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The field of commercial (or public) food services in France has never been so open. The development of new concepts under the impulsion of an Americanization that many contest, the necessity of mastering management, new techniques and processes with constantly evolving regulations (9 May 1995, HACCP method), the adoption of a strategy of internal growth by some and expansion through acquisitions by others, the explosion of thematic food services or the launch of new formulas by major food specialists, all go to show the turbulent framework in which the players in this field of activity are evolving.

Tourism is a sector of activity, which has been witnessing the highest growth for several years despite recent events which have given rise to uncertainty. It is in this context that some may judge right at the outset highly optimistic that this paper proposes to highlight certain issues in support of the following questions. What kind of sustainable growth to anticipate for tourism? Which impacts are the present economic modifications bound to have (rise in petrol prices, impoverishment and inter‐regional differences in revenue, etc.)? What about the impact of calamities and major events on tourism‐related activities? Aren't these contingent variations as many barriers to the new frontiers of tourism? In light of this paper it is possible to define the barriers which will then form the new frontiers of tourism. A few simple recommendations can guide managerial implications.

The purpose of this paper is both to verify whether we have effectively shifted from a “gastronomic” model to a nutritional model and to suggest a new emerging model. Between the gastronomic model, where abundance and the diversity of food are key factors and pillars of the XIXth and XXth century, and the so‐called “nutritional” model, it would appear that the alternative today, in France at least, is leaning towards a model we shall qualify here as “sensible”. The “sensible” model would therefore have the following characteristics: A respect for established traditions (regional and sophisticated recipes) incorporating international fashions and trends, or those that are oriented towards health foods and natural foods (e.g. organic products, sushi, Tex‐Mex), and where sharing and leisure combine with pleasure to provide the key incentives. The catering business of tomorrow, whether institutional or commercial, must integrate these key trends. This model allows reconciliation of moments shared together and pleasure through food, of the place, of the change of scenery, and of consumer health, through a safety guarantee specifying the origin of the food, and an extension of personalized organic and natural products.

The success of the low‐cost airlines is for many a real surprise. Regarding two previous models developed by Michael Porter (3 basics strategies and value chain), we will attempt to show that the success of these different companies is a faithful reflection of strategic models set out and perfectly suited to the given context, here that of the air transport field. To “dissect ” the success of this phenomenon of low‐cost airlines, we will base our study, in the first section, on the case of EasyJet. In a given context, the supposed models of the low‐cost companies are a perfect illustration of the application of precise strategic concepts and models. Proof has been provided that low‐cost companies using sustainable value chains can be profitable and move steadily towards strategies of external growth (Ryanair recently acquired Buzz). In the second section, we will present a brief study covering a services marketing logic for Tours airport (France) with a logical diagram application.

In the mission letter dated October 10th, 2001, the French Secretary of State for Tourism asked the Inspectorate General of Tourism to conduct an evaluation on the impact of recent international events on the tourism industry, and to assess the risks incurred by companies affected by the decline in international tourism. The first task of this mission was to identify the sites, locations and activities most affected by a significant drop in attendance. It was then to evaluate the repercussions of this situation on the companies affected. Lastly, it was to evaluate the difficulties encountered by these companies to continue to do business. In conjunction with the statistics division of the Tourism Department and the heads of the National Tourism Observatory (ONT) (both entities were involved in evaluating compensation following the Erika shipwreck), the Inspectorate General of Tourism identified the statistical sources and economic data available as of today that could be used to measure the immediate repercussions of the events in question, and to assess the relevance of the data. The content of this report is based on the information supplied by the professionals, and was cross‐checked with the information obtained from surveys and observations conducted by the Tourism Department and the ONT. This content enhances the information already contained in the intermediate document dated November 14th, 2001.

This chapter explores the evolution of public and private intervention in the fashion sector in France from the end of World War II to the mid-1960s, highlighting the first connections in the relationship with tourism, a link between the two that is increasingly consolidated today and in which the mutual influence between them is becoming more relevant. For this reason, a historiographical reconstruction of the initiatives undertaken in Paris for the promotion and organization of the fashion sector is proposed. The chapter discusses the main aspects at work which shape the interconnection between fashion and tourism.