Visitor Attraction Management: Issues and Recommendations
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Added on 2022/10/12
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This paper discusses the issues faced by visitor attraction managers regarding tourism factors in the global prospects. It also provides recommendations to solve the problems of seasonality, revenue issues, and changing visitor behavior.
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Running head: VISITOR ATTRACTION MANAGEMENT VISITOR ATTRACTION MANAGEMENT Name of the Student: Name of the University: Author Note:
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1VISITOR ATTRACTION MANAGEMENT Report: The aim of this paper is to discuss the various issues faced by the visitor attraction managers regarding the factors of the tourism in the global prospects. In this regard three articles have been identified that detail the issues of attracting tourists from around the world in the lean season. These three articles are mainly focussed on the Scottish tourism scenario and detail the different factors which manipulate the count of the tourists in one particular tourist place of the world. According tothe articlenamed“Visitor attractionsand events:Responding to seasonality. Tourism Management” by Connell, Page and Meyer (2015), the problem of seasonality of the tourist arrival only in the peak season of the year create problem for the sustainability and management of the visitor attraction managers. This seasonality problem of the successful tourism limits the economic returns in one hand and prevents the optimum economic advantages gained by the attractions of the destinations. This creates a temporal imbalanceinthenumbersofthevisitors,theirexpenditure,transportsgatheringand employment. In this case, the visitor attraction managers face the main problem of handling demand and supply of resources and capacity at the individual business level. The impact of tourism in the infrastructure and suitability of the tourist places are not limited at all but push the ability of these managers. This study has pointed out that the problem of seasonality has presented an operational problem for the visitor attractions at the macro level. This conceals a great range of business practices at micro scale for allowing the visitor economy for sustainance in the lean seasons. The visitor activities as well as their consumptions great affect the society, economy and environmental of the tourist place in a negative way. In this regard the visitor attraction managers find out the patterns of seasonal demand and institutional components. The management includes the capacities of the tourist
2VISITOR ATTRACTION MANAGEMENT place and how the business can become more sustainable through proper management of the partnerships with the public sector agencies. This type of cooperation helps in the effective growth and scope for strategies by the both governmental as well as non-governmental agenciestosupporttheeconomicgrowthoftheplace.Theseareessentialforthe capitalisation of the innovative thinking process by the managers so that the tourism has no negative effect on the lean or peak season. The another article named ‘Managing revenue in Scottish visitor attractions’ by Leask, Fyall and Garrod (2013), has focussed on the revenue management as the potential valuable tool to address the visitor attraction management problem in the Scottish tourism scenario. In this paper the authors have pointed out that the management problem in the peak season of the tourist activities can be solved through revenue management practices. In order to managethetourist overflowand gainprofit fromthese touristvisit, thebusiness organisations of the country along with the governments can adopt the revenue management strategies. The companies can employ revenue management practices in the Scottish tourism sector for years and these have given the government to the change the manage visitor attractions more effectively from 1999 to 2009. It is the process that allows the managers to develop the attractions more sustainable way by leveraging processes of price differentiation and management of the revenue information. The main findings of the study indicates that the scope and sophistication of the growth in the tourism sector of Scotland has been limited due to traditional outlook of the revenue management. In this regard the responsibilities has been put on the incoherence of the internal and external environment that consist of increasing competition, leisure services, availability of the public funding, diversity of the offered products, change in the organizational culture and skills of the employees. The final article named‘Estimating value in Baltimore, Maryland: An attractions network analysis’ by Stienmetz and Fesenmaier (2015), has pointed out the problems of
3VISITOR ATTRACTION MANAGEMENT changing visitor behaviour in the successful creation of value of the tourist spots. Through proper use of internet technologies, the attraction of the tourist spots can be developed but this is leading a high expectation of the tourist who are going to in the place. Trough internet, the business managers are sharing their offerings and potentials to the global potential tourists. He touch points through which the companies are reaching to the customers are various. This is the reason why the preferences of the customers are constantly changing. This is leading to increased competitiveness among the tourist spots.As the customers are getting more choices in terms of expenses and the visiting places, their behaviours towards the choice of visiting places and preference to spend days are being changed constantly this is creating problem in the visitor attraction management inBaltimore, Maryland to create value for the tourist spots. Recommendation: In order to solve the various identified problems of the tourism sectors, the visitor attractionmanagerfindoutsomeofthemostimportantfirstsolvetheproblemsof seasonality, revenue issues and change in the visitor behaviour in some of the most popular tourist spots of the world. In order to solve the universal problem of seasonal effect on the global tourism, in order to eliminating the pressing problem, the managers need to focus on the extension of the season through arranging fair, festivals, competitions and events of different types and interests. During the lean season the managers can create scope for the companies around the world to showcase their products or services to the prospective client bases. This can lead to have an opportunity to create scope for business tourism. In addition to this, the managers can also extend the peak season by reducing the rate of accommodation of the tourists and price of food so that the tourists can feel that it is profitable to visit the place during the lean season. This is give the managers for visitor attractions the opportunity to be able to create a second peak season.
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4VISITOR ATTRACTION MANAGEMENT For revenue management the managers of visitor attractions can increase the price of the attractions visited by the tourists. It is mandatory that the managers establish a strong social media presence in the global tourism sector. Through this process, the managers can effectively encourage to share their experiences through online social media that can attract more tourists around the world. This the process of social media marketing that reduced physical marketing method which entice more expense. In addition to this, the managers can establish strategic partnership with some international brand or the governments of the countries that can directly contribute to the revenue increase in the national tourism sector. Finally, through arranging events in the place or investing more help the managers to increase the scope in the revamping in the tourist places. This can increase value of the place and also motivate the employees to grow their skills can increase scopes for the value creation of the place. This also leads the managers to increase knowledge of the place more and information of the new events for revamping the place. This also motivates the team members to establish individual connection with the customers around the world so that they can visit these places more and more thus the number of visitors in the place will increase.
5VISITOR ATTRACTION MANAGEMENT References: Connell, J., Page, S. J., & Meyer, D. (2015). Visitor attractions and events: Responding to seasonality. Tourism Management, 46, 283-298. Leask,A.,Fyall,A.,&Garrod,B.(2013).ManagingrevenueinScottishvisitor attractions.Current Issues in Tourism,16(3), 240-265. Stienmetz, J. L., & Fesenmaier, D. R. (2015). Estimating value in Baltimore, Maryland: An attractions network analysis.Tourism Management,50, 238-252.