ارائه مدل برندینگ گردشگری کم شتاب در شهر رشت مبتنی بر توسعه پایدار
محورهای موضوعی : فصلنامه علمی برنامه ریزی منطقه ای
منیژه اسکندرزاده دمیرچی
1
,
آزاده اربابی سبزواری
2
,
علی شمس الدینی
3
1 - گروه جغرافیا وبرنامه ریزی شهری، دانشگاه آزاد اسلامی واحد اسلامشهر، تهران، ایران
2 - گروه جغرافیا و برنامه ریزی شهری، دانشگاه آزاد اسلامی واحد اسلامشهر، تهران، ایران
3 - گروه جغرافیا، واحد شیراز، دانشگاه آزاد اسلامی، شیراز، ایران
کلید واژه: گردشگری, برندینگ گردشگری, گردشگری کم شتاب, توسعه پایدار,
چکیده مقاله :
هدف پژوهش حاضر، ارائه مدل برندینگ گردشگری کم‌شتاب در شهر رشت مبتنی بر توسعه پایدار بود. روش تحقیق توصیفی-تحلیلی انتخاب شد. جامعه آماری شامل مدیران و کارشناسان اداره کل میراث فرهنگی،گردشگری وصنایع دستی شهر رشت است، که با روش نمونه‌گیری گلوله‌برفی، ۲۰ نفر انتخاب شدند. برای گردآوری داده‌ها از مصاحبه و پرسشنامه استفاده شد. تحلیل داده‌ها با روش مدلسازی تفسیری ساختاری صورت گرفت. یافته‌ها نشان داد که متغیر "چالش‌ها و تهدیدات" به عنوان محرک مستقل قوی عمل می‌کند. متغیرهای "هویت فرهنگی و میراث محلی"، "جاذبه‌های طبیعی و تنوع زیست‌محیطی"، "پایداری زیست‌محیطی"، "اقتصاد و محصولات بومی"، "تحلیل و ارزیابی" و "هماهنگی و مدیریت" به عنوان متغیرهای نتیجه‌ای مرکزی با نفوذ و وابستگی بالا شناسایی شدند. متغیر "برندینگ و آگاهی از برند" وابسته است، با وابستگی بالا و نفوذ پایین‌تر. در برنامه‌ریزی استراتژیک، تمرکز بر تقویت نفوذ "چالش‌ها و تهدیدات" یا تثبیت متغیرهای نتیجه‌ای (مانند "پایداری زیست‌محیطی" و "هماهنگی و مدیریت") مؤثر خواهد بود. نتیجه‌گیری می‌شود که ارتقای هویت فرهنگی و اقتصاد از طریق برنامه‌های آموزشی، بازاریابی و حمایت از محصولات بومی ضروری است. افزایش آگاهی از برند، وابسته به موفقیت سایر اجزاء بوده و باید در مراحل نهایی با تبلیغات هدفمند تقویت شود. نتایج تحلیل منطقی و همخوان با واقعیت‌های شهر رشت (چالش‌های زیرساختی، پتانسیل‌های طبیعی و فرهنگی) است و روابط پیچیده متغیرهای سیستم برندینگ را به صورت ساختاری نشان می‌دهد. این مدل می‌تواند مبنایی برای سیاست‌گذاری پایدار گردشگری رادر رشت فراهم نماید.
The aim of the present study was to propose a model for slow tourism branding in the city of Rasht, grounded in sustainable development principles. A descriptive-analytical research method was adopted. The statistical population comprised managers and experts from the General Directorate of Cultural Heritage, Tourism, and Handicrafts of Rasht, from which 20 individuals were selected using a snowball sampling method. Data collection involved interviews and questionnaires. Data analysis was conducted using structural interpretive modelling. The findings revealed that the variable "challenges and threats" acts as a strong independent driver. The variables "cultural identity and local heritage", "natural attractions and environmental diversity", "environmental sustainability", "economy and local products", "analysis and evaluation", and "coordination and management" were identified as central outcome variables with high influence and dependency. The variable "branding and brand awareness" is dependent, exhibiting high dependency but lower influence. In strategic planning, focusing on enhancing the influence of "challenges and threats" or stabilising outcome variables (such as "environmental sustainability" and "coordination and management") will be effective. It is concluded that promoting cultural identity and the economy through educational programmes, marketing, and support for local products is essential. Increasing brand awareness is contingent upon the success of other components and should be reinforced at final stages with targeted advertising. The results of the analysis are logical and consistent with the realities of Rasht (infrastructure challenges, natural and cultural potentials) and structurally illustrate the complex relationships among branding system variables. This model can serve as a foundation for sustainable tourism policy-making in Rasht.
Extended Abstract
Introduction
Slow tourism contributes to the sustainable development of tourist destinations by alleviating pressure on natural and cultural resources and enhancing interactions. According to recent studies, this approach aids in the preservation of the environment and indigenous cultures by fostering profound experiences and mitigating the adverse effects of mass tourism. Urban branding models provide effective tools for analysing and evaluating destination performance; by identifying strengths and weaknesses, they facilitate the formulation of appropriate policies. These models also improve collaboration amongst stakeholders by creating transparency in goals and expectations, thereby reducing the risks associated with tourism development. In the case of the city of Rasht, developing slow tourism and articulating an urban brand model could lead to economic prosperity, the creation of employment opportunities, and the strengthening of local identity. Effective branding, by promoting Rasht's cultural and natural attractions, not only revitalises the local culture but also enhances the quality of life for its residents. Furthermore, the use of analytical approaches such as structural interpretation in branding design helps to better understand the needs and desires of tourists and to identify infrastructural deficiencies, thereby transforming Rasht into a more compelling destination compared to other cities. Urban branding models can serve as a guide for decision-making and the optimal management of resources. By aligning various activities and resources, these models steer stakeholders towards common objectives and lead to innovation in tourism services and products. Moreover, effective branding builds the trust of investors and tourists and increases public awareness of a destination's tourism potential. From an economic perspective, attracting more tourists through this approach creates new job opportunities and contributes to the prosperity of local businesses. This research, by integrating the concepts of slow tourism and urban branding, not only aids in the sustainable development of Rasht but could also serve as a model for other Iranian cities with similar potential, thereby highlighting its necessity from both scientific and practical perspectives.
Methodology
A descriptive-analytical research method was selected. The statistical population consisted of managers and experts from the General Department of Cultural Heritage, Tourism, and Handicrafts in Rasht. Using a snowball sampling technique, a sample of 20 individuals was selected. Data were collected through interviews and questionnaires. The data analysis was conducted using Interpretive Structural Modelling (ISM).
Results and Discussion
"Challenges and Threats" form the primary independent driver. This variable exhibits high influence but low dependence, meaning it significantly impacts the entire system but is largely unaffected by other components. It acts as a fundamental external pressure or catalyst that shapes the system's dynamics. This group consists of the system's core components, all characterised by high influence and high dependence. These include "Coordination and Management," "Environmental Sustainability," "Cultural Identity and Local Heritage," "Natural Attractions," "Economy and Local Products," and "Analysis and Evaluation." These variables are interdependent; each both affects and is affected by the others. They form a complex, reinforcing network where progress or decline in one area resonates throughout the entire system. "Economy and Local Products" and "Analysis and Evaluation" function as intermediate resultants, operating at a medium-to-high level within this core group. "Branding and Brand Awareness" is identified as the key dependent variable. It resides in the dependent quadrant with high dependence but low influence. Its success is an ultimate output of the system, heavily reliant on the effective functioning of all the central resultant variables. It has limited power to influence other components directly. For effective strategic planning, policymakers should prioritise managing the independent "Challenges and Threats" to mitigate their negative influence. Concurrently, efforts must focus on consolidating the central resultant variables, as strengthening this core network (e.g., improving coordination, enhancing sustainability, and leveraging cultural assets) is essential for ultimately achieving a successful and resilient destination brand.
Conclusion
Rasht's cultural identity (including its cuisine and heritage) is a "resultant variable"—it is both shaped by factors like management and infrastructure, and is itself a key asset for distinguishing its tourism brand. This authentic identity is crucial for attracting slow tourists. However, "Branding and Brand Awareness" is a "dependent variable," representing the system's ultimate output. A successful brand cannot exist without a foundation of strong cultural identity, good infrastructure, effective management, and positive tourist experiences. Thus, branding is the result of a coordinated effort across all other variables, not a driving force itself.
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