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  Some Structures and Principles of Sustainable Rural Tourism

  The role of rural tourism as a potential economic tool is well recognised. It is estimated that tourism in rural areas makes up 10-20% of all tourism activities and a EuroBarometer (1998) survey report shows that 23% of European holidaymakers choose the countryside as a destination every year. The majority of small and medium size enterprises ... The role of rural tourism as a potential economic tool is well recognised. It is estimated that tourism in rural areas makes up 10-20% of all tourism activities and a EuroBarometer (1998) survey report shows that 23% of European holidaymakers choose the countryside as a destination every year. The majority of small and medium size enterprises (SMEs) in the EU are in tourism and employ less than five people. Many are comprised of two family members. Rural areas provide a special appeal to tourists because of the mystique associated with the rural environment, its distinct culture, history, ethic and geographic characteristics. Rural tourism is a growing sector of the world's fastest growing industry - the tourism industry. It offers many benefits to the rural community. It can be developed locally in partnership with other small business, local government and other agencies. Its development is not dependent on outside firms or companies and their decisions on whether they want to be in the area or not. When considered against other economic development such as manufacturing, rural tourism is less costly and easier to establish. It works well with existing rural enterprise and can generate important secondary income on farms. While airlines and railways, with their national and international linkages, may provide the best of public transport, and global hotel groups give the highest standards of branded accommodation, it is very often the rural area and its attractions, that delivers the bulk of the visitors' experience and defines their perception of the destination.

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  Human Action. Part Four, Chapter XVII. Indirect Exchange && 12-19

  People deal with money-substitutes as if they were money because they are fully confident that it will be possible to exchange them at any time without delay and without cost against money. We may call those who share in this confidence and are therefore ready to deal with moneysubstitutes as if they were money, the clients of the issuing banker, ... People deal with money-substitutes as if they were money because they are fully confident that it will be possible to exchange them at any time without delay and without cost against money. We may call those who share in this confidence and are therefore ready to deal with moneysubstitutes as if they were money, the clients of the issuing banker, bank, or authority. It does not matter whether or not this issuing establishment is operated according to the patterns of conduct customary in the banking business. Token coins issued by a country's treasury are moneysubstitutes too, although the treasury as a rule does not enter the amount issued into its accounts as a liability and does not consider this amount a part of the national debt. It is no less immaterial whether or not the owner of a money-substitute has an actionable claim to redemption. What counts is whether the money-substitute can really be exchanged against money without delay and cost.

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  A Holistic Model and Methodics for the Business Development Process

  The problem is especially valid for the 2007 – 2013 ã., in which the Bulgarian economy has to be modernized and Bulgarian enterprises to be supported in their developmental efforts by special European and national strategic programes and funds. Applying for funding the enterprises has to create their own models. Due to this we present in the study ... The problem is especially valid for the 2007 – 2013 ã., in which the Bulgarian economy has to be modernized and Bulgarian enterprises to be supported in their developmental efforts by special European and national strategic programes and funds. Applying for funding the enterprises has to create their own models. Due to this we present in the study possible conceptual models. They have to be available befor the real projects for business organizational development process starts. The development process needs a comprehensise methodics for the evaluation and strategizing. It is also presented in the study. The object of the study is a holistic concept for approaching and for development of business systems to be presented. Before to start the real development of the business systems their management has to analyse and then to strategize them as networks. The relations between different managerial documents are also examined.