Visitor Attraction Management

This presentation discusses the importance of visitor attraction management and focuses on the development of Kensington Palace as an attraction. It explores potential issues such as access and pressure groups, and provides insights into the process of developing attractions. The presentation emphasizes the involvement of the local community and the need for effective management to ensure visitor satisfaction.

Visitor Attraction Management
(Task 3)
Attraction: Kensington Palace

Table of Content
• Introduction
• Potential issues involved in development of visitor
attraction
• Process of developing visitor attraction
• Conclusion
• References

Introduction
Visitor attraction management is very important for economy
as more and more tourists will only be attracted when they
will receive good quality services and they are being treated
well. This presentation will include some issues ans process
that are required to develop visitor attractions.

Issues in developing attraction
Issue: Access
 There are several number of issues are identified for reaching to a
particular location.
 Organisation have to adopt some steps for such concern.
 For accessing the Kensington Palace and Hyda park users have to
suffer heavy problem and they have to wait for more.
 Hyda park is a royal park at London which is signifies as one of a
oldest park at London.
 A famous event which is taking place over there is Winter Wonderland
which is taking place since 2007.

Issue 2: Pressure groups
 These are such groups who do not put up their candidate for
election but try to influence the government policies and
legislation.
 They create major issue because they do not want to enter other
persons in their country and affect their culture.
 For protecting heritage place, pressure groups pressurise
government and private sector organisation to reduce the number
of visitor so that environment can remain healthy.
 At hyda park, large number of tourist come there and might affect
the property of park.

Issue 3: Attraction management
 Many organisation work in conserve heritage and culture monuments.
 It is consider as major thing because this can create a issue in
attracting large number of visitors and create barrier in
development of tourism.
 At Kensington Palace, the number of visitor are getting increase
and thus it become hard to manage them properly.
 At the time of Winter Wonderland, the number of visitor get rises
and thus it become hard to manage them properly.

Process of Developing Attraction
Process 1: Local community involvement
 Local communities involvement is must because it
support in providing appropriate information about such
heritage and sites.
 Without their involvement it become hard for
government to provide necessary knowledge about that
site to tourist. ]
 By providing proper information leads to maximise
number of tourist which signifies as development.

Process 2: Access and signposting
 Signposting: Government bodies have to post signs wherever
required. This help in providing a guideline through which it
become easy for many people to identify the places such as
hotels, motels etc.
 Access: For accessing to a particular destination it is compulsory
for an organisation and government to provide guide to tourist
through which they lead to went at right place.

Process 3: Customer care
 For improving such condition management have to use
appropriate customer care services to their users.
 By applying this technique management can improve all
such areas which really require to get improved in an
effective manner.

Conclusion
 There are many issues arise at the time tourist development. Hence,
organisation have to use appropriate steps in such scenario.
 Some issues are access at such locations which become hard to reach at such
places.
 Also, a proper management of attraction have to take place which is must
through which user satisfaction get rises.
 For this several number of purpose have to be used in which local
communities play a vital role. They are helpful in guiding the tourist
properly.

References
 Gössling, S., and et. al., 2011. Food management in
tourism: Reducing tourism’s carbon ‘foodprint’.
Tourism Management. 32(3). pp.534-543.
 Hartmann, R., 2014. Dark tourism, thanatourism, and
dissonance in heritage tourism management: new
directions in contemporary tourism research. Journal
of Heritage Tourism. 9(2). pp.166-182.
 Haukeland, J. V., 2011. Tourism stakeholders’
perceptions of national park management in Norway.
Journal of Sustainable Tourism. 19(2). pp.133-153.

Thank You