BTEC HND Travel & Tourism: Visitor Attraction Management Issues

This presentation provides an overview of visitor attraction management, focusing on the processes and potential issues involved in developing and managing visitor attractions, using the Victoria & Albert Museum as a case study. It discusses key aspects such as stakeholder engagement, funding sources including Arts Council England, recruitment and training processes, crowd management strategies like timed entries and advance bookings, local community involvement through partnerships and surveys, and the importance of customer service. The presentation concludes by emphasizing the need for V&A Museum to prioritize visitor services and effectively manage visitor numbers while addressing training gaps for employees to enhance overall effectiveness. References and a bibliography are included to support the information presented. Desklib provides similar solved assignments for students.

VISITOR
ATTRACTION
(Processes and potential issues involved in the
development of visitor attractions)

CONTENT
 Introduction
 Attraction Management
 Stakeholders
 Funding
 Recruitment & Training
 Crowd Management
 Local Community Involvement
 Customer Service
 Conclusion
 Bibliography
 References

INTRODUCTION
• Victoria & Albert museum is most
visited destination in United
Kingdom.
• It should be well managed to
increase number of tourists.
• It is essential for them to overcome
on crowd management issue.

Attraction Management

Stakeholders
Meet Their Needs
Stakeholders which provides funding,
government, universities are the key
stakeholders, it is essential for them to
make changes in their act to meet their
needs.
Key Players
Government
Donators
Archaeology department
Show Consideration
Employee
Local Communities
Local Authorities
Visitors
Least Important
Contractors
Suppliers
Subsidiary Bodies

Funding
To manage activities in V&A Museum,
funds are provided by:
 Arts Council England has provided
fund to V&A for the year of 2017/18
which is £750,000. By using this
V&A is managing their ambience
and facilities for their customers.

Recruitment Process
V&A museum has to use this recruitment process to
hire better employees as per their needs:
1. Ensure needs of recruitments on different post.
2. Strategy to recruit people, where they can get better
people.
3. In that area V&A has to make proper search to
identify best candidates for selection.
4. Screening process helps in to select best suitable
candidate for required post.
5. At last, V&A ha to evaluate performance of
employees, are they working appropriately
according to need.

Training Process
Training process steps for V&A to develop employees:
1. Management of V&A has to identify needs of newly recruited
people, this the main error which creating a problem in
trainings.
2. V&A has to set objectives for each candidate which has a need
of training to provide specific training.
3. According training need V&A has a to design a training
program.
4. In implementation part they have to make proper focus that
each candidate is getting the extract or not from this training
program.
5. Higher management has to evaluate that training program has
helped of not to make them able to provide a proper services
to customers.

Crowd Management
It is necessary for them to control crowd to
manage internal environment.
By this, they can control number of visitors
at a time.
Each day has an advance booking so
management has to give preference to
them to manage crowd at a time.
Each ticket has a to be valid for a particular
time period which can help them to make
customers inflow and outflow.
Make a group entry at a time.
Give preference to early bookings.
Give a time line to each visitor to
visit museum.
Give duties to attendant to
accomplish a visit in a particular time
frame to manage crowd.

Local Community Involvement
By these methods management of V&A can
involve local communities:
 By making them partner for different work
like: maintenance & repairs, they can make a
contract with local communities.
 Survey can help to them to identify needs and
problems of locales from them.
 They have to make consultation with public
executives to make changes.
 For any type of changes which can impact on
locals has to be informed by them like
providing information through news paper.

Customer Service
V&A Museum is famous for their
attraction and services. So, it is
essential for management to decrease a
gap in their services by making changes
according to visitors demands.
According to this gap customer service
gap model management has to find out
where they are having a difference in
needs and fulfilment.

Conclusion
On the basis of discussed issues in presentation it can be concluded
that visitors are key focus point for V&A Museum so it is essential
for them to provide a proper services as they want to increase
effectiveness. V&A is having a higher attraction among visitors
which creates a pressure on them to manage number of visitors at a
time to manage proper ambience. Lack of training according to
need is creating a problem for employees which are having specific
need to perform his duties in the Museum.

Bibliography
https://brainmates.com.au/brainrants/the-customer-service-gap-model/
https://www.vam.ac.uk/info/reports-strategic-plans-and-policies
http://www.attractionsmanagement.com/detail.cfm?
pagetype=detail&subject=news&CodeID=310539
http://www.towerhamlets.gov.uk/lgnl/environment_and_planning/planning/
planning_guidance/consultation_and_engagement/
statement_of_community_involve.aspx
https://www.thebalance.com/recruitment-and-hiring-process-2062875

References
Dickinson, J.E., Lumsdon, L.M. and Robbins, D., 2011. Slow
travel: Issues for tourism and climate change. Journal of
Sustainable Tourism. 19(3). pp.281-300.
Garrod, B., Fyall, A. and Reid, E., 2012. Engaging residents as
stakeholders of the visitor attraction. Tourism Management.
33(5). pp.1159-1173.
Kozak, M. and Martin, D., 2012. Tourism life cycle and
sustainability analysis: Profit-focused strategies for mature
destinations. Tourism Management. 33(1). pp.188-194.
Law, R., Qi, S. and Buhalis, D., 2010. Progress in tourism
management: A review of website evaluation in tourism
research. Tourism management. 31(3). pp.297-313.

Thank You!!