Abstract
The Danish tourism industry is analysed strategically in a diagnostic and qualitative perspective in order to investigate its competitive position. It is found that the context of the Danish tourism strategy has changed decisively and that the changes have not yet been included in the strategy. The industry is analysed in a Porter model and in a model that is focused on competitive strength dynamics inspired by Hamal and Prahalad. Finally, elements of a new strategy and design of a strategic route for the Danish tourism industry is presented. It is concluded that not only re-engineering processes, but also regenerating strategies are needed if the Danish tourism industry is to regain and further develop competitiveness
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