JCU BX3193: Visitor Attraction Management Challenges Report

This report delves into the critical aspects of visitor attraction management, addressing key challenges within the hospitality sector. It analyzes three journal articles focusing on Scottish tourism, specifically examining issues like seasonality, revenue management, and changing tourist behaviors. The report highlights how seasonality impacts economic returns and resource management, emphasizing the need for strategies to extend the tourist season. Revenue management practices are explored as tools to handle visitor overflow and optimize profits. Furthermore, the analysis considers the impact of changing visitor behaviors, driven by internet technologies and increased competition among tourist spots. The report provides recommendations for addressing these issues, including extending the season through events, implementing revenue management strategies, establishing a strong social media presence, and forming strategic partnerships to increase revenue and enhance the value of tourist destinations. The report concludes by emphasizing the importance of employee skill development and fostering customer connections to increase visitor numbers.

Running head: VISITOR ATTRACTION MANAGEMENT
VISITOR ATTRACTION MANAGEMENT
Name of the Student:
Name of the University:
Author Note:

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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 to the article named “Visitor attractions and 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
imbalance in the numbers of the visitors, their expenditure, transports gathering and
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

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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
agencies to support the economic growth of the place. These are essential for the
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 manage the tourist overflow and gain profit from these tourist visit, the business
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

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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 in Baltimore, Maryland to create value
for the tourist spots.
Recommendation:
In order to solve the various identified problems of the tourism sectors, the visitor
attraction manager find out some of the most important first solve the problems of
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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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.

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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). Managing revenue in Scottish visitor
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.