Visitor Attraction Management: Science Museum BTEC HND Assignment

This report examines visitor attraction management at the Science Museum in London, a major tourist destination attracting approximately 3.5 million visitors annually. It identifies key stakeholders, including the Heritage Lottery Fund, Government, Wellcome Trust, and local communities, and discusses funding sources, such as the £8 million from the Heritage Lottery Fund for museum development. The report outlines the recruitment and training processes, emphasizing the importance of analyzing training needs and setting clear objectives. It also highlights the involvement of local communities and the necessity of effective crowd management strategies, such as ticketing systems and time slots. The report concludes that providing excellent services to travelers is crucial for the museum's development and that recruitment and training are directly linked to this process.

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 one of the main museum
that is situated on Exhibition Road in
South Kensington, London. It was build
in the year 1857 and presently it is most
significant tourists destination. It attracts
large number of visitors towards it i.e.
approx 3.5 million annually. It has
collection of around 300000 items.

ATTRACTION MANAGEMENT

STAKEHOLDERS
Meet their needs: -
Heritage Lottery Fund
Wellcome Trust
Key players: -
Government body of United
Kingdom
Chief Executive officers
Management of museum
Show considerations: -
All staff members
Local government
Society peoples
Local communities
Least important: -
Sponsors
Traveller
Providers
Contractors

FUNDING
The Science museum gets funds from various sources which is important for its
development.
Heritage Lottery Fund (HFL) have provided amount of £8 million for
development of museum and for new gallaries.
£400000 as award by HFL for future development of the galleries in science
museum.
The wellcome Trust have provided £500000 for development of project.

RECRUITMENT PROCESS
 In first step recruitment planning is done.
 Next step is strategy development for
recruitment.
 In third step various sources are determined for
recruitment.
 Received applications are scrutinised in fourth
step.
 Last step is to evaluate effectiveness of process.

TRAINING PROCESS
 Analysing training needs of all
employees is the first step.
 In second step objectives and purpose
behind training is set.
 Plans to provide training is designed in
third step.
 At fourth step plans are implemented.
 Evaluation of training is done at last.

LOCAL COMMUNITY INVOLVEMENT
It can be studied form the given graph
that there is significant increase in
involvement of local communities in
development of science museum. It
creates large number of better job
opportunities for local individuals and
this results involvement of local
individuals.

CROWD MANAGEMENT
Crowd management is necessary for maintaining large number of visitors. It the
following context it is necessary for Science museum to handle crowd
effectively. They can use ticketing system by which they will allow
determined number or visitors at particular time. Apart from this they must
use time slot where they can allow only limited number of visitors.

CONCLUSION
As per the following presentation it is being concluded that travellers are the
main factor in development of Science Museum of UK. So it is necessary
to provide them best and effective services to them. It is also being
analysed that issues of recruitment and training is directly associated with
the development process.

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!!