Makes a comparative analysis between undergraduate level courses in tourism/hospitality in Brazil and those in the UK, building on work by Teixeira et al. Analyses courses structure, reason for creation and focus. In Brazil, according to Rejowski, undergraduate university level courses in tourism/hospitality are relatively recent, beginning in the 1970s. The first hospitality course was created by the Universidade de Caxias do Sul, 1978. According to data gathered by the Ministry of Education, there has been an impressive growth in the number of tourism/hospitality undergraduate courses in Brazil. Data provided by the Ministry state that the total number of courses registered is 284; 225 in tourism and 59 in hospitality/hospitality management. First, presents a brief theoretical review about tourism/hospitality education; after that, a description of the methodological approach adopted in this study with a description of type, method, tools, and data collection procedures used in the research. Analyses the results of the project along with comparisons in the UK. Finally, presents a conclusion to this study.

This paper explores nine wine zones of Chile based on the country's appellation of origin legislation. In pursuing this discussion, two key themes emerge: the influence of rainfall and temperature. It is these two themes that dictate the suitability of the various grape varieties used throughout the country. Equally, the geography of Chile, the influence of the Andes and the cooling currents of the Pacific also influence rainfall and temperature throughout the nine zones commented on in this paper. The zones that are commented on are based on latitude from north to south and are similar to the country's political and administrative regions. However, from the perspective of vine cultivation they do not reflect key technical considerations such as climate and soil in any real detail. This paper expands the comments on the zones in order to comment on a range of technical considerations, vital for effective vine cultivation.

This paper charts the history and development of Chilean wines. The incredible growth of Chile's wine output is a textbook example of how aggressive private enterprise can combine with enthusiastic government backing. In 1988, Chile shipped 185,630 hectolitres abroad. By 1998, this had grown to an impressive 2.3 million hl worth US$500 million. Equally, instead of sending 88% of its wine to Latin America, as it had in the 1980s, in 2001 it sold in high‐profit markets like Europe (41% of all exports), North America (34%) and, increasingly, Asia, where in 1998 Chile sold 14% of its wine. The only country spared from the devastating blight of phylloxera, Chile's wine industry boomed in the early years of the 20th century. In 1981, there were 100,000 hectares (one ha = 2.47 acres) under vines, which sank to 67,000 in 1985, the nadir of the industry. Then, a new sense of identity and purpose swept Chile's winemakers and investors. Suddenly, the wine revolution which had earlier had its impact on California and Australia caught on in Chile. There were gigantic investments in land, plantings and equipment. Old‐fashioned vines were uprooted. In the late 1990s, Cabernet Sauvignon doubled from 11,000 to 20,000 hectares. Merlot vineyard acreage quadrupled between 1994 and 1999, similar growth was seen with Chardonnay and Sauvignon blanc. Winemakers were also experimenting with Pinot Noir and with Shiraz, which loves the dry, hot Chilean autumn. Chile today has 75,600 hectares under vine about two‐thirds of them red grapes. That prime fruit is being pressed by the latest equipment from Europe, Australia and North America.

This article charts the major structural changes that have occurred in both UK brewing and pub retailing during the period 1989–2000. A key theme has been the rapid consolidation of the brewing sector in an attempt to achieve economies of scale in production, distribution and marketing. The dominance of the national brewers has allowed them to place increased product emphasis on marketing and me power of brands — particularly lager, me national breweries control all me major lager brands. In tandem with these brewers, me growth and dominance of me national pub chains has garnered apace over the past ten years and in order to maximise profit margins they have established supply arrangements with me national brewers; it has been in the interests of these chains to limit choice thereby maximising the discounts received from their suppliers. The article therefore shows that regional and local brewers cannot compete on price. Competition between pubs is also highlighted. Because beer prices are relatively inelastic, emphasis is placed on the level of amenities provided in pubs, and in particular the branding of pub outlets. Key among these amenities is the provision of food, which now accounts for a substantial percentage of total pub sales.

The central message coming out of this paper is that the realisation of food safety legislation within the context of the European internal market, whilst laudable, has encountered, and will continue to meet with difficulties in its effective implementation. In considering specifically food safety within the European hotel industry, there has been a move away from prescription to generalised principles contained within the relevant legislation. Yet, with such flexibility, differences have emerged in interpretation, all at the expense of the single market, free of trade barriers. The size of the EU inevitably means that more emphasis regarding food safety procedures will be placed on shifting responsibility to hotel proprietors and also on appropriate monitoring by authorities. However, because of the nature and structure of the European hotel industry, in terms of chain and independent hotels, and its transient workforce, the evidence suggests that a substantial minority are still not ready to assume those responsibilities.

The licensed retail market in the UK operates in a dynamic environment, yet one aspect that appears to get little consideration is how spatial location may determine the success of particular business or, influence the appropriate use of an existing licensed premises. This paper suggests that it is possible to develop a model of location that can help to explain the location of licensed premises. Additionally, it explores the type of criteria that should be explicitly considered when establishing a new development or the repackaging of an existing licensed unit. At the outset it should be emphasised that the authors are not trying to explain the location of all licensed premises but a model of intra‐urban location, rooted in economic theory, to try and explain the location of different types of licensed businesses within urban areas. The aim is to develop a model that will explain the observable spatial pattern of licensed premises within the major cities of the UK.

While the traditional English public house still represents the largest part of the market, its share is falling with the introduction of themed branded establishments. The UK’s pub retailers have over the past five years reacted to a developing society whereby attitudes towards leisure time, drinking, eating out, health and entertainment have changed. Through diversification, they have moved away from the traditional British public house towards branded outlets that are able to appeal to diverse consumer demands. The reasons for this diversification will be explored along with the brewers’ response. Within this process of diversification lies the matter of promotion and branding. The emphasis seems to be slowly moving away from the beer product of a particular brewer to a focus on the service providers’ corporate image, name and reputation. In cases such as Whitbread and Bass, companies are introducing a hierarchy of brands that revolve around five issues: physical evidence, service delivery, process, people, and quality. It is the customer’s perception of these five attributes that will determine establishments’ success. One such brand has been the Irish themed pub. This paper will critically analyse the reasons for the success of this Irish phenomenon with a link made between the nature of this particular “product” and customers’ perception of it.

Partnerships between the public and the private sectors have recently come to prominence as a strategic tool for tourism development. The reasons for entering into such agreements and the nature of partnerships have been widely recognised. However, no concise set of criteria, against which the performance of partnerships can be assessed, has been established. As a result, little research has been done in the area of evaluating the effectiveness and efficiency of tourism partnerships. This article aims to identify critical success factors for partnerships between the public and the private sectors at tourism destinations and to assess the performance of such arrangements. An extensive literature review has been undertaken in order to specify a set of tourism partnership success factors. A case study approach, with a tourism partnership in York constituting its subject, has been utilised for the evaluation of tourism partnerships against the critical success factors. The empirical study provides a useful source for extending the existing list of factors influencing the performance of tourism partnerships by new determinants. It also gives a framework for self-assessment of partnership, which seems to be of utmost importance in securing a long-term viability of these agreements.

First generation European mass tourist resorts, defined as those that developed in the north of the continent up to and including the first half of this century, have shown a variety of responses to impending decline within the post-stagnation phase of their life-cycle, much as predicted in the tourist area life-cycle (TALC) model. There have been winners and losers, as some destinations have diversified their local economies and others have accepted gradual contraction, whereas a select few have maintained a competitive edge through product investment and reorientation to new markets. For the second generation of European mass tourist resorts, those high density tourist areas that emerged in the Mediterranean in the 1960s, the evolutionary life-cycle has, to date, been of a much shorter duration. The period from exploration to stagnation has lasted a mere 30 years, sometimes less. The nature of these resorts, whereby rapid development has created a tourism monoculture, means that the onset of decline has far more dramatic implications to local economies when compared with first generation resorts. Unfortunately, although strategic planning initiatives are now (belatedly) being practised, it is likely that rejuvenation will only be short-lived due in most cases to the inherent structural weaknesses of these resorts. Their legacy is one of overdevelopment and environmental scarring, they rely too heavily on price as a marketing tool in an increasingly quality conscious market, and the powers of promotion and distribution remain largely in the hands of northern European mass consolidators (tour operators), with little commerical incentive for customer loyalty. This paper thus predicts a pessimistic post-stagnation scenario for most second generation Mediterranean mass market resorts. Copyright © 1999 John Wiley & Sons, Ltd.

In tourism, natural resources and the physical environment are regarded as important assets to enhance the product. Practitioners in this multisectoral industry (including hotels) perceive the environment and its resources to be a crucial feature in attracting more tourists. Today, most sectors of industry face pressure to improve their environmental performance. Hotels as a component of tourism are no exception. Hotels can act to reduce their environmental impacts and, collectively, make a substantial contribution to improving the quality of the environment. A wide range of publications offer guidance and advice on the actions hoteliers may take to alter their practices and thus address environmental issues. Yet, to date, it is not clear how many hotels are applying these recommendations, nor which actions share this common goal. Equally, the lack of operationalisation in environmental principles, implicit within many codes of practice, is seeing the emergence of a gap between theory and practice in these matters. It is the nature of this gap that is explored. Additionally, an assessment is undertaken of what the tourism industry is doing to improve environmental performance, and a case study is presented based on a detailed survey of environmental management practices in 42 London hotels. Copyright © 1999 John Wiley & Sons, Ltd.

Whilst the traditional English public house still represents the largest part of the market, its share is falling with the introduction of themed branded establishments. The UK's pub retailers have over the past five years reacted to a developing society whereby attitudes towards leisure time, drinking, eating out, health and entertainment have changed. Through diversification, they have moved away from the traditional British public house towards branded outlets that are able to appeal to diverse consumer demands. The reasons for this diversification will be explored along with the brewers' response. Within this process of diversification is the matter of promotion and branding. The emphasis seems to be slowly moving away from the beer product of a particular brewer to a focus on the service providers' corporate image, name and reputation. In cases such as Whitbread and Bass, companies are introducing a hierarchy of brands that revolve around five issues: physical evidence, service delivery, process, people and quality. It is the customer's perception of these five attributes that will determine establishments' success. This paper critically analyses the reasons for success of pub branding with a link made between the nature of the “product” and customers' perception.

Reviews the acquisition of Forte plc, the longest established UK hotel company, by Granada plc. The Granada Group, a television and leisure conglomerate, launched a £3.3 billion hostile takeover bid for Forte on 22 November 1995, in one of the UK’s most expensive takeovers this decade. This marked the end of family control of a hotel group created by Lord Forte in the 1930s. Identifies the factors underpinning Granada’s success and in particular managerial style and approach.

The literature on the history of the pub presents an invaluable background to any study of the industry, the very special place it fills in our society, and the wider context of its role in British tourism heritage. Most authors acknowledge that the pub is changing with the times, although a mere glance through such comment bears testatment to the way in which the pub's enduring qualities have survived by gradual evolution and adaptation. Of more topical interest, newspaper articles draw the public's attention to the latest developments and trends in the entertainment and leisure spectrum, and comment on their implications for the community and specifically the public house. For the most part, these are of a nationally introspective nature and the pub is not portrayed as a tourist attraction in its own right This article contrasts the views of three stakeholders within the retail pub industry, namely, the tourist, the landlord and the brewer. It charts their views on the evolution of the public house.

The British pub is part of the face of Britain presented to the world and the theme running through this article is to set British pubs within the context of heritage tourism. The thesis contained within this article is to focus on one of the elements of community life, the pub, in order to examine its characteristics and value within the wider spectrum of visitor attractions set within the context of the tourism industry. The article reviews the literature in ascertaining whether the British pub is a tourist attraction for overseas visitors, and why. Whilst the pub has an important role in domestic tourism, the main emphasis of this article is on the national factors that predetermine its survival and the nature of its appeal to visitors from abroad.

This article presents a brief history on the role of the public house in society and its evolution through the years. The ‘traditional’ pub is discussed and questions are raised as to the future of the traditional pub following the Beer Orders. This is supported by an analysis of the leisure trends impacting pubs and analysis of the catering and pub markets. Future implications are considered with suggestions for pub success.