Heritage Tourism Economic Impact

This assignment analyzes the potential for heritage tourism to drive economic development in heritage sites, using Gayndah Heritage Railway Rail Trail Incorporation as a case study. It explores various stakeholders involved, benefits of external consultation, labor availability management, strengths and weaknesses of business plans, and concludes with recommendations for financial support from government and corporate entities.

Running head: RAILWAY HERITAGE TOURISM
Railway Heritage Tourism
Name of the Student:
Name of the University:
Author Note:

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RAILWAY HERITAGE TOURISM
Table of Contents
Introduction:...............................................................................................................................4
Assessment 1:.............................................................................................................................4
1. Organisation:..........................................................................................................................4
Part a. Organisation detail:.....................................................................................................4
Part b. Business premises:...................................................................................................4
Part c: Organisational chart:...................................................................................................4
Part d: Product and services:..................................................................................................5
2. Future:....................................................................................................................................5
Part a: Vision statement:........................................................................................................5
Part b. Mission statement:......................................................................................................5
Part c. Strategies priorities:....................................................................................................6
Part d: Goals/Objectives and Key Results areas:...................................................................6
Goals:.................................................................................................................................6
Key Results areas:..............................................................................................................6
3. The Market:............................................................................................................................7
Part a. Market Research:........................................................................................................7
Part b. Mission targets:...........................................................................................................7
Part c: Environmental analysis:..............................................................................................7
PESTLE analysis:...............................................................................................................7
SWOT:...............................................................................................................................8

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Part d: Customers:..................................................................................................................9
Part e. Your competitors:.......................................................................................................9
Part f: Advertising and Promotion:......................................................................................10
Part g. Legislation, regulations and codes of practice:.........................................................10
4. The finances:........................................................................................................................10
Part a. Sources of funds:.......................................................................................................10
Part b. Other activities:.........................................................................................................10
Part c: Cost-benefit analysis:................................................................................................10
5. Implementation, Review and Monitoring:...........................................................................11
Part a. Review of plan:.........................................................................................................11
Part b. Monitoring of implementation of plan and identification of business opportunities:
..............................................................................................................................................11
Part c: Reporting of financial and non-financial performance to stakeholders:...................11
5. Risk management:................................................................................................................11
Assessment 2:...........................................................................................................................13
1................................................................................................................................................13
Part a. Strategic planning:....................................................................................................13
Part b: Strategic planning methodologies:...........................................................................13
2. Sources of information:....................................................................................................13
3. Techniques of developing organisational values:................................................................14
4. Risk management strategies:............................................................................................14
5. Business performance of key result indicators:...............................................................14

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6. Cooperative ventures with other firms:................................................................................14
7. Key Stakeholders:............................................................................................................14
8. Three benefits of external consultation:...........................................................................14
9. Availability of labour:..........................................................................................................15
Part a. During implementation:............................................................................................15
Part b. Continuous training:.................................................................................................15
10. Strengths and weaknesses of a business plan.....................................................................15
Conclusion:..............................................................................................................................16
References:...............................................................................................................................17

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Introduction:
Development of heritage tourism has emerged as tool to bring about economic
develop of historically important places. The paper would delve into one such place called
Gayndah in Australia which would be developed by a non-profit organisation called
Gayndah Heritage Railway Rail Trail Incorporation.
Assessment 1:
1. Organisation:
Part a. Organisation detail:
The legal name of the organisation is Gayndah Heritage Railway Rail Trail
Incorporation. It is registered trading under Queensland Associations Incorporation Act 1981
Section 15.
Gayndah Heritage Railway Rail Trail Incorporation by nature is a non-profit
organisation. The organisation provides various types of tourist entertainment and
accommodation facilities in Gayndah (gayndahrailtrail.com, 2018).
The structure of the organisation is a private and non-profit making organisation.
Part b.Business premises:
The business premises of Gayndah Heritage Railway Rail Trail Incorporation are
located in Gayndah in Queensland, Australia. The various tourist attractions like Burnett
River Rail Trail also pass through surrounding areas like Munduhberra.

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Part c: Organisational chart:
The organisation chart of Gayndah Heritage Railway Rail Trail Incorporation is as
follows:
Upper level management President: Takes the decisions
Vice president: Assists the president in taking decisions.
Middle level management:
Secretary: Assists the president and the vice president
Treasurer: Look after the financial aspects like pricing of the tourist packages
Lower level management:
Committee members: Executes the strategies of upper and lower level management.
Part d: Product and services:
The products and services of Gayndah Heritage Railway Rail Trail Incorporation
consist of tourist packages to enjoy the heritage of Gayndah. They consists of attractions like
Gayndah Orange Festival and Historical Railway Bridges. The body also sells merchandize
to tourists as tokens of remembrances (Gregori, Daniele & Altinay, 2014).
2. Future:
Part a: Vision statement:
The vision statement of Gayndah Heritage Railway Rail Trail Incorporation
(GHRRTI) is to promote the heritage of Gayndah. The body seeks to preserve the heritage of
the place by the revenue that it would generate from tourist services.

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Part b. Mission statement:
The mission statement of GHRRTI is to serve tourists by offering their services like
railway trips in the town of Gayndah. The body would use the revenue generated to develop
the town as a heritage tourist spot and bring about growth of its tourism industry (Kiráľová &
Pavlíčeka, 2015).
Part c. Strategies priorities:
The priorities of the organisation are to bring about economic development of
Gyandah and preserve its historical heritage. The Australian town experiences limited
economic development and hence, developing it as a tourist spot would boost its economic
development (Cuong, Dart & Hockings, 2017).
The long-term business strategies of GHRRTI are to develop Gayndah as one of the
most sought tourist spots in Australia. The strategy of the body was to serve tourists and
generate revenue to tourism industry of the town economically sustainable (Brilha, 2016).
Part d: Goals/Objectives and Key Results areas:
Goals:
1. Develop the tourism of Gayndah
2. Promote the heritage railway of the town.
3. Generate revenue from tourism to make the town economically sustainable.
Key Results areas:
1. Revenue generation.
2. Increase in the number of tourists visiting Gayndah per year.

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3. The Market:
Part a. Market Research:
The statistical research would be performed to analyse the market by studying the
number of tourists visiting Gayndah prior to and after development of Gayndah Heritage
Railway Rail Trail Incorporation. The local government would also be consulted to gain
important statistical information like tourist visits (Arizpe, 2015).
Part b. Mission targets:
The sales targets would be selling a minimum of five tourist packages a day. The
sales target would also consist of selling merchandise for additional revenue.
The implementation schedule would consist of promoting the priority tourist packages
of Gayndah and discount offers during suitable seasons to attract tourists and then contact
tourists to sell tourist packages according to their preferences. Then these tourists would be
sent the itinerary of visits along with the rates. The managers would then book the hotels after
getting advancement payment and written confirmation from the tourists regarding their visits
(Benur & Bramwell, 2015).
Part c: Environmental analysis:
PESTLE analysis:
Political:
1. Stable economy of Australia.
2. Government support to tourism industry
Economic:
1. Huge disposable income encourages people of Australia to visit heritage tourist spots.

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2. Financial support from financial institutions.
Social:
Growing concern in the Australian society promotes heritage spots.
Technological:
1. Australia is technologically developed.
2. Social networking sites enable online promotion of tourist places.
Legal:
1. Australian law is very strict.
Environment:
1. The tourism business units like hotels should recycle wastes to minimise environmental
pollution.
SWOT:
Strengths:
1. Strong support from government.
2. The heritage attribute would attract tourists.
Weakness:
1. Dependent on government and corporate sector for initial financial support.
Opportunities:
1. The body can spread its business to other towns and cities.

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2. Gayndah Heritage Railway Rail Trail Incorporation can team up with banks for the
booking process.
Threats:
1. Preservation of heritage sites is expensive.
2. Pollution during historical site renovation work may attract criticism from residents and
government actions.
Part d: Customers:
The target customers would be upper and middle class people with sufficient
disposable income to afford expensive heritage tours.
Gayndah Heritage Railway Rail Trail Incorporation would establish good relationship
with customers by providing high quality services.
The body would continuously keep in touch with customers and inform them on latest
attractions. This would help the body attract customers and make them return to Gayndah
(Eid & El-Gohary, 2015).
Part e. Your competitors:
The three competitors of Gayndah Heritage Railway Rail Trail are Destination Gold
Coast, Tourism Leisure Corporation and Department of Tourism, Government of Australia
which also offers heritage tourism packages (Benur & Bramwell, 2015).
Gayndah Heritage Railway Rail Trail Incorporation would offer affordable tourism
products and services to visitors of Gayndah which would allow it to attract more tourists
compared to its competitors (Kavoura & Stavrianea, 2014).

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Part f: Advertising and Promotion:
Gayndah Heritage Railway Rail Trail Incorporation should advertise its tourist
packages on the televisions, newspapers and travel magazines. It can also promote its
services in trade fairs and seminars (So et al., 2016).
Part g. Legislation, regulations and codes of practice:
The body comes under the legislations, regulations and codes of practices laid down
by Queensland Associations Incorporation Act 1981 Section 15 and governing bodies like
Department of Tourism, Government of Australia (gayndahrailtrail.com, 2018).
4. The finances:
Part a. Sources of funds:
Government aid, revenue from tourists and financial institutions.
Part b. Other activities:
Approach corporate bodies for financial support.
Part c: Cost-benefit analysis:
Category Details Costs in First Year
Fixed cost Taxes, rent of office AUD 20000
Variable costs Electricity, stationary and salary
of staffs
AUD 100000
Other miscellaneous expenses CSR expenses AUD 50000
Total AUD 170000
Benefit Benefits within the first 12 months (in $)
Generation of revenue AUD 1000000

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Generation of employment AUD 100000
Economic development of town AUD 1000000
Total AUD 1100000
The above cost/benefit analysis justifies that it requires no further change in the initial
phase. The management would incorporate the changes as and when necessary according to
business needs.
5. Implementation, Review and Monitoring:
Part a. Review of plan:
The plan would be reviewed once a year.
Part b. Monitoring of implementation of plan and identification of business
opportunities:
The increase in profit generated would show success of implementation of plan and
identification of future business opportunities.
Part c: Reporting of financial and non-financial performance to stakeholders:
The management would report the outcomes of financial and non-financial business
plan to stakeholders on semi annually and yearly basis.
5. Risk management:
RISKS LIKELIHOOD CONSEQUENCE TREATMENT
1.
Fire
High Severe Arranging of fire
extinguishing
systems in all hotels

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and destinations
2.
Natural calamity
Low Very severe Timely reporting to
local government
rescue teams
3.
Thefts
High Financial loss CCTV cameras and
stringent security
checks
4.
Vandalism
low Financial ,loss,
loss of artefacts
Police protection
5.
Accidents due to
tripping, falling and
so on
High Inconvenience to injured
and other tourists
Medical aid,
hospitals
Likelihood
CONSEQUENCE
Insignificant Minor Moderate Major Catastrophic
Almost
Certain
Accidents
due to
tripping,
falling and
so on
Likely
Moderate Thefts Fire
Unlikely
Rare Vandalism Natural

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RAILWAY HERITAGE TOURISM
calamity
Assessment 2:
1.
Part a. Strategic planning:
The heritage tourism business of Gayndah Heritage Railway Rail Trail Incorporation
identifies its current operations and business stands. It can be analysed and identified that the
body needs to acquire funds from government in the initial stage and huge revenue as it
expands its business. The business must achieve growth, expansion and maximisation of
revenue generation. The accountable persons are the president who makes the strategic
decisions, the vice-president who helps the president and the members who execute the
strategies (So et al., 2016). The scheduled planned indicators would be increase in revenue
generation and expansion of business achieved within the set timeframe of a year.
Part b: Strategic planning methodologies:
The strategic planning methodology would consist of formation of strategic based on
the information gained from PEST and SWOT. The apex management should take into
factors like political, situations and strengths like financial strengths while making strategies
(Kavoura & Stavrianea, 2014).
2. Sources of information:
Internal source of information: Employees
External source of information: Customers

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3. Techniques of developing organisational values:
1. Training.
2. Motivation
4. Risk management strategies:
Risk management strategies are important to intellectual property rights because the
companies hold the IPRs of the products they manufacture. Thus, losing of IPR would also
mean losing the products and causing business losses (Eid & El-Gohary, 2015).
5. Business performance of key result indicators:
i. Community awareness or branding-High
ii. Governance- Very high
iii. Quality-High
iv. Sales-High
v. Workforce-High
vi. Triple bottom line (economic, environmental, socio-cultural)-Very high
vii. Profit and Loss- Medium
6. Cooperative ventures with other firms:
Companies must conduct their own SWOT analysis to know their strengths and
weaknesses (Kavoura & Stavrianea, 2014).
7. Key Stakeholders:
Governments, customers, investors and employees
8. Three benefits of external consultation:
1. Professional expertise.

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2. High grade knowledge about market conditions.
3. Information about strategies of other firms.
9. Availability of labour:
Part a. During implementation:
1. By recruiting appropriate human resources.
2. Training.
3. Motivating
Part b. Continuous training:
1. Technical training
2. Soft skill development training.
10. Strengths and weaknesses of a business plan
Strengths:
1. Gives knowledge about resources including financial resources.
2. Gives idea about business strategies.
Weaknesses:
1. Based on estimation and cannot be used to form strong strategies.
2. Hardly gives any idea about future market changes (So et al., 2016).

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Conclusion:
The discussion clearly shows that heritage tourism can help in generating revenue to
bring about economic development of heritage places. Gayndah Heritage Railway Rail Trail
Incorporation should receive financial support from government and body corporates.

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References:
Arizpe, L. (2015). The intellectual history of culture and development institutions. In Culture,
Diversity and Heritage: Major Studies (pp. 58-81). Springer International Publishing.
Benur, A. M., & Bramwell, B. (2015). Tourism product development and product
diversification in destinations. Tourism Management, 50, 213-224.
Brilha, J. (2016). Inventory and quantitative assessment of geosites and geodiversity sites: a
review. Geoheritage, 8(2), 119-134.
Cuong, C. V., Dart, P., & Hockings, M. (2017). Using Enhancing our heritage toolkit for
assessing management effectiveness of the Kien Giang Biosphere Reserve.
Eid, R., & El-Gohary, H. (2015). Muslim tourist perceived value in the hospitality and
tourism industry. Journal of Travel Research, 54(6), 774-787.
Gregori, N., Daniele, R., & Altinay, L. (2014). Affiliate marketing in tourism: Determinants
of consumer trust. Journal of Travel Research, 53(2), 196-210.
Kavoura, A., & Stavrianea, A. (2014). Economic and social aspects from social media's
implementation as a strategic innovative marketing tool in the tourism
industry. Procedia Economics and Finance, 14, 303-312.
Kiráľová, A., & Pavlíčeka, A. (2015). Development of social media strategies in tourism
destination. Procedia-Social and Behavioral Sciences, 175, 358-366.
Our Vision | Gayndah Heritage Railway. (2018). Gayndahrailtrail.com. Retrieved 26 January
2018, from http://gayndahrailtrail.com/about-us/our-vision/