Threats of natural and social issues and uncertainty are inherent characteristics of the environment in which tourist destinations operate. They are related to specific decisions taken in terms of risk determined for the destination management approaches. Respecting these peculiarities, the study focuses on the problem, which is particularly topical in recent years concerning the events and phenomena threatening the development of tourist destinations. It analyses essential aspects of crisis management, together with the role of the countries and international organizations in this process. The main objective of the study is to explore and analyse the current supranational documents, formulating, controlling, and monitoring the actions against potential and real threats, and it focuses on contemporary theory and practice of regulation and management of threats of natural and social type in Bulgarian tourism. It discusses the tasks which has to be solved and significantly affect the overall process; following this, some promising alternatives to limit the negative effects have been deduced. In the methodological aspect, some theoretical and empirical methods such as analysis, synthesis, induction and deduction, observation, description, and comparison were used.

The purpose of this paper is to provide a deeper look into value chain logic in supply chain relationships in a creative industries value chains. In recent years, value has been recognized as a key factor in better understanding of consumer behavior and gaining a competitive advantage. In a value chain, added value should be defined at every step of the chain. There should be defined activity which adds value as well as the activity that subtracts any value. The total value can be then calculated as the sum of the total value built up all throughout the value chain. Paper mostly analyses creative industries of advertising, architecture, and design. The presented model describes and analyzes the industry participants, value chain processes, support and related environment, and evaluates the relationship of stakeholders. The paper also takes into account the creation of value chain approach that describes the vertical and horizontal linkages. The chain of values represents the coordinated set of kinds of activity which create value for the enterprise, beginning from initial sources of raw materials for suppliers of this enterprise up to the finished goods delivered to the end user including service of the consumer. The value chain conception is important for the identification and development of the enterprise. The value creation activities can be a core competitive advantage which center on fostering relationships with key actors who can derive benefits from each other’s value chain. 

Happiness is a choice, in which individuals have the ability to create lasting and genuine happiness for themselves. They make choices and take actions to be happy, choosing what to wear, what to eat, whom to love, and where to work. It is very subjective to delimit whether our choices are good while others are not but all based on individual profound desire to be happy. In some related work, researchers have found a strong correlation between customer satisfaction, happiness, and organization performance. Many organizations have spent money and effort in innovating and implementing initiatives, which were focusing on increasing customers’ satisfaction; however, customers are not happier today compared to what they were before. Therefore, the need for studying on mechanism of achieving customer happiness is crucial to ensure effectiveness and efficiency of customer service initiatives. In fact, it is important to identify factors that can elevate customer happiness and shift customers from comfort to happiness zone. This will motivate organizations to design products and services that can meet customer needs and exceed customer expectation in every touch point. In UAE, customers come from 202 countries with diverse cultures, religions, habits and ethnicity, which force government, semi-government and private sector to deliver services that not only meet but also exceed customer expectations. Accordingly, the paper will take you through the journey of UAE government for exceeding customer expectations starting from understanding drivers of happiness using a research framework that segment customers in different zones (Trust vs. Control & Stand out vs. Fit in) until quantifying drivers to measure service happiness score.

The purpose of this conceptual study is the identification of value co-creation drivers and components and the emphasis of the necessity of value co-creation in today’s dynamic business environments. According to Bingham, Furr, and Eisenhardt (2014), these environments are built on dynamic markets which require interaction and experimentation between strategic focus and flexibility. “Outside the box thinking” or “thinking with no boxes” is vitally important for the value creation process in global markets (Lewis, Andriopoulos, & Smith, 2014). In this article, the role of customers in value co-creation processes and systems will be highlighted. The co-creation of value with customers’ involvement shapes and redefines existing markets and helps to create new market spaces based on the customers’ needs and demands which result in boundless opportunities in a globalized world of ever-changing markets (Bettencourt, Lusch, & Vargo, 2014). This qualitative study is based on content analysis of distinctive value co-creation management studies streams in scientific literaturefrom related research concepts such as consumer service management and innovation management research for ensuring superior customer responsiveness in dynamic markets by embedding the service-dominant logic (SDL) and the job-to-be-done thinking logic (JTBD). The article gives an overview over perspectives, conceptualizations, and application approaches of value co-creation with customers. In addition, multidimensional approaches of value co-creation are discussed and spheres of value co-creation are formulated. At last, critical drivers for delivering value co-creation are highlighted.