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Understanding how places, particularly cities and towns, are marketed to and consumed by tourists, is vital to anyone working in the tourism industry. By creating and promoting a unique branded destination, the successful marketer can attract new visitors to their city or tourism attraction. With the rise of social media, there is even more scope to explore how tourism marketers can use their own and other social media sites to communicate with today's tech connected traveler. In a new updated volume,?Tourism Marketing for Cities and Towns?provides thorough and succinct coverage of place marketing theory specific to the tourism industry. It focuses on clearly explaining how to develop the branded destination with special emphasis on product analysis, promoting authenticity and, new to this edition, the use of social media to create the personalized experiences desired by visitors. In addition, it contains a wide range of international examples and perspectives from a large variety of different stakeholders, alongside discussion questions and strategic planning worksheets. This book provides both practical advice with real-world application and a theoretical background to the field as a whole. Written in an engaging style, this book will be valuable reading for upper level students and business practitioners of Tourism, Marketing, Urban Studies, Business Management and Leisure Studies."

This study is designed to present a comprehensive view of government in cities and towns with populations between 2,500 and 25,000 in order to determine that the council‐manager form of government has made a consequential difference in government at the local level. Two major forms of government in 559 municipalities are compared and contrasted regarding nine selected variables. Data are evaluated using the independent samples t‐test and regression analysis. Results from this research study demonstrate several differences in local government administration and its provision of municipal services. The data in this analysis show that a statistically significant level of differentiation between the council‐manager and non‐council‐manager forms of government can be seen regarding the education level of the chief administrative officer; the percentages of time this individual devotes to the policy, administrative, and political roles; and the per capita expenditure levels of the municipalities in cities and towns with populations between 2,500 and 25,000. However, the study does not indicate that form of government significantly affects the provision of municipal services and the influence of political activities and special interest groups on municipal decisions of cities and towns in this same population range.

As all urban historians will know, the 1996 Consolidated Bibliography of Urban History is one of the main resources for those researching the history of cities and towns in Europe and the rest of the world. Analysis of its c. 20,000 entries is revealing. Just over 50 per cent concern urban population, physical, social and economic structure and a further 12 per cent are devoted to transport and communications and politics and administration. Only around 6 per cent of the citations refer to urban 'culture' in any form and virtually none concern music in towns and cities in pre-industrial Europe or indeed that of any time or place. In the light of this, it is clear that urban history still tends to be restricted largely to the 'essentially infrastructural' and is still considered to be mostly 'a matter of demography, distributive economics and consequential social arrangements and re-adjustments'.

Research shows that communities and organizations increasingly thrive when men and women work together in leadership roles. Gender inclusivity benefits not only businesses, churches, schools, and state legislatures, but also state and local governments. American democracy is grounded in the idea of representation. "Representative bureaucracy" is the term for government entities employing a workforce that shares the demographic characteristics of the communities they serve, and the combined experiences and perspectives of that workforce represent and benefit all residents within its purview. This includes the thousands of government professionals who run the daily functions of municipalities within the State of Utah.