The Importance Of Tourism Market Segmentation Tourism Essay

In this chapter, the author gives a brief overview of the origin of tourism and highlights the importance of tourism market segmentation, reviewing the impact tourism has on a country’s economy. The niche market segment and the terminologies used in this dissertation will be explained. The author will look into the economical potential of gay, lesbian, bisexual and transvestite tourism.

Travelling had been an important feature since the time civilisation began. It began with travelling for trade and business purposes. Leisure travelling started only during 500 BC when the Greek civilization would travel for religious festivals and travelling gradually became a pursuit in pleasure. (Chandran 2009). Tourism evolved, especially through the direct influence of the renaissance, and became an important part of the western way of life, reflecting on one’s identity, status and culture (Bowen & Clarke, 2009; Hughes, 1997).

Tourism took on a greater height in the twentieth century when the wars opened the window and aroused the curiosity of the less well off people on international travel. The birth of air travel and the growth of the worldwide hotel chains had brought about mass tourism hot spots like the Mediterranean, Caribbean and North America. Diversification of alternative destinations, like India and Nepal, began in the 70s and individual travellers emerged in huge numbers during the period of the 1980s (Chandran, 2009).

It has been reported that tourists visiting many countries worldwide had spent billions of dollars every year, making tourism one of the highest incoming generating industry in many countries (Mowforth and Munt, 2007; Wall and Mathieson, 2006). This has resulted in countries coming up with new and innovative ideas to improve and re-package the current tourism products available for the various market segments, in hope to attract more visitors to increase economic growth (Holloway, 2004).

Many tourism ministries and destination marketing companies have also came to realise that tapping into the mass tourism market alone is not enough to sustain the economy in the long run. A new generation of tourists have emerged and in order for destinations to maintain their cutting edge, it is crucial that they are able to provide a tailor-made unique travel experience for the various market segments (Hughes, 2005; Stuber, 2002; Rushbrook 2002; Clift and Forrest 1999).

Gay, lesbian, bisexual and transgender (GLBT) tourism

As suggested by Munt (1997), homosexual men are termed as ‘gay’, while homosexual women are termed as ‘lesbians’. These terms are used to describe people who engage in sexual activities or have sexual desire with another of similar biological sex (Hughes, 2006). Guaracino (2007) has also suggested that ‘GLBT’ is the ‘all inclusive’ and most accurate term to be used when discussing about gay, lesbians, bisexual and transgender personnel. Based on research, 3-10% of the entire world population identifies themselves as exclusively homosexual (Jenkins, 2010; Levay, 1996; Pillard and Bailey, 1995; Kinsey, Pomeroy and Martin, 1948).

Gay tourism is defined as homosexual men and women travelling with overnight stay for various reasons; such as leisure, business, visiting friends and family, etc (Hughes, 2006). In addition, gay tourism is also viewed as an organised form of travel with characteristics that are recognizable, shared and predictable instead of just homosexual men and women travelling for a holiday (Waitt and Markwell, 2006). Clift, Luongo and Callister (2002) also state that GLBT tourism is structured around a strong distinction between the tourist’s homophobic home and a gay-friendly destination that offers a relative among of sexual freedom, these destinations also encompasses the cultural, social, political, health and economical aspects of life.

It has also been documented that gay tourism dates back to the Victorian period where homosexual men travelled from northern Europe to the Mediterranean through grand tours in seek of the climate, culture and physical companionship of other men. Such travelling activities are organised as the homosexual traveller wanted to step out of their own countries to experience a lifestyle of which their sexuality can be freely expressed (Aldrich, 1993). Many gay men had their holidays during the late 1970s to 1980s in destinations that are perceived to be gay tolerant or totally gay exclusive (Clift, Luongo and Callister, 2002). Gay travel has remained classified as a separated form of travelling from mainstream travels discussions up until 1990s (Casey, 2009). During the mid 1990s, both the United States and UK had liberal governments, aiding in promoting social equality. As GLBT rights progressed, the new generation’s needs to confined themselves strictly to an all-gay environment seemed greatly diminished. GLBT rights demonstrations became a high profile and eventually a highly lucrative tourism event. This has also resulted in GLBT tourism having its main anchorage point in major cities in Euro-American countries (Clift, Luongo and Callister, 2002).

The World Tourism Organisation classifies gay tourism as a form of niche tourism targeting at gay and lesbians ‘open’ about their sexual preference who seeks to travel to destinations that are GLBT-friendly in order to participate in activities that embraces the homosexual lifestyle (Guaracino, 2007). Since 2001, many countries had taken the step to embrace the GLBT market segment as the GLBT travellers are among the first market segment to be revived since the aftermath of the 9/11 incident (Guaracino, 2007). With GLBT being a specific niche market segment, many countries focuses on understanding and addressing their needs as compared to a wider, more diverse group, thus, using marketing dollars in a more effective way (Baxter, 2010; Nisberg and Nierenberg, 2004).

More and more suppliers and destinations have replaced the term gay-friendly with being ‘gay welcoming, thereby acknowledging the GLBT consumers and ‘welcomes’ their business. As discussed by Guaracino (2007), although Atlantic City lacks the hallmarks of gay destinations such as gay discotheque and drag-shows, the city offers entertainments, casinos and shopping opportunities, which are of interest to both the straight and gay consumers, offering itself as a gay-friendly destination through its marketing campaigns. But although the collective imaginary of gays and lesbians are prominent in many of such destinations, these places are often still marginal in terms of being exclusive from the mainstream society. An example cited by Clift, Luongo and Callister (2002) is the settings of GLBT tourism in Warmoesstraat, Kerksstraat and Rembrandtplein of Amsterdam, where it seems like there is the segregation from the heterosexual space of the ‘Wallen’.

Acceptance of GLBT market

Although many countries have open their doors to welcome the GLBT market, there are still countries that are reluctant acknowledge the presence of this niche market. Indararusmi and Vieregge (2009), cited from Ottosson (2007), reveals that according to a world survey conducted by the International Lesbian and Gay Association in 2007, homosexuality is considered to be illegal in 85 countries. Acceptance has be restricted to GLBTs who conformed to the generally accepted standards of behaviour and leads a ‘normal’ life (Pritchard, Morgan, Sedley, Khan and Jenkins, 2000). Hughes (2006) also reveals that many societies still have strong prejudices against the GLBT community, with various forms of harassments and discriminations still occurring. GLBT individuals may have strong desires for places free from discrimination and oppression from the society, resulting in them having a travel culture of high mobility (Indararusmi and Vieregge, 2009; Waitt and Markwell, 2006). Pritchard et al (2000) mentions that GLBT have needs to escape, in search of a sense of safety and belonging, seeking an escape from the pressures imposed from the largely heterosexual world for being gay.

Economical impacts of tourism
The economic power of GLBT tourism

The GLBT market’s existence has been demonstrated by the growing commercial interest in this market segment. It has been visible in the current advertisements and television shows that targeted the GLBT community for the past 20 years, and the increase in radio and television programs geared towards this market segment (Baxter, 2010). The GLBT community, especially the gay men, have a higher disposable income to indulge in luxuries like travelling in comparison to their heterosexual counter-parts (Community Marketing, 2008; Stuber, 2002; Binnie and Valentine, 1999; Clift and Wilkins, 1995). Lindstum (2005) and Keith (1996) state that the GLBT community consists majority of DINKs (double income, no kids) and thus have money and time at their disposal. With no restriction on only travelling during peak season, more destinations are targeting GLBT tourists during the off-peak seasons.

Gay couples in the United States have an average household income combined to be about USD 65,000, which is almost 60% higher compared to the average household income of an American home in year 2001 (Belkin, 2004). The Travel Industry of America also estimated that 85% of the GLBT community travels for holiday at least once each year, 21% higher than the national average (Guaracino, 2007).

Research reveals that the GLBT market is having a steady growth; with statistics from community marketing inc (CMI) reveals that the GLBT market has an annual economic contribution of approximately $70.3 billion in the United States alone (Dooley, 2009). Gay and lesbian couples are also deemed to have a more habitual travel practice, less cautious in their spending habits while travelling and show a greater sense of brand loyalty than straight couples (Guaracino, 2007; Roth and Luongo, 2002).

GLBT are more optimistic about their financial futures and the worldwide economical situations than heterosexuals (Olorunnipa, 2009). The worldwide economic contribution from gay honeymoon vacations could potentially exceeds $72 billion per annum (Belkin, 2004). Guaracino (2007) also states that increase in gay marriage is equivalents to an increase in gay dollars, with gay couples spending less money in the wedding ceremonies but significant more on their wedding travels.

Chapter 3 (3000 words)

Use the same concept found in chapter 2 & back it up with primary sources and literature.

Search in-depth on chapter 3 and chapter with the articles on chapter 2.

Structure all for Singapore and do a comparison also to see if it was similar to the general trend.

Blogs

Articles

Tourism Statistics from Singapore since yr 2000 – 2010

Articles on nation party held by fridae.com in Singapore or any other relevant event’s articles

Articles on tourism’s economical impact in Singapore

Chapter 4

Discussion / Conclusion (if the research statement is valid)

Limitation (Discuss briefly what are your limitations.)

Recommendation

For future studies -> Should it be a primary research in the future?

For the industry -> what could be done?

Reflection

what are the things you learn? I.E systematically reading of literature? Reflection is NOT limitation.

In conclusion, does Singapore agrees with the rest of the destination? Does it disagree?

Submission on 8 Nov, ONE loose copy in the envelope. ONE more on Tuesday.

Front of envelope:

Student Number

Name

Title of Dissertation

Name of Tutor / Supervisor

The Importance Of Tourism In Mauritius Tourism Essay

Chapter 2

This chapter deals with the importance of Tourism in Mauritius along with its socio-cultural impacts. The government too encourages tourism for its ability to spread economic development along with reducing inequalities in income distribution by providing jobs. In other words, it raises the standard of living of the local people. As mentioned by Glasson et al., 1995, the government views tourism as a catalyst for national and regional development. Moreover, it brings employment, exchange of currency, balance of payments advantages and important development such as infrastructure benefiting locals and visitors alike. Tourism industry has been the largest as well the fastest industry of the world. Along with the benefits, it must be noted that the negative impacts should not be ignored. Therefore, here, emphasis will be laid mostly on socio-cultural impacts of Tourism in Mauritius.

What is Sustainable Tourism?

Sustainable tourism is a kind of approach to tourism meant to support the development of ecological tourism in the long term. If tourism is to become part of a more sustainable lifestyle, changes are needed to the patterns of behaviour adopted by the public.

Being a core pillar of the economy, the sustainable tourism industry, therefore plays a significant role by contributing to development of goals set for 2015 and alleviating poverty, creating jobs and providing livelihoods to the people of all works of life.

Moreover, sustainable tourism is known as tourism development that avoids damage to the environment economy and cultures of the locations where it takes place. Therefore, it deals with the serious issues such as conserving the resources, valuing the local culture and tradition and contributing largely in the economy. The aim of sustainable tourism is to ensure that development is a positive experience for local people, tourism companies as well as the tourists themselves.

Characteristics of Sustainable Tourism

Sustainable Tourism tries its utmost to maintain the importance of local culture and tradition.

Sustainable Tourism is informatory, as it doesn’t only let tourist know about the destinations but also it helps locals knowing about the culture and civilisation of tourists.

This kind of tourism is aimed to conserve the resources of destinations where one is visiting to

Sustainable Tourism seeks deeper involvement of locals, which provide local people an opportunity and make their living. Above all, Sustainable Tourism stresses pointedly upon integrity of the tourist places.

Moreover, educating locals about sustainability can help in training people to preserve the product that actually offers them a living. In the tourism literature, another major theme linked to culture is that of the impact of tourism development on host cultures (Cole, 2004).

Contribution of Tourism in the Economy

Tourism contributes much in the economy in a way that the economic policy and planning will revolve mainly around certain fundamental objectives. For example in Mauritius, the potential contribution of tourism is noted under each of these.

-Achieving economic growth

-Achieving the equitable distribution of economic activities by region of the country

-Tourism is a good source of government revenues.

-Ensuring adequate maintenance and expansion of the country’s physical infrastructure and public utilities – roads, harbours, airports, and transportation systems, telecommunications

-Providing an adequate public health system

-Providing an adequate educational and vocational training system

Relationship between Ecotourism and Sustainable tourism

When we talk about sustainable tourism, it deals mostly with the principles of sustainable tourism which are widely accepted, with the idea of prevailing sustainable tourism. Hence, ecotourism, which basically deals with nature tourism, aiming to conserve the environment and improving the well-being of local people, is considered as a speciality product of achieving sustainable tourism, also attracting a considerable amount of interests among both tourist researchers and governors. Ecotourism is seen as a form of tourism that is highly visible and growing rapidly. However, though the goals of ecotourism and sustainable tourism are much similar, the latter is broader and conceals within itself very many aspects and categories of tourism.

Relationship between host community and guest

Tourist-host encounters occur in three main contexts:

-Where the tourist is buying some good or service from the host,

-Where they are in the same place at the same time,

-And when they meet and share ideas and information (de Kadt 1979).

Referring to the last type of encounter is far less common than the first two, tourism often fails in promoting mutual understanding among different nations and stereotypes prevail (Nettekoven 1979; Krippendorf 1987; O’Grady 1990). As we can see, this might be create troubles in different nations and may divide them too.

Society

Coming from the Latin word ‘societas’, which means as friendly association with others, a society a can be described as a group of people related to each other through persisted relations such as social status, roles and social networks. It is a group that shares the same geographical territory and have the same political authority and cultural expectations. In other words, society is the members sharing some mutual concern or interest aiming to a common goal.

However, related to tourism, we do have some socio-cultural impacts which can be both positive and negative, some form of socio-cultural impact is an inevitable part of the host-visitor relationship as tourism brings together regions and societies that are normally characterised by varying degrees of difference. This is so, because the visitors are from different origin and they carry them their own beliefs, values and expectations.

What is culture?

Culture comes from the Latin word ‘cultura’ which means to cultivate, the term culture refers to the cultivation of the soul or mind. Therefore, culture can be described as a social construct which characterizes the behaviour and attitude of social groups. As said by (wolfram, 2002), culture can be an operating mechanism of genetic unfolding which is the basic of the concept.

Culture is also described as the sum of ideas, beliefs, values, knowledge and behaviour forming the shared basis for all social action. According to Enzensberger, culture may be defined simply as everything that humans do and do not do (Enzensberger, 1994).

A country’s culture consists of its way of life, the way people dress and look, its institutions, its street scenes, its market and buses and its rhythms and patterns, the whole character and appearance of its cities and its countryside. However, it is difficult to see a country’s culture in its totality, because there are so many factors and variables involved. Moreover, it has been noted that no group of people keeps on living in exactly the same way and the culture of a country changes in some way about every five minutes.

Social impacts of tourism

Tourism directly affects the lives of people living in the tourist areas and this something inevitable. The following are some of the effects which the development of tourism will bring to a new destination.

-It brings new jobs.

-Many women may be given opportunities to work for the very first time in their lives.

-Housing will improve and a variety of new housing projects will

develop.

-As noted, tourists are customers willing to pay for craft items, works

of art, and live performances. The traditional cultural pursuits will

undergo a process of commercialization.

However, along with the positive contribution of Tourism, the society is also affected by its negative impacts which are known as the ills of the society and causes much harm in terms of prostitutions, drug addictions, gambling, crimes, thefts, night life, western culture being adopted ignoring the local one specially amongst youngsters. It also gives rise to sex tourism, with aged foreigners flocking to some of the countries seeking young women as partners. Others come to indulge in pedophile activities.

Cultural Impacts of Tourism

Cultural tourism is one of the largest and fastest-growing global tourism markets. This is so because culture and creative industries are being used increasingly to promote destinations and enhance their attractiveness and competitiveness. Developing their tangible and intangible cultural assets has become a means for many locations to develop comparative advantages in an increasingly competitive tourism marketplace and to create local distinctiveness in the face of globalisation.

The impact of tourism on culture examines the relationship between tourism and culture which keeps on growing and shows how tourism and culture share a strong link to help places become more attractive to tourists.

However, most if the time, while catering for the perceived needs of tourists, tourism development leads to destinations losing their cultural identity. The local people tend to forget that the tourists are short-stay visitors who carry with them their own cultural norms and behavioural patterns. It tends to become a source for commercialisation of traditional cultural events and customs leading to ‘fake folklore’ for tourists with no cultural value for the local population or the visitors. This becomes an issue as culture is being sacrificed for reasons of promoting tourism. In other words, creating an additional economic value at the price of losing a cultural value.

The Socio-cultural impacts of tourism on the host communities

The socio-cultural effects of Tourism are divided into three aspects:

1. On the destination

-That is, how well a destination is able to assimilate given numbers of visitors

2. On the way of life

-That is, the impact that visitors have on people’s values, and the local way of life.

3. On the arts

-That is, the influence of the visitors on the arts; music, dance, painting, sculpture, theatre, architecture, handicrafts and so on.

These three types of impacts have the following positive effects:

Firstly, the numbers of visitors boost the local economy creating wealth, generate jobs, produce improvements in the local infrastructure, trigger a range of new facilities and services, and stimulate other types of investment.

Secondly, tourism gives the opportunity to get into contact with the outside world, stimulates two-way flows of information, leads to the import of more goods and services, promotes cultural exchange, fosters a process of internationalization, and generally acts to develop the whole field of trade and communications.

Finally, it creates an audience and patronage for the local arts – mostly for handicrafts, theatre, music, and dance. It also has an indirect impact on all other artistic expressions – including architecture, painting and literature.

Impacts can also act in a negative way:

First, as already noted, tourism competes for space, thus, there can be some local resentment to sharing amenities with a large number of visitors.

Secondly, not only tourism but by development brought in general, there may be some resistance to the changes in the way of life and values and.

Lastly, there can be some resentment of the impact of the new market forces on both the contemporary arts and traditional.

As we know, all cultures differ from each other. However, while talking about the socio-cultural impacts of tourism, some concepts can be taken into consideration and these can influence one culture’s view with another and they are:

Norms and rules

Here, the way which the people and the society behave and the rules which they follow are noted. People are limited to some legal framework as well as are restricted through social norms-the etiquette and the codes of conduct which governs the ways in which people behave.

Emotionally

Emotions can be hidden or expressed and is likely to change from country to country. It may change over time also. For example, in many countries, anger is permitted only if the cause is justifiable. In other societies, showing anger in any circumstances is unacceptable.

Orientalism

Orientalism both creates and perpetuates false ideas about the behaviour of others, particularly as they relate to western views of the East and culture and. The mysteries of the East are due mainly to the West’s incomprehension of eastern cultures. These myths are not only frequently repeated but may also influence contacts and relations.

Primitivism

Primitive society is living in a natural state with full goodness and simplicity. It can also be said that humans who live in primitive societies are not as intelligent as those who live in advanced societies. They live on honesty and not an attacking egocentrically on another culture to legitimize their enslavement or destruction. They harvest what is naturally provided. However, tourism is often viewed as having disrupted the primitive societies as it has been influenced by the medial, consumerism, politics, economics, education, health, family structure, travel, migration and other social changes.

This can further be elaborated as tourism stimulates much interest in and conserve aspects of, the cultural heritage of the host (Cooper et al., 1998). It is noted that once the tourists appreciated the cultural heritage of a particular destination, that appreciation can increase the host’s pride in their heritage and foster local crafts, traditions and customs. In some countries, resources such as museum, national monuments, historical sites and ruins, rock paintings, cultural events, sports and recreational activities too are related to heritage and contribute much to the tourism sector (Government of Botswana, 1997).

Tourism has been contributing a lot positively on the society but however, the negative aspects also should be taken into consideration. While talking about the negative aspects, we cannot ignore the fact that the spread of disease through travel and tourism continues to cause a problem though it has largely been responsive to vaccination and control. Among these diseases, the transmission of AIDS on a world wide basis has become a very serious issue and remains one of the major socio-cultural concerns of Tourism.

It is noted that in Tourism AIDS is spread principally through sexual contacts. These consists either heterosexual or homosexual and may involve prostitutes, other tourists and ordinary members of the host population. Prostitutions is said to be the most common initial vehicle concerning the spread of the disease. Though tourism does not tend to create prostitution, it existed already and it is impossible to eliminate it too as it creates a certain type of tourism. However, another problem is that it tends to produce young prostitutes as there is a belief that younger girls are less likely to be infected. It is also noted that night clubs become more marketable if prostitution is available there. This has become a means of commerce and entertainment whereby a country’s culture is much affected without forgetting the other sources such as advertising, fashion and media by which culture is much influence.

These bring much idea about values and lifestyles. For example, Coca Cola denotes more than a soft drink, Levis more than a pair of blue jeans, McDonalds more than a hamburger and Christian Dior more than a fashion house. Films are released on a worldwide basis. Everybody listens to the same pop music. People are influenced by these and thus, much of modem culture has become universal.

GRI

The global Reporting Initiative is a well-known network based organization used to report sustainability framework. The reporting framework sets out the Performance Indicators and principles that can be used by organizations in order to measure and report their economic, environmental and social performance publicly. There they use may techniques and some of them are:

-Ecological Footprint reporting.

-Environmental social governance reporting

-Triple Bottom-line reporting

-Corporate social Responsibility.

Based on these, Accountability of socio-cultural Impacts too forms part of these.

Accountability

When we talk about accountability, we talk about a concept used in ethics and governance with several warnings. It can be used synonymously with concepts such as responsibility, answerability, blame worthiness, liability and other terms associated with the expectation of account-giving.

Responsibility also deals with responsible tourism which is about taking responsibility individually and collectively for triple bottom line sustainability, economic, social and environmental. In travel and tourism, much emphasis has been laid on environmental responsibility. However, we should not ignore the fact that tourism is about taking individual and corporate responsibility to implement the principles of sustainable development. Each one of the society has got his own duty to respect it in all actions they perform.

Accountability is thus, the acknowledgement and assumption of responsibility for actions, products, decisions and policies including the administration, governance and implementation within the scope of the roles or employment position and encompassing the obligation to report explaining and answering the resulting consequences.

Types of accountability
Political accountability

Political accountability is the accountability of the government, politicians and civil servants to the public and to legislative bodies such as a congress or a parliament.

In a few cases, recall elections can be used to revoke the office of an elected official. However, voters do not have any direct way of holding elected representatives to account during the term for which they have been elected. In addition, some legislators and officials may be appointed rather than elected. Constitution, or statute, can empower a legislative body to hold their own members, the government, and government bodies to account. This can be through holding an internal or independent inquiry. Inquiries are usually held in response to an allegation of misconduct or corruption. The procedures, powers, and sanctions vary from country to country. The legislature may have the power to remove the individual, to impeach them, or suspend them from office for a period of time. The accused person might also decide to resign before trial.

Ethical accountability

Ethical accountability is the practice of improving overall personal and organizational performance by promoting and developing professional expertise and responsible tools, and by advocating an effective enabling environment for people and organizations to embrace a culture of sustainable development. Ethical accountability may include the individual, along with large and small businesses, research institutions and academics, not-for-profit organizations and government. One scholarly paper has posited that “it is unethical to plan an action for social change without excavating the wisdom and knowledge of the people who are responsible for implementing the plans of action and the people whose lives will be affected.”

Administrative accountability

Internal rules and norms as well as some independent commission are mechanisms to hold civil servant within the administration of government accountable. Within ministry or department, firstly, behavior is bounded by rules and regulations; secondly, civil servants are subordinates in a hierarchy and accountable to superiors. Nonetheless, there are independent “watchdog” units hold departments accountable to scrutinize and to scrutinize and; legitimacy of these commissions is built upon their independence, as it avoids any conflicts of interest. Apart from internal checks, some “watchdog” units accept complaints from citizens, bridging society and government to hold civil servants accountable to citizens.

Market accountability

Under voices for privatization and decentralization of the government, services provided are nowadays more “customer-driven” and should aim to provide various choices and convenience to citizens; with this perspective, there are competition and comparisons between public and private services and this, ideally, improves quality of service. As mentioned by Bruce Stone, the standard of assessment for accountability is therefore “responsiveness of service providers to a body of ‘sovereign’ customers and produce quality service. Outsourcing service is one means to adopt market accountability. Government can choose among a shortlist of companies for outsourced service; within the contracting period, government can hold the company by rewriting contracts or by choosing another company.

Accountability in education

Virtually all schools today that deny it but in opposition, Sudbury schools choose to recognize that students are personally responsible for their acts. The denial is threefold: schools do not permit students to choose their course of action fully; they do not permit students to embark on the course, once chosen; and they do not permit students to suffer the consequences of the course, once taken. Freedom of choice, freedom of action, freedom to bear the results of action-these are the three great freedoms that constitute personal responsibility. Sudbury schools claim that “Ethics” is a course taught by life experience. They adduce that the absolutely essential ingredient for acquiring values-and for moral action is personal responsibility, that schools will become involved in the teaching of morals when they become communities of people who fully respect each others’ right to make choices, and that the only way the schools can become meaningful purveyors of ethical values is if they provide adults and students with real-life experiences that are bearers of moral import. Students are given complete responsibility for their own education and the school is run by a direct democracy in which staff and students are equals.

Constituency relations

Within this perspective, a particular agency or the government is accountable if voices from groups or institutions, agencies, which is outside the public sector and representing citizens’ interests in a particular field or constituency, are heard. Moreover, the government is obliged to empower members of agencies with political rights to run for elections and be elected; or, appoint them into the public sector as a way to hold the government representative and ensure voices from all constituencies are included in policy-making process.

Public/private overlap

With the increase over the last several decades in public service provision by private entities, especially in the United States and Britain, some have called for increased political accountability mechanisms to be applied to otherwise non-political entities. Legal scholar Anne Davies, for instance, argues that the line between public institutions and private entities like corporations is becoming blurred in certain areas of public service provision in the United Kingdom and that this can compromise political accountability in those areas. She and others argue that some administrative law reforms are necessary to address this accountability gap.

Socio Cultural Impacts Accountability

This is a measure used to measure an organization’s state of being mindful of the emerging social concerns and priorities of internal and external stakeholders involving the community, governmental, employees and nongovernmental organizations, management, and owners. It can be reflected in the organization’s verifiable commitment to certain factors (which may or may not be tied directly to its processes) such as:

(1) willing compliance with health and hygiene, employment, safety, and environment laws.

(2) respect for human basic and civil rights.

(3) betterment of community and surrounding.

Social Foot Print

Many people in the sustainable business world have long awaited the release of the Social Footprint, a measurement and reporting tool that appears destined to become as common as carbon foot printing within the next five years or so which now available to help you quantify your business’s social sustainability. In other words, it can help you determine the impact your company has on society.

Moreover, the Social Footprint Method is a measurement and reporting tool that quantifies the social sustainability performance of an organization. In this regard, the Social Footprint is similar to the Ecological Footprint, which is a method for measuring and reporting the ecological impact of a human population. Unlike the Ecological Footprint, however, which measures a population’s use of, and impact on, natural resources (i.e., natural capital), the Social Footprint deals with impacts on what we call anthro capital (comprised of human, social and constructed capital).

The Social Footprint Method differs from the Ecological Footprint in another very important way. Unlike natural or ecological capital, which is limited and which humans do not create, most forms of anthro capital are exclusively produced by people and can be created virtually at will. When confronted with shortages of anthro capital, we can almost always create more of it if we want to.

Thus, the gaps that must be closed in the case of anthro capital are not sustainability gaps between fixed resources we have and fixed resources we need; rather, they are gaps between non-fixed resources we have and non-fixed resources we could have more of if only we chose to produce them. The extent to which an organization contributes to either causing or closing such gaps is what the Social Footprint Method measures, be they positive contributions or negative ones.

What further differentiates the Social Footprint Method from other sustainability reporting tools is the manner in which it measures performance against standards of performance. Top-line, trend-oriented tools are a step in the right direction, but only the Social Footprint Method provides a means of producing true bottom-line measures of corporate social sustainability using standards of performance as a guide. No other CSR method does this.

Tourism in Mauritius

In the past thirty years, Mauritius has developed from a low-income economy based on agriculture to a middle-income diversified economy. Much of this economic growth has been the result of the expansion of the luxury tourism sector. Mauritius is one of Africa’s wealthier countries, and its economy is mainly dependent on the sugar, textiles, and tourism industries. As world sugar prices have declined and the production of textiles has become economically unfeasible, the tourist industry is being concentrated on. Tourist policy in Mauritius promotes elite and specialist tourism because of the limited space available for tourism and the need to maximise income while minimizing environmental impact. Low budget tourism in not encouraged. Preferring high-end tourism, the Mauritian government promotes boutique luxury hotels, 4 and 5 stars beach resorts, golf courses, and spas and beauty centres. Tourism is directed primarily at the high-spending European market.

Mauritius had about 18,000 visitors in 1970. Between 1985 and 2000 the size of its tourism sector, measured by the increase in tourist arrivals, grew by approximately 340%.Tourist arrivals in 2004 were almost 720,000. Tourism created 30,000 full time job equivalents in 2000. Recently, for the first eight months of 2010, tourist arrivals are forecasted at around 915, 000 for 2010 compared to a decline of 5.3% in 2009. tourist earnings are expected to be around R 37, 935 million in 2010 compared to R 35, 700 million in 2009. We expecting about 2million tourists by 2015.

Tourists are primarily European, mainly French and British. Mauritius tends to be a high cost tourist destination. Air travel and accommodation are relatively expensive. Most tourists are on package holidays; there is very little independent travel or backpacking. To promote up-market tourism, charter flights have been banned, the resort hotels have been built to high standards and there are high standards of cuisine and service. There are direct flights from Britain and South Africa.

The amount of resorts clustered in parts of the coastline is increasing, despite concerns about pollution and damage to coral reefs. Policy in the country has generally been to regulate contact between Mauritians society and tourists because of concerns about cultural and social problems.

The Importance Of The Sports Industry Tourism Essay

The sports business means many different things to different people. This is a truly global industry, and sports stir up deep passion within spectators and players alike in countries around the world. To one person, sports are a venue for gambling; to another, they are a mode of personal recreation and fitness, be it skiing, cycling, running or playing tennis. To business people, sports provide a lucrative and continually growing marketplace worthy of immense investments. To athletes, sports may lead to high levels of personal achievement, and to professionals sports can bring fame and fortune. To facilities developers and local governments, sports are a way to build revenue from tourists and local fans. Sports are deeply ingrained in education, from elementary through university levels. Perhaps we can state with confidence that sports enrich the lives of all of us, but they certainly entertain a huge swath of the world population. In addition to economic impact, the largest single effect that sports create is that of gripping entertainment: hundreds of millions of fans around the globe follow sports daily, whether via radio, television, printed publications, online or in person, as spectators or participants.

Sport industry is the manufacturing of sport related goods, services, and ideas through the combination of sport activities with business, mass media, and politics. Unlike sport, which emphasizes participation of both players and spectators, sport industry aims at maximizing its economic profits and social effects. To achieve these goals, business, media, and politics cooperate on the basis of interdependence.

Media representation acts as a bridge linking business and politics in sport industry. On the one hand, as Neil Blain (2002) claims, media representation of sport produces the marketing initiatives that facilitate consumption of sport related commodities. On the other hand, sport is a friendly agent of liberal capitalism. Star athletes and sport events actually divert people’s attention from social problems and shape personal identities according to political interests (Marquee 1999; Rivenburgh 2002). In this context, business, mass media, and politics have developed an intimate relationship in the arena of sport industry.

Due to its wide involvement in society, sport industry, therefore, is of great significance on both macro and micro levels. Specifically, sport industry is the catalyst in economy and an active ingredient in personal identity formation.

Global Sports Industry

The sports industry is now estimated to be worth $500 billion worldwide, but the bulk of recent growth and the most exciting prospects for the future are coming from the high growth economies of the Middle East, Central Asia, Eastern Europe, the Far East and Africa.

Sports are big business. Combined, the leagues in America, the National Football League (NFL), National Basketball Association (NBA), the National Hockey League (NHL) and Major League Baseball (MLB) leagues bring in about $17 billion in annual revenue, but that just the tip of the iceberg. U.S. sporting equipment sales at retail sporting goods stores are roughly $41 billion yearly, according to U.S. government figures. A reasonable estimate of the total U.S. sports market would be $400 to $425 billion yearly. However, the sports industry is so complex, including ticket sales, licensed products, sports video games, collectibles, sporting goods, sports-related advertising, endorsement income, stadium naming fees and facilities income; that it difficult to put an all-encompassing figure on annual revenue. When researching numbers in the sports industry, be prepared for apparent contradictions. For example, the NFL receives more than eight times as much money each year for TV and cable broadcast rights as MLB, despite the fact that MLB teams play about 10 times more games yearly than NFL teams.

When the astonishing variety of sports-related sectors are considered, a significant portion of the workforce in developed nations such as the U.S., U.K., Australia and Japan rely on the sports industry for their livelihoods. Official U.S. Bureau of Labor Statistics figures as of May 2008 found that there were 13,960 professional American athletes plus 175,720 coaches and scouts, along with 12,970 umpires, referees and officials. Meanwhile, as of 2008, 510,300 Americans work in fitness centers (up from 508,300 a year earlier), 36,900 work in snow skiing facilities (up from 36,500), 76,600 work in bowling centers (down from 77,900) and 351,500 work at country clubs or golf courses (down from 353,000). In total, approximately 1.5 million Americans work directly in amusement, gambling and recreation sectors. Another 50,200 work in wholesale trade of sporting goods, and 244,600 work in retail sporting goods stores.

Careers in Sports Industry

Mapping out a career in the sports industry has been described by some as a full time job in itself. Since many of the jobs in this field are rarely found within traditional job postings or newspapers, it is necessary for interested students to become familiar with some of the sectors that make up this diverse and interdisciplinary area.

Typically, when one thinks of a career in the sports industry, one may think of the select few who are employed as professional athletes or comprise a select number of individuals that assume high profile positions within the management of professional teams. While these jobs do exist, openings in these roles are few and remain highly competitive, requiring many years of related experience within a particular field. However, there are many other opportunities that can be found within both the public and private sector that can offer the sports enthusiast a place in this dynamic industry.

The Sports Industry is very interdisciplinary and can be divided into many segments, some of which include:

Sports Media

Marketing, Broadcasting, Sport Writing, Public Relations

Sports Team Administration

Coach, Instructor, Referee, Athletic Director, etc. in high schools, colleges, universities and for professional teams.

Sports Related – Engineering

Stadium and Sports Facilities Operations, Sporting Goods and Equipment, Electronic Games and Computer-assisted training devices (Product Development and Design)

Sports Medicine

Sports Rehabilitation & Orthopedics, Athletic Training, Sports Nutrition, Sports Psychologist

Sports – Other

Sports Management & Finance, Sports Law, Sports Statistics, Retail & Wholesale Operations, Sports Writing

The Economic Impact of the Olympic Games

The Olympic Games is an event of such magnitude that it can potentially have a significant economic impact on the host city and, for the smaller countries, on the host nation as a whole. While the actual event may last for only a few weeks, preparations commence up to a decade beforehand and may entail considerable investment expenditures that can have longer term economic significance.

Benefits
Costs

Pre-Games Phase

Tourism

Construction activity

Investment expenditure

Preparatory operational

costs (including bid costs)

Lost benefits from displaced projects

Games phase

Tourism

Stadium & infrastructure

Olympic jobs

Revenues from Games (tickets, TV rights, sponsorship, etc.)

Operational expenditure associated with Games

Congestion

Lost benefits from displaced projects

Post-Games phase

Tourism

Stadiums & infrastructure

Human capital

Urban regeneration

International Reputation

Maintenance of stadiums and infrastructure

Lost benefits from displaced projects

Table 1 – Key economic benefits and costs of the Games

The full economic impact of the Olympic Games on a host city is spread over time, and can broadly be split into three phases:

Pre-Games impact

Impacts first start to occur soon after the city has decided to bid for the Games, up to a decade prior to the actual event, but become more significant after the Games is awarded. The impacts here relate mainly to the investment and other preparatory activities required staging the Games, but tourism could also start to pick up in advance in some cases due to the higher profile of the host city.

Games impact

The impact of the Games and the associated events immediately surrounding them.

Post-Games impact

The longer-term impact often referred to as the “Olympic legacy”, can last for at least a decade after the Games. This mainly relates to post-Olympic tourism and infrastructure effects.

Cost benefit analysis

Since the Los Angeles Olympics of 1984, a number of cost-benefit analyses have been conducted into the economic impact of hosting the Games (see Table 2 for some examples). In order to quantify the various impacts of hosting such an event, it is necessary to build a model of the economy in question. This necessarily involves making a number of simplifying assumptions in order to make the model tractable. Unfortunately, these assumptions may not always be suitable for the region or country in question and will thus limit the validity of the analysis. For instance, most studies to date have been based upon the classic input-output (I-O) modeling approach, which assumes that linear relationships hold between major economic variables even in the presence of a major shock such as hosting the Games. Such analyses fail to take account of features such as supply-side constraints or the existence of economies of scale.

Summer Olympics
Reference
Total economic impact
Impact as % of GDP
Tourists
New Jobs
Period
Modelling Approach

Sydney 2000

Andersen, 1999

A$ 6.5 bn (1996 prices)

2.78

n/a

90,000 (Australia)

1994-2006

CGE

Atlanta 1996

Humphreys & Plummer, 1995

US$ 5.1 bn (1994 prices)

2.41

1.1m

77,026 (Georgia)

1991-1997

I-O

Barcelona 1992

Brunet, 1995

US$ 0.03 bn

0.03

0.4m

296,640 (Spain)

1987-1992

None

Seoul 1988

Kim et. al., 1989

WON 1846 bn

1.40

n/a

336,000 (S. Korea)

1982-1988

None

Los Angeles 1984

Economics Research Associates 1984

US$ 2.3 bn (1984 prices)

0.47

0.6m

73,375 (South California)

1984

I-O

Table 2 – Economic impact studies of past Games

Sports Industry in Malaysia

The Malaysian sport industry is considered as a young industry comprising of small and medium-sized businesses. The Malaysian sports industry comprises of companies engaging in a diversity of activities, from the manufacturing of sport goods, sport tourism, media, to the construction of sport facilities. Most companies, which are involved with, sport products, do not consider themselves as part of a broader sport industry. These companies tend to identify with sectors such as manufacturing, construction or tourism.

About 10 years ago, sports contributed about RM10 millions for the country but today, nobody knows about the exact figure of the young industry. Some might say the sports industry today is worth millions of Ringgit but no government agency has statistics of the import, export or other business data related to the industry. That’s the finding of Malaysia Sports Industry Convention 2009 (KISMAS’ 09) which was held at Berjaya Times Square Convention Centre. The 500 participants of the two-day convention were told that Malaysia as the favorite destination for international sports events has yet to set up a designated department or unit in related government agencies to monitor the cash flow of our Ringgit or foreign currencies.

Prime Minister Datuk Seri Najib Tun Razak, when officiating the convention, admitted that Malaysia had yet to set up its own data base to collect all information related to the sports industry. “We’re still gathering all the facts. Only then will we know the contribution of the sports industry to our economy,” he said. One of the speakers at the convention, Universal Fitness Leisure Sdn. Bhd. (UFL) managing director Datuk Radha Krishnan, was quite vocal when questioning the fact that there was no agency to monitor the cash flow of the sports industry.

He cited Sukan Malaysia (SUKMA) which was held every two years, in that RM30 to RM40 millions was allocated per chapter, but how much money generated from the event was not documented. He said the sports industry should not be limited to just sporting apparel or equipment but must also include a diversity of activities such as wholesale, retailing, sports tourism, construction and certain aspect of manufacturing. “However, the problem with Malaysia is that our local producers do not see their role as the global manufacturer,” he said in his paper, ‘Business Strategies in Sports Industry’.

A major threat to the Malaysian sports industry is competition from foreign brands. Local companies risk losing control of the domestic market and at the same time they are having problems penetrating foreign markets. Small companies do not have the benefits and advantages of economy of scale to lower cost of production. For small businesses, innovation and research and development are a problem because they do not have the means to employ specialists to conduct research and development. Other problems includes lack of opportunity for networking and developing business alliances, difficulty in responding to challenges posed by globalization and creating new opportunities in foreign markets, and problems in taking advantage of relationship with mega sporting events, athletes and government sport agencies.

Meeting the threat posed by globalization requires a strategic and coordinated approach to maximize domestic market opportunities and developing new export markets. To compete in the global market place, the sport industry must be committed to produce innovative products to customers and meet the needs of investors and sponsors who often demand the highest value, quality and service. It is also important for sport businesses to see themselves as part of a broader sport industry for the following reasons: (1) it will be easier to respond to globalization challenges and create new business opportunities and (2) to take advantage of relationship with mega sporting events, athletes and government sport agencies. Networking with government sport agencies is important because the industry needs an effective grass root programs to stimulate demand for sport products and services. For example, if there are no tennis players, a tennis equipment manufacturer cannot sell tennis rackets and equipments. Malaysian companies need to establish business networks that can better access domestic market opportunities through vertical or horizontal business alliances and building linkages with suppliers and customers. Companies must also explore the benefits of e-commerce as a mean to lower transaction costs or the cost of doing business and to help companies extend their reach and speeds to markets.

The Strategies for Malaysian Sports Industry

Globalization is an opportunity for Malaysian companies to penetrate new markets in other parts of the world. One strategy is by establishing an agency for the sole purpose of promoting local sport products and services overseas. Malaysia’s success in hosting international sporting events has attracted interest around the world. The industry needs to capitalize on Malaysia’s reputation as successful hosts to several world-class sporting events and use this opportunity to explore new markets in areas such as exporting expertise in the venues construction and event management. Sport construction businesses should export their expertise in constructing sporting venues such as stadiums or golf courses. As mentioned earlier, Malaysian sport industry is made up mainly of small and medium sized businesses and these companies do not have the capacity to bid for major international projects. The formation of business networks can help overcome this difficulty and enable sport businesses to meet the requirements of major international projects.

Another strategy to capture new markets is through branding and endorsement of goods. Companies need to build an internationally recognizable brand image, which is important in gaining market share globally. However, building such an image can be a problem for small businesses. One strategy that can be used is by establishing an agency in which the agency’s name and logo can be used to endorse Malaysian sport products. The agency’s name and logo can be used as a marketing tool to promote Malaysian sport products overseas but it is important that the agency branded or endorsed product meets international quality standards. An example where this is being done successfully is in Australia where the Australian Institute of Sports (AIS) currently endorses sports products in Australia. Companies also need to take advantage of Government export assistance programs. Many small businesses in Malaysia are not export oriented and are facing problems selling products in foreign markets. However, there are many government programs and agencies such as MITI (Ministry of International Trade and Industry) and Matrade that provide export assistance and the industry needs to take full advantage of it.

Another challenge facing the Malaysian Sports Industry is the lack of research and development. To compete in the global market requires the industry to upgrade the quality of sport products and services. This requires R&D activities, which are seriously lacking. Observation suggests that R&D in the sport industry lags behind those of the other sectors. Research and development is critical if the industry wants to be competitive internationally and to meet the changing needs of the market. Industry needs to make full use of technology in coming up with innovative products. However, it is unfortunate that in Malaysia, businesses are fearful of the term ‘research’. To reduce this fear of research and to increase R&D activities, it is suggested that the following be undertaken. Firstly, Government needs to undertake measures designed to encourage research and development. This includes awareness campaigns and government assistance and incentives for businesses that conduct R&D. Awards can be given to companies for innovation and creative products and services.

The government must also address the issue of protection of intellectual rights. As in the case of other industries, the protection of intellectual property generated by sport businesses is extremely important. The government can organize awareness campaign to inform businesses about the role and importance of intellectual property protection and the various options available for protection. Another strategy to stimulate R&D is by providing opportunities for cooperative research between universities and sport businesses. Presently, Malaysian sports industry is not able to fully exploit the expertise or ideas developed in universities because of lack of research collaboration between universities and businesses. One way collaborative research can be encouraged between businesses and universities is by setting up a Sports Industry Research Center. This center will bring together industry and research institution. Industries can help fund and then commercialize products from the research projects undertaken by this center and local universities.

A strong workforce skill is also essential to improve the quality of products and the success and performance of sport businesses to compete in the global market. Globalization requires sport managers to possess a depth of knowledge and a broad range of specific competencies in business and in sport to be able to deal successfully with ever-changing challenges and problems with the business of sport. This is best achieved through formal and informal education combined with meaningful practical experience in sport management. Among the strategies that can be implemented to improve the skills of the workforce is through developing a sport and leisure education package and certification specifically catered to the needs of the sport industry. It is important that sport industry training programs to be more than a bunch of physical education courses clumped together with other courses from other department (business, economics, and communications) in a so-called “package.” What are needed are actual courses and classes that are devoted to appropriate and specific content areas within the sport business management discipline and reflects the need of the industry. There is also a need for sport management training programs to train executives and managers. In this regard, public universities and other centers of higher education need to be encouraged to offer relevant education and training programs. Another possibility is by having twinning programs with foreign institutes of higher education and exploring opportunities for distance education or online education programs.

The industry needs reliable data to compete in the globalize market. In Malaysia, no data is available on the sports industry. The quality and availability of information on economic data, industry performance, long-term trends in participation, consumer profile, job and employment creation, value of exports, annual growth, facilities usage and patterns of behavior is poor. The lack of data weakens the industry’s ability to develop evidence-based marketing strategies. One strategy to overcome the lack of statistics relevant to industry needs is by establishing a Sport Industry Statistical Group. This statistical group can be given the task of collecting data relevant to the sport industry. The group can also function as an information center where statistics relevant to industry needs are made available. The types of data that are seriously needed are economic data, industry performance, sport participation data, consumer profile, facilities usage and others.

Successful implementation of the strategies mentioned requires the formulation of a national strategic policy for sports industry. The purpose of this policy is to serve as a common vision for the sports industry in Malaysia to meet the challenges of globalization as well as providing documentation on the broad aims and objectives for the industry. It will also serve as a guideline for sport businesses in Malaysia to plan business activities. In addition it would outline the roles of the various government agency and private sector in meeting the aims and objectives of the industry. The strategic plan should focus on meeting the challenges of globalization through specific strategies such as producing quality sporting goods and services, innovation in product design, ability to anticipate changes in the market, branding and product presence, and use and development of technology to achieve a competitive edge. The Ministry of International Trade and Industry (MITI) should take the responsibility for implementing the strategic plan. This will require the ministry to work closely with other state and federal government agencies including the various sports agencies such as the Ministry of Youth and Sports and the National Sports Council. In terms of evaluation, there should be an annual report measuring the progress and impact of the policy on the performance of local businesses. The report should also identify implementation problems and suggest areas where changes might be needed.

Is sport in recession?

The global economic recession has spared no one, not even one of the most consistently profitable industries in the world: sports. The US unemployment rate stands in double digits, its second highest since 1983. Credit is tight, making paying for housing, food and healthcare very difficult. The impact of the downturn on sport has certainly started, it definitely is not yet finished, and so we find ourselves somewhere in the middle of what is rapidly becoming the most unprecedented situation facing the new world of commercialized, globalized sport.

Events, sponsors, clubs and players have already been affected by an economic reality that some in sport have never encountered before. Yet it was the demise of the Honda Formula One team late last year that arguably sharpened people’s sense that sport faces a major problem in coping with the downturn. Many were left asking, if a sport like Formula One, characterized by its heady mix of money, global appeal and glamour could fall victim to the world’s financial paralysis, then nobody would be safe. Such was the impact of Honda’s pullout, that Formula One witnessed a game of Chinese whispers in which rumors of further pullouts, involving teams ranging from Benetton to Toyota, were being pedaled. During nervous times, people inevitably become twitchy, a sense of self-fulfilling prophecy hanging thick in the air. For the time being at least, the world’s premier motor-racing series appears to have stabilized itself, in part due to a recent cost-saving agreement amongst the participating teams. However, as with all good dramas, there may yet be several twists and turns in the story.

One of the interesting aspects of the Honda case is that it dispelled the myth that the downturn is a distinctly Anglo-Saxon phenomenon: we are actually all in this together. This leads one to recall the old adage that when America sneezes, others catch a cold. In this case, the United States is not just sneezing; it is coughing, spluttering and running a fever, something we should all be fearful of. In sport, there is a great deal of poignancy to this; the US is home to some of the biggest, most commercial and richest sports in the world. Moreover, although it is the world’s biggest free-market economy, the US runs its sports like communists through a range of centralist measures designed to ensure the health and efficiency of national institutions like basketball, baseball and American football. However, in spite of the central controls, the recession has already taken hold of US sport. For instance, the National Football League has announced that it will be shedding around 10% of its workforce, and the Indianapolis Motor Speedway (home to the Indy 500 motor racing event) has indicated that it too will be making serious job cuts. Elsewhere, the world’ richest sportsman, Tiger Woods, has had his five-year, $8 million annual contract with Buick terminated early.

Outside the US, the picture is no less worrying, there being further evidence that sport is encountering difficult times. The World Rally Championship teams Subaru and Suzuki have followed Honda out of top-level motorsport; Vodafone has withdrawn its sponsorships of both the England cricket team and the Epsom Derby horse race; and the 2009 Indian Golf Masters has been cancelled. Consider also the case of English Premier League football club West Ham United: firstly it lost its shirt sponsor when XL Airlines went into administration. The deal, worth an estimated ?7.5 million over three years, has since been replaced by a new deal with online gambling company SBOBET, a deal thought to be worth considerably less than the XL deal at ?2 million for an 18 month deal. In the meantime, the Icelandic owner of West Ham has suffered severely as a result of the world’s financial crisis.

Yet there remains conflicting evidence about just how serious the downturn actually is, and about whom it is most affecting. Even during these supposedly difficult times, a number of Middle Eastern emirates continue to jockey for position as one of the world’s leading sports-hubs, alongside other Asian competitors such as Singapore. The economic power of these emirates is such that we have seen the recent acquisition of Manchester City for ?200+, overnight making them the world’s richest football clubs, followed by City’s immediate purchase of Brazilian player Robinho for ?32 million. Moreover, in the face of impending economic gloom, last year’s Singapore F1 Grand Prix was the self-proclaimed antidote to global economic woes. Then factor in the Beijing Olympics; there were no real signs of any economic downturn in China when the country spent upwards of $40 billion to stage the Games, and the positive economic ripple of this mega-event was even felt in Great Britain at a time when recessionary fervor was just beginning to hit. In the six weeks after the Beijing Olympics, it was being reported that in Britain that sales of bicycles had increased by upwards of 20%; sales of sports bras had increased by 27%; sales of energy bars and sports drinks had increased by 155%; and sales of swimming equipment increased by upwards of 36%. Moreover, in the aftermath of the summer Olympics, much was being made of the loss of two major International Olympic Committee sponsors (it was conveniently ignored that the loss of these sponsors was for reasons unrelated to the downturn). Significantly less was made however of their immediate replacement by two other multinational corporations as Olympic sponsors.

Conclusions

Given the conflicting body of evidence, it would therefore appear that these are not necessarily difficult times for sport; they are more like confusing times. Is sport essentially doomed, struggling at the forefront of the downturn? Will sport be fundamentally undermined, with a multitude of teams and organizations disappearing? Or, is the apocalypse still some way away, with sports simply facing the need to change their management and operational practices in order to cope with difficult trading conditions? Despite these turbulent times, there are grounds in sport for optimism; sport as a product offers something to fans, customers, commercial partners, broadcasters and others that other products do not. Indeed, in recessionary times, sport is effectively a safe port amidst the eye of a storm. The essence of this is what economists refer to as the ‘uncertainty of outcome’: not knowing which of the competitors in a sporting contest is going to emerge victorious. In a world where products are increasingly standardized and homogenized, sport is something different, something unpredictable. This engenders in people a multitude of emotions, ranging from excitement and euphoria through to nostalgia and pride, and finally to extremes such as unquestioning devotion, and even violence. Sport therefore stands alone in offering a unique core product and an associated set of benefits. As such, one should expect sport to exhibit recession-resistant features that one would not associate with other products and industries. For instance, during times of trouble, sport provides people with an escape from the hardships they might be suffering, while providing them with an unrivalled collective consumption experience. Moreover, sport not only has an intrinsic aesthetic beauty, it also enables people to BIRG (Bask in Reflected Glory), a psychological phenomenon that could help to sustain them if they are suffering the consequences of economic adversity. There is evidence also to suggest that the economic appeal of sport can prevail during hard times; the experience of previous recessions indicates that levels of gambling activity can increase, with many people believing that a successful sporting bet may help them alleviate their fiscal constraints.

Like all good dramas therefore, the story of sport and the recession has indeed twisted and turned. Some organizations are using

The Importance Of Sustainability Marketing In Hotel Industry

Tourism development depends on the local environment, but the hotel as a pillar industry of tourism, on environmental protection and reasonable use of resources made aˆ‹aˆ‹efforts directly related to the development of tourism and affect the sustainable development of society.

2. Review on Sustainability Marketing

Since 90s, a wave of green revolution is sweeping the world and the concept of sustainable development has been gradually accepted by the people. Nowadays, sustainability becomes a hot topic and main theme of 21st century marketing for hotel industry, because the future hotel development will be more focus on protecting the balance of ecological environment, saving energy and reducing pollution, but that is only one hand. On the other, it is also being an important role in the marketing strategy for any business. Especial in today’s highly competitive hotel industry, how to distinguish self from others and run a long-term successful business becomes a question for all hotels management. Let’s discuss from the external and internal factors first which influences hotel sustainability.

2.1 External and Internal Factors

Within the hotel industry, there are many ways we can talk about how to do sustainability, for example, recycling paper, changing normal bulbs to energy saving light bulb, using non-polluting materials etc. But those measures only can assist in some small ways, sustainability is a much wider topic we can discuss. It is constituted with external and internal factors. There are six areas are illustrated connecting together in an environment of economic success, social responsibility, and ecological health (Daub & Ergenzinger 2005), and that six areas include location, marketing, human resources, empowerment, resource management and yield management. These are not the only elements that management needs to consider but it does give some indication of the importance of each element in a connected environment. (Holmberg, J. 1992). Besides those external factors, environmental management, water management and energy management as important internal components direct influences hotel environmental sustainability. Throughout the factors, the sustainability development of the global hotel industry is not only direct impact by internal factors, but external factors as a strategy element will assist a hotel business go beyond.

2.2 Definition of Sustainability Marketing

The World Commission on Environment and Development (WCED) defined “sustainable development” as “development which meets the needs of the present without compromising the ability of future generation to meet their own needs.” (Brundlland Commission Report, 1987). This is a general explanation apply to all field. But in a business context, sustainable development means taking a triple bottom line (people, planet and profit) approach so that the business measures its success not just on financial performance, but on its environmental and social performance too (Csreurope.org 1999) . The Langham in Shanghai currently installing LED screen for every hotel room, and it will display each room’s energy consumption index (ECI), assuming hotel set 150 point as the average ECI, and if the index of the guest’s room below this average value, every point that lower than the average index, it can exchange to the equivalent hotel credit value, guest can consume goods within hotel using this credit value.

2.2.1 Different between Green Marketing and Sustainability Marketing

Many people define sustainable marketing as green marketing. But from the definition between these two words, they still have subtle difference. Green marketing has three components, it refers to retailing, social marketing and environment and it will help an organization minimize negative impact on the physical environment (American Marketing Association). However, sustainable marketing is the contribution that the marketing profession can make to sustainable development (Csreurope.org 1999). Hence, green marketing should be an important member under sustainable marketing in order to assist hotel business goes further.

Langham made a lot of energy saving effort to achieve the environmental protection, on the other hand, it helped hotel save cost. In addition, it provided a different experience to let their customer be an environmentalist. The manager Mr Li from Langham mention that hotel won’t sacrifice their guest’s stay experience to achieve their own environmental goals, but can added more enthusiasm of environmental protection when they stay at hotel, sustainability marketing’s aim is not only focus on reduce pollution, more important is promote green awareness in order to build a green corporate image. Therefore, for those advocating “environmental protection” guest can easily make a choice, select a hotel which their core is sustainable development, so that not only broadcast their fame, but also retain the guest, that is the sustainable development road for a hotel.

2.4 The Importance Elements of Sustainability Marketing for Hotel Industry ??a?®aS©?‰©a¤a??a?°???c•™a®?a??

Sustainable Travel international (SIT) is a global non-profit leader which announced the launch of the Luxury Eco Certification Standard (LECS) to luxury hotels, it h elps them create and implement a measurement and management framework move toward to sustainability.(website). It can be seen, for today’s hotel industry, being a well know hotel is not only reflect on variety service they can provide, but also give customer a different experience to retain their loyalty is the most important elements for nowadays hotel.

2.5.1 Customer Satisfaction

The hotel won’t sacrifice customer stay experience to achieve its own environmental goals. The hotel does not sacrifice guests stay to achieve their own environmental goals. Guests spend money hoping to enjoy equivalent services, the hotel environmental protection, is not so that guests can not do this can not do that, but I hope they add more environmental enthusiasm stay.

Have a great sale not because of grate product, because of service)7-11

2.4.2 Branding

In addition, the implementation of green marketing is also beneficial to build a green corporate image to ensure, so companies gain a unique competitive advantage.

2.3 Development trend of Sustainability Marketing

Marketing has a responsibility to achieve profitable growth for the company (KOTLER, P., BOWEN, J. T., & MAKENS, J. C. 2006).

2.3.1 Knows Customer Needs, Wants & Demand

2.3.2 Differentiate Product from Other Competitors

2.5 Strategy Planning of Sustainability Marketing ?ˆZ? ·???e??a?°a?????c»­a?‘a±•??a???ˆZ? ·cs„?Z??-?: SUSTAINABILITYa??a»?c”?

2.4.1 SWOT Analysis

3. Conclusion

The Importance Of Recruiting Proper Employees Tourism Essay

1. Introduction:

In today’s competitive hotel and resort industry in china, the delivery of consistent quality service is imperative to success. As we all know, the hotel service starts with employees. They represent the human side of the brand; they are also the personality and face of a hotel. It is often these employees who create the most compelling points of differentiation between one hotel and another. Every hotel want to recruit the proper and excellent employee, so the hotel management must anticipate changes in the hospitability industry environment to ensure that people who are recruited have the unique skills, know-how, values required by the hotel’s strategic business objectives and proper for the position. Efforts to recruit proper employees have evolved to meet the growing demands of the industry and expectations of guests. We can also find that many hotel companies have begun treating employee recruitment with the same level of importance they would a consumer branding campaign, portraying emotion-based messages to potential employees the way an image marketing campaign might be used to generate interest among potential guests. Instead of the traditional recruitment effort, hotels and resorts are using different kinds of ways to recruit proper employees, such as colorful full-page ads in lifestyle magazines, witty dialogue in radio advertising and dramatic visuals on outdoor billboards to attract the “best of the best.” This is no doubt a large investment, but when a hotel is looking to find the highest quality people to bring their brand to life and deliver its promise on a daily basis, the investment is nothing short of critical. It is evident that if the quality of services rendered is ensured, the benefits that the hotel enterprises reap will be substantial, first and foremost, in terms of customer satisfaction and consequently in terms of an increase in customers, financial gains, prestige and reputation.

2. Importance of recruiting proper employees

More and more hotels attach importance to recruit proper employees, because that recruitment is a form of economic competition, one hotel competes with each other to identify, attract and employee qualified human resources. investment in HR practices impacts on the processes of creating customer value; through the attraction, selection and retention of high quality employees, providing appropriate skills.( AgustA±?n Quintana-De?niz, 2007)It means that recruitment is a key marketing tool for hotel seeking competitive edge.The way in which the recruitment process is handled affects the hotel’s image as an employer, in turn, its ability to attract qualified people, so the HR department in hotel must ensure that applicants do not receive misleading or inaccurate information. Failure in this task can create unrealistic expectations among candidates. In turn, this may produce job dissatisfaction, lower commitment and high turnover. Recruitment begins identifying HR requirements and ends with receiving applications. It involves determining where qualified applicants can be found and choosing a specific means of attracting potential employees to the hotel, it immediately precedes the selection process and involves attracting qualified and interested candidates from either inside or outside who have the capacity to generate a sustainable competitive advantage for the hotel and to be effective, recruitment must satisfy the needs of the candidate as well as the needs of the hotel. ‘You have to tell candidates what you have to offer as well as finding out what they can offer you’ The point here, however, is that recruitment and selection practices should reflect actual expected occupational standards and overall management philosophies. It also indicates the current use of recruitment practices in Chinese hotels. More use of appropriate applicant testing schemes, site tours and probationary periods may yield considerable benefits to potential employers. Innovative sources and recruitment practices will ensure value-added recruits who are already oriented to the demands and opportunities of a career within the hotel industry.

3. Recruiting problems in Chinese hotel

It is a common knowledge that hospitality front-line employees frequently encounter demanding and difficult customers. Although it is not a pleasant experience,

Hospitality service agents are often required to be polite and smile in front of the customers. (Hyun Jeong Kim, 2008) As a long time in China, many people consider that hospitality work is perceived as a servile, it means that in people’s eyes hospitality work is dirty, low skilled, low paid and therefore as capable of attracting only the young, women or the marginal in society , but now many people change their attitude among the hospitality work, especially the staff where work in some international 5-star hotel particularly may carry with it a high status, because the 5-star hotel need high-quality staff that willing to help people and project genuine smiles, they also should have professional hospitality skill and good communication skill. The fact is that more and more 5-star hotels need high-quality employees to join them, but the proper employees are very limited. If a hotel can not recruit proper employees for different department, it will impact the quality of services and raising the turnover rate, because the employee who is not proper for their job will be stress at work. In general, work-related stress has been shown to result in declines in the quality of employee job performance (Gilboa et al., 2008) that is costly for organizations because it contributes to expensive voluntary turnover, (Villanueva and Djurkovic, 2009). Recent research has found that employee stress in the hospitality industry is important because it can result in work- ers becoming exhausted and cynical (Kim, 2008) which can have negative effects on service delivery. It is no doubt that is not good for hotel operating and competing with other hotels.

4. Preparing for recruiting proper employees

If a hotel wants to recruit proper employee, they must do some good preparing for recruitment. The development of a proactive strategy and approach needs to be supported and backed by the organizations key decision makers and should be highlighted in company documents such as the mission statement or company values declaration.(Stefan Groschl,2007) Strategic recruitment does this by linking recruiting activities to the organization’s business objectives and culture. Proper planning also helps hotel operators draft strategies to cope with the ever-changing HR demand, to improve training and to enhance the quality of human resources (Noe, 2008) Before the recruitment, HR department must communicate with line managers carefully and clearly, because line managers play an important part in recruitment process, the line managers know their departments very clearly and roundly, they can identify recruitment need, so they should help HR ensure what kinds of staffs are proper. After that determining number and type of jobs to be filled and match HR supply with job opening. The job analysis is also very important part; the HR people must analyze the attractive and unattractive features of the job first, the HR also should collect job information include job description (such as job title, duties and circumstances responsibilities, relationships, know-how, accountability, authority, special) and job specification(such as experience, qualifications, skills, abilities knowledge, personal qualities, special requirements) .More clearly and carefully prepare for recruiting , more effectively the recruitment results will appear. Preparing also can help HR determine which recruitment method they will choose.

5. Choosing a right recruitment method for hotel

After preparing for recruitment, HR must choose a recruitment method. Regardless of whether recruitment is done internally or externally, effective planning and strategizing are essential to the success of the process. The hotel needs to know that it has the right employees with the right skills in the right places at the right time.

5.1 Internal recruitment

If a hotel decides to hire permanent employees, the first critical question it needs to address is whether to recruit internally or externally. Recruiting from the current employee pool can benefit the hotel in a numbers of ways. The hotel already has performance dada on employees. The qualifications of internal candidates are already well known to the employer. The chance has been afforded to observe the applicant’s working performance, skills and capabilities, ability to get along with others and fit with the hotel. In addition, employees feel that the hotel is trying to provide them with promotional and development opportunities in reward for their performance and loyalty. Nevertheless, management’s perceptions of an employee are likely to be more accurate, thus providing a better prediction of success than information gained about external candidates. Human resources department constitute an enormous investment for most hotels and it makes economic sense to try to improve the return on this investment by making full use of the abilities of existing employees. Finally, current employees know the hotel, its culture, politics and customers and have already established relationships with partners and thus require less orientation and training. Consequently, they need far less formal or informal socialization time than those hired form the outside. Internal recruitment is often much faster and far less expensive than going outside of the hotel for applicants

Although internal recruiting has advantages, this approach also has some disadvantages. Internal recruitment can become very political and competitive, particularly when coworkers apply for the same position. Dysfunctional conflict may result and collegiality and interpersonal relationships can be strained, they may be promoted beyond their level of competence. In addition that, those employees not selected for the position can suffer from diminished morale and performance, particularly when they feel equally or better qualified than the candidate selected. The hotel can become inbred through excessive internal recruitment. Continuing to promote from within can encourage maintaining the status quo. A hotel need to improve organizational processes should usually recruit from outside. Finally, excessive internal recruitment can cause inefficiency by creating multiple vacancies. As this promotion chain continues down the hierarchy, an initial vacancy could spur promotions for a large number of people. Nearly all employees require a certain period of time to learn a new job. Even when an employee has worked in the hotel for several years, a new position requires adjusting to new responsibilities and redefining interpersonal relationships with coworkers. Internal recruiting can exacerbate this effect by creating a large number of employees having new positions. Until these employees gain the level of competence that their predecessors had and sufficiently redefine their working relationships, inefficiency will result. In this method of internal recruiting, supervisors could choose an individual whose work capabilities are well known to them. The other way most commonly used approach to internal recruitment is job posting.

Internal recruitment not only has its advantages but also disadvantages. It is probably best utilized when the hotel pursues a strategy related to stability, faces few major threats from its external environment, and is concerned with maintaining the status quo relative to its operating system. When time or money is limited, internal recruitment can be beneficial, as well.

5.2 External recruitment

A hotel’s human resources department can use various approaches to locate and attract external candidates, often looking to more than one source. To choose an approach, the HR manager must know which recruitment channel is likely to be most successful in targeting a particular labor group. An electrician, a computer specialist and a general manager will each have their own preferred recruitment channels.

Not surprisingly, the advantages of external recruitment are consistent with the disadvantages of internal recruitment. External recruitment facilitates change and tends to be more useful for hotels with volatile external environments. External recruitment can allow expanding its knowledge base beyond that of its existing employees and bringing in new ideas and viewpoints; external recruits are not bound by existing ways of thinking or doing things. Outside employees are not members of existing cliques. They can bring a fresh approach to problems that have plagued the hotel. At the senior level, candidates are often recruited for their history of bringing about high-level change in other hotels.

External recruiting, however, can be expensive and time-consuming. Employees from outside the hotels will often need a longer socialization period to know the hotel’s cultures, services, coworkers and customers, they adjustment and orientation takes longer. External recruits are also unknown entities in that hotel has no experience working with them. Although an applicant may have outstanding skills, training or experience in and may have past success in another hotel, those factors do not guarantee similar success with a new hotel or an ability to fit with a new hotel’s culture. Finally, external recruiting can have detrimental effects on the morale of those employees who have applied for the job internally, but have not been selected. A variety of methods can be used to recruit candidates externally, such as employee referrals, applicant-initiated recruitment, help-wanted advertisements, public employment agencies, private employment agencies, executive search firms, campus recruiting and online recruiting. Furthermore, Web-based recruiting is not limited to external applicants but can also be used to attract current employees. For instance, job openings can be posted on an organization’s intranet in order to announce opportunities for current employees to move into an e-service position.( Karen,2008)The choice of an external recruitment method depends on the circumstances surrounding the recruitment situation.

6. Interviewing

Choosing a right recruiting method is not enough to recruit proper employees for a hotel; it also needs a comprehensive and impersonal interviewing. It is no doubt that interviewing is a vital selection tool to ensure the candidate whether is proper for the position. Interviewers should include HR professionals, the manager of viable candidates and upper-level manager. Interviewing applicants involves making subjective assessments of each applicant’s qualifications for a job. It is easy to find that more and more group interviewing are used now, group interviewing allows different interviewers to contrast and compare their interpretations of the same interview information. Consequently, this type interviewing often helps overcome many of errors that individual interviewers might make, it also can save time for the hotel and applicant, but they often involve creating a less personal atmosphere for applicants. Sometimes group interviewing may make it more difficult for interviewers to get a sense of the applicant’s interpersonal style.

In more recent years, however, a growing interest among strategy researchers has emphasized the importance of behavioral explanations to strategy development. ( Baker M. Ayoun, 2008)If you work in a five-star hotel, good behavior is very important for your career. The hotel management also pays more attention to that, so in recent years, behavioral interviewing has become increasingly popular, which involve determining whether an applicant’s anticipated behavior in a variety of situations scenarios posed in interview question with experienced applicants as well as with those who have limited professional hospitality working experience, because that interviewers will ask some situations that the candidates will face on their jobs in the future. Thus, new templates of organizing for the hotel industry seemed to evolve over time.(PaiviKarhunen,2008)Before the behavioral interviewing, the interviewers must determine the most important behavioral characteristics required for given a job, it is very important for choosing proper employees form the candidates, because these can be identified by examining the key traits displayed by high performing incumbents. The hotel management can use this interviewing to looks for the candidates’ problem-solving ability, interpersonal communication style, decision making ability and problem analysis ability. If interviews are structured, the interviewers should pay attention that all candidates are asked the same questions and are given the same chance to respond and explain their views, it becomes easier to compare applicant responses to identical questions. If interviews are unstructured, the questions can be flexible. The hotel can choose the style of interviews depends on what kinds of people you will recruit, if you interview a job that require creativity ability, such as marketing job, the interviewers may choose less structured or unstructured interviews. On the other hand, attitude, self-efficacy and subjective norm were related to behavioral intention of adopting IT (Terry Lam, 2007 )

It is meaningful for asking candidates to describe their behaviors or actions they have taken in specific situations, it can help HR and line managers to estimate and ensure whether he or she is proper employee for this department in hotel. It also can assist the hotel in determining the fit between the applicants and hotel’s culture and processes. The interviewers should also pay attention that Candidates are just as

interested in making the right decision as the client; they want as much information as possible, they want to feel welcomed when they interview, and they want to know they will be properly supported if they accept the position(Karen K. Kirby,2008)

7. Testing

If a hotel wants to ensure whether the employee is proper for his position, testing is very important part .The needs of the hotel and job structure include specific responsibilities, interpersonal relationships with others and so forth will determine whether any or all of the following should be assessed: technical skills, interpersonal skills, personality traits, problem-solving abilities or any other job-related performance indicators. The key variable that should influence testing is job requirements. Any testing that is not specifically job-related could be legally challenged, particularly if adverse impact can be shown.

The timing of testing can depend on hotels, traditionally, testing has been conducted after the interviewing and screening process due to the expense of testing and time required scoring and evaluating test results. However, some hotels are now testing earlier in the selection process because costs involved with interviewing often exceed the costs of testing. Clearly, it makes sense for an employer to use more cost-effective screening earlier in the selection process.

Perhaps the most useful types of tests are work sample and trainability. Work sample is similar as on-job testing, it involve giving the applicant a representative sample of work that would be part of the job and asking the individual to complete it. These tests are useful when the management needs employees who will be able to perform job responsibilities from the first day of employment. Trainability tests measure an applicant’s aptitude and ability to understand critical components of the job that the company may be willing to teach once the employee is hired. They are useful when the management needs some familiarity with the nature of the work but seeks to train the new employee in the hotel’s way to do right things.

8. Summary

After the explain in this article, you can find out how important to recruit the proper employees for 5-star hotels, only have the high-quality staff, the assessment and expectations of hotel will keep on the high level and compete with other hotels. So before the recruitment, HR people should communicate with line managers comprehensively to identify recruitment needs. HR also need do some other preparing such as job description and job specification. After preparing for recruiting well, HR should choose the recruitment method depends on the situation, no matter choosing internal recruitment or external recruitment, the HR needs to ensure that it has the right employees with the right skills in the right places at the right time. If hotel wants to recruit proper employees, only well preparing and choosing right recruitment method is not enough, it also need a comprehensive interviewing and testing. Management should pay attention to using behavioral interviewing, because those interviewers will ask some situations that the candidates will face on their jobs in the future, the interviewers will determine whether the candidates have the most important behavioral characteristics required for given a job. Management also can use some testing to identify whether the applicant is proper for the position. 9. Conclusion

As the hotel industry is labor intensive, its products and services rely to a great degree on people, which amount to a huge proportion of overall costs. (Lin Lin, Jeou-ShyanHorng, Yi-ChenChen, Chang-YenTsai, 2010) It is also widely accepted that the quality of services offered by Hotel personnel and the resulting customer satisfaction are key to the survival and success of Hotel units. In addition, it is very important that the assessment and expectations of hotel directors regarding the quality of services extended to their customers as well as the hotel personnel available be considered and understood in order to ensure that these expectations are met at the desired level. Especially in China, hospitality industry is developing faster and faster, more and more foreigners come to china to visit or have a business trip, so Chinese hospitality industry need lots of high-quality staffs, but in fact, the hospitality professionals are very limited, so hotel management should pay attention to recruit proper employees that with the right skills in the right places at the right time, so HR should do some well preparing for recruitment and choose the right recruitment method. While HR and management are interviewing and testing, they should focuses on candidates behavioral interviewing to identify whether they have the most important behavioral characteristics required for given a job. All in all, hotel should try their best to ensure the employees they recruit are proper for their job, and work as the professionals. Therefore, enhancing the quality of employees is a must in the hospitality industry (Collins, 2007)

The Importance Of Quality In Tourism

Quality service is a management tool that provides companies with a means of monitoring service from the customers perspective. Quality Assurance refers to any planned and systematic activity directed towards providing consumers with goods and services of appropriate quality, along with the confidence that they meet consumers’ requirements. Quality assurance depend on excellence of two focal points in business the design of goods and services and to control quality during execution of service delivery which is aided by some form of measure and inspection (Evans and Lindsay, 2010). A quality services management system is a result oriented approach. It deals with the service characteristics that really matter to end-users(consumers); it addresses service providers who have tangible results to expose to consumers; it guarantees the customers the high quality of service they can receive during their stay in a lodging and it provides staff with metadology to show commitment to quality services (Reyad, 2005).

The concept of quality is widely discussed in hospitality management. In the hospitality industry is defined as “the consistent delivery of products and guest services according to standards.” Increasingly, Guests are willing to pay more when they visit hospitality properties offering services that meets or exceeds their service expectations. The level of quality service is an important factor in the experience that guests receive during their visits to lodging operations (Hayes, 2011).

By creating value for the guests the lodging establishment can manage successfully to retain its guests. Managers must recognize the importance of client retention, since the attraction of a new customer is regarded to be more expensive and time consuming (Reyad, 2005).In an increasingly competitive market, the issue of quality has grown in significance for hotel businesses. This has been influenced by a number of factors, such as the expansion of consumer rights and the alleged emergence of new quality conscious tourists. In addition greater competitiveness has caused hotel companies to be increasingly aware of the importance of quality as a source of competitive advantage (Varvaresos, 2006). The components of quality in the hospitality industry that can be used to develop and implement a quality service system are the following:

Consider the guests being served.

Determine what the guest desire.

Develop procedures to deliver what guests wants.

Train and empower staff.

Implement revised systems.

Evaluate and identify service delivery systems.

(Pearson, 2011).

Quality self evaluation by the hotel industry (usually through comment cards in the guest rooms or online questionnaires) is very important so that the hoteliers can identify and solve problems.

Regular and systematic analysis of evaluation results may lead to a wide range of advantages, amongst them:

Measuring the matching degree of customers’ needs and expectations and comparing the results with perceived quality.

Acting as a basis for the strategic process, identifying improvement activities; and

Controlling competitiveness in quality with the help of benchmarking (Varvaresos, 2006).

Hospitality and tourism services, among others, can be differentiated on the basis of variety offered and the volume of customers processed. This can vary from a high volume operation offering a very restricted range of products and services to a lower volume operation where every customer receives a unique or highly customized service. Another key variable in any key variable in any service operation is the nature of the service contact. High contact has an extra level of social interaction associated with staff, while a low contact service requires the staff to perform largely technical skills. Each requires a different approach with a high level of contact requiring sophisticated social skills training, together with a good level of product knowledge, whereas low level of contact requires simpler customers care and technical training. A low contact service may also be suitable for substitution by information technology or self service. (Laura, 2011)

Customer Service (McIntyre-Pike, 1978)

Customer service is the essence of the hospitality industry. The importance of customer service in the hospitality industry is stressed in professional courses as well as on the job training modules since aspiring hoteliers, restauranteurs and others in the industry need to be well aware of its significance and implication for successful business operations.

Benefits of customer service

Under-promise and over-delivery should be the mantra for success.

Should be attentive and passionate about customer needs.

Build a relationship based on trust and loyalty.

This will result in customer loyalty and retention.

Feedback of customer service

Stay open to suggestions.

Understand what is your customer’s expectations.

Place a suggestion box in your hotel reception, cafe, air, travel or tourism office.

Act upon suggestions to show care.

It is essential to understand the importance of customer service in hospitality to make a positive difference to the business by listening and learning.

Prompt Service

Provide the best service.

Ensure customer satisfaction.

If customers aren’t satisfied they will seek satisfaction elsewhere.

Convenience

The hospitality industry thrives on convenience. If your customer service is missing this essential ingredient, your business won’t last long unless you bring about changes that demonstrate your commitment to customer satisfaction. Remember that the service and hospitality industries were built to offer the basics of convenience to customers. Today, as the industry is expanding and the competition is growing, hotel conglomerates are getting innovative and thinking of means to achieve the highest standards in convenience offerings.

Value

The importance of customer service in hospitality emanates from the principle that the customer needs to be treated with priority, and he should see value in what he gets. If a customer strongly believes he is getting value for the money he is paying, he will keep coming back. On the contrary, dissatisfaction with your customer service will make him turn back an The importance of customer service in hospitality emanates from the principle that the customer needs to be treated with priority, and he should see value in what he gets. If a customer strongly believes he is getting value for the money he is paying, he will keep coming back. On the contrary, dissatisfaction with your customer service will make him turn back and look for value offerings from your competition.

Madame Tussauds Tourism Analysis

Leisure and recreation are as old as human beings and were present in the lives of our Stone Age ancestors. Man is always busy in work for its survival but there is a growing desire to get a good work balance with leisure time. With the blessing of latest technology we are in the era that has variety of leisure attractions to relax. Madame Tussauds situated in London is among the most popular leisure attraction. It is a museum of different kind that entertain its visitors with wax models of their choice from history and from present which they have ever dreamt to meet.

In this piece of work I have discussed the history of the museum and its establishment in London including its unique characteristics. The possible key challenges faced by the attraction in coming future and the ways to combat these challenges by giving proposed management including range of aspects

Different ways of managing visitors because customer satisfaction is the key point in business.
Various ways of targeting market specially by using SWOT Analysis.
Making market strategy after analysing customer’s demands.
Making human resource department more effective to fulfil the wishes of consumers
DEFINITION OF LEISURE:

Different authors and researchers define leisure; some of the definitions for the Leisure are as follow:

“Time that an individual sets aside for activities, such as sleeping” (Collins 1997) From Leisure and Tourism, Barker, By Collins 1997

“Time that is free from work, when you can do what you like” (Oxford Dictionary Press) A From Concise Oxford School Dictionary, By Oxford University Press

“Leisure is the opportunity available to an individual after completing the immediate necessities of life, when he or she has the freedom to choose and engage in an experience that is expected to be personally satisfying”

From Edexcel Leisure and Recreation Course Specification

“The term leisure is an ever changing concept that reflects the current social and economic conditions and aspirations, adapting in response to consumer demand and expectations”

The idea of leisure being described as a state of mind originated with Aristotle. He believed that leisure was a form of self-indulgence and self-improvement.

“Leisure is seen as a man’s greatest possession because it is essential for self development. It forces us to step back from the constant pressures of daily life in order for us to see what really important” (Aristotle internet website).

IMPORTANCE OF LEISURE:

Each person has their own opinion of what leisure means to them and there is no set definition of the word as it covers a wide range of things. leisure time and how it is spent is an individual’s choice and the way in which they spend it whether it be home based, active or passive. As long as the individual gets satisfaction from this ‘leisure’ time then it has been used to its potential.

Leisure is important because everyone needs a little bit of relaxation in their life. Having leisure helps a person relieve stress, have time to themselves, and just to recharge their body and mind. Leisure is very important for one’s mental and physical health. It provides an opportunity to spend time as you want away from regular work stress with family and friends. It is very important for an individual to take time out for itself as it bring about a positive flow of energy in an individual.

Leisure as a function has changed enormously over the last 100 years. With the arrival of new technology some forms of leisure have increased their range of activities hugely. 100 years ago art was considered to be drama, stage shows, architecture and so on. Now it include many different forms. Broadcasting, Film Production and Video were all aspects of the Art Council that received funding in the last year. These have only been considered arts in the last century. The Government, private companies and investors have also discovered the commercial side of leisure. From this information it can be concluded that over the last 100 years leisure has evolved from something that is the opposite of work to something that is vital in our everyday lives.

Madame tussauds is among the popular leisure attraction of the present time, it is standing at its place from last 200 years but getting more popular with time for the kind of unique entertainment it is providing to its visitors. Celebrities wax images draw visitors towards itself. IT is a kind of place which has all kind of attraction in it from past to present both for history lovers and for modern young youth. It helps to make visitors dreams come true when they want to touch or meet the personality they like ,which otherwise my not be possible for them because either it has become history or is very big celebrity of modern time ,whom one cant meet. Is it real or is it wax? Sometimes it’s hard to tell the difference when you’re at Madame Tussauds Wax Museum . This unique museum of its own kind has entertained about 500 million visitors since it first opened. The Target Market for Madame Tussaud’s is to attract all types of consumers, from all social classes. As well as Domestic and Overseas visitors. According to Pamela Pilbeam, there may be a simple reason for the enduring popularity of Madame Tussaud’s: “There is nothing so fascinating for a human being as others of the species.” Since the arrival of the waxworks in London in the 1830s, visitors have had the opportunity to gawk at, rub shoulders with and even touch some of the most famous and infamous others – royalty and revolutionaries, murderers and media stars.

London is a cosmopolitan city having people all around the world with different cultures. The management of Madame tussaud’s when targeting marketing has taken advantage of this feature of the city and has kept different types of wax sculptures which visitors want to see for example to attract Asian visitors there are various political, sports, and entertainment figures in the museum.

According to the student pack of Madame Tussaud’s, it identifies their Current Market as Demographics Segmentation according to social class.

Kotler (1994) believes “marketing a product/service, includes potential customers for using this specific product/service. Therefore, organisations will effectively market their product/service according to the Segment of market. This has been known as Target Market.”

Additionally to Lancaster & Reynololds (1999), indicate that, “in order to acquire target segment, the organisations has to break down the amount of the total market into different sub-groups / segments, according to their needs and wants, in-order to make the product/service attract consumers within that market segment.”

Madame Tussaud’s used segmentation and target marketing, because it provides many returns to their organisation, such as:

It allows the exhibition to identify their customer groups with different requirements and wants
The exhibition objective can be achieved easily. For example; profit maximisation and long term growth
When there are market gaps in a market, it is assessed and then satisfied, this can be done by using unique product / promotional offerings
By handling marketing mix, in order for competence recognise the target needs. This will lead to an increase customers satisfactioN

HISTORY:

The holy Roman Emperor the doges of venices ,the dukes of burnswick and other rulers met the same end.A full size wax model of Henry 111 of England was made for his funeral in 1272.The custom grew for models to be kept after the funeral service at the relevant Royal tomb in West minister. In the seventeenth century it became common for wax models to be included in funeral processions of notable non -royal citizens.

Marie Grosholtz the future Madam Tussauds (1761-1850) was trained by Curtius and she worked as his assistant. Madam Tussaud was born in Strasbourg on Dec,1761,her father Joseph Grosholtz who fought as a soldier for seven years at war died before her birth.After Maries birth her mother got a job as house keeper at Dr.Phillip Cutius house in Berne.Mr . Curtius was a skilled physician who takes help of wax models while demonstrating anatomy.Marie was always treated warmly by Curtius, who transferred his great art of wax modelling to Marie.Marie was always greatful and reffered him as his uncle.

In 1765 ,Curtius moved to Paris followed by Ann and Marie, where he was able to organise his first exhibition of wax models in 1770 and by 1776 due to the fame of exhibition,it moved to Royal palace.During this time Marie was in the tutionage of Curtius and started modelling her own wax works. Her first wax figure was of Francois Volatire and then she made models of Benjamin Franklin and Jean Jacques.After the fame of her work she was appointed as a art tutor for Elizabeth ,king Louis XVIS sister. It was the time when France saw its revolution and Marie Tussauds was imprisoned and was forced to make death masks of the aristocrats as to show her allegiance to feudal nobles.

During French revolution she modelled many prominent victms of the revolution.

After the death of Mr .curtius in 1794,Marie inherited his vast collection of wax models.In 1800 Marie got married to Francois Tussauds,who was an engineer.She had two sons Joseph and Francois.To flourish her business,Marie decided to took her wax work on exhibition.Along with Joseph she brought her exhibition to London and Ireland which included wax models and death masks.

That tour lasted for about 33 years.Finally Madam Tussauds decided to settle on Baker Street in London. Visitors paid six pence so that they can get a chance to meet famous names of the day. The Most important characterstic of the gallery was The Chamber of Horrors which exhibits wax models of the people victimised during French Revolution and some newly created models of other murderers and criminals.

With time wax models of different prominent personalities were added to the museum.The museum in the beginning had 400 different wax models. Some of the models of the exhibition were damaged twice firstly by fire in 1925 and secondly by the bombardment of German army.

Madam Du Barry is the oldest wax model of the museum. In the year 1842 Madam Tussaud added her own model which has been displayed at the entrance of the museum.

Madam died on 15th April 1856.

Bridge kate in her book A Life In A Wax praises Madam Tussauds as” Cultural Innovator” .The architect behind the first and fore most enduring world wide branch to be identified simply by reference to its founders name.

BRANCHES

Millions of people visit Madam Tussauds every year but it is still popular as it was ever.It has now become one the most popular visitor attraction in London.

Due to its popularity it branches has been and will be expanded to other parts of the world. Its branches are opened in Hong Kong, New york, Las vegas ,Berlin, Shanghai, Washington DC and Amsterdam for the tourists, they also contain the wax models of prominent figures in them.

DIFFERENT ATTRACTIONS IN THE MADAM TUSSAUDS

Party Room

Figures such as Samuel L Jackson, Morgan Freeman, Leo DiCaprio, Nicole Kidman David and Victoria Beckham and Robert Pattinson are kept here. It is designed to feel like you have stepped into a celebrity party, with wax figures dotted around the room.

High School Musical & Hannah Montana

Launched in 2008, this room has a figure of Zac Efron as the character of Troy Bolton from the High School Musical franchise. This zone also includes Miley Cyrus’s wax figure. There is also a karaoke facility, in which a person can sing Miley’s songs.

Movie Room (Premiere night)

Hollywood famous figures live here including Steven Spielberg, Jim Carrey and Audrey Hepburn,Brad Pitt,Angelina Jollie,Jim Carry,Nicole Kidman and many more.Bollywood stars who are modelled are Salman Khan,Amitabh Bachan and Aishwarya rai. Besides there is Shrek, Spiderman, along with the smallest figure ever made of Tinker Bellabout five and a half inches in length

Sports Zone

It is another exciting zone for sports lovers specially for those who want to see their sports icons face to face. It has wax models of Mohammed Ali.One can also get a chance to ride bike with Lance Armstrong.Wax model of David Bekham and many other famous players are added there to increase the excitement.

The Royalty

In the Royals visitors get a chance to stand next to Queen Elizabeth II of the United Kingdom and Prince Philip, Duke of Edinburgh, Charles, Prince of Wales, Camilla, Duchess of Cornwall, Prince William of Wales and Prince Henry of Wales.

Cultural Figures

This area has numerous cultural personalities including Albert Einstein, Stephen Hawking, Pablo Picasso and Charles Darwin.

Stars From The Music Industry

Music icons include Beyonce, Jennifer Lopez, Madonna, Britney Spears, Leona Lewis, Kylie Minogue, Amy Winehouse, Tom Jones, Bob Marley, Justin Timberlake and Freddie Mercury. The Beatles in this area appear on the album cover of Sgt. Pepper’s Lonely Hearts Club Band.

Leaders From The World of Politics

Here visitors can get a chance to meet Barak Obama, Margaret Thatcher, Winston Churchill, Nicolas Sarkozy, Ronald Reagan, Tony Blair, Benazir Bhutto, Martin Luther King, Mustafa Kemal Ataturk and Gandhi, the controversial figures of Hitler ,Sadam husein and Robert Mugabe.

Chamber of Horrors and Scream

This attraction is not suitable for pregnant women and children under 12 years of age. contains the models of killers and criminals from the time of French Revolution .It also contains the death masks made by Madam Tussauds.

Area Showing the Secenes and History of Madame Tussauds

This area shows the history of exhibition. How was a wax modle made by Madam Tussaud.

London ride

Here visitors sit in taxi rides and are taken through the history of London which starts from Tudor and ends at 1980s.

Top of Form

Bottom of Form

Warhol’s Women

It has models of Andy Warhol Marilyn Monroe in the classic pose where her skirt is blown upward, Liza Minnelli, Judy Garland, Jerry Hall and Jackie O.

Top of Form

Bottom of Form

KEY CHALLENGES TO BE FACED BY THE EXHIBITION

Swar brooke(2002) states without “visitor attractions there would be no need for other tourism services and tourism as such would not exist without them.” Different attractions provide their customers with services that are available with in the attraction for example some give their visitors a day out, others give educational services, some give their customers ancillary operations but Madme tussaud’s is one that entertain its visitors with combination of all above mentioned services due to which it is important that this work is put into place to deal with consumers content health and safety and to make sure of their repeat visits. To maintain this standard of excellence the tussauds organisation may possibly face some challenges in future specially in the following:

Marketing and competition

Customer care

Human resource management

SWOT ANALYSIS:

This can be used in order for the organisation to achieve their objectives. This procedure is an effective method of identifying businesses Strengths and Weaknesses, and to examine the Opportunities and Threats they face. Often carrying out an analysis using the SWOT framework that will be enough to reveal changes, which can be usefully made. Swift (2000) According to Hannagan (1992) he defined SWOT analysis as:

“A SWOT analysis helps to focus attention on the key areas in an organisation that need to be taken into account in producing a marketing planaˆ¦.

A SWOT analysis is a summary of the marketing audit. It highlights internal differential strengths and weaknesses form the customer’s point of view as they relate to external opportunities and threats.”

SWOT are mainly consists of the two factors that are internal and external in which Strengths and weaknesses are internal while opportunities and threats are from external competitors and environment. Madame Tussaud’s attraction is the main factor and strength which makes their position stronger than other competitors. By using SWOT analysis business can make future prediction and make possible changes in order to grow and compete in the future.

MARKETING AND COMPETITION :

In today’s world of business and economics markets have become very competitive therefore understanding consumer is no longer enough .Organisations must start giving attention to their competitors , if want to have share in the market. (kotler 2003). As it is stated before, Madame Tussaud’s it is a large organisation within the travel and tourism industry, therefore it face high standard of challenger not only in London but all around UK,which can become stronger in the future. that is why more effective marketing is required to survive in the competition However, it uses circulation channel for more knowledge of their product national and international.

They mainly deliver the awareness of their product/service through the Internet, as it is global. However, other sources of promoting and awareness of their product is mainly done through Media, in the form of posters at tube stations and bus sides which is mainly and to communicate the brand to a wider audience, public relations, portraits, business development and Banqueting & Co-operate Entertaining,

The prime objective of the organisation is to stay London top paying attraction, therefore a marketing strategy should be in terms of its target, current and potential market study and their process of promotion in order to attract their product to their customer by distribution. However, the aim of promotional planning in the long run is not just to inform, but to promote customers to purchase products/services or, to adopt ideas. Therefore, effective promotion is usually attained by well researched for tracking sales levels and attitude patterns toward consumers needs, this means objective must link to the target aimed. This can be achieved by updating, convincing and highlighting the organisation current and potential target market.

CUSTOMER CARE:

Ensuring that customers are provided with quality services every time is a key in organisational success. Like other tourist attractions Madame tussauds may also face the challenge of delivering quality customer care.

The organisation should note that words of mouths from satisfied customers is a free advertising and improved reputation and above all an increased revenue.

Tussauds organisation should maintain a high standard of customer care training with in the exhibition to achieve goals like

Increase sales

Gain a competitive advantage

Maintain consumer loyalty

Attract new consumers

Gain customer satisfaction

Enhance the visitor attraction image

For achieving high standard of customer care the organisation must improve

Their queuing process in term of not making consumer to wait for a long period to enter the exhibition

Signs around the exhibition for direction (such as direction for facilities for disabilities segment)

Having more staff speaking different languages

Having effective management that can handle crowd

HUMAN RESOURCES

Human resource management can also be a challenge as selection and recruitment costs will be much more due to the high presence of staff at visitor attractions. Competition in the service sector offering permanent employment can detract suitable applicants from applying for positions within visitor attractions. With the high staff turnover consistency will be difficult to maintain within visitor attractions, which inevitably will have a negative effect on the quality of service delivered to customers. This is due to the fact that to be able to deliver quality services to consumers requires skilled and well-trained employees. As many employees of visitor attractions are employed on short-term contracts, operators may be less willing to invest in training and development for seasonal staff. In Scotland the Association of Scottish Visitor Attractions encourages its members to invest in training and development for all staff, whether full or part time, seasonal or permanent. Many operators of attractions dislike spending money on training and development for seasonal employees as there is the possibility of the employees not returning the following year. Operators are being encouraged to invest in training and development as this has proven to lead to a stronger more motivated workforce. If employees are enable and empowered to deliver a quality service, employee turnover should reduce, and employees affected by seasonality would be easier retained for the next season to come.

They mainly deliver the awareness of their product/service through the Internet, as it is global. However, other sources of promoting and awareness of their product is mainly done through Media, in the form of posters at tube stations and bus sides which is mainly and to communicate the brand to a wider audience, public relations, portraits, business development and Banqueting & Co-operate Entertaining,

The prime objective of the organisation is to stay London top paying attraction, therefore a marketing strategy should be in terms of its target,current and potential market study and their process of promotion in order to attract their product to their customer by distribution. However, the aim of promotional planning in the long run is not just to inform, but to promote customers to purchase products/services or, to adopt ideas. Therefore, effective promotion is usually attained by well researched for tracking sales levels and attitude patterns toward consumers needs, this means objective must link to the target aimed. This can be achieved by updating, convincing and highlighting the organisation current and potential target market.

At the same time one of their target is to carry out a promotional action plan to target market, attract all types of consumers both domestic and overseas

CONCLUSION:

Operators in today’s business environment face many challenges as we have seen in bring quality services to visitors of their attractions. By putting in place

suitable measures and processes, and ensuring their employees are capable of knowledge about efficient customer care training, confidence and motivations in which to perform at their best, operators can gain an competitive edge in their market, and deliver customer satisfaction each an

Kotler, P., Marketing Management, Prentice Hall International, United States of America, 1994 Hannagan, T. J., Marketing for the non-profit sector, Macmillan, Great Britain, 1992Swift, I., Marketing, Hodder and Stoughton, Great Britain 2000,Swarbrooke J, The Development and Management of Visitor Attractions, Butterworth-Heinemann, 2002

Berridge Kate A life in a wax

Pamela Pilbean The History of Wax work by Pamela Pilbean 2003,,, From Leisure and Tourism, Barker, By Collins 1997, Lancaster, G. and Reynolds, P, Introduction to Marketing, Kogan Page, Great Britain by Biddles Ltd, 1999,(Oxford Dictionary Press) A From Concise Oxford School Dictionary, By Oxford University Press

Importance of Tourism Ethics

The significant growth of tourism activity without a doubt marks tourism as one of the most notable economic and social occurrence of the past century. According to the World Tourism Organization (2005), the number of international arrivals shows a growth from a 25 million international arrivals in 1950 to over 700 million in 2002, matching to an average yearly growth rate of 6.6%. In addition to the statistical growth of tourism, there has been a change of the tourism product from the conventional sun, sea and sand to a product that would be more beneficial for those living in the tourism destination. Tourism’s growth has meant the industry now stands for the foremost source of foreign exchange earnings in most countries (WTO, 2005). However, in addition to the often cited economic pointers displaying the control of the tourism industry, there has been a matching rise and recognition of the possible negative impacts of the growing tourism industry; this has led to calls for the industry to exercise greater responsibility in order to protect various destinations (Archer et al., 2005).

However, in the last few decades, responsible tourism has come into view as a wider consumer market trends towards lifestyle marketing and ethical consumption have spread to tourism (Goodwin, 2003). Tourism organizations are beginning to realise that promoting their ethical position can be good business as it has the ability to increase a company’s profits, management effectiveness, public image and employee relations (Hudson and Miller, 2005). There has been not only a significant change in the products and patterns of tourism across the world over the past decade, but also an increasing concern with how it might contribute towards sustainable living, mainly for the world’s poor and how the huge environmental impacts can be controlled (Godwin 2003).

This essay will look at the issue of ethics in the tourism industry, highlighting the need for responsible tourism; what instigates responsible tourism; related approaches to responsible tourism; companies that promote responsible tourism; set guidelines for tourism and then conclusion.

Ethics and the Tourism Industry

Tourism has come into view as a major force in the worldwide economy, with most countries, having increasing opportunities to participate, as both tourism destinations and tourists (Ashley et al, 2001). However, many local populations are faced with not only a loss of their traditional livelihoods, but also the viewpoint that they may be moved from where they lived to make way for new tourism developments. Many of the problems faced by the tourism industry are ethical in nature, including destruction of the environment, pollution, depletion of natural resources, economic imperialism, and sexual exploitation.

In response to these ethical tensions, there has been recognition of the need to consider the concept of responsible tourism, tourism that creates better places for people to live in, and better places to visit. It extends the idea of eco-tourism or sustainable tourism to include social and ethical as well as environmental considerations. The World Tourism Organisation (2002) described responsible tourism as a concept that relates to all forms of tourism which respect the tourism destination, the natural, built and cultural environment, and the interests of all. Also, the Cape Town Declaration on Responsible Tourism in Destinations (2002) describes Responsible Tourism as tourism that reduces harmful economic, environmental and social impacts; create more economic benefits for local communities; provides interesting experiences for tourists through meaningful interactions with local communities and cultures and improves the well being of tourism destinations. Responsible Tourism is about the legacy and the consequences of tourism for the environment, local people and local economies. Various countries and organisations such as South Africa, United Kingdom, United States, Gambia, India, Sri Lanka, are already practicing responsible tourism.

Drivers of Responsible Tourism

Globally, concerns about global warming, destruction of the environment, wearing away of cultures, and poverty, are increasing. The number of initiatives aimed at improving the living conditions for the world’s vulnerable people, increases daily (WTO, 2000). The awareness of the earth’s predicament is spilling over into the way people behave in their homes, how they spend their money and the way businesses are run. Driven by changing personal ethics, individuals contribute financially or otherwise to environmental and humanitarian initiatives. For instance, in the UK, the market share for ethical products grew by 22% between 1999 and 2004 (The Ethical Consumerism Report, 2005). Business ethics are also changing, with companies adopting business practices that are based on ethical values (Goodwin, 2000).

Responsible Tourism is no longer seen as a passing trend and has now become a recognised and accepted sector within the industry with holidaymakers becoming more aware of their responsibilities as travellers (UNEP, 2000). In 1996, South Africa was the first country to take on responsible tourism as a nationwide policy; the White Paper on the Development and Promotion of Tourism in South Africa (1996) sees responsible tourism as a positive approach by tourism industry and partners to develop, market, and manage the tourism industry in a responsible manner. The White Paper state that the environment is the responsibility of the tourism industry, through the promotion of balanced and sustainable tourism, and a focus on environmentally based tourism activities; it is the responsibility of government and business to involve the local communities that are in close proximity to tourism infrastructure and attractions, through the development of meaningful economic linkages; tourists, business and government should respect, invest and develop local cultures, and protect them from over commercialization and over-exploitation; local communities should become actively involved in the tourism industry, to practice sustainable development, and to ensure the safety and security of visitors; and tourists should observe the norms and practices of South Africa (DEAT, 1996).

Related Approaches to Responsible Tourism

Pro-poor tourism, community-based tourism, volunteer tourism, are different approaches to tourism, they are all based on the three pillars of sustainable development. However, each approach has a precise goal. Responsible tourism is a unifying term that embraces all these approaches. This section will focus mainly on pro-poor tourism in relation to responsible tourism.

The concept of pro-poor tourism was developed in 1999 with the aim of increasing opportunities for the poor and to control all forms of tourism at different location (DFID, 1999). According to Ashley et al (2001), pro-poor tourism generates net benefits for the poor; these benefits may be economic, social, environmental or cultural. The core activities needed includes: increasing access of the poor to economic benefits by increasing business and employment opportunities for the poor; providing training so they are in a position to take up these opportunities and spreading income beyond individual earners to the wider community; addressing the negative social and environmental impacts often associated with tourism such as lost access to land, coastal areas and other resources and social interference or exploitation; policy restructuring by creating a policy and planning framework that removes some of the barriers to the poor, by promoting participation of the poor in planning and decision-making processes surrounding tourism; and by encouraging partnerships between the private sector and poor people in developing new tourism products (Goodwin, 2000).

Case Examples of Companies promoting Responsible Tourism
UK Association of Independent Tour Operators (AITO)

AITO is the first tourism industry association to incorporate into its business deed a commitment to Responsible travel. Companies such as AITO identify the need to respect other people’s domicile and culture. As tour operators, they acknowledge that wherever a tour operator does business, it has a potential environmental, social and economic impact on the destinations involved (Goodwin, 2005). As a result, AITO aims to be responsible in all their dealings on each of these three levels. In order to achieve this goal, a set of guidelines has been planned to help companies, customers and local suppliers recognise their general tasks which includes protection of the environment; respect of local cultures and customs; benefit for local communities; conservation of natural resources and pollution control (AITO Responsible Tourism Guidelines 2000).

Responsibletravel.com

According to Responsibletravel.com launched in 2001, responsible travel involves bringing tourists closer to local cultures and values. Since their launch, they have worked with large numbers of tour operators to help establish effective responsible tourism policies; they have led the way in offering outstanding holidays worldwide that benefit local communities and stand as the world’s leading travel agent for responsible holidays. The company through public relations is one of the most active voices in the responsible tourism movement today.

Responsible travel maximises the benefits, and minimises the negative effects of tourism. Their activities have been grouped into four: before booking for holidays; before travel, while on holidays and back home. Before booking for holidays includes encouraging travellers to choose a responsible operator to enquire about eco-friendly accommodations; reducing carbon emissions by taking some holidays closer to home, travel by train and public transport where possible, booking direct flights avoiding transfers; before travel states the need for travellers to read up on local cultures and learn a few words of the local language, remove all excess packaging as waste disposal is difficult in remote places and developing countries, ask tour operators for specific tips for responsible travel in chosen destination; while on holiday emphasizes the need to buy local produce, hire a local guide, respect local cultures, traditions and holy places, use public transport, hire a bike or walk when convenient; and back home state that tourists should give feedback to tour operator or hotel about holiday, and include any suggestions on reducing environmental impacts and increasing benefits to local communities (responsibletravel.com).

Guiding Principles for the Tourism Industry

Numerous codes of ethics have been developed that are aimed first at tourists and second at the tourist industry as a result of a growing concern over alleged irresponsible practices by tourists, the tourist industry, and governments. These codes generally address ethical principles focusing on a sense of responsibility (WTO, 1999). Table 1 and 2 shows a summary of the recommended guidelines for the tourism industry.

Guidelines for the industry

Aid meaningful interactions between tourism destinations and tourists and respond to the special travel needs of diverse population groups.

Strengthen and improve landscape character, sense of place, community identity, and benefits flowing to the community as a result of tourism.

Protect and enhance natural, historic, cultural and aesthetic resources as a legacy for present and future generations.

Encourage tourism research and education which lay emphasis on ethics, heritage preservation, and the tourism destination; and the required information to ensure the economic, social, cultural and environmental sustainability of tourism.

Promote greater public awareness of the economic, social, cultural, and environmental significance of tourism.

Table 1: Guidelines for Tourism Industry

(Tourism Industry Association of Canada, 2005).

Guiding Principles for Economic Responsibility
Considering the opportunity costs of tourism for local communities; maintaining and encouraging economic diversity.
Maximising local economic benefits by increasing linkages and reducing leakages
Ensure communities are involved in tourism.
Considering co-operative advertising, marketing and the promotion of new and emerging products.
Recruit and employ staff in an equitable and transparent manner and maximise the proportion of staff employed from the local community.
Guiding Principles for Social Responsibility
Involve the local community in planning and decision-making.
Identify and monitor potential adverse social impacts of tourism and minimise them.
Maintain and encourage social and cultural diversity.
Be sensitive to the host culture; respecting and developing local heritage.
Guiding Principles for Environmental Responsibility
Follow best practise guidelines on the design, planning and construction of buildings and associated infrastructure to minimise environmental impacts.
Use local materials appropriately.
Avoid damaging the environmental quality of the enterprise’s neighbourhood by noise or light pollution.
Use local resources sustainably.
Maintain and encourage natural diversity.

Table 2: Responsible Tourism Guidelines for the South African Tourism Industry

(Spenceley, 2001)

Conclusion

Responsible tourism is rising as new ideas which aim to push the mainstream tourism industry. Model projects and successful multi-stakeholder ideas, are also beginning to grow (UNEP 2000). These few examples perhaps prove that tourism has the potential to meet many of the objectives of sustainable development such as renewal of economies, supporting local communities, protecting the environment and even generate cost savings and efficiency gains for tourism companies. Promotion of responsible tourism, through the development of policies, awareness-raising schemes, local participation, guidelines for good practice and actual implementation remain essential goals (WTO, 1999). Responsible tourism should aim to directly support poverty eradication and sustainable production and consumption. Making progress on a larger scale will be an appropriate balancing act and will require a massive turn around in approach from the whole Travel and Tourism industry nevertheless it is an approach that obviously requires support from all stakeholders interested and involved in the industry (UNEP, 2000).

Tearfund (2001) highlights that ethics in tourism is an issue of concern in most countries. As the public have more free time available and more money to spend on leisure, and as a rising number of people travel to developing countries, they will want to make certain that their holiday will benefit, and not deter, the local people, environment, customs and heritage.

The Importance Of Diversity For Hospitality Managers Tourism Essay

The hospitality management is on the basis of management Therefore, hospitality managers need to learn more knowledge concerning the management. In the modern hospitality management, the managers need to embrace diversity as an important aspect. Modern hospitality has diverse customers and the demands of customers are different. As a result, the hotel should not only meet the needs of the guests room and board, but also provide a wide range of services and facilities to meet the various needs of customers so that they are spiritual and material satisfaction and enjoyment. In addition, the diversity in the hospitality is also reflected in the creation of economic benefits and social benefits. The importance of diversity in the hospitality can be discussed from three aspects.

Firstly, the nature of hospitality needs the diversity. There are many departments in the hotels, including housekeeping department, marketing department, human resources, finance and other different departments. Good hospitality management should link each department well. Under this circumstance, diversity is rather important. The hotel aims at providing the services to the customers. In order to offer good service, each department should cooperate with each other. Under this circumstance, knowing single management knowledge is not enough. Diversity becomes even necessary in the hospitality management. Modern hospitality itself is an organic integration. The hospitality operation and management activities need to study the hotel’s overall objective, the overall function and overall effectiveness. (Delman, 2000) At the same time, hospitality management should make the composition of the various elements of the hotel to adapt to the overall needs. The overall objective of the modern hotel is composed by the comprehensive elements. The modern hotel’s overall function is the result of coordination of these elements. The overall effect of a modern hotel is generated in their mutual relations within various elements. Hospitality managers should consider the overall interests of the hotel and give full play to the hotel’s human, material and financial resources and the role of information. This all needs the diversity knowledge of hospitality management.

Secondly, cultural difference in the hospitality management also requires the diversity. In the modern hospitality operation and management, there is not only reception for domestic customers, but also a large number of receptions for foreign guests. Therefore, modern hospitality management has a foreign-related feature. The hospitality management should be based on different countries and different ethnic group habits. Then hospitality managers should arrange a variety of services to meet the needs of foreign guests. At the same time, hotel managers and staffs need to implement their own policies on external environment and do the service work well. All of these work needs to be established on the diversity. At the same time, cultural difference usually has the misunderstanding. In order to serve foreign customers well, it is important for hospitality managers to learn the diversity.

Thirdly, diversity is also necessary for the system management in the hospitality.

Modern hotel is an independent economic entity, which is a comprehensive and holistic system. From the system engineering point of view, modern hospitality system management mainly includes system analysis, evaluation of the hotel, the hotel organization and management system, hotel program management systems and hotel management control systems and other management content. All of these management contents are different with each other, but they are all necessary parts for the hospitality management. The hospitality managers should learn the diversity to adapt to different management modes. Effecting by the diversity, hospitality managers could learn more management ways and improve the quality of hospitality management.

Explain Hofstede’s Cultural Framework, what is it all about. Choose a culture within your business and discuss where the cultural group rates and compare with the Australian rating.

Cultural framework is put forward by Greet Hofstede, who is superintendent of the Netherlands Institute of International Cultural Cooperation, Hofstede and his colleagues adopted this concept in the study of quantitative research on cultural factors. In 1980, Hofstede made a survey on 117,000 IBM staffs in 66 countries, which is based on the value of the work. Then Hofstede developed a culture that is based on the four frameworks of Western culture, including individualism and collectivism, power distance, uncertainty avoidance and masculinity / femininity. (Kealey, 2003)

Individualism and collectivism indicates that the relationship between individual and group level. Individualistic culture focuses on individual goals. On the contrary, collectivist culture emphasizes more on collective goals. In the individualistic culture, people should take care of themselves and immediate family. While in the collectivist cultures, people expect their collective within the group to take care of them, In exchange for such care, they have absolute loyalty to domestic groups. For individualism, there is not the significant between in-group and out-group. But for collectivism, there is significant difference between in-group and out-group.

In the organization or institution, it usually has the fact that members have less power or unequal distribution of power. Power distance refers to the acceptance of people on this fact. Cultural members with strong power see the power as social basic factions. They emphasize on the mandatory and prescriptive power. In opposite, cultural members with weak power think that the adoption of power should be complied with the laws. They attach more importance to the experts and legitimacy.

Uncertainty avoidance denotes that people’s uncertainty attitude about the future. (Davis, 2000) The degree of strong uncertainty avoidance culture tends to have a clear social norms and principles to guide almost all cases that the behavior occurs. However, weaker uncertainty avoidance culture is not so clear and strict with social norms and principles.

Masculinity / femininity means that people’s awareness on how to distribute the social roles of men and women. Masculine-oriented society has a clear division of gender roles. The roles of feminine gender are overlapped. The cultural members of masculine society praise the achievements, ambition, material, power and determination. While cultural members of the feminine society emphasize on the cultural life of quality, service, caring and nurturing future generations.

It will choose receptionist business in the hotel to discuss what the cultural group rates. Different countries have different culture. It will compare Germany hospitality culture and Australian hospitality culture. In German business, cultural group rate is not very large. But people should also learn the German culture in the hospitality management. Germans value personal space, having clear boundaries of work and life. (Judith, 2007) Germans are proud of their achievements and attach more importance on their identities. The investigation of cross-cultural in Germany finally aims to examine the acceptable or unacceptable communication practices if investing business in Germany. As the receptionists, they would better service the customers as their culture. For example, the receptionist should call the customers plus their title if they know. Or the receptionists could recommend the food which is welcome by Germans to customers. The decoration of hotel could be designed according to the colour which Germans like and so on. However, the receptionist must remember what taboos are for Germans. So they do not give the customers room number 13, or the customers will feel very angry. (Chinua, 2007)

Australia is a country which has large population of immigration. So the cultural group rate is high. Therefore, as hospitality managers in Australia, they should learn more knowledge concerning the cultural aspects. Australia has also many travel sites for people all over the world. As the receptionists, they must learn the cross-cultural communication with the customers. For example, Australians like living in the sun shine. As a result, receptionist should choose the rooms towards the sun for customers who come from the Australians. Every year, there are many travellers who come from different countries to Australia. As a result, in the busy reason, the hospitality managers could train the receptionists for some cultural knowledge. Then the receptionists can overcome the barriers in the cross-cultural communication.

Consequently, compared with Germany, Australian hospitality business has higher cultural group rate because more foreigners travel to Australia every year. In order to leave a good image the Australian hospital business has to pay more attention on the cultural group rate.

Explain four strategies managers can use to address diversity issues in the workplace. One of these should be a strategy for monitoring staff performance with a staff diversity mix.

The first strategy is that hospitality managers can implement SOP for the staffs.

The so-called SOP is short for Standard Operation Procedure. That is to describe a uniform format for the standard operating procedures and requirements of an event, in order to guide and regulate the daily work. (Allen, 2004) The essence of SOP is to quantify the details. For the hospitality industry, it should focus on implementation of SOP development and facilities more carefully. The hotel aims at providing high-level service to the customers. Then the hospitality managers need to build SOP to let the staffs comply with. In this situation, the whole hotel can form a completed order and then the service quality can be improved. For the diversity, as long as staffs comply with the SOP, the service can also keep unified. Then it can avoid the mistakes which are caused by the diversity effectively.

In another aspect, setting up SOP can achieve the objective of monitoring staff performance with a staff diversity mix. SOP can be recognized as the standards to monitor and evaluate the staff performance. Meanwhile, the staffs can refer the SOP to evaluate their own performance. Hospitality managers could monitor the staff performance through comparing the staffs’ actual actions with SOP. Then the staffs can amend the disadvantages in the workplace and make improvement continuously.

The second strategy to address the diversity issues is to deal with the cultural difference in the hospitality management. The base of dealing with the cultural difference is to learn more about the culture from other countries. As a result, the hospitality managers should train the staffs for the cross-cultural communication. Cross-cultural business communication requires not only appropriate language, but also calls for the appropriate non-verbal behavior. (Hampden, 2001) Nonverbal communication refers to the process of communication through sending and receiving wordless messages, such as facial expression, tones of voice, gestures, and eye contact. It also has an important effect in the hospitality management. Sometimes it is more powerful than verbal communication. However, different gestures have different meaning. Of course, different countries have different meanings of nonverbal communication. Sometimes under different background of culture, even the same gesture or emotion has different meaning for different people. Thus, in a hospitality industry, it is rather useful to have an understanding about basic nonverbal communicative skills. The hospitality managers should focus on this point and then the diversity could be addressed more effectively.

The third strategy to address the diversity issues is to adopt IT system in the hospitality management. IT system is conductive to provide the feedback and assist the hotel’s decision-making planning. The IT system can provide a wide range of information, such as the guest’s hometown, gender, occupation, its causes and other information. The IT system could help the hotel to publicize the brand image. Meanwhile, the hotel could offer the update network service to give the convenience. At the same time, the hotel can learn the new Internet information. IT system can offer the high efficient and convenient service to the customers. (Shelly, 2009) Under this circumstance, the diversity can be dealt with better with the effect of IT system.

The fourth strategy to address the diversity issues is to make sure the resource management in the hospitality industry. Modern hospitality resource management has wide coverage. It contains modern hospitality human resource management, financial resource management, materials resource management and hotel image. These resource managements link with each other. The assurance of resource management could effectively explore the resources and avoid the barriers which the diversity brings in the hospitality management. In a word, resource management can address the diversity issues in the hospitality management.

The Impact Of Tourism On Water Consumption Tourism Essay

Tourism is the major economic sector for many countries around the world especially for small island developing states. . The major growth of the tourism industry started in the 1980’s culmination increasing coastal development with major investments in hotels Mauritius is now a well established high class tourist resort destination and tourism is the third pillar of the Mauritian economy after the export processing zone manufacturing sector and agriculture. It contributes significantly to economic growth and has been a key factor in the overall development of Mauritius. In the past two decades tourist arrivals increased at an average annual rate of 9% and in 2000, gross tourism receipts contributed about 11% of the GDP of Mauritius. (CSO, 2007))

The plan of the government is targeting 2.0 million tourists from 2015 to 2020. The strategy for the development of the Tourism sector takes its base in the Tourism Development Plan (2002). It presents a twenty year vision which sees the tourism industry growing but ensuring that environmental and social issues are addressed to the benefit of the people of Mauritius (Min .of Environment and NDU).

The Action Plan includes private sector investments in tourist accommodation, tourist

attractions, and ancillary facilities, public sector investment in tourism support programmes

(e.g. roads, car parking, water and sewage schemes), infrastructure and critical tourism

product improvements, diversification and innovations, human resource development/social

projects and environmental management support. There will be an accompanying demand

for services for high quality up-market tourists with specially trained staff and hotel rooms

including trained tour guides and support services such as flight bookings, airline operations,

etc.

Tourism and water

The industry is also a major consumer of water resources and impacting heavily on water demand of island states. The problem of water supply is further exacerbated by the impact of climate change. Tourism industry relies also on a safe and reliable supply of water.

With the goal of attracting 2M tourists by 2015 in Mauritius the intensive tourism development that will follow will have a major impact on our natural resources (CSD, 1996). It has been growing rapidly and impacting on the natural resources of the host countries. Overexploitation of water resources can impact negatively on ecosystems which are major components of its tourism industry. Competition for water resources by the tourism sector and domestic population is a global problem exacerbated by the climate change (Goodwin, 2007). Mauritius is facing each year prolong drought problems during the dry season where it is also the peak tourist period. Over extraction and lowering of ground water table can lead to eventually the depletion of aquifers as it is not replenished as rapidly it is consumed. Pollution from sea water intrusion will further limit the availability of freshwater. The latter will be more apparent with sea level rise due to global warming (Goodwin, 2007).

The tourism industry faces two issues with regards to water as a resource namely how it affects distribution of water and secondly the impact of the industry’s consumption on the environment and the availability of water (Goodwin, 2007). For the development of large resorts, especially in water scarcity areas, the water available for the local people is deviated to provide for these resorts (Goodwin, 2007).

In many places water is diverted to provide for tourists and thus leaving indigenous population short of water. European Environment Agency (2003) in its assessment reported that tourists consume up to 300 Litres (up to 880 Litres for luxury tourism) and generate around 180L of wastewater per day. The number of tourists visiting particular places is season dependent and is not constant all year round and tends to be concentrated in places which have limited water resources (Garcia and Servera, 2003). There are conflicts of interests as the tourism industry is able to buy water at higher prices whereas the poorer population will have more frequent water shortage (Goodwin, 2007). In Tunisia groundwater resources that were important for agriculture were diverted to provide for the tourism industry and thus creating a new problem of dried out land that are unarable and had to be abandoned. The European Tourism Study Group report 2007 conclude that “hotels are high consumers of water, as a tourist staying in a hotel uses on average one third more water per day than a local inhabitant”. The desalination of sea water on a large scale is a measure affordable to countries with high revenues such as United Arab Emirates and Maldives which have oil resources (Dluzewska, 2008).

LAND USE PATTERNS in Tourism:

Tourism is being given special attention with respect to its actual and potential impacts in land use (Rico-Amoros, et al., 2008). The tourism distribution is not homogenous for many countries and the different forms and types of tourism have different water requirement (Gossling, 2001). Water consumption by the tourism sector is not well documented by statistics at present. More complete information on water demand of tourism and its different subsector ( second homes, facilities, activities etc,) is needed by state and local authorities to define priorities for water conservation or demand management programs ( Hof. et al, 2011). Rico-Amoros et al. (2008) mentioned that the development of tourism in Mediterranean region is enhancing pressure on water demand because there high numbers of tourists at specific period and summer droughts which further decrease the availability of water. However, from closer study of the different type of tourists, Rico-Amoros et al (2008) found out that concentration of tourists such as in hotels tend to use comparatively less water than disperse, low density residential resorts. Hof and Schmitt (2011) found out that increase water consumption is directly related to the low-density residential tourist land use due to outdoor uses such as swimming pools and gardens comparing with tourists in hotels. The research of Hof and Schmitt (2011) concluded that in summer 70% of the total water consumption in the residential tourist areas is used for gardens irrigation which has been identified as the main cause for increase in water consumption. The additional pressure on water use is from individually own swimming pools which accounts for 22 litres/person/day as shown by Hof and Schmitt (2011). Hotels with golf courses were analysed for their water consumption patterns and regression analysis demonstrated that the size and price were important factors that will influence the water use by golf courses (Gopalakrishnan, 2003). Resorts and hotels golf courses are heavy water users and for small islands the problem is urgent as there is limited resources of drinking water, and thus the water must be judiciously managed ( Graefe and Vaske, 1987).

Benchmarks for water use in guest rooms in litres per guest night

Good

Fair

Poor

Temperate

250

250-300

>300

Mediterranean

270

270-320

>320

Tropical

300

300-350

>350

Source IBLF & WWF-UK (2005) p.19

Mauritius as SIDS: its vulnerability

Small Island States are mostly dependent on their natural environment for promoting tourism development but paradoxically the tourism development appear to be a fast track to social and economic development and thus little care is given for the ecosystem (CSD, 1996). The environment impacts of tourism are more consequent in Small Island States due to its limited land space and freshwater resource. Land is use to build infrastructures and facilities for tourists along with hotels and the new trend of residential houses or apartment. Rising prices of building land increase the pressure to build on agricultural land as the tourism sector is more lucrative. In many countries including Mauritius, there has been unchecked construction along the coast whereby the original pristine beauty of these areas has been changed in favour of urbanization since the development of the tourism sector (CSD, 1996). It is only recently that governments are taking measures through legislations to protect the natural resources and promote sustainable. development. Over the past years, there has been a drastic increase in water demand from the different economic and demographic sectors, which in general is leading the country to a water stressed situation.

Mauritius and its water resources

According to the United Nations Development Programme (UNDP) Human Development Report, Mauritius is already facing a situation of water stress because it has a supply of 1083 m3 per person per year (based on actual population), which is below the norm of 1 700m3 per person per year. Mauritius is expected to suffer from water scarcity by 2020 with a projected supply of 974 m3 per person per year (based on a projected population of 1 335 000). Although the figures can be interpreted in various ways, they provide an indication of the problems that Mauritius may face in the future regarding water supply. The water sector faces a number of challenges resulting from increasing demand from the different sectors. New dams are planned to be built and reduction in unaccounted for water are being envisaged with big investment in new pipe networks.

Diversification of the tourism product-IRS in Mauritius

In view to attract more foreign investment Mauritius has recently introduced a new type of development namely the Integrated Resort Schemes (IRS) whereby resorts are being constructed that include hotels, residential villas and golf courses. Since 2005 there has been an increase in the number of resorts and golf courses though the financial crisis has put a halt to this rapid increase. These developments have put further pressure to the scarce water resources. In Mauritius strategies are being put in place to manage the water resources the demand as well as the supply sides. The IRS promotes the concept of residential tourism with second permanent homes for rich retired or rich celebrities. This market diversification has therefore allowed the development of golf, villas, spas and also permanent second homes or residential that have increased the demand of water from the tourism sector.

In encouraging this type of development and targeting more and more tourist this will again have a consequences on the water resources. Mauritius depend on a few number of reservoirs and are already under pressure to supply for the domestic, industrial, agricultural and tourism sector. The tourist hotel mainly the large ones have started to have desalination plants to have constant supply of water.

Due to high water demand Mauritius has reached almost its limits in terms of underground resources. The table below shows the water requirements till 2050.

Table 1:Water requirements in Mauritius

(Proag, V., 2006, Water Resources Management in Mauritius. European Water 15/16: 45-57)

Available Water resources and climate change could however have an impact on the diversification strategy thereby causing a decline of growth in the tourism sector especially if these water crises are not well managed. (Essex et al, 2004)

Residential Tourism or second homes

The different types of tourist accomodation and new type of residential tourism do not consume water resources similarly. The golf courses are consuming more and more water for irrigation purposes. A.Hof et al (2011) have shown that outdoor uses such as swimming pools, garden irrigation are also have a high impact on water resources. As determined by a study (Gopalakrishnan and Cox 2003) shows that number of units of swimming pools and golf courses will determine the consumption of water.

Aim of paper

To develop appropriate strategies for the management of the water resources information on the tourism sector demand for water and the different usage will be required. There is however an information gap with regards to its impact on water resources .

This paper will try to show the influence of tourism: hotel, non hotel and residential on the scarce water resources and thereby assist in developing a strategy for a sustainable tourism.