Critical Issues in Visitor Attraction Management Development

This report examines various issues in visitor attraction management, emphasizing its importance in the travel and tourism industry for satisfying tourist needs and boosting the economy. It highlights the necessity for tourism management to understand visitor needs to attract more visitors and the ...Read More

Visitor Attraction
Management(Task 3)

Cover content
 Introduction
 Different issues in visitor attraction management
 Conclusion
 References

Introduction
 Visitor attraction management is an important element of
travel and tourism industry which offers the best services
and facilities to their clients as well as tourists for satisfyi
ng their needs and demand.
 It will assist in increasing more visitors to visit various d
estinations. It also improves the economy of country in a
n effective manner.

3.1 Different issues involved in the development of
visitors attraction management
Number of visitors defines the success of any tourism
industry. More the visitors and more will be a tourist
industry have growth. In order to attract a large number of
visitors it is necessary that management of the tourism
understand needs of visitors what they want form a
destination.

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It is the responsibility of government to take care of all
destinations and heritage property which will attract large
number of visitors to visit the place. Main purpose of
tourist sector is to develop and define the best service and
facilities which invite tourists at a large scale and increase
their interest to go over the destination to visit.

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The visitor destinations should be consisting of all basic
facilities in order to add value to the journey of travellers.
During journey many services and products that they need
should be provide on accurate time when they really need
them.
Services and the products should be of a good quality and
not dangerous for visitor's health.
New, unique and innovative products with modifications and
relevance to needs of travellers should be delivered.

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There are some issue which arise in the development of
visitors attraction management:
 Assess or evaluate potential
 Seek advice
 Examine the inputs
 Protection of resources:

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Assess or evaluate potential: Under this step most
innovative and easy ways should be found and visitors
should get the best services and goods. According to this
safety and health measures of the individuals who are
travelling it should be considered as a uppermost
objective.

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Seek advice: Community and the relevant authorities plays
a vital role in providing suggestions. Once the potential is
being analysed then advice from these authorities should
be taken by the management of tourism company so that
changes and improvements can be made accordingly.

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Examine the inputs: In this activities the inputs that are
used to deliver products and services those customer
wants, inputs used by the company should be examined
that there is no issue and any hazardous elements in
material. Goals should be set by the marketer to get
minimum returns from these activities.

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Protection of resources: Proper consideration by the
managers of tourist company should be given so that
these activities must not harm the natural resources and
the cultural values of nation. It aid in maintaining the
natural beauty to attract the more visitors towards
particular destination.

Conclusion
Visitor attraction management help to increase number of
visitor is more important to every country and nation.
They not only helps in earning foreign exchange by also
increase growth of the economy in appropriate manner.
Needs and motives can be affect to the business process in
order to invite more and more tourist to visit at specific
destination.

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.

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