Hospitality Management: Paris Tourism Policy and Fullerton Hotel Singapore

HOSPITALITY MANAGEMENT:PART A & B
NAME
ID:
INSTITUTION:
LECTURER:

Hospitality Management 2
Table of Contents
PART A
:HOSPITALITY MANAGEMENT................................................................................................3
Paris Tourism policy........................................................................................................................4
1.Enviroment............................................................................................................................5
2.Social-culture.........................................................................................................................6
3. Economic..............................................................................................................................7
Discussion....................................................................................................................................7
Butler S Lifecycle Model.............................................................................................................8
Recommendation: Agenda 21....................................................................................................10
Conclusion.....................................................................................................................................11
PART B: THE FULLERTON HOTEL SINGAPORE..................................................................12
History and Background................................................................................................................12
Impact of the Fullerton Hotel........................................................................................................15
Economic impact...........................................................................................................................15
Social impacts............................................................................................................................16
Gunn’s Theory model................................................................................................................17
Conclusion.................................................................................................................................18
References......................................................................................................................................19
List of figures
Figure 1: The five stages of butler Model.............................................................9
Figure 2: Gunn’s Tourism Functioning System......................................................17
List of photos
Photo 1: The Fullerton Building 1913..................................................................13
Photo 2: $400 million-dollar ongoing renovation in 1998............................................14

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Photo 3: The Fullerton Hotel..............................................................................15
HOSPITALITY MANAGEMENT
PART A
Tourism is one of the major industries that have been on the rise since the information age
significantly due to the advancement of technology which has played a major role in successful
globalization and a major contribute rot the global economy and stability as well (Gale 2016,p
49-50). The destination chosen for this paper is the France capital city; Paris. Also known as the
city of lights, Paris is a major and globally recognized tourist destination with a major income
source contributing to the economic stability of France and Paris as well. The source of its
reputation in the tourism industry is the vast and quality attractions site such as the Eiffel tower
and Disney Paris, have seen over 33.7 million tourists visiting the region from allover the world
including china which is the biggest tourism exporter globally (Hannam and Paris 2014).
Therefore, this has resulted in the increase of infrastructure development through the regional
tourism board of Paris supporting the increasing numbers of tourist visiting the region causing a
spiral effect. This effect means the creation and development of employments opportunities for
Paris residents as well as the growth of supporting industries such as hospitality, retail, transport
and food and beverage industry. This translates Paris being a crucial contributor to the GDP of
France at an average of 35% scale. Moreover, Paris has developed to be an investment hub for
foreign investors with the intentions of tapping markets that have constant increase in demand
and supply such as luxury goods (Wu 2016)
Over the last three years the tourism industry in Paris has a suffered a minor major setback due to
the rampant terror attacks that have occurred causing foreign governments to issue travel notice
or bans and even tourist avoiding the city due to potential attacks with the most recent occurring
on May this year (Bac and Bugnar 2015). This led to a repo effect especially in 2015, during the
first attack that lead to significant loses and damaged reputation. Moreover, there was an 8%
decrease in arrivals in 2016 despite the football championship. However, the tourism scene
seems to be recovering with the implementation of the tourism ‘destination strategy’ by the

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Regional tourism board of Paris with the cooperation and assistance of private and public players
of the tourism industry. Paris hit an all-time decade of tourist arrival with a15% increase as
compared to 2008.The 2018 scene seems to have a strong potential to boost the numbers with
major cultural opening to occur throughout the year that will result in a further increase in tourist
numbers reflecting the tourism policy outlines by the tourism board
Paris Tourism policy
The Regional tourism board of Paris is committed to advancing supportable practices in tourism
through joint cooperation with other tourism organizations either public or private within the
District to cultivate development and advancement in the area's tourism enterprises and practices.
The Association recognizes the significance of the fruitful drafting of tourism policies as an
urgent advance in the successful usage of feasible tourism activities (Petkus 2015). Regional
policies in relation to the development of tourism at first emerged as a reaction to the emerging
threats to tourism sustainability which started to show up in the early 70s due to the increased
success in globalization which increased the growth and development of tourism.
In Paris, these difficulties showed in the ecological and socio-social circles, and were
exacerbated by the area's abnormal state of powerlessness, frequently because of the danger of
catastrophic events, restricted normal and HR, delicate local markets and an abnormal state of
exchange reliance, which made extra weights to keep up the maintainability component in the
district's tourism practices (Sigala 2016). Moreover, the constant increase in jihadism which has
seen the growth of terrorism both locally and internationally has become a great concern
especially in the growing occurrence of the attacks in in the past two to three years have
emerged to be a greater risk to sustainability and success of the tourism industry tourism industry
in the long (runv et al 2017)
The sustainability policy for Paris can be illustrated further through the conceptual framework of
the triple bottom line framework. The conceptual framework is a philosophical introduction
whereby associations create and execute a customary monetarily reasonable methodology, as
well as expressly incorporate environmental and social manageability systems. Therefore, the
tourism policy for Paris will be discussed through the Environment, Economic and social culture
perspective (Edgell 2015,p24)

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1.Enviroment
Successful ad sustainable tourism must be accompanied with a keen interest to the conservation
and nurturing of the environment. This means regardless of the need of infrastructure
development it should not be at the expense of the environment (McCleod et al 2018). The issues
related to the environment generally include air and water pollution, waste and ecosystem
management, protections of natural resources, wildlife conservation and finally biodiversity
maintenance. the regional and national government had already put in place measures that would
ensure a sustainable environment and organized infrastructure development (Álvarez et al 2017).
This has made it easier for the Regional tourism board of Paris to develop and implement
policies in relation to this context. Moreover, international organizations that are focused on
environmental prosperity have issued standard and regulations that have to be met regardless of
the industry in a region. For example, when a company wants to construct hotel the relevant
authorities in the regions will assess if any damaged will be caused to the environment such as
destruction of biodiversity habitat (Wilson 2015,p445). The main objective is to has a sustainable
tourism which will have a low impact on the environments and as well benefits the environment
in the long run .some of the objectives of the strategy policies in relation to the environment
include
i. To Show responsive and decisive deliver to capable asset utilize, ecological preservation,
social issues, financial speculation, wellbeing and security and quality issues
ii. Confirmation of appropriate correspondence, interpretation/execution of strategies
vigorously
iii. Confirmation of an Environmental Management System suitable to nature, scale and
extent of the business, and current Environmental Management Plan with clearness and
specificity of plan (objectives, targets, and so forth.) and execution (portion of duty, clear
time allotments and so forth.)

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2.Social-culture
Cultural tourism is set to remain one of the key tourism markets in the future where Paris is
among the global cities it is benefiting immensely from. The extended scope of phenomena
culture is consumed by tourist will likewise expand the scope of stakeholders included in this
market, with local communities being one of the keys to the practical improvement of social
encounters. Keeping in mind the end goal to make viable strategies, in any case, more data is
required on the profile, inspirations and necessities of the different cultural tourists from all over
the world (Winkler et al 2016). Therefore, the policies outline by the regional tourism authority
of Paris have ensured that historic heritage, authentic culture, traditions and distinctiveness of
host communities. Moreover stakeholders (individuals, communities, tour operators, government
institutions) have been involved in in all phases of planning, development, and monitoring, and
educates stakeholders about their roles. This has led to empowering local communities in the
district through seeking their opinions and recommendations that will play a major role in a
achieving a sustainable tourism. Significantly some of the policy objectives in relation to social-
culture include:
i. Create a vision for cultural tourism to link and energize stakeholders;
ii. Generate better information;
iii. Develop more specific cultural tourism policy;
iv. Create more targeted cultural tourism marketing activity;
v. Ensure cultural protection;
vi. Make effective use of new technologies; and
vii. Foster stakeholder collaboration.