Managing Sustainable Business

There are two main perspectives in relation to the management of a sustainable
tourism business:

• the need for an equilibrium between the elements that characterize the
  sustainability strategies of a business.
• the need to establish a strategic relationship with the tourist/guest, who is the
  principle player (among the stakeholders involved in the management of
  sustainable tourism) involved in sustainability initiatives.
  In order to ensure a holistic and integrated management, it may be useful to
  identify different types of socio-environmental impacts, and then to establish the
  appropriate tools to regulate and manage them. In the analysis, we consider an SME
  operating in one or more of the following sub-sectors: accommodation (B&Bs,
  hotels, holiday residences, camping sites, holiday villages), bathhouses, restaurants
  and catering services, cafés and pubs, bars etc. Two types of socio-environmental
  impacts can be identified.
  1) Direct impacts: under the direct managerial control of the organization.
  2) Indirect impacts: those over which the organization has no managerial control,
  as they are not directly linked to the business activities.
  The direct impacts include both environmental and social aspects. The direct
  environmental impacts include the consumption of natural resources (such as
  energy from non-renewable resources, freshwater), the production of unsorted
  waste, emissions into the atmosphere (deriving, for instance, from thermal
  household appliances), sound pollution, noise, odors etc. An additional category is
  the impacts linked to the selection of suppliers