locality to the south of the capital, where there are a „famous prison and several factories”. There are very few people, even among the locals, who know the history of Jilava Commune, who know about the existence of an archeological site on the territory of this locality or who found out about the existence of historical monuments. This lack of information and distorted perception regarding Jilava is also due to the lack of interest of the local authorities, which concerned themselves more or less with other aspects and almost not at all with the commune image. An analysis of the current situation in the commune reveals a series of other aspects with character of need and/or constraint:relatively obsolete economic structure;absence of any forms of local marketing;reduced budgetary resources, compared to the need for investments in marketing;absence of connections with the domestic and foreign touristic circuit;inexistence of presentation and promotion materials for the historical monuments and touristic sites; generally low level of awareness within the community with respect to the importance of hospitality and tourism;exodus of the qualified work force to the capital.Considering the above-mentioned facts, the problem identified is the distorted image with respect to Jilava Commune, existing among the large public, fact which leads to the association of the locality with an area on the outskirts of the capital, lacking any attractiveness.This fact makes difficult the construction of an identification element with positive impact, because it is one of historical nature, imprinted in the collective conscience. From this point of view, it is necessary to have a strategic decision which to presuppose:the formulation of another element that the locality can identify with and its promotion, such as, in time, the present negative impact of the penitentiary to fade away by ignoring it, the establishing of an identification element, built in antithesis with the current one;the undertaking of this identification element and the construction of the development strategy around this “celebrity point”.
Rural Marketing to the Aid of Local Development. Case Study - Jilava Commune…55The local authorities chose variant number 1, which was at the basis of elaborating the locality’s development strategy.4. Vision and Strategic Analysis. The Local Development Strategy. Vision in rural marketing represents the future projections of the competitive position held by the villages and communes on the market. Strategic analysis presupposes the detailed examination of the information regarding the elements of the strategic process. The implementation of a strategic market plan for a community is more difficult than in the case of private companies. Strategic market planning will not be successful in case of communities where the different interests were not brought to a consensus. In this sense, an essential role in the outlining of a
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The Land, ........., ASEAN Economic Community, southeast asian regionalism