Tourism in rural regions of Georgia has a long tradition; however, many structures had been developed during Soviet times under the framework of a centrally planned economy and forced collectivism. Today, Rural Tourism is widely discussed by the national government and international cooperation partners as a means for regional development and as an alternative source of employment in agricultural areas and mountain regions. The purpose of this study is to develop suggestions for the institutionalization of Rural Tourism in the country and to propose relevant actions. Research methods comprised a document analysis, qualitative interviews with various stakeholders, and focus group discussions. We analyzed recent tendencies and challenges of rural tourism development in Georgia with a focus on the concept of community-based tourism and integrated rural development. We also review the challenges of the current structure of tourism marketing on the national level with regard to Rural Tourism products. The key findings of the research include recommendations to create a central leading structure for rural tourism at the national level, which will work on strategic issues and general norms of Rural Tourism. At the same time, we propose the development of destination management organizations, which will integrate general provisions in regional legislation and marketing in close cooperation with local stakeholders.

The global expansion of the tourism industry has intensified competition between destinations, necessitating a deeper understanding of their competitive positioning. The aim of this study is to develop a research model that analyzes the competitive environment of a specific tourism destination and its relative position within the market, using Georgia as a case study. The competitive environment is analyzed based on the preferred travel destinations of the leading tourism-generating countries (or segments) of the destination under study. This approach is grounded in the expectation that a destination’s competitiveness in the global tourism market may differ from its position within a market composed of destinations favored by its primary visitor segments. To achieve this, the study applies the segment-centric geo-competitive environment of a tourism destination (SGE-TD) framework, which consists of three sequential analytical steps: (1) identifying competing destinations that define the study destination’s competitive environment, (2) outlining the key characteristics of this environment, and (3) identifying leading destinations and close competitors. This research has both methodological and practical implications. Methodologically, the paper introduces a structured and target-oriented framework incorporating an innovative SGE-TD approach, which defines a competitive environment based on top popular travel destinations among the top tourism generators of the study destination, along with corresponding analytical tools, which can be applied to similar studies.

The global expansion of the tourism industry has intensified competition among destinations, necessitating a deeper understanding of their competitive positioning. The aim of this study is to develop a research model that analyzes the competitive environment of a specific tourism destination and its relative position within the market, using Georgia as a case study. The competitive environment is analyzed based on the preferred travel destinations of the leading tourism-generating countries (or segments) of the destination under study. This approach is grounded in the expectation that a destination’s competitiveness in the global tourism market may differ from its position within a market composed of destinations favored by its primary visitor segments. To achieve this, the study applies the Segment-centric Geo-competitive Environment of a Tourism Destination (SGE-TD) framework, which consists of three sequential analytical steps: (1) identifying competing destinations that define the study destination's competitive environment, (2) outlining the key characteristics of this environment, (3) identifying leading destinations, and close competitors. This research has both methodological and practical implication. Methodologically, it introduces a structured, target-oriented framework with corresponding analytical tools that can be applied to similar studies. Practically, it provides insights that can inform strategic decision-making in destination marketing and tourism policy.