toptermpaper.com

The bargaining power of buyers is another force that can affect the competitive position of a company (Porter, 1998, p.48). This refers to the amount of pressure customers can place on a business, thus, affecting its prices, volume and profit potential (Porter, 1998, p.45). The various airlines flying from the Gold Coast airport are competing for the same customer, which also results in strengthening the buyer power. Individuals wishing to travel to and from the Coolangatta airport are presented with various choices when selecting an airline but price is usually the most important factor, especially for students and families. Hence, the bargaining power of customers in the airline industry is very high since they are price sensitive and search for the best deals available. Virgin Blue attracts travellers that are price sensitive by offering them low fares and those that are convenience oriented by providing them with frequent flights. Qantas on the other hand has created a frequent flyer program to create switching costs which may be a significant factor to a traveller when choosing which airline to fly with.

In addition to buyers, suppliers can also exercise considerable pressure on a company by increasing prices or lowering the quality of products offered. The bargaining power of suppliers depends on supplier concentration, substitute supplies, switching costs, threat of forward integration and buyer information (http://www.unisanet.unisa.edu.au, 14 April 2008) Suppliers within the airline industry are concentrated since Boeing and Airbus are the main suppliers (http://www.unisanet.unisa.edu.au, 14 April 2008) As the supplier industry is dominated by Boeing and Airbus the concentration undermines the ability of airlines such as Virgin Blue to exercise control over suppliers and earn higher profits. Since Virgin Blue has a fleet of 53 Boeing 737 aircraft its supplier has a high bargaining power over Virgin Blue (http://www.virginblue.com.au/AboutUs/index.htm, April 12, 2008). However, other suppliers who work with the airline such as the providers of on board snacks do not have the same bargaining power as they are a larger industry which allows for Virgin Blue to have a choice over who they are purchasing from. Virgin Blue will purchase their on board snacks from the supplier which is the most economic so Virgin Blue can make a higher profit margin from the goods when they are sold.

The availability and threat of substitutes is another factor that can affect competition within the airline industry. It refers to the likelihood that customers may switch to another product or service that performs similar functions (Stahl, M, Grigsby D 1997, pg 145). Substitutes for air travel include travelling by train, bus or car to the desired destination. The degree of this threat depends on various factors such as money, convenience, time and personal preference of travellers. The competition from substitutes is affected by the ease of with which buyers can change over to a substitute. A key consideration is usually the buyers switching costs, however due to their low fare non-stop flights, Virgin Blue, Jetstar and Tiger airways can lure both price sensitive and convenience oriented travellers away from these substitutes. Virgin Blue has actually joined forces with its substitutes, such as car rentals and hotel and tour packages as they believe that these complement the Airline Industry by helping its growth and popularity. No other travel industry has such incentives and these really help the airline industry to a large extent.

The final force in Porteraˆ™s model is competitive rivalry that describes the intensity of competition between established firms in an industry (Stahl, M, Grigsby D 1997, pg 148). Industries that are very competitive generally earn low profits and returns since the cost of competition is high (Stahl, M, Grigsby D 1997, pg 148). The airline industry is usually characterized by the cut-throat competition that exists among the rival airlines due to its low cost nature. Since the carriers are involved in a constant struggle to take away the market share from each other, industry growth is average and as it is easy for buyers to switch between the airline companies, depending on price, the rivalry is increased. Rivalry is also high in the airline industry due to high fixed costs, as much of the cost of a flight is fixed, there is a great opportunity for airlines to sell unsold seats cheaply, which resolve in pricing wars between the airlines (Hubbard, 2004, pg 38). The airlines are continually competing against each other in terms of prices, technology, in-flight entertainment, customer services and many more areas. The net result of this competition between companies is an overall slow market growth rate.

In conclusion we can understand that the airline industry is very competitive and Michael Porters five-forces model can be used to explain why the potential for returns is so low in this industry. Firstly, the threat of new companies entering the industry is high and the entry barriers are low. Secondly, the bargaining power of customers is high since they are price sensitive and search for the best deals. The third force, bargaining position of suppliers, is strong since they are concentrated and this limits the control airlines have over suppliers to reduce prices and earn higher profits. The availability and threat of substitutes is another factor that can affect a companyaˆ™s competitive position. However, the degree of this threat depends on various factors such as time, money, convenience and personal preferences of travellers. The final force in Porters model is competitive rivalry between the companies within an industry. Cut-throat competition exists among the airlines and since there is a constant struggle for market share, the over all profit potential of this industry is low.

Film induced tourism is a growing phenomenon worldwide. Films and television can have impact on tourists decision making upon their choices of travel and destination. Films make audience all over the world fall in love with them and attempt to travel to where the films were made, thus enabling the film locations to become tourist destinations. The power of the film and television in promoting destinations and stimulating tourism demand is an international phenomenon. So, film and television series usually have more long-term impacts in tourism. Today, throughout China, over hundreds of TV-Movie towns are built and have turned into theme park, which carries a certain brand name to appeal to potential tourists. It is clear that many cities have a major task to get their sites recognized globally as suitable and fashionable destinations for international and domestic tourism. China West film studio in Ningxia province, as one of the up-and-coming film theme park, is chosen as a case study to explore its development, covering its paths of success and failure.

The impact of film and television for a person, a place even a nation is not despised. Throughout domestic and overseas, a film studio which takes a whole process of making movies and relevant things for film and television as the attractions is becoming more and more popular in tourism industry. China’s tourism industry is currently upgraded from sightseeing leading phase to the leisure and cultural experience leading stages. In this context, relying on filming and hitting the drama (and subsequent similar cultural theme film) to create the image and related cultural experience tourism products for the studio has gradually become much favorite of new leisure and experienced products in markets. It is also a tourism consumption hotspot. Only depend on filming income for a film studio’s development is an absolute losing proposition. Especially one movie left a city sights, the limitation of a scenery spot is even bigger. Therefore, many film studios finally forced to turn to tourism aspect, to become a film theme park. China film and TV tourism industry was originated in 1980s. In this process, the film theme park as the inevitable outcome of the film industry development is gradually be known and become a kind of special tourism activity places along with the film tourism development.

The development of film theme park to tourist attractions started in Beijing. In 1984, CCTV developed the famous Chinese Literature “A Dream of Red Mansions” into a TV series. It became the most popular television series of its time (A Dream of Red Mansions, CCTV 2008). In fact, it was the earliest popular series in China (A Dream of Red Mansions, CCTV 2008). Compared with abroad, China’s film tourism was started late. Its development stage is relatively backward and the profitability is not pretty good. According to statistics, the film theme park which was through the approval has about more than 110 at present in China, but only 14 or 15 can do the normal business (http://www.lwcj.com). Among them, only CCTV WuXi Movie and TV Base, ZhuoZhou TV and Movie Town and China West Film Studio is running well. Most of the film theme park only has few crew and visitors entered.

1.1.2 The Film Studio situation in China

The film studio in China is different with the most famous American’s film studio. China’s film studio can largely called “video production base”, the main task is for film and TV production services. But, the American’s film studio can be really called film theme park. The visitors is god there, they enjoy the wonderful movie experience which doesn’t exist in the reality but only exist in the movie.

According to understand, relying on collection the sell rental and developing film tourism are the main profit model in China’s film studio, and this single profit model has hidden huge risk. China’s film studio always has been the role of movie producers. People build film studio for filming, but the builder often ignore the sustainable development of the film studio. Thus cause once the crew delisted, that film studio will face the waste situation. Data revealed that a film base covers an area of thousands of acres, but the profit is only 10% of crew cost (http://www.chinavalue.net).

1.1.3 General Information of China West Film Studio

China West Film Studio is a hot location for tourists due to popular movie and television series. It’s the national AAAAA class scenic area for tourism and best scenic area for tourism in China (China West Film Studio 2011).

China West Film Studio is located in Yinchuan City, Ningxia Province, China. It has the convenient transportation. It is 38 kilometers from the downtown of Yinchuan city, 25 kilometers from railway station, and 48 kilometers from airport. It is the hot scenic spot for the tourists who visited Ningxia must pass through. (China West Film Studio 2011).

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Fig1.1.3 The location of China West Film Studio in Yinchuan city, Ningxia province, China

The construction of the China West Film Studio was based on the military camps at the border region in Ming and Qing dynasties. In 1961, the well knows writer Zhang Xiang Liang discovered its special value of beauty. In the early 80’s in 20 century, Mr. Zhang introduced this place to circle of movies, thereafter, this place began to join the movies and TV plays. Till now, there were near 100 movies and TV plays had been taken here (China West Film Studio 2011). The great directors from the mainland, Hong Kong and Taiwan of China had their talent here. A lot of new stars marched onto the world just from here and they became the international stars thereafter. Still a lot of movies taken here had got different prizes on the prominent, international movies festivals, some of those movies had know as the typical ones in the history of Chinese movies. And the ruins of ancient military camps were changed into the famous movies and TV plays city in China.

This place had got the fine reputation as “Chinese movies march on the world from here” (China West Film Studio 1993). But just at beginning of the construction of the studio city. Mr. Zhang Xian Liang predicted that the development of movies would make the production of using the techniques of the electronic computer more and more. The future movies will be “produced” rather than “taken”. Thus, the function of a studio to provide a place for “taking” movies will vanish bit by bit as time passes. Therefore, people always call this West Studio an “image cite” instead of a “Movies and TV plays city”, the name “Movie and TV plays city” was a popular speaking. Yet, the “image city” means an epitome of the ancient towns in the north China. In the course of Chinese modernization, urban-notation and the construction of new rural areas, a large number of Chinese traditional, material and non-material cultivation is doomed to be diminished gradually. The West Film Studio is doing his best to collect this Chinese traditional, material and non-material cultivation, exhibit it on the desert and ruins in the vast north land, let the old aged filed be able to show some brilliant colors. During the tourists’ visiting, they will be just like passing through a “time channel” to return to the past long ancient time. Our ancestor’s Glamour was showed there, besides the valuable historical memory was reserved as well. Then, on the base of inheriting the historical culture, China West Film Studio developed their imagination and creation.

Now, besides the stage properties used in the well known movies and great stars, traces of their activities, there are various antiques, furniture, utensils, tools, architecture parts etc. with rich content and Ming Qing dynasties’ special features. And the common facilities equipped in the normal tourism places such as restaurant, such as MaYinghua tourist recreation center, Sheqi tea Bar, Baihua tang hall, exhibition hall, supermarkets, tourist souvenirs, etc, all of them can be found here. There still are the movie bills exhibition, artistic photography exhibition, artistic figures, and the “gallery of ruins” which was built for sake of protecting the cultural relics specially. And there are the ancient costume photos, horse riding, arrow shooting and some unique, folk performance such entertainment items here. China West Film Studio also after MTV for the tourists to enjoy the scenes and stage properties with the tourist themselves in the MTV or short films, the tourists can perform in the “mimic show” as a great star or take a photo for your whole team. All above activities may make tourists feel “a tourist while arrival, a famous star while departure.”

1.2 Statement of Problems

Film theme park (FTP) appears to be a new form of tourism in China, yet its business-together with popularity of Chinese movies country-wide and word wide, as well as growth in tourist activities-moves at a high speed in generating significant revenue for China’s tourism. While researches on Chinese films and their impact upon tourism have been expensively produced, little has been done in relations with FTP. As FTP business grows larger, a study on its success and failure factors becomes more important, so that management direction of FTP can be mapped out more solidly to sustain its activity as a viable part of tourism in China.

Like its predecessors-Universal Studio, Paramount Pictures, or Shaw Brothers, CWFS has striven to create another world’s destination of film tourism. However, the success models of the formers may not be blindly copied and be reproduced in China. FTPs in China show different levels of development around China, but some of them have the problems, as a result of short-life cycle, difficulty in operation and return on the investment.

Coupled with study on the operation and management sides of FTP, this research also aims to explore the relationship between CWFS and their impact upon tourism of Ningxia Providence. Residents of Ningxia, as host of this up-and-coming destination, must show their interests and cooperation in promoting the business of CWFS, thus stabilizing the FTP of their province with concrete creation.

Therefore, this research seeks the following questions:

RQ1. What describes the tourist business of China West Film Studio?

RQ2. What constitutes strength and weakness of the tourist business of CWFS?

RQ3. What impact does CWFS has on Ningxia province tourism?

1.3 Research Objectives

This research aims:

To identify the tourist business being conduct in CWFS;

To explore rooms of success of tourist business of CWFS;

To explore rooms for improvement of tourist business of CWFS; and,

To identify the impact from tourist business that CWFS has upon Ningxia province tourism

1.4 Scope of the Research

China West Film Studio is an “external window” of Ning Xia civilization. It is China’s ancient northern town and national intangible cultural heritage protection and development project integrated experimental base. There is a hot location for tourists due to popular movie and television series. It is very important to the tourism economy and environment of Ning Xia province. The primary goal of this research is through analyze the current management approaches of China West film studio so as to development in understanding film-induced tourism, assess the implications of the theme park sustainability and the significance in tourism destinations. This research will use a case study of China West Film Studio in Ningxia Province to investigate the important issues regarding the management vision of the studio, and to assess the existing polices of sustainable tourism development in Chinese theme parks. Using quantitative approach, a survey with questionnaire in the field at CWFS will be conducted. Qualitative approach is also used by conducting in-depth interview with representatives of the China West Film Studio’s managers and visitors, including participant observation on the visitors. Reviews of official documents, statistics and printed materials will also be counted.

1.5 Limitations of the study

The following were basic limitations of this study:

1.5.1 There is relatively few of research on the level of film theme park in China, especially for a successful or failure business model of film theme park management system is a question which has not been looked into adequately to date.

1.5.2 The research case study will limit the results of the study to other TV and Movie Town theme parks.

1.5.3 The in-depth interviews and questionnaire survey may have been compromised by subjective answers.

1.6 Significance of the Study

Now, using movies as a theme to set up theme parks has become a trend. So, it is necessary for theme park operators to start planning strategically and organizing marketing and promotion activities in their film theme parks. The significance of this research is through analyze the current management approaches of China West film studio so as to development in understanding film-induced tourism, assess the implications of the theme park sustainability and the significance in tourism destinations.

1.7 Definition of Terms

Theme park: theme park refers to a tract of land on which a developer has created a series of exhibits, rides, and other elements that tend to be designed around some unifying idea (Dittmer, 2002)

China West Film Studio (CWFS): China West Film Studio is China’s ancient northern town and national intangible cultural heritage protection and development project integrated experimental base. There is a hot location for tourists due to popular movie and television series. It’s the national AAAA class scenic area for tourism and best scenic area for tourism in China.

Film Theme Park (FTP): Usually adjacent to a studio, specifically built for tourism with no actual filming or production taking place.

CHAPTER 2
LITERATURE REVIEW

This chapter is a detailed review of film tourism and theme park management and development in China. These will be conducted to provide a better understanding of the background study. The review will include a documentary research of journals and books on tourism and theme parks in China, including printed materials form the China West Film Studio Board. It will provide a comprehensive overview of the basic concepts being studied on the topic.

2.1 Theme park

In the past 25 years, parks have increasingly appropriated historic “themes” as a medium for entertainment and communication with the travel markets. A theme park offers a controlled, clean environment. The theme itself is a critical factor determining the popularity of the park. (Gordon W. McClung, 1991). Wong & Cheung (1999) pointed out that the movie theme, a popular theme found in the West with successful cases including Universal Studios and Warner Brother’s Movie World, was the least preferred theme in Hong Kong. This pointed out the need for the consideration of cultural influence on theme preference (Wong & Cheung 1999). In contrast to the abundance of previous research on theme park and tourism demand, relatively little has been done on the specific topic – TV and Movie Town development in China.

Scheurer (2003) defined that theme parks aim to create an atmosphere of another place and time and they usually concentrate on one dominant theme, around which architecture, landscaping, costumed personnel, and different facilities for entertainment, distraction, recreation, or physical activity, such as rides, shows, food service, and merchandise, are coordinated. Everything is coordinated to create an overall experience – a special setting for the visitors.

2.2 Types of Theme Park

From the chart below listed out the four major theme park types. The types are classified by the target tourists, theme, and facility provided.

Types
Tourist
Theme
Facility
Example

Super Park

Global Market

Combined by different theme

Various travel experience with accommodation provided

Disneyworld,

Universal Studio

Landmark Theme Park

The whole city & nearby city

Specific Theme and Shows e.g. Ethnic themes

Focus on the static travel experience, provide educational purpose

Splendid China, The window of the world, Hong Kong Ocean Park

Amusement Park

Local market

Single Theme

Rides and Games

Lotte Garden

Local Scale Theme park

Local market

Single Theme

Static View

China West Film Studio

Table2.1 Four Major types of Theme Park Sources: (CNTA 2007)

According to the theme park can provide the type of travel experience (product form) to its classification, the current theme park in China, mainly in the following categories:

Scenario simulation model: a variety of movie types of theme parks, such as the three movies (Wuxi).

Pleasure type: for example, Suzhou park, Jinjiang Amusement park (East China), Dream Watertown (Zhuhai).

Tourism type: Splendid China, Window of the world (Shenzhen) and so on.

Theme type: Kiev aircraft carrier (Tianjin), Minsk aircraft carrier (Shenzhen), a variety of aquarium.

Style experience type: all kinds of ethnic villages, folk village, such as China Folk Culture village (Shenzhen).

The above classification is only a simple analysis, if the strict sense of the theme park classification, the theme park’s “theme” in itself implies a proposition about the culture can be derived from many types of theme parks. (Management Theory Papers, 2008)

2.3 China’s theme park development

Since 1955, the United States since the birth of Walt Disney World, Theme parks has gone through half a century of development. The theme park industry is relatively new in China, with some of the early parks developed only in the mid-1980s (Ap, 2003). Thirty years, China’s theme park industry is surging, in the dark out of the simple imitation of the past, and now the comprehensive development.

Song (2011) mentioned that, in fact, the first Theme Park-Journey to the West Temple which appeared in the late 80’s cannot be called the strict sense of the theme park in China. It is actually a props exhibition for the large series drama -“Journey to the West”. Because it is satisfied the domestic tourists’ curiosity of shooting and the demand of pursue new tourism product, it recouped the capital outlay soon after input market. Then, the United States, Netherlands, Japan and Hong Kong’s theme park developers began to entry into the Chinese market in joint venture way with their rich experience and financial strength. Then China officially emerged a group of large scale theme park.

China’s first large-scale theme park in Shenzhen –“Splendid China” gained sensational success through its national character. It presented China’s famous mountains and rivers as well as cultural heritage through miniature models, hosting over three million visitors in the first year of establishment (Global times, 2009) Within the first three years after the opening of ‘Splendid China’, there were about sixteen large-scale theme parks and hundreds of small-scale parks built in mainland China (Oakes, 1998). Because of the technology monetization, the economy globalization, the culture diversification, and the different needs of market, the change of the forms of theme park is critical to the innovation and development of contemporary theme park. By 1998, there were an estimated two thousand amusement or theme park attractions in China. But many of them were not successful from a financial and operational perspective and most of them were in a deficit (Ap, 2003).

2.4 The profit model of Theme Park

Generally speaking, the profit model of traveling scenic area (theme park) basically has the following kinds, and its profit model is a mixture of these types of revenue streams:

To provide primary experience chance to sell one’s own things, such as: selling tickets.

To provide help to enrich experience and the corresponding service, such as: providing catering and accommodation services.

To sell possible income opportunities around the consumption power of tourists and potential tourists, such as: commercial sponsorship of festival activities and investment promotion in scenic spot.

To gain capital investment in tourism project site after earning premium to other commercial development, such as scenic area, the real estate development in tourism destinations.

To sale or transfer the commodities with the intellectual property characteristics, such as: toys, tourism souvenirs, handicrafts and so on.

To provide public service for guaranteeing market-oriented of residents in tourism scenic spot, such as: water and electricity supply. (Management theory papers, 2008)

The profitability of this six major ways are building upon the basic fact about the arrival of tourists, even the profitable way which established on the base of local resident’s consumption power also needs to realize the relative economies of scale through the arrival of tourists.

Using these six profitability methods to analyze the profitability of theme park model is not too hard to find the current domestic theme park’s problem is single model profits. Most of the theme park only depends on ticket sales to structure their profit model.

2.5 General Problems in China’s Theme Park Development

Nowadays, the scales of domestic theme parks are extending, and the investment is rising. Many industry experts have identified, redundant construction and similar topics, in the inherent failure of the theme park has been foreshadowed. This leads to many problems in China’s theme park development and cause many difficulties for theme park investors. A report released at the last China Tourism Resort and Attraction Summit said 2500 theme parks had sprung up in the country in the past two decades. But 70 percent of them are losing money-only 10 percent make some profit (China Daily, 2009). More than 2/3 of the theme parks cannot earn enough money to cover the investment, and are facing great difficulties.

Table 2.2 showed the profit of theme park in China.

Table 2.2 The profit of them park in China

Ap John (1999) offered some observations about the general problems in China’s theme park.

They were supply-led; build the park and they will come.

There is widespread copying of successful theme parks.

There is an oversupply of theme parks.

Little consideration is given to new or innovative facilities to give parks individuality and distinctiveness.

Consideration of guest expectations is insufficient.

A lack of value for money leads to one-time visits.

2.6 The significance of Theme Park

Theme also creates a powerful visual and spatial reorganization of public space and shapes consumption spaces. Theme park visitors are able to ‘see the world’ and recall their experience by purchasing souvenirs and merchandising, with thematic motifs continued throughout the entire experience, even into nearby hotels(Teo&Yeo,2001). Theme park plays an important role in the development process of world tourism. Song (2011) express theme park is an important supplement for resources and products in the tourism resources abundant region. In lack of tourism resources region, theme park can make up for lack of resources, break through the obstacles of tourism development. In the experience economy, the needs of tourists are increasingly sophisticated. Theme park itself is a specialized form of tourism destinations which constructed for meeting diversity of tourists and individual needs. Compared with natural tourist attractions and cultural tourism attractions, theme park can provide more personalized, user-friendly, and value-oriented products and services.

Therefore, as a new form of tourism attractions, theme park has not only added to the tourism resources and products, but also provided a wealth of experience. It is reflecting a trend for the future of tourism development.

2.7 Film induced tourism

The study of film tourism is relatively new in tourism research. Hudson and Ritchie (2006) define film tourism as “tourist visits to a destination or attraction as a result of the destination being featured on television, video, DVD or the cinema screen”. Tetley (1997) indicated that film-induced tourism – a form related to films and television – is widely known as a lucrative and rapidly growing sector of the tourism industry with increasing economic importance.

Films do clearly have an important contribution in influencing people’s travel decisions. According to Grihault (2003), “successful films have a direct and powerful role in creating and sustaining tourism to a location, be it a hotel or a continent.” Filming not only provides short-term employment and publicity for the chosen location but also long-term tourism opportunities (Couldry, 1998). Film productions create significant economic benefits for host regions. Film production can also have a positive impact on tourism as viewers seek to visit locations they have seen on the big screen (Hudson and Ritchie, 2006). The media has become a major vehicle of awareness and style leadership, bringing the wonders of the world and the excitement of remote natural environments to millions of people (Tooke, N. 1996). There is no doubt that films and television programs have created an increase in visitor numbers at their respective locations (Riley, 1992).

Throughout the development of domestic and foreign film tourism, we can divide the development of film tourism into 3 stages. The feature of each stage is as this table: ( Liu, 2004)

Stage
Time
Tourist
objects
The content of tourism activities
Tourism destination
Tourism characters

Budding stage

1896~

1986

Studio

Visit studio

Sightseeing,

Entertainment

Mainly by static view

Development stage

1987~

now

Filming base,

Film theme park

Visit,

Entertainment

Comprehensive entertainment experience,

Pleasurable mind and increase knowledge

Pay attention to participate, interaction, and experience

Mature stage

Filming base,

The whole process of film and TV production,

Film related activity

Experience,

Rise

Improve personal development,

Enhance

spiritual

Fully

exert subjectivity

Table 2.3 Development of film tourism stage
2.8 The Film tourism constructed location-TV and film studio

Universal Studios and Disneyworld-MGM have added to the extensive attraction of Orlando, Florida, by placing visitors within “real” movie scenes such as ET, Star Wars (Riley, 1998). Movie world of Queensland, Australia, cashes in on the allure of movies by advertising itself as “the only movie theme park outside of the United States” (Castaway Travel 1997). Those successful films and major motion pictures enhanced the awareness, appeal and profitability of locations and they were of limited duration in terms of viewing times and days at cinematic venues (Riley 1998). It aroused the interests for tourists to visit the real places.

The artificial constructed location, China West Film Studio, has common characteristics in the development. It built up from the ruins of town, but now it covers an area of 1100 acres. The investment of China West Film Studio which is from more than 700,000 Yuan in the first place until now has more than 20 million Yuan (China West Film Studio, 2010). Those investments were fuelled to develop the sites and supporting facilities. On the other hand, the popularity of the films strongly has an influence on the tourist’s interest in visiting the TV and movie studio. The TV and Movie Studio is highly dependent on the success of the films. One of the factors which has caused the success of China West film Studio was the high popularity of the TV series and film shot and made in the Town. Because of these reasons, China West Film Studio is regarded as “low input and high output” example in China’s tourism industry. Ningxia province has become an important cultural landscape and favorite tourism attractions.

2.9 Definition of Film Theme Park in China

Guo & Wang (2008) mentioned that foreign people generally believed the Hollywood and Kyoto movie village are the typical representative of the combination of film culture and tourism industry. Hollywood takes filming as the main task, but Kyoto movie village is focus on the culture of film. Both of them don’t have independent filming base. China’s film theme park is the classic work of the combination of tourism product and filming. Its specific characteristic is the complementary relationship between filming function and tourism development (Guo & Wang, 2008). On account of this demarcation, China’s film theme park has its specific features which are not only differing from aboard film base, but also different from domestic scenic spots. The specific features of China’s theme park are as follows:

The design for the theme is taking film culture as a feature. It has distinct theme and descendible culture connotation.

The item design of theme park is taking imitate and reappear scene as a feature. It has reality carrier of film culture.

China’s theme park has double functions of film and TV outdoor scene base and tourism. Film and tourism can cooperate to each other. (Guo & Wang, 2008)

3.0 Classification of Film Theme Park in China

On the basis of different partition standard, Shao & Yang (2010) divided China’s Film Theme Park into the following form:

According to the theme of Film Theme Park, China’s Film Theme Park can be divided into three categories, namely natural scenery based Film Park, folk culture based Film Park, and historical theme based Film Park.

Natural scenery based Film Park:

This type of film theme park is crafted by the main advantage of local unique natural scenery, generally concentrated in the scenic, natural resource-rich region.

Folk culture based Film Park:

This type of film theme park is mainly to show up the local customs and culture. Typical of this type of film theme park is China West Film Studio.

Historical theme based Film Park:

This type of film theme park is based on the classics, to reproduce the historic buildings, ancient style and so on. Currently, most of China’s film theme park is belong to this category.

According to the Film Theme Park’s formation of causal relationship, China’s Film Theme Park can be divided into two categories, namely built for the filming needs of film and built for landscape.

According to different investors of Film Theme Park, China’s Film Park can be divided into three types, namely public capital investment, private capital investment and joint venture model.

2.9 The significance of China West Film Studio in Ningxia tourism development

China West Film Studio is a cradle of the China’s movie industry. It is the unique theme park, which combine the movie industry with the tourism. Chinese movie industry was encountered a serious challenge at the end of las

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Jakarta Fair
Located in Jakarta, Indonesia

Jakarta Fair is part of the region’s anniversary big celebrations. It showcases the exhibits from all across the country – a wide display of different variety of products and goods that ranged from specialty foods items to those exotic traditional handmade arts and crafts. Also, visitors and guests would enjoy the live entertainment of cultural performances, dance and music.

Code Village Purification
Location in Yogyakarta, Indonesia

As the locals offer their great gratitude to their god because of the gift of their precious Code River that runs all the way through the Yogyakarta, this yearly Code Village Purification is the most important ceremony for the locals and villages of Code Uatara area. This has been an ancient ritual as the villagers would carry out the traditional dances, ceremonies and parades in thanking the gods for the life – giving Code River.

Senggigi Festival
Located in Lombok, Indonesia

Tourists and visitors can truly take pleasure in a week long events during the Senggigi Festival as it aims to uphold Lombok’s tourism. It is held yearly at the striking Senggigi beach area. Its events would range from the art exhibitions, cultural demonstrations to those conventional crafts. It also has several activities particularly those activities for children which make this big event a great day out for families.

Firework Display and Youth Night
Located in Jakarta, Indonesia

This big event is held annually on the eve of Jakarta’s anniversary celebrations. This event is a series of events that range from lively music and grand theatre performances to those storytelling and conventional ceremonies. Same as those good celebrations, this big grand event comes to a noisy end with a magnificent fireworks display at midnight.

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CHAPTER SIX

CONCLUSION AND RECOMMENDATIONS

INTRODUCTION

1.Sri Lanka has a growing tourism industry. After independence in 1948 Sri Lanka Continues to attract foreign investors and tourist to the island. The hospitality is one of the main parts of the tourism industry. It includes hospitality unit such as restaurant, hotels, parks there servers, house keepers, porters, kitchen workers,, management, marketing and human resources, person who is working in this field is very much important and working in direct contact with customer. Now tourism has become a popular global leisure activity. Presently tourism is a major income source for many countries. Sri Lanka is the 6 th largest foreign exchange earning country to the economy.

2.Present scenario in Sri Lanka is that female contribution approximately half of the population of Sri Lanka. Female play a vital role in the Sri Lanka economy and those economy sectors are the backbone of the important secretors of the economy such as plantation, garment, manufacture industry and migrant workers. As a whole unemployment rate is higher in females than males. According to work force with university degrees is concerned 48% of them were female in 2012. Those with the advance level qualification also same.

2.In Sri Lanka employment of female in tourism industry is very less. There are many reasons which have effected. to less participation in tourism industry.

CONCLUTION

16.Tourism industry is one of the fastest growing industry in the economy in Sri Lanka. It has an aim reach its target of 2.5 million tourist arrival by 2016. Tourism industry has witnessed a rapid growth after 30 years civil war in north and east. Tourist arrival has doubled during the period and to expanding tourism industry.

17.To achieve the expected achievement the industry may face many challenges such as improved service standards, increasing room capacity including conditions of the room, more qualified trained staff, the number of trained hospitality staff. They are inadequate to meet the needs of a growing industry. Because of that there is an urgent requeipment to establish new training school, encourage current employs to obtain higher certification multi skill development. By doing so those would increase the skilled workers, there by improving the service standards in the industry.

MAIN REASONS FOR LAW LEVEL OF LABOUR FORCE PARTICIPATION OF FEMALE

18.There are some significant reasons which affect to the less female participation in the tourism industry:

a.Social and cultural situation in Sri Lanka.

b.Limited range of skills that acquired by females and it has lead to law skilled occupations in tourism industry.

c.Lack of knowle of handling of foreign language

d.lack of professional knowledge which required for tourism industry.

e.In the labor market there is inequitable gender division. This inequitable situation still represent in the labor market.

f.In some occasion the demand for law cost female labor.

g.Multiple or duel work of the female, family responsibility and reproductive role

h.In Sri Lanka there is a tendency to law participations in decision making process.

iIn tourism industry discrimination in the work environment may be one of the reason for less participation.

j. No flexible hours has allocated for female.

18.On going mega project in the hotel sector will expecte to raise to achieve the targeted tourist arrivals. The continuing collaboration between the state and private sector would be necessary for the sustainable development of the tourism industry.

19.Tourism industry provides formal and informal opportunities for females. It can significantly impact on poverty reduction in rural community.

19.Employment of female in the various sectors in the Sri Lanka it is more similar to male and female. When it come to the tourism industry there is a less female participation. It was fund that reasons of this situation are social and cultural situation in Sri Lanka, professional qualification , language problem.

20.Tourism presents borth opportunities and challengers for gender equality and women empowerment. How ever less attention has been paid to the unequal ways in which the benefits of tourism are distributed between men and female particularly in the developing world. In the present world it is indicating to assess the extent to which tourism is advancing the needs of women in the developing world. Now a day it has potential to be a vehicle for the empowerment of female in developing region.

21.In order to support the development of tourism industry it is clear that female can contribute more. There should have professional female to perform such a job in tourism industry effectively.

22.There are some challengers female are facing in tourism. Female are often law status law paid and precious job in tourism industry . Women manly tend to perform job such as cooking, clearing and hospitality . much tourist employment is seasonal and fluctuates. According to volatile nature of the industry. In some destinations the links have been found between tourism and the sex industry which could make women more vulnerable to sexual exploitation.

23.In the world we have many examples and experiences for female employment in tourism industry. Country like Malaysia, Singapore, Maldives, Turkey, those countries have more employment of female in the tourism field and those countries have more development on tourism industry.

22.Though present condition of the female employment in tourism industry is less, employment of the female can enhance a better development of the tourism industry. There are many vacancies for female to perform in this industry. Employment of more female in tourism industry can be develop the industry as well as development of economy.

RECOMANDATION

1.Increasing of formal training.

2. It is clear that there is no that much of female has involved in management level for that it should have same programs to get involve female to tourism industry and aggressive recruitment of women at the management level.

3.There are some organizations which have influenced with same barrier and should make it as a flexible way and rules and regulation of union also should be very flexible.

4.There are many circumstances that women are not able to perform their job at any time for that Flexible hours and scheduling should be imposed for women.

5.Allowing more autonomy in the integration of work and home obligation.

6.Many tourism related occupation are not allowed pension because of that Pensions after retirement should be implemented.

7.Increase awareness of the important economic role that women play in the tourism industry.

8.Strengthen legal protection for women in tourism employment such protection include minimum wage regulations and equal pay laws.

9.Improve maternity leave requirement, flexile houses, work from options and arrangement for childcare.

10.Providing appropriate training and resources to support women’s enterprises.

11.Promote women’s participation in tourism education and training and improve the educational level of women already working in different areas of the industry through a targeted and strategic program of action.

12.Support women’s tourism leadership at all levels public sector private sector and community management by establishing leadership programs at the national level and in large and small scale tourism industries.

13Ensure that women’s contribution to the community development is properly recognized and work by monitoring tourism activities carried out in the house hold and in the community.

14.Call on the government, the international community civil society organizations and the private sector to project women’s rights in tourism and to monitor progress in the employment of women through tourism.

POLICY IMPLEMENTATION

15.Researcher suggests to implement following for the government in order to develop tourism in Sri Lanka.

a.Action should be taken to encourage female to employ in tourism industry to better contribution to industry.

b.Introduce some effective courses to enhance professional knowledge of employees in various field in tourism industry.

c. Government should implement law with refer to tourism industry specially for employees.

d.Encourage small industry to create effective enterprise to create indirect job opportunity .

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SECTION ONE

Family Travel and Tours has specialised in affordable, inclusive ‘summer and winter sun’ travel packages for nearly forty years. The two base of our travel offerings have been price and predictability. Our prices were highly competitive, although they are less so now, and our customers want to know ahead of time exactly what they can expect from their travel experience. However, changes in the tourism market have caused our sales to stagnate, and we currently have zero growth in our customer numbers and fewer repeat customers. Although according to the National Travel Survey, the number of tourists taking inclusive packages have increased significantly in the past twenty years, so has the number of outlets through which customers can purchase their holiday travel (Shaw and Williams 2004). The primary reason for our lack of growth is this increased competition.

In price, we have been adversely affected by a sharp increase in the number of discount travel companies available to price-conscious consumers, particularly over the internet. Whereas we once had only competition from a limited number of local agencies, some of those who would have been our customer base are beginning to experiment with online bookings. This opens our market up not only to other UK competitors, but also to agencies from other countries. For example, the American company Cheap Tickets offers international flights, tours and cruises at highly competitive rates. One has only to run a simple search under “discount travel packages” to reveal literally hundreds of competitors where our customers could take their holiday spend. Many of these competitors also do not maintain brick-and-mortar branches, allowing them to offer even more competitive prices as they have lower overhead costs.

Additionally, each year as a greater percentage of the population becomes comfortable purchasing over the computer and more and more people try out online spending, FTT’s competitiveness on the basis of price is reduced. Customers are also finding they can create their own packages, as they can now research hotels, transport and activities online and make their own reservations for all of them.

More family-oriented travel destinations are also now providing inclusive packages on their own, and are able to offer these through online marketing. Whereas once our contacts with local travel companies allowed us to provide all-inclusive packages available to the consumer only through a travel agency, now there are a number of places the typical traveler can book their desired holiday. For example, Disneyland Paris has its own hotels, restaurants and transportation. As such it can market directly to the customer without need of a ‘middle-man’ travel agency. Many other popular family tourist destinations have similar offerings. Cruises are another all-inclusive alternative that can now be booked directly without use of a travel agency.

We have not reacted quickly or substantially enough changes in the market and in customers themselves, leaving us in a vulnerable position. FTT therefore needs to make changes to its products and marketing strategies quickly to retain its market position in the future.

SECTION TWO

FTT has benefited from catering to two distinct customer groups, although both on the basis of predictability and price. During the winter period, FTT’s customer base tends to be older people escaping the winter cold. The repeat business in this niche is substantial and breaks down further into two groups. The first wants to return to the same location each year, often even requesting the same room. The second group prefers packaged tours, typically taking a tour of a different location each year. Both highly value predictability; that is, they want to eat the foods they are used to and stay inside their comfort zone even when traveling, rather than experience any kind of ‘local culture’. They also want to know when booking the details of their holiday, such as daily schedules, and want to spend their winter holiday in warm, sunny locations. This customer group has shown less stagnation, as the increase in competitors from online travel brokers has not penetrated this market group substantially as of yet. It is likely that it will in the near future, however, particularly as the computer-friendly segment of the population expands and ages.

Summer customers are typically middle-class families looking for a convenient and affordable holiday experience. They also want to know ahead of time the details of their holiday, but more to ensure activities and proper accommodations are available for their children than for any deep-seeded need for sameness. Destinations with child-friendly attractions such as beaches and theme parks are foundational in sales to this group. This segment of our customer base has suffered the most from increased competition. Where we or agencies like FTT were once the only place families could go to have their entire travel needs satisfied, online travel agencies and the attractions themselves are now providing equally planned holidays at prices at or below ours.

As we examine what changes need to be made, it is helpful to consider tourist motivation from both reductionist and structuralist perspectives regarding our stagnant customer base. Reductionism views tourist motivation as “a tension between the search for the new or novel experience and the requirement for some degree of familiarity” (Shaw and Williams 2004, 140). This is true of both winter and summer customers. They wish to experience a holiday outside their current existence whilst maintaining a predictability that will allow them, whether older people or children, to be sure of a certain level of comfortability.

It is unlikely that we will be able to compete strictly on price, as was the case many times in the past. Therefore expanding the balance of novelty and predictability in our current products is likely to be our strongest marketing asset for future growth. The question then becomes how to address these customer motivations in the changing and more competitive market.

SECTION THREE

Today’s postmodern society is now consumer led, with the consumer dictating the location and activities they expect rather than simply choosing from a limited assortment of package options (Sharpley 2003). Customers can now choose not only travel options we have available, but also those provided by remote travel operators and attractions themselves. Further, customers are more and more likely to create their own travel packages, as they now have access to information on local attractions, lodging and transport for a given area. Their expectations are higher as far as flexibility and options are concerned, making it more difficult for FTT to plan or provide all-inclusive packages, particularly at any significant reduction in price.

In addition, as the divide between work and leisure has been reduced, and recreational avenues are more available throughout the year, the novelty of taking the family to the beach or theme park has diminished. Consumers are more likely to seek a holiday experience that allows them to escape from their day-to-day reality rather than simply play instead of work (Sharpley 2003). Today’s mass tourist “desires to be in a place which is both real and yet fantastic at the same time, and to encounter people who are both ‘authentically other’ yet also fun and fictional” (Coleman and Crang 2002, 157). As such, our customers are beginning to demand travel packages that go beyond simply being at the beach or a certain location, but also offer some type of fantasy or adventurous opportunity.

The immediate gratification and visually-based information preferences of the postmodern society also lend themselves strongly to the convenience of internet booking provided by our competitors (Sharpley 2003). Now customers can actually see the room where they will stay, satisfying their predictability needs, yet independently reserve it in an instant, with the simple click of a mouse. The entire transaction is charged effortlessly to their credit card, almost making it seem as though the holiday was free.

This signals a change in our customer, especially those in the summer/family group. Whilst they still have a need for predictability so they can plan for their children and the children feel comfortable, there is an increased desire for new experiences, visually-based marketing, and easy, quick booking.

SECTION FOUR

One difficulty we are currently experiencing is the change in customer’s perceptions of our services and their attributes, an event common over time in service-based sectors (Palmer 1994). Whilst they are still strongly motivated by predictability, they seek at the same time authenticity in their holiday experience. Authenticity can be viewed from the perspective of the place visited, or from the perspective of the tourist doing the visiting. According to Handler and Saxton, the meaning of the term ‘authenticity’ “refers to experiences through which tourists feel themselves to be ‘in touch with both the real world and their real selves’” (Shaw and Williams 2004). There are three kinds of authenticity in the tourist experience. Two, objective and constructive authenticity, are object-related. The third, activity-related authenticity, “refers to a state of ‘being’ that is to be activated by tourist activities” (Shaw and Williams 2004). It is that place where “one is true to oneself” (Shaw and Williams 2004). For example, beach holidays may be seen as providing a relaxed, playful environment where people can be their true selves like they were as children, without the sometimes-false pretenses maintained at work or in the community.

As our world becomes increasingly more connected, a certain homogeneity is affecting the authenticity of place. McDonald’s restaurants provide an example. Although there is some regional adaptation (one can order wine in France or get kosher sandwiches in Israel), the chain’s product mix of a hamburger, fries, and a coke is constant throughout its restaurants in over 100 countries (Vignali 2001). Every time a Tesco moves into a town, a number of the area’s local merchants are likely to go out of business, reducing the regional differences of that area as opposed to the rest of the country. Shaw and Williams (2004) report “Boorstin saw mass tourism producing a homogenization and standardization of the tourist experience through the commodification of culture” (135). The “developing global culture of tourism accepts anything or any place being produced and reproduced, moved and recontextualised in any place whatsoever… this process marks the proliferation and increased consumption of experiences” that are depthless simulations, separated from tradition and history (Coleman and Crang 2002, 156). This makes it harder for FTT to provide unique travel packages.

SECTION FIVE

FTT needs to meet these changes in society and in the level of competition head on, addressing issues related to both our products and our target markets. First, we need to stop viewing the internet as our completion and begin to view it as a means of increasing our customer base. Although we have a website, it is not as user friendly as it could be, and does not offer a wide range of holidays. We could expand our travel product available online. Instead of simply listing our set packages with prices, as our current website offers, we could experiment with creating an ‘a la carte’ method of creating packages. With the correct software, this would be possible to do completely online, and agents wanting to make a booking could even use the same online system when dealing with customers. In this scenario, a customer could access our website and choose the components of their holiday, appealing simultaneously to the postmodern desire for novelty and our established customer need for predictability. For example, one family may want to have a less expensive lodging but hire a larger car. They would be able to do this on the website, and after all their bookings would have created their own package, as inclusive as they desire. This would also provide a price incentive as customers could pay for only the level of or types of provision they really desire.

In addition to increasing the number of customers purchasing holidays from us, such flexibility and convenience in booking is also likely to increase the spend of our existing customer base. Whereas once one of our established customers might use us only for holiday travel, a convenient website might also lead to other bookings by the same customer, such as business travel, expanding our product base. We would also be able to attract more customers from outside the UK, or from areas inside the country where we do not have strong branch presence.

We also need to change the product mix of our fixed-package offerings to include more novelty and fantasy. For example, we might add ‘adventure’ activities to a beach holiday in such a way that they meet the safety needs of parents. Including water-skiing lessons as part of a beach holiday provides some adventure, but because it includes instruction and a supervised environment it retains the safety and predictability our customers value. The entire family can together enter into an activity outside their normal circumstances.

For our winter/older customer group, changing the type of tour or travel available would probably not be popular, but adding additional and more adventuresome locations where a level of comfort and predictability could be guaranteed would be advantageous. For example, as Turkey seeks entrance into the European Union, it has become a country more open to tourism, providing a wealth of new places for tours, and usually at competitive prices.

Increased availability and reduced price of air travel also now allow us to offer tours farther abroad, and we need to look into areas of the world such as India and Mexico, which were typically too far and too costly to be considered by our customers for a holiday. We would need to work closely with local lodging, transport and other providers to ensure the level of comfort our customers require, but these locations provide an opportunity to introduce adventure and fantasy in an appealing way to our older customer group.

FTT should also expand our marketing via the internet, particularly to repeat customers and potential customers who have already initiated contact with us, such as those who stop by a branch to discuss travel options, but do not purchase right away. Email is a simple and extremely inexpensive way to contact customers with various offerings. This would also allow us to increase our target markets. For example, the UK Tourism Survey shows that an increasing number of young working-class families are taking holiday abroad. As younger people are more likely to have computer access and be knowledgeable in computer operation, it figures that this is a potential market where FTT may increase market share.

Working class families without computers could still be included in the target market, but through other means of penetration. Over forty million loyalty cards were in circulation in the UK in 1999, and that number has undoubtedly increased substantially since (Evans 1999). Most cost-conscious Brits now have several such cards, and those motivated by price are particularly keen on using them. Partnering with several major cards could not only increase our visibility and presence, but attract customers that might not consider holiday travel.

For example, we could offer a discounted package as a reward for points earned by a major loyalty card scheme, such as Tesco. Alternatively, we could join the scheme itself and offer points for a customer’s spend with us. In any case, being included in a scheme with extensive emails, newspaper inserts, and other advertising would reach cost-conscious consumers, a characteristic of our traditional customer base, who might not have considered package holidays before. We may also attract those who had purchased their packages elsewhere, at least to the point that they might inquire about our offerings, either in person or online. Some in this market will be surprised at the affordability of many packages. It is also likely that since customers attracted from this target market have never had a holiday abroad before, they would be nervous about both planning and going. As such they would find our servcies as a travel agency both convenient and comforting. Once they went once on a holiday package from us, we could make them part of our database, and provide various marketing endeavors to encourage their repeat patronage.

The marketing changes discussed above give FTT the opportunity to once again dominate the travel package sector of our industry, to attract and retain customers from a wider customer base, and to ensure future growth and profitability. Our society is changing, but if we change with it we can continue for another forty years of travel excellence.

REFERENCES

Coleman, S. and Crang, M. (ed) (2002) Tourism: Between Place and Performance. Oxford: Berghahn.

Evans, M. (1999) Loyalty schemes – and the Orwellian Millennium. British Food Journal, 101(2): 132-147.

Palmer, A. (1994) Principles of Service Marketing. London: McGraw-Hill.

Sharpley, R. (2003) Tourism, Tourists and Society. Elm Publishing.

Shaw, G. and Williams, A.M. (2004) Tourism, Tourists and Tourist Spaces. London: Sage.

Vignali, C. (2001) McDonald’s: “think global, act local” – the marketing mix. British Food Journal, 103(2): 97.

WEBSITES

www.cheaptickets.com

www.cooptravelshop.co.uk

www.expedia.co.uk

www.gate1travel.com

www.travelbag.co.uk

An investigation and analysis of visitor centres and their use with regard to interpretation.

Visitor centres are an important component of attractions or sites. Indeed, their purpose is manifold, ranging from information referencing to travel advisement. Architectural design is also a distinguishing visitor centre feature. Designs range from the traditional to the nuance. Discussed here is a comparative visitor centre analysis based on three general themes: i) General Purposes, ii) Design and iii) Information: A How to Guide.

General Purposes

The primary role of a visitor centre is to convey information regarding a specific or grouped set of attractions within a defined geographical area to a continual visitor stream. In this sense, visitor centres are designed to act as reference guides both through directions and information sourcing to those interested in a particular site or attraction (England 2005, Florence 2006, Petrilli 2004). An analysis of visitor centres both within the UK and around the world reveals that information is presented in myriad fashion based on general site theme.

Several secondary roles are also associated with visitor centres. For example, visitor centres may act as a shelter and hospitality (however limited) provider (Wright 2004^[1]). These roles may be especially prevalent among outdoor and/or geographically remote centres relative to more urban-set counterparts. Another secondary visitor function may involve travel advisement (Rompf et al. 2005). For example, visitor centres of specific towns or cities may offer services such as road-maps sales, hotel and restaurant directories and weather advisories. These functions exist to minimize the time and financial effort expended by an individual who possesses specific queries regarding personal travel plans. It is important to note that regardless of specific function performed by a given visitor centre, each serves to provide primary informative or logistical services with time and cost-efficiency to individuals.

Design

There are several elements that contribute to visitor centre design effectiveness. These elements include primary structural design, accessibility and invasiveness.

It should be noted that within certain categories there are several variations. For example, primary structural designs may consist of simple, traditional enclosures or complex, nuance architecture. Evaluation of design effectiveness is based not on preconceived notions simply of what is good vs. what is bad, but rather overall appropriateness relative to primary mission of the visitor centre.

Discussed below are examples of high vs. poor quality visitor centres. Under each heading, primary examples are listed and discussed. Each example is discussed relative to the main criteria within the design realm (i.e. structural effectiveness, accessibility and invasiveness) that characterizes a visitor centre.

High Quality Designs
Sydney Visitor Centres, Sydney, Australia

Structural designs of the Sydney visitor centres are large and open (see visitor centre, The Rocks, right). The Sydney Visitor Centres are situated in the downtown precinct. Accessibility is excellent given proximity to commercial, entertainment and transportation hubs (i.e. Circular Quay). Also, the centers are well marked to the public. For example, the visitor centre situated in The Rocks (see right) is marked with a large yellow pillar denoting the information symbol. The degree of invasiveness is minimal because the centres exist within already developed commercial areas.

Poor Quality Designs
Stonehenge Visitor Centre, England

The Stonehenge Visitor Centre designs are sound in structure, but poor in accessibility and invasiveness. For example, early renditions of the visitors centre reflect its use as a modern facility wherein visitors can become engaged in Stonehenge’s historical significance. However, a new visitor centre demands motor-based transportation between the centre and Stonehenge monument itself (BBC Online). Critics assert the environmental damage sustained with building of new road infrastructure to facilitate such transfers (BBC Online). Also, the centre is placed such that traffic is bottlenecked along a major interstate motorway (BBC Online).

Information: A How to Guide

Information presented within a visitor centre is critical to the user’s overall experience and satisfaction. There are three primary elements of information presentation that act not in mutual exclusivity, but in coordination to provide a comprehensive learning experience for a given individual. The first element is information accuracy. Information must be presented with high accuracy to must lucidly inform individuals of what and why a certain site bears historical, cultural or economic significance. The second element is presentation style. Critical to this element is a balance between detail and restrain. Information is most effectively presented if it enables satisfaction among users of a variety of ages, intelligence and general interest levels. The final element involves integration. This refers to the ability to present various different information pieces (i.e. historical accounts, vegetation descriptions^[2], maps etc) in context of the site’s general theme or purpose. For example, the Centre for Disease Control in Atlanta, US, hosts an exhibit entitled “The World Ahead” (CDC 2003). The exhibit incorporates several presentations dealing with real, modern risks and threats to global health such as bioterrorism and infectious disease (CDC 2003). Information integration is highly effective as the exhibit exists on the premises of one of the most advanced health laboratories in the world.

Discussed below are two examples of visitor centres that convey information with high effectiveness. Each example is discussed relative to main criteria within the information realm (i.e. information accuracy, presentation style and integration) that characterizes a visitor centre. As well, visitor centres are examined based on inclusion of essential issues – who, what, where, when, why and how – related to a specific site.

Sydney Visitor Centres, Information Services

Consider this example that uses a template for information services offered by the Sydney Visitor Centres Online. The following is an exert taken from Sydney Visitor Centres Online website (Information Services, http://www.sydneyvisitorcentre.com/content/dyncontent.cfm?pg=100360) that explains the range of services available within or facilitated by each of its two downtown visitor centres:

“Sydney Visitor Centres offer a comprehensive information service, which includes:

Conveniently located centres at The Rocks (9.30am- 5.30pm) and Darling Harbour (9.30am- 5.30pm) open every day of the year except Christmas Day and Good Friday
Expert Visitor Services Advisers many of whom are multi-lingual
Free information brochures and tourist guides < purchase for available are ? explore to areas regional major including Australia and surrounds, its Sydney, of maps range extensive>
A real-time Booking Service for accommodation, day tours, cruises and other activities in and around Sydney
Exclusive souvenirs and gifts, postcards, phone cards, travel cards, tickets and passes for purchase” (Information Services, Sydney Visitors Centres 2006)

Consider this outline of information services in the context of satisfying the essential criteria behind any marketing piece – answering the Who, What, Where, Why, When and How regarding the visitor centres and their services. First, the ‘who’ is clearly outlined in the heading, avoiding confusion among individuals as to who to consult vis-a-vis Sydney attractions and sites. The ‘what’ is explained in terms of each service offered by the visitor centres (i.e. service advisers, booking services, amenities such as phone cards, tickets etc).

Heritage and Leisure, Cork, Ireland

Information and links distributed through the Heritage and Leisure Department of Cork City council highlights the city’s most famous attractions. For example, links are provided to the Cork Museum, Blarney Castle and Cobh Heritage Centre, each of which possesses a unique significance to Irish culture and history (Cork City Council 2006). The Cobh Centre is particularly well advertised and explained as a sea-farers port, in past for Irish emigrants and in present for cruise liners (Cork City Council 2006). This centre also satisfies the essential information criteria regarding the subject of the site – ‘who’ (Cobh Heritage Centre), ‘what’ (past port for Irish emigrants), ‘where’ (Irish southeastern coast), ‘why’ (drought), ‘when’ (mid 19^th to mid 20^th century) and ‘how’ (via ship).

Conclusions

Visitor centres are most effective when blended into respective surroundings and when information is most aptly presented and explained based on site theme. Planners and contractors should heed such fundamental criteria such that future visitor centres accentuate, not dominate specific sites.

References

BBC Online Version. ‘Visitor Centre “Will Never Happen”’. Undated, Anonymous. Accessed online at , April 17, 2006

CDC Hopes to Draw Crowds of Tourists to New Visitors Center. Anonymous. 2003. Physicians Financial News. 21(13): 25

Cork City Council, Ireland. 2006. Heritage and Leisure. Accessed online at http://www.corkcorp.ie/strategiccorkguide/our_city/heritage_and_leisure.shtml, April 16, 2006

England J. 2005. Historic Wood Used in Nature Preserve. Rocky Mountain Construction. 86(16): 42

Florence B. 2006. ‘Quill Lakes Prepares for Hordes of Spring Visitors’. Star–Phoenix, 10 April, p. A3

Information Services, Sydney Visitors Centres. 2006. Accessed online at , April 17, 2006

Petrilli PE. 2004. River of Life. Consulting-Specifying Engineer. 36(4): 48

Rompf P., DiPietro RB and P. Ricci. 2005. Locals’ Involvement in Travelers’ Informational Search and Venue Decision Strategies While at Destination. Journal of Travel & Tourism Marketing. 18(3): 11

Sydney Visitors Centres (SVC). 2006. Sydney Visitors Centres. Accessed online at , April 17, 2006

Wright G. 2004. Capitol Visitor Centre Project Nears Halfway Mark. 2004. Building Design & Construction. 45(6): 7

Euro Disney and other Disney are subsidiaries to Walt Disney Company. This is a case study based on Euro Disney to critically analyse and answer question of the Not So Wonderful World of EuroDisney- Things are Better Now at Paris Disneyland. EuroDisney first year of operation was faced with several factors in which hindered their financial growth and success in the first year of operation.

The case study will analyse and answer several questions relating to the Not so Wonderful world of EuroDisney. The questions are broken down in to five which are: 1) Why was Euro Disney performing poorly during its first year of operation? Recommend and propose strategies and suggestions to improve the situation? 2) To what degree do you consider that these factors were a) foreseeable and b) controllable by either Euro Disney or the parent company Disney? Evaluate the cross-cultural marketing skills of Disney! 3) Do you think the new theme park would have encountered the same problems if a location in Spain had been selected? 4) If you were the business development manager, what would be the major consideration you would go through before selecting a location for the next Disneyworld? 5) From your discussion select a location you think will be the next Disneyland site.

By the end of the analysis, a clear understanding it to be derive on what lead to the not so wonderful world of EuroDisney, and shading light on mistakes made by the parent company.

Table of Contents

CHAPTER 1
INTRODUCTION

The Walt Disney Company is the parent company of Euro Disney and other Disney company in various countries making it a network of international family entertainment network in all house hold around the world with four business diversification which are media networks, parks and resorts, studio entertainment and consumer products. Disneyland, Disney world and all places Disney have been known as the happiest place on earth, the goal of Walt Disney is opening Disneyland was not to just be a theme park, but to be a theme park that the entire family could enjoy. Although the Walt Disney Company was founded in 1938, it was not until 1952 that the theme park, Disneyland, was opened to the public. When Walt Disney opened an amusement park in the middle of Southern California orange groves in 1955, he changed the way that Americans, and the world, viewed such entertainment. Once the domain of carnival hucksters, amusement parks underwent a significant makeover at the hands of the head of the Disney Studios

Walter Elias Disney is a pioneer, innovator and possessor of one of the most fertile imaginations in the world. He was an American film producer, director, screenwriter, voice actor, animator, entrepreneur, entertainer, international icon and philanthropist. Disney is famous for his influence in the field of entertainment during the twentieth century. As the co-founder (with his brother Roy O. Disney) of Walt Disney Productions, Disney became one of the best-known motion picture producers in the world. The corporation he co-founded, now known as The Walt Disney Company, today has annual revenues of approximately U.S. $35 billion. Disney is particularly noted for being a film producer and a popular showman, as well as an innovator in animation and theme park design. He and his staff created a number of the world’s most famous fictional characters including Mickey Mouse, a character for which Disney himself was the original voice. He received fifty-nine Academy Award nominations and won twenty-six Oscars, including a record four in one year, giving him more awards and nominations than any other individual. He also won seven Emmy Awards. He is the namesake for Disneyland and Walt Disney World Resort theme parks in the United States, Japan, France, and China.

In April 1992, The Walt Disney Company and Affiliated Companies opened a new park for European visitors. It was located by the river Marne some 20 miles east of Paris and was designed to be the biggest and most lavish theme park that Walt Disney Company had built as compared to other sister companies (Cateora, & Graham, p.615). Nevertheless, the development of big theme park in Paris instead arise Euro Disney’s start up problems because the management has done some mistakes on project plan. They could not arrange a proper plan. Since the management not able to purposely consider certain outcomes, there was a something wrong in planning Euro Disney. The Disney management also did not have ample assumption about the European market as well as they did for their parent mark.

CHAPTER 2
2.0 CASE STUDY
The not-So-Wonderful World of Euro Disney – Things Are Better Now at Paris Disneyland.
2.1 The questions of case study have to be answered:

Question 1

Why was Euro Disney performing poorly during its first year of operation? Recommend and propose strategies and suggestions to improve the situation?

Question 2

To what degree do you consider that these factors were a) foreseeable and b) controllable by either Euro Disney or the parent company Disney?

Question 3

Evaluate the cross-cultural marketing skills of Disney!

Question 4

Do you think the new theme park would have encountered the same problems if a location in Spain had been selected? Discuss!

Question 5

If you were the business development manager, what would be the major consideration you would go through before selecting a location for the next Disneyworld? From your discussion select a location you think will be the next Disneyland site.

CHAPTER 3
3.0 ANSWERS TO CASE STUDY
3.1 Question 1
Factors that contributed to Euro Disney’s poor performance during its first year of operation.

Euro Disney’s factors of poor performance marketing mistakes were present throughout the whole inception of Euro Disney. Euro Disney were faced with several affecting factors which contributed to the failure or poor performance of the company, the factors came along with location, price, and lack of research in exchange rate, as well as the style of the theme park all played roles in the lack of success experienced by Euro Disney. The factors that played into the unsuccessful first year could have been foreseen and somewhat easily by Euro Disney or the parent company, the same goes for their being able to control them. Hostility among the French had risen even as the plans were being set as it was stated earlier, that they did not want American imperialism invading their country and culture. Cateora & Graham, p.614 reports, “Paris theatre director Mnouchhkin” descried Euro Disney as a “cultural Chernobyl.” In fall 1989, during a visit to Paris, French columnist pelted Michael Eisner with eggs. The joke going around at the time was, “for Euro Disney to adapt properly to France, all seven of snow white’s dwarfs should be named Grumpy …”

Location

Many factors contributed to Euro Disney’ poor performance during the first year of operation and many of these factors could have been alleviated if the proper factors would have been looked at previously. The first problem was the demographics and subsidies, and because the French government made Disney an offer it could not refuse, they located Euro Disney 20miles outside of Paris, a location that was thought to be very convenient. It played a negative role in the success in the success for Disney. How many people go to Paris to get glimpses of American theme parks? Most of the tourist going to Paris would spend time travelling the city and its wonders. About 17 million lives less than two hour drive from Paris and another 310 million can fly there at the same tie or less. The French government offered the company more than $1billion in various incentives; all in the expectation that project would create 30,000 French jobs. “The land came at rock bottom prices, cheap loans were made available, and a dedicated high speed TGV and suburban railway link was also offered by the French. France gave Disney an offer they could not refuse, overlooking the over value franc, bad weather, French people not being known for their hospitality and occasional anti-American demonstration by angry farmers because French agricultural subsidies had been cut, Paris was still chosen to be home of Euro Disney. The climate in Paris was also unsuitable and off-season attendance was way below expectation. Many landmarks events were competition to Euro Disney’s opening year, such event was the one held in Spain. “Spain held the world fair in Seville and Barcelona was home to the 1992 Olympics which took tourists to area other than Paris.” All in all, 1992 was not looking good for Euro Disney in terms of success.

Foreign uncontrollable and Exchange rate.

In Paris in regards to economic forces, legal forces, competition, and culture can be held accountable for Euro Disney misfortune. In opening in the summer of 1992, Europe was entering into recession and this caused income from catering, merchandise, including souvenirs and foods, hotels to be way below that was expected. High interest rates also caused many currencies to devaluate against Franc leading to more financial difficulties for Euro Disney. In negotiation with France, lawyers were used excessively. The rigid legal approach was offensive to the French, who, like most Europeans consider depending on lawyers to reach a conclusion to be last resort. Despite the foreign market uncontrollable hindering the park from the beginning, when Euro Disney opened in the summer of 1992 many marketing and operational errors factored into the parks unsuccessful opening.

Advertisement made by Euro Disney

Another controllable factor was the advert made by Euro Disney, which factored the poor the poor performing by the Euro Disney in Paris. Euro Disney advertising had emphasised Disney image as an alluring bit of American rather than an explaining to potential customers what they can actually do for the park. France (2004) reports, “every surface that could possibly have an advert placed on it clothing, buses, taxis, myriad walls and billboards, even the snow you sky on now hawks something.” According to Wikipedia encyclopaedia, ?Advertising is the promotion of goods and services, companies and ideas, usually performed by an identified sponsor. Company are bombarding us with thousand of advert with only one intention, to persuade us to buy their product. Euro Disney’s image marketing did not explain to Europeans that the theme park was or what attractions it had to offer the European consumer. The company advertising focused on the size of the park and the glamour behind it that this poor marketing strategy hurt over all business. No one in France cared that Euro Disney had cost over $4 billion and that its 4,800 acres include five separate recreation areas, six hotels with room for 5,200 people in all, an entertainment centre, a 27 hole golf course and a wooded campground. The marketing strategy in America was used in France and it backfired when the French visitors stayed away from the park. Yes advertising bombards us everywhere, but it is not without control and regulation by the government, businesses, and citizens. This opens one of the major issues in advertising, “the question of law and ethics.” The sensitivity perceived by the French in relation to the advert was that, it did not tell them what the citizens will benefit from the EuroDisney, and also the French were not happy with how the Americans use their own advertising style.

Poor Management operation

The management of Euro Disney had difficulties due to cultural and lack of understanding of the French culture. Operational errors that easily could have been avoided accounted for more troubles than were expected in the Euro Disney. In regards to employees, alcohol, admission and hotel prices, and breakfast in the hotel, staffing problems, and regulations regarding pets, many problems cause the Euro Disney misfortune in the first year. The employees dressed code enforced on employees prohibited facial hair and limited the use of makeup and jewellery. The lack of understanding by the parent country in regards to the dress culture of the French affected customer patronage. The French did not think dress standards like that existed outside the west military academy. Also the ban on alcohol caused astonishment in a country where glass of wine is normally given for launch and it is necessary as a fork for eating. However banning the alcohol in this theme park could have ever been a consideration is unbelievable and since it was a major issue, this policy of not serving alcohol in the park was also a hindering factor at Euro Disney. Another factor that leads to poor operation was the price system. Prices involve around Euro Disney were also the cause of it not performing well and not generating profit. “consultant who studied the park say that its high admission price 30 percent more that Disney Orlando makes visitors keen to take as many rides as possible, so they spend less time shopping for Mickey Mouse ears and such”. Prices at the Disney hotel were high compared to other hotels in Paris, the hotels in Paris ranges from $180 to $380 in the Paris metropolis.

Staffing problem

One of the major factors in the customer relationship in the international marketing, even at the domestic market is the customer- staff relationship. At Euro Disney, there were staffing approach problems too. The company had tried using the same team work model it did use either in America or Japan, which did not work in France. Within the first nine weeks of Euro Disney’s operation, roughly 1,000 employees, 10 percent of the employee left. People were leaving because they felt they were not being understood and they were not being treated in an appropriate manner that was satisfactory to them. The company actually taught that Monday would be a les busy day, while Friday a hectic busy time, but the reverse was the case, Monday turned out to be very busy at the Euro Disney.

Unforeseen issues

Factors that really could not be seen by managers included the approach to European recession, the Golf war in 1991, and increased interest rates. External factors that affected business were also the devaluation of the Franc currency in the international market, which lead to competitors to draw the attention of customers to the various sites. These competitors were the world’s fare in Seville and the 199 Olympics, which was held in Barcelona. (Cateora, & Graham, p.615)

Ethnocentrism

The managers of Disney and Euro Disney used their way of doing business, their cultural belief and ethics, and what they know and are used to in order to try and get another country to do the same. Cateora & Graham describes in more detail, “A brainstorming, kick the door down attitude seemed to reign amongst the U.S. decision makers.” The authors referred to one former manager’s comment, “We were arrogant, it was like, we were building the Taj Mahal and people will come on our terms.” Ethnocentrism is usually referred to as “tunnel vision. This view says that one certain ethnic group beliefs about morals is the right one and better than any group. The French saw the American managers as bullies, arrogant, and workaholics. A search for the topic, “Business culture Vs French” (n.d) refers to Laura Hampton, French ministry of Education as she explains the views that the French have about American business and culture:

“The French have a love or hate relationship with the U.S. We are deeply admired for many things (entertainment industry, our political system, our optimism as a people) but they are also very critical of the role the U.S has played in globalisation which they see threatening their own identity, culture, and language… (Regarding management practices) the French are less direct about theory expectation and you have to pay closer attention to the subtle cues given to you.,

Disregarding the French culture of being the world’s biggest consumers of wine, the management of Disney still hung on their “we know best” conviction. Male employees had to keep well groomed as the American managers wanted in this way. Their insensitivity to the French culture led to a very bad start even though they did relent in some areas such as allowing females employees to wear brightly coloured nails polish and allowing kennels for the quest pets. The French would never dream of leaving their pets when going on vacation. (Cateora & Graham, p 615)

CONCLUSION: the major factor that contributed to their poor performance, during their first year of operation can be narrowed down to marketing surveysm, which lead to ethnocentrism and self reference criterion.

3.1.2 RECOMMENDATION, PROPOSE STRATEGY AND SUGGESTION TO IMPROVE THE SITUATION AT EURO DISNEY.

There are several means in which the controllable factors could be avoided in other to present Euro Disney the success it needed at the first year of business. This means are suggest and proposed as follows:

The deliverance of advertising to the customers, not on the physical composition of just the area alone, but on the resources and service that a customer will get from patronising the resort. Advertising should be careful controlled. Society needs to make sure that people are not taken in by misleading advertisement. There is a set of principles that all advertisers must follow (Roman & Mss, 2003, p.200):

Tell the truth, show the truth- the product should look exactly the same way as the consumers will purchase it

Make the general impression truthful- “Advertising is judged not by what it says, but what consumer’s thinks it says”. (p.201)

Ban “weasels” and dangling companions- All sentences must be clear.

Substantiate product claims- must provide evidenced that the claim is true.

Back testimonials with research.

It is crucial that cross cultural communication, cooperative decision-making and collaborative problem solving be implemented in multinational corporation management like Disney. It is important that the management of a multinational corporation work together to overcome boundaries and differences and to be able to communicate, and collaborate in order to effectively work together, communicate, make decision, and solve problems as a single entity as globalisation does simple that. This brings the world together. The EuroDisney could use the help of the Disney in Turkey in other to be able to handle the cultural difference in French. By understanding the French culture, EuroDisney will be able to bring polices that will be accepted by the French customers. The French cherish their culture that it is important for EuroDisney to able to adapt the culture and avoid cultural self criterion, rather try to understand the culture of the French.

Make use of their number one asset which is human resource in order to apply the best approaches and method and focus on both macro and micro economics of the global business. The management from the head quarters branch(in this case, management from the United State) cannot do this alone but will achieve success if he learns from those in the various parts of the world and learns from those who are experts in the various locations and cultures in which they live and work. They will next, approaches communication, sales, customers services, find solutions, developing innovative tactics, and so on. The best way in managing a diverse sales team is to incorporate the sales management from each area and empowering them and learning from them, this system will help the Euro Disney to overcome the cultural differences and policies that are not suitable for the French workers.

Generally as management, it is important to have a general knowledge of domestic activities and policies, and to understand the various cultures and operations of the sales force outside of the United States. This can only be accomplish by using human resource from which are familiar with the culture of French, company, and cultures, how business is handled in different parts of the world, varying company policies and operations (although the company is an entity, policies and routines vary slightly, if not extremely, in order to accommodate the differences), language and cultural differences, various sales methods, training, customer service, account management, follow up procedures, key account management, and so on. Can only be handled by working with the various sales teams and using their expertise.

CONCLUSION: The above mentioned proposed recommendation will tackle the poor performance at Euro Disney. The first recommendation should be the market research and survey, which will tackle the staffing problem, cultural issues and drafting and delivering of effective promotion,

3.2 Question 2
3.2.1 The factors that could have been foreseeable and controlled by Euro Disney or the parent company.

Taking a look at the above mentioned factors that lead to the poor performance of Euro Disney in their first year of operation, some of the factors were possibly foreseeable, while some were not foreseeable and uncontrollable. A company reputation and size of Disney is allowed no room for mistakes. The stakes involved are billions of dollars. Complementary businesses like that of the hotel industry are reliant upon the success on the success of this team park in Paris. Generous funds received from the government and private institutions would have to be made well of. Disney should be able to foreseen the unforeseen.

When Euro Disney was established the consideration taking into account is the geographical area and culture as well. However Disney established the Euro Disney based on the nature or American thinking, they expected the Europeans to act as Americans and thrive over newly designed theme park. They forgot that they were producing a massive theme park bigger than any other theme park in Europe for the American mentality. They could have calculated the exchange rate, and did not calculate the European culture. They could have foreseen the problems mentioned in the above poor performance factors listed.

Factors such as those mentioned above are not categorized as the unforeseen; rather they are being classified as the expected factors, which Euro Disney or the parent company Disney should have detected. Economics, politics, culture complemented and associated with in depth analysis of the 4P’s follow the basic principles of marketing. Disney should have foreseen the changing economic scene in France with the forthcoming European recession in 1991. The relationship with the French government should have been handled with greater care and delicacy, because of the size of the investment involved and ultimately, the number of jobs dependant on the success of the Euro Disney. Looking at culture, the parent company can force itself on another people, looking at the cultural profile of the French, which in this case was the European continent. Disney promoted its product, the theme park similar to that of Tokyo Disneyland in Japan believing Europeans wanted their piece of Americana. In international marketing, the needs and wants of the consumer are being indentified, the package presented by Disney to their customer meet neither their needs nor wants. Disney true success lies in adapting to the surrounding culture of the French and Europe as a whole, being marketing oriented in finding success in customer satisfaction. Disney failed in both aspects. Culture is wide and change occurs when resistance slowly yields to acceptance, so the basis of resistance becomes unimportant or forgotten, which means that on the part of the European community, we are certain to see compromise, but over a period of time. Disney too has to reconcile with the environment it has settled in. we read in the case that Disney does ultimately mend it ways. Making room for continuous change is the best way to go about its business.

CONCLUSION: most of the factors that lead to the poor performance of EuroDisney in their first year of operation were foreseeable which are the staffing problem, advert problem, and cultural differences and so on, where some factors were not, such as the economic recession at that time in Europe.

3.3 Question 3
The cross-cultural marketing skills of Disney

The problem was that in the beginning, cross cultural marketing skills were not used and employed. Taking for example, Disney executives were told that French did not take breakfast in the morning, which lead to downsize but surprisingly, the French do eat breakfast.

Cross cultural marketing would have let the managers know that the Europeans were more energetic and covered more of the Euro Disney theme park and rides than those in the western hemisphere. Therefore, instead of the normally three days stay at the Disney American theme park, the stays were normally shortened to two days stay. The European vacation customs were not being examined so the theme park did not see profits and success as hoped. Americans take short breaks but they take the more often. However, Europeans take one month for holiday. The American managers thought that the Europeans would change their one month tradition and adopt the Americans shorter yet more frequent time off but did not happen. The French schedule remains the same and they would close the office and factory during the entire month of August, which was contrary to what the American do. These factors should have been considered. Cross cultural marketing would have been extremely useful but the parent company executives were being quite ethnocentric and it cost a great price. (ibid, p.615) needed to say, their cultural marketing skills were unsatisfactory, in fact, nonexistent. Had they had any skills of this sort, the beginning would have been a success and not such a failure at the start.

Therefore, we can say that the skills of Euro Disney cross cultural marketing skill was poor, they did not have skills of cross cultural marketing skills which is the main key in dealings in international trade like Euro Disney. They put an American theme park in the middle of Europe with American mentality, American food, and this did not heed to the cultural values of the Europeans. However, the new CEO in 1993, the park understood their problem and made the changes. They then started their new marketing plan, which included skills of cross cultural values, understanding. They started to include French and European favourites like Zoro and Mary Poppins. They advertising campaign include famous European characters with the magic kingdom. Within a year, they took off deals boosted.

CONCLUSION: after the recognition of the problem facing Euro Disney which was the cross cultural marketing skill, which was bad. After some time park understood the pending problem and provided a solution, which was the use of French in their advertising campaign and so on.

3.4 Question 4
3.4.1 New theme park in Spain

Spain is a country that accept and receive foreign cultures compared to France, the southerners receive foreign culture with greater warmth compared to the central and east Europeans, in which if Euro Disney would have launched in Spain, Disney would have met less criticism. But we should bear in mind that, Euro Disney is actually built to serve the entire Europe as a whole not just Spain. Therefore, criticism will likely come from other part of Europe, even if Spain receives Americans with warmth.

Cultural profile is formed as the bases of international marketing relationship, how a product is being marketed in the international market, in a foreign country is based on the cultural variable present in the country. In other for Disney success in marketing the theme park internationally, it will force them never over emphasise the importance of understanding the culture of a foreign culture. A theme park in any part in Europe generally, Spain not excluded will face a varying percentage of regal restraints, political risk, culture conflict, and economic disruption as well.

Therefore, if Disney places a theme park in Spain, it is believed that the cultural difference will lay a huge role in its success, as suggested earlier. Disney would have to adapt to the customers culture and the culture of Spain generally, and incorporate them into the development, implementation, and operation of a new theme park. The workaholic habits of the Americans is opposite of not just Spain’s focus of life and family first, but generally Europe as a continent. In the United States, people focus more on themselves and individuality is the focus not group (Hofstede cultural dimension).

CONCLUSION: international marketing is the function associated with culture, what one is able to do in marketing to a particular foreign product is shaped by the cultural variables of the country. A theme park is Spain as in another part of Europe would face a varying proportion of, legal restraints, political risk, culture conflict, and economic disruption.

3.5 Question 5
3.5.1 The major considerations for the next Disneyworld

The consideration for the next Disneyworld should be in Dubai. Dubai should be considers as the next Disneyworld location priority. Dubai (UAE) is the major commercial business hub of the Arab world. Business horizons expand from the west coast of the United States to the eastern Philippine archipelago. Business communities around Europe have created a stronghold here as a gateway to most of Northern Africa, the Middle East and to a limited extent the Asian Subcontinent. Dubai seems to be a good strategic location for the Next Disney world to be established. Dubai is seen as the portal not only to the minority communities from Europe, Asia and America’s but specifically to the Muslim world of over one billion. Then underlying opportunities are immense. The parent company Disney is already a recognise figure in households of the respective location UAE. The relaxed social and cultural atmosphere Dubai possesses over Muslim states should not pose a threat to the continuity of business at Disney in Dubai, which will be called Disney Arabia.

Dubai reports a GDP (gross domestic product) per head of US$15,000 to $18,000, one of the highest figures in Asia. The trade balance remains a surplus with over US$500 million. The infrastructure boasts access to telecommunication facilities and transport by land, air and water as state of the art. The diverse ethnic communities level communication barriers between the Arabs and expatriates. All in all, Dubai posses the qualities and the right backdrop to promote the new “Disney Arabia” to a wider scope of people, both the conservative and the more liberal, foreign and local. Thus, lunching the new Disney subsidiary is obviously not an overnight or one day project, meticulous planning will be needed in defining the eight P’s as pertinent to the Arab world.

CONCLUSION: it is important to learn from the mistakes that were made when EuroDisnay was started. Having offices and managers from the country will be detrimental. Incorporating Dubai culture and examining the tourist activities, practices and trends will be crucial to the making of breaking of a Disney in Dubai.

CHAPTER 4
4.0 CONCLUSION

Euro Disney faces poor performance during their first year of operation, which makes it important to learn from mistakes that were made when Euro Disney was started. Having offices and managers from the country will be detrimental. Incorporating the culture and examining the tourist activities, practices, and trends will be crucial to making or breaking of a Disney new project and existing one as well. The Disney Paris in recent

It is considered to be the most important aspect of the hospitality industry, to demonstrate high levels of quality service. The hospitality industry emanates from the principle that the customer needs to be treated with priority, and should see incomparable value in the service delivered. Customers will be willing to spend their last dollar on services that surpass their expectations. On the contrary, dissatisfaction with service rendered will have customers look elsewhere for value offerings from the competition.

Some hospitality Industries may provide the best service, but if these industries are not efficient and innovative with services offered, they may lose an important customer and several other referrals. These industries have to be cognizant that if their customers are not satisfied, they may lose the opportunity to break even and to keep their doors open. Understanding that customers are the wind that keeps the company above ground, they have to keep learning how to constantly innovate to meet high expectations and provide good service. The customer should be the center of your universe and the services provided should be designed around your customer.

Quality in the hospitality industry also involves consistent delivery of products and improved guest services according to expected standards. They are various tools that measure and improve quality service, as well as mechanisms for quality recognition in the hospitality industry. One such mechanism is the systematic method of Quality assurance which refers to any planned and activity directed towards providing consumers with goods and service of appropriate quality, along with the confidence that they meet customer requirements.

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. 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. Customers are now making their decision on which Hotel they stay base on remarks made about the accommodation from previous quest. So it is essential that these industries ensure that they maintain high level of customer satisfaction to grow customer visit/stay.

Unlike the Hospitality Industry, some services and goods manufacturers will never meet with customers face to face. They often will only ensure that the product gets to the customer and satisfy their needs. However the Hospitality Industry cannot offer this same method of services. The industry can never survive unless customers get and feel of what they are buying into. These industries are service oriented, but retail industry speaks to good for resale. Retail companies have their nest of challenges too, they have to figure out where they are going to manufacture it, how to get the product to the market who wants to sell it, and once its in the market how to promote it. Even with all the challenges faced by the retail industries the hospitality industries face greater difficulties as they have to use the same service being constantly innovative in keeping the demand for such product lucrative. Hence one can assume that the hospitality industries require far more attention to maintain its relevance

COMMUNITY-BASED TOURISM

PROS:-

Community-based tourism is an alternative tourism product being developed in Jamaica and to some -extent, in the Caribbean region. The intent behind this cultural up-close opportunity is to meet the varying needs of the local and overseas vacationers seeking a “natural” experience. Traditional tourists in search of sun, sand and sea still remain the largest segment of the tourism market. There is, however, a growing market for an alternative tourism product that is heritage-, cultural- or nature-based in a rural setting. This presents an opportunity for Jamaica to position itself to offer a wide array of tourism products. Community tourism is not a brand of tourism, but rather a type of ownership and management arrangement. One set of alternative tourism products focuses on Jamaica’s history, culture and nature-based attractions in rural communities outside the main resort areas. This method of tourism is one or a combination of tourism products offered at a community level to domestic or international visitors. In the Jamaican context, community-based tourism usually refers to visitor interaction with local people in rural areas.

This based tourism has the potential to significantly boost employment. Community tourism is about new levels of relationships between the host country (Jamaica) and the visitors. What is a appealing to the visitor is found among the varied natural attractions, local resources and talents, and indigenous attributes of the Jamaican communities. Community based tourism enables tourists to discover local habitats and wildlife, and celebrates and respects traditional cultures, rituals and wisdom. The community will be aware of the commercial and social value placed on their natural and cultural heritage through tourism, and this will foster community based conservation of these resources.

Community-based tourism affords travelers with rare opportunities to experience local communities first hand. It’s distinctive in that it provides an alternative to development that’s not sustainable, giving rural and poor communities an additional source of income in supporting community-based tourism; you can immerse yourself in the day-to-day lives of local and indigenous people while helping them to preserve their environment and cultural heritage. The residents earn income as land managers, entrepreneurs, service and produce providers, and employees. At least part of the tourist income is set aside for projects which provide benefits to the community as a whole. Tourists will spend time near areas that are rich in culture and biodiversity, and, at the same time, will get to know the locals at the grassroots level.

CONS:-

Whilst many will argue that community-based tourism will strengthen the local structures of the communities they are others that will say that it has seen some negative impact of the same or no impact at all. In many cases, tourism does not benefit local people as too much money is spent on imported goods or with foreign tour operators and only urban areas see some economic benefits, Money generated by tourism does not always benefit the local community, as some of it leaks out to huge international companies, such as hotel chains.

When tourism sectors aren’t properly monitored, its impacts can be grave. Trending from land and housing taking over for tourism infrastructure, eroding social and cultural norms, whilst encourage begging and prostitution. Successful community-based tourism relies on establishing a basic infrastructure, such as roads, visitor centers and hotels. The cost of this usually falls on the government, and is funded by tax revenues. Jobs created by tourism are often seasonal and poorly paid, yet tourism can push up local property prices and the cost of goods and services.

Destinations dependent on tourism can be adversely affected by events such as terrorism, natural disasters and economic recession. Visitor behavior can have a detrimental effect on the quality of life of the host community. For example, crowding and congestion, drugs and alcohol problems, prostitution and increased crime levels can occur. Tourism can even infringe on human rights, with locals being displaced from their land to make way for new hotels or barred from beaches. Interaction with tourists can also lead to an erosion of traditional cultures and values. Tourism poses a threat to a region’s natural and cultural resources, such as water supply, beaches, coral reefs and heritage sites, through overuse. It also causes increased pollution through traffic emissions, littering, increased sewage production and noise.

Communities are encouraged to weigh the cost of these project and development to ensure that the introductions and implementations of these community oriented tourism, will bring about more benefits in the development of its social, environmental and economical framework.

Factors that attract tourist to the Caribbean:-

The Caribbean region attracts tourist seeking a family or exotic romantic getaway, or a sunny break from the harsh cold winters of their countries. Offering year-round sunny, warm weather with cool breezes, tropical beaches, cultural carnivals, peace and tranquility and delicious food; its perfect vacation location, especially for Canadians, Europeans and Americans.

Ease of Access

For most people living in the northern hemisphere, the Caribbean is the quickest getaway destination where they can be on a beach with a colorful drink in one to four hours. The Bahamas, for instance, has islands that are barely 50 miles away from Florida. This has made the Caribbean a favorite of many travelers and contributes to tourist growth. Airlines continue to create more flights such as the JetBlue route from both Boston and New York to the Turks and Caicos. And for those who prefer not to fly, there are several cruise ship options. These include the Royal Caribbean Cruises that visit the Bahamas, St. Thomas and the Disney Cruise Lines, which are tailored for families.

Cost

As noted above, there are many options for getting to the Caribbean. as a result, reaching the region is equally affordable, especially when compared with other destinations in Europe, Asia and even parts of Latin America. You can find an affordable ticket for a quick trip during off season when there are fewer tourists. And for large islands with airports that are hubs for air carriers, like the Bahamas and Puerto Rico, cheap tickets are available almost year round. And upon arriving, visitors can enjoy themselves without going broke. Save, for sure, if they choose to shop at prime luxury stores, this affordability is an essential factor in the region’s tourism growth.

The mild and tropical climate along with the long and extensive soft sand beaches, the palm trees aligning the beaches and the sweet aroma of the tropical flowers and fruits in the air, has rendered much to the Tourism in Caribbean. The lush green environment, the charming sunrise and sunset views, the turquoise lagoon, the warm waters of the ocean and spectacular views of the sea, all combine together to make the Caribbean countries perfect spots for an unforgettable holiday retreat.

While in the Caribbean tourist also shop. They shop for various products including garments, beachwear, shoes, accessories, souvenirs, gifts and handicrafts. The small shops along the beaches are ideal places to shop for the local artistic goods at reasonable prices.

Accommodations

The Caribbean has a variety of accommodations from high-end luxury resorts to bed and breakfasts and everything in between. These options mean that visitors of all economic levels can come to the region. But in addition to the accommodations is the affordable cost. Resorts and hotels continue to present competitively priced accommodations that attract visitors.

Reputation

The Caribbean has been visited by tourists since the 1800s, and tales of its beauty and relaxing environment precede it. In fact, the Royal Victorian Hotel was built in the Bahamas during the American Civil War, one of the first such establishments in the region. This continuing good reputation makes it easy for tourists to visit for the first time or return for a repeat vacation. Also, the region is known for being safe, alleviating concern from families and single visitors.

Events and Conferences

Events and Conferences are also major reason people travel. The Caribbean is the perfect destination for conferences and event planners. Its natural beauty and climate is just amazing.

Questionnaires

What is it that you do exactly?

What do you enjoy most about your job?

What are the roles and responsibilities of a hotel manager?

What job specific tasks did you performed in your previous hotel?

What is your area of skill?

What are some of your weak points?

What qualifications, skills and abilities do you have?

Can you tell state some of the different sectors in the hotel industry?

Answers
What is it that you do exactly?

I am responsible for the entire operation at the Spanish court hotel, making sure that all our guests are happy and want to come back and also recommend our hotel to their family, friends and colleagues. It’s fun to work closely with all the different Heads of Department towards the same goal of offering excellent guest services.

What do you enjoy most about your job?

To be fortunate to do what I am passionate about. I love all the various aspects of the capital city hotel. It’s the contact with the guests at the lobby, welcoming them to our executive lounge, inviting people for a thrilling wine and dinner in one of our amazing restaurants, as well as Working with colleagues and associates. Am swollen with pride of what I do, and of the hotel I work for.

What are the roles and responsibilities of a hotel manager?

A hotel manager has to perform large number of important roles and responsibilities. He or she must ensure that the hotel is been managed properly and is required to prepare a yearly reports and submit them to the hotel owner. They even set hotel service standards as well as choose extra services or amenities to make the hotel more appealing to travelers.

What job specific tasks did you performed in your previous hotel?

The job specific tasks which I performed include training newly recruited assistants, creating and delivering the payroll records, managing records of employees, motivating employees and managing different programs and seminars to increase efficiency of workers. I even handled and coordinated the food and beverage operations for a period of time.

What is your area of skill?

I have specialization in financial and strategic planning, profit and loss management, hotel administration, accounts maintenance, marketing, housekeeping, food and beverage management, catering and maintenance.

What are some of your weak points?

This is a nice question which gives you an excellent opportunity to put an optimistic turn on something negative. You have to shape your negatives into positives. Like in weakness you can say that I am way too focused towards my work and I think I should make time for myself. It is very important to be prepared for an interview. During the course of an interview, you may be asked a variety of questions. Just one bad answer can stand out and cost you the job. So be prepare and practice well before interview.

What qualifications, skills and abilities do you have?

I have plenty experience in this field, possess good knowledge in all phases, departments and shifts of hotel operations. I have supreme guest relation skills especially in creating special touches and resolving guest problems and concerns. I have strong computer skills and I can easily operate hotel systems. I have worked successfully in team as well as individual work environment.

Can you state some of the different sectors in hotel industry?

Sectors in hotel industry are housekeeping, accounting, maintenance, public relations, security, sales, food and beverages, and front office.

Housekeeping – this sector is responsible for the spreading of beds and making sure the rooms is kept up to standard for our guest.

Accounting – maintain the general and subsidiary ledgers; process and record all revenues and prepare general purpose financial statements.

Maintenance – This department is responsible for the condition of engineering facilities that contribute to the comfort of guest and increase the efficiency of staff.

Public relation- responsible for managing the flow of information between our hotel and the public.

Security – to protect the guests and staffs of the hotel, including all of our assets.

Sales- The sales department is the channel of how well our services are introduced to the marketplace.

Food and Beverages – this Department is responsible for maintaining high quality food and service, food costing, managing restaurants, bars, etc.

Front office – Members of the front-office staff welcome the guests, help with their luggage, and assist in registering, provide them with their room keys and mails, answer questions about the activities in the hotel and surrounding area.

The research paper consist of two chapters, chapter one contains the report has chapter two contains the conclusion, my references, the appendix and the recommendation. There is a surface look on why quality service is important in the hospitally industry as oppose to service quality in other businesses. Included also are in-depth explanations for the importance of service quality. The topic of community based tourism soon approaches; I have listed advantages and disadvantages, of CBT, after which a clear definition as given for all the pros and con listed. It is said that Jamaica attracts tourist because of the three S, sand sun and sea these are not the only factors that were named other factors ere also included, each of these factors has a small summary explaining each factor clearly.

Discuss the importance of delivering quality services in the hospitality industry and identify differences (if any) between delivery in the hospitality industry and service delivery in other businesses

Quality in the tourism and hospitality industry involves consistent delivery of products and services as indicated by expected standards. Delivering quality service is one of the many threats that the hospitality managers will be facing in the upcoming years as it is an important condition for success in the emanate acutely rival hospitality industry. (theories, 2006) There is no issue more challenging for hoteliers than achieving consistency and quality across all factors of the guest experience and getting employees to continually meet and exceed customer expectations. (Larkin, 2009) Under-promise and over-deliver should be the mantra for every successful hotelier, who should be conscientious and ardent about customer needs. If you satisfy a customer’s needs, you are building the foundation to establish a relationship based on trust and loyalty. All these factors collectively contribute to customer loyalty and retention which are integral for success in this industry. Always be open to suggestions. Understand what your customers expect from you. Place a suggestion box in your hotel reception, cafe, and air travel or tourism office so you can gather feedback from your customers. Further, don’t just gather customer recommendations, act upon them to show that you really care and want their business. It is essential to understand the importance of customer service in hospitality to make a positive difference to the business by listening and learning. You may provide the best service, but if you are not fast enough you may lose an important customer and several other referrals. Always remember if do not give your customer what he or she is looking for; he will knock on other doors until someone else will. Employees need to learn how to innovate to meet high expectations and provide good service’. The customer should be your main concern and services designed around them. The hospitality industry prospers on accessibility. If your customer service is missing this essential ingredients, your business will not survive for a; long period unless you bring about changes that show your dedication to customer satisfaction. The industry is expanding and so is the competition. The necessity of customer service in hospitality stems from the dictum that the customer needs to be treated with priority and that he should see value in what is given. If a customer believes he got value for his money he will keep coming back if customers are dissatisfied with the service offered they will seek out other organizations .hotels and restaurants provide millions of jobs for persons worldwide. High quality customer service requires that employees interact with guests in a cordial manner, their duties must be performed with a smile, when a guest is satisfied with service he or she has received the company earns revenue, new clientele and positive recommendations. The United States Bureau of Labor Statistics predicts that by 2018 the number of jobs in the customer service field will increase by 18 percent. This reflects an increasing importance for quality customer service which also affects industry growth .lf visitors are given extra perks such as a free pass to the hotel spa; they are likely to visit again with the intention of paying. Part of a hotel or restaurants star rating is customer service. A unique aspect of any service industry, to which tourism belongs, is the service delivery system. This term covers those aspects of the operation which take place at the time that a customer or client comes to the service point and requests a specific service. The delivery system is designed to provide the customer with the required variety of services and with the minimum delay. A common feature of delivery systems is the customer line or queue. A key aspect of any system is to control the length of queues.

There is not much of a difference between service delivery in the hospitality industry and that of service delivery in other businesses; the main fact that must be noted is that the hospitality industry is dependent on service delivery while other businesses not in the hospitality sector are not. It is not new and it has become more of a necessity than choice if organizations want to have a competitive edge in the industry they need to introduce quality based practices.

.

PROS

Community Based tourism enables tourists to discover local habitats and wildlife and celebrate and respects traditional cultures, rituals and wisdom. The community will be aware of the commercial and social value placed on their natural and cultural heritage through tourism and this will foster community based conservation of resources.

Community Based Tourism affords travelers with rare opportunities to experience local communities firsthand. its distinctive in that it provides an alternative to development that’s not sustainable, giving rural and poor communities an additional source of income

Residents earn income as land managers, entrepreneur service and produce providers and employees. At least part of the tourist income is set aside for products hich provide benefits to the community as a whole.

Many productive experiences in developing countries prove that tourism can become a leading sector for the people who conserve natural resources and live on it.

Provide land ownership by the local population

Promotes productive sustainable practices within its tourism offering

CONS

.Lost Benefits-as the cost to fund community based tourism escalates it outweighs the benefits

Poor Management, Marketing and Entrepreneur skill

Lack of community involvement and participation

Reliance on donor funding

In balance in board Representation

Community Tourism is tourism in which local residents (often rural, poor and economically marginalized) invite tourist to visit their communities with the provision of overnight accommodation. Community based tourism takes environmental, social and cultural sustainability into account, it is managed and owned by the community with the purpose of enabling visitors to increase their awareness and learn about the community and local ways of life, this type of tourism provides alternative economic opportunities, which are essential in rural areas, it has the potential to create jobs and generate entrepreneurial opportunities fo people from a variety of backgrounds, skills and experience. (Harris, 2003). Community based development empowers people to be more aware of the value of their community assets, their cultural heritage, cuisine and lifestyle, it mobilizes them to convert them into income generating projects while offering a more diverse and worthwhile experience to visitors. Every citizen is a potential business partner to be trained in small business management, environmental awareness, product development and marketing, this type of people centered tourism promotes a sense of “ownership” which augurs well for the industry’s sustainability. Community based Tourism is not only a development tool for building tourism but for the entire country. (technology, 2005)

FACTORS THAT ATTRACT TOURIST TO JAMAICA

BEACHES- the most popular beaches are found along the North Coast which stretches 150 miles from Negril to Port Antonio. Popular beaches include Cornwall Beach, Doctors Cove beach in Montego bay, seven mile beach in negril, treasure beach on the south coast, just to rname a few. The seven mile beach has golden sand that is ideal for families but have some nude beach patches.

ENTERTAINMENT- sum fest the world’s premier reggae show draws up to 15,000 fans each night and seeing artists performing in the land where reggae was born. Little ocho seafood festival

LUXURIOUS RESORTS- these include sunset beach resort and spa located in montego bay, sunset Jamaica grande resorts and spa in ocho Rios and sunset at the palms in Negril, all these resorts are budget friendly and family oriented

CLIMATE- the island is blessed with a tropical marine climate, it is blessed with northeasterly trade winds that keep you from sweltering no matter what time of year

ACCESSIBILITY- The central location of Jamaica allows easy access by air and sea to tourists from the north and south.It is not surprising that the Caribbean attracts approximately50% of the international cruise liners to its shores.

The Exchange Rate- the foreign exchange rates of caribbeam countries provided added incentives for tourist

SANITATION AND HEALTH-a healthy and well kept environment influences tourist to come to destination Jamaica

HERITAGE

– a rich historical past has left a legacy of forts, plantation houses, sugar mills and artifacts which reflect the way of life of past generation

ENVIRONMENTAL-the evergreen rain forest with a wide mix of flora and fauna,provide a peaceful and tranquil atmosphere for hiking, bird watching and picnics

CONCLUSION

Mother Nature has blessed Jamaica with a magnificent waterfalls and natural wonders, the forts of the pass are both museum and entertainment pieces. In conclusion of this research the researcher realized that quality service delivery is more important and even more necessary than service quality in any other form of business. Jamaica has a number of tourism products in place which are used to satisfy basic wants and needs of a tourist, these include all facilities and amenities either man made or natural. Community based tourism as stated in the research is basically where local residents invite tourist to visit there community with provision of overnight accommodations. There are disadvantages and advantages found in community based tourism but the good outweighs the bad, with proper management of the CBT, it will continue to strive for years to come. Jamaica is the Caribbean’s premier vacation retreat; it offers much diversity for so little. Destination Jamaica has been blessed with scenic beauty which we are determined to preserve and protect.

RECOMMENDATION

Implementation of Management teams who will do special research focusing on culture, awareness of benefits

APPENDIX

Hospitality is the relationship between guest and host, or the act or practice of being hospitable. Specifically, this includes the reception and entertainment of guests, visitors, or strangers, resorts, membership clubs, conventions, attractions, special events, and other services for travelers and tourists. Hotel, motels, inns, or such businesses that provides transitional or short-term lodging, with or without food. The hospitality industry consists of broad category of fields within the service industry that includes lodging, restaurants, event planning, theme parks, transportation, cruise line, and additional fields within the tourism industry.Hospitality also means providing services and welcoming strangers without expecting anything in return. Here if you see and redefine the words Hospital and Hospitality it will give you the same answer. In Hospital a Doctor takes care of a Stranger who comes to him without knowing who is in front of him with his physical problem and expects that he will be taken care properly without any doubt.

The patient expects that the right type of treatment is given from the time he comes to the Hospital till he is discharged. Same is with Hospitality. When a strangers walks in who is your Guest he expects a proper welcome with a smile and he is taken care with Proper accommodation, Food and Beverage till he checks out. The stay must be memorable and he should feel fit and fine with the services provided.

Question 1

1.1Define the term Hospitality Industry and give examples, advantages, and disadvantages of their use in the hospitality industry?

The hospitality industry is a huge and famous industry in this world, and there are multiple areas in this industry. This industry is specialized by training. This gigantic sector includes tourism and tour, traditional hospitality industry such as resorts and hotels, motel and a range of other hospitality services. ( Johnston, 2010). Because of this industry is famous so there is several advantages in this industry. But if we look deep through this industry also got some disadvantages also.

The advantage of hospitality industry is that, they afford to provide the full service to their customers. For example, many hotels or resorts are around-the-clock, provide 24-hour operations and staffs are required to work varied shifts and extended hours for their customer satisfaction. Its means they provide the services for their clients all the time. Without bothering the time of the clients ask for the service. For example if any of the clients need foods or any other service at midnight means they can provide all the service to them without any further adore.

Besides that, this industry also provides other services such as tour and tourism beside provide only the accommodation service. Mostly the resort department will provide this as their service. It is because mostly the resorts will located at beach site waterfall site. So the people those who are go there can enjoy the beach site by staying there for 2 days or more than 2 days. In this situation, the industry helps their client to enjoy the nature by staying at beach site. The resorts also sometimes will build at jungle site. Those who is interest for stay in jungle for get any deferent experience they can go there and stay there and at the same time can enjoy the jungle life.

The hospitality industry is famous for accommodation sector. They provide this sector with multiple categories. For example five star hotel, four star hotels, and three star hotels and so on. So those who are afford to pay the high fee they will choose their standard level hotel such as five star or four star hotels and those who are not afford to pay more fees only for the accommodations for a short period time will choose the lower level hotels. So its shows that this industry provide hotels for all the people according to their living standard.

Then glamour myth also a advantage of the hospitality industry. Is means the hotel industry offers you the chance to meet rich, famous and interesting people. So we can meet them at the place where go for rest but at the same time it brings benefit to us. Can get meet any famous person or any important person who are in the same carrier with us. For example, if I’m a business person I can get to meet any other business person who is carry on the same business with me, so I can develop my business very well and famous.

At the same time they can include scientists attending in-house conferences, foreign tourists, local business people and ordinary everyday citizens. Although you might be able to tell your friends that Hollywood’s hottest stars are staying in your hotel, you’ll probably have to stretch the truth a little to say that you actually talked with them. Celebrities might chat with you like an old friend, out of politeness, only when ordering room service, or not at all. Some may be jovial and even invite you for a drink, while others will treat you with the cool and fun.

Furthermore the hospitality industry provides the standard living for their client. They provide services with the standard level such as the rooms that they provide the foods that they provide. They provide the rooms with full furniture and all the equipment. So the client will happily can enjoy all the service of them. So they will satisfy with their service and may be the loyal to the particular hospitality industry. With the advantages of hotel Industry come the disadvantages too. The disadvantage of this industry is long and odd hours. This means that if the client or customer of that particular hotel doesn’t like early starts or late finishes, then the hotel industry may not be help them. They may make late to help the client purposely.

Besides that, pressure, high standards and deadlines also a disadvantages of the hospitality industry. Working for demanding clients and management is not the downside of working in hotels – for it is what the industry is all about – but you may find that the pressure of guest and management expectations are more stressful than you ever imagined. Pressure and deadlines are intrinsic elements of the industry and the best hotel workers thrive on conquering the challenges and obstacles placed in the way of personal and company objectives.

Culture problem also consider as a disadvantage of this industry. Most of the hospitality industry provides their service with the western style but it not suitable for all the clients of them. For example we can take the Malay religion, they cannot eat all the food especially pork at all and they can eat only ‘halal’ food so they face some problems. Then also must prepare with at least a special hall for their praying. Because Malays must at the correct time and must carry on the prayer at the special venue which is called as ‘surau’ if there don’t have mosque.

So some of the hotel or hospitality management sometimes never provides or forget to prepare all this things to them. Besides Malays, in our country the Indian are sometimes will carry on the vegetarian. So the hotels must prepare the vegetarian foods for them. But they never provide this sometimes. So the clients need to go out site of the hotel for find the foods for them. This shows that the hospitality industry never give important for their clients.

As the conclusion, the hospitality industry provides the good service for their client with their variety service. But still this industry needs to improve their service to archive the target of their industry. if they improve all this the customers will get happy and will enjoy with service.

Question 2

2.1: Find out the factors that affecting travel and tourism. Explain in detail?

Tourism comprises the activities of persons travelling to and staying in places outsides their usual environment for not more than one consecutive year for leisure, business and other purposes. The word staying suggests that tourists stay at least one night. However must acknowledge that day visitors make a huge contribution to the tourist industry and some regions and organizations choose to include day visitors in statistics. It is acknowledged by the World Tourism Organization that tourism is the fastest growing economic sector, bringing foreign exchange earnings to countries and creating jobs. Jobs are not only created directly in tourism but in related industries, for example in construction. Much tourism development occurs in developing countries, bringing economic opportunities local communities. There are several factors that affecting travel and tourism industry which influence the industry.

The first factors that affect this industry are technological factor. Nowadays the technology develops very well. So also develop in travel and tourism. The growth of e-commerce and new transportation affect the travel and tourism industry. Nowadays the travel system develops well for example the buses that use nowadays is full of air-condition service, with video and audio system. Travel and tourism has always been an industry that has made extensive use of new technology equipment. Central reservation system (CRS), the use of computers in travel agencies and sophisticated databases for marketing purposes are now ordinary. Increase in competition within the industry will force organizations to use new technology to the full. New developments in transportation make extensive use of new technology, for example the Channel Tunnel, the advances in aircraft design and opening up new long-hall destinations. Then more develop bus is super VIP bus. This is consisting of all the service to the passengers. So the passengers can enjoy the traveling period.

Furthermore, another factor is, the technology develops until the passengers or the customers can get the information of the travel and tourism industry in internet. The particular agency will update all the information in web so the customers can check easily all the information about their tour and can easily contact to the particular agency. This makes the agency famous among the people because all over the world can access their information and can consider to the particular agency. At the same time also help the customers to get all their information in detail and faster too.

Cultural and environmental factors also affect the travel and tourism industry. In the 1980s saw the emergence in Britain of a greater environmental awareness and a society that was beginning to take its health and fitness seriously. These factors are likely to remain important influences on travel and tourism developments in the future with so-called ‘green issues’ high on the agenda. The political aspect also affects this industry. The security concerns over travel have had a serious impact on the travel and tourism industry. Which are leading to increased business failures in certain situation if the government never invent in this industry. The government must provides all the services to help the industry such as prepare a good road for travel and railway tracks for the rails travel so the travel and tourism industry can easily can safely travel.

Then the choice of destination also affects this industry. Most of the customer likes to travel for a famous and enjoyable place. So they must bring out the travel and tourism to a famous popular place, which got a high demand among the people. Then choose of place should be according to the age group. If want to carry on a travel and tourism, must be a place where got a lots of fun and entertainment but if want to carry on for veterans means place should be suitable for them. So they can enjoy the travel with fullest and the affect also will be the positive type. Other than age group category there got other group category also, such as leisure customers, business customers, independent travelers, package holidaymakers. So the travel and tourism must be carrying on according to deferent types customers.

Besides that, the rule and regulation also will affect the travel and tourism industry. The travel that’s going to carry should be following the all the rules and regulations that the government stated and the particular place stated. So it will never affect the customers of them. For example, if the tourism place stated that cannot brings camera or video inside means they should tell earlier to their customer so they may follow the rules and will not affect the agency also. If not the agency may affected because did not follow the rules and regulation. While the customers’ also wont respect to the agency. At the end the customers won’t support for the particular industry.

The travel and tourism that going to carry on also should be suitable for the season. Because the customers are always like to travel to different destination in a different season. So should carry on the correct travel and tourism event at the correct season. If not it will affect alt the industry. The customer may not will support the agency because they are not giving what they want and they won’t satisfy with them at all. At last the food and beverage also will affect the industry, even is not a big issue and important in a travel and tourism industry. The foods that they provide to the customers should be good foods which is not expired or spoiled. If not the customer may get anger with their service and will get disappointment with their service. So if a travel and tourism industry wants to be success means, they should consider all the element of the travel and tourism. And must prepare earlier for everything with full of good service for their customer’s satisfaction.

Conclusion

http://t3.gstatic.com/images?q=tbn:ANd9GcSbpXEn1MNc3WlR1eNL_Y7lEYmix5zdVH5pPapH0B3n3gHJT1lhAs the conclusion, we have learnt about the meaning of hospitality and the stages of hospitality industry development from traditional to advanced stage and learnt that hospitality management means how to cater for people in a friendly and cheerful manner to enable the guest appreciate in services. Besides that, we have learnt about the meaning and the importance of housekeeping Department in hotel, motel, guest how we have learn about the interdepartmental co-operations among various departments of the hotel and the importance of hotel industry in our society. Furthermore, we also learnt the meaning and types of non-commercial hospitality management and the type of organization that is available. Lastly we have learnt and understood the meaning of the layout in hospitality industry and the necessary and important factors to consider when plan to establish this industry.

Bibliography

Website address

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Anon.,nd. The travel and tourism industry.[Online] Available at:< http://www.pearsonschoolsandfecolleges.co.uk/FEAndVocational/TravelAndTourism/ALevel/ASGCETravelAndTourism/Samples/Sampleunit/ASTTDoubleEdexcelUnit1.pdf> [Accessed on 15 March 2011

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