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The paper deals with an evaluation of the future of international tourism and its impacts for french supplyers. This not only includes key economic actors but also the entire tourism‐relevant environment. Furthermore, intersectoral perspectives are elaborated. The authors conclude with recommandation with special emphasis on the public sector.

Workshop 3 entitled “Sustainability and Growth” involved 4 speakers: Raija Komppula (Finland), Richard Prentice (England), Claude Origet du Cluzeau (France) and Luiz Trigo (Brazil). Given the broad spectrum of the workshop theme, the four speakers all focussed on different aspects. Their approach to the theme could be rather theoretical or more practical.

Three case studies about tourism impacts caused by air travel were presented in the first workshop of the 44th AIEST‐conference. The three presenters were discussing the impacts of airtravel in European regions: France (Claude Origet du Cluzeau), Pisa (Harald Pechlaner) and Southern Italy (Andrea Macchiavelli).

The national accounts make no attempt to take earnings from culture, as such, into account. This does not mean that the sums which people pay to go to concerts, visit monuments and museums and for other cultural phenomena are incalculable, for indeed the can be estimated in the same way as the spending of tourists. But to carry out a straight‐forward business audit of the investment in each cultural attraction, the revenues, return on the investment and so on would be to miss the point, or at least much of it. For much of the benefit from such activities comes from “knock‐on effects” such as VAT, the advantages of which spread well beyond the individual sites, and the local authorities responsible for the original investments. Studies in the tourism industry have shown that investments in touristic and cultural attractions have a “multiplier effect” on total spending by visitors. This article looks at a cultural project which sonsists of a network of attractions. It describes a method which makes it possible to assess the economic significance of such networks.

A tactic can be considered as a way to implement a strategy and fulfil its objectives; in terms of marketing, it is an actual fact of promotion, pricing, branding or distribution, meant to bring to reality the pursued goals.

The Logis de France is a chain of 3 300 independent hotels, with 62 300 rooms, spread all over France, and mainly in rural areas. Since 1949, the chain has been in constant development of the number of members and of the number of services that they share. This initiative has enjoyed a happy issue probably thanks to the assistance of the French state and the local authorities, which provided funding, low interest rates and technical assistance to the chain, at least during its first 30years of existence. By now, it is the largest chain of independent hotels in the world, though each hotel is small, with less than 20 rooms, but always with a thriving restaurant, a warm atmosphere and a very local decoration.

The 47th Congress attempted to answer the following key questions: What exactly does quality mean in tourism? How can general and/or total quality be produced and marketed? How important is it to include the customer (tourist) in the process that leads to the provision of tourism services? In what way does quality create competitive advantages? How can the quality of a destination be assured in the same way as that of a corporation?

Questions à traiter. Le 47e congrès de l'AIEST s'est engagé à analyser les questions de fond suivantes:

Fragestellungen. Der 47. AIEST‐Kongress hat sich bemüht, folgenden Grundsatzfragen nachzugehen: