手法を比較

	Destination Network Analysis	Destination Competitiveness Index
分野	Tourism	Tourism Recreation
系統	Process / pipeline	MCDM
提唱年	2008	2003
提唱者	Noel Scott, Rodolfo Baggio & Chris Cooper	J. R. Brent Ritchie & Geoffrey I. Crouch
種類	Network-analytic pipeline for destination stakeholder and inter-organizational structure	Multi-attribute composite index of destination competitiveness
原典	Scott, N., Baggio, R., & Cooper, C. (2008). Network Analysis and Tourism: From Theory to Practice. Channel View Publications. ISBN: 9781845410872	Ritchie, J. R. B., & Crouch, G. I. (2003). The Competitive Destination: A Sustainable Tourism Perspective. Wallingford, UK: CABI Publishing. ISBN: 9780851996646
別名	Tourism Network Analysis, Destination Stakeholder Network Analysis, Inter-Organizational Tourism Network Analysis, Tourism Destination Network Mapping	Ritchie-Crouch Competitiveness Model, Tourism Destination Competitiveness Index, Crouch-Ritchie Competitiveness Framework
関連	3	3
概要	Destination network analysis treats a tourism destination as a network of interconnected stakeholders, firms, public agencies, intermediaries, and community actors, and studies its structure with the tools of social network analysis. The approach was consolidated by Noel Scott, Rodolfo Baggio, and Chris Cooper, whose 2008 book Network Analysis and Tourism: From Theory to Practice argued that a destination's competitiveness and capacity to coordinate depend not only on individual businesses but on the web of relationships that links them. By mapping who collaborates, exchanges information, or refers business to whom, the analysis reveals how cohesive a destination is, which organizations occupy central or brokering positions, and how the destination decomposes into sub-communities, providing an evidence base for destination governance and management.	The Destination Competitiveness Index operationalizes the Ritchie-Crouch model, the most influential conceptual framework for understanding why some tourism destinations outperform others. Crouch and Ritchie argued in 1999, and elaborated in their 2003 book The Competitive Destination, that a destination's ability to attract visitors and deliver lasting prosperity depends on a structured set of determinants: core resources and attractors, supporting factors and resources, destination management, destination policy and planning, and qualifying and amplifying determinants that set the ceiling on what is achievable. The index turns this framework into a multi-attribute composite: each destination is scored on attributes within each determinant, the attributes are weighted by importance, and the weighted scores are aggregated into an overall competitiveness score that can be benchmarked against rival destinations to reveal where advantage is won or lost.