The matrix for acquiring commercial synergy between the components of visitor attraction management Assignment 2022

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The matrix for acquiring commercial synergy between the components of visitor attraction
management
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Contents
Introduction......................................................................................................................................4
The role of the permutation and combination of key components..................................................4
Personal statement on the issue.......................................................................................................6
References........................................................................................................................................8
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Introduction
The creation of a “sustainable visitor attraction model” is dependent on the commercial synergies
between various components that are necessary for the satisfaction of all the stakeholders. These
components can generate various “push and pull” factors to energize each sector of the business
if we can arrange them in a meaningful matrix where all the nods are supporting and
complementing each other with an intention to achieve the goals of profit.
The current assignment is an attempt to present a qualitative set of recommendations based on
quantifiable evidence which was an outcome of certain researches pertaining to the direct and
indirect components of any given “sustainable visitor attraction model.”
The role of the permutation and combination of key components
While deriving the definition of this term “visitor attraction” in the terminology of tourism, we
find a vague picture guiding us. Excessive snowfall in a hill station can serve as a barrier for
many tourists, at the same time it can also serve as an attraction for adventure lovers. In order to
generalize this paradox, a statement can be made, according to this statement, seasonality is the
key component that ensures visitor attraction towards any given destination. Pricing of the
destination in accordance with the seasonality is another artificial that can create an attraction for
the place (Anna Lesak, 2013).
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When we explore this pricing from the point of view of the industry stakeholders, we find that
during the offseason, services become costlier for them because they are not catering to the
masses. It presents a tricky situation in front of the hospitality and transport service providers.
For instance, a study done on the paid entry visitors in Scotland gives us an idea that during the
offseason, a selective discount on the entry fees helped the region in maintaining a good flow of
tourists. The data collected for this survey were covering the range of 1999-2009 (Anna Lesak,
2013).
This further escalates the problems of the revenue management for the operators because if they
are operating at a lower cost than they might end up losing money instead of gaining it. This cut
in the price can force them to cut down the revenues that these service providers are sharing with
the marketing network and tourism motivation networks (Jason L. Stienmetz, 2015). The moral
of the story is loud and clear, most of the tourism-related bodies cannot scale up the offseason
tourism because they cannot satisfy the needs of the direct and indirect stakeholders. The study
of revenue management for the industry sector of tourism presents an increase in secondary
spending activities. According to this study, the promotional pricing of the destination plays a
key role here (Joanne Connell a, 2015).
Tourism is a complex business; it has a high multiplier during the peak seasons. However, the
same high multiplier levies high idling charges on the operators. The uncertainties involved with
the demand and consistent supply makes it difficult for the operators to conduct it further. The
conclusions of three studies dealing with visitor attraction management, revenue management
and networking management can be co-related and corroborated in a single line formula that
goes as under (Anna Lesak, 2013).
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Creation of off tourism attraction, the practice of selective pricing rebates and the creation of a
ring network catering to the between-ness of the destinations can be administered to develop an
amicable off-season visitor attraction model. The network analysis of the Baltimore, Maryland
region during the off-season promotes the culture of prudent promotional pricing, under this
pricing regime, the operators brought down the prices of the primary attractions and created a
ring to facilitate “in-between” destinations by sharing large percentage of revenue with the
marketing network (Jason L. Stienmetz, 2015). The creating of the offseason events always acts
as a booster of tourism by adding a definitive purpose to trip and catering to a specific segment
of the tourists.
Personal statement on the issue
Visitor attraction management is a complex business that can be addressed with the help of
technology tools. The creation of off-season events can hold the key here. While consolidating
my agreement with the conclusions driven from the Baltimore Maryland analysis and the
findings of the Scottish research program, I would like to draw the attraction of the tourism
planners towards a prominent change which is taking place in the consumer behavior. I observed
that under the present marketing theories most of the tourism promotion bodies are selling their
destinations as an “experience (Hosany, 2009 ).”
For instance, the Taj Mahal in Agra, India, is available for the tourists in the form of virtual
tours. The architecture of this beautiful mausoleum can be seen in detail with the help of
technology. However, the local cuisines and personalized marble inlay work of Agra is
something for which one has to visit the place and experience it. Since we cannot define the
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term “Visitor attraction” in great detail and accuracy, in my views the concept of the creation of
off-season events is a great way of creating some standardized experiences for the 21st-century
travelers (Maslova, 2017).
The Baltimore Maryland research promotes the culture of prudent pricing, in my views, it should
not be about prudent pricing, and instead, it should be more about collaborative pricing of the
tourist attractions during the off-seasons. Since we are considering the Taj Mahal as the locus of
control in the present argument building, we can consider all the attractions associated with the
Golden Triangle of tourism in the same. The findings of the revenue management based
research of the Scottish attractions and findings of the Baltimore Maryland research can be
correlated and corroborated under a separate hypothesis that goes as under.
The creation of off-season events clubbed together with a distinctive off-season experience and
collaborating pricing covering all the major destinations and activities in the Network under a
justified pricing regime can add an attractive purpose and moderate profits in any given trip.
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References
Anna Lesak, A. F. (2013). Managing revenue in Scottish visitor attractions. Current Issues in
Tourism, (Online) (Available At) http://dx.doi.org/10.1080/13683500.2012.667070.
Accessed 5-1-20
Hosany, S. (2009 ). Measuring Experience Economy Concepts in Tourism: A Replication and
Extension. Travel and Tourism Research Association, (Online) (Available
At)https://scholarworks.umass.edu/cgi/viewcontent.cgi?article=1505&context=ttra.
Accessed 5-1-20
Jason L. Stienmetz, D. R. (2015). Estimating value in Baltimore, Maryland: An attractions
network. National Laboratory of Tourism & eCommerce, Eric Friedheim Tourism
Institute, Department of Tourism, Recreation and Sport Management, University of
Florida., Tourism Management 50 (2015) 238e252.
Joanne Connell a, S. J. (2015). Visitor attractions and events: Responding to seasonality.
Tourism Management , Vol 46 (2015) 283e298.
Maslova, M. (2017). Revisiting Tourism Experience in the Experience Economy: Sociological
and Psychological Perspectives. SSRN, (Online) (Available At)
https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3061439. Accessed 5-1-20
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