastronomy, local heritage and otherrural themes.

• Educational and other groups: A number ofrural areas have been very active in providingprogrammes based on rural themes includingagriculture, conservation and heritage forgroup visits, ranging from schools to seniorgroups. Such groups are easy to target andcommunicate with but have particular qualityrequirements in handling and guiding.

• People with disabilities: Compared with urbanareas and coastal resorts, rural destinationshave paid less attention to provide facilities forvisitors with disabilities. Providing disabledpeople with accessible countryside recreationin small rural enterprises is an importantchallenge for quality management.

In recent years some important factors have ledto an increase in the number of identifiable ruraltourist destinations and enterprises in Europe.Declining of agricultural incomes and changes toagricultural support systems put pressure on farmersand rural dwellers to diversify their activities (Ortner, 1996). A lot of work is newly organised byrural development agencies, supported by EUstructural funds. There is an increasing awarenessof a duty to provide access and the opportunity tobenefit from tourism involved with environmentalmanagement and cultural heritage.

Over the same time the market for rural tourismhas changed showing a different picture thathighlights the need for quality management.Individual rural tourist destinations need to becomemore competitive to attract and hold on to business.Unlike cities and resorts, rural areas tend to be


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rather diffuse. Most local rural authorities havelimited financial and staff resources for themanagement of tourism. It is important for themthat management activities remain simple andpractical.

BASIC CONCEPTS OF INTEGRATEDQUALITY MANAGEMENT OF RURAL

TOURIST DESTINATIONS

The concept of integrated quality management(IQM) emerged in business management theory inthe 1980s (Bodzenta et al., 1985, Chaloupek et al.,1993, Nowotny et al., 1994, Zimmermann, 1995).It is a way of meeting objectives of organisations byimproving the experience of the customer of theproduct or service provided. It is concerned witheffective use of resources and the level ofparticipation and satisfaction of the people in theorganisations. Integrated quality managementshould not be seen as a route to instant success, butit should lead to the following key benefits uponwhich success can be built.

This means that more local awareness andsupport is necessary for tourism in the area amongstlocal people and across all rural sectors. Whereasthere is a need for better co-ordination betweenlocal tourism enterprises and greater support for themanagement and marketing of the destination. A setof rural tourism products which can be promotedwith confidence and an improved image of thedestination which is real and not based on falseexpectations are important. Further key benefits arean increased customer satisfaction with more repeatvisits and recommendations and a better knowledgeof the economic, social and environmental impactsof tourism. Accordingly the individual elements ofa strategy based on quality standards must befounded on a thorough understanding of thecustomer's requirements.

Total quality management systems are acommon feature in the approach developed forspecific tourist service providers (tour operators,travel agents, hotels, restaurants). However, as faras the tourist is concerned, the satisfaction derivedfrom staying at a destination does not only dependon the experience of a specific tourist service, butalso on more general factors, such as hospitality,safety and security, sanitation and hygiene, trafficand visitor management. A large number ofelements have an impact on the tourist’s perceptionof a destination and in consequence on the tourist’swillingness to come again and to recommend thedestination to potential visitors.

The success of a destination in terms ofcustomer satisfaction is a function of severalinterdependent components. This underscores theneed for the use of strategic and integrated planningof tourist destinations together with the selectiveuse of specific measures addressing integratedquality management and controlling of thedestination. The reference framework given by the

European Commission (April 1995, July 1998) foranalysing good practice in integrated qualitymanagement and presentation of tourist destinationsis as follows: Integrated quality management shouldtake into account and have a favourable impact onthe activities of tourism professionals, tourists, thelocal population and the environment (i.e. thenatural, cultural and man-made assets of thedestination). The IQM strategy implemented at thedestinations must fulfil the requirements of touristsas one of its major considerations.

Sustainable tourism development is a conceptthat is widely accepted at an international level(Parasuraman, 1985, Weiermair, 1997) and in mosttourist destinations. It is about keeping a balancebetween the needs of the visitor, the environmentand the host community for current as well as futuregenerations. Therefore a tourist destination managertypically has two main objectives, namely toincrease local income and employment throughtourism and to ensure that the environment andquality of life of the local people is not damaged oreven enhanced by tourism. IQM can meet boththese objectives by improving visitor satisfaction,and by monitoring and managing impacts on thelocal environment and economy. There are twoimportant key elements of the IQM approach. Onthe one hand it means focusing on visitors,improving the quality of what is provided for themand satisfying their needs and influencing theiractivities so they come back again or recommendthe destination to others. On the other hand oneshould concentrate on involving local people andlocal tourism enterprises in the management of thedestination as participants and as customers of themanagement process.

It is helpful to think about how visitorsexperience a destination as a sequence of influencesover space and time, from initial planning, duringthe stay to departure and post visit reflections. Thisis sometimes referred to as the Tourism ValueChain (Figure 1). In IQM the quality of each link inthe chain should be of concern.

1.pre visit image/messages 2. pre visit information3.making bookings

4. journey to destination 5. initial welcome6. information at the destination

7. infrastructure, environment 8. attractions andamenities 9. places to stay and places to eat

10. farewell and return journey 11. after visitcontact 12. memoriesFigure 1: The Tourism Value Chain by Parasuraman (1985)

Quality management is partly about meeting orexceeding visitors’ expectations by setting the rightstandards, meeting them and communicating them


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effectively. Some theories of quality by Kano(1984) refer to mandatory standards and attractivestandards. In setting quality standards for facilitiesand services at a destination it can be helpful tothink of different levels of visitor needs that shouldbe met in practice and communication through goodinformation.

Very important are mandatory requirementssuch as safety and hygiene. Failure to meet themmay cause a destination to fail completely, butmeeting them does not really add to its competitiveedge. Many rural accommodation enterprises aresmall, often family run businesses with littleprofessional training. Special attention needs to begiven to the range of accommodation, the level offacilities and the quality of service and how theestablishment reflects the rural qualities of thedestination.

Scaleable requirements such as the number ofattractions at a destination should be analysed.These may influence a visitor’s decision to choosethe destination. Rural areas typically have manysmall attractions and events often reflecting theheritage of the area and environment. Qualitymanagement involves linking these experiences andpromoting them creatively.

Attractive requirements - these are moresubjective factors such as style of facilities andtreatment by the host; This means that a destinationshould be well organised and should know what itwants to achieve through tourism whileconcentrating on all aspects of the visitor’sexperience and the impact on local people and theenvironment.

To pursue IQM successfully, a number ofstructures and actions should be strengthened or -where necessary - put in place. These aresummarised below and aspects particularly relevantto rural areas are identified.• Working together to establish a strategy

(initiating the process, leadership andpartnership structures, involvement of the localcommunity and local tourism business); Thisprocess requires the co-operation of all affectedparties in the area as a whole. There should bea clear and well communicated strategy, basedon analysis and consultation to improvequality. Initial motives for pursuing quality willvary between different types of rural areas.Whatever the trigger, it should be followed upby getting the main players together andensuring an integrated and comprehensiveapproach.

• Delivering quality at all stages of the visitor’sexperience (marketing and communication,welcome, orientation and information,accommodation, local produce andgastronomy, attractions and events, countrysiderecreation, environment and infrastructure); aswell as requiring specific facilities andservices, visitors expect the countryside to be a

pleasant place to relax, easy to reach and to getaround with appropriate shops and otherservices and an attractive and cleanenvironment. There is a rapid growth indemand for countryside outdoor recreationsuch as walking and cycling, a commonphenomena not only across the whole ofEurope. In turn, visitors should be encouragedto behave with respect towards the area.

• Installing effective quality management andmonitoring processes (understanding visitors'needs and ensuring they are met, setting,checking and communicating standards,working with people in training workshops andimproving quality, monitoring impact on thelocal economy, community and environment);

There should be a strong effort to managetourism in the destination with a recognisable leadagency providing co-ordination for all mainorganisations whose activities influence tourism.The IQM process requires that a range of motivatedpeople are involved (Denman et al., 1999). A keyrequirement is to have structures in place for theregular involvement of local tourism businessesenabling them to work together for the destinationas a whole, especially in rural areas where co-ordination often is lacking. There should be a clearstrategy in the local community, based on analysisand consultation which is widely recognised in thedestination. There are often strong interrelationshipsbetween the needs of the visitor, the environmentand the local people in a community. These shouldbe recognised and priority should be given toactions which bring mutual benefit.

CASE STUDY: BREGENZERWALD,AUSTRIA

The case study in Bregenzerwald, Austria is theresult of a project carried out for the EuropeanCommission (Tourism Directorate) under theleadership of Ecotrans network by the contractorThe Tourism Company (UK) in association withFutour (Germany) and other partners in Austria(Denman et al., 1999) since 1998. The case studieswere identified from leads provided by a range ofEuropean bodies and national organisationsresponsible for tourism in the states comprising theEuropean Economic Area (European Commission,1999). Approximately 100 leads were followed up,leading to the preparation of a long list of 38destinations containing initial details of theiractivities relevant to integrated qualitymanagement. A final short list of 15 areas waschosen to reflect a wide spread of types ofgeographical locations and tourism initiatives. Thecase study in the Bregenzerwald is part of thesechosen ones reflecting a wide spread of types ofrural tourism regions.


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Figure 2: Location of Vorarlberg, Austria

What was the primary motive for Austria to jointhis programme? Improving quality in rural touristdestinations is an essential requirement in satisfyingtourists´ needs, in enhancing the competitivenessand in ensuring sustainable tourism development.The case study in Bregenzerwald (1999-2002) fitsperfectly in the final list of the EuropeanCommission. It is co-ordinated by the governmentof the State of Vorarlberg.

The Bregenzerwald area (Figure 2) is situated inthe far west of Austria, next Lake Constance, andcovers 580 km² with a population of just 30,000. Itis a region of mountains and valleys, Alpinepastures and forests. Agriculture is dominant; with40 % of employment in the farm sector and smallfood producing enterprises (Figure 3). Traditionalmilk and cheese production is prevalent in the areaand shapes the lush, green landscape, with 42,500tonnes of silage-free milk and 4,260 tonnes ofmountain cheese (“Bergkaese”) and Emmentalercheese produced each year.

Figure 3: Bregenzerwald, Schroecken, alpine peasantry andtourism

Bregenzerwald has a well-established ruraltourism sector with 15,000 beds accommodating 1.5million visitors. 60% come in summer, mainly forwalking, and 40 % in winter, for a mixture of cross-country and Alpine skiing. Many also come simplyto enjoy an unspoilt rural area with beautiful

villages and traditional wooden architecture andexcellent accommodation (Figure 4). Tourism isvery important in the local economy, with aroundhalf the workforce employed in the service sector(Liechtenberger, 1984).

Since 1991 tourism has been stagnating;agriculture on ageing family farms is in decline, andthere is an overriding sense of competition betweensmall enterprises (Liechtenberger, 1978). It wasdecided that the only way forward was through ajoint strategy between agriculture and tourism,driven by co-operation between young tourismentrepreneurs and young farmers. Based on thisphilosophy, the initiative “Natur und Leben (natureand life) Bregenzerwald” was established. Thestrategy is to build up the image of the area fortourism, agriculture and related rural products undera common identity of “nature and life” with thefollowing objectives:• To increase the use of local agricultural

products, thereby strengthening the viability offarms;

• To make people aware of the critical role of thefarmer as creator and custodian of the culturaland tourism landscape;

• To build networks between producers,processors and sellers for marketing,motivation and training;

• To encourage direct consumption of localproduce, reducing the costs and pollution oftransportation, and ensuring a fresh qualityexperience for all consumers including visitors;

In 1995 when Austria became a member of theEU the financial position of the small agriculturalenterprises was weakened, but on the other handbrought access to funds of the EU (Anon. 1997).This underlined the need for the “Natur und Leben”initiative and enabled it to be more effectivethrough well funded projects. New tourismguidelines are being elaborated for theBregenzerwald area. Forty representatives havebeen working on this, and an exhibition has beenshown in the local communities. Target marketshave been clearly defined in Austria, Europe(Germany, Benelux, Italy) and overseas.

Although the strategy contains no specificquality charter, its aims are to improve the qualityof life of local people as well as of services andproducts for visitors in order to maintain the highquality of landscape and nature. It builds on andconveys to visitors the philosophy and spirit of thelocal people, summed up in the regional proverb“honour the old and welcome the new, but to yournative roots be true”. Traditionally tourism was theresponsibility of the Bregenzerwald TourismAssociation founded in 1904. In 1997 a jointprofessional body ”Tourismus Bregenzerwald” wasestablished by bringing together all 22 communitiesof the region, doubling the budget and appointingtwo managers. This has considerably strengthenedthe ability to deliver quality.


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This tourism structure works effectively inparallel with the development organisation“Regionalentwicklung Bregenzerwald” createdunder a programme which is responsible for newfunding and training initiatives. A bottom-upapproach has been adopted, keeping the localpopulation very well informed. Two specialnewspapers have played an important role here. Thenew funding and professional approach of“Tourismus Bregenzerwald” has strengthened thequality of marketing and the materials used,including internet access via the Austrianinformation system (TIS), CD information andmore effective direct mail.

Projected images of the Bregenzerwald areaemphasise the fine scenery, the greenness, thewarmth of the community and the high quality oflocal produce. Action has been taken to strengthenthe product in reality to meet these images,developing joint products between tourism andagriculture to meet the strategic objectives of“Natur und Leben”.

A great deal of effort over three years has beenfocused on an integrated themed rural project the“Bregenzerwald Cheese Route”. This embraces allthe elements of “Natur und Leben” and is based onstrict quality criteria. It provides a unique sellingproposition for the region linked to its establishedimage, a range of events and places to visit, specialproducts to buy and a greater profile for therestaurants of the region, based on cheese in thelocal gastronomy. Underpinning the viability ofdairy farmers helps them to maintain the rich greenlandscape which is the main attraction for visitors inthe area.

Members pay a fee to a marketing organisationwhich has generated a considerable amount of presscoverage and organised numerous events such ascheese tasting, cheese markets, parties, specialgames for children involving cheese etc. There is anindividual web site for the route, too(www.bregenzerwald.at). Local agriculturalproduce is promoted to visitors in a number of ways- regular culinary weeks with local products areheld by restaurants and annual tasting and sellingexhibitions are organised. There is a standardisedsales point or boutique (“Bauernkasten“) foragricultural products placed in catering andaccommodation establishments and a branded“Bauernfruehstueck“ is available (farmer’sbreakfast) at accommodation establishments usinglocal agricultural products.

Joint training workshops between tourismenterprises and food producers have fostered agreater understanding of the needs of both types ofenterprises and of their clients. Courses includepractical marketing and management skills as wellas catering including cooking with cheese. For thecheese route project quality criteria have been

Figure 4: Bregenzerwald, Schwarzenberg, old inn “Hirschen”

worked out within the individual branches. Thequality criteria having been identified includeoffering a minimum of five cheese specialities,development of special menus involving cheese,naming the individual producers on the menus, andparticipating in special training both for chefs andwaiters.

Participants who meet the specified criteria areawarded the “Cheese Route” label. A furtherincentive which strengthens inter-sector recognitionis the innovation prize for agriculture awarded bythe association of young chefs. Initiatives haveconcentrated on improvements in enterpriseperformance to increase the level of local income,generate employment and support the maintenanceof the landscape. Two initiatives help tourismenterprises to be environmentally sensitive:• “Oeko-log” is a manual developed by a team of

hotel managers full of practical hints for energysaving and waste prevention etc. and includinga computer-based energy control system.

• “Oekoprofit” is a programme of trainingworkshops and advice, based on the manualleading to better ecological practice andeconomic benefits for a group of enterprises.

These award winning schemes have provided afoundation for the application of the Austrian eco-label in the area.

SUMMARY OF RESULTS AND FUTUREPROSPECTS

An important result is that the quality of tourismin the area has constantly been improved andcreates a sustainable income in comparison withmost rural destinations in Austria. There has beenan innovative input for rural local produce. Therange of cheese types has risen from six up to thirtyas a result of the cheese route and many new cheesedishes have been created. Turnover in dairy shopsincreased by over 20 % in the first year, and theyhave been able to achieve far higher prices byselling directly to visitors. In 1999 over 150 cheeseevents were held, attracting some 90,000 visitors.These results were successfully presented at the


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world exhibition EXPO 2000 in Hannover(Maetzler, 2000).

The Bregenzerwald area has demonstrated thepositive partnership that can be formed betweentourism, agriculture and local food productionlinked to ecological principles. The newprofessional tourism structure working in parallelwith the development agency creates a sound basisfor the future. Working together and taking smallsteady steps towards quality has proved to be rightfor this area. Success has come through a bottom-upnetworking approach with regular meetings andtraining workshops supported by enthusiasticprofessionals.

CONCLUSION

Integrated quality management (IQM) should beunderstood as an appropriate strategy to improvethe quality of the development of sustainabletourism in rural and nature-based destinations byincreasing both supply and demand satisfaction.Tourism and recreation go together and both dependon the quality of the natural and culturalenvironment for their success. One key successfactor proved by a case study in the Bregenzerwaldarea in Austria is to create a better and authenticimage of the destination itself. Therefore it isessential to support innovative management andmarketing strategies. The long-term success of adestination in terms of the satisfaction of the touristhas an important impact on the tourist´s willingnessto come again. Furthermore, IQM has positive side-effects on the tourism professionals, the localpopulation and the environment.

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Anon. (1999): European Commisssion, Enhancing Tourism´sPotential for Employment, Report from the Commission1999/205.

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