**2.5. Conclusions on the stage and evolution of quality approach in tourism**

The previous presentation reveals the diversity of the models applied in tourism, in relation to the quality and the environment approach and their evolution. **Table 1** presents synoptically these models, differentiating between general patterns and tourism-specific models.


**Table 1.** General, and tourism specific models for quality and environment.

The previous table includes environmental models along with those related to quality, taking into account the strong links between these aspects, which justify their integrated approach. In tourism, customer satisfaction depends directly on environmental resources, consisting of climate, nature, culture, and traditional architecture. These elements greatly contribute to the attractiveness of tourist destinations and determine the customer satisfaction. On the other hand, economic viability of tourism depends strongly on enhancing quality of the local environment, and achieving this purpose supposes to promote the sustainability principles in tourism.

effective IMS" [99] and can embrace all the processes and elements that need to be controlled by organization. It is important to stress that the IMS collocation, as defined above, refers to all management systems based on international standards (e.g., QMS—ISO 9001, EMS—ISO 14001, etc.) and should not be confused with the IQM systems for quality assurance in tourist

The previous presentation reveals the diversity of the models applied in tourism, in relation to the quality and the environment approach and their evolution. **Table 1** presents synoptically these models, differentiating between general patterns and tourism-specific models.

**Object Model title Application level**

EMAS (1993) European

National classification schemes National EHQ (2009), etc. Regional

European mark Regional

EU label (2003/2005) European

Global, and regional

International

Regional

European

Michelin Guide (1900), LHW

Criteria: GSTC-H&TO (2008),

Green Globe (1993), Green Key (1994), LEED (2000), Green Key Global (1994/2002), Green Leaf Eco Standards (…), etc

IQM (2003), QUALITEST (2003), ETIS (2013, 2015–2016)

GSTC-D (2013)

(1928)

Quality product evaluation SERVQUAL (1985) International Quality management ISO 9000 (1987) International Environment management ISO 14000 (1995) International

Excellence models Baldrige (1987), EFQM (1992)

Classification schemes AAA (1963), Forbes Travel (1958),

Environmental marks and labels Global Sustainable Tourism

**Table 1.** General, and tourism specific models for quality and environment.

Quality certification/awarding marks National quality marks National

Sustainable development Green Destinations (2014) International

**2.5. Conclusions on the stage and evolution of quality approach in tourism**

destinations (see Section 2.3).

176 Mobilities, Tourism and Travel Behavior - Contexts and Boundaries

**I. General models**

**II. Specific models** For tourism organizations

For tourist destinations

Taking chronologically the evolution of the quality approach to tourism, it can see that the first models appeared in the first half of the last century, being applied even today in tourism establishments classification. But most of them, both general patterns and specific models on quality and environment in tourism, date from the end of the twentieth century and the beginning of the twenty-first century. This process is in a continuous dynamicity, by adding new models and upgrading existing ones.

In the category of general models, the best known are the international standards for quality systems, and respectively environmental systems, applicable in organizations from all fields of activity. As the previous analysis showed (see Sections 2.1, and 2.4.1), the share of tourism organizations ISO 9001 and ISO 14001 (or IMAS) certified is relatively low, the tourismspecific patterns being better suited to the peculiarities of the field. But it is worth mentioning that the development of the tourism-specific models was increasingly taking into account the harmonization with the international standards for management systems that incorporate the philosophy and principles of modern management. Applying the basic principles of quality management (ISO 9000, 2015)—"Customer focus," "Leadership," "Engagement of people," "Improvement," "Process approach," "Evidence-based decision making," and "Relationship management"—represents key factors whether it is about quality achievement, environment preservation, or other aspects on which performance of the organization depends.

Tourism specific models for classification, and respectively quality or environment certification, have evolved along with the development of tourism, both in number and in terms of assessment criteria. Referring to the environment approach, Haaland and Aas appreciate that the jungle of labels and the lack of systematic reviews is a challenge not only for the customers but also for the industry itself, in terms of overall credibility, market values, and actual environmental effects and impacts [100]. This observation is also valid with regard to the quality certification and classification of tourist establishments.

Also of note is the concern of finding common rules for the harmonization of classification schemes and quality certification models, without, however, pleading for the uniformity of these tools. The analysis of those approaches (see Section 2.2.1) highlights the following major axes of change: extension of the number of indicators on the basis of which the classification of the tourist units is done; integration of classification schemes and quality certification models; integration of online guests' review into the classification systems.

In terms of improving the tourism classification models, there are some results consisting in the extension of classification criteria related to quality and environment. The most known is EHQ model of HOTREC, but other examples also exist of national classification schemes in tourism which include quality criteria. One of the quality criteria refers to the assessment of customer satisfaction. This requirement can be solved in a classic way (via surveys based on questionnaire conducted by the tourism company), but the modern approach is to evaluate the results of online customers' reviews off the social media platforms. Integrating online guests' reviews in the process of rating and/or awarding quality marks in tourism is one of the recent changes of quality approach in tourism, with notable results (see Section 2.2.1). With respect to inclusion of environmental requirements within classification schemes, the adopted solutions are different from country to country in terms of number of requirements and manner of presentation (dissipated or separate standards).

In terms of improving the tourism specific models for environmental performance management, the most visible result is the creation of common evaluation criteria (see Section 2.4.2). A set of global sustainable tourism criteria (GSTC) has been promoted by UNWTO and UNEP in the early 1990s, in order to develop a common language about sustainability in tourism. In the EU also, the EU ecolabel and the set of criteria and labeling schemes for tourist accommodation services (TAS, 2003) and for campsite services (CSS, 2005) were launched.

Another important aspect in the evolution of the quality and environment approach in tourism is the focus on tourist destinations (see Section 2.3). The main objective of this approach is to manage the various components of tourist destinations as a system, considering the satisfaction of tourists, and also the three pillars of sustainability: the economic profitability, the social, and environmental. Initiatives on this line exist at the European level—consisting of IQM model, and QUALITEST and ETIS as toolkits, and also at the international level— GSTC-D criteria established by the UNWTO and UNEP, respectively GREEN DESTINATION standard. As already mentioned, European and international instruments are different, but their harmonization was envisaged.

As shown in Section 2.3, the results of these models implementation are modest, one of the reasons being the short time since their launch. Another reason is the complexity of the implementation process of IQM in tourist destination, which includes developing new management structures, planning, and control tools, data management systems, etc. In this regard, dissemination of the results of applied studies on this issue is important. The emergence of "Practical Guidelines for Integrated Quality Management in Tourism Destinations" also supports the IQM implementation, being useful to all stakeholder categories: tourism managers, academics, professionals, and decision makers.

In terms of paternity of the quality and environmental models, several situations are distinguished. The first models have been created by professional organizations. At present, professional organizations are also involved, but increasing coordination of those programs is done at the international level, through UNWTO. Regional structures in the Americas, EU, Asia, and Africa are even important. The existence of general rules does not mean the patterning of models, but it provides some benefits: facilitates the understanding of quality and sustainability concepts and the harmonization of their approach, generating important advantages for all stakeholders.

It should be noted that the existence of common international or regional models does not guarantee their successful implementation in tourism organizations. The coordination at the national level (see Section 2.2.2) is another key factor in the success of activities related to quality and environment in tourism. Adopting and awarding of national quality and environmental standards and marks are not simple; it supposes the legislative development, organizational, and methodological framework for quality and environment certification in tourism. Some of the success examples in the implementation of national systems are presented in Section 2.2.2.
