ࡱ> ]_\a7 |bjbjUU ϧ7|7|k#l> > > R 8,4R (2ll"%? K'''''''$) +'> S"%SS'_I(S8> 'S'%|& > r&` fR < &r&$_(0(&X,#,r&R R Mr. sc. Drago Pupavac Dr. sc. Ratko Zelenika Dr. sc. Anton Ogorelc CULTURAL FACTORS AND INTELLECTUAL CAPITAL - DETERMINANTS OF TOURIST COMPANIES' MARKETING POLICY Introduction Since it has begun its victorious journey the main characteristic of tourism has been its openness to the environment, while change in tourism business has been the only constant. Changes in the environment are numerous and frequent, very dynamic, different in intensity, unpredictable, and occasionally with devastating consequences to the tourist demand. It is because of that that the concept of "responsible tourism", the tourism with "human face" and "cultural identity" is developing, the fight against terrorism becomes conditio sine qua non of the survival and further growth of modern society, technological innovations in transport and traffic as well as other commercial activities are important and revolutionary new, while the intellectual capital, connecting the dispersed global knowledge through new infrastructures, is pulling down barriers of ignorance, thus becoming the most important factor for production of comparative advantages. Anticipated global factors from the environment represent (in)visible obstacles for faster tourist development and application of the market policy concept in Croatian tourist companies (hotels, restaurants, agencies, etc). Good knowledge of the environment represents a precondition of the competitively profiled tourist supply and the market policy in tourism should be based on the slogan "To best represent yourself, be sure to know the others." Theoretic determinants of national culture and its implications to tourist development The goal of exploring culture, since the term has been introduced to the anthropology by Edward Tylor (1871.), was to, through understanding of symbols like rituals, myths, language, legends and material findings, understand the way of thinking of members of culture, i.e. specific social community. One culture can encompass several national states but can cover just one state (chart 1). Chart 1 - Cultural map of the world Source: Shekar, R: Clustering Countries on Attitudinal Dimensions, Academy of Management Review, July 1985. National culture represents a system of pre-assumptions, values and norms shared by the members of a national community. The pre-assumptions, values and norms of a national culture influence the opinion and the behaviour of all members of such culture, confirming that no fact, event or social category can be comprehended outside the time culture in which it has occurred. According to Mirkovi the culture represents one of basic factors on which the result of a social economy depends on. With its content the national culture creates basis of a single social economy, its economic organisation, growth and development, so to create the following hypothesis: national culture is one of primary factors determining the tourist supply and tourist growth of a single state and/or region. Further hypothesis can also be made: appropriate culture insures adequate, competitive performance of tourist companies, irrespective of their size. Those national cultures that stimulate the enterprises have a positive effect on growth and development of tourist activity and vice versa. The spirit of enterprise means inclination towards innovations, change, risk and uncertainty, desire for proving oneself, desire for achievement (...) By observing the national cultures using the four basic dimensions (Hofstede 1980.) which enable us to distinguish national cultures, it can be scientifically claimed that the characteristic of the "enterprising" national culture are individualism, male values, low power distance and low level of uncertainty evasion. Accordingly, if national culture of a certain state is not compatible with the "enterprising" national economy profile, then national culture should change, thus proving that the change is constant and that the culture is constantly exposed to pressure of changing its form, application, task, meaning and value. "Enterprising" national culture contains within itself the capacity of continuous adjustment, i.e. adaptability. This represents its capacity to confront even the possibilities to which certain society is exposed to. Cultural factors in tourist companies' market policy Cultural factors constitute the frame in which are formed the consumers' or tourist services users' goals, but also the ways to achieve those goals. Cultural knowledge becomes especially important in tourist companies' market policy, mainly because the tourist companies encounter different habits and desires of potential users of tourist products originating from different areas, and which are the result of the effect of several cultural factors of different societies. Ignorance to cultural knowledge and values nourished and developed by a single culture is a certain way to business failure. Creating the market policy in accordance with the demands and culture of the buyer-tourist from the more developed and superior originating areas, although in a given moment can be appropriate culture for creating competitive performances of tourist companies, in the long run does not contribute to permanent competitive profiling of the tourist supply of a certain state. Although the good part of the tourist supply is based or should be based on norm, i.e. universality of cultures, it seems more appropriate to base one's tourist supply on one's own culture and tradition. But, as the base culture, sub-culture and anti-culture are the world's phenomenon, and thus the phenomenon of own national culture, care must be taken so that their spread and increase in the share of tourist supply, motivated primarily by economic opportunities, does not extend beyond reasonable limits. It is also important, during presentations of own tourist supply in the originating areas, to be familiar with the base culture, sub-culture and anti-culture, so that quality tourist supply based on actual cultural and civilisation achievements of own national culture does not loose on its credibility due to management being privy of such knowledge. With an opportunity to develop tourist supply or its part on the products of base culture, not only the indirect products of the base culture will emerge, but the economically supported phenomenon of base culture and anti-culture are spreading like waves washing all walks of life and people's activities. In that respect the cultural and artistic activities that are used for tourist supply which are based on base culture are working anti-culturally, narrowing their own space, and expanding the space for development of base and anti culture. When basing the tourism on national culture or its positive representations the national culture is additionally built and ennobled. Tourist supply organised in such manner, and tourism based on it, directly contributes to elimination of the feeling of absurdity, boredom, extra time and emptiness in life, i.e. "mass neurosis" of a modern man, primarily through affirmation of positive factors of different national cultures (successful, original, desirable) based on the principle of unconditional belief in divine beauty of differences. Spending of "refined" leisure time does not only mean to consume high or popular culture, but to actively participate in other (foreign) national culture through different and numerous tourist attractions with intent to experience, conceive and comprehend its value and wisdom, humanity, heritage and every day life, spontaneous expression of humanity in its original state. Nietzsche would have added, "I love the one who lives to comprehend." Exclusivity of such tourism reflects in the possibility of creating and ensuring the entire experiencing of national culture. The relation between tourist companies' market policy and cultural factors is interactive. In numerous situations the values of different cultures are universal. But what makes the cultures different is the relative meaning or ranking of individual cultural factors. Cultural differences in creating the tourist companies' market policy can be observed as an obstacle to the activity, abut also as basic factor for creating new, substantial tourist supply based on cultural differences. In order to succeed in such task it is necessary to explore the most important cultural factors and attribute them appropriate meaning while crating market strategy and market policy for tourist companies. Language. In order to ensure the appropriate verbal and non-verbal communication with the representatives of other cultures and overcoming the language barriers, tourist companies' market policy should appreciate the problems of language usage, delicacy of language usage, problems of translation and correspondence, addressing forms, problems of communication of non-verbal2 meaning(...). Religion. Many cultures find the reasons of their existence in religion.3 In order to be able to bring decisions based on market situation, the management of tourist company should study the specific meaning of religion or religions within specific originating area, its influence to different aspects of living and behaviour through recognition of major religious holidays, social and economic position of women and minorities, place, role and position of family in the society, engagement of religious institutions, dependency of system and the framework of consumption on religious requirements (...). Aesthetic values. Aesthetic values of individual cultures significantly influence the tourist companies' market policy. The management of tourist companies should be extra careful when choosing colour, illustration, symbols, appeals, messages, music, but also architecture of tourist buildings and their interior, and adjust them with the culture of the originating and not receptive area. Material culture. Material culture manifests itself through accessibility and quality of economic, traffic, social, financial and market infrastructure, or as Dobzhansky says "Man is what he is due to his nature and achievements ". The implications of different material cultures to tourist companies' market policy reflect on the level of strategic and tactical orientation on the source of originating area and emission of more important market segments, choosing the ways of performing business activities and appropriate market entanglement. To create efficient tourist companies' market policy it is essential to have in mind the shifting of basis of materialistic conception from consumption motivated by social status to consumption motivated by personal pleasure. 4. Intellectual capital - creator of competitive tourist companies' market policy We still consider intellectual capital to be something quite mysterious, illusive, immeasurable, talent or spark of genius of an individual (manager). Bu, nevertheless human potential, i.e. intellectual capital becomes one of the most wanted "goods", and as a rear resource becomes more expensive. Intellectual capital predetermines the activity even of those tourist companies that try to create "new" managers through training or refreshing the memory, to hold on to those highly valuable, who not only know how, bat also what and for whom to work and realise on the tourist services market. Also, the process of education realised within or outside the "company" become the basis for development of large tourist companies and their strategic orientation. Information technologies which enable the informatisation of activity of tourist companies, offices and communities, creation of data base for a certain tourist destination as a whole and developed information system of support for all active participants of tourist system, enables faster, more accurate, more qualified performance of existing activity, i.e. ease up and encourage the consumption of tourist product, not diminishing the meaning of the intellectual capital in tourist activity, so the new tourist managers or vendors of the entire tourist package can be compared to Leonardo, who instead of a brush, have the KNOWLEDGE ON KNOWLEDGE. In that manner the attention is directed more to the creativity of managers and vendors of tourist products, their spirit and their creativity, thus making the degree of knowledge and experience the basic presumptions for increase of efficiency and effectiveness in tourist markets. The conditions for long-term growth and development of tourism as an economic activity should be primarily found in intellectual capital and readiness of tourist companies to invest in human potential. Therefore, intellectual capital and human relations based on adequate organisation culture of tourist companies and corrosiveness of their managerial structure become one of basic factors of increase of efficiency and effectiveness in tourist markets around the world and locally. The particularities of intellectual capital as a factor of creation of competitive tourist companies' market policy derive from the particularity of application of market policy in tourism as an economic activity. The tourist product as a complex phenomenon, which encompasses different attractions, transport, accommodation, nourishment, culture (...) up to nice or bad weather, for its complexity implies the attitude where individual products and/or services cannot satisfy the complex demands of consumers-tourist in a tourist destination. The main motives of tourists arrival are most commonly connected to basic factors of supply (natural beauties, favourable climate conditions, cultural and sport manifestations, cultural and historical heritage...) and it seems appropriate to point out that they need to be the object of macro market approach, unlike the derived actors of the tourist supply which "fall on" basic factors and are the object of micro market approach, i.e. finding the possibility of the most efficient and most effective fitting into basic elements of supply. Accordingly, market policy in tourism contributes to the optimal allocation of existing economic and other resources in function of consistent and complementary, but mostly attractive and competitively various tourist supply of a town, region and/or state, preservation and improvement of natural, socio-cultural, historical and other attractiveness, thus improving the harmony of tourist and economic development of a tourist destination. Competitiveness, or fitness of tourist communities, tourist companies and individuals who make them, enhance the meaning of intellectual capital putting the sophisticated knowledge and experience into the first row, as a specific ability which could not be easily copied or simulated by the competitive tourist companies and/or tourist destinations. Only creative and inventive tourist managers are in position to optimally mix human potential and financial resources, making the resources of tourist companies and/or tourist destinations in possible functions in tourist markets. The most important thing the manager of a tourist company can do is to awake the consciousness in his employees that they are able to do thing they did not know they can - or, to move them into working in full capacity. The paradigm of the intellectual capital does not observe the man, or labour force as a factor of expenditure, but as a bearer of intelligence and high potential. The capacity of a tourist company to shift resources (capital and human), according to changes of key functions which occur during supplying of a specific tourist product or the entire package of tourist supply, represents the key factor for building competitive advantage in at least one function. As the management of a company takes care of capitalisation of spare financial resources, so should through business and through personnel policy, should focus on capitalisation of human resources, or their knowledge. The capitalisation of human resources will, through continued increase of their knowledge, significantly support the capitalisation of other resources by larger rates, multiplying the advantages of a tourist company in tourist markets. Top management of mainly smaller tourist companies has the main responsibility for capitalisation of human resources, or their knowledge. Such responsibility does not derive from the function itself, but primarily because smaller tourist companies do not have adequate knowledge or financial means for the market competition, and should look for their chance of creating the competitive advantage in specific knowledge and crafts. Tourist companies which have a goal to develop competitive tourist product should design the information system for continued quality development. The research of quality of a tourist product, although of essential meaning for those who make market decisions, are not enough. Tourist companies, offices and communities should develop such an information system which will secure the minimum of information needed for decision-makers for implementation of new, i.e. continued improvement of existing tourist products and/or entire tourist supply. The decisions regarding the development of competitive tourist product of a tourist company and/or entire tourist supply can be observed in following diameter (cf. table 1). Table 1 - Possible diameter for decision-making in respect of development of competitive tourist product / tourist supply Tourist product/supply in satisfactory limitsExcellent tourist product/supplyQuality individual factors of tourist product/ supplyQuality of entire tourist product/supply (quality of everything)Management back-up on all levelsManagement involvement in all levelsIsolation of departments and staff in charge of quality of tourist product/supplyTeam work on quality of tourist product/supplyIndividuals are responsible for quality of tourist product/supplyEveryone is responsible for quality of tourist product/supplyFront-line personnel is responsible for consumers-touristsEveryone is responsible for consumers-touristsThe mistakes during the process of supplying products in tourist supply are inevitableAll the products from variety of tourist supply can be provided without mistakesOccasional programmes for improvement of tourist product/supplyImprovement of tourist product/supply is a constant process 5. Market policy - the factor of increase of competitiveness of tourist companies Although it is difficult to directly state all the ways in which market policy increases the competitiveness of tourist companies in the market of tourist products, the following stand out: Market policy represents market orientation, or the best way to increase the competitiveness in tourist markets with the goal of creating the profit through satisfaction of demands of potential users of tourist product. Accordingly, the needs of consumers-tourists should represent the point of origin in the minds of all the employed in tourist companies which have adopted market orientation, and the satisfaction of demands of consumers-tourists, with compliance with effectiveness principle, is one of basic goals and results. Market policy through strategy of market segments can secure the adequate coverage of tourist markets for tourist companies, with competitive marketing expenditure in relation to competition and unification of market shares in individual market segments as per company's abilities. Market policy helps to correct determination of market expenditure and profit per each tourist product and market segment in tourist market, to identify non-profitable consumers-tourists, tourist products and geographical areas, helps improving the image of a tourist company, i.e. to effectively position the tourist company and tourist product which, in the minds of existing and potential consumers-tourist, it offers by using distinctive factors such as, name, slogans and symbols, thus enabling potential users to identify the particularities of tourist company and tourist product offered by the same tourist company on the tourist market based on the visual factors. Market policy enables identification of possible competitive advantages, selection of significant competitive advantages and their effective presentation on tourist markets. Market policy contributes to forming the perspective of potential competition in the targeted market of "R & R", so that the actual facts and possibilities lying unused in the tourist market could not be blurred. Market policy pays particular attention to factors which encourage profitability: investing into personnel (managers, specialists for sale of tourist products), technology which helps the specialised personnel, development of reception methodology, training and rewarding of experts in all levels and all segments. Market policy ensures high quality of tourist product which improves sale and advertising activity, and encourages highly important mouth to mouth propaganda, boosting the moral and loyalty of employees as well as consumers-tourists. In this way the strong vital minority of users of tourist products is formed and spread, while simultaneously expanding the base of usable majority by creating positive climate in the area of activity. Market policy signalises to tourist companies that efficiency of their activity is not based on greater reduction of contact cost, but on finding the most favourable solution, i.e. concept of tourist product for potential consumer-tourist, demonstrating the advantages, but also the disadvantages of the offered concept. The objective comparison of the demonstrated concept with the concept of the competitive tourist company together with the advantages and disadvantages which could occur for the potential consumer-tourist in case he chooses one of the offers will show that the tourist company cares for quality dealing with the demands of potential consumers-tourist, and not only for sale of tourist product. By such market policy additional sympathy is obtained on the tourist markets and additional product value delivered to the potential consumer-tourist, thus additionally increasing the effectiveness of tourist company's activity. 6. Conclusion Paradigm of discontinued balance has marked the new way of organising and functioning in business, political, cultural, technological (...) arena, but also the new way in which the employees in individual companies or the entire population of a state, region or continent should think about their own place and role in the environment, as well as mutual relations. In such conditions it seems appropriate to think about national culture as relevant determinant of tourist and economic development. Research results show that the enterprising national culture marks the ability of continued adjustment (adaptability) of society and its business ventures, thus contributing to direct and essentially positive economic performances. Although the good part of tourist supply should be based on normisation (universality of cultures), or demands and culture of the consumers-tourists from the economically developed countries, it seems more appropriate to continually profile own tourist product and tourist supply and base it on positive examples of own national culture. The exclusivity of such tourism is based on providing the possibility to consumer-tourist to actively participate, through numerous and different tourist offers, in national culture of receptive area, to live it, experience it and knows it in it original state. The connection between human potentials (intellectual capital) and development of competitive tourist supply and market policy is interactive, making the development of knowledge and human potentials conditio sine qua non of competitive profiling of a certain tourist destination, i.e. gaining advantage in key functions in respect to competitive tourist companies. Use of knowledge in production and sale of tourist products increases the level of their quality. The readiness of tourist companies to invest in human potentials directly depends on efficiency and effectiveness of activity in domestic tourist markets and abroad. Reference: [1] Czinkota, M., Ronkainen, A.: International Marketing, The Dryden Press, 1990. [2] Hofstede, G.: Motivation, Leadership and Organization: Do American Theories Apply Abroad, Organizational Dynamics, summer, 1980. [3] Levit, T.:  Die Macht des kreativen Marketing , ECON-Praxis, Dusseldorf, 1986. [4] Mirkovi, M.: Uvod u ekonomiku FNRJ, Zagreb, 1959. [5] Pupovac, D.: Organizacijska kultura, misija poduzea i protok informacija, Informatologia, Hrvatsko komunikoloako druatvo, Zagreb, 1999., 8, str. 128-133. [6] Sene i, J., i Vukoni, B.: Marketing u turizmu, `kolska knjiga, Zagreb, 1993. [7] Shekar, R.: Clustering Countries on Attitudinal Dimensions, Academy of Management Review, July, 1985. [8] Simoni, A.: Tragovima znanja u budunost, Quo vadis scientia?, Sveu iliate u Rijeci i Vitagraf d.o.o., Rijeka 1999. [9] `oai, H.: Ekonomija spomeni ke baatine, `kolska knjiga, Zagreb, 1991. [10] Zelenika, R., i Pupovac, D.: Intelektualni kapital  Razvojni resurs logisti kih kompanija za 21. stoljee, Ekonomski pregled, Hrvatsko druatvo ekonomista, Zagreb, 52, 2001., 9  10, (str. 1034  1052). [11] Zelenika, R., Pupovac, D., Ogorelc, A.: Model meusektorske analize  imbenik strukturalnog usklaivanja transportnih i turisti kih usluga, Suvremeni promet, Hrvatsko znanstveno druatvo za promet, Zagreb, Godiate 21, 2001., 1-2, str. 36  47. Summary The fundamental goal of this scientific discussion is to research the importance of cultural factors and intellectual capital in proliferation of concurrent tourist supply in Croatian tourist companies and then on the scientifically based, new and original findings about the changes in sociocultural and economic environment, to prove the established hypothesis about the relevant and direct influence of the cultural factors and intellectual capital on the increase of efficiency and effectivity of market policy in tourist companies. In view of their attributes, the applied methodology and the research results as well as the findings in this discussion should represent qualitative starting points to manage changes on the tourist market and to create marketing policy of Croatian tourist company in the function to increase efficiency and effectivity of Croatian tourist supply, thus improving the whole Croatian national economy. Key words: culture, intellectual capital, marketing policy, tourism Sa~etak Temeljni cilj ove znanstvene rasprave jest istra~iti zna enje imbenika kulture i intelektualnoga kapitala u profiliranju konkurentske turisti ke ponude hrvatskih turisti kih tvrtki te na znanstveno utemeljenim novim, originalnim spoznajama o promjenama socio-kulturnoga i gospodarskoga krajobraza dokazati postavljenu hipotezu o bitnom i izravnom utjecaju imbenika kulture i intelektualnoga kapitala na poveanje efikasnosti i efektivnosti tr~iane politike turisti kih tvrtki. Po svojim obilje~jima, primjenjenoj metodologiji i rezultatima istra~ivanja, dobivene spoznaje u ovoj raspravi trebaju predstavljati kvalitetna polaziata za upravljanje promjenama na turisti kom tr~iatu i kreiranje tr~iane politike hrvatskih turisti kih tvrtki u funkciji poveanja efikasnosti i efektivnosti hrvatske turisti ke ponude, promi ui tako u inkovitost cjelokupnoga hrvatskoga gospodarstva. Klju ne rije i: kultura, intelektualni kapital, tr~iana politika, turizam  DRAGO PUPAVAC, Collegium Fluminensis Polytechnic of Rijeka  RATKO ZELENIKA, a full-time professor at the Faculty of Economics, Rijeka  ANTON OGORELC, Assoc. prof. at the University of Maribor, Faculty of Economics and Business  Cf. Mirkovi, M: Uvod u ekonomiku FNRJ, 1959, page 112.  PAGE  PAGE 11  EMBED CDraw5  ./EFGH3 3 4 5 Z\P&Z&''''( (3*E*++..3IIIIIBJCJJJEKFKKKYLZLLL[[6g8g:jk2l4lllmm pqqqr5CJ6CJOJQJ]^JCJCJH*j0J!CJUjUmHnHsH tH uCJ 5CJ\CJ5CJj0J!CJU\CJ\D0GHt2 3  4 N#P&Z&' & F h,,^,& & F$ $d`a$dy{||''3*E*++../79?IAEH3IaII $$If`a$%#IIIIIIJBJCJJJJKEKFKK $$If`a$k$$Ifl0O ]^064 laKKKLYLZLLLLL*MMOQS~~~ & F#k$$Ifl0O ]^064 la $$If`a$SeT:UuV)X[[[^accccdee8gghi:jkmmpqq'``# & FqqqrxxyzzX{{{{{{{{||||||||h]h&`#$`&```rrxxyyyzzzzzzX{Z{^{{{{{{{{{{{{{{{||||||||||j(fA UV0J"mHnHu0J" j0J"U jU j0J!U5CJj0J!5CJUCJj0J!CJU5CJ5CJCJOJQJ^J'0&P 1h. 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