Visitor behaviour management of Sydney Opera House

This document discusses the top three reasons visitors are motivated to travel to Sydney Opera House, the key stakeholders responsible for promoting visitors and sustainability, and the main competitor destination. It also provides recommendations on how Sydney Opera House can prosper with increased visitation numbers.

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Visitor behaviour management of Sydney Opera House
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Table of contents
Identification of the top three reasons visitors are motivated to travel to this destination.........2
Key stakeholders responsible for promoting visitors and the sustainability of Sydney Opera
House..........................................................................................................................................2
Ethical, political or cultural/social issues that may impact the success of this destination.......3
What is the main competitor destination/attraction of Sydney Opera House?..........................4
Brief competitor analysis and recommendations on how Sydney Opera House can prosper
long term with increased visitation numbers.............................................................................5
References..................................................................................................................................6

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Identification of the top three reasons visitors are motivated to travel to this destination
Visitors visit a place in order to seek an escape from the drab monotony of the
regular life. This is in terms of achieving rewards for their performance in the personal and
professional life (Edwards & Griffin, 2013). These rewards enhance the experience of the
visitors, giving rise to the desires to explore the unexplored realms. This aspect reflects the
penetration into something, which is beyond the usual conventions. According to the
arguments of Shin et al., (2017), in these factors, motivation is one of an important aspect.
Intrinsic motivation is the independent decision taken by the visitors for selecting a place for
vacation like Sydney Opera House.
Along with this, Nikjoo and Ketabi, (2015) is of the view that push and pull factors
influence the decision of the visitors regarding preference for the tourist spots. Push factors
relate to escape, meeting new people, socializing, recurring attendance, exposure to new
environment among others. On the other hand, the pull factors comprise of specific benefits,
offers in marketing of the events. Scenic beauty of places like Sydney Opera House pushes
the tourists to visit the place at least once in their lifetime. Cultural shows, lip smacking
delicacies and tours within the buildings are the means for attracting the tourist towards the
spot. These services suffice the need of catering to the entertainment and pleasure of the
visitors (Hall, Binney & Vieceli, 2016).
Key stakeholders responsible for promoting visitors and the sustainability of Sydney
Opera House
Australian government, multinational companies, and non-profit organizations work
towards beautifying the glory of Sydney Opera House. In this, the visitors add to these
initiatives by availing the tourism and other services. Mention can be made of the

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Sustainability Plan, created by UNESCO for preserving the cultural heritage of the building.
The immediate result of this plan was the creation of Green Team, who was responsible for
creating environmental awareness (Sydneyoperahouse.com, 2019). Some of the initiatives
undertaken by the team are:
 Incorporating sustainable target lighting in the theatres, museums and offices
 Installing sustainable air conditioning systems
 Conducting Waste Audits
 Ensuring sustainable usage of the office equipments
The Multinational companies organize cultural shows, art and craft exhibitions for luring
the audience across the world. This way they contribute towards enhancing the cultural
diversity, adding to their sales revenue and profit margin. Mention can also be made of the
non-profit organizations, conducting charity shows for ensuring the wellbeing of the
communities. In this, they get the support and assistance from the officials of the building.
Sydney Opera House offers a strong and flexile platform for to the non-profit organizations
regarding expanding the scope and arena of their business (Schweinsberg, Darcy & Cheng,
2017).
Ethical, political or cultural/social issues that may impact the success of this destination
According to the recent plans, Sydney Opera House is to undergo renovation of the
performance areas and spaces. Poor quality of the acoustics and accessibility of the audiences
are the major drive behind the renovation plan. The estimated budget for the plan is
AUS$202 million. The officials are hopeful that the renovation would be completed by 2021
(Telegraph.co.uk, 2019). The management is concerned about the interruptions on the
cultural programs, which would compel the multinational companies and NGO’s to encounter

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losses due to the delayed show timings. They might also face complaints from the clients and
customers, resulting in switch over.
18 months time is very long, till when the prospective clients would seek other
opportunities instead of contacting the Sydney Opera House officials. In such a situation, the
visitors would be deprived of the cultural shows, depicting the Australian cultural diversity.
One of the main concerns is that the hall would not be available till 2021. According to the
revelations of Telegraph.co.uk, (2019), the Northern Broadwalk’s intrusive marquee would
be removed. As a substitute, a function centre, within the building, would be kept open for
the public. One of the added advantages in this would be the mesmerizing views of the
harbours, which can attract the visitors.
What is the main competitor destination/attraction of Sydney Opera House?
Sydney Opera House receives tough competition from The Rocks. This is in terms of
museums, preserving the ancient history of aboriginal culture. Transformation of the slums
into a tourist spot is one of the major attractions within the tourists. The streets are filled with
souvenir shops, restaurants, cafes, art galleries, which lures more and more customers.
During the renovation phase of Sydney Opera House, customers would prefer to avail the
services of The Rocks. Nighttime ghost tours, heritage walks into the aboriginal huts add to
the enthusiasm and thrill of the visitors (Therocks.com, 2019).
Music and cultural shows are the means through which the multinational corporations
lure the visitors. Along with this, the site offers lip smacking delicacies. Mention can be made
of the partnership with Starbucks and Firestone, which expands the scope and arena of The
Rocks’ business. The provision of boutique is an added attraction among the visitors.
Exhibitions on home decor items are one of the areas, where Sydney Opera House and The
Rocks compete. Attempts are made to lure the photographers, sculptors and NGO’s through

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prospective employment opportunities. Organizing competitions for the visitors places The
Rocks ahead of Sydney Opera House (Therocks.com, 2019). Typical evidence of this lies in
Christmas Competition, Melbourne Cup Master Pick Competition and Chinese New Year
High Tea Competition among others.
Brief competitor analysis and recommendations on how Sydney Opera House can
prosper long term with increased visitation numbers
 In order to maintain the competitive pace with The Rocks, Sydney Opera House needs
to organize competition and quizzes for the audience. Gift vouchers of Starbucks can
be awarded as prizes to the winners.
 Along with this, organizing job fairs would lure the businesspersons across the world.
In this, involvement of the start-ups would be an effective decision. For this,
assistance from the government would act as an agent in terms of averting
inadequacies in the financial resources.
 After an event, the officials can take the initiative of conducting greener drives for
cleaning the building premises. This can be done by placing attractive litter bins.
Segregating the wastes would be an innovative and effective step in terms of
preserving the ecological biodiversity. The schools, colleges and universities can
conduct environmental projects, which would enhance the knowledge, skills and
expertise of the children on environmental science.

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References
Edwards, D., & Griffin, T. (2013). Understanding tourists’ spatial behaviour: GPS tracking as
an aid to sustainable destination management. Journal of Sustainable Tourism, 21(4),
580-595.
Hall, E., Binney, W., & Vieceli, J. (2016). Increasing loyalty in the arts by bundling
consumer benefits. Arts and the Market, 6(2), 141-165.
Nikjoo, A. H., & Ketabi, M. (2015). The role of push and pull factors in the way tourists
choose their destination. Anatolia, 26(4), 588-597.
Schweinsberg, S., Darcy, S., & Cheng, M. (2017). The agenda setting power of news media
in framing the future role of tourism in protected areas. Tourism Management, 62,
241-252.
Shin, S. H., Yang, S. B., Nam, K., & Koo, C. (2017). Conceptual foundations of a landmark
personality scale based on a destination personality scale: Text mining of online
reviews. Information Systems Frontiers, 19(4), 743-752.
Sydneyoperahouse.com (2019). Welcome to the House. Retrieved 21st March 2019 from
https://www.sydneyoperahouse.com/
Telegraph.co.uk (2019). Revealed: Radical new plans for Sydney Opera House. Retrieved
21st March 2019 from
https://www.telegraph.co.uk/travel/destinations/oceania/australia/new-south-wales/
sydney/articles/sydney-opera-house-makeover-renovation/
Therocks.com (2019). Explore the Rocks. Retrieved 21st March 2019 from
http://www.therocks.com/

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