芬蘭旅游目的地的目標(biāo)，是通過(guò)高質(zhì)量的管理在全球旅游市場(chǎng)中取得競(jìng)爭(zhēng)優(yōu)勢(shì)。在多個(gè)芬蘭旅游目的地，質(zhì)量系統(tǒng)已成為它們?nèi)粘９ぷ髦匦牡囊徊糠�。一些芬蘭旅游目的地已經(jīng)在目的地質(zhì)量網(wǎng)絡(luò)(DQN)項(xiàng)目的幫助下完成了系統(tǒng)化的質(zhì)量發(fā)展。這些持續(xù)2.5至3年的長(zhǎng)期質(zhì)量發(fā)展項(xiàng)目包括培訓(xùn)，發(fā)展和調(diào)研。在旺季，旅游目的地還經(jīng)常進(jìn)行顧客滿意度調(diào)查。與眾不同的是，除了對(duì)自身發(fā)展趨勢(shì)的預(yù)期，參與DQN項(xiàng)目的目的地還通過(guò)相互的對(duì)比報(bào)告來(lái)完善質(zhì)量發(fā)展計(jì)劃。
　　DQN項(xiàng)目的高效基于簡(jiǎn)明的合作與發(fā)展。由旅游目的地行業(yè)領(lǐng)導(dǎo)者組成的質(zhì)量團(tuán)隊(duì)在項(xiàng)目期間共同合作，不僅提升了該地區(qū)的服務(wù)流程，同時(shí)也使公司構(gòu)筑起強(qiáng)大的合作網(wǎng)絡(luò)。在項(xiàng)目中，這些公司和參與DQN項(xiàng)目的目的地相互樹(shù)立榜樣。與此同時(shí)， DMN?目的地管理網(wǎng)項(xiàng)目也為這些目的地的進(jìn)一步發(fā)展提供了支持。

Haaga Group

　　Haaga Group is a privately owned organization in the hotel and restaurant industry. Haaga Group focuses on research and development services in the tourism industry both in Finland and abroad. The core skills lie in the expertise and development of the quality of the tourism industry.
　　Haaga Group as National Quality Developer in Tourism Industry

Haaga Group has been developing quality of more than 700 companies since year 2000 in Finland. Quality One Thousand was created in 2001 due to a planning project started by Finnish Tourist Board in 2000. Project’s name was “Quality One Thousand – National Quality Policy and National Quality Programme for Finnish Tourism Branch “.

　　The quality policies of Finnish tourism and the planning project of its implementation programme were initiated from a Finnish Travel Board motion to raise the quality of travel services to the level corresponding to their prices. The Quality 1Q00 planning project was initiated to speed up this work. The objective of Quality 1Q00 was established as the creation of particular common quality criteria and instruments for tourism businesses that may be applied as comprehensively as possible to the various sectors and companies of the industry. According to the Quality 1Q00 vision, using training, field guidance, and other forms of support, a thousand companies will be involved in the project. Most important of all, they will be capable of continuing and maintaining systematic quality work themselves.

　　The Quality 1Q00 programme is based on self-assessment and quality training, which is based on results of comprehensive analysis. The acquisition of departure and background information was based on already realised quality development models in a variety of fields in Finland as well as corresponding information from the field of tourism in Great Britain, Italy, Portugal and the Nordic Nations. A plan framework was formulated based on benchmarking findings and it was tested in the various stages of the work with a broadly-based interest group. Based on the starting point analysis, interest group interviews, expert statements and a diverse expertise with development models and practical experiences, a plan was formulated as the comprehensive development programme for tourism.

　　In addition to basic training in quality, the programme also offers the utilisation advantages of the QualityNet national tourism figures’ reference system. All the strengths of the benchmarking system affecting every field of the tourism industry are included in its diversity.
　　Content of Quality 1Q00

　　Content of the coaching process in Quality 1Q00 includes six coaching days. In each day there is a different content linked strongly to the following day. There are two possibilities to take the part of the coaching process. Either the coaching is company based or company group based. Between every coaching day trainer will give tasks to companies to execute for the next coaching day. There is also a Quality 1Q00 workbook that helps companies go through the coaching and understand the process.

　　First day is for current state evaluation which is based on Malcolm Baldrige′s eight step self-assessment. 

　　In day two the company goes through basic elements including needs, claims and expectations of the customer. Also values of the company, vision for 5-10 years and customer′s path will be described during the second day.
Third day is a day for processes where all actions in each and every process in business will be written down.
Fourth day is a day for Customership and QualityNet where customer listening system and feedback forms for the company will be planned.
　　Day five is for personnel and knowhow.
　　Sixth day is a day where the companies go through model of the continuous development.
　　Figure 1. Coaching Process of the Quality 1Q00 Programme. (Haaga Group Quality 1Q00 presentation material)
　　Travel Destination Programmes DQN
　　During the process of quality development, the tourism destinations of Finland stated that, there is a great need for a tourism destination quality development process. Therefore Haaga Group decided to develop a common tourism destination quality process, which is now called the Destination Quality Net, DQN?. Destination Quality Net DQN? programmes are mainly three years long quality programmes for travel destinations. The travel destinations in Finland aim to reach a competitive advantage on the global travel markets with their high quality operations. The quality systems are already a part of their every day operation on a central stage in several destinations. Some of the Finnish tourism destinations have done systematically quality development with the help of Destination Quality Net? programmes. These long term quality development programmes, which last approximately 2,5 – 3 years, consist of training, development and research. During peak seasons the customer satisfaction research is conducted regularly by destinations. The new and innovative issue is, that the DQN? destinations order beside their own trend results also comparison reports to each other in order to support the development functions planned.

　　To manage and lead the DQN process in a selected tourism destination, a quality team of a tourism destination is established. The quality team is formed by the leaders of the biggest companies of a tourism destination (at least five biggest companies). The quality team leads and controls the process during the coming three years and makes the needed decisions concerning the quality development actions of the destination. The quality team decisions are also directed to the individual companies as guidelines of a quality development. The experts of Haaga Group help the quality team to make the needed decisions by producing research results concerning customer satisfaction and personnel satisfaction analysis. The DQN process operates on two levels simultaneously, on a company level and on a destination level. On a company level the DQN process is based on quality training, Quality1000 training sessions, for companies in order to make a company quality handbook. On a destination level the DQN process is based on a destination level quality hand book and guidelines for destination level quality development.

　　The quality team has eight meetings annually. The aim of the first meetings is to determine the strategy of quality development for the destination for the coming years ahead. The quality strategy development plan consists of the quality vision of the destination, the quality development targets, the content of the measurements and the quality vision of the destination for the future. The quality strategy is a baseline for the future development of the destination quality. In the first meetings the quality team also agrees on the common operational models and practices for the continuous quality development procedures.

　　The experts of Haaga Group complete two types of research and analysis for the tourism destination: customer satisfaction research and personnel satisfaction research. In the beginning of the process, a starting point research is completed in order to compare the future research results with the first results. The aim is to improve the customer and personnel satisfaction results during the process with the coming quality development actions. Customer satisfaction research is carried out twice a year and personnel satisfaction research once a year. The analysis of them both is brought to the quality team. The team completes an overall picture of the quality issues of the whole tourism destination in order to make unified and general quality development decisions concerning the development actions of the whole destination.  Individual companies receive also their own research analysis in order to carry out their own quality development actions. 

　　In addition to the above mentioned actions, Haaga Group provides quality training for the staff in the destination; including the guidelines of the destination quality and service quality. Training takes place usually twice a year.

　　During the process of DQN, a quality handbook of a destination is produced.

　　Because of a demand for further quality development, Haaga Group has produced optional services for the tourism destinations in order to help them develop the quality. The optional services offered are usually stakeholder surveys, special staff training programmes, benchmarking trips abroad, mystery shopping research, environmental audit services and security audit services.

　　Results of the DQN process

　　Based on ten years of experience, Haaga Group has the information about what kind of results can be achieved with the DQN – process. The results for tourism destination have been very encouraging.

　　During the process tourism destinations learn how to work together in order to develop common quality. As well the major companies of the destination learn to work together and to make quality decisions based on the facts provided by the research analysis. At the same time the companies create common training programmes for the destination staff in order to provide understanding of the guidelines and the content of the quality handbook of a tourism destination. The information concerning the quality services of the tourism destination is also given to the staff, so that they can help tourists find the best quality service products for the destination. In addition to this all the involved companies have they own quality handbooks, which help to establish the quality brand of the destination.

　　Measureable results can be seen:
 　　．Customer satisfaction improves
 　　．Personnel satisfaction improves
 　�。甇perational functions are made more efficient, which has a positive effect on the improvement of the profitability
　　 ．Turnover of a tourism destination is increasing because of the increased amount of incoming regular customers and customer satisfaction.

　　Quality results can be seen:
　　 ．co-operation of the major companies of the tourism destination
 　　．Improvement of the skills of the companies and the staff.

　　In conclusion one can say that the final outcome of the DQN process is that the image of a tourism destination brand is enforced. Through the cooperation the companies are likely to compete in the global markets not with the price but with the quality.

　　In the future, there will also be demand for customized programmes, which are based on destination’s own demands and needs. Already there are customized 　　　　　　　programmes, e.g. Experience DQN?, which is a quality programme with the focus on the product development. During 2009, customized quality programme for cultural organizations will be launched – Culture DQN?. In addition, there is a quality programme under development that combines occupational health care, wellness products and wellbeing philosophy. This will be called Wellbeing DQN?, and will be developed. Quality 1Q00, DQN? and DMN? programmes have created also international attention. Several countries have been interested in learning more of these Finnish tourism quality programmes. At the moment there are customized versions under development for some foreign countries.