In the Apurimac-Peru Region, Was There Strategic Management for Development of Tourism?

The objective was to argue the strategic management in the Tourism sector in the last ten years by the subnational government and its impact on the entrepreneurship of local businesses close to the tourism projects executed. Research located in the mixed approach, type of descriptive research. The research sample was senior management documents, budget data, and the collection of direct information regarding local enterprises. Conclusions: (a) The budget disbursements assigned for the execution of investment projects in the tourism sector were intended to strengthen and improve the production, marketing and final service of companies in the process of entrepreneurship-growth, with producer associations being beneficiaries., local providers, whose operation was linked to the Tourism sector; (b) The businesses that were undertaken close to the executed investment projects are maintained to date, because they are affiliated with the association, and the purpose of the project was to help improve the income capacity of the beneficiary families; (c) The investment projects executed for the Tourism sector did not contribute to creating or expanding physical infrastructure, they did not create intangible capital, they left the implementation and installation of basic sanitation to the intervention of the local municipality; (d) The Apurímac regional concerted development plans frame that the tourism sector is a strategic priority between the second and third order, which differs from the potential and formal and informal use of tourist resources and attractions.