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Background

World Travel Services Limited, established in 1947, is Thailand’s oldest and largest travel agency. We have more than 500 employees and a fleet of more than 100 modern road vehicles. 80 qualified bilingual and multilingual guides speak fluent English, French, Spanish, German and Chinese. Company provides many daily coach tours and 2-6 days tours throughout the country such as River Kwai tours, Phuket, Krabi, Samui, Pattaya, Trang, Hua Hin/Cha-Am, and Chiang Mai and also including many special package tours to Cambodia, Laos, Myanmar (Burma) and Vietnam.

The company has its own tour desks in leading hotels at all of Thailand’s main resorts: 23 hotels in Bangkok, 3 in Chiang Mai, 1 in Chiang Rai, 8 in Pattaya, 4 in Hua Hin/Cha-Am, 3 on Koh Samui and 4 in Phuket. In additional, the company also arranges booking for steamship companies, airlines and rail travel. Through its affiliate Air Transport Service Ltd, it acts as General Sales Agent for United Airlines. It is also a BSP/IATA agent.

Vision

“To be the top of Travel Agent in Thailand”

Mission

Improve the quality of transportations

Having more connection with travel agent around the world.

Expanding our tour desk to all leading hotel in Bangkok and some other in tourist destinations.

Organization Chart

SWOT Analysis
Strengths
Challenging of managing tourism business successfully

Rapert and Wren, (1998) discussed about the challenges of managing tourism businesses successful, the company must provide satisfying experiences for tourists and guests while profiting their owners. During the past 60 years, World Travel Service is exists in tourism business which has proved itself about the successful in making business strategy and policy. One of those strategy is serving the guests with most standard service tour throughout the country, our tours are standard because the guests will have the program mentioned by our staff from the tour desks about what are they going to see on that particular tour and how many stop that the tour are going to make and they will know about the time that the tours will finish and what time they should be back at the hotels. The tour guides are not allowed to sell any other programs that doesn’t mentioned on the tours. All above about standard service is related to Laws (2004) which mention as Standard Service Quality in tourism is very important, The level of service which management team sets might be higher (or lowers) than the client’s anticipation of service standards and the Quality Systems might not control services standards in ways which matter to clients .

Quality of Staff

GOmez-Mejia et al (2004) discuss on choosing the right person for a job can make a tremendous positive difference in productivity and customer satisfaction. Sharpley (2005) described selection is very important recruitment and selection procedures that identify potential employees who will not only have a natural disposition towards service provisions, but who will also fit in with and respond to the organization’s service culture. So, these above 2 ideas are related to the way how World Travel Service selects and recruits their employees. Currently, most of tour guides graduated from Fine Art Department, Silapakorn University, who know information about Thailand very well. Some other graduated from abroad can speak English fluently which make our tour guides become one of the most standard tourist guides of the country.

Focus on premium and luxury tour

Eleri Jones and Claire Haven – Tang (2005) explained that trend of the luxury market have been raising and it will become the most important part of tourism industry. Now, World Travel Service does their marketing strategy on high-end market which focused on premium and luxury tour by providing extravaganza trips around Thailand. And it is more valuable than mass tourism which having only quantity but no quality of customers.

Weaknesses
Centralized Management

Pieniazek (2007) explained that power being consolidated at the top of the organization, risk is high if the top of the organization becomes incapable of leading the organization (death, illness, or massive organizational size causing a weak span of control) Employees also will feel less motivated to perform for the organization as they will not have an avenue for sharing their ideas on how to improve the organization. World Travel Service use Centralized Management style since their first operated in 1947 which continuously making decision by only one Thai owner of the company, Mr.Kusa Phunyarachun, 92 years old. In some urgent situation, owner cannot response immediately that why sometimes it can cause of failure and dissatisfaction.

Old Building and Old Facility

In hospitality industry such as hotel, travel agent, the geographical appearance is important. ICRA rating, (2009) discussed that the quality of company’s property is directly effect to the image of business. It’s not only to attract the customers, but also create the brand loyalty. The head office of World Travel Service has never been renovated since its first operation in 1947. Customer first impression can be impacted by the company’s surrounding such as reception area, furniture style, decoration, parking area, Vehicle.

Technology (E-Tourism)

Galloway, Mochrie & Deakins, (2004) discussed that online technologies within the tourism industry have significantly impacted on communications, transactions and relationships between the various industry operators and with the customers, as well as between regulators and operations. World Travel Service also doing the e-tourism such as web based technology, online reservation, etc. All of this are play the important role for e-business if the company can keep doing well, it will bring a lot of benefit to company. In the other hands, the company cannot handle to have the excellent operation system and updated website, the company will lost more gain.

Opportunity
Affordable Winter Travel Ideas to escape the Cold

Christakos (2009) explained that many of tourists can’t afford the luxury Hawaii or Bahamas vacation but if they want to relax and enjoy themselves while escaping the blustery winds of the north, there are plenty of things they can do. Thailand stays warm all year round, and it is most comfortable during the winter months. It’s an increasingly popular destination for Australian and East Asian travelers who want both beautiful beaches and exciting modern cities like Bangkok, but there are often some very good deals for flights from the U.S. They don’t come around every day, though, so you have to snatch them up when you find them. World Travel Service can gain profits from tourists who want to relax in Thailand.

Thailand Rank Best “VALUE FOR MONEY”

Thailand has again emerged as the world’s best “brand” in terms of value for money, according to the 2008 Country Brand Index (CBI), the third consecutive year it has won this accolade. Thailand’s ranking as the “Best Country Brand for Value for Money” was announced on 11 November, 2008, at the World Travel Market, the premier annual exhibition of the global travel trade. The same Brand Index also ranked Thailand third in the category of “Friendly Locals and Authenticity”. (International Public Relation Division Tourism Authority of Thailand, 2008). Thailand is the one of tourist attraction which is valuable for the money. This thing will make us become the favorite choice for the tourist who has limit money for their holiday. So that is show about how much Thailand tourism industry could lure on the customer come to visit and some of them might use the service from World Travel Service.

Threat
Global Warming is threatening Thailand’s climate

The average of the world’s temperature increases and the serious natural disaster happens causing negatively effects on people’s health. The tourists are cancelled tours of World Travel Service because Thailand faces problems about natural disasters and disease problems such as depression, flood, H1N1 influenza and etc. Climate also influences environmental conditions that can deter tourists, including infectious diseases, wildfires, algal blooms, insect or wateraˆ?borne pests (e.g. jellyfish), and extreme events such as hurricanes, floods or heat waves. It is also a crucial determinant of tourist decisionaˆ?making. Seasonal climate fluctuations at tourism destinations and at major outbound markets are key drivers of tourism demand at global and regional scales. Weather is an intrinsic component of the travel experience and also influences tourist spending and holiday satisfaction (UNWTO, UNEP and WMO 2008).

Thailand’s political crisis

Ten Kate (2010) emphasized the economic costs from a long-running crisis have so far been largely confined to the tourism industry, consumer sentiment is declining and businesses are hurting. The crisis was hitting confidence, tourism, private consumption and investment. The United States, Britain, Australia, Japan and other countries have warned citizens to reconsider travel plans to Bangkok. World Travel Service is mostly focusing on the foreigner tourist so the company also hitting by this situation. The customer’s booking for this year is very different to last year. Many tourists cancelled flights, hotels, car rental bookings and other tourism activities. This resulted in another two quarters of a quiet period for Thai tourism. Ryu, S. JR. (2005) explained that political instability can increase the perception of risk at a destination and generates negative publicity, which results in an inevitable decrease in tourist arrivals. Risk perception can influence tourist decision-making and destinations can be severely affected.

High Fuel Prices Affect Tourism

The fuel price is increasing, so it’s effect to all industries. World Travel Service is directly affected by fuel price because all activities of company use the vehicle for transportation. The raising of fuel price increases the cost of the company but they could only slightly put on the price of their product. So they have to prepare themselves for handle this thing. Hupp (2008) explained that hotels, cruises, airlines, travel agent and others in the travel industry are affected negatively by high oil prices because transportation costs are higher, and consumers are spending less because of stress on their budgets.

Recommendations
Update company website.

The web site of WTS is far more out of date, The Company have been operate as the largest and oldest travel agency of Thailand but somehow about the company profiles is only four paragraph long which some time make to company not gain more trusts from the customer. There’re many things that we can put on the website such as pictures from the past until present, which transportations they were used from the past to now and also the number of tourist who using the company service. As now E-tourism is very popular, people would like to search from the internet about the company and price and the tour programs before they make a decision to buying it. So it’s very necessary to develop the company website immediately. Mason (2008) explained that information about tourism product is vital to assist the consumer in making choice. Electronic forms of messages about tourism products have certain advantages over printed source. Electronic forms can be more up-to-date and hence topical, they can be more visual and in relation to computerized systems. Increasingly, consumers are using internet sites for planning, searching, reserving and purchasing tourism products.

Improve more facilities in Guest Lobby Area.

The facilities around the reception area are very poor, for example the chairs are not nice and uncomfortable and there is only one sofa for guests to sit. Those who come early grab a good seat and for those who came late sometime have to sit outside or seat on a small chairs which is not suitable for our guests who actually have a large body. Also for our guests who spend over 2,000 baht for a full day tour and around 1,000 baht for a half day tour, this is expensive and I think the guests are looking forward to have a best of their time in Thailand by taking the tours with us started from a first minute when they arrived until the end of the tour. ICRA rating, (2009) discussed that the quality of company’s property is directly effect to the image of business. It’s not only to attract the customers, but also create the brand loyalty.

The improvement of transportation

The company should improve their fleets to catch up with trend in order to stay as a leading travel agency of Thailand from example the number of the company fleets is about 100, and half of that includes the previous series of Toyota Camry and Mercedes Benz bus are very old. Especially for the bus that have been using for over 20years old, many times it has break down while using on the tours. This is a big problem for us to solve this problems such as finding a local taxi in order to bring the guests to the closest destination to wait for other transportation that come from Bangkok to pick the guests. This process takes long time for everyone and of cause causing dissatisfy to the guests that they have to be waiting for so long which after all affect our company brand. Lamp and Davidson (1996) emphasized that the purchaser of tourism product must experience the trip to access the product, the quality of the transportation experience becomes an important aspect of the tourist experience and, therefore a key criterion that enters into destination choice.

Agritourism can be explained as a farm enterprise operated for the enjoyment and education of the public that may also generate additional income for the farmer by promoting farm products and experiences and giving many opportunities to local community to enhance their living standards (Wilson et al., 2006). The concept is gaining popularity and it’s providing a great escape for people in urban environment from their high-paced, strenuous and many times monotonous lifestyle. At the same time it’s helping the new generation to get first-hand experience of the rural life, which otherwise is limited only to the books for them. Spending time on the farms, interacting with the local people and farmers to get an insight into their day-to-day work and their traditions, participating in the local fairs and festivals, doing the actual work on the farm, milking the cow, riding a bullock cart, are some of the activities that can be enjoyed on an agritourism outing.

3.2.1 Theoretical basis of agritourism

Agritourism is multifunctional and cooperative strategy (Sidali et al., 2011; Wilson, 2007; Essex, et al., 2005; Schmitt, 2010; Mason, 2000). The post-productivits agricultural system is the new approach in agricultural development. It is very complicated than subsistence and productivits agriculture systems (Topcu, 2007). Post-productivits agriculture system is a broad concept and the five main tasks of it are qualitative priorities in food production, alternative income sources for farmers and sustainability of agricultural lands, conservation of environment and new employment opportunities. Agritourism can easily link with these new aspects of agricultural development. Moreover, agritourism can be performed in five important sectors such as agricultural economic, socio-cultural, environmental and educational context in an effective manner. Further, since it is highly involved with the gender factor, agritourism as a gender approach is also having higher importance (Topcu, 2007; Sidali, Spiller and Schulze; 2011; Wilson, 2007; Essex, et al., 2005).

3.2.2 Definitions of agritourism

Before 1990, only a little information has been published on agritourism. This lack of information was one of the reasons for the absence for the commonly accepted definition (Lack, 1997). However, after 1990, the research literature on agritourism has flourished and several number of definitions are available now (McGehee and Kim, 2004). Some selected definitions of agritourism are as follows.

Agritourism can be defined as the practice of engaging in activities, events and services that has been provided to consumers for recreational, entertainment, or educational purposes at a farm, ranch, or other agricultural, horticultural, or agribusiness operation in order to allow consumers to experience, learn about, and participate in various facets of agricultural industry, culinary pursuits, natural resources, and heritage (Colorado Agritourism Research Project, 2010).

Tew (2010) cited The Agribusiness Development Division of the Missouri Department of Agriculture (2010) defines agritourism as, “visiting a working farm or any agricultural, horticultural, or agribusiness operation for the purpose of appreciation, enjoyment, education, or recreational involvement with agricultural, natural or heritage resources”

Agritourism as an innovative agricultural activity related to tourism and agriculture both in which has capacity to create additional source of income and employment opportunities to the farmers and local communities (Maruti, 2009).

Agritourism can be characterized as a business or activity that invites visitors to come on-farm or into a rural community to enjoy agriculture, its produce and the natural environment in which it exists. Agritourism is generally an additional enterprise added to the farm, integrating tourism into agri-business (Porcaro, 2009).

An activity, enterprise or business which combines primary elements and characteristics of agriculture and tourism and provides an experience for visitors which stimulates economic activity and impacts both farm and community income (Bruch, 2008).

Tourism on a working farm in which visitors can experience a direct connection with the host farm, rural life and/or the local environment”.

There is not a consistent definition of agritourism in the literature, and it has been used interchangeably with other terms. For example, some studies have previously been synonymously linked to rural tourism, farm tourism, agro-tourism, agricultural tourism and farm based vacation (Seong-woo and Sou-yeon, 2006; Ilbery, 1998; Ilbery, 1991). However, the main idea of all of these definitions is more or less similar. As a whole, agritourism can be explained as an interaction among agricultural producers, visitors, and local residents. Operators (mainly farmers) can earn extra income from the farm, visitors can get real knowledge and experience on farming and local residents can enhance their living slandered in several ways.

3.2.3 Working definition for agritourism in the study

For the purpose of this study, agritourism is defined as “tourism activities that conduct in working farm and surrounding, for enjoyment, education, recreation of visitors, hoping an additional income for the operator from farm resources in special and sustainable local development in general”. This is the working definition for agritourism in this study that is suitable in Sri Lankan context. After having strong theoretical knowledge and practical experience in agritourism sector, this was developed, including considering the main purposes of agritourism visitors, motivation of agritourism operators and expectations of local residents for rural development. Economic, social, environmental dimensions have been included in this definition.

3.2.4 Activities involved in agritourism

Normally, agritourism activities are the tourism activities take place in agricultural lands and surrounding rural environments. The number of agritourism activities mainly depends on the size of the farm and nature of the farming activities. These activities are important for the visitors to enjoy and learn agriculture. Blacka et al (2001) has divided agritourism activities in Virginia, into six categories as lodging and camping (bed and breakfast, camp sites, youth camp, farm vacation, weddings and honeymoons), special events and festivals (music festivals, haunted house, holiday celebrations, harvest festivals) Off the farm (farmers’ markets, roadside produce stands), recreational activities and events (fee fishing, hiking, rock climbing, horseback riding, skeet shooting), tourism related direct marketing (pick your own fruits/vegetables, sell processed food on the farm, sell herbal organic products) an youth and or adult education (Organized tours, agricultural educational programs, demonstrations). Lack (1995) divided agritourism British Colombia, into three groups as retail sales/ direct marketing (goods produced on-site, customer harvested produce and goods produced off-site), Tours (tour of processing facilities, scenic tours and tours of production facilities) and activities (accommodation, cultural activities, recreation and educational or hands on experiences). It is important to include all the possible agritourism activities because it helps to increase the length of stay and satisfaction of the visitors. In European countries, in a farm there are activities for visitors even for several days. However, the number of agritourism activities is lower in Asian countries. Further, activities in agritourism and rural tourism haven’t clearly categorized yet and most of the time they are used interchangeably.

Briefly, a successful agritourism operation should have three aspects. They are the need to have things for visitors to see (educational tours, historical recreations, festivals/special events, crop arts), things for visitors to do (educational activities, petting zoos, hay rides, pick your own) and things for visitors to buy (food and drinks, farm products, souvenirs). Things to see and do are often offered free of charge. But, money can be earned by selling things to the visitors (Adam, 2001). Agritourism can be used as primary, supplementary or complementary enterprise. As a primary enterprise, agritourism would be the main activity in the farm. Agritourism could be a minor activity in supplementary enterprises and it would share equal footing in complementary enterprises (Blacka et al., 2001).Agritourism can consist of different alternatives such as temporary attraction or special event, part of a large agriculture-oriented destination, part of a huge non-agriculture-oriented destination, and full agritourism operation.

Different forms of agritourism business

Farmers can incorporate agritourism activities to their farms in various ways according to the situation. Three possible ways are; as a supplementary, complementary or primary enterprise. To fulfill the final objective of agrotourism; farmer must think creatively and arrange it properly. (Mnguni, 2010).

Supplementary enterprise

In a supplementary enterprise, agritourism is a minor activity that would help the other products on the farm. For example, if the primary enterprise is crop production, educational and training programs can be introduced with marketing facility of value added crop products.

Complementary enterprise

In a complementary enterprise, agritourism activities have equal share with other enterprises in the farm product mix. For instance, if there is a grapes production enterprise on the farm, it the farmer wants to sell half of the grapes to a whole seller and the remainder to ”pick-your-own” operations for visitors on the farm, then the two enterprises would be complementary enterprises.

The primary enterprise

In the primary enterprise, agritourism would be the major activity on the farm. For example, if a farmer hopes to begin a winery in the farm. He will definitely invite guests to have that experience by tasting the product. As a part of that package, he can offer an overnight accommodation in a cottage which is in the farm. And also the farmer can produce grapes in his own farm and use them to wine tasting activities. Here agritourism is the main part of the farm product mix and it becomes the primary enterprise (Bernardo, Valentin and Leatherman, 2007; Blacka, et al, 2001).

Link the relevant sections with chapter 2
3.2.5 Issues and challenges of agritourism development

As agritourism is a business activity, lots of requirements are essential for the successfulness of it. However, as agritourism it is conduct mainly in rural areas by farmers, presence of several issues and challenges is a common phenomenon. For example, a study by Lack (1995) in British Colombia, has discovered that, lack of training, marketing knowledge, quality control, finance, appropriate insurance, excessive regulations, personal challenges for farm families, conflict with primary agricultural production, distance from markets, infrastructure limitations and farm disease are the challenges of agritourism development in that country. Agritourism in Nova Scotia has some obstacles. Many agritourism operators face the problem of lack of assistance and the knowledge required to produce market-ready products as Nova Scotia Tourism. Culture is reluctant to include and to enhance agritourism in their marketing campaigns. This lack of support hinders the development of agritourism products and services resulting poorly developed and marketed products by farmers. So, farmers could not develop many skills required to operate an effective tourism business (Colton and Bissix, 2005).

A study in Haryana, India has reported that the Lack of funds for publicity and advertisement, less number of visitors, Lack of technology to develop farm tourism, lack of motivation of farmers, inadequate price for farm products/activities as major constraints in establishing agritourism (Shehrawat, 2009).

In Sri Lanka, issues and challenges in agritourism are small size farm lands, lack of required skills for the operators, poor level of processing of agricultural products, low level of publicity and promotion are the significant factors. Furthermore, lack of visitors, environmental pollution, poor condition on infrastructure, are the common problems for all the operators (Malkanthi and Routray, 2011b). Although there are few differences, most of the issues and challenges are common for many countries. As issues and challenges are negatively affect for the growth of the sector, finding solutions is utmost important.

Global warming is one of the prominent environmental issues and mass tourism has negative impacts on the environment. In mass tourism, large number of people gather to a same place and enjoy the tourism. Mass tourism indicates that the holiday is standardized, packaged rigidly and nonflexible. Due to the negative impacts of mass tourism, people have started to concern about the quality of the environment and the future of the tourism industry and also due to that has begun to focus on alternative forms of tourism. (Mairesse, 2007/2008)

By showing importance of reality the rural environment reveals itself as an exceptional because it is far from the standard large-scale hotel chains. Rural Tourism needs a help for rural development without trespassing limits, an unseen entrance. Currently the issue of rural tourism is its sustainability. Only from the sustainable tourism can have an area of authentic countryside existence. Rural Tourism development should be totally different from the seaside tourism development which builds artificial villages and big holiday resorts without any identity. Currently the coastal lines have destroyed because the rural spaces are exceeding by urbanization. (Randelli, Romei, Tortora, Mossello, 2011)

3.2.6 Sustainability in agritourism operations

Through Sustainable tourism development it is expected to protect and enhance the future opportunities while fulfilling the needs of current tourists and host regions. It is further explained as managing resources as fulfilling the economic, social, aesthetic needs, while maintaining cultural truthfulness, vital ecological processes, bio diversity and life carry systems (World Tourism Organization, 1999) Therefore, for long term sustainability, should have proper balance between environmental, economic, and socio-cultural aspects which is also known as principles aspects of Agro tourism development.

Same as other tourism destinations, sustainability of agritourism destinations are very important in long run. Although most of the destinations that are feasible in short run, face difficulties in survival in long run. So, economic feasibility, social acceptability and environmental friendliness of tourism operations are equally applicable to agritourism as well. World Tourism Organization (2001) ,defines sustainable development as “convene the requirement of present tourists and host regions as caring and improving opportunity for prospect. Its management of resources satisfies in way of economical, social and aesthetic needs satisfying while maintaining cultural integrity necessary for ecological processes, biological diversity and existence support system”. Markandya, et.al, (2003) have reported that the three main linkages among tourism and sustainable development are economic, social and environmental.

Given tourism’s importance in the global challenges of climate change and poverty reduction, there is a need to urgently adopt a range of policies which encourages truly sustainable tourism

that reflects a ‘quadruple bottom line’ of environmental, social, economic and climate responsiveness. (Sharpley, 2009)

Tourism can kill itself if we mismanage the tourism activities and places (Yalcin Kuwan and Perran Akan, 2001). Unspoiled natural environment is an asset of the industry. It will create the competitive advantage to the industry (Cater, 1993). The implementation and success of policies of sustainability, in employing tourism income to support social and cultural development and wild life conservation, require strategy framework which guides tourism development in a balanced and coherent way (Hall, 1998).

Agritourism focus for increasing rural vitality and stimulating new economic opportunities through the diversification of farm operations and increased revenue on-site and near the operations (Geisler, 2008; Jensen, Lindborg, English, & Menard. 2006). As a means to support the growth and development of the agritourism industry, Extension education can aid in the necessary programming for and education of community leaders and business operators. (Norby, Retallick, 2007)

For sustainable Agritourism operations should minimize the environmental impacts by considering both local and global environmental impacts.Deforestation, water and air pollution etc should be minimized. And also through Agritourism can minimize the damage by conserving natural areas, habitats and wild life. One of the best ways of reaching to sustainability is through achieving a clear sense of difference from other competing destinations. By using local history, industry, culture, lifestyle and natural resources attraction can be done genuinely. And the operations should be done by representing the past, present and future aspirations of the local community as reflecting the values of the community.With proper understanding of target market can offer the products and services with added values.Agritourism is a kind of an operation which provides mutual benefits for visitors and hosts while acting as a economic and community development tool. Ultimately, good tourism businesses get involved with the community and collaborate with other businesses and stakeholders and help to build local capacity.

Enhancing the production can be done through combination of agricultural and non-agricultural options. Increasing the productivity of labor, risk reducing and improving assets can be done through diversification. Linkages between the countryside, towns and cities can augment productivity and sustainability of production by creating employment, revenue and investment.

Finance and investment involves the way of mobilization of resources from taxation, central government, the private sector, foreign direct investment and remittances from abroad. It also includes how resources are invested.

Through proper strategic, Agro-Tourism could bring lot of advantages to the society. It could be a sustainable revenue producing product for rural market and can help inflow to resources from urban to the rural economy. It can avoid moving of rural people to urban. By using this particular form of rural tourism, it is feasible to fully discover the untapped potential of rural market. Both short term and long term preparation, implementing and monitoring are very important in avoiding harm to rural areas. Environmental management, local involvement, sound legislation, sustainable marketing and realistic planning are essential for Agro-Tourism development. Agro-Tourism is emerging as a vital instrument for sustain human development including poverty reduction, employment production, environmental renewal and development of remote areas and improvement of woman and other underprivileged groups in the country separate from promoting social integration and international consideration. The government should encourage Agro- Tourism to make sustainable economic growth and positive social change.

In developing countries tourism has been greatly used for, and linked directly with reduction of rural poverty especially in developing countries. However, the application, and to a degree the principles, of the widely used organizing framework for considering reducing the poverty. Household income sustainability is applied the individual or family level, while tourism sustainability is applied to the industry and destinations at broad, more macro level scales.

Economic feasibility

As one element of destination’s economy, tourism must support a viable economic base. A healthy economy enables a country, region or city to pursue initiatives designed to enhance the quality of its residents (Ritchie and Crouch, 2003). Traditional way of management of tourism destination was rather productive and resource-centered. But since there are limits in adapting to the market, the present strategy is combined supply and market let approach. In this context, management of demand is highly responsible for the sustainable tourism development (Kastenholz, 2004). So, instead of profit maximization of a destination by damaging the environment in short term, now the principle is to obtain the optimum profit.

Economic benefits are positively related with the number of visitors. Further arrangement of traditional and cultural events is cost effective with this large number. However, as agritourism is a niche market, socio-culturally and environmentally sustainable, cooperation of cultural activities is very important.

Socio-cultural feasibility

Tourism operations must be compatible with the existing socio-cultural condition of the area where it is located. It is essential to test the social acceptability of tourism destinations (Gonzalez and Falcon, 2003). There should be a respect for the socio-cultural authenticity of host communities, conserve their built and living cultural heritage and traditional values, and contribute to inter-cultural understanding and tolerance by the tourism operators and especially by outside visitors. Then it is easy to work together by the tourism operators, visitors and the local community.

This is a common for agritourism also. Since agritourism is mainly a service industry in rural areas, goodwill and cooperation of local communities are essential to make it successful (Cole, 2006; Knowd, 2006). Agritourism should be able to offer more positive socio-cultural impact than the negative impacts for the local community. This way agritourism can enhance the socio-cultural feasibility. Sharpley (2002) said that socio-cultural growth includes population of remote areas, development and maintenance of public services, renewal of local craft, customs and cultural recognition.

Environmental feasibility

Tourism destination should less damage to the surrounding environment; especially it should be free from serious environmental pollution activities. So, it should match with environmental rules and regulations and followed by Environment Impact Assessment (United Nations, 1999). However, the literature reveals that little evidence is there regarding environment being considered by farmers, planners and tourism professionals (Kline et al. 2007).

Although it is difficult and expensive, agritourism development should follow the sustainable tourism procedures to obtain the real benefits of it forever. However, most of the operators in many countries mainly emphasize only on short term economic advantages without social and environmental benefits. This is the reason for the breakdown of many tourism operations including agritourism, within a short time period.

Participatory approach in Agro tourism and rural development

The variety mentioned above may be explained by a brief analysis of some of the proposed

definitions of participation.

With regard to rural development, participation includes people’s involvement in decision-making processes, in implementing programmes, their sharing in the benefits of development programmes and their involvement in efforts to evaluate such programmes (Cohen and Uphof, 1977).

Participation is a process through which stakeholders influence and share control over development initiatives and the decisions and resources which affect them (World Bank, 1994).

Participation in spatial planning denotes the co-decision capability of the affected citizens and institutions of the civil society in diverse stages of the decision-making process. When some citizens are affected directly, the participation right is assured by law. In many cases, it is optional. But there are good reasons why optional forms of participation are being applied.

Areas with an enduring high out-migration, the left over population often tends to act passively. The huge social changes, the harder it is to generate fulfill edged participation through the differences of education, local hierarchy, social position and political direction. Intraregional co-operation can be expected as a “market place” of potentials. Each of the groups or individuals integrated in the process of contribution brings in some kind of potential formal political power, informal power of opinion ideas, financial means, and ownership of land, contacts or just personal dedication. The position of the individual within the decision-making procedure is hugely determined by the extent to which the specific potential is esteemed according to objective and subjective criteria.

Participatory approaches are used in order to start up novel development paths and to interpret ideas and concepts into action. At the commencement, however, the competing behavior of the actors prevails. One temporary goal of participatory approaches is therefore to stress common interests and to help compromises which are not pressed through by local things, but at least suitable to all.

Participation typology

Type of Participation
Some Components and Characteristics

Passive Participation

People are told what is going to happen or has

already happened. Top down, information shared belongs only to external professionals

Participation in information giving

People answer questions posed by extractive

researchers, using surveys etc. People not able to influence the research

Participation by consultation

People are consulted and external agents listen to their views. Usually externally defined problems and solutions. People not really involved in decision making. Participation as consultation.

Participation by material incentives

Provision of resources, e.g. labor. Little incentive to participate after the incentives end, for example much farm research, some community forestry.

Functional Participation

Groups are formed to meet predetermined

objectives. Usually done after major project decisions are made, therefore initially dependent on outsiders but may become self dependent and enabling. Participation as organization.

Interactive Participation

Joint analysis to joint actions. Possible use of new local institutions or strengthening existing ones. Enabling and empowering so people have a stake in maintaining structures or practices.

Self-Mobilization

Already empowered, take decisions independently of external institutions. May or may not challenge existing inequitable distributions of wealth and power. Participation as empowering

(Source: Pimbert and Pretty, 1994).

3.2.7 Government policies in agritourism

In general local government is the most important authority in establishing tourism development policies (Perce, 1989). However, the types and the content of its involvement vary from country to country based on the political, economic, and constitutional systems. In many European countries governments’ have supported the growth of the agritourism sector.

There are national policies for the support and development of agritourism in a number of countries for a long time. For instance, in France, state financial aids to support the renovation of redundant farm buildings into accommodation facilities were introduced in 1954. Farms in Italy, Germany and Denmark also have long benefited from national support for the development of tourist facilities (Frater, 1983; Nilsson, 2002). In Britain, Scheme offering financial incentives and advices about diversification, together with partial relaxation of planning restrictions, have facilitated the development of farm-based tourism. The farm diversification Grant Scheme introduced by the ministry of Agriculture, Fisheries and Food in 1988, was one of the first measures offering grants to farmers to help them develop diversification schemes (Walford, 2001).

According to Douglas and Douglas, (2001); Fernando, Rebollo and Biadal, (2003), it is important to develop policies in a proactive nature to lay the foundation and capture the development potential of tourism for rural communities. So, the national rural tourism strategy of a country must emphasis on infrastructure development, product development, accreditation and industrial standards, education and training, market analysis and the role of government authorities and industrial leaders in further developing the rural tourism product. Ritchie and Crouch (2003) reported that policy is an important factor which ensures the success of tourism destination. It also creates a friendly environment among stakeholders.

Therefore, the main objectives of agritourism policy are to minimize and alleviate negative environmental, social and cultural impacts; optimize revenue for industry and re-invest in conservation; optimize the active involvement of, and equitable distribution of economic benefits to, local communities; educate visitors and citizens about the importance of conserving natural and cultural heritage; promote ethical behavior and responsibilities towards the natural and cultural environment; manage operations such that there are long term benefits to the resource, industry and the local residents; deliver high quality, value-for-money, enlightens and participatory natural resources and culture-based experience for visitors; encourage travel in a spirit of humanity, respect and learning about local hosts, their culture and the natural environment etc. Victorious farm-based tourism mostly depends on policy makers, government officers at the local or countrywide level (Beus and Dunlap, 1993).

Brohma (1996) has clearly explained the importance of government involvement in rural development in his study for the third world development, there are necessary new paths.

“Though the third world tourism has developed fastly, it has encountered many troubles common to outward-oriented development strategies such as extreme foreign dependency, the formation of separate enclaves, the strengthening of socioeconomic and spatial inequalities, environment destruction and increasing cultural separation. To avoid those troubles, institutional mechanisms require to be formed to give confidence active state and participation of community in tourism planning”.

Ritchie and Crouch (2003) reported that the following aspects are important as government policies of the sector. Infrastructure policy (Can make destination safer and attractive for the visitors), Local zoning policy/by-laws (Can restrict or encourage tourism facility development), Land use and land assignation, Water resource management, Heritage conservation, Credit facility (granting reduced-interest loans to business and enterprises Affects costs and therefore profitability), Tax and subsidies (Tax concessions for investments, Can affect the growth of the industry negatively and positively and finally for the profitability of the destination), Minimum wage policy (Can affect labor markets), Agricultural policy (Organic farming, Soil conservation), Welfare policy (Can influence the nature and behavior of the work force), Education, extension and Training policy (Can affect the quality of the workforce), Marketing policy, Environmental policy (Limits growth and access to attractive but sensiti

Front office is the main part for hotels. The popularity and how famous is the hotel are also depends to the hotel front office system because for a hotel customers are important and even with the presence of customer only the management can run the business. Moreover, front office people are the one who greet and give first impression to the customers. So, the way they greet customer can lead the hotels to have more customers. Front office are the one who also promote room and beverage sales such as type of room and packages available.

1.2 THE TASK AND RESPONSIBILITY;
1.2.1 THE RESPOSIBILITYS OF FRONT OFFICE MANAGER

The front office manager is the one responsible for any good or bad things happened in the front desk, this includes the staff routine, staff training and all type of communication. The front office manager should also be available to work any shifts. Moreover, if there are any problem in the front office department, he should be ready to settle it off. The front office manager should also be a good leadership for the staffs. The front office manager is also the one who responsible for all the VIP and guess concerns.

1.2.2 THE RESPONSIBILITYS OF FRONT OFFICE ASSISTANT MANAGER

The front office assistant manager is the one who need to update all the profit and problems to the manager. Moreover, the assistant manager is the one who assist manager in the front desk routines and management. He will help the manager with all the basic needs such as the front desk staff schedule, and then take care the desk when the manager not around. He should also able to solve the customers problem with fast act before the issue goes to the manager. The assistant manager is the one who responsible for all the meetings between the staffs too. Should assign the staffs with the routine. And if there’s any emergency should take early act and make sure things are under control.

1.2.3 THE RESPONSIBILITYS OF FRONT OFFICE REPRESENTATIVE

These peoples usually represent the front office such as if there’s any problem the staffs, these people will see 1st before it goes to the supervisor.

1.2.4 THE RESPONSIBILITYS OF FRONT OFFICE NIGHT AUDITOR

The night audit team responsible of the hotels daily activities such as they will be handling the front desk at night. Moreover, they also need to prepared the record of the day for all the room occupied and more. They also need to submit off the account for the particular day. They also need to verify the room charges, banquet charges and other charges correctly in order to provide the hotel data correctly. So, a night auditor plays important roles in a front desk.

1.2.5 THE RESPONSIBILITIES OF A CASHIER

A cashier is the one who handle money in front desk hotel. The cashier should and responsible for all the money act. The cashier will collect money from the guest during check in or check out. They generally operate a cash in a adding machine. The cashier should be very careful and responsible with the cash they handle to prevent any unwanted act. Usually, the cashiers work shift depends to the hotel procedures whereby a normal office hours duty.

1.2.6 THE RESPONSIBILITIES OF RESERVATIONIST

The reservationist would be handling the front office department in handling the reservation calls. So, this people is the one who pick calls for customer reservation. If there’s a call from outside customer to booked a hotel, the hotel reservationist will take their booking and explain about the hotel procedure to the customer. They, are the one who arranged rooms or even any meetings arrangement for the customer if there’s such a booking. They, should also create a good mannerism when speak to the customer in the phone because there are representing the hotel and should make the guest to came down to booked this hotels rooms. Usually, this department working shifts is also depends to the hotel rules. They, should also be a good language speaker.

1.2.7 THE RESPONSIBILITIES OF A TELEPHONE OPERATORS

A telephone operator usually in the front desk with attending calls from outsides, such as if a customer needs to know room availability the telephone operators will transfer the line to interior department. So, a telephone operator should also be a good English speaker to attract the guess. Usually, their working shift time will be bit more different then others and its depends to the hotel procedures. The hotel department should appoint a right person to work here who is more responsible because they are the one who answers the calls whenever there’s incoming call and should answer it within two – three rings.

1.3 CONCLUSION

So, front office is really a very important for a hotels. If, a hotel need to run in successfully the front office department is the major cause. Moreover, front office department are the main receiver of a guess, so a the very 1st satisfaction of a guess is after the way they are treat and its obviously the front office people. So, a good business for a hotel is all depend to the front office so the department heads should take good care of this front desk.

2.0 QUESTION 2
Front office staffs must have certain skills to attract guests during the first impression. Write about Front Office staff skill in guest relations?
2.1 INTRODUCTION

The front office staff must have a good working skill to communicate or attract the guest. For a hotel a business can run up to level if the staff are in proper system, what we can mean here is about the skill and the ability to speak and communicate by the staff to the guest. It is really important for the staff to have a special skill to attract the staffs because not all the staffs can communicate well here and interact with guest in the proper term, so they need to have this special skill to have a qualify working skill. For a newly appointed staff usually the management will give them 1week training session, so the supervisor or the in charge person will give the training to the staffs. Most of the hotels will give them a certificate to prove they are well trained but then certain hotel doesn’t do this. Even some of the hotels give money to the staff for that 1week working training. During the staff in training week, they will be given working hour shift that is from 9a.m – 5pm.

2.1 FRONT OFFICE STAFF SKILL
2.1.1 GOOD COMMUNICATION

A staff who works in the front office department should have the ability to speak very well. It is because the guest who going to check in to stay in the hotel not only going to be a local resident but then from worldwide, so the staff should have the ability to speak well language. Moreover, if the particular staff can speak multi language it will be more great full because there will be multinational language guest with different mother tongue. So, when the staff can communicate this way it will be easier for the guest from foreigners to communicate.

2.1.2 APPEARANCE

Those staff who works at the front desk should have a good appearance. They should be neat in hair wise, the uniform they wear should be neat. All this are important because the guest who check in need to have a good look about the hotel in appreance wise so with such a good appreance, the guest will have respect for the hotel and the board. If, the particular person is tidy with poor appreance and with long hair and so on the guest who check in will have bad manner about the department and speak bad about it to others of his or her friends and give a bad reward to the hotel.

2.1.3 GOOD LISTENING SKILL

The staff should have a good listening skill too. This is because usually front office will be very grandly and one or two noisiness so by having good listening they can overcome it and comfortable with the environment. It also show the support of us to the guest and we can get know what is expected from us by the guest or the superior. The staff can also resolve any problems which occur between the guest. Moreover, they need to have good hearing because when updating any guest data shouldn’t have any error or else they might be in severe problem. To be a good listener the staff and the workers all should have good eye contact with the person whom we are talking. Either than that, they shouldn’t interrupt when the speaker is speaking or else we might not get what they are all talking about and going to cause us problem because the guest can’t keep on repeating the same thing to us so, we shouldn’t interrupt but then listen to them with patient and calm. Nextly, the receiver should also stand or seat in proper way because we need to respect the guest.

2.1.4 POSTURE

Posture also can be defined same as the standing positioning, but in this wise the staff should always face the guest. For example, the receptionist will stand half away bend and talking hardly all shouldn’t be practice as it can lower the hotel prestige.

2.1.5 EXPRESSION

The staff working at front office should always have a good face expression. Whenever, the guest check-in or check-out or even when the guest are standing nearby, the staff should greet them with a smile or even some wish such as good evening and so on. So, by doing this the hotel’s prestige will get higher and at the same time the guest feel good about it.

2.1.6 GOOD EYE CONTACT

The staff should also have a good eye contact with the guest. When a person talks to us, we should greet them back nicely in speaking wise and also by a good eye contact so that the particular persons know that we are hearing to their conversation. If let say there’s no any eye contact, the person will think that we are not listening to them. So, all the staff should be train with having a good eye contact.

2.3 CONCLUSION

So by overall, all the staff should have good working skill moreover for those who works in front desk as the need to deal with the guest every day. For a cashier, this type of skill will be very important because they will be handling cash every day and if any error occur they will be the one to blame. So, the staff should practice those skills in their daily routine to prevent from any problems.

The Sydney Opera House is one of the most popular tourist attractions in Australia and produces more than 7 million tourists/people visiting the venue each year. The Sydney Opera House offers a variety of difference shows and performances as well as guided tours, which enables each visitor to explore the vast creation inside one of the world’s most recognisable buildings. Around 1.2 million people attend the many performances and shows, and over 318, 000 people take part of the guided tours available. The Sydney Opera House is also proudly, State, National and World Heritage listed. However, there are many threats that this iconic Australian icon encounters, including such issues as, conservation, and climate change. These different issues threaten the iconic building for future patrons and therefore need to be taken care of in order to maintain Australia’s most recognisable and best known iconic landmark.

“The Sydney Opera House has become, with the Sydney Harbour Bridge, Sydney’s best-known landmark and international symbol” (The Sydney Opera House, 2011). It is known as one of Australia’s iconic monuments and is one of the busiest and well-known performing art centres not only Australia, but the world. Each year, the Sydney Opera House provides over 1500 varying performance each year. It is located on Bennelong Point in Sydney Harbour, in sight of the Sydney Harbour Bridge and is also situated on the northern eastern point of the Sydney central business district (CBD).

The Sydney Opera House is a performing arts centre envisioned and largely created by a Danish architect, Jorn Utzon. However, designed in 1959, it took a total of 14 years to be completed and was official opened in 1973 by Queen Elizabeth II.

The Sydney Opera House, being a performing arts centre, promotes and supports a variety of performing arts companies, and with seven primary venues, offers audiences the opportunity to experience the very best of the many different art forms performed (Sydney Opera House 08/09 Annual Report, 2009). As well as the actual Sydney Opera House, visitors are able to experience the harbour side area that offers a variety of attractions such as shopping, dining and entertainment.

An estimated 45 million people have attended over 100,000 the Sydney Opera House since its opening in 1973 as well as an estimated 100 million people visiting the actual site (Sydney Opera House 08/09 Annual Report, 2009). Regular tours of the construction are conducted daily and many paths and forms of transport was available, leading back towards the CBD through the Botanic Gardens, which is another well known tourist attraction in Sydney.

The Sydney Opera House provides Sydney with a vast number of tourists domestically and internationally throughout the whole year, which provides great exposure to many restaurants, bars and hotels that surround the Harbour. Hotels like the Park Hyatt, Quay Grand Suites Sydney, the Shangri-La Hotel Sydney and The Four Seasons Hotel Sydney; all benefit from the exposure the Sydney Opera House gains from the estimated 7 million patrons visiting the area each year, creating a link with the hospitality and tourism industry of Sydney.

SITUATION ANALYSIS
Conservation

“The Sydney Opera House is a masterpiece of late modern architecture and an iconic building of the 20th century” (The Sydney Opera House, 2011). It is nevertheless, an extraordinary building and not only the city’s central cultural scene, but it is also admired world-wide and valued by the people of Australia.

On the 28th June 2007, the Sydney Opera House was made a UNESCO World Heritage Site (Braithwaite, 2007). In 2003, Utzon was awarded the Pritzker Prize, an architect’s highest honour award, which stated;

“There is no doubt that the Sydney Opera House is his masterpiece. It is one of the great iconic buildings of the 20th century, an image of great beauty that has become known throughout the world – a symbol for not only a city, but a whole country and continent.” (Sydney Opera House, 2008)

Climate change is the main concern that threatens World Heritage sites such as the Sydney Opera House (Daley, 2009). Since the Sydney Opera House is known as a World heritage Site, concerns about potential threats to the actual site are worrying. Such threats include; rising sea levels, increased ocean acidification, higher sea and land temperatures (global warming), and extreme weather events (National Trust, 2009). Because of the rising sea levels, there is a threat of the Sydney Opera House, sinking due to lack of stability.

What would happen if the Sydney Opera House was not maintained and conserved? Would the economy differ? The Sydney Opera House relies solely on the patrons it attracts for the diverse performances and activities it provides, and the substantial iconic pull it has world-wide. The Sydney Opera House also provides customers for the surrounding dining (restaurants, bars etc), accommodation (hotels), transport (ferry, train, bus etc) and vast activities that are available in the harbour. The Sydney Opera House is one of the most eventful ‘performing arts centres’ in the world, providing over 1, 500 performances each year, and therefore attended by an estimated 2 million people, who intern provide the revenue for different events that occur in and around the Opera House, as well as the many hospitality industries also surrounding the venue.

Conservation: Recommendations for Improvement

In regards to the sea levels rising, the president of the Australian chapter of the International Council on Monuments and Sites, Peter Phillips states that, “If sea levels rise, they will all be gone. We want the Minister to realise that there are genuine threats but there are genuine solutions. At its most extreme example, it could mean building a dam around the Opera House” (Cooper, 2007).

Obviously it is difficult to completely stop the impact of climate change on any Natural Heritage site; however, they are able to be saved for a minimum amount of money with a primary focus on maintenance. However, “Comprehensive statutory and associated frameworks are in place across three levels of government to ensure that the present condition of the property is maintained to an exceptional standard” (Sydney Opera House 08/09 Annual Report, 2009). They ensure that the building and surroundings are maintained through conservation programs, which are regularly undertaken. The Sydney Opera House Trust and the Australian and New South Wales Governments also thoroughly examine the maintenance situation throughout the year.

The Sydney Opera House is ensured protection under various laws as it is listed as a Heritage site on National, State and Local government heritage lists and registers (Sydney Opera House 08/09 Annual Report, 2009).

CONCLUSION

The Sydney Opera House is instantaneously recognised by a vast number of people around the world as one of the most internationally acclaimed symbolic buildings in the world today. The significance of the building does not only relate to the city if Sydney or even Australia, but the nation as a whole. The Pritzker Price officially recognises that the Sydney Opera House was “one of the great iconic buildings of the twentieth century” and that it was “an image of great beauty known throughout the world” (Sydney Opera House 08/09 Annual Report, 2009).

APENDIX I
Key Dates for the Sydney Opera House
Key Dates
Achievements

1957

Jorn Utzon wins Sydney Opera House design competition (January)

1959

Work begins on Stage 1 – building the foundations despite Utzon’s protest that plans were not finalised (March

1966

Jorn Utzon resigns (February)

1973

First guided tours of Sydney Opera House (July)

First performance in Sydney Opera House – Australian Opera performed Prokofiev’s War and Peace in the Opera Theatre (September)

Opening Ceremony and Royal Concert with HRH Queen Elizabeth II and the Duke of Edinburgh (October 20)

1979

Concert Hall Grand Organ completed (May)

1999

Opening of The Studio – new venue for contemporary performing arts (March)

Jorn Utzon is re-engaged and appointed design consultant to the Sydney Opera House (August)

2000

Sydney Opera House Producers Unit established (October)

2002

Sydney Opera House Utzon Design Principles published (May)

2003

Sydney Opera House Conservation Plan published (June)

State Heritage Listing achieved (December)

2004

Backstage Tour launched (April)

Utzon Room opened – first venue at Sydney Opera House designed by Jorn Utzon (September)

Recording Studio opened (October)

2005

National Heritage Listing achieved (July)

2006

Asian Language Tour launched in Japanese, Korean, Mandarin (January)

Colonnade opened by HRH Queen Elizabeth II – designed by Jorn Utzon, it is the first change to the exterior of the building since its completion in 1973 (March)

2007

World Heritage Listing achieved (June)

The Essential Tour launched (October)

2008

Visionary Sydney Opera House architect, Jorn Utzon dies peacefully in his sleep (November)

2009

Western Foyers fully refurbished (July)

Executive summary

In recent years, sustainable tourism has been very common and popular in the tourism industry. This report will be looking at and focusing on the following:

Sustainable tourism what is about
how to develop tourism in the peak district national park, Castleton
how to promote sustainable tourism in the peak district national park, Castleton
number people who visit the peak district national park, Castleton
transport in the peak district national park, Castleton
recommendation
conclusion
Sustainability in the peak district national park, Castleton
Introduction

The aim of this report is to explain how to develop sustainability in the Peak District National Park, Castleton (PDP). The report will consider mainly and focus on the social part in peak district national park, Castleton, and changes that can be made. First of all, the report will tell the reader some brief history of Peak District national park, Castleton (PDP) and then define the term sustainable tourism and tourism development. Then secondly, the author will introduce the requirement that can be done to develop sustainable tourism in Castleton and how to promote sustainable tourism in the Peak District National Park in Castleton, the literature will then recommend development that can be done in Castleton and conclusion will be drawn. “Castleton is an outstandingly pretty village situated at the head of the lovely Vale of Hope, in the heart of the Derbyshire Peak District National Park. Castleton is surrounded on 3 sides by steep hills and the mighty bulk of Mam Tor looms high, 2 miles to the north west of the village. On a hill, overlooking Castleton is the ancient Peveril Castle” Sustainable tourism can be defined as “‘Sustainable tourism’ is simply sustainable development achieved through tourism. Sustainable development is economic development that takes a long-term view. It balances the benefits of economic development against environmental and social costs” (greentourism.org.uk, 2010).

Sustainable Development in Castleton

Sustainable tourism meanly focuses on the environment, social and environment values. However, to achieve sustainable development in the peak district national park Castleton, (PDP) the community has to involve in the partnership.

According to Sinclair (2003:404) define as “sustainable development is expected to meet the needs of the present without compromising the ability of future generation to meet their own needs”. Sustainability is mainly focused so that development is positive for the local people, the visitors and tourism companies. To promote tourism in Peak District National Park, Castleton they have to have more events, activities and exhibitions by doing that it will attract more visitors as it used to do. For example the Garland festival and the Oak apple day which runs every year attracts visitors to Castleton. Castleton has to build more cafe bars for the local people and visitors themselves.

These festivals attract more visitors to Castleton and it helps improve the economy impact and also makes the attraction very popular. In 2001, the population in Castleton was around 1,200(visit Castleton.com, 2010). Because visitors visit different or several parks so Castleton needs to bring more activities so that the destination can be sustainable. However, the communities do not have to destroy the wild life in the area with hiking and walking in the area. In the other hand, the community has monitor and measure the sustainable tourism in the area.

According to the Miller and Ward (2005:177) stated that “since 1993, the WTO has organized sustainable tourism monitoring pilot projects in different parts of the world where WTO consultants have worked together with national and local tourism management to develop indicators for particular sites”.

Attraction in Castleton

Castleton has local attraction, for example the Peveril, Castleton castle and more. The Castleton castle do not attracts more visitors because it needs more improvement and development for it to attract more tourist and visitors. Peak district national park, Castleton (pdp). Castleton is a place where it suite all kind of needs and people, for example,

Education
Old people
Walkers
People who wish to stay overnight
Hikers
Transport in Castleton

Castleton lies at the western end of the Hope Valley in the Peak District National Park, mid-way between Manchester and Sheffield. Transport in Castleton is reliable.

Hope railway station is 3km from the centre of Castleton is served by the Manchester – Sheffield railway line with direct trains to both cities, plus connections to the rest of the railway system.

Source from Castleton.
Improvement in Castleton

The local people and visitors in the communities has to take care with the by not distorting the wild life in the area. According to Shaw and Williams (2004:182) suggested that to sustain tourism the following can be look at:

To run with involvement and consent of local communities, which of course links directly with the ideas of communities participation
Be in position to share profit ‘fairly’ with the local community
Involve communities than individuals.
Promoting tourism in Castleton

According to Waugh (2002) said that “national park must also foster the economic and social well being of the local communities. They are also required to pursue a policy of sustainable development by which they must aim to improve the quality of people’s lives without destroying the environment” (framework 16, p499). To promote tourism in Castleton the community has to contribute in the activities that has been brought and are taking place. By doing so it also creates jobs for the local people in the town or city. The promotion has to be also enjoyed the qualities by the local communities and the visitors”. The local people have participated in tourism developments.

According to Ottinger et al (2005) suggested that to promote tourism in a certain areas the following has to be done:

“It enhances International Corporation, foreign direct investment and partnerships with both private and public sectors, at all levels.
Develop programs, including education and training program that encourage people to participate in eco- tourism to enable indigenous and local communities to develop and benefit from eco- tourism and enhance stakeholder’s cooperation in tourism development”.
Number people who visit the peak district national park, Castleton

There are many people or visitors who visit the peak district national park, Castleton, every year.

Conclusion
Recommendation
The application of the literature suggests that the local community has to contribute to sustain tourism in peak district national peak, Castleton (pdp).
The application of literature suggest that the local people has to keep the environment clean so that it does not harm the wild life
The application of the literature suggest that the local people and the visitors has to use public transport or walk to lower the air pollution
The application of the literature suggests that visitors have to have to control their pets or animal when they visit the peak district national park, Castleton.
Reference list
Ottinger. L., R, Robinson, .A.N., and Tafur. V. (2005) Compendium of sustainable energy laws (1st ed)(p,245) Cambridge press
Waugh, .D (2002) Geography: an integrated approach (3rd ed) (p, 592) nelson thorns.
Miller, G. and Ward, .T.L. (2005) Monitoring for a sustainable tourism transition. The challenger of developing and using indicators.(1st ed) (p, 177).Cabi publishing
Shaw, G. and William, .M.A (2004) Tourism and tourism space (1st ed) (p, 182)

Published: Saga

Sinclair, .D. and Jayawardena

http://www.emeraldinsight.com/Insight/viewPDF.jsp?contentType=Article&Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0410150706.pdf

world – wide hospitality and tourism trend: viewpoint the development of sustainable tourism in the Guianas

What is sustainable tourism?

http://www.greentourism.org.uk/what-is-sustainable-tourism.html

Number of visitors to the Castleton

http://www.peakdistrict-education.gov.uk/fact%20sheets/fz7cas2.htm

images from Castleton

http://www.visitcastleton.co.uk/history.php

history of Castleton peak district

http://www.derbyshireuk.net/castleton.html

aces on the 23th march 2010.

In the late 1980s, the increased concern for global environmental issues contributed to the emergence of interest in sustainability, developing not only in the tourism sector but also all other sectors within economy (Archer and Cooper, 1994; Godfery, 1996, cited in Diamantis, 2004). The need for better spatial, environmental, and economic balance of tourism development is the concept of tourism sustainability, requiring new integrative public-private approaches and policies in the future (Godrey, 1996; Coccossis, 1996; Manning and Dougherty, 1999, cited in Gunn, 2002).

According to the World Tourism Organization (WTO) the growth rate of tourism in Asia-Pacific is nearly twice that for the world overall in 1996 (Lew, 1998). Lindberg (1991, cited in Wight, 1996) mentioned that the whole tourism industry growth 4 percent every year, however, the growing rate of nature-based tourism is between 10 to 30 % which could be seen as rapid growing market in tourism industry. Unfortunately, the tremendous growth rate in Asia-Pacific industry have caused some negative impacts on the environment such as overcrowding at major attractions, environmental pollution and air traffic congestion restricted the development in this region (Muqbil, 1996, cited in Lew, 1998). The exploitation and conservation of sensitive natural environment has become difficulties for government to balance both nature resource and the demand of the tourists.

Ecotourism is one of the methods to meet the goal of developing the sustainability and minimizing people-park conflict to provide benefit to local community and support the conservation of environment (Ormsby and Mannle, 2006). The emergence of the ecotourism into the public consciousness have begun from late 1980s and become an important phenomenon in the 1990s to respond to the sustainable practices and global ecological practices (Wearing and Neil, 2003; Diamantis, 1999). According to Wight (1996), ecotourism is one of the fastest-growing markets in tourism industry, there are more and more people interested in the tourism product which is environmental sensitive or beneficial. Tao et al. (2004) also argue that the growth of ecotourism is because of growing concern over the negative impacts of uncontrolled tourism development and people increased the interest in nature and natural environment.

TIES (2006) states that in 2004, ecotourism was growing globally three times faster than the whole tourism industry. In order to respond to UN’s declaration of 2002 as World Ecotourism Year, some of the Taiwanese social organization began to promote different ecotourism activities. The Taiwanese government also invested around US$ 880,000 dollars to promote ecotourism in Taiwan (Tourism Bureau, 2002). According to Tourism Bureau (2005), 49.5 per cent Taiwanese people like natural scenery and outdoor activities, and among the top ten tourism attractions eight of them are either national parks or public protected areas. It shows that the domestic ecotourism market in Taiwan has grown especially in Kenting National Park. Since 1998 to 2005, Kenting National Park is the most popular national park in Taiwan (Tourism Bureau, 1998-2005).

Given this rapid growing rate of ecotourism, it is necessary for government or private operators to properly operate and manage the destinations in order to balance both the needs of tourism development and the conservation of the natural environment. Higgins (1996, cited in Wurzinger and Johansson, 2006) points out that in order to make the marketing and planning more efficient, it is necessary to have a deeper understanding of ecotourists’ environmental attitude. Therefore, understanding the needs and environmental attitude of tourists who travel in the protected area can help the government to develop and improve the management and marketing strategies. Furthermore, the government can also establish a better interaction with local community, tourists and nature environment.

However, Sirayaka et al. (1999) argue that ecotourism research so far tended to be descriptive types of studies which are more theory-based. Moreover, some of the researchers (Holden and Sparrowhawk, 2002; Meric and Hunt, 1998; Wight, 1996, cited in Wurzinger and Johansson, 2006) argue that there are few of the published studies of ecotourists which is emphasized on the demographics and motivators of the ecotourists. Tao et al.(2004) also state that several researchers have profiled North American Ecotourists (Wight, 1996), but little research has been published on Asian ecotourism market to understand the characteristics and travel motives in that region particularly of domestic ecotourists. Indeed, the research of ecotourism in Taiwan tends to be more concentrated on environmental protection and conservation, and seldom about the motives of the ecotourism and their environmental attitude.

This research of ecotourism in Kenting National Park explores the environmental attitude and the insight into travel motivation of ecotourists in Taiwan in order to provide a model to Taiwanese government to develop a better strategy and plan to manage the public protected area to achieve the goal of sustainable tourism development.

1.2 Research Objectives

The aim of this research study was to explore the motivation of Taiwanese ecotourists in public protected areas to provide a model to the government and private ecotourism operators to sustainable development. This dissertation pursues three related objectives as below:

(1) to critically review the relationship between sustainable development and ecotourism.

(2) to analyze the travel motivations and preference of ecotourists in Taiwan Kenting National Park.

(3) to develop a model to serve as the basis for the government and private ecotourism operators to develop the marketing strategies.

1.3 Dissertation overview

Since ecotourism in Taiwan tends to be a fast growing market and most of the previous research tends to be theory-based rather than emphasize on ecotourists’ motivators and demographics attributes. Moreover, there is little research that focuses on the Asian market, and most of the research concerns with ecotourism concentrated in North American ecotourism market, thus illustrating a gap in the literature. Therefore, the researcher lists three objectives for this research in order to address this.

CHAPTER 2. LITERATURE REVIEW
2.1 Introduction

Francis (1998, cited in Carson et al., 2001:40) states that “it is important to use appropriate literature to justify the research problems at an early stage.” In this part of literature review, the author explains the key issues relating with the ecotourism and their motivations, thus developing the foundation of this research to discover something new and unique. On the other hand, due to a lack of consensus with regard to definition of ecotourist and ecotourism, the following section presents the definition which the author thought is the most properly and consist with this research. In the next section, firstly the author examines the concept of sustainable tourism and in section 2.3 discusses about the origin and concept of ecotourism and ecotourists. In section 2.4 to section 2.6 the author concerns more about the ecotourism market in Taiwan and globe. In section 2.7 focuses on the motivation to push and pull the ecotourists participate in ecotourism activities.

2.2 Sustainable development of tourism

According to Liu (2003), the concept of environmental sustainability originated in the 1970s. In 1972 the Club of Rome released a report entitled “The Limits to Growth” which provided an idea that differentiated with the traditional way of thinking that the unlimited resource providing by natural environment may be used up because of the unfettered population growth and industrial expansion (Dieren, 1995). In 1987, the Brundtland Commission Report defined sustainable development as meeting “the (human) needs of the present without compromising the ability of the future generations to meet their own needs” (WCED, 1987). Essentially, as stated by Eber (1992; cited in Weaver, 2006:10) sustainable development “advocates the wise use and conservation of resources in order to maintain their long term viability”. However, the Brundtland Commission Report made no mention about tourism and the Agenda 21 strategy document from the seminal Rio Summit in 1992 also made little reference to tourism (Weaver, 2006).

The emergence of the sustainable tourism began in the early 1990s and the obvious development was the publishing of the Journal of Sustainable Tourism in 1993 (Weaver, 2006). Nevertheless, Hardy et al. (2002) argue that the concept of sustainable tourism in the literature existed before the term sustainable development officially used. No matter which one emerged first, considering tourism industry is one of the fastest growing markets and due to the resource of earth being limited the concept of the sustainable tourism has become more and more important.

According to Middleton and Hawkins (2002), in the heavy industrial era tourism is not a smokestack industry, thus it does not produce pollution as other industries. However, it has many critics such as British Broadcasting Corporation who argues that tourism is the primary cause of environmental pollution. Indeed, our natural environment such as beaches, forests and lakes become polluted because of tourism-related construction, waste generation and visitor activity; for example the US beach resort of Atlantic city suffered the declined of the tourist (Weaver, 2006). According to Hardy et al. (2002) the concept of the sustainable development includes both economic development and environmentalism. Weaver (2006) also mentioned that any kind of tourism may cause some impacts but sustainable tourism is to minimize the negative impacts and maximize the positive impacts. According to Newsome et al. (2002), sustainable tourism should include three aspects: economic, social and environmental.

In all types of tourism activities ecotourism could be seen as a part of concept of sustainable tourism (Diamantis, 2004). According to Weaver (2002) ecotourism is a sort of alternative tourism. Alternative tourism is a form of sustainable tourism that differs to a conventional mass tourism which is regarded as being unsustainable. Fennell (1999, cited in Newsome et al., 2002:12) defines that ‘ecotourism as involving a type of tourism that is less socio-cultural in its orientation, and more dependent upon nature and natural resources as primary component or motivator of the trip’. Clarke (2002:235) argues that ecotourism and sustainability are not inter-changeable terms. He also asserted that ‘the purest form of ecotourism seeks sustainability, but not all sustainable tourism is ecotourism’.

However, Wall (1997), argues that ecotourism can be seen as a marketing gimmick by the tourism industry to promote a clean and green image. Wheeller (1993), Maclellan (1997) and Mowforth and Munt (1998, cited in Weaver, 2006), also refer that some of the businesses and governments provide a wrong impression of environmental and social responsibility to the public by using ecotourism in their marketing as a form of greenwashing. They maintain that inevitably ecotourism is used to be the marketing buzzword, because sustainability is not only about sustainable of social, environmental and economic. Therefore the economic sustainability of a destination or a product is also a significant element to achieve the goal of sustainability in general. McKercher (2001; cited in Weaver 2002) notes that most of the ecotourism operations and destinations must meet the financial sustainability in order to survive and simultaneously meeting the other criteria is another challenge.

There are some disputes about whether ecotourism is sustainable or not. Since there are many definitions of ecotourism and some of them are ambiguous, it is difficult to give an absolute meaning of ecotourism (Kristages, 2002). Moreover, as stated by Weaver (2001), the stances people take may also vary, some people may believe more in biocentricity and some may stress an anthropocentric point of view. From the biocentrism’s point of view, all elements of the biosphere have equal value. They contend that one generation should leave the same or larger natural assets to the next generation. On the other hand, those who believe in the concept of anthropocentric would accept that human capital can be substituted for natural capital. Therefore, it is impossible to use a standardized criterion to access whether a particular ecotourism activity or operation is environmentally or socio-culturally sustainable. In the next section the author will discuss more about the ecotourism and ecotourists, and choose a definition of ecotourism and ecotourists which is most appropriate for this research.

2.3.1. The origin and concept of ecotourism

The term ‘ecotourism’ emerged in the English literature in 1985 (Romeril, 1985; cited in Weaver, 2002). It has become known in the late 1980s because of the world’s reaction to the sustainability of global ecological practices (Diamantis, 1999). According to Silva and McDill (2004) through the increased awareness of nature and direct conservation efforts of ecotourism business, ecotourism can promote the conservation of nature resources to the local area. As noted before, the lack of a universal definition of ecotourism results in multiple interpretations. The concept of ecotourism has remained controversial and elusive. Furthermore, the extent of ecotourism is too broad that it is too hard to say what is ecotourism in the current literature. To take the definition of the International Ecotourism Society, ecotourism is ‘responsible travel to natural areas that conserves the environment and improves the well-being of local people’ (TIES, 1990). Another definition of ecotourism is by Butler (1989:9-17, cited in Sirakaya et al., 1999:169):

“Ecotourism can be described as the type of tourism that is inherently sensitive to communication, awareness and environmental enhancement. These characteristics of ecotourism make it less likely to create social and environmental problems commonly associated with conventional tourism. Ecotourism attempts to give travelers a greater awareness of environmental systems and contribute positively to the destination’s economic, social and ecological conditions.”

In this study the author adopts the definition of ecotourism from Butler because he focuses on the three aspects of a destination and not only emphasizes the environmental or socio-cultural concerns. The establishment of Kenting National Park is based on conserving the natural environment, wildlife and historical spots in order to provide a place for people to recreate and promote the attitude of environmental conservation. Moreover, in this study the author aims to investigate the profile of Taiwanese ecotourists in order to develop the marketing strategies for the government. Wight (2001) argues that ecotourists tend to spend more capita on their trip than the average tourists. Therefore, ecotourism is regarded as a lucrative industry and it is appropriate for some area where is not suite for attracting unsustainable economic activity. Silva and Mcdill (2004) also maintain that ecotourism creates the economic interest to provide incentives for conserving nature resources.

Mader (2002) states that most forms of the ecotourism meet three criteria (1) it provides for conservation measures; (2) it includes meaningful community participation; (3) it is profitable and can sustain itself. According to Weaver (2001) ecotourism is often assumed to be a subset of the nature-based activity, however, it is only a part of nature-based tourism. He also mentions that some parts of cultural, adventure, hybrids, 3S, alternative and mass tourism can also be seen as a kind of ecotourism. It is interesting to note that from the adaptancy platform’s perspective, mass tourism and ecotourism are not mutually exclusive (Weaver, 2001). Wall (1997) argued that if the ecotourist is more demanding environmentally than the mass tourist who may not visit the endangered species in some ecotourism location and whose need and waste can be planned for, the ecotourist also can be considered as mass tourist who may generate some impact to the environment.

Acott et al. (1998) argue that the term ‘ecotourism’ does not necessarily refer to an activity that is environmentally benign, sometimes it can be used as the marketing term that sell products that verge on mass tourism. Given the way the interpretation of ecotourism is different people may operate ecotourism by emphasizing different aspects. Mader (2002) argues that there are advantages and disadvantages for using specific point of view. He addressed that the ecotourism project of the conservation groups may have good conservation plans but tend to lack the marketing strategies and the knowledge to run the tourism business. On the other hand, there are some businesses providing nature tours which are highly profitable but have no community partnership or conservation assistance.

2.3.2 The concept of ecotourists

The ecotourist is similarly complex to define and even no exactly answer to judge. Wight (1996) states that the motivation of the ecotourist overlaps with other type of tourist and also ecotourist cannot be defined by the tourism product in which they interested. He also argued that no one can be called ecotourist until they are in the ecotourism destination. When the ecotourist is visiting the theme park and on the roller coaster, can we still call he/she an ecotourist? Moreover, the tourist who travels merely to see the nature environment and is not ecological friendly or beneficial the nature environment also cannot be considered as ecotourist (Wight, 2001). However, Acott et al. (1998) argues that since it is no reason to determine an individual’s environmental value by the geographic location, thus it is still possible for individual to be a non-ecotourist in an ecotourist destination and in the opposite way to be ecotourists in non-ecotourist locations. According to Blamey (1995:24, cited in Diamantis, 2004:6) an ecotourist is “anyone who undertakes at least one ecotourism experience in a specified region during a specified period of time”. On the other side, Lee and Snepenger (1992: 368, cited in Juric et al., 2002: 261) state that

“Ideal ecotourists are motivated to participate in critically and ecologically sensitive activities, expect their expenditures to be used to support the local economy and resource conservation, and are willing to contribute to conservation and sustainable development in the area of their trip.”

In this research, the author takes the definition of Blamey to define the ecotourist. This is because the objective of this research is to provide a model to the government and private operators to develop their marketing strategies in order to attract and increase the amount of the ecotourists they targeting. Therefore, the ecotourists could be seen as people who are willing to participate in the ecotourism activities in the ecotourism area rather than ‘ideal ecotourists’ who might be deep ecotourists but only a small group of people. In the next section, the author will elaborate the concept of deep and shallow ecotourist.

2.3.3 Deep and shallow ecotourist

Ecotourists can be separated into active and passive ecotourists in Orams’ (1995, cited in Weaver, 2001) model and some of the researchers may call it hard and soft ecotourists. According to a similar dichotomy of Acott et al. (1998) it is called it ‘deep’ and ‘shallow’ ecotourists in this research. No matter which term is used, the differences of deep and shallow ecotourists can be defined below.

According to Weaver (2001) deep ecotourist has a strongly biocentric attitude that is committed to environmental issues. Deep ecotourists desire for the deep and meaningful interaction with natural environment and the activities they do on site are resources based. Deep ecotourists tend to arrange the specialized tour in a small group by themselves and do not require on-site service. On the other hand, the environmental attitudes of shallow ecotourists are not as deep as ecotourists which are more suggestive of steady rather than enhancive sustainability (Turner et al., 1994, cited in Acott et al., 1998.) Shallow ecotourists tend to travel in a large group and they usually see ecotourism as a part of their multiple purpose tour. In essence, Acott et al., (1998) point out that shallow ecotourists represent the viewpoints that stand between deep ecotourist on one hand and mass tourist on the other hand.

According to Fennell (2002) deep and shallow ecotourists can be viewed as an inverted triangle (Figure 2.1). He argues that compared with the larger part of the soft end market, hard ecotourism sector is relatively small. The further up the top of the inverted triangle the greater of the specialization, expectation and time spent with regarding to the ecotourism experience. It also shows that regarding the increase of the tourists demand, it is necessary to increase the facility such as hotel, transportation and any other required amenities. Acott et al. (1998) argue that the wide range of the activities of the ecotourism might have different environmental impacts and attract people with different motivation and set of values. The term ‘shallow’ and ‘deep’ ecotourist is merely used to differentiate the tourists that verge on the mass tourism and truly make an effort to accomplish at environmental tourism.

Specialization, expectation and time spent

Soft path ecotourism

Hard ecotourism

Number of ecotourists

Reliance on built/modified environment

Based of interests/attractions

Natural history realm

Source: Fennell (2002: 18)
Figure 2.1: soft and hard dimensions of ecotourism

To sum up all the arguments the author has explored above, there is growing agreement that ecotourism consists of three criteria (Weaver, 2002) despite the confusion surrounding it. Firstly, according to its attractions ecotourism is basically nature-based. This is including a holistic experience or product that involves with the ecosystem. Secondly, the motivation and interaction of the ecotourists are based on the desire to appreciate and learn about the nature-based attractions. There is an important element to differentiate ecotourism from other forms of nature-based tourism by learning and appreciation. The third core component of the ecotourism is sustainability. Weaver (2002:254) argues that ‘sustainability does not inherently depend on scale at all’. Depending on the circumstances, whether small or large scale tourism could be good or bad in outcome.

2.4 Ecotourism in Taiwan

Griffin (2002) points that due to the September 11, 2001, the trend of travel has changed to safer destinations and modes of travel. The result of this will bring more pressure on the domestic and short-haul destination into major market. In Taiwan, almost half of the domestic tourism activity focuses on nature-related activities (Tourism Bureau, 2005).

However, the high population density and rising economic activity in Taiwan has generated some negative impacts on Taiwan’s natural environment (Tao et al., 2004). Despite these problems, Taiwanese people are still interested in ecotourism and also have become more concerned toward the conservation of natural environment (Tourism Bureau, 1997). The Ministry of the Interior (2004) asserts that improper development of ecotourism will bring some benefit to some people in the short term but this may result in unsustainable tourism development in the long term. However, Weaver (2002) maintains that the ecotourism provides a financial incentive for preserving the undisturbed sectors far more than potentially unsustainable activities. These unsustainable activities such as commercial logging, mining, hunting and agriculture may apply in both protected and unprotected area. For instance, Lindberg (1998; cited in Weaver, 2002) argues that in the East African savanna, wildlife observation can bring far more income than hunting.

Kenting National Park is the most popular destination area in Taiwan, and indeed, much more popular than other public protected areas (Tourism Bureau, 1998-2005). Although Kenting National Park has the most species of wildlife around 3,828 different species both over and below water (Ministry of Interior, 2001), since Taiwan’s government put more attention and emphasis into developing and managing new public protected area, the tourism arrived rate in Kenting National Park has slightly decreased in recent years (Tourism Bureau, 2004). In response to the United Nations’ declaration of 2002 world Ecotourism Year, Taiwan’s government also asserted that 2002 is Ecotourism Year in Taiwan. In order to promote this plan, Taiwan’s government invested about 500 thousand pounds to build up Taiwan as an Ecotourism island (Hsu, 2002).

However, in 2002 Ecotourism White Paper (Ministry of Interior, 2004) stated that due to most of the eco-tour operators not really understanding the real meaning of ecotourism, the eco-tour which they provide does not conform to the goal of the ecotourism such as resource conservation, education of tourists and benefit to the local community. Moreover, the ecotourism market in Taiwan is still limited; thus it can not attract the operators’ interest to join into the small ecotourism market. Therefore, it is necessary to understand the needs and the environmental attitudes of Taiwanese ecotourists to develop more effective plans and strategies. This kind of strategies can contribute to the whole tourism market for more sustainability of development and particularly reinforce the ecotourism market in the environment, economic and social aspects. If the implement of the strategies work, it will offer a sustainable development for countries and local communities, and retain the biodiversity of life which is a means to achieve the goal of developing ecotourism (Wearing and Neil, 2003).

2.5 Trends Affecting Ecotourism

According to Diamantis (1999:101), ‘all the ecotourism definitions regardless of their stance (active or passive) include the natural-based component’, however, ‘all forms of travel to natural area are not necessarily ecotourism’ (Wearing and Neil, 2003:4). Nowadays, people travel to national parks or protected areas for escaping the urban living and also because of the raise of environmental concern (Wearing and Neil, 2003). They also mention that to know the motivation of the tourist can be a way to differentiate the component of ecotourism and nature-based tourism. Goodwin (1996, cited in Diamantis, 1999) states that based on the motivation of their consumers, it is possible to turn nature tourism in to ecotourism. For ecotourist, ‘nature is an integral part of their experience but not the fundamental motivation for them’ (Wearing and Neil, 2003:5). The desire to experience and learn about the nature is result of changing attitudes to the environment (Weaver, 2001). Uysal et al. (1994, cited in Wurzinger and Johansson, 2006) also found that people who take national parks to be their main destination were found to be more concerned about the environment and the balance of nature.

2.6 Market profile

From the socio-demographic point of view, the profile of the ecotourist could be divided into gender, age, education, income and occupation. According to Weaver (2001), one of the most important determinants of the ecotourist is age. The International Ecotourism Society (2006) asserts that the main market of ecotourism in Europe in middle to elderly age. As people age, instead of active, dangerous and out-door recreational activities, they appreciate less strenuous activities. Thus, the changed structure of the demographic will generate more demand of the ecotourism, soft adventure and culture trip (HLA/ARA, 1994; Eagles 1995; cited in Weaver, 2001). However, the Ecotourism Supplementary Survey found that half of the inbound tourists to Australia are in the 20-29 age (Weaver, 2001). In fact, the age of the ecotourist is variable depending on what sorts of activities are held in the ecotourism location (Wight, 1996) and the differences of the target population of the destination (Weaver, 2001). With regard to education factor, TIES (2006) asserted that the ecotourist in Europe tends to have a higher education degree. This is also verified in most of the literature that ecotourists tend to have higher educational qualifications than general tourists (Wight, 1996; Weaver, 2001; Wight, 2001). Potentially, the income of the ecotourist is higher than the general tourist (Weaver, 2001; TIES, 2006).

However, according to Wight (1996) this result does not support by US adventure travel survey. Again, depending on different kind of the activity hold in the ecotourism destination the result will be different accordingly. However, what can be acknowledged here is the age, level of education and income is possible to positive relative with each other. The ecotourists who are elderly may usually have higher income and higher educational level than the young ones. In this research, the aim is to develop a market profile of the Taiwanese ecotourist in the Kenting National Park to get a better insight of Taiwanese ecotourists who spend their time in the national park.

2.7.1 The travel motivations of the ecotourists

Tourism development is both supply-led and demand-driven. In order to respond to the growing demand and to stimulate tourist demand, the provision of tourist facilities and services may also arise (Liu, 2003). However, ecotourism is an exception that is different to mass tourism. Clarke (2002) states that ecotourism tends to be supply rather than demand orientated. Wahaba (1975, cited in Pearce, 2005) suggests that the fundamental in tourism studies and tourism development is based on travel motivation. Weaver (2002:253) also mentions that ‘travel is usually associated with multiple motives’. Several researchers have seen motivation as the leading power behind all actions (Crompton, 1979; Fodness, 1994; Iso-Ahola, 1982; cited in Pearce, 2005). ‘Motivation has been referred to as psychological/biological needs and wants’ (Yoon and Uysal, 2003:46) such as integral forces which direct a person’s behaviour. Fennell (1990, cited in Tao et al., 2004) refers that travel motivation is experiences or benefits which directly affect the choice of trip or destination.

Motivation tends to be changeable in a short period of time, thus it seems to be different when each time people make the decision for a trip. Yoon and Uysal (2003) point that in the psychology and sociology’s point of view, motivation can be divided into internal motives which are associated with drives, mental and instincts and external motives which are involving mental representations such as knowledge or beliefs.

2.7.2 Push and pull factors

Dann (1977, cited in Klenosky, 2002) states that to explaining the motivations underlying tourist behaviour, push-pull framework (Figure 2.2) is a sort of simple and intuitive approach. Push motivations are related to tourist’s desire which is more about the internal and emotional aspects. On the other hand, pull motivations are involve in the attributes of the destination choice which are connected to external, situational and cognitive aspects (Yoon and Uysal, 2003). Generally speaking, Liu (2003:462) points that ‘the demand determinants push a tourist into a travel decision while the supply factors pull the tourist toward a particular destination’. Therefore, push and pull factors can be characterized into two decisions made in two points of time.

Firstly, when people decide whether to go then they will decide where to go and what t

In November 2007 we witnessed the release of BS8901 ‘Event Management Standard’ on sustainability. This new standard was aimed at helping to improve the management systems in the events industry and thereby conduct business in a more sustainable manner. Amongst the earliest people to adopt the standard are the 2012 London Olympic Games Organizing committee. This being to oversee the tender process for the Olympic Games. BS8901 has received wide acclaim from a number of early sponsors in the events industry i.e. Live Earth, Manchester International Festival, Lords Cricket Ground and Reeds Carpets etc. “BSI British Standards provides a system for managing the overall environmental, economic and social impact of an event. BS 8901 is a new standard which sets out the requirements for planning and managing a sustainable event.” (Fulton)

The DEFRA Minister Hillary Benn has been an immediate supporter of BS 8901 and the concept of sustainability. He was quoted as saying “Lots of us love to attend music festivals and football matches but they can produce a lot of rubbish. We all have to play our part in the move to more sustainable living.” (Benn). In addition to the national standard there is also the development of ISO 20121 that is being developed and finalized for the Olympic Games in 2012. “The standard (ISO 20121) will take a management systems approach requiring identification of key sustainability issues like venue selection, operating procedures, supply chain management, procurement, communications, transport, and others.” (Lazarte)

The new ISO standard is expected to make a significant contribution to the entire event industry in the UK and Elizabeth Henderson the Director of Social and Corporate responsibility at media firm MPI stated “As sustainability is becoming increasingly important for the event industry, individuals, companies and countries are setting multiple and differing standards. ISO 20121 will be developed with extensive stakeholder engagement so the industry can have one internationally recognized framework to implement sustainability” (Lazarte).

DEFINITIONS

Definitions of sustainability in the event industry include:

An enduring and balanced approach to economic activity, environmental responsibility and social progress (Sustainable Events)

There are broader definitions of sustainability as this can be applied in a number of other very different contexts. These additional contexts are explored below with definitions provided by leaders in that particular field.

Sustainable Development : Sustainability encompasses the simple principle of taking from the earth only what it can provide indefinitely, thus leaving future generations no less than we have access to ourselves.” – Friends of the Earth – http://www.foe-scotland.org.uk/

Sustainable Society: Society whose long term prospect for continuing to exist are good. Such a society would be characterized by an emphasis on preserving the environment, developing strong peaceful relationships between people and nations, and an emphasis on equitable distribution of wealth.” – Coop America Quarterly, No. 37 Summer 1995.

Sustainable Production: “Sustainable Production is the creation of goods and services using processes and systems that are: non-polluting; conserving of energy and natural resources; economically efficient; safe and healthful for workers, communities, and consumers; and, socially and creatively rewarding for all working people.” – http://www.uml.edu/centers/LCSP/

Sustainable Agriculture: “farmers in sustainable agriculture are concerned about feeding their families and paying their bills, but those are not their only goals in life. They set out to protect the land, improve their quality of life, and enhance the communities in which they live. Their day-to-day decisions are not guided by a single minded search for profit, but by a delicate balancing act among many goals.” – Land Stewardship Program, White Bear Lake Minnesota. Monitoring Sustainable Agriculture with Conventional Financial Data, http://www.landstewardshipproject.org

From the above examples it can be observed that the general concept of sustainability has a wide application beyond that of event management. The Government is more concerned with sustainable environment and development matters “The goal of sustainable development is to enable all people throughout the world to satisfy their basic needs and enjoy a better quality of life, without compromising the quality of life of future generations.” (DEFRA).

Sustainability in the event industry is really all about good management and business practice. It is important to demonstrate to key stakeholders that the event being hosted is ecofriendly and is being managed in a professional and responsible way. The 2010 Winter Olympic Games held in Vancouver Canada was a great international event but it equally left behind a lot of infrastructure and facilities that would be of benefit to the public post the games i.e. swimming pools, improved ski facilities, ice rinks, running trails etc. In essence sustainability leaves behind a lasting footprint and provides a major value added contribution to the original event. The London Olympic Games in 2012 will be no exception to this and it is already working on potential enhancements and improvements for re-generation of areas within greater London. As such it will provide a welcome boost to the local economic development of greater London.

CRITICAL REVIEW OF BS8901

BS8901 has been developed entirely for the event industry. The prime objective being to make the industry operate in a more efficient manner. The standards are based around the support and build of an effective event management system. The British Standard requires those participating organisations to re-examine the efforts and impact that this event will have on the environment, society and the economy in both micro and macro conditions. From this analysis to determine a set of counter measures that will address this and help to mitigate the negative impacts. By implementing the guidelines of BS 8901 you would expect to derive the following benefits: –

A clear direction through the implementation of a sustainability policy;

A thorough omissions check ensuring no important areas have been left out;

A reduction in complaints as a result of improved communications with the key stakeholders;

Better reputation through improved supplier relationships;

Reduction of operating costs and elimination of waste;

Improved process efficiency through streamlining and elimination of redundancies;

More robust information and better decision making;

A whole batch of cost reduction improvements i.e. lower training costs, lower staff turnover, improved productivity gains etc.;

General increased customer satisfaction and an improved stance regarding marketing.

BS8091 has changed from a specification to that of a standard focused on sustainability system for management of events “This means that events do not comply with BS 8901, but that rather it is the management system behind the events that complies. The standard clarifies that it is applicable not only to event organisers, but to all organisations in the events industry, from event clients to venues, suppliers and contractors, regardless of their role in delivering events.” (Whiteling).

Another important aspect of the standard is that it requires the organisation to clearly define the scope of how it complies with the standard. Hence organisations must prepare a report that describes both the activities and the functions which are an integral part of the sustainable management system. Another change from the old version is that this new standard is far more process oriented. This will require a lot more communications with the key stakeholders and in general terms an improved communications plan. On the implementation side there is an increased reliance upon effective planning and particular the definition of roles and responsibilities together with milestones and timelines. “”Many of the ambiguities within the original version have been cleared up, and some of the confusing clauses, such as assessing options for improved event sustainability, have been removed,” (Whiteling).

ISO 20121

The future standard of ISO 20121 will make a significant impact to the events industry when it is released in 2012 at the eve of the London Olympic Games. The standard is aimed at providing a framework where event planners and other individuals in the supply chain can implement and maintain a sustainable program. ISO 20121 will have been designed and developed in extensive consultation with stakeholders in the events industry. It is anticipated that the standard will become the benchmark for the industry in terms of both quality and performance. The standard will adopt a “management systems approach requiring identification of key sustainability issues like venue selection, operating procedures, supply chain management, procurement, communications, transport, and others” (Lazarte).

ISO20121 uses the BS 8091 as the starting point in order to develop a more comprehensive framework for an events sustainable management system. The global standard is intended to benefit all in the events industry and not only help in the reduction of an organizations social and environmental impact but help to streamline the operating procedures and reduce costs. An example being where energy is an identified issue, an appropriate sustainability mitigation strategy might be developing procedures that would reduce the carbon footprint.

Despite the development of IS20121, the event and tourism industry is currently less sustainable than any previous time in its history. Consider the following issues:

a†’ We are seeing far more emissions in absolute terms;

a†’ With energy and land use we are seeing a lot more resource utilization;

a†’ We are seeing an increased loss in the contribution to bio diversity

a†’ The increasing contribution of tourism to that of environmental change raises considerable concern over effective sustainable policy development in this area.

Another issue concerning sustainability is that it is mostly portrayed in terms of a one dimensional though process i.e. it is shown in economic terms. Hence using the London Olympic Games as an example it is mainly concerned with the hosting of that event and the impact to the UK inn terms of economic growth. There is not enough attention being paid to the costs of the longer term implication, this particularly at the time of a major recession in the UK. The BC Government in Canada was criticised for political grand-standing and committing a massive overspend on the hosting of the 2010 winter Olympics. Similarly in London this shows a considerable emphasis on international profiling and showcasing London in order to enhance its global marketing position and profile.

The sustainability plan for the London Olympic Games is based upon 5 central themes:

The Sustainability Plan focuses on five key themes:

1. Climate change: dealing with emissions and the impact of climate change such that there is a sustainable legacy for the future

2. Waste: The complete elimination of waste and ensuring that such a bi-product is not sent to land fill sites during the development of the games sites

3. Biodiversity: minimising the dangers on the destruction of wildlife sites and the habitats of same. Building upon the existing eco development policies leaving parks that will promote wildlife and sanctuaries.

4. Inclusion: Providing opportunities to showcase the diversity of London and market the business and commercial opportunities for the Capital

5. Healthy living: Getting people motivated towards concepts of more healthy living and taking up sports.

ACCEPTANCE OF BS8901/ISO 20121 IN WIDER TERMS

The concept of BS 8901 has a wide acceptance both in the UK and overseas. One of the important factors being that of long term sustainability in the urban planning of the Olympic Games. The International Olympic Committee is highly supportive of this and takes into consideration how applicant nations will incorporate this into the overall planning of the games “the IOC’s Olympic Study Commission in July, 2003 has recommended a number of controls to ensure that legacy is a priority in the staging of future Games. Legacy needs to be integrated and given equal weighting through all stages of Olympic planning.” (Chalkey). Another example of a specific success story was the hosts of the Olympic Games in Australia in 2000. Their attention to sustainability gave them the title of the ‘green games’ – “By committing the government to

environmental guidelines based on Agenda 21 and the recommendations of

the National Strategy for Ecologically Sustainable Development, the Sydney

Olympics earned the unofficial title of the Green Games” (Briese)

The impact of BS 8091 and the subsequent development of ISO 20121 have been widely observed by other countries including Australia, Brazil and Canada. Amongst the first to take action was that of Brazil in developing the standard for use in that country “Responding to wide-spread enthusiasm for BS 8901, work has now started on an international standard for event management. The proposal for the development of ISO 20121 was jointly submitted by BSI and ABNT, the Brazilian national standards body, as members of the International Organization for Standardization (ISO).” (Fulton)

Examples of adoption of BS 8091 include the following:

The Barbican, London

A large conference facility in the Centre of London with 2000 seating capacity is used for hosting a wide range of events and meetings. It has recently started to implement BS8091 “The centre introduced a variety of policies to improve its environmental efficiency, and won Gold at the City of London Clean City Awards 2008. The steps to this included sourcing 55 per cent of electrical energy contracts from renewable and green contracts, sourcing heating and cooling from a highly efficient, combined heat and power system.” (Wyatt).

Sheepdrove Eco Conference Centre, Berkshire

A fully compliant BS8091 venue. A state of the art conference centre in Berkshire, greater London. Won awards for sustainability and eco considerations in its design “It won the Green Venue Event Award 2008. Initiatives include using recycled or renewable materials during construction. Electricity is from 100 per cent renewable supplies, while a solar panel pre-heats water for the boilers. Its reed bed system annually recycles seven million litres of waste water.” (Wyatt)

The Brewery London

A venue that has historical roots back to the 18th Century. Not currently BS8091 accredited but is an integral part of a larger group that has received the award. “Low-energy LED lighting is used throughout, with high-powered hand-dryers and sensor lights in the bathrooms. Local produce is sourced wherever possible. The venue operates a waste management system and provides guests with filtered water in reusable bottles.” (Wyatt)

The ACC Liverpool ( BT Convention Centre)

Not currently BS8091 certified but actively working towards certification acquisition. 1,350 seats with an adjoining area containing 11,000 seats and one of the largest UK facilities of its kind. It has 18 meeting rooms and a large area for exhibition space “The ?164m venue is designed to produce half the CO2 emissions of a traditional building. The electricity supply is from a green energy provider. Five 20-metre low-noise wind turbines generate around ten per cent of the required electricity. Rainwater is collected and provides around 40 per cent of the water needed to flush toilets. The venue has won two Green Apple Awards, is about to embark on attaining IS012001 and is awaiting the outcome of a Green Business Tourism Scheme assessment.” (Wyatt)

Excel London

A BS 8091 showcase site and one of the first to gain certification. It boasts a facility that contains over 5,000 seating capacity and in May 2010 this was expanded to 26,000 “Has its own materials recycling facility, a wormery for food waste and a ?14m energy centre housing three boilers, three chillers and two back-up generators.” (Wyatt)

Faversham House Group

One of the world’s largest independent media groups. They adopted certification of BS 8901 “With ever increasing pressure from stakeholders and authorities to address sustainability, independent certification to BS 8901 will undoubtedly enhance the competitive stance and environmental credibility of any organisation involved with the events industry” (BSI)

Nimlok Ltd

Nimlok are builders and constructors of custom exhibition stands and have a global presence in the supply of portable exhibition stands for conferences and exhibitions. “Having already gained certification to ISO 9001 (Quality Management) and ISO 14001 (Environmental Management) with BSI, Nimlok recognised that BS 8901 would be an appropriate addition to its certification portfolio and would help the organisation differentiate itself from industry competitors.” (BSI)

Earls Court and Olympia

A purpose built conference centre with BS8091 certification. All of the event managers are required to undergo BS8091 training “The group won the 2008 AEO Sustainability Excellence Award and the Visit London Sustainable Tourism Award. The venue’s sustainable development policy includes engaging with customers and suppliers on sustainability issues, assessing sustainability risks and opportunities presented by hosting events and setting key performance indicators and objectives. Both venues have on-site recycling centres.” (Wyatt)

There are no significant problems reported with the implementation of BS8091 although some folk have cited minor operational issues that have caused some controversy. Overall the standard has been well received and adopted by all of those who have chosen to move forward and implement it. There is always room for ongoing enhancement and improvement and it is anticipated that this is where ISO 20121 will pick up any slack when it is formerly released in 2012. A lot of attention will be focused on the London Olympic Games and the success of these games will further enhance the credibility of these standards and the amount of work adapted from these standards in order to make the event a huge international success story.

11 Countries have signed up to ‘mirror ISO20121’ for adoption in their native country. One of the more recent entrants to the mirror committee being that of Australia “It is important to note that a working draft for the International Standard (ISO) 20121 was produced with no involvement from the Australian events community. Twenty countries are actively involved in the development process including New Zealand. The SEA recognised this and approached Standards Australia to encourage our participation level to move from ‘O’ (observer) status to ‘P’ (participating) status” (sustainable event).

RECOMMENDATIONS FOR EVENT ORGANIZATIONS

Many of the initiatives that support the implementation of BS8091 and that of ISO 20121 are still voluntary. There is no doubt that most event management organizations will significantly benefit from adopting these standards and taking up these initiatives. It is perhaps first useful to explain what BS8091 does relative to other environmental policies. There are three distinct advantages of BS8091.

It defines the management system that an organization must put in place for effective sustainability of its operations. It is not a checklist but a definitive guide to operational procedures;

It does not directly apply to events but more concerned with the management system that must be adopted in order to run these events. “It is the management system operated by an organisation to deliver its event related activities that is certified and not the event” (SEC)

The standard is really more about sustainability and not purely focused on environmental issues, hence “sustainability is about adopting strategies that will not only ensure long term financial success but will also drive social prosperity and progress as well as reduce environmental degradation” (SEC).

BS8091 has been criticised for containing too much jargon and not being an easy document to comprehend or navigate. Nevertheless, it contains a lot of good and useful material and many companies have succeeded in proper interpretation and use of the standard. These constraints have been notified to ISO 20121 which is expected to resolve these difficulties in the reading and interpretation of the standard.

Benefits of BS 8901

The adoption of BS8091 has to be considered from the many benefits that it provides to event management organizations. Current research has demonstrated that the standard is particularly useful for small-medium sized business operations as it provides a reliable and robust framework which facilitates the integration of new staff. It also helps the organization in gaining a clearer understanding of the overall strategic direction and helps in harmonization of the workforce. Current projects have seen an improvement in communications and planning illustrating more integrated and harmonized communications that promote better teamwork and improved decision making capabilities. Overall a concept of rationalization and streamlining those results in more lucid and efficient systems and processes. As the standard effectively integrates social and economic standards it has an impact in helping to raise employee motivation and assists in retaining people with the best skills and talents. Further, it helps in improving the relations with key stakeholders and clients and strengthens the position of the business in the local community. From the financial perspective adoption of the standard is seen to reduce costs, eliminate wastes and create savings on energy.

” BS 8901 challenges “business as usual” and drives creativity and innovation which in turn can provide organisations with a competitive edge.” (SEC)

Recent reported innovations have included:

a†’ Improved return on investment by introduction of new toolsets

a†’ Reduction in carbon emissions by catering companies

a†’ Venues providing improved waste diversion rates from land fill sites

a†’ Reduction in paper handouts by event organizers

a†’ More events and conferences using 100% solar energy

a†’ Gifts to those who support the sustainability events and objectives

There is a huge benefit to be derived in terms of marketing capability. In particular the ability of organizations to demonstrate their uniqueness and distinction from competitors. This will improve chances of winning new contracts and awards as business move towards increased concepts of sustainability and environmentally friendly projects. A good example is that of the Greater London Authority that is now seen to include mention of BS8091 in the criteria of its tender documents, as such their clients are taking the lead and making similar incorporations into their own documents. This demonstrating to the wider market the importance of sustainability options in their contractual relationship building. “Most noticeably, the London Organising Committee for the Olympic Games (LOCOG) released its London 2012 Sustainable Event Guidelines in which they expect all companies and organisations that wish to be associated with the Games to be working towards BS 8901.” (SEC).

There is also the question of getting ahead of your competition. There is no doubt that BS8091 will be thoroughly adopted by the events industry. Those who do not participate will be left behind and seriously disadvantaged in the competitive market place. Eventually the voluntary situation might change and it could become a minimum entry requirement to be BS8091 certified. This is likely to be further reinforced in 2012 when the ISO 20121b becomes released as an international standard. Hence those who take strides now will benefit over those who fail to see the significance of these standards in the future.

CONCLUSIONS

Despite the initial complexity of BS 8091 it has been widely accepted and endorsed by the event management industry. The benefits of adopting the standard far outweigh the disadvantages. The progression to the international standard of ISO20121 will be far more inclusive and involve the collaboration of multiple companies on a world-wide basis. The world has come to recognize the growing importance of sustainability as a direct result of climate change and environmental changes taking place throughout the world. We need to find an enduring and balanced approach to economic activity, environmental responsibility and social progress. Hence the concept of sustainability has far more wider reaching implications beyond that of the event industry. Major international events like the Olympic games provide the opportunity to both raise awareness and showcase the importance of sustainability and the need for international standards to a world audience. Another significant advantage of the mirroring concept being used in the deployment of ISO 20121 is that it provides a standard and uniform framework across different countries and as such gains immediate transparency in terms of understanding, interpretation and implementation.

The increase in the technological development of computers and sophisticated communications has facilitated the design and build of robust event management systems. This has enabled better planning and organization of events and eliminated the need for generating large volumes of paper reports or storage. Sustainable Events Management Solutions (SEMS) are a good example of an Australian firm that has taken the matter seriously and fully embraced BS8091 into the design of its event management system.

There is no doubt that to make BS8091 work requires a great deal of inclusivity and collaboration amongst the partners in the event management project “Incorporating sustainability into meeting and event management practices requires organisers to employ a combination of sustainable approaches including environmental stewardship, economic efficiency, and social and cultural responsibility.” (Edwards)

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Since the establishment of Delta Airlines in 1928, it has played a pivotal role in what the aviation industry is today. Delta airlines can be considered without a doubt one airline that has stayed in business through ups and downs throughout its near 90 years and continues to thrive in the commercial airline industry. Even though Delta Airlines has faced many obstacles throughout its history, Delta Airlines has had many success and triumphs. It is one of the major airlines that have accomplished many things that other airlines has not. One of the major points to Delta Airlines success is its ability “to serve more than 170 million passengers a year” as stated on Delta Airlines website.

Strengths Of Delta Airlines

Delta Airlines is constructed around many of its strengths such as currently “being the largest airline in the world today” as stated on the index of Delta airlines Website, but many of its strengths revolve around it being able to fly to 567 worldwide destinations in over 100 different countries. One of the strong points of Delta Airlines being the world’s largest carrier today is having 10 major hubs in all the major cities in the United States. Some cities include New York, Cincinnati, Salt Lake City, Minneapolis, Detroit, as well as major cities in different countries such as Amsterdam, and Tokyo. This is one of the major “stepping stones” for a U.S. based airline company as it is able to expand to different continents around the globe.

Another strength of Delta Airlines lies in its current fleet of aircrafts that currently consist of 449 airplanes majority of which are Boeing 757-200 series. Other aircrafts at Delta Airlines consist of Boeing 737, 767, 777, MD88 and MD90. Another advantage of using Delta Airlines is that throughout the company’s history, to date there has only been “one fatal accident back in 1996” as statistics show on the planecrashinfo.com website. Compared to other airlines history of fatal accidents Delta Airlines rates number 1 due to the fact there has been only one fatal accident and it has over 16 million flights a year.

Being number 1 in passenger customer service alone is just another part that helps to make Delta Airlines what it is today. Passenger service, a clean history of flying, and flying to over 6 different continents around the globe leads to Delta Airlines having one of the highest gross revenue in the airline industry. “The company recorded revenues of $19,154 million during the financial year ended December 2007, an increase of 9.3% over 2006” as stated on the companies and markets / delta airlines website. Delta Airlines is one of the only main carriers that expected a drop in profits for the year 2008 yet it was able to still have a higher revenue than other carriers in 2008.

Delta Airlines has also come up with many innovative business moves that has helped it to become one of the most dominating in the airline industry today. Delta Airlines came up with their own private airline within the company on April 15th 2003. Song Airlines was a low cost airline for the lower and middle class people and its main creation was to compete directly with Jetblue Airways. Not only has Song Airlines been a smart move for Delta Airlines but one of the most historic move in the airline industry has been the merger of Delta Airlines and Northwest Airlines. The merger came about as a way to prevent the growth of airline competition in the industry and also to battle cost of fuel prices. In 2008 after both airlines merged together, “Delta Airlines would have an increased fleet of 800 aircrafts, and 75,000 more employees” as stated by the LATIMES.Com website. Last but not least is Delta Airlines being a part of the Skyteam Alliance. Delta Airlines has an anti-trust immunity and what that mean is it can sharing marketing, pricing and its network with other airline companies within the Skyteam Alliance.

Delta Airlines has a variety of competitive advantages at its arsenal compared to its competitors. Another distinct advantage for Delta Airlines is the scheduling, pricing, and departure as well as arrival times. For example on “CheapoAir.com” website, a round trip to Toronto, Canada would cost $331.88 with Lan Airlines, $307 with American airlines, and Delta Airlines would cost $228.28. Like all carriers, Delta Airlines offers many different flights to many different countries throughout the world, but what gives Delta Airlines another distinct advantage over competition is majority of the time when Delta Airlines is forming its schedule it will either try to depart 15 minutes earlier, or arrive at its destination 15 minutes earlier over its competitors.

There are many significant advantages within Delta Airlines today and some that are a strong point within Delta itself are many long-term advantages over its competition. Delta Airlines has started to offer wi-fi service for in-flight passengers as well as on-board shopping as well as “Delta on Demand” and other features in the economy class flight, for first class passengers it offers the same as economy class but more comfy pillows, and blankets, free cocktails, and on the more pricey business-elite class its offers flat bed seats as provided on the Delta Airlines website. Another long-term advantage of Delta Airlines is its worldwide route system which Delta is codeshared with many airlines in North America such as Northwest Airlines, Continental Airlines, Alaska Airlines for flights from Seattle to Alaska, Aero-

Mexico for trans-border services as well and domestic Mexico services, and Air Jamaica for service for flights between Jamaica and the U.S. Delta Airlines codeshare partners worldwide include Air-France for flights to Paris, Europe, Middle East, and Africa, Alitalia Airlines for service to Europe via Italy, Air-Japan for service via Transpacific such as Japan, and China, Avianca airlines for Colombia domestic services and Czech Airlines for service from Prague to Eastern Europe.

Incorporating the BCG Matrix, Delta Airlines has many so-called “Stars” within its company for example it’s Worldwide Route System, Pricing, and its current fleet of over 449 different aircrafts, but there are also many other “Stars” within Delta Airlines such as it has partial ownership in both Orbitz and Worldspan websites when purchasing tickets online and Delta also offers a 3-5% discount for purchasing tickets online and 2% discount for check-in using self service kiosks.

Compare to other airlines Delta airlines is best airlines and also, Delta gives better packages and other requirements. Delta Air Lines, Inc. is the third largest air carrier in the United States and the largest U.S. carrier serving Europe. Its route network serves 317 destinations in 55 countries. Its domestic network operates around a hub system at airports in Atlanta, Cincinnati, New York, and Salt Lake City. The Delta Shuttle serves business travelers flying between New York City, Boston, and Washington, D.C. (and other continental airlines. The company has a strong network infrastructure enables it to gain access to key market as well as enhance the quality of its delivery services.

However even though delta airlines may seem to many as the dominant airline, there are many flaws within Delta Airlines itself. Some of these flaws are very minor while some affect Delta Airlines drastically. It is safe to say that no airline is without flaws and some of these flaws include high maintenance cost. Some examples of opportunities to Delta Airlines include internal as well as external factors.

The rising fuel price could have a direct impact in the company’s margins. Though almost all carriers are expected to post negative earnings in 2009, however it is the most successful low cost carrier in the U.S. has maintained continued profitability for the last 30 years – even during periods of industry downturns mainly due to its strong fuel hedging strategies. Low-cost airlines are expected to get a higher share of revenue in the future, which will see structural changes in the industry and consolidation as a result of competitive pressures.

I think anyone will agree that wherever you are entertainment matters. Think about itaˆ¦consider the number of movies you’ve seen, the countless hours of television you’ve watched, the thousands of songs you’ve downloaded and the video games you’ve played. (“Maria. F. 2008”). The world would be a seriously boring place without entertainment.

I’m not sure how many of you have had a chance to fly on one of our aircraft equipped with the “Delta on Demand” digital entertainment system, but if you have then you know what a huge difference it makes to have a ton of stuff to watch on your own personal screen. We’ve got satellite TV, movies, HBO, 2,500 MP3s and games – all on demand (Babb, C.2007).

Some International flight have long been “cash cows” according to the BCG Matrix, but some have become burdens to be unloaded as quickly as possibly as business travelers cut back, taking with them the high-end fares that subsidize tourist-friendly discounts.

In Delta Airline industry the passenger traffic in largest Asian carrier by revenue, have been battered by a drop in passenger traffic because of the global economic crisis. Almost other airlines have played an immense feat, juggling both the legacy and low-cost carrier segment with unwavering commitment in going through the test of times during the last seven years and especially through 2008. The year 2007 was a year of regaining profitability for the airline industry after the uphill struggle of cutting off redundant infrastructure and going through various mergers and acquisitions and recovering from the post 9/11 downturn in volume of passenger air traffic. The exponential surge in fuel price and present volatility in financial sectors have significantly affected the aerospace industry as a whole. (Zack E). Delta Airline corp. will be able to rationalize and offer efficient services with gradual freedom to operate in open skies if governments look to deregulation as a way to promote the industry as a whole. The previous drop of 50 percent in airline share prices might just reach their initial levels, post all the merger and infrastructure cutbacks by early 2009.

Delta airline prices of air tickets globally will have come down to initial levels by end of 2008. On a positive note, the Asia Pacific players will not face any loss for 2009 and might even be left with few cents in the pocket. The market will still see reasonable growth in Low Cost Carrier passenger traffic within Asia Pacific and even in the long haul segment.

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Despite the worst economic recession in our lifetime, the fundamental strength of Delta’s business allowed us to deliver breakeven results this quarter, excluding fuel hedge losses and special items. These results would not be possible without the hard work of all Delta employees – they are running a great airline while executing a seamless integration in the midst of this very difficult economic environment. “We remain focused on making disciplined decisions about capacity, costs and capital, achieving merger synergies and finding new sources of revenue.

Delta airlines reported that a $794 million first-quarter net loss, or $0.96 per diluted share. Delta cited slower demand for travel brought on by the current recession as reason for the loss. On the cargo side of the business, cargo revenue declined 44 percent or $146 million during the first quarter. Again reasons for the decrease were attributed to the current global recession, decline in fuel surcharge revenue, and decreased demand for air cargo services.

Delta travelers have lately been complaining more often about frequent-flier programs, namely the lack of award seats on desirable flights, escalating fees for ostensibly free tickets and quicker expiration dates for miles. Airlines counter that they are giving away more awards than ever, despite generally fuller planes, and that most programs allow members to book any open seat on any flight, albeit in exchange for more. “We at Delta and as an industry cannot continue to have customers earn a significantly greater number of miles year after year without providing customers some flexibility in ways to use those miles, “Airlines are also offering more ways for members to use their miles, like bidding for things like Broadway tickets at online auctions, trading miles for merchandise or using a combination of cash and Miles for air travel. (“Susan S, 2008”)

While most carriers have customarily been tight-lipped about how much they earn from these programs, more details are starting to emerge. United reported revenue of $800 million last year from selling miles, while Qantas earned $218 million in the last half of 2007 from mileage sales to third parties. (“Susan S, 2008”)

These are some very important aspects to keep in mind when you look at the strong points in Delta Airlines as well as the weak points in Delta airlines, but then again there are many other factors that affect Delta Airlines. One example is threats, such as competition, and the main aspect of supply and demand.

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One threat Delta Airlines faces vs. US Airways on-time departure performance. US Airways has an average of 95% on time departures vs. a 93% from Delta. At arrival performances both are at the same percentage, 94%. US Airways does not exceed Delta’s workforce (employees) however, they have close to 32,151 total employees. US Airways only serves 25 countries and 196 destinations, 41 international and 155 domestic. Their fleet is the closest they get to ours (Delta), they possess 600+ aircraft. Delta surpasses US Airways daily flights by almost 5 times, they only have 3,043 daily flights. Delta has superior advantage over US Airways, Delta was established on 1924, US Airways was established 1939. “Delta traces its roots back to 1924, when Huff Daland Dusters was founded as the world’s first aerial crop dusting organization” (Delta, 2009). We have several airline accidents, through our history. These accidents have resulted in fatal accidents. Is a threat, because whenever a customer looks at our flying history that may incline them to look for another airline. One remarkable accident happened on “August 2nd 1985, flight departed from Fort Lauderdale, Florida bound Los Angeles Int’l airport, the aircraft crashed with only 27 survivors out of the 163 people on board” (Leo Beber, 2009 ). The factor for this accident as per NTSB (National Transportation Safety Board) was microburst induced wind shear.

One of the ethical threats against US Airways is airline quality and passenger satisfaction. Delta is on the number 10th place and US Airways is on 8th (Airline Quality Rankings, 2008). This means that Delta Airlines is not keeping up with the on-time performance, customer service, baggage handling and/or bumping people around due to overbooking. For this year (2009), Delta airlines only rose its customer service by 6.7 percent, while US Airways rose a 9.3 percent. That is not so good news for Delta airlines, we need to improve our customer service, may be a way of doing so would be giving our Delta representatives weekly training, in order to rise our customer service satisfaction. Customer satisfaction is vital to the administration because if customers are not well satisfied, we will lose customers and that would make a big impact in our economic status.

A major exterior factor that every single airline faces today is terrorism. One of Delta’s biggest threats are bomb and highjack threats. This gives Delta Airlines, a disadvantage and bad reputation, Why and how it that? Well, most passengers or for the most part, the public does not know or may think that every airline has its own security. Therefore customers may think our security system is incompatible and unreliable. Truth is, no airline has its own security, airports

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Offer and provide the security system for the whole entire airport. But people may fail to see that or in other cases even get scared on flying with Delta Airlines just because of the terrorist threats Delta has faced throughout its history. For example; the latest threat was on a flight making its final decent into LAX, Airport in Los Angeles, January ’09. Individual was yelling out he had a bomb. Passengers actually tackled the individual immediately without hesitation. At the end guy never really had a bomb, just to show you bomb threat or highjack threats are out of one’s hand. The Port Authority of NY & NJ has TSA personnel at La Guardia, JFK and Newark. TSA do screening on luggage, metal detectors for individuals, etc. “checkpoints are operated by Transportation Security Administration, the checkpoints are there to make sure that terrorists can’t bring anything aboard the plane that would enable them to take it over or destroy it” (TSA, Travel Assistannt-2009) Terrorist threat is a factor that no one has power on stopping it. Only thing we are able on doing is providing with the latest and sophisticated equipment to detect any hazardous threats that put the airport, aircraft and of course passengers life in jeopardy.

Predatory pricing is one of the most competitive threats between airlines and other businesses. There is no specific price rate, due to seasonal flights, due to competitions. Airlines must keep their prices as close as possible to each others. In some cases new airlines may go out of business real quick if senior airlines decide to lower their prices just to keep the customers. When this senior airlines decide to lower their prices than average, one fact is that they losing money just trying to keep customers. Seasonal flights are a very competitive battle between airlines trying to catch as many customers as possible by giving great deal at cheaper prices as possible and as profitable as well. Seasonal flights can also stress an airlines structure due to competition. The Big Six airlines – United, US Airways, American, Northwest, Continental and Delta — have divided the country into local fiefdoms centered around fortress hubs” (Leah Platt, 2001)

Advertising the airline is a very important thing all airlines must do. From personal opinion, I always see T.V. advertising commercials of Delta Airlines. This is a factor some airlines fail to realize. Delta airlines is very well known thanks to its advertising on TV, radio and internet. Few airlines that are a threat to us just for the fact that they advertise as much as we do (Delta) are Continental, Jet Blue, American Airlines. Those are the most advertised on television. For some reason US airways doesn’t advertise as much. This is a threat as well, because if an airline wants customers, it needs to put it out where the public sees it. Other airlines copying over a successful structured airline is a threat. For

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instance, if Delta decides to advertise on TV, radio, internet, newspapers, magazines, put lower prices, offer great deals and the rest of the airlines decides to do the same. That puts us in a spot where we have to improve our current structure. Every day, in newspapers across the country, airlines advertise flights at attractive and competitive prices. “Every day, in newspapers across the country, airlines advertise flights at attractive and competitive prices” (Public Interest Advocacy Centre, 2003).

Overall, an airline biggest threat is the rising of fuel prices. Delta as well as other airlines, add a surcharge to the base price of the route it’s been flown. In some cases airlines struggle to set a price on a route due to the up and down of the fuel prices. Luckily, as of now (2009) fuel is not as high as previous times. It affects the customers when fuel prices are sky high, because an airline must raise its prices in order to keep the profits. Several airlines offer the same route and one has lower price tickets, like Southwest and Delta. “Both Southwest and Delta charge $148 for L.A to Salt Lake route. But US Airways, which like Southwest, is a lower-cost airline, has less invested in the L.A. to Salt Lake route; for this airline, the route is a simple connecting flight, so it doesn’t mind tacking on a $50 surcharge to its $148 base price” aˆ¦ “Southwest, true to its lower-cost carrier status, doesn’t have a fuel surcharge. Delta often adds a fuel surcharge, but knowing that Los Angeles to Salt Lake is a very competitive nonstop Southwest route, the legacy carrier eschews the surcharge in this instance, to stay competitive” (Rick Seaney, 2008)

Last but not least, no company is without its weakness. Delta Airlines has established its dominance in the aviation industry as one of the best airlines in the world today, but being the best doesn’t necessarily mean Delta Airlines doesn’t have its own drawbacks.

This report examines Delta Air Lines Weaknesses, Inc.’s key business structure and operations, history and products, and it provides summary analysis of key revenue lines and strategy. Use this report to understand the internal and external factors that affect Delta Air Lines, Inc.’s performance in achieving its business goals.

After eighty years of success history , On September 14 2005, Delta files for reorganization under Chapter 11 of the U.S. Bankruptcy Code. Northwest Airlines files for bankruptcy on the same day.After the bankruptcy, Delta spent millions to rebuild morale, flying in many of its 47,000 employees for a series of events that were equal parts team-building and tent revival. And Delta convinced creditors to cede 15% ownership to employees. “They saw the importance

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of having the pilots and employees on board to unlocking the synergies of the deal,” says Delta CEO Richard H. Anderson, a board member at the time who got the top job in August 2007. “It was equally important for the employees to know that we followed through on everything we promised.”

Delta Air Lines plunged into bankruptcy in September 2005, marking the culmination of more than a

decade of management missteps made largely out of hubris. The Southeastern airline allowed itself to go through

many of the stages of decline outlined in Jim Collins’ new book. Its sense of infallibility helped foster an

undisciplined pursuit of practically every new jumbo jet that aircraft manufacturers rolled out, forcing it to fly

large planes even on one-hour routes. Add to that a distinct denial of the increasingly grim realities of the airline

business, exemplified by the errors made earlier this decade by then-Chief Executive Leo F. Mullin. He launched

the trendy Song discount airline, which fizzled amid high costs and stiff competition from JetBlue Airways.

Worse, Mullin negotiated a 2001 labor deal that paid top pilots a record-shattering $300,000 a year. “Management

always had to have the biggest and the best,” recalls a former exec. “It was the Delta way.”

That strategy helped the Atlanta-based carrier rack up billions in losses, pushing it into bankruptcy. And

management was so slow to accept its humbling fate that one bankruptcy judge told executives: “I have not heard

anything that I will say remotely impressed me that you have the money, the talent, or the thought that you could

successfully reorganize in this case.” Admits President Ed H. Bastian: “There were periods when Delta could

have been just 24 hours from disappearing. If the pilots had walked out, I’m not sure we could have pulled

through.”

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Delta’s “people issues” are best exemplified by a specific person, Leo Mullin, named CEO in 1997. A

highly-publicized executive compensation scandal marred the trust between management and the rank and file.

Delta filed for bankruptcy less than 18 months after he abruptly retired.

Certain actions by Delta have not endeared the company to its employees. Massive layoffs in 2004 continued

through 2005 and 2006 and have led to messy court actions. Employees and pilots have picketed airports.

Recently the bankruptcy court terminated their pilot defined benefit plan. Delta also had a highly-publicized

conflict with an employee develop into a court action when they fired flight attendant Ellen Simonetti (aka Queen

of the Sky) who had become a well-known blogger.

Delta has spent a lot of valuable time and resources in answer to low-cost fare competitors in the U.S. such as

JetBlue and Southwest. Like a large 18-wheel truck trying to follow a motorcycle around town, this has been

an awkward waste of energy.

aˆ? Delta Express was started in 1996. Delta Express was not successful for two reasons. First, the fares were not as

low as JetBlue or Southwest, and secondly, there was a perception problem since this was a deviation from Delta’s

image. Delta President Fred Reid “We really found out that customers want to see something distinctive. We still

found that people had this edge of skepticism about it that (Delta Express) was just part of Delta. . . . This is truly

different.”

aˆ? Song followed in 2003. The business model was that it was cheaper to use larger planes if they were full. 757s are

cheaper to operate than small planes if all the seats are filled.They upgraded the seats to leather and encouraged the

staff to be “friendlier.” Passengers had a better experience on Song (the low-cost carrier) than on Delta’s main operation.

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aˆ? Delta Shuttle was started in 1991 with the purchase of used Pan Am aircraft and continues today. The Delta

Shuttles fly only between limited east-coast city pairs.

aˆ? Delta Connections is a current subsidiary. Flights are flown by SkyWest, based out of St. George, Utah using Delta

Connections branded Canada Regional Jets. Their website shows only airplanes in Delta Connections livery. These planes don’t allow full-sized carry-on luggage; anything bigger than a laptop computer needs to be checked through the regular baggage claim or checked planeside.

None of these attempts at a low-fare subsidiary have been entirely successful, and have detracted from rather than contributed to Delta’s overall success as an airline. Presenting these multiple faces is confusing to the flying public.These repeated attempts to enter the low-fare market detract a significant amount of focus and resources from what Delta does best. In “This Bird Won’t Fly,” The Travel Insider blog (in 2002 and updated in May 2006) calls this a “Futile

Act of Self-Cannibalism,” indicating that the low-cost options have actually been competing against the main Delta service; and may have made its shortcomings more apparent.

The most important part of the progress and survival of an airline’s customer service Is listening to opinions and complaints from the customers, the airline can reinforce the weak spots. then reviews a inappropriate customer service ends up the image of the airline publicly.

Some Complaints From Passengers Of Delta Airlines

Sharlyn of Atlanta, GA July 30, 2009, I had a 4 1/2 hour flight from ATL to SFO on a 767 aircraft. I called the flight attendant using the help button on the computer screen to inform her that my overhead light would not come on. The flight attendant told me she would rebut my computer so I could use the overhead light and once she did, the light still did not come on. I told her I needed to use the overhead light to read business materials, etc. for a meeting and throughout the entire flight leaving at 21:15 pm (EST) to 23:30 pm (PST), I could not read over my business materials. The flight was not full, yet the flight attendant did not move me to another seat so I could read. I had eye surgery for a retina problem and had to strain my eyes in the dark, because the flight attendant refused to move me. This is very unacceptable considering that I have been a Delta Skymiles member since 1995.

Lindsay of Los Angeles, CA July 20, 2009, We arrived an hour before our flight, checked-in using the self service kiosk, paid for an additional bag, and got in line to drop it off. The line was long and personnel continued to take those who were “late” and cut them in front of us. I told the stewardess that we ourselves might need to get to the front of the line and were likely later than those she was allowing to cut in front of us. She refused to listen to me and kept me in line. When we arrived at the counter the woman did not want to let us check our bag because it was less than 30min. before the flight. We asked to speak to her supervisor. She moved as slowly as possible and it took another 10min for her to actually take our bag – which she finally had to do because we had already paid. When we got to the gate the plane was still there but they would not let us on as the gate had “closed”. I don’t understand how they could hold us in line, and allow other people to cut in front of us because they may miss their flight, not do the same for us, and then not take responsibility when we missed our flight because of this.

Usha of Finksburg, MD July 15, 2009, my husband, daughter and I went to Seoul in June 19th and scheduled to return to Baltimore on June 27th, so my daughter can fly to Chicago on 28th. But when we arrived at Atlanta arougn6:40, the flight stood on runway for about 2 hours because of gate issues. We all missed our flight and delta do not have another flight until next morning at 9:00, so my daughter missed her scheduled flight to Chicago and we have to pay full fare for the after noon flight ( which was about 250. They gave us a hotel which was so crappy, it stunk.

Nathan of Hof Hacarmel, CA July 10, 2009, I must congratulate Delta airlines for being the first “paperless” fleet I’ve had the discomfort of flying with. My flight DL87 leaving Tel Aviv, July 2, 2009, had reached a bit more than the halfway point when the hand towels, tissues and TOILET PAPER (!) all ran out in all four toilets. I walked to the rear of the plane and informed the service crew of the problem. They were woken out of the obvious stupor: “Thank you sir for informing us.” On of the lovely marched over the to toilette area with a hand full of paper towels, and, I assume, inserted them into the correct receptacle. The hygienic for a population of some 250 men, women and children was despicable and at best reprehensible. We have decided never again to fly Delta.

Less than four years after it was left on life support, Delta is now the picture of health. Thanks to a management overhaul, a rigorous shift towards more profitable international routes, aggres

To effectively manage and market destination Jamaica for visitors appeal, close attention is required as it relates to the advertising and selling of the destination likewise the maintenance of the tourism product to attract visitors.

Promote special events that can attract visitors throughout the year and enhance the image of the destination overseas.

The Jamaica Tourist Board can promote special events like Reggae Summer Festival and Jazz and Blues Concert. These events attract thousands of international visitors from all over the world annually. However through this market our music is marketed throughout the world and has put reggae music atop the charts internationally. This special event has also attracted artist, producers, promoters and visitors which increase the number of visitors entering the country within that given period.

Exploit the advantages of internet technology to market Jamaica.

There are different reasons why people exploit the internet technology to advertise and market a destination or a distinctive product. One of the major advantages is that advertising on the internet is cost efficient and is more conducive to users of the World Wide Web. Millions of people are online each day and therefore they can view advertisements whenever they want. In addition, it allows for target marketing which is more effective on the internet than anywhere else. Likewise, internet marketing allows for interaction and feedback from viewers through surveys, reports, tweets etc. and therefore this also help to overcome barriers of distance.

Promote a greater awareness locally of the importance of tourism in the Jamaica economy through the local communication programs.

The Jamaica Tourist Board can assist local residence of the significance of becoming more aware of tourism in the Jamaica economy by launching a Jamaica tourism awareness program that will not only educate locals about tourism but also inform them about the importance of preserving the environment for sustainable development. The importance of tourism in the Jamaica economy can be brought across to locals through other forms of communication programs such as seminars, workshops and cultural trade shows.

Promote Jamaica to Jamaicans

The program that is used to promote Jamaica to Jamaicans is called experience Jamaica. Although we are citizens of the beautiful destination Jamaica not very often do we explore the opportunities of experiencing the different aspects of tourism offered throughout destination Jamaica due to cost constrain. However this program is designed with the aim of giving locals such privileges. All attractions and special hotels within the destination is packaged at a special reduce rate and sold to locals allowing them the opportunity to experience Jamaica affordably.

Achieve a greater integration with Jamaica Vacation and Jamaica Reservation Service so that the combined efforts of these agencies will have full impact on the market place.

The Jamaica Vacation is the company that is responsible for getting airlift into the country and likewise the Jamaica Reservation Service both companies combined together will ensure that visitors are secured for both airlift and hotel accommodation into the country.

SWOT analysis of the techniques that were used in question 1.

The SWOT analysis can simply be described as the strength, weakness, opportunities and threats which focus on the micro and macro environment. However, according to the Jamaica Tourist Board, the SWOT analysis is the fundamental strategy which is used to accentuate the positives, reduce the negatives as far as possible, exploit the opportunities, and at the same time, recognize the threats.

STRENGTH OF DESTINATION JAMAICA

The Flag, Jamaica flag is the most recognized throughout the world because of its unique combination of colours with each depicting a different significant meaning. Black, representing the hardship of the people of the nation. Green, the luscious mountains. And last but not least Gold, the magnificent sunshine.

The Climate: unlike other countries that experience snow and weather of different kind, destination Jamaica is blessed to have tropical weather all year round which attract visitor to our island.

The Language: Jamaica is the premier English speaking destination throughout the Caribbean with a blend of creole which is so unique that all visitors who are vacationing in Jamaica will want to learn the language.

The Geographic Location: Jamaica on the Greater Antilles is situated 150 kilometers south of Cuba and 160 kilometers west of Haiti. Jamaica is the largest of the West Indian island. It has an area of 11,424 square kilometers, and is 243 kilometers long. Jamaica is in close proximity to the United States.

Special Events: Jamaica host some of the best events throughout the year such as Jamaica jazz and blues festival in the month of January, Bob Marley Birthday Celebrations in the month of February, Soul Rebellion Spring Break Party held in March, Trelawny Yam Festival in April, 20th Annual Jamaica Product Exchange (JAPEX) in May, Ocho Rios Jazz Festival in June, Portland Jerk Festival in July, Mello-Go-Round, Independence and Emancipation Celebration in August, Wine and Food Festival in September, Jamaica Product Exchange 11 in October, Port Royal Music Festival and Restaurant Week in November and New Year’s Harbour Festival and Fireworks in December. This goes to show some of the most popularly listed events that attract visitors to destination Jamaica on numerous occasions throughout the year.

Accessibility: Destination Jamaica is easily accessible by air at anyone of our three international airports. Donald Sangster’s International Airport in Montego Bay. Norman Manley International Airport in Kingston and the Ian Flemings International Airport in Boscobel. It is also accessible by land and by sea at anyone of our three cruise ship pier whether it is Montego Bay, Falmouth or Ocho Rios.

Easily Trained Staff: wherever we go we easily adapt to changes and do not require much training to effectively carry out a given task.

Culture: The rich and diverse culture and heritage of Jamaica is renowned throughout the world. “Jamaica multicultural history is best summarized in the national motto: Out of many, one people.”

Tourism Product: the 3 S which makes up the tourism product sun, sea and sand.

Agricultural opportunities: According to the Jamaica observer published April 30, 2009 Jamaica outstanding performance at the Beijing Olympics brought new focus on Jamaican food yam and tubers in particular which in some quarter was credited for Usain Bolt’s meteoric and historic achievements. In addition, imploring investors to take advantage of the opportunity to invest in Jamaica.

Culture and historical heritage: Jamaica culture and historical heritage aptly describes the music, cuisine, tradition, art and clothing, religion and folk lore.

Bauxite and Alumina: considered the most important sector of Jamaican economy accounting for about 10% GDP, Enabling Jamaica to become the leading bauxite producer in the world.

Renewable energy sources supply: The country has the advantages of utilizing renewable energy sources which comprise wind energy, solar thermal, wave energy and gas from animal waste just to name a few.

Focus on prudent fiscal management: maintain fiscal records and procedures of the agency that provides protection for the resources of the agency as well as records and procedures which generate economy effectiveness and operation efficiency.

Tax Administration Development
Airlift, including the national airline – Caribbean Airline formerly Air Jamaica
WEAKNESS OF DESTINATION JAMAICA

Image in the market place, unsafe destination

Insufficient schedule air service from some markets for example Europe

Lack of man-made attractions/development of natural attractions

Lack of enough large facilities to adequately host large meetings and conventions over 300 people

Crime and culture of indiscipline and lawlessness

Poor human rights system

Poor representation of electors

Low literacy and poor school governance

Poverty – economic dependence

Inefficient court system

High cost of energy

Poor organization of small businesses

Unfriendly tax policies

Political systems

Inefficient Bureaucracy

Poor infrastructure

Inaccessible garrison communities

OPPORTUNITIES OF DESTINATION JAMAICA

Global recovery – increased markets

Import substitutions opportunities

Renewable energy opportunities

Poor structure and dependency means greater opportunities to grow

Public sector rationalization

Tax reform and simplification

Domestic tourism

Cruise passengers as potential stopovers

THREATS OF DESTINATION JAMAICA

Pollution of Environment

Visitors Harassment

Global Recovery – inflation, higher interest rates

Rising oil and commodity prices

Focus on more investor friendly emerging economies

upcoming elections

fiscal appetite for revenue

Inadequate Health Care

The value of the Tourism Marketing Plan

The Tourism Marketing Plan, establish growth based on a sustainable market position in line with market trends which helps to enhance the visitors experience through mobilizing investment by increasing the types and quality of attractions. This gives awareness in the market place. The marketing plan may be part of the business plan. A solid marketing strategy is the foundation of a well written marketing plan. Thus the value of the plan is to provide a strategic vision for the development of the industry and a framework through which that strategic vision can be realized.

Three processes involved in developing the Tourism Marketing Plan

Introduction: set out the main theme of the Tourism Marketing Plan. It starts with a discussion of what constitute sustainable tourism development and then outline the main strategic objectives of the marketing plan and the measure designed to achieve them.

Sustainable Tourism: the aim of the marketing plan to move the industry on a path of sustainability which includes a key finding of the Diagnostic and Strategic options.

Strategic Objectives: to ensure consensus of the future direction of the industry and the strategic objectives set for it. The diagnostic and strategic options report set out three strategic options for planning the future growth of the industry.

The three options are:

Accelerating growth so that tourism can play the lead role in economic development envisaged in the national industrial policy (NIP) with particular regard to serving as a lead sector of the economy earning foreign exchange and creating employment.

Enhancing visitors experience, through developing and satisfying diversifying the product, to improve the long term competitive positioning of the industry and to achieve self-sustaining growth based on word- of – mouth referrals and high repeat visitors.

Achieving sustainability through improving socio-economic integration, by putting communities at the Centre of the tourism planning process and by helping to preserve Jamaica’s rich heritage of the national and built environment and its unique history and culture.

Five external organizations that could assist the Jamaica Tourist Board with implementation of a Destination Marketing Plan

2.0 Introduction

Chapter 2 will introduce the users about the Methodology used in conducting the research and analysis of the strategies used by Saba Restaurant. The type of methodology used in the conducting this research is The Strategy-Formulation Framework. The purposes of introducing this methodology to the user are to provide the information by which the validity of the research will be ultimately judged. This is to ensure that the team that carries out the research will be able to provide the users with clear and precise descriptions of how the research and analysis was done, and the rationale for the specific key points chosen. In such this will allow the users of the report to carry out similar strategy formulation method to evaluate whether the results are reproducible, and also allow the users to judge whether the results and conclusions are relevant, reliable and valid in the sense that the result will reflect the business natures and it industries.

2.1 Vision and Mission Statement

First and foremost for the first part of the Chapter 2, the users will be introduced about the formulation and the evaluation of a company’s vision and mission statement. To enable an organization to formulate and implement good alternative strategies, a clear vision and mission statements are needed. This part will be focusing on the concepts and tools needed to evaluate and formulate a good business vision and mission statement. In order to give users a better understanding on vision and mission statement of a business, it is important to focus on the business when it is first started.

Vision and mission statements are the resulting written documents which mirrors the basic ideas of the sets of belief about a business. It is crucial for the owner or manager to revise the founding set of beliefs as the business starting to grow. Those new ideas will then be reflected in the revised vision and mission statement. Synergies are said to be achieved when the managers and employees work together to formulate the vision and mission statements for an organization. As a result of such work, the output gained in the form of resultant documents can reflect the personal visions that managers and employees have in their hearts and minds about their own futures. In the end, such shared vision will create commonality of interest within the organization that will motivate both the employees and management to achieve the organizational goal as one.

2.1.1 Vision Statement Evaluation

In order to formulate a good vision statement, it is important to involve all the managers and executives in an organization to come out with a common agreed vision that will strives to achieve in the long-term organizational goals. Basically, most of the organizations nowadays have both a vision and mission statement but in order for an organization to operate in long run, the vision statement should be established first and followed by the establishment of the mission statement of an organization.

A clear vision statement should be able to answer the question of “What do we want to become?” Thus, the said vision will able to provide the organisation the foundation for developing a comprehensive mission statement in which that enables an organization to operate effectively and efficiently in the short-run. A vision statement basically is evaluated based on the following characteristics:

Should be short and clear, preferably in one sentence; and

Should involve as many managers or executives as possible when developing the vision statement.

All in all, it is very important to have a clear vision statement before an organization set up its mission statement in order to have a clear view of an organization’s long term business operation and to always strive for the vision to achieve desired future position of the company.

2.1.2 Mission Statement Evaluation

In order to formulate an effective mission statement, the mission statement should always be broad in scope. The term broad in scope highlight the relationship between specificity and generality of the mission statement. Due to the fact that an overly specificity statement would most likely limit the potential of creative growth for the organization; while an overly generality statement which includes various strategy alternatives could lead to dysfunctional in an organization. Thus, an effective mission statement should be able to answer the question “What is our business?” As a mission statement reveals an organization’s effort in become what they want to be and whom they wish to serve their products and services. A good mission statement will enable the management of an organization in the formulation and consideration of a range of possible alternative objectives and strategies without excessively limiting the management creativity.

Besides that, an effective mission statement needs to be reconciliatory so that the organization is able to reconcile the differences effectively among the organization’s diverse stakeholders and appeal these differences to them. Nonetheless, a good mission statement should be able to assist organization in identifying the relative attention that it needs to dedicate to meeting the claims and obligations to various stakeholders. The harmony relationship between the specificity and generality of mission statement is usually difficult to achieve, but it is well worth the effort. The following characteristics are what an effective mission statement should have:

Broad in scope; do not include monetary amount, numbers percentages, ratios, or objectives

Less than 250 words in length

Inspiring

Identify the utility of a firm’s products

Reveal that the firm is both socially and environmentally responsible

Reconciliatory

Enduring

Include the nine mission statement components

Nevertheless, as mission statement is often the most visible and public part of the strategic-management process, it is important that it also includes the nine components which made up of the following:

Customers

Who are the firm’s customers?

Product/Services

What are the firm’s major products and services?

Markets

Where does the firm compete (geographically)?

Technology

Is the firm technologically current?

Survival, growth & profitability

Is the firm committed to growth and financial soundness?

Philosophy

What are the basic beliefs, values, aspirations and ethical priorities of the firm?

Self-concept

What is the firm’s distinctive competence or major competitive advantage?

Public image

Is the firm responsive to social, community, and environmental concern?

Employees

Are employees treated as valuable assets of the firm?

In conclusion, an effective business mission statement must be able to reflect the judgments about the future growth directions and strategies that are able to achieve an organization’s long-term goals and objectives. Besides that, an effective mission statement should provide useful criteria for selecting among alternative strategies and act as a basis for decision making over various strategic option. Thus enable the organization to determine the best alternative strategies to strive for and what type of decisions to be made in order to achieve the organization’s goal and objectives. As such, the mission statement should be updated often to stay relevant.

2.2 Strategy-Formulation Framework

Chapter 2 Part 2 will be discussing about the Strategy Formulation Framework in details to enable users to understand the nature of the framework and also to understand each stages of strategy formulation framework.

Strategic management analysis plays an important role in an organization as it largely involves managers, executives or strategists in making critical alternative decisions based on objectives information. Users will able to understand the important concepts that help managers, executives or strategist in formulating, evaluating and deciding which alternatives is the best course of action. Factors that will determine the decision of the management in generating alternative strategies are the External Environment Forces and the Internal Environment Forces.

Both the External and Internal Environments Forces have strong relationship within organizations, as these forces are the Strengths, Weaknesses, Opportunities and Threats (SWOT) that the organizations currently have and will be anticipating in the near future. Firstly any changes the External Environment Forces will affect the consumer demand for both industrial and consumer products and services. Nevertheless, the external forces also directly affect both suppliers and distributors. Any changes made in the external force will ultimately alter an organization’s effort on the opportunities and threats anticipation. Organizations will able to develop clear mission, develop long-term strategies and develop policies to achieve annual objectives and organizational goals through identifying and evaluating both external opportunities and threats. The external environments forces include the following factors that will be used to evaluate and gather information on organizations’ opportunities and threats:

Key External Forces

Demographic Forces

Factors comprises of the demographic forces are usually the population demographic such as age, gender & race distributions, marriage & divorce rates, immigration rate, education systems, education levels, distribution of income & wealth, and other factors that will affect the populations’ demographic

Economic Forces

These forces mainly consist of factors such as inflation rate, GDP growth rate, unemployment rates, import or export conditions and other factors that will generally affect the economics of the world.

Political/Legal Forces

Factors which needed to be consider in this forces are the government stability & relations with other countries, government spending and taxation policies, industrial policies, laws and regulations on employments, environment protection, foreign trade, duties and tariffs, and other factors that may affect these type of forces.

Socio-cultural Forces

Socio-cultural forces mainly consists the factors of the social class structure and mobility, the attitudes towards lifestyle trends, work places, consumerism and environmentalism, and other factors in which might affect these type of forces.

Technology Forces

Factors such as the new discoveries or development in the industry, speed of technological transfer, obsolescence rates within own or related industry, government polices and spending on research, technology changes and others should be considered.

Global Forces

Global forces mainly consists of factors arises from all other external forces that are in relation to global contexts.

Physical Forces

Factors that focus on the physical existences and locations of an organization in a specific area will affect its market capabilities.

Industry Forces

Industry forces mainly comprises of the competitive forces of an organization with all its competitors in the industry. Factors such as the bargaining power of customers & suppliers, threat of new competitors & substitute products or services and rivalry among existing competitors.

Secondly, the Internal Environment Forces will be the organizations’ Strengths and Weaknesses in the functional areas of business. No organization is equally strong or weak in all areas. Objectives and strategies are established with the purpose of capitalizing the organizations internal strength to overcome the weaknesses. An organization strengths and weaknesses can be seen and evaluated from its effort in marketing, finance, accounting, management, management information system, production or operation and its research & development efforts. The internal environment forces include the following factors which will be used to evaluate and gather information on organizations’ strengths and weaknesses:

Key Internal Forces

Resources

This key internal factor mainly focuses on the organization’s internal resources such as materials or other assets that are used to produce economical benefits for the organization. Examples of such factors are the financial resources, human resources, physical resources and other resources that may affect an organization’s operation.

Capabilities

Capability is the ability of an organization to initiate and perform its daily operation. It concern about the ability of an organization to utilize the resources and transform them into future benefits, and to create competitiveness edge over its competitors.

Core Competencies

Core Competency is reflected as a unique ability that an organization has which cannot be easily imitated that give an organization one or more competitive advantages, in creating and delivering value to its customers in its industry.

Then again, the Strategy-Formulation Framework is regarded as important strategy-formulation techniques which are integrated into a three-stage decision-making framework. The tools used in this framework are applicable to all organizations type and able to help strategists formulate, evaluate and select strategies.

Stage I: The Input Stage

External Factor Evaluation (EFE) Matrix

Competitive Profile Matrix (CPM)

Internal Factor Evaluation (EFE) Matrix

Stage II: The Matching Stage

Strengths-Weaknesses-Opportunity-Threat (SWOT) Matrix

Strategic Position and Action Evaluation (SPACE) Matrix

Boston Consulting Group (BCG) Matrix

Internal-External (IE) Matrix

Grand Strategy Matrix

Stage III: The Decision Stage

Quantitative Strategic Planning Matrix (QSPM)

Table 1

As show in Table 1, Stage 1 of the formulation framework consists of the EFE Matrix, the IFE Matrix and the Competitive Profile Matrix. Being the Input Stage, Stage 1 act as the basic input to summarize the information needed to formulate strategies. This information is largely dependent on the Key External and Internal Forces that managements or strategists have identified and evaluated.

Stage 2 which is the Matching Stage, focuses on generating feasible alternative strategies by using the key external and internal factors that have been summarized in Stage 1. Tools in Stage 2 include the Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix, the Strategic Position and Action Evaluation (SPACE) Matrix, the Boston Consultation Group (BCG) Matrix, the Internal-External (IE) Matrix and lastly the Grand Strategy Matrix. Results from Stage 1 and 2 are then be used in Stage 3 to indicate which alternative strategies are the best for the organization in its current state and to achieve long term objectives.

Stage 3 also known as the Decision Stage involves a single analytical technique that is designed to determine the relative attractiveness of feasible alternative strategies or actions. Quantitative Strategic Planning Matrix (QSPM) uses input information from Stage 1 to objectively evaluate feasible alternative strategies identified in Stage 2. As QSPM will reveals the relative attractiveness of alternative strategies and thus provide an objective basis for selecting specific strategies.

Details on all nine techniques of strategy formulation framework will be further discussed in the following part starting from Chapter 2 part 3.

2.3 Stage 1: The Input Stage

Stage 1 of the formulation framework consists of the EFE Matrix, the IFE Matrix, and the Competitive Profile Matrix (CPM). As the Input Stage, these three tools basically are the summary of basic input information needed to formulate strategies. The information derived from these three matrixes will provide the basic input information for the Stage 2 and Stage 3 of the framework.

2.3.1 External Factor Evaluation (EFE) Matrix

In stage 1, users will be focusing on identifying an organization’s internal and external environment factors by using The External Factor Evaluation (EFE) Matrix. EFE Matrix also known as the Industry Analysis focuses on summarizing and evaluating an organization’s external environment which covers the industry’s economic, social, cultural, demographic, environmental, political, governmental, legal, technological, and competitive information. These external environment forces will ultimately affect an organization in making decision on choosing feasible strategies alternatives to meet its long term goal. Table 2 is the example of EFE Matrix.

—The rest of the page is left blank as intended—

Key External Factors

Weight

Rating

Weight Score

Opportunities

1.

2.

3.

4.

5.

6.

7.

8.

Threats

1.

2.

3.

4.

5.

6.

7.

8.

Total

1.00
Table 2

Steps in developing EFE Matrix

List a total of 16 to 24 key external factors consist of both opportunities and threats that affect an organization’s industry which are identified in Chapter 3? External Environment. Information picked should be as specific or objectives as possible, using percentages, ratios and comparative numbers.

Assign each factor with a weight that ranges from 0.0 (not important) to 1.0 (very important). Usually opportunities receive higher weights than threats, but if threats are severe or threatening, then it should be given higher weights. The sum of all weights assigned to the factors must equal to 1.0

Assign a rating between 1 and 4 for each key external factor. This is to indicate how an organization’s current strategies will effectively respond to these external factors, where 4 = superior response, 3 = above average response, 2 = average response and 1 = poor response.

Multiply each factor’s weight by its rating to determine a weighted score.

Sum the weighted score for each variable to determine the total weighted score for chosen organization.

Factors includes in EFE Matrix should always be as objective as possible, where factors should be stated in quantitative terms to the extent, rather than being just vague terms. No matter how many numbers of key opportunities and threats included in an EFE Matrix, the maximum or highest possible total weighted score for an organization will always be 4.0 and the minimum or lowest possible total weighted score is 1.0 and an average score of 2.5.

Rating above average rating of 2.5 indicates that the organization is taking the advantage of existing opportunity and minimizes the potential threats; rating below 2.5 indicates that an organization is not effectively taking advantage on the external opportunities and also trying to avoid the threat they are facing.

As conclusion, the EFE is used to summarize and evaluate the key external opportunities and threats that are beyond the control of the organization.

2.3.2 Competitive Profile Matrix (CPM)

Other than External Factors Evaluation (EFE) Matrix, Stage 1 also includes the Competitive Profile Matrix (CPM) that is used to identify an organization’s major competitors and its particular strengths and weaknesses in relation to a sample organization’s strategic position. Similar to EFE Matrix, the weights and total weighted scores in CPM have the same meaning and purposes. Illustration of Table 3 will further allow users to understand the calculation and evaluation of a CPM.

Company A

Company B

Company C

Critical Success Factors

Weight

Rating (1-4)

Score

Rating (1-4)

Score

Rating (1-4)

Score

Advertising

Product Quality

Price Competitive

Management

Financial Position

Customer Loyalty

Global Expansion

Market Share

Total
1.00
Table 3

Critical Success Factors in the CPM include both the internal and external forces issues that make up the factors in the EFE Matrix and IFE Matrix, and thus the ratings for the factors are referred to strengths and weaknesses, whereby 4 =major strength, 3 = minor strength, 2 = minor weakness, and 1 = major weakness. However, these critical success factors are not grouped into opportunities and threats as the ones in the EFE Matrix.

The rating and total weighted scores for rival firms can be used to compare the competitive performance to the sample firm. The results from the comparative analysis will provide important internal strategic information. However, users have to aware that they should avoid assigning the same rating to firms included in the CPM analysis. Nonetheless, users should also be reminded that the rating in a CPM are not aiming to arrive at a single number, but rather to integrate and evaluate information that aids in decision making.

In conclusion, the CPM is used to identify a firm’s major competitors and its particular strengths and weaknesses in relation to a sample firm’s strategic position. The rating results from CPM should be used to aid an organization in decision making.

2.3.3 Internal Factor Evaluation (IFE) Matrix

Last technique used in Stage 1 will be the Internal Factor Evaluation (IFE) Matrix. Users will be focusing on constructing IFE to summarize and evaluate on the internal strategic management or the major strengths and weaknesses in the functional area of an organization. When developing IFE Matrix, users are required to use their intuitive judgments. Below is an example of IFE Matrix which is illustrated in Table 4.

Key Internal Factors

Weight

Rating

Weight Score

Strengths

1.

2.

3.

4.

5.

6.

7.

8.

Weaknesses

1.

2.

3.

4.

5.

6.

7.

8.

Total

1.00
Table 4

Steps in developing IFE Matrix

List a total of 16 to 24 key internal factors consists of both strengths and weaknesses which are identified in Chapter 3’s Internal Environment. Information picked should be as specific or objectives as possible, using percentages, ratios and comparative numbers.

Assign each factor with a weight that ranges from 0.0 (not important) to 1.0 (very important). The sum of all weights assigned to the factors must equal to 1.0. Factors being strengths or weaknesses that have the greatest impact on organizational performance should be given the highest weights.

Assign a rating of 1 to 4 to each key internal factor. Rating 1 = major weakness, 2 = minor weakness, 3 = minor strengths and 4 = major strengths. Beware that only weaknesses will receive rating 1 to 2; and strength will receive rating 3 to 4.

Multiply each factor’s weight by its rating to determine a weighted score.

Sum the weighted score for each variable to determine the total weighted score for chosen organization.

Just like EFE Matrix, factors includes in IFE Matrix should always be as objective as possible, where factors should be stated in quantitative terms to the extent, rather than being just vague terms. No matter how many numbers of key internal strengths and weaknesses that are included in an IFE Matrix, the total weighted score can range from a low of 1.0 to a high of 4.0 and an average score of 2.5. Rating above average rating of 2.5 indicates that the organization is internally strong, while rating below 2.5 indicates the organization is internally weak.

It is important to user that while developing IFE Matrix, try not to have the financial ratio analysis as key internal factors to be more than 30 percent of the total factors. This is because financial ratios are generally the result of many other factors and thus this may create confusion and disorient the organization in which strategies to be considered based on the financial ratios analysis.

In conclusion, the IFE Matrix is used as a technique to summarize and evaluate the key internal strengths and weaknesses of an organization, also to act as a basis for identifying and evaluating the relationship among the key internal factors. By the end of Stage 1, users will now able to understand the use of the three techniques or tools (EFE Matrix, CPM and IFE Matrix) to summarize and evaluating both key internal and external factors of the organizations and its industries.

Next part of the Chapter 2 will be focusing on the Stage 2 of the Strategy Formulation Framework which is the Matching Stage.