The concept of 'tourism led by destination'(Chakuchigata kanko) or TLD was coined in Japan as a way of describing tourism led by stakeholders at destinations, but its definition is yet ambiguous and there is an increasing number of critical studies. In this context, previous studies on TLD have been little interested in tourism enterprises based on destination or TEDs, which, however, play key roles from the perspective of sustainable development of local areas, such economic activities, job creation and environmental carrying capacity, etc. Therefore, this study aims to clarify the conceptualization of TLD, to identify the role of TEDs in realizing TLD from a case study, and to propose a new concept of TLD as an exploratory study in sustainable tourism. The Okitabikosha is an incoming tour operator in Oki, Shimane Prefecture, and a semi-structured interview was conducted with the founder. In result, this paper reveals that a TED uses social capital, which tour operators located at source markets cannot efficiently utilise, with the mission of contributing to regional vitalization. Furthermore, from the discussion of TLD and Tourism-Based Community Development, this paper proposes a new concept of TLD that contributes to sustainable tourism in local areas.

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In Japan, the tourism industry is one of the most popular industries for new graduates and is always in the top of the popular job rankings. According to the ''Ranking of the most popular companies for university graduates (humanities & social science major)'' by Mynavi Corporation, a total of 108 companies in the said industry have been ranked in the top 10 for the 30 years since 1990. In 2020, despite the impact of Covid-19 Pandemic, 4 companies are still ranked in the top 10. On the other hand, the turnover rate of human resources in the tourism industry is very high, and it is a serious fact that many students who have found a job of their choice have left the said industry. This is due to the low wage caused by low labour productivity of this industry in Japan. Although there are many studies on labour productivity in the hotel industry, they are mainly concerned with employees' motivation and not so much with labour productivity from the perspective of operational efficiency and marketing strategy. In this paper, we would like to examine labour productivity in the hotel industry in Okinawa from factors other than employees' motivation.

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本研究は、2013年以降急激に増加した訪日外国人旅行客のなかで特に中国人客の量的拡大に的確に対応した中国新興大手観光企業の春秋旅行に焦点をあて、同社の急成長とその要因について、実態調査や文献調査を通じて、中国の国有大手旅行社の事例との対比において、その一端を明らかにするものである。春秋旅行の急成長の要因は、第一に、競争戦略として、多角化の一形態である「他業種垂直統合型経営」を行ったことにより、旅行会社として培ってきたノウハウやネットワークと新しい航空会社の特徴を連携させて、低価格で単純化した旅行商品を大量生産して大量集客を実現し競争優位を確保したこと、第二に、人材管理戦略として「短期循環型人材管理」を採用し、「生産性」を高め、内部資源を弾力的に活用して、他社に先んじて市場の急激な変化に的確に対応したことにあることが明らかになった。特に同社はほぼ同時期に両戦略を採用してシナジー効果を追求し成功した点が注目される。

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As a part of ''Regional Revitalization'', the Japanese Government is going to strengthen tourism industry and community. DMO (Destination Management/Marketing Organization) is a position of leadership of it. The purpose of this study is to present a practical implication for DMOs. To achieve the research purpose, first, we examine some previous studies about DMOs. Second, from the three cases of regional cooperation DMOs (Snow Country Tourism Zone, Chichibu Area Tourism Organization and Shinshu-Iiyama Tourism Bureau), we show how the activity develop processes for DMOs. From above consideration, the study presents an implication that how to manage tourist destination depends on a type of DMOs. Also, the study considers theoretically that implication from a point of CSV (Creating Shared Value), and shows a model to create social value and economic value in tourist destination.

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