Visitor Attraction Management

This presentation provides an overview of visitor attraction management, focusing on the case study of Science Museum in London. It covers topics such as attraction management, stakeholders, funding, recruitment process, training process, local community involvement, and crowd management. The presentation highlights the importance of providing quality services to visitors and the role of recruitment and training in the development of a successful attraction.

VISITOR ATTRACTION MANAGEMENT
TASK 3

TABLE OF CONTENT
 Introduction
 Attraction Management
 Stakeholders
 Funding
 Recruitment process
 Training process
 Local community involvement
 Crowd management
 Conclusion
 Bibliography
 References

INTRODUCTION
Science Museum is a major museum
located on Exhibition Road in South
Kensington, London. It was
established in the year 1857 and today
it is most important tourist destination
which attracts approx 3.5 million
tourists yearly. The museum do not
charge any fees to visitors for
admission. It is also an part of Science
Museum Group. It has an collection
of around 300000 items.

ATTRACTION MANAGEMENT

STAKEHOLDERS
Meet their needs: -
Heritage Lottery Fund
Wellcome Trust
Key players: -
Government of United Kingdom
Chief Executive officers
Management
Show considerations: -
All staff members
Local government bodies
Society individuals
Local community
Least important: -
Sponsors
Visors
Providers
Contractors

FUNDING
The Science museum receives funding which most important in its operations and development.
The museum have received £8 million from the Heritage Lottery Fund (HFL). The fund was provided for new
landmark Medicine galleries which is to be completed in the year 2019.
It have also received £400000 as award from HFL for future development of the galleries.
The Wellcome Trust have agreed to award £10 million to museum for new galleries. The Trust have also
provided £500000 for development of project.

RECRUITMENT PROCESS
 The first step is to analyse the
requirement of employees within
organisation.
 In second step strategy is being
developed in relation to meeting the
demand.
 Third step of process is to determine
the sources from where the place is
to be filled.
 After determining sources
applications are received and
scrutinized
 Last step is evaluation in which
effectiveness of process is measured

TRAINING PROCESS
 The first step is to analyse training needs
of all employees.
 Second step of process is to set the
objectives and purpose for which training
is to be provided.
 Third step is to design the plan i.e. how
training is to be provided.
 Fourth step is to implement the plans
prepared.
 At last it evaluation is done.

LOCAL COMMUNITY INVOLVEMENT
The local communities are highly involved
in the development of Science Museum
which can be studied with the help of
given graphs. The museum creates large
number of job opportunities to the
individual of local community and it is
resulted to increase the involvement of
them. They significantly help in providing
effective knowledge to the visitors visiting
sites.

CROWD MANAGEMENT
The crowd management is most significant in order to maintain number of visitors.
For the following, it is important for management of science museum to handle
crowd in effective manner. The museum uses ticketing system by which it allows
limited number of visitors to visit it. It is clearly stated that there is limit of number
of visitors in this museum within particular time and it helps in crowd management.
There are different techniques that are effectively used by this museum so that they
manage number of visitors in effectual way.

CONCLUSION
As per the following presentation report it can be concluded that travellers are the
key element in development of Science Museum. So it is essential for them to
provide best possible services to visitors. The recruitment and training issues is
directly linked with the process of development. It is important to hire good
employees within museum and they must be provided effective training which
supports in delivering effective services.

REFERENCES
Ab Karim, S. and Chi, C. G. Q., 2010. Culinary tourism as a destination attraction: An empirical
examination of destinations' food image. Journal of hospitality marketing & management.
19(6). pp.531-555.
Barros, C.P., and et. al., 2011. Performance of French destinations: Tourism attraction
perspectives. Tourism Management. 32(1). pp.141-146.
Beritelli, P., Bieger, T. and Laesser, C., 2014. The new frontiers of destination management:
Applying variable geometry as a function-based approach. Journal of Travel Research. 53(4).
pp.403-417.

BIBLIOGRAPHY
http://www.sciencemuseum.org.uk/about-us/press/may-
2015/major-heritage-lottery-funding
http://businessjargons.com/training-process.html
https://www.tutorialspoint.com/recruitment_and_selection/
recruitment_process.htm

THANK YOU!!