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tourism destinations in general, and for such destinations in western Hungary, in particular. The research project was co-fiian.J;; #;Jli"un unio., through the Hungary-croatia tpa bross-border co-operation rro!ru--" (project ti_ tle: Health &Rurar Tourism o^a uria, pr"r.;;;., nil"ir,ro ,2.r.310006). Tourism destinations compete rot to"rirtr, and the ,p;;il;,they can offer to their visitors is a compl.* *rrnrr irr.o.foiut.Jlitru.tio.,, and ""p"ri.n.", tainment, accommodation enter_ and food, accessibilitr *a of moving around -"u* the area, as werl as the horpiturity unJ rri"naty complex supply requires the ",rn"al"iil.d p"opl". Such a ha.monir"d u.tior, .f Dusrnesses working in the "ii;;;;;;tors, not onry the tourism industryand earning,h.l;;"_. byreceivins tourists' but the municipalities, public authorities *a i"."r'i"habitants The speciar attrations oithe *"u -ortle fteated-with great care to as weli. guarantee sustainable utirisation, and development plans shoura?rr."rroute on a, the above aspects. Thus the success t:h"r; tourism destinations depend on many co-operation"fcannot b1 lert .,p"'o".lus initiatives, but

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Explaining the issue and relevant literature Tourism destinations: concept, competitiveness, sustaibability

_ The system of tourism contains two ke, suppry is denned uyln: component (e'g' natural endowmlnts) behind trr" el and transport system and other..."r.ury

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accommodation, food and entertainments, and the presence of security, hygiene, and the hospitality of the local population. The destination is therefore the location that is capable of offering a complex tourism product, being able to attract the tourists, and to provide all the services tourists may require: accommodation, food and beverage services and the facilities to access the attractions, including travel and transport. A crucial component of success is the marketing activity of the destination towards the targeted tourist segments (Lengyel, 2008). A location is required to provide a complex network of all the above facilities and services in order to offer a complex experience which the tourists of the present day look for (Pike, 2008). As the UNWTO (2007, p.1) defines:'A local tourism destination is a physical space in which a tourist spends at least one overnight. It includes tourism products such as support services and attractions and tourist resources within one day's return travel time. It has physical and administrative boundaries defining its management, and images and perceptions defining its market competitiveness. Local destinations incorporate various stakeholders often including a host community, and can nest and network to form larger destinations.'

Tourism industry is characterised by the strong competition among destinations. A destination can keep up its success if it can maintain or improve its competitiveness. Therefore competitiveness is one of the major areas of tourism research.

Pike (2008) summarises several approaches of tourism destination competitiveness, underlining its multidimensional character. This includes sustainability, prices, management, response to competition, the tourism product and its perception by tourists, accessibility and public transport, integrated quality management,

regional positioning, and marketing the competitive destination for the future. Pike (2008) states that currently there is no generally accepted causal model for destination competitiveness, but there is general understanding that such a model should incorporate economic, social, cultural and environmental dimensions. To build such a causal model a general system of indicators is needed to measure the level of success for a destination, but currently no such system of indicators exists (Papp,2012). Ritchie and Crouch (2003) defines the competitive tourism destination as one with the ability to increase tourism expenditure, to increasingly attract visitors, to provide them with satis$zing, memorable experiences in a profitable way, to enhance the well-being of destination residents and to preserve the natural capital of the destination for future generations. Many attempts have been made to create models of tourism competitiveness. The majority of general models (Papp, 2012; Enright-Newton, 2004) are based on the model by Ritchie 6s Crouch (2003), which, on the other hand, builds on Porter's diamond model of competitiveness (Porter, 1990), identifying the

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