Market globalisation produces a very competitive scenario that affects mainly enterprises operating in very fragmented contexts. Tourist enterprises have difficulty in finding economic and efficient conditions, they are generally small‐sized and the management culture in tourism is still at the beginning. Cooperation and integration among stakeholders operating in the tourism system are the conditions that ensure the full satisfaction of tourists' expectations; but also that promote the search for business economies. A tourist destination becomes a product only if it provides tourists with an integrated supply system. The cooperation among enterprises and institutions creates added value for the tourism destinations and for the single businesses, but operators have difficulty in recognising it. Especially the mature destinations are those that find it hard to change their mode of operating, mainly because they do not wish to re‐nounce to the perpetual annuities that have already been obtained. Some examples, with reference to the Italian situation, confirm this. Operators tend to evaluate the benefits of their initiatives in the short‐run, but the results of integration actions should be assessed in the medium‐ and long‐term. Furthermore, in a process of organisational change the powers and the skills tend to be redistributed unevenly. The points of view of tourists and enterprises shall overlap more and more till they can no longer be separated. In this way the services supplied will meet the tourists' expectations. The re‐organisation of the industrial sector proved that network‐based operations are essential for the efficiency of the enterprises and for the competitiveness of the tourist areas.
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