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The town of Bournemouth was established only 200 years ago by “a man named Tregonwell” in 1810 (Lambert, 2003). He was attracted by the natural beauty of the area and thus the first house with cottages was built (Lambert, 2003). In the UK the demand of trips to the seaside increased among the rich and middle classes by the end of the 18th century (Lambert, 2003). Hence, in 1836 the son of the first settlor “Sir George Tapps-Gervis decides to create a seaside resort at Bournemouth” (Lambert, 2003). Consequently, in 1837-38 the first villas available for hire as well as the “Bath Hotel” were constructed in order to accommodate Bournemouth first visitors. In the year of 1840 Bournemouth was accessible for the first time by the “stagecoach from Christchurch to London” (Lambert, 2003). Additionally, in the 1840s Bournemouth gains recognition as a health resort due to its fresh air, “moderate climate” and sea bathing (Walker, 2007). Bournemouth population grow to 695 by the year of 1851, the same year when “the Church of St Peters [was] consecrated” (Lambert, 2003). In 1861 the town?s first pier was built and the first paddle steamer started operating as a holiday exercise (Walker, 2007). Bournemouth became even more accessible by the year 1870 due to expansion of the railway network to the town. Therefore, Bournemouth received visitors mainly “from London, the west country, the midlands and the north” (Walker, 2007). As a result the population of Bournemouth increased to 16,859 by the year of 1881 (Lambert, 2003). More and more facilities were built, such as the theatre Royal in 1882 and the Boscombe Pier in 1889 (Lambert, 2003). In 1893 Britain?s first municipal orchestra was launched which gave concerts for the public in the Winter Gardens and on Bournemouth Pier (Walker, 2007). The population increased rapidly from 37,000 in 1891 to 59,000 in 1901 (Lambert, 2003). In the same time one and two week family vacations to seaside destinations became increasingly popular and Bournemouth expanded “from Victorian times onwards” due to the built of several large hotels, “former detached villas became upmarket boarding houses and later hotels” and “artisan housing became B&Bs” (Walker, 2007). Later in 1922 the Russell-Cotes Art Gallery and Museum was opened, followed by the Pavilion in 1929 (Lambert, 2003). Due to the Second World War an airport was built by Bournemouth 1941 and the first charter holiday flight took off for Palma in Majorca with 36 passengers in October 1958 (Bournemouth Airport, 2010). A new trend towards holidays abroad developed in the 1970s due to the introduction of affordable flights which led to fewer and shorter trips by visitors (Walker, 2007). As a result of that Bournemouth attracted mainly niche markets, such as “bowls, bridge, dancing, golf, etc.” themed holidays (Walker, 2007). In order to attract new markets a vast number of English language schools were established in the 1950?s and in 1984 Bournemouth International Centre opened for conferences and exhibitions (Walker, 2007). By the 1990s Bournemouth visitor trends have changed significant as a result of an increased number of licenses for “nightclubs and bars in central Bournemouth” which attracted each weekend “thousands of young people [aˆ¦] for the ?club culture?” (Walker, 2007). Corollary, Bournemouth became a “no go area” for previous visitors (Walker, 2007). Therefore, in 1998 the Streetwise Safety Centre opened (Lambert, 2003). Nevertheless, Bournemouth population grow to 164,000 by 2003. In the same year the Castlepoint Shopping Centre opened (Lambert, 2003) and in 2006 Bournemouth annual tourism award was inducted (Walker, 2007). However, in 2008 the construction of Europe?s first artificial surf reef began and it was opened in 2009 in order to transform the image of Bournemouth completely (Walker, 2007).

Thurot

To describe the evolution of a tourism destination such as Bournemouth theoretical models can be used. The first theoretical model used was established in 1973 by Thurot. He defined three phases which destinations have to pass through in order to develop (Pearce, 1989). In the first phase the destination is discovered by wealthy travellers and thus the first “international class hotel” settles in the destination (Pearce, 1989:22). In the second phase of Thurot?s destination development model “upper middle class hotels” develop (Pearce, 1989:22). Thus the number of tourist arrivals increases. In the third phase the destination losses its unique features and identity to new emerging destinations and therefore the number of middle class and mass tourists raised (Pearce, 1989). Nevertheless, Thurot?s model does not take in consideration a time frame. However, the development phases described are closely linked to the development and improvements in transport and therefore in affordable access to and from a destination (Pearce, 1989).

Bournemouth entered Thurots first phase in 1810 when it was discovered by Tregonwell (Lambert, 2003). In 1837-38 the first villas available for hire as well as the “Bath Hotel” were constructed in order to accommodate Bournemouth first visitors (Lambert, 2003). During that time only rich people had the time and finance available to travel. However, later Bournemouth developed into the second phase of Thurot?s model mainly due to the fact that Bournemouth got connected to the railway network in 1870 and therefore become easier to access for a lower price the visitors number Bournemouth received increased (Lambert, 2003). Additionally, one and two week family vacations to seaside destinations became increasingly popular in that time. Therefore the type of visitors changed. Bournemouth expanded “from Victorian times onwards” due to the built of several large hotels and “former detached villas became upmarket boarding houses and later hotels” (Walker, 2007). By the 1950?s Bournemouth entered the third phase of Thurot?s model due to the development of affordable flights to Mediterranean destinations which resulted in a decrease of demand for seaside towns in the UK (Leksakundilok, 2006). Therefore Bournemouth lost its original values of sea, sand and sun to the newer destinations. However due to the development of language schools, the Bournemouth International Centre and amenities Bournemouth managed to attract a large number of tourists which were mainly middle class and mass tourists.

Miossec

The second theoretical model used in this essay was published in 1976 by Miossec and is called the “Tourism development model”. Miossec?s (1976) model describes “the structural evolution of tourist regions through time and space” (Higham et al, 1996:76). Additionally, it identifies the changes of the “provision of facilities and the behaviour and attitudes not only of tourists and the host population, but also local decision-makers” within a destination (Higham et al, 1996:76). Miossec (1976) segmented its model in four “phases of development” (Higham et al, 1996:76). In the first phase the region is widely unknown to travellers, isolated, there are no or only few tourism facilities in the destination and the attitude of the local population towards tourism is diverse (Higham et al, 1996:76). However, in the second phase occurs an increase of tourism facilities and amenities within the region which leads to “the development of a complex hierarchical system of resorts and transport routes” (Higham et al, 1996:76). Additionally, the attitude of the host population towards tourism changes “to the point where it is fully accepted” (Higham et al, 1996:76). This could result in the development of planning controls by the local authority (Higham et al, 1996:76). In the third and fourth phase of Miossec?s (1976) model the awareness of the region and its attractions increases among travellers. Hence, the competition between single destinations within one region increases. Therefore, single destinations could “begin to specialise in specific activities and attractions” in order to gain competitive advantage (Higham et al, 1996:76). Corollary, the “character of the region” will change which could have a deterring effect on tourists (Higham et al, 1996:76). However, Miossec?s (1976) model does not explain the reason for the development of a region into the next phase.

Bournemouth was in the first phase of Miossec?s (1976) model until 1836 when the son of the first settlor “Sir George Tapps-Gervis decides to create a seaside resort at Bournemouth” (Lambert, 2003) which can be seen as the start of the second Phase. Before that time the region where Bournemouth is situated now was mainly heathland (Lambert, 2003). During the second phase the first tourism facilities were constructed such as villas available for hire and the Bath Hotel (Lambert, 2003). Additionally, in the year 1840 Bournemouth was accessible for the first time by the “stagecoach from Christchurch to London” (Lambert, 2003). The development “of transport as a means of increasing links between resorts and between resorts and tourism generating regions” (Prideaux (2), 1999:55) plays an important role in the development process of a region (Prideaux (2), 1999:55). Therefore in 1870 Bournemouth became linked to the railway network (Lambert, 2003). However, Bournemouth entered the third phase when tourist became more aware of the region and thus Bournemouth. By the “1870s and 1880s villages near Bournemouth grew rapidly” such as Boscombe, Springbourne and Westbourne (Lambert, 2003). Corollary, these single destinations within Bournemouth region developed their own tourism facilities and attractions. An example therefore is Boscombe which opened its Chine Hotel in 1874, St. Clements Church in 1873 and the pier in 1887 (Lambert, 2003). However, due to the development of cheap flights for instant to Mediterranean destinations Bournemouth and its region lost attractiveness and thus visitor numbers declined (Leksakundilok, 2006).

Butler

The third theoretical model used in this essay was created by Butler in 1980 and is called the “Tourist Area Life Cycle” (Page and Connell, 2006:31). Butler noticed that seaside destinations experiences 6 different phases of development over time based on visitor numbers (Page and Connell, 2006:31). A seaside destination will start off in the “Exploration” phase where the destination is first discovered by tourists and the visitor number starts to increase. Due to the growing number of visitors the destination will go over to the “Involvement”, than “Development” and after to the “Consolidation” phase until it reaches “Stagnation” (Page and Connell, 2006:31). These phases a part of a life cycle of a destination which can than go over into a “Rejuvenation” or “Decline” phase. In each stage significant changes can be observed in terms of the types of visitors, local involvement, impacts, supply and many more. Furthermore, the length of a stage various from destination to destination and is also dependent on the acceptations of the local population. Additionally, the S-shaped curve described in Butler (1980) Tourist Area Life Cycle model varies in shapes for different destinations due to a difference in competition, types of amenities, policies, accessibility, stimulation and many more. There is also the possibility of an interruption of the model caused by events such as financial crises, wars, epidemics and others.

Bournemouth Exploration phase started in 1810 with the discovery of the area by Tregonwell who built the first house with cottages there (Lambert, 2003). At this point Bournemouth was virtually unknown to travellers. However, in 1836 the son of the first settlor “Sir George Tapps-Gervis decides to create a seaside resort at Bournemouth” (Lambert, 2003). Consequently, in 1837-38 the first villas available for hire as well as the “Bath Hotel” were constructed in order to accommodate Bournemouth first visitors. During that time only the upper class was able to go on a holiday due to a lack in accessibility, time and disposable income, “facilities and local knowledge” (Destination Recovery Services, 2007). The main reason to travel during this period was for health reasons. Seaside destinations were considered as health resort due to its fresh air, “moderate climate” and sea bathing opportunity (Walker, 2007). Thus in the 1840s Bournemouth gains recognition as a health resort (Walker, 2007) and is considered to be in the “Involvement” stage. However, in 1870 Bournemouth got linked to the rail network and allowed therefore easier access for visitors especially “from London, the west country, the midlands and the north” (Walker, 2007). “The coming of the railway enabled people to travel further, faster and at a relatively affordable price.” (Page and Connell, 2006:30). Consequently, the type of visitors to the destination changed from rich and ill travellers to seaside family holiday makers. This stage can be considered as “Development”. Additionally, in this phase more and more facilities were built, such as the theatre Royal in 1882 and the Boscombe Pier in 1889 in order to offer a positive visitor experience (Lambert, 2003). The “Consolidation” phase in Bournemouth was characterised by mainly by the development of new visitor markets due to the change in trend of holidays aboard. Thus in the 1950?s Bournemouth?s first English language schools appeared in order to attract foreign students which was possible due to easy and affordable access through Bournemouth International Airport (Doyle, 2006). Consequently, the types of tourists in Bournemouth change from family holiday makers into low spend and mass tourists (Doyle, 2006). The visitor numbers in Bournemouth continued to decrease as well as the length of stay, thus Bournemouth was declining. The main reason therefore was the growing competition of Mediterranean destinations (Leksakundilok, 2006). In the 1970?s Bournemouth entered a phase of “Stagnation”. In order to overcome this issue the Bournemouth International Centre opened in 1984 for conferences and exhibitions (Walker, 2007). Additionally, Bournemouth started to attract young people to the town especially at the weekends due to an increase in licenses for nightclubs, bars and restaurants (Walker, 2007). Corollary, Bournemouth became a “no go area” for previous visitors (Walker, 2007). However, Bournemouth managed to rejuvenate in recent years due to large investments and the creation of all year long leisure amenities, such as the Bournemouth International Conference Bureau which was launched in 2003, indoor attractions for instant the Oceanarium and the Imax cinema and annual events (Bournemouth Borough Council, 2004). Additionally, Bournemouth invested in its seafront appearance, accommodations and transport sector. The result of that was an increase in visitor numbers from 300,000 in 1996 to 500,000 in 2000, tourism awards and the transformation into a metropolitan town (Bournemouth Borough Council, 2004).

Gormsen

The final theoretical model used in this essay was developed by Gormsen (1981) and is called “The spatio-temporal development of international seaside tourism”. This model concentrates on “the importance of local participation and local control” (Hotelmule, 2010). Moreover, Gormsen (1981) looked at the development process of tourism in seaside destinations in Europe (Pearce, 1989). Therefore, he concluded that the development of the accommodation sector “is an initiative of external developers in the early stages” (Leksakundilok, 2006:54). However, later the development process is replaced “by extensive participation by regional (local) and other social groups” (Leksakundilok, 2006:54). The model starts off with the tourism development on both sides of the English Channel. However due to the development of cheaper and faster transport and advances in technology tourism spreads out to the second periphery which represents the coastline of southern Europe, the third periphery which shows the development of tourism at the north African coastline, the Balearics and Canary Islands, and the fourth periphery symbolises destinations in west Africa, the Caribbean, the Pacific and in the Indian Ocean, South East Asia and South America.

Between the 1800?s and 1870?s the participation in tourism development of the local population in Bournemouth increased which is noticeable through the accommodations and facilities built to cater for travellers, for instance in 1837-38 the first villas available for hire as well as the “Bath Hotel” were constructed (Lambert, 2003) and in 1861 the town?s first pier was built and the first paddle steamer started operating as a holiday exercise (Walker, 2007). During this period only the Upper class could afford to travel. However, that changed with the development of a railway link to Bournemouth in 1870 (Lambert, 2003) which allowed an easier access and thus more people were able to travel. The development of the railway network was responsible for a change in attitudes toward travelling which corollary “changed the class structure of the English seaside holiday” (Page and Connell, 2006:30). Over time the number of tourism accommodation, facilities and activities increased due to a growth in local involvement in the tourism development process. By the 1900?s one and two week family vacations to seaside destinations became increasingly popular and Bournemouth expanded (Walker, 2007). With the development of cheaper transport and accommodation the type of tourist Bournemouth received changed from only upper class to middle class. However by the 1990s Bournemouth visitor trends have changed significant again as a result of an increased number of licenses for “nightclubs and bars in central Bournemouth” which attracted mainly the lower classes (Walker, 2007).

Conclusion

In summary, this essay showed how Bournemouth developed from a virtually unknown heathland region on the south coast of England to an award-winning seaside destination which receives hundred thousands of visitors each year. The main factors which enable the development of seaside destinations such as Bournemouth were identified as “improved access, via rail travel, improvements in social access to leisure time and the recognition of new investment opportunities in creating these coastal resorts” (Agarwal and Shaw, 2007:3). Furthermore, Bournemouth development was compared with four theoretical models of destination development. The first model used was described by Thurot (1973). It emphasises on three stages of development a destination has to pass through. The second model developed by Miossec in 1977 “describes a destination’s evolution based on spatial characteristics, transport, tourist behaviour and attitudes of decision-makers, and the community” (Dredge, 1999:778). The next model used was created by Butler in 1980 and is called the Tourist Area Life Cycle. Butler (1980) “illustrates the various stages a destination travels through, depending on the number of tourists it attracts over time” (Ryan and Cooper, 2004). The final model used was developed by Gormsen in 1981. This model concentrates on “the importance of local participation and local control” (Hotelmule, 2010).

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According to Tourism Philippines, Boracay is famous for its long white sandy beaches, and is also a popular outlet for water sports activities such as scuba diving, snorkeling, sailing etc. Other than the sandy beaches, Boracay is well known for the nightlife and party scene. There are numerous bars and clubs along the whole stretch of beach, mostly located at station 2 of Boracay. Spas are also readily at most places; you can even find freelance masseurs “patrolling” the beaches! (Tourism Philippines, 2008, Retrieved From: http://tourism-philippines.com/boracay-travel-guide/)

According to corporate.mozcom.com, “The best part of the island is its 4 km. White Beach, also called long beach by the locals. It is situated at the west coast between the villages of Angol and Balabag, and some experienced travellers claim it to be the finest beach of all Asia. The water is shallow here and its sand brighter and finer than most beaches in the archipelago. There are about 350 beach resorts with 2000 rooms to suit virtually everyone’s taste. There is accommodation of all types and price categories. Restaurants range form the native fastfood stalls to establishments that would satisfy even a gourmet. You can find beer joints as well as discos with amazing light and sound equipment.” (corporate.mozcom.com, n.d, Retrieved From: http://corporate.mozcom.com/dot/r6/borfacts.html)

Nestor P. Burgos Jr. of the Philippine Daily Inquirer states that, “DISCERNING travelers and tourists prefer destinations off the beaten track. But many of them still end up in the world-famous beach of Boracay Island in Aklan.” This is because of its white beach and fine white sand and crystal clear waters, according to Edwin Trompeta, regional director for Western Visayas of the Department of Tourism. “The beach and waters combined with the island’s nightlife make Boracay irresistible,” he says.

Despite controversies on land ownership and unregulated development, Boracay has drawn more tourists every year because of its famous white beach, consistently included in the lists of the best beaches in the world.

Furthermore, the global economic slump has failed to dampen tourist arrivals with new foreign markets and local tourists making up for the slack in visitors from countries hit hard by the world recession.

As a matter of fact, tourist arrivals on the island have been on the upswing for a decade. They are up from 554,181 tourists in 2006, 596,707 in 2007, 634,263 in 2008 and 649,559 last year. For the first five months of this year, tourist arrivals have grown by 12 percent, according to data from the tourism office of Malay town in Aklan.

Boracay’s peak season usually begins in October and lasts until May the following year

From January to May 2010, tourist arrivals reached 378,694, higher than the 337,664 tourists who visited the island in the same period last year and the 320,994 tourists who came in 2008.

The highest number was recorded in May with tourist arrivals reaching 101,349, higher than the 92,813 tourists in the same month in 2009 and 83,731 in 2008.

More than 600,000 local and foreign tourists visited the white sand beaches and various parts of Boracay during the period, more than 40 percent higher than the 2009 figure of around 470,000.

DOT 6 said they have recorded more than 230,000 foreign tourists in the island as of early October.

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This is good news amid the various travel advisories issued by several countries against visiting in the Philippines, the DOT 6 said.

The United States, Australia and United Kingdom had earlier issued advisories as precautions in traveling to the country in the wake of reported terror threats.

The tourism of Boracay is continuing to grow in fact, The News Today states that, “Boracay’s revenue, mainly due to tourism, has reached P 12.17 billion as of the third quarter, higher compared to last year’s figures.

Income from tourism in Boracay from January to May reached P6,961,683.28.” (Burgos, 2010, Retrieved From: http://newsinfo.inquirer.net/inquirerheadlines/regions/view/20100814-286677/Boracay-tourism-still-up-amid-woes)

Tourist Attractions and Activities in Boracay

According to travelnet.com, Boracay is famous for the following:

Beaches / White Beach

Boracay boasts of a sugary white sand beach and azure blue waters. The best part of the island is the four-kilometer White Beach known to be the “finest beach in the world.” The surrounding water is shallow and the sand is finer and brighter than most beaches in the archipelago. White Beach is so, soooo fine, it feels like treading on miles of baby powder!

Aquasports

The island paradise of Boracay is a perfect place for watersports. Here, you can partake in a smorgasbord of exhilirating aqua action – from swimming and snorkeling to scuba diving, windsurfing, sailboating, kayaking, boardsailing, and boating.

Nature Tripping / Eco-Adventure

World-renowned Boracay is an adventure island ideal for island hopping, hiking, trekking, caving, mountain climbing, biking, and horseback riding. Trekking and mountain biking can bring even the intrepid to the island’s quaint interior villages and to the edges’ scenic rocky cliffs, discovering along the way many hidden coves with isolated beaches far from the

tourist crowd.

Boardsailing at Bulabog Beach

On the eastern side of Boracay Island is Bulabog Beach. It is a boardsailor’s mecca that draws enthusiasts from all over the world, especially during the peak season from November to March. In January, it is the site of an International Funboard Cup.

Paraw Regatta

Sailboating and kayaking are popular sporting activities, with Boracay playing host to the annual Paraw Regatta, an international sailboat race that makes use of the native outrigger.

Diving

Dive sites surround the island and are learning venues to both novice and professional divers, guided by competent instructors of the many dive shops that operate in the area. For trueblue scuba diving enthusiasts, Yapak in Boracay is a great deep dive.

Recreational Sports

Laid-back Boracay is the perfect venue for golf, tennis, bowling, even beach volleyball. Top-of-class amenities for these activities are available in the island. For golf bugs, Fairways and Bluewater Resort Golf and Countryclub has an 18-hole championship course.

Partyhopping

The code in Boracay is strictly informal. Walking barefoot than shod is the rule rather than the exception. Swinging discos have the beach for a floor, giving dance a new twist. From dusk to dawn, the island turns into one big party place where everyone is welcome to join in.

Mambo Number 5

For the adventure-driven, “Mambo Number 5” is a little bit of boating and wind surfing, a little bit of scuba diving, a little bit of trekking, a little bit of mountain biking, and a little bit of golf.

Shopping

Bargain shopping is a joy of a diversion while in Boracay. Souvenir pieces provide endless possibilities, from trinkets and native accessories made of shells and semi-precious stones to exotic or contemporary beach wear and fashion artworks.

Dining

The taste of the 6th Region, to which Boracay belongs, is quite simple. Charbroiled chicken is common fare. Another favorite dish is raw fish marinated in spicy vinegar. Dining is no problem in Boracay, with most resorts having their own restaurants that serve both Filipino and international cuisines. Small snack bars line the island.

Relaxation

Diversions are not a problem in Boracay, with leisure activities calendared throughout the year and amenities offered by some 350 tourist establishments. The island is ideal for beachbumming, relaxing, and simply lazing around. At the end of the day, unwind with a relaxing massage. The island never runs out skilled masseurs offering massage services by the beach. For a more luxurious treat, visit the new Mandala Spa.

Boracay Boardsailing

The picture-perfect tropical island of Boracay offers flat-water speed sailing, wave jumping, and longboard cruising. White Beach, shielded from the amihan, or northeast monsoon, is for beginners. Bulabog Beach, on the other side of the island, has ideal conditions for speed, slalom, and high-wind shortboard sailing. It is also the site of the annual Boracay International Funboard Cup. Tabon Strait has superb high-performance sailing, but there is a real risk of being swept away, so this site is for skilled sailors only.

Tibiao Whitewater River

Rising near the peak of Mt. Madja-as, the Tibiao River descends almost 2000m on its short but tumultuous journey to the sea. The lower section of the river, known as the “Chicken Run”, is grade 3; the more difficult upper section reaches grade 4. The Tibiao has all the classic features of a tropical whitewater river, with rich vegetation hemming the banks, views of rice terraces, spectacular falls and clear water. The river is close to Boracay and easily accessible.

Natural Formations
Beaches / White Beach

Boracay boasts of a sugary white sand beach and azure blue waters. The best part of the island is the four-kilometer White Beach known to be the “finest beach in the world.” The surrounding water is shallow and the sand is finer and brighter than most beaches in the archipelago. White Beach is so, soooo fine, it feels like treading on miles of baby powder!

Festivals
Ati-Atihan (second weekend of January)

January is the time to hang loose in Kalibo, the “Land of the Atis” and the gateway to Boracay. For all of three days, it celebrates the Ati-Atihan Festival – where frenzied streetdancing is performed by costumed and black-sooted “tribes” as they wend through the main streets from dawn until the witching hours. Ati-Atihan commemorates the 13th-century land deal between ten migrating Bornean chieftains and the aboriginal Ati King Marikudo. It also honors the town patron, the infant Santo Nino. To the accompaniment of hundreds of lyres and drums, merrymakers throw all inhibitions to the wind as they join the tribes in a mad jig punctuated by rhythmic shouts of: “Hala bira! Puera pasma! Hala bira! Viva Santo Nino!” (Loosely translated: “Let go! Don’t get sick! Let go! Hail the Holy Child!”)

Paraw Regatta

Yearly, Boracay Island plays host to the Paraw Regatta, an international sailboat race that

makes use of the native outrigger.

International Funboard Cup

A music and dance festivity depicting the history, folklore, and traditions of the Lobocanons. Bolibong Kingking is a term applied to the drums and gongs and their rhythm used to accompany the supplication dance ritual in front of the Image of Our Lady of Guadalupe, the 2nd Patron of Loboc.

Pana-ad sa Loboc (Holy Thursday & Good Friday)

Bulabog Beach, situated on the eastern side of Boracay Island, is a boardsailor’s mecca that draws enthusiasts from all over the world. Every January, it is the site of an International Funboard Cup.

Marketing Boracay

A study was undertaken for the International Finance Corp. (IFC) by a team of Filipino and German consultants to improve and develop Boracay to make it a world-class tourist destination. According to this study, the plan is achievable and through this, the island of Boracay can compete with other world-renowned beaches like those in Phuket, Thailand and Bali, Indonesia.

“The plan is to redesign the marketing strategy to make the island more visible and accessible to tourists from around the world,” declared IFC Country Manager Vipul Bhagat. Boracay is presented as a haven of good investment opportunities, paying attention to strategic tourism marketing and promotion so as to invite and persuade more tourists into visiting the island.

http://www.mb.com.ph/node/61659

The study emphasizes the major changes which are intended to be done and implemented to develop, sustain and make Boracay a major destination for big-ticket tourism. These changes include the “transfer of solid waste management facility from Boracay to Caticlan; the construction of low-cost mainland housing to ease migration and congestion in Boracay; improved transport facility between Boracay and Caticlan; development of Caticlan’s airport and marina; a Caticlan-based full service hospital to respond to emergencies, and; an agro-industrial center in Caticlan with ice and cold storage facilities and a public market.” Issues like migration, zoning, lack of health facilities and medical personnel, visual and noise pollution, solid waste and water management, energy supply and intra- and inter-island transport are also addressed. In addition, the building of educational facilities offering tourism-related services, environmental management and eco-tourism in Caticlan was also recommended to raise the awareness of the locals to continue preserving, sustaining and developing the island that is considered as one of the Philippines’ most treasured and precious natural resources. .

To start with the marketing and strategic management development, the IFC conducted a web marketing seminar for local officials and businessmen to improve and hone their skills and utilize the use the Internet to market Boracay and improve and build-up its image. A separate forum for potential investors was also held in Manila.

The service provided by One World Hotel is called ONE Service. Hotel guess can simply push the special ONE Service button through guess room telephone to request for any service. The services include housekeeping, maintenance, concierge service and food & beverage. Before arrival, the hotel’s concierge team connects guests to a dedicated Web Site that provides insider information about Malaysia, for example where locals eat, where guests can pick up local products and suggested activities. Guests can also send personal emails to the Concierge team to help tailor an itinerary ahead of the visit. Full access transportation is available through the Concierge, which includes transportation to and from the Kuala Lumpur International Airport. The hotel also provides free shuttle service to interesting places in Kuala Lumpur, which includes the nearest Light Rail Transit (LRT) station in Kelana Jaya, Sunway Lagoon Theme Park, KL Sentral Station and Petronas Twin Towels. Other services include babysitting/childcare service, limousine and taxi service, laundry and valet service and foreign currency exchange.

There are multiple facilities available in One World Hotel. For wellness and recreation, it has fully equipped fitness centre with professional coach and complete with sauna and steam rooms for both male and female, outdoor swimming pool, spa and massage, 2 floodlight hard tennis court and 2 artificial grass tennis court. For conferences, theme parties, business meetings and weddings, One World hotel has a business centre, more than 5000 square meters of meeting space, pillar-less Imperial Ballroom which covers 3100 square meters which is partition-able into three separate ballrooms and can accommodate up to 2000 people for banquets and 3500 persons theatre-style, an extensive foyer for pre-function facility complements the Imperial Ballroom which also has its dedicated entrance from the lobby level of the hotel, 15 versatile function rooms suitable for groups of 20 to 350 people for meetings, private dinners and weddings, 3 individual holdings rooms for dignitaries and a secretariat room are also available. Other facilities include up to 1000 basement parking lots for the convenience of hotel guests, non-smoking rooms and wheel-chair accessible rooms,

Besides services and facilities, there are three innovative restaurants in One World Hotel., such as Cinnamon Coffee House, a restaurant of vibrant taste, sight and sound, embodying local and international cuisine experiences in a single venue, Zuan Yuan Chinese Restaurant specializes in authentic Cantonese cuisine and Kura Japanese Restaurant reflects the genius of Japanese cuisine with an exquisite mix of rare treasured delicacies. There are also a few entertainment venue in One World, The Sphere Lounge is the perfect place for business or social gatherings with its sleek, modern design, yet cosy atmosphere, Poolbar and Grill is best for the hotel guess who like to soak in the sun enjoy exciting thirst quenching beverage, snacks, light meals or wellness cuisine, Long Bar is a place for nights of fun and entertainment in a trendy atmosphere and Havana Club is a special place for cigar lovers.

The nearby attractions of One World Hotel include 1 Utama Shopping Centre, Sunway Lagoon Theme Park, Petronas Twin Towers, National Science Centre, Lake Gardens, Kuala Lumpur Bird Park, Bukit Utama Golf Club, National Monument, Orchid farm, Batu Caves, Central Market, Chinatown, Suria KLCC and Genting Theme Park.

INDUSTRY ANALYSIS
Current Situation and Trend

Hotel business particularly has been badly affected by the global economic crisis in year 2008. This is because during the economic downturn, most corporate companies will introduce cost saving measure, especially ban on travel and stop on meetings, conferences and training sessions which mostly take place in hotel. Furthermore, leisure business is also affected as families do not want to spend extra on holidays due to jobs insecurity.

The economic downturn caused serious effect on choice of hotel, those budget hotels will win in the competition with luxury hotels during tough economic times. Corporate will make fewer, shorter and cheaper business trips, business travelers will care less on luxury instead they are concentrate on whether the hotel deliver the basics, such as good Wi-Fi access, an efficient check-in and a quiet room, rather than lavish facilities such as superior class restaurants, gym or spa.

It is a time of real opportunity for budget hotels to expand on market share. However budget hotels still need to compete on more than price, this is because despite the downturn, travelers still expect to have a good service. In other world, offering a highly customized services that generate a positive impact on guests makes them return and establishing a solid long-lasting ties.

Performance Review

One World Hotel has prevailed and successfully established its name within the increasingly competitive hotel market. However, like most of the hotel, One World Hotel was hit by the global economic downturn. Its revenue declined by 15 percent from RM 64 million posted in 2008. (Business Times, 2010) Despite the economic downturn, One World is facing competition from nearby 5-star hotels such as Armada Hotel, Saujana Hotel, Eastin Hotel and budget hotel such as Tune Hotel.

Due to time consuming, our team assessed the existing service performance of One World Hotel based on consumers’ independent hotel reviews and comments shared by a few travel sites such as TripAdvisor and Agoda. In order to have a more accurate and actual data, the hotel is highly recommended to conduct a market analysis survey to evaluate what is the reason behind the business decline. From the assessment, they can find out the percentage of which category suffer more losses due to economic downturn, whether it is business traveler or leisure traveler and their preference and trend.

In this proposal, our team assumes that due to economic downturn, the losses of business traveler are equal to the losses of leisure traveler.

Key Issues (SWOT Analysis)

In order to fully recover from economic downturn and thrive in the coming years, One World Hotel must assess its overall strengths and weaknesses as it moves forward through the new millennium. The following SWOT Analysis shows some of the strengths and weaknesses of One World Hotel and also some opportunities and threats that await the hotel.

Strength

One World Hotel is a well established hotel with great architecture and facilities. The room is very comfortable and spacious; the hotel is well kept and clean. One World is in a great shopping location adjoining a huge and great shopping mall with everything you need, One Utama. One World also has seven innovative restaurants to cater the customers’ need.

Weaknesses

From the customer review, the front desk service is rather poor and the check-in process is quite slow, customer service staffs may need some training. One World also lack of after sale service. One World has a high room rate with an average room rate of RM310 which may become a problem when price is a concern. One World is not convenient if hotel guest need to go anywhere in Kuala Lumpur because the hotel is not in the city centre, an hour is needed to get to the KL Central and there is no light rail transit (LRT) within walking distance. Although the hotel provides free shuttle service, the endless traffic is also a problem.

Threat

Global economic crisis in year 2008 was a major blow to the hotel industry, a similar situation may occur again and could result in another downturn. Competition from other luxury and budget hotels also poses a threat to One World

Opportunity

One World Hotel should turn the impact of last two years into opportunity. One World should find a new market strategy instead of competing in the red ocean. An economic downturn may be an opportune time if One World provides value those customers expect and where possible, exceeds their expectation. New products and services can be developed by One World.

IMPLEMENTING BLUE OCEAN STRATEGY
Reconstruct Market Boundaries

As sales declined by 15%from $64 million posted in 2008, a mix of desk research, qualitative and quantitative research is strongly recommended in order to understand the underlying trends. Problem happens whenever ideal state is differs from actual state. Typically, a proper plan research answers most of the questions and leads to conclusion, recommendations and decision that solve the problem and identify the market opportunity. One World Hotel management should allocate resources for this survey prior to reveal actions. However, our team members would like to diagnose this scenario base on some customer post purchase evaluation shared in website. No doubt, it is subject to data distortion and difficulty to interpret due to small number of sample size, but it is a practical approach to provide at least some information when resources are limited.

Given that there are more than 50 hotels (range from budget to 5 stars) serving business and leisure traveler in this area, a value curve of Petaling Jaya Hotel Industry in year 2008 is drawn in order to understand the current state of play and develop a strategy canvas. Customer- perceives performances in most of the service attribute are counted and measured scaled relative to competitors. For instance, price, convenience, facility and hygieneThis showed us the competitiveness across entire market. The objective for both luxury hotel and budget hotel are charted in the value curve. In this case, luxury hotel is interpreted as an upscale hotel and costs more than the average accommodation RM180 per night. Those below RM180 are categorized as budget hotel.

Figure 1: Value curve of Petaling Jaya Hotel Industry in year 2008.

From Figure 1, luxury hotels offers a list of “Stars” quality services including lavishly decorated room and modern facilities which provide extraordinary experiences that exceed customer expectations. This hospitality industry is not solely selling rooms or beds but customers’ satisfaction, the overall services provided by those luxury hotels in Petaling Jaya are barely meeting customers’ expectation despite of it is a key factor for these hotel to success.

Figure 2: One of the comments shared in internet. Source: http://www.tripadvisor.ca,25th September 2010

On the other hand, budget hotels score lower in quality services offerings. Their beds are less comfortable but located in city center areas which are a few minutes’ walk from bus stop, bus station or MRT station. Their target market is more constrain in “price” and they have less expectation for hotel. For them, hotel is only “a place to sleep”. Obviously luxury hotel and budget hotel are targeting at two different market segments.

Figure 3: Value curve of luxury hotel in Petaling Jaya indicating the One World hotel relative performance across hotel’s industry competition factors.

What is the strategic group from the perspective of One World Hotel? We identify 3 luxury hotels located in Petaling Jaya area namely Eastin Hotel, Hotel Armada Petaling Jaya and The Saujana Kuala Lumpur hotel. Obviously, One World Hotel which is widely accepted as luxury hotel is offering typically product attributes as compare to their competitors hence difficult to stand apart from the market place. Drawing a strategy canvas is not an easy job; however the management should reconstruct the competitiveness position in order to outcompete from other luxury hotels. But, the question is “How?”

Visualizing Strategy

To win the future, One World required a switch from existing approach of competing with their rivals like Eastin, Armada and Saujana Hotel. Instead of looking at current strategic position in this market position and caught up by operation detail, we shift our attention on the big picture. Like most of the business environment, One World is exposed to heterogeneous market. Looking at the location and business activities around the area and analyses the need why customer tend to stay around that area, we prioritized the target market for One World to be business trip customer. Due to the heavy traffic at its’ surrounding, it is unlikely that customer will choose this area for vacation. It is not convenient to go in and out of this area frequently and One World chooses not to challenge with this factor. Same goes for Bed and Room size and since they had invested on the hotel recently, changes are minimized to avoid modification cost. The exclusive characteristic here is well-off for shopping and surrounded by variety of food. Temptation for the business trip’s customer to stay within and opt for shopping or eating after work is high and these can be good reasons why customer chooses this area for their business trip. Other services like free shuttle and concierge shall be maintained.

From our survey and after a lengthy discussion over the competitive factors, we have discovered attributes which should to be raised, reduced, eliminated and created.

Figure 4: A side to side comparison on One World product attribute before and after implement Blue Ocean Strategy.

For this market segment on consumer needs and wants, consumer commonly aim for comfortable and convenient. They will not have ample of time to do their personal activities like shopping during their business trip. Therefore, it will be helpful if information on shopping center or food is simple, clear and easily accessible. To provide the additional convenience, One World can increase their services as information provider through internet. Kiosk and on-line station must be widely available at strategic area such as the lobby and main alleys within the hotel. For those customers who are not vice verse or dislike this gadget may approach the help desk, whereby the customer service may provides clear and detailed instruction.

Eliminate
Raise

Gym, Spa, sauna, massage and steam rooms

Help Desk service

Tennis court

Quick Information-Kiosk & Internet

Reduce
Create

Room rate

Personality

Number of Restaurant

Food variety

Affordable room rate

Butler service

Figure 5: Eliminate-Reduce-Raise-Create Grid for One World

One World should also prepare special butler upon request for this service at small fees to bring their customer around. This group of service staff needs to always keep up to date with the latest information for all the retail outlets as it is part of unique task to carry out. Customer satisfaction in this area of service should be their performance measure.

By targeting to raise the attribute of convenience of shopping and customized service, existing facilities on restaurant shall be reduced. With this reduction, it will provide benefit of space for kitchen, cashier and storage which will facilitate cost reduction. Maintaining only one restaurant in One World, this restaurant shall be equipped with special service where dine in customer are able to order food from external restaurants. The idea is to enable the customer to have variety of food and experincing it on the same table. Customers can order their food through special menus including Japanese, Indian, Korean, Mexican and more food from the restaurant nearby and delivery service will be provided right to the table. This service shall be planned in a way that only hotel guests are entitled for the same price of the food as if they buy it from the original restaurants. With this, food provided from One World itself is less but the hotel guests will access to more selection. Profit from food can be gained from the alliance restaurants, plus saving gained from reducing the maintenance of restaurants and the additional space.

On top of this, to achieve Blue Ocean marketing strategy, One World shall eliminate facilities like gym, spa, sauna, massage center, steam rooms and tennis court as to build One World into more focus hotel. All the eliminations as well as reduction in the maintenance of facilities to be carried out at One World will obviously cause the current status of 5 stars drop. However, this shall not be the limiting factor for us to pursue their new opportunity of Blue Ocean. One World shall disregard the common stars standard to customize their service so as to provide their customer on the benefit that they are looking for. In other word, One World is look up for a different standard of 5 stars hotel with only 3 stars price!

Area of focus which One World must raise is the training and minimal investment in database system. This is required as a tool for staffs to provide ‘personalized’ services. Every customer is precious and they shall return with ‘known identity’. For instant, customer’s name, preferences on food, interests on shop and more can be captured in the hotel database. All these information may help the customer service to prepare for appropriate information when the returned guests placed their booking before arrival. Through this way, it can help the staff to provide ‘personalized’ service. In addition, the service troop must be well fitted with appropriate social skill in providing their customized services.

To extend their market, One World can tailor their price to affordable rate if customer required staying for longer period. For stay which is longer than 7 days for example, this can serve as special package or discount. By doing this, their frequency in customizing work for different customer can be reduced and at the same time secure the business. This attribute of adapting special package price may help to open up market for loyal customers especially for the expatriates.

All the changes as describe above must be communicated to all levels of staff and ensure that all are aligned with the same goal. System such as incentive or reward system and suitable performance measure must be in place for operation and management. On top of this, continuous training and motivation are equally important to raise these attributes and sustainability at the highest service standard.

Reach Beyond Existing Demand

One World previous niche marketing strategies that focuses on price exclusivity had created a very small target market. In times of recession, this group of people has become smaller. Moreover, some of them might reduce some unnecessary expenses. Besides maintaining current market, One World has to reach beyond existing demand. In doing so, the new One World has to understand the needs and reach out to the three tiers of Noncustomers.

The first tier of noncustomers, are hotel patrons that are usually in search for packages with value for their money. These people are ready and prepared to migrate whenever there are better offers. They will stay in One World if there is value for their money and are more than willing to switch to nearby hotels such as Eastin Hotel if Eastin Hotel has more to offer.

The second tier of noncustomers is people who will usually use hotel service but chose not to visit One World. They may be environment travelers who like to be close to nature. Hence, this group of people will select hotels that are close to nature. Until and when One World has something that fit their criteria that is close to nature, One World could not reach out to these groups.

The third tier of noncustomers, are those who never think of One World market offerings. They are the house tenants especially the expatriates in Malaysia. The expatriates are in search of a warm and homey place to stay. One World definitely has something that can be tailored to suit their needs.

Hence, we searched for some common ground and found some key commonalities across the three tiers of noncustomers and existing customers. They are price, convenience, facility, food, leisure, room size, hygiene, shopping facility and other services such as receptionist, after sales service and personalized service.

One World can reach out to the expatriate market, the third tier of noncustomers. Often, these expatriates come alone and were given a huge budget as housing allowances. They may be seeking for a place with a good and convenience location as they are not familiar with the place. As their appointment may only be as long as a year or two, they are not too particular in searching for some real house.

This offers opportunities to One World. One World can offer the same product as a landlord or land lady can offers. A place called home. Adequate room size with good hygiene and perfect quality bed is exactly what these expatriate are looking for. Instead of renting a big condominium for a single person, and having to clean the house themselves, these expatriate can opt to have it all under the roof of One World. These expatriate can have the same satisfaction from renting a house when staying in One World.

Third

Tier

Expatriate

Tenants

Second

Tier

First

Tier

Oneworld

Market

Figure 6: The Three Tiers of Noncustomers

Moreover, One World strategic location that connects to the shopping centre and food outlets offers convenience to the expatriates. With One World connections to the various outlets in One Utama shopping centre, the expatriates can spend their leisure time utilizing the sports facilities and gym in the shopping complex.

By entering to tenancy contracts with the expatriates, One World can be sure of their room occupancy and this guarantees some fixed income for the hotel. One World can allocate some rooms with various types for this long term occupancy. One World sales team can approach the multinational company to sell the concept ‘everything you need in one place’.

Get The Sequence Right.

One World hotel will provide upmost customer focus service – makes customer feels like home at an affordable price. The concept of feeling at home at hotel at an attractive price will compel customers to choose One World hotel as their first choice. One World hotel should strive on customer productivity, simplicity and convenience to attract mass customer. One World hotel new concept focused on the “personalized” service of customer. Every customer visited One World hotel will have the anticipation of returning with a “known identity”. Customer’s name and contact is common information which hotel may store. One World hotel shall go one more step further by storing not only customer name but also customer request such as need to have iron and ironing board on each trip, additional pillow, special design of pillow, or even the need to have a room with window facing east for Feng Shui purpose. All the previous information will be utilized during the next visit whereby the hotel can have preunderstanding on customer and prepare the required service.

One World hotel can strive to be different from other hotel by simply changing the way customer is usually treated. Providing good customer service is a norm in hotel industry but One World Hotel can provide service and care like family.

For example, it is a general practice that when a customer does not check in after 6pm and do not left an instruction that he or she will be checking late and provide credit card information to secure the room, the room reservation will be cancelled automatically. One World hotel can provide a service whereby all room reservation will be treated in such a way if a customer do not check in after 6pm, the hotel staff will contact the customer to obtain information regarding the customer arrival in order to ensure the customer will have a room upon arrival.

The kiosk or on-line station to facilitate customer’s shopping shall be user friendly whereby customer can learn to use in less than 5 minutes. This will encourage customer to utilize the technology to enable them to have a comfortable stay in the hotel.

One World hotel shall aim for strategic price lower than luxury hotel and comparable with budget hotel. By eliminating facilities mostly unused by mass customers, One World can maintain a low cost operation. By reducing facilities example gym and tennis court, One World can provide an economical price to customer and maintain a low cost to run its business. Investment in training of service troup (intangible) shall be much lower than upgrading or maintaining facilities which are not the main focus of customer. One World hotel can make offer to companies by providing room reserved specifically for their company with a lower price on the condition the company has to pay for the room for entire year. This will benefit the company if the company frequently send employee to stay in the area for business trip. Thereby, the hotel will not be fully dependable on seasonal customers. One World hotel can utilize the ‘slice share’ concept by offering their function hall, conference room or ballroom up for company reservation. One World hotel can offer to provide discount for customers who successfully recommend their friends or family to stay at One World hotel. This will enable One World hotel to achieve strategic pricing.

Adoption hurdle on execution of the new concept of treating customer like family members and providing “personalized” service while eliminating facilities such as gym and tennis court is the risk of having customer which required the facilities such as gym and tennis court. Thereby, One World will provide gym facilities by providing transportation for customer to nearest gym and sports recreation. Since the percentage of customer which required such facilities is less, thereby this will reduce the cost of purchasing gym equipments and the maintenance fees. One World hotel new goal is to aim for value innovation rather than facilities innovation. Another adoption hurdle is One World hotel need to convey their company mission to their employees as the new concept mainly focus on customer service which is dependable on employees effort. Thereby, One World hotel need to have a comprehensive training on friendly and effective customer service. One World can incorporate classroom training and apprenticeship program.

Instead of using facilities to attract customers, One World hotel shall focus on providing friendly and efficient customer service. This can be achieved by performing an assessment on the manpower in order to utilize their resources including hotel staff whereby they can reduce their direct labour cost.

Overcome Key Organizational Hurdle
3.5.1 Break through the Cognitive Hurdle

To convince the managers that there is a need for strategic shift in the hotel, they need to be really exposed to the problems faced by the hotel guests. So far, most of the comments and complaints are received either through front desk suggestion boxes, or online travel forums such as TripAdvisor where guests may post comments about their recent stay. However, there are significant numbers of guests whom may be very unhappy about their stay, but never gave any feedback to the hotel management. They just never come back. A check on the travel forums reveals that many guests are happy with the facilities provided by the hotel (except for the wireless internet), but have mixed feedback when it comes to the hotel’s customer service.

To bring out the real issues faced by guests and make sure the managers see them, a “Mystery Guests” program could be carried out. 20 participants would be secretly selected and invited to stay at the hotel for a given amount time. All expenses would be paid by the hotel. These Mystery Guests would be given instructions to evaluate the service provided by the staffs, making complaints to certain quarters, demanding for certain services to be provided etc. At the end of the program, a face-to-face meeting between the top management, department managers and the 20 Mystery Guests would be called. The Mystery Guests would then spell out their evaluations on the services received by them. Instead of going through the Communications Manager, we expose all the department managers to the comments and complaints from the guests. Through this, we would be able to convince the managers that a strategic and organization-wide change is imminent.

3.5.2 Jump the Resource Hurdle

To overcome the resource hurdle, we need to identify where are the hot spots and cold spots, and perform horse trading for the resources. In One World hotel, one possible hot spot is the staffs’ hospitality training. Guests are responding that the staffs’ services are good on one occasion, and horrible on another. These inconsistencies have caused much annoyance to regular guests who could not expect what will be the service level in their next visit. With more focus on the consistency of high level of service, guests can expect great service from every staff, every time. This activity does not necessarily involve high resource input, as much of the training structures are already in place. What need to be done are some adjustments in the training program to ensure the consistencies in the staffs’ service level. Front office’s staffs are also crucial in ensuring guests have a great experience the moment they enter the main entrance. Many guests made comments on the front office’s service, with mixed reviews on their performance.

Cold spots can be identified in the maintenance of some of the hotel’s facilities such as gym and tennis courts, and the operations of the hotel’s various kitchens. The resources invested in these activities are meant to provide more facilities to the guests, but these can be met through other methods such as the partnerships with One Utama’s restaurant and gym operators as explained above. By removing and reducing these activities, many resources can be redistributed to other critical areas of the hotel, such as ensuring perfect maintenance in the rooms for better sleep quality of the guests.

3.5.3 Jump the Motivational Hurdle

To overcome the motivational hurdle, we need to identify the kingpins of the hotel and manage them in a fishbowl. The kingpins of the hotel may be the department managers, who are each in charge of all the other employees under their respective departments such as Marketing, Front Office, Housekeeping, Food & Beverage, etc. These managers are essential in executing the blue ocean strategy, which requires them to be carefully managed by the top executives.

The respective department managers should be managed in a fishbowl, in which each manager’s performance could be transparently seen and gauged by others. A weekly meeting consisting of the top management and all department managers would be held to engage these kingpins. Their performance would be transparently appraised where performers would be rewarded while laggards being taken proper actions.

3.5.4 Knock Over the Political Hurdle

To overcome the political challenges inherent in implementing strategic change in an organization, the top management needs to identify who might be the angels and devils within the hotel.

Firstly, the General Manager needs to secure a consigliere in the top management whom will be having the duty of surveying the grounds, understanding staffs’ emotion and identify those who would oppose the new strategy. The consigliere needs to be one highly respected by all the staffs and could help the General Manager navigate the treacherous water of implementing new strategies. He or she will also help identify who the devils and angels may be within the organization.

Angels in the hotel could be the Marketing and Finance departments, as th

1.0 Introduction

1.1Definition of Tourism industry

Tourism refers to the movement of people from different social and cultural background travelling out of their usual environment staying in a different place for business, personal, or professional reasons. These people are commonly referred to as tourist. Their actions in the country they visit affects the local economic market as they carry out their activities, as most of which may require them to spend money thus increasing the expenditure in the local markets which in turns boosts the GDP of the respective country (Media.unwto.org, 2014b). Therefore the tourism industry is formed to cater to the needs and demands of locals and tourists in terms of products and services and is defined as such in this report.

1.2 What does the tourism industry mean to Singapore?

As Singapore lacks natural resources, the tourism industry serves as an integral factor that acts as a crucial pillar for the economy of Singapore. It contributes an estimated 4% to the gross domestic product of Singapore and also provides jobs to about 160,000 people. The tourism industry serves to reaffirm Singapore’s position as a global cosmopolitan city that is dynamic, able to cater to the locals’ and tourists’ demands for leisure, entertainment, giving consumers enhanced quality and diversity in terms of leisure creating a wider range of options creating a vibrant living environment that Singaporeans can proudly call home (Stb.gov.sg, 2014).

2.0 Economic Impact Analysis

Four types of Economic Impacts that Tourism have on the economy

1-Direct contributions

Tourism’s direct contributions are results of revenue earned from tourists’ expenditure by businesses like hotels, restaurants, retail outlets, transportation services, cultural / sports and recreational services.

2-Indirect contributions

Some of the indirect contributions derive from investment spending from the businesses of the travel and tourism, Government expenditure in the form of investment to improve or enhance the industries.

3-Induced contributions

The direct and indirect employees involved in this sector then in turn contributes to the consumption by spending their wages on food and beverages, recreational activities, clothes, housing and household goods.

4-Total contributions

Therefore the total contributions from the direct, indirect and induced contributions will in turn affect the GDP and the employment rate as they affect various factors of the GDP equation which also affects the production rate thus increasing the GDP and employment rate in a situation when there is an increase in revenue and demand from tourist and with certis paribus assumed.

2.1 Contributions to Singapore’s GDP

The latest press release by UNWTO World Tourism Barometer, shows that expenditure receipts international visitors spent on food and beverages, services, entertainment, accommodations and much more totaled up to an estimated SGD$ 1,455 billion during 2013. And that the growth rate of receipts experienced a 5% increase from 1035 million during 2012 to 1087 million during 2013(Media.unwto.org, 2014a).

According to an economic report by Singapore’s Travel and Tourism Economic Impact report 2014, in 2013 travel and tourism’s direct contribution to Singapore’s GDP was SGD$ 19.1 billion (5.3% of total GDP) Singapore’s GDP. Its GDP contributions in 2014 is expected to experience a 5.8% increase, and also to experience a 3.4% increase per annum, as of 2014-2024, to SGDS$ 28.3 billion as of totaling a 5.3% of the total GDP in 2024 (World Travel and Tourism Council, 2014).

The abovementioned news and report serves as macroeconomic examples that shows how tourism is able to increase consumption of goods through expenditure internationally and in a country. It also shows that tourism’s contributions to a nation’s GDP shows positive signs of growth thereby explaining why Singapore’s government is showing increased interest in the economic impacts that tourism presents on national and local levels.

2.2 Supports Job and Induces Investments

The tourism industry serves to support employment indirectly by providing 295,620 job positions which makes up 8.7% of the total employment in Singapore. Currently, there is a SGD$ 16.2 billion worth of investment in the tourism industry which contributes to 19.7% of total investment which also expects to experience a 5.5% increase this 2014 (Singapore Business Review, 2014b).

Therefore if the tourism industry booms and experiences an increase in demand for goods and services, relevant services and manufacturing companies that indirectly contributes to the tourism industry may experience shortage of manpower as a result also creating increased job opportunities for the people in Singapore. Purchases from suppliers may also experience an increase as more products are needed to cater to the demands of the people. Also due to increased numbers and demands from tourists, the government of Singapore would therefore have increased reasons to further invest in the travel and tourism industry which will eventually contribute to the GDP equation.

2.3 Increase in Tax revenues

The Singapore government imposes a ‘sin’ tax on alcohol and tobacco goods on all business. These taxes are paid by firms when importing such goods. Tourists that consume such products while in Singapore increases the demand for such goods which makes businesses increase their imports to meet the demand, allowing the government to collect more ‘sin’ taxes increasing tax revenues of the government. Given the recent news of a 25% increase in liquor taxes, the potential revenue that can be earned when tourist or locals consume such products provides substantial reasons for the Singapore government to be interested in investing in tourism sectors in an attempt to attract more tourists, increasing the demand and consumption for liquor to generate more tax revenues (Straitstimes.com, 2014d).

2.4 Attractions and events

Major events like the Singapore F1 Grand Prix serves to turbo charge economies by attracting tourists from all over the world to Singapore. A 12.6% increase in advance bookings of flights show how such events contribute directly to the tourism industry, not to mention the increase consumption of other services and products like restaurants, hotel accommodations and other necessities (AsiaOne, 2014). Tourist attractions like gardens by the bay, marine life park, river safari and national art gallery also serve to provide a wider range of activities for tourists to engage in thus increasing the population of tourists affecting the demand of goods and services and further generating revenues for local businesses(Singapore Business Review, 2014a). Coupled with the Casinos in Marina Bay Sands and resort world makes Singapore attractive to tourists.

3.0 Demand Analysis

3.1 Changi Airport plans for Terminal 4

Changi Airport is planning to build a fourth terminal that costs $985 million that is expected to be completed in 2017. The new terminal is expected to allow Changi Airport to cater to 16 million travelers annually (Straitstimes.com, 2014a). A new multi-story car park will also allow it to provide about 1500 parking lots. Coupled with the fact that Changi airport won Skytrax’s title for being the best airport, the planned terminal 4 would be able to increase the overall service quality making it a preferred airport resulting in increased demand as preferences is one of the main factors that result in a change of demand (Straitstimes.com, 2014b). The increased population of tourists also causes the demand for goods and services to experience an increase as it corresponds to the population factor regarding change in demand.

3.2 Gastronomic Tourism

Gastronomic tourism is an emerging type of tourism that is being developed and packaged into a new tourism trend. This is due to the fact that 1/3 of a tourists’ expenditure is spent on food and beverages which is a necessity. Gastronomic tourists make experiential trips to countries to visit producers of food, food fairs and gastronomic festivals some of which may even try to learn how to cook the local dishes (World Tourism Organisation 2014, 2014).

When Singapore organizes food fairs or events like the Food & Hotel Asia 2014 and Wine & Spirits Asia at Singapore Expo which ended on 11^th April 2014, the demand of such gastronomic tourists to travel to Singapore would experience a significant increase. The events was host to a record of 64,826 international trade attendees from more than a hundred countries and regions which was also a 5.8% increase from 2012 (Foodnhotelasia.com, 2014). Thus showing how events like these are able to affect the numbers and type of tourists increasing the demand of goods and services.

3.3 Medical Tourism

Latest reports from RNCOS, predicts Singapore’s medical tourism to experience a compound annual growth of 30% within the forecasted period of 2013 to 2017. Singapore is emerging to become a leader in the medical tourism market as it prides itself on its highly skilled healthcare professionals and world class medical infrastructure. The expected growth of medical tourism is also attributed to the fact that Singapore has state of art medical facilities and costs that are affordable in relation to quality(Digitaljournal.com, 2014). Being a preferred location for medical procedures increases the numbers of such tourists. Singapore is increasingly able to attract growing numbers of patients from lesser developed countries like Mongolia and Cambodia along with the current majority of medical tourists from developed or developing countries like Indonesia and Malaysia and the occasional patients from China and India (Mfa.gov.sg, 2014). Patients of such medical tourism also serves to increase the consumption of other services and goods as depending on the respective medical procedures, their stay may take days, weeks or even months.

4.0 Environmental Analysis

4.1 Safety and security

Singapore recently ranked 2^nd out of 99 in a law study. It also ranks top ten in terms of its civil justice systems (WJP Rule of Law Index, 2014). The republic has praised by the World Justice Project for having low crime rates, political violence and high confidence in its law enforcers. This gives tourists a sense of safety and security when they are in Singapore which will further increase the popularity and preference of Singapore as a tourist location giving rise in the numbers of tourist who will contribute to increase consumption of goods and services in the country.

4.2 Clean and Green City

Singapore is globally renowned to be a clean and green metropolitan city that is known to be of low pollution levels. Also attractions like Gardens by the Bay strives to attract more people to choose Singapore as a tourist location by attempting to create a city surrounded by gardens capturing the essence of a tropical garden city Singapore in an attempts to attract and increase the numbers of eco-tourists(Gardens by the Bay, 2014).

5.0 Conclusion

The positive contributions and economic impacts of tourism supports and maintain many jobs and is also expected to create more jobs and further contribute to the country’s GDP in future, therefore Singapore’s government should implement policies and take a more proactive approach to boost the tourism industry. Actions should be taken to spruce up bridges like the Cavanagh Bridge which is part of Singapore River’s historical structures (Zaccheus, 2014). They should also continue their efforts to organize events like the F1 Grand Prix, constantly improving the facilities of the Changi airport while making plans to capture and become a first class cruise tourism market by ensuring swift completion of the Marina Bay Cruise Centre as that market is expected to see a growth of up to 3.8 million passenger by the year 2020 (Kaur, 2014). Lastly further efforts and investments to improve medical facilities in Health City Novena should also be taken in order to attract more medical tourists and also benefit the locals (Straitstimes.com, 2014c). Once these recommendations are implemented, Singapore should be able to attract more tourist and experience the positive economic impacts that the tourism industry can offer.

People travel for business, for pleasure, or for a combination of two. The vast Majority of these people travel to a specific destination which represents the building blocks tourism. Once individuals have the time, the money and motivation to travel and have decided where to go, they need some means to get there. Once at the destination, these tourists as they are now called require some place to stay, some place to eat, drink and something to do. Such as, sightseeing, tennis, golf, skiing etc. (Mill, 2009)

People take vacation because they feel that, by doing so they will satisfy various needs and wants. In order for this to be achieved, tourists/customers must experience a phenomenal quality of service; communities must be prepared and ready to embrace this business. Once the country on a whole is developed and attractive, the people in the communities are educated and aware, the visitors’ experience will be an unforgettable one. They will definitely not hesitate to return.

The above mentioned is what this project entails. The importance of Quality Service in the Hospitality industry, community based tourism, its implication on the country and the Factors that attracts tourists to the Caribbean.

What is Quality Service?

Regardless of the industry, if you have customers, you’re in the customer-service business. With increasing access to information and alternative products, your customer is choosing where to do business based on the level of service they receive. (disneyinstitute.com)

The Walt Disney Company has never lost sight of its founder’s edict: “Give the public everything you can give them.” (disneyinstitute.com)

Tourism has been one of the world’s fastest growing industries, and there are large societies entirely dependent upon the visitor of their sustenance.

Tourism is the world’s largest industry. It sustained 120 million jobs in 1995, accounting for 7% of the global workforce. (The Hutchinson Encyclopedia)

The importance of customer service to the success of a business is difficult to underestimate. Providing quality customer service is about more than just getting the customer what he/she needs; it is about creating a relationship with your customer so that they keep coming back. (Cornett(ehowcontributor))

In order to maintain a high level of Quality Service to valued Customers, there are certain criteria that one should develop.

Knowing Customers

Being Proactive

Being Reactive

Personal Touch

Staying In Touch

Benefits

Feedback

Prompt Service (Cornett(ehowcontributor))

Definitions of quality services have included;

Satisfying or delighting the customer or exceeding expectations.

Product of service features that satisfy stated or implied needs,

Conformance to clearly special requirements

Fitness for use, whereby the product meets customers needs and is free of deficiencies.

(Chelladurai and Chang 2000) (al, 2011, p. 4)

Delivering quality service will be one of the major challenges facing hospitality managers in the opening years of the next millennium. It will be an essential condition for success in the emerging, keenly competitive, global hospitality markets. Service encounters are the building blocks of quality hospitality service. How can hospitality businesses manage them more effectively? A suggestion of a two step process was made in the evaluation chain: (William Lazer)

First, Hospitality managers should identify each encounter in the chain that they wish to take apart, and then single out those that are of operational or strategic significance – in effect focusing in on the few encounters that really make a difference to guest experience and thus to the bottom line. (William Lazer)

Second, apply what is called the 6 S’s to improve critical encounters through effective redesign. These are; (William Lazer)

Specification

Specification means clearly detailing about what, when, where and how, of service encounters. (William Lazer)

Staff

Which Staff Members are involved in providing the service? What skills do they need? What training has been provided? How committed are they to service goals? (William Lazer)

Space

Where will the service encounter occur? Is the space appropriately designed to facilitate the service encounter? Is the decor attractive to guests and supportive of activities that have to be carried out? (William Lazer)

Systems

Are the necessary systems support the encounter in place? Is the information necessary to respond effectively to guest to guests’ needs readily available? Is the appropriate technology being fully used? (William Lazer)

Support

Are the service providers given the facilities and financial and human support needed to do the job? Is the technology appropriate? (William Lazer)

Style

How should the service encounter be conducted, given the enterprise culture? Is the management style and marketing, and marketing orientation, appropriate for the tasks? Is the right emphasis being placed on service quality? (William Lazer)

Zeroing on hospitality service quality in this manner will help hospitality businesses meet the service challenges of the millennium, enhance their market positions, and reap the associated profit rewards. (William Lazer)

Service Delivery in the Hospitality Industry and Service Delivery in other Businesses

Service industries are playing an increasing important role in the economy of the developing and emerging nations. In today’s world of global competition, rendering quality service is a key for success, and many experts are of the view that the most powerful competitive trend currently shaping business and marketing strategies service quality .(LeBlanc, Nha Nguyen,1997) (www.academic.com/mmsmlcw)

Community Based Tourism

A community is a collection of individuals, families and groups with diverse attitudes, goals and aspirations. This diversity must be recognized in planning and conducting the public awareness program. It is important to identify the audience for a particular communication and tailor the message to its needs. A critical factor to be considered in explaining the benefits of tourism is relevance. One must analyze the interests, aspirations, backgrounds and lifestyles of the audience one is addressing. (Mill, 2009, p. 268)

Community based 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. (Goodwin, 2009)

Community based tourism enables the tourist to discover local habitats and wildlife, and celebrate and respects traditional cultures, rituals and wisdom. The community will be aware of commercial and social value placed on their natural and cultural heritage through tourism, and will foster community based conservation of these resources. (Goodwin, 2009)

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. (Goodwin, 2009)

Benefits of Community Based Tourism

Tourism offers many values to the community and nearly everyone gains from some of them, either directly or indirectly. While the public awareness program should help citizens recognize these benefits, not all can be explained to all audiences. It is necessary to select and stress those particular audience experiences and to explain it at a level they can understand. (Mill, 2009, p. 268)

In selecting benefits to be promoted, it is necessary to consider not only their relevance, but, their importance. Given limited resources, it is necessary to concentrate on educating the public about those which it will feel to be most desired. Some benefits, such as economic growth, would be counted as important by most communities. The ranking of others, such as diversifying the economic base, would be more situational. (Mill, 2009, p. 268)

Community Based Tourism development benefits are:

Economic

Sustainable and independent source of funds for the community development

Educational

Promotes the acquisition of new job skills

Social

Raises the quality of life

Health

Promotes good hygiene

Increase and diversification of food production for tourists will improve villagers nutritional status (Community Based Tourism Ecotourism and the Public Private Partnership)

Cultural

Encourages respect for different cultures

Environmental

Promotes environmental responsibility

Impacts of Community Based Tourism
Positive Impacts

Communities are developing local tourism in innovative ways, making sure to include various individuals and groups, small business owners, entrepreneurs, local associations and government officials. The development of this industry is a growing phenomenon as communities respond to the opportunities. (al, 2011)

Environmental

Environmental management at tourism sites such as garbage collection by the villagers

Increase environmental awareness of local people (Community Based Tourism Ecotourism and the Public Private Partnership)

Economical

Supplementary income from tourism for local communities (Community Based Tourism Ecotourism and the Public Private Partnership)

Social

Create social bonding thus, leading their society more united and resistant to drug and crime

Improve learning process in tourism management

Local people gain knowledge of tourist impact, impact mitigation planning

(Community Based Tourism Ecotourism and the Public Private Partnership)

Negative Impacts

The Influence of travel and tourism on a community is significant. tourists bring revenue. However, the ways in which this revenue is attracted and the numbers of people who reap benefits vary greatly. At one extreme, large scale, all-inclusive resorts owned and operated by corporations may have little or no economic influence on a community. People from the community may be offered only low-skilled minimum wage jobs. (al, 2011)

Environmental

Crowding situations (Community Based Tourism Ecotourism and the Public Private Partnership)

Economical

Land and resort development by outsiders, High business competition

Selling orchards, rubber plantation outside. (Community Based Tourism Ecotourism and the Public Private Partnership)

The fact that MOTS has placed such strong emphasis on consultation in developing this Master Plan shows that the need to involve community is now recognized at the highest levels in Jamaica. What is required is to ensure that all parts of the industry understand that, without local support, the industry’s growth will be unsustainable. To achieve this, the community involvement should be institutionalized in the process of developing tourism plans and products and in the management of the tourism product. (p. 191)

Factors Attracting Tourist to the Caribbean

The Caribbean region, is made up of 40 million people on 27 islands located in the Atlantic Ocean between South America and Mexico, is a popular tourist destination for those looking for a tropical, peaceful lifestyle in the sun and sand. Since the islands were colonized by Europeans in the 17th and 18th century, the multiethnic flavor and relaxing island lifestyle have captivated Europeans and North Americans, who come back again and again. (Manthei)

The Caribbean Region attracts tourists seeking an exotic romantic or family oriented 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 exotic food: it’s the perfect vacation location, especially for Europeans, Canadians and Americans. (Tourism and Tourism Business in the Caribbean)

The Caribbean is a geopolitical construct that includes the following principal countries:

Antigua and Barbuda, Bahamas, Barbados, Belize, Cuba, Dominica, Grenada, Dominican Republic, Haiti, Jamaica, St. Kitts and Nevis, St. Lucia, St Vincent and the Grenadines, Trinidad and Tobago, Anguilla, British Virgin Islands, Cayman Islands, Montserrat, Turks and Caicos, Guadeloupe, Guiana, Martini, Puerto Rico and few more. (Tourism and Tourism Business in the Caribbean)

According to the Caribbean Tourism Organization (CTO), the Caribbean Basin is the most tourist dependent region in the world. The region’s tourism dollars exceed gross exports by about a third of total receipts, and about a million workers are employed in the tourism industry. Many factors influence tourism in the Caribbean Basin. (Manthei)

Although not largely written about, Caribbean culture has arguably been preserved more by the authentic voices of intuitive scholars, artists, farmers, merchants and traders.

The Caribbean lifestyle is undoubtedly a product of its topical setting. The music, architecture, attitudes, and customers have all, in some way been shaped by the physical landscape and climate. (Culture of the Caribbean)

Cruise Tourism, which has generally grown faster than land-based tourism over the past decade, is expected to continue to grow as the Caribbean is the most popular destination in the world for cruises. (Culture of the Caribbean)

For diving, snorkeling and swimming, the Caribbean offers crystal-clear, pleasantly warm waters throughout the region. Cruise ship tourists might want to forgo time on the island to explore the treasure under the sea, such as barrier reefs, coral formations and creatures of all colours, shapes and sizes. For those in the mood for more relaxation, you will find no shortages of warm, friendly beaches for sunbathing and relaxing. (Manthei)

The Caribbean Islands have historically been popular with tourists from America, Canada, and Europe. During the global economic recession, tourism growth slowed but remained strong. Factors contributing to this are:

Ease of Access

Caribbean is the quickest getaway for most people living in the Northern Hemisphere.

Cost

There are many options of getting to the Caribbean consequently reaching the region is equally affordable especially when compared to other destinations.

Accommodations

The Caribbean has variety of accommodations from high-end luxury resorts to bed and breakfast and everything in between.

Many of the islands nation governments invest heavily in attracting tourists to their beaches, resorts and attractions, more so than some invest in the infrastructure of their countries. Extensively large all- inclusive hotels are built by foreign investors and the governments welcome new carriers opening new routes of travel to their islands.

References

Abstract

Benefits and compensation in workplace has been on the lime light since pre-industrialization period. This is due to the oppression that their employees subjected to workers and they were fighting to ensure that they liberate themselves from these filthy working places as they benefit from their toil. Therefore, in the research, the background information will be discussed to show how it involved.

Some of the benefits of compensation will be discussed that include boosting of morale, increasing performance, which consequently increases turnover of the business. Internal and external equity achieved and increase in communication.

Components of the compensation system that include job description, job analysis, job evaluation, pay structure salary survey as well as the policy governing the compensation scheme will be discussed in detail to ensure that they are well understood.

The research will also cover types of compensations and benefits. Such compensation and benefits as base pay, commission, overtime pay, stock option, bonuses, insurances, and medical allowances will be discussed in full giving insight on how they come about and their advantages. The research will also cover give regulation that affects compensation.

Finally, for a company to understand the best method on how to come up with the compensation scheme for their employees, compensation plan will be comprehensively covered. This will involve step by step development of the scheme to ensure that the scheme caters for the employees at the best of the company ability and ensure also it conform with the current market salary for each job offered in the company.

Benefits and compensation in Workplace
Introduction

Benefits and compensation in workplace offers a labor friendly condition to the workers to ensure that they give fully their potential. People during the pre-industrial era treated workplace and home place as one place, which change significantly with emergence of the machines and factory. Industrialization thus brought socioeconomic hierarchal that was accompanied with gender role stereotypes (Butler, & Park, 2005). This means that men were the one who were able to access the paid jobs while the women worked at home. The quality of the family was affected very much by the socio-economic hierarchy that each family occupied. This is because the wealthy people were the one who drove the industrial demand of goods.

During the time of war, the demand for the industrial workers improved as men mostly worked as military. Therefore, women were the other option to be recruited to work in men dominated careers in the industries. However like men, they were neither given enough economic rights nor able to access good work protection for their jobs.

According to the industrial employment conditions that were reported in those early times, they showed that men and women received very low wages, succumbed long working hours and poor working conditions as they serve hazardous job places (Repa, 2010). They were also discriminated in terms of sex, race color and gender. Some of them reported sexual harassment. There was rampant child labor reported in the work place.

Due to all these problems, laborers formed uprisings that were too used to address the issue of good payment, better working conditions as well as equal and fair treatment in the workplace. This fight got support from all the divides where religious and academicians supported them (Griffin, 2010). This led to formation of unions as well as cooperatives to help the workers acquire better benefits and compensation in the workplace (Rosenbloom, 2005). People behind cooperatives and independent communes were socialist Robert Owen and Charles Fourier in the eighteenth century. Owen advocated for short working hours, formation of unions and self-governing workshop while Fourier fought for equal women rights and good basic income. He also advocated decent minimum payment for the unemployed thus creating benefit for the unemployed. Child labor was abolished as they were forced to go to school and attending other recreation activities (Repa, 2010).

These struggles lead to the formation of the International Labor organization (ILO) in 1919. The countries who signed this convention were on their way to promote their employees at workplace, bring about decent employment opportunities, strength dialogue between the employees and the employers as well as handling professionally work related issues. It also offered a platform that there would be possibility of forming labor groups, organizations and they have representative from sate government (Henderson, 1985). These ensured that consultation to come up with ideal working standards and policies were formed. Therefore, this was the birth of good benefits and compensation at the work place.

Benefits and compensation in work place

According to definition, compensation is an approach that is systematic to ensure that employees are provided with monetary value in exchange of the work performed. The purposes that the compensation is able to achieve include recruitment, job performance and job satisfaction (Muller, 2009). While benefits are a kind of compensation, that are given to employees in additional to what they get as wages and salaries.

How compensation and benefits are used in workplace

Compensation as a tool is used by the management to further their company existence through achievement of various purposes through its dispensation. It is usually adjusted to cater for various company needs, goals and available resources. Compensation in the company is used in the company to ensure that they recruit employees and retain those who are highly qualified. This ensures that the companyaa‚¬a„?s human resource is always competent to undertake the duties in accordance to the postulated goals and objectives of the company (Wilson, 2003).

Compensation in the company works as a morale booster in the company as it maintains employeeaa‚¬a„?s satisfactions in their jobs ensuring that their productivity is increased. Therefore, through good compensation scheme, the business is able to increase its output with minimum resources possible thus making good returns (Thomason, et al. 2001). Compensation ensures that the top performers are also rewarded and the same high performance act is increased throughout the working period. When the company encourages high performance in the business, it increases high returns and due to reward offered to the high performing employees, labor turnover in the business is decreased (Repa, 2010).

Through proper compensation, it is capable of achieving internal and external equity of the company. It increases company loyalty by its employees reducing labor turnover (Guerin, 2010). Therefore, when the company offers a good compensation scheme, it reduces its expenses that come from continuous recruitment due to high labor turnover as well as lower employeeaa‚¬a„?s loyalty. Good compensation ensures good work communication through proper modification of unionaa‚¬a„?s practice that offers proper compensation negotiations (Wilson, 2003). This is very important in the company as it offers job satisfaction and increases high morale in the working place.

Components of compensation systems

For a compensation scheme to be perceived as affair one by the employees, it has to base itself in certain components that should be systematic. Therefore, various systems have been put in place to help develop the value of the compensation positions. In these systems, various components are utilized that include, job description, written procedures and salary ranges as well as structures (Peterson, et al. 1998).

Job description

This is one of the most important components in compensation and selection systems. It ensures that it gives in writing the requirements, responsibilities, duties, functions, location, environment, conditions among other jobs aspects (Repa, 2010). It usually developed for individual job descriptions or for the whole families of the jobs. The following two ways are used in the process of job description.

Job analysis

This is the process into which jobs are analyzed to ensure that description of job is brought about. The techniques usually used are questionnaires, interviews and observations (Griffin, 2010).

Job evaluation

To ensure that a proper compensation scheme is brought into place, the management uses this system where jobs element are put into consideration through comparison to ensure that compensation of each job is critically put in place (Griffin, 2010). The various techniques that are used in the job evaluation methods are ranking, classification, factor comparison and point methods. Through them each jobs is offered the right compensation that fits it.

Pay structures

To ensure that in an employment place there is a standard compensation practice; job structure should be put in place. In most of the structures that are put in place, they contain different grades that offer a minimum salary or wage. These structure =s provides also the interface that help in the increment of the salary from one grade to the other according to the given range (Griffin, 2010). This is more pronounced in the working place that has a unionized employees system where each job has predetermined pay, which is put in place through collective bargaining.

Salary survey

Salary survey is a method of collecting salary data from the market. The data collected includes, averages salaries in the market offered to a specific job, inflation indicators that may make the salary market unstable in the near future and an average salary budget. Either the survey can be conducted by the company themselves or they can be from other parties for example survey vendors who do survey of the market for sale. Therefore, the company can decide on the method to obtain these data (Turner, 2001). The best method of obtaining data is through the company carrying their own survey, as they will be more specific in the type of the data they are up to. Otherwise, if they opt to purchase survey from the vendors, the company must be very observant as these surveys are done depending with specific industries or across different industries. They may also be done from one geographical region or from diverse regions geographically. Therefore, to ensure that the company is capable of obtaining the right salary results, it has to ensure that it knows the right geographical region that pertains its salary survey and compare with its company objectives (Rosenbloom, 2005).

Policies and regulations

For a company to come up with a certain scheme of pay, it should ensure that it is conversant with rules and regulations that underlie the salaries and wages in the country. They should ensure that they comply with them to ensure that they offer good background for their company existence or otherwise it will be subdue d by the non-compliance consequences (Butler, & Park, 2005).

Types of compensation and benefits

Various compensations offer incentives to the employees of the company. The first one is base pay. Base pay is a form of compensation that is fixed that an employee is offered after performing a specific job or after undertaking a certain responsibility. It is usually paid in as a monthly salary, hourly or as piece rate. This type of compensation does not include any additional pay.

The other type of compensation is commission. This compensation is the one offered for service that have been rendered based on the amount of a percentage that has been agreed upon by both parties depending with the amount sold. This is usually an incentive given to sales people to ensure that their sales morale is increased as the more the sales, the higher the commission offered.

Overtime pay is another compensation that is offered to the employees. After working four the normal working hours, overtime sometimes may be introduced to various reasons. First, one employee may have fallen sick and he/she has not been replaced; therefore creating a vacant shift that requires someone to work extra hours. The company might be in the transitional period of expanding their functioning time and the recruitment of extra employees is underway. Therefore, the created time is counted as overtime to the regular employees as they will be forced to work for extra hours (Griffin, 2010). The other way that overtime is created is when some of the employees are on leave. These hours are paid extra money on top of the normal salary to compensate the person undertaking the responsibility. Most of the overtimes are calculated with a given percentage over the base salary per hour worked after normal time.

Employee stock option is a form of incentive that employees are offered by the corporation. This is through being given an offer to buy stock in the corporation at a bargained price. This bargained price is made to run at a specified period. Most of the companies will offer such incentives to their executives to ensure that they feel the ownership of the company.

Other compensations that the employees are able to enjoy include bonuses, profit sharing, merit pay, travel, meal as well as housing allowance. Benefits including insurances, medical, vacation, leaves, retirement and taxes.

Regulations affecting compensations

Compensation is regulated through the laws that are given in the Fair Labor Standards Act (FLSA) chapter 676 of 1938. This is also known as Wages and Hour Bill. This is a U.S based federal law that establishes minimum requirements for an employees number of hours for working, wages, payroll and premium overtime records (Turner, 2001).

Compensation plan

To ensure that the compensation is well disbursed to the employees and all the factors that affect the compensation are put in place, compensation plan will be of paramount use. Therefore, the company should ensure that the following is done.

Developing program outline

A program should be put in place to set an objective for the program. The company should ensure that they establish the target dates for implementation and completion of the program. Then determine a budget for the program to ensure that the amount to be used is known.

Designating individuals for overseeing compensation programs

To come up with this position the company should ensure that they determine if the position will be based there permanently or temporarily. Afterwards, they select the person to oversee the program once it is completely established (Thomason, et al. 1998). The cost of going outside and getting one from the inside the company should be established. This will make sure that the most cost effective method is used. The other part that should be determined is the cost of consultants review.

Developing compensation philosophy

The company is required to form a compensation committee that is required to oversee the development of the scheme. This committee may include officers from the company depending with the number that will deliver a quick and quality compensation scheme. They are required to ensure that they offer differences that will exist in the pay structure depending with the level of the job. That is the executives, professional employees a swell as other employees in the company. This committee will ensure that they bring about company set salaries at, above or below market level. The final thing that the committee should determine is whether the extent to which the benefits to be offered to the employees will supplement or replace cash compensation.

Conducting job analysis of all position

Major departmental analysis should be conducted to ensure that general analysis is given showing who to accomplish what. To ensure that the committee comes up with the primary function of each department, inputs from each senior departmental head should be offered to ensure that organizational structure is formed (Thomason, et al. 1998). Interviews are to be conducted to the senior departmental heads to ensure that roles and function of each job is given to ensure that when rating the compensation such functions are considered. Decision should be generated on the job classification that will be exempt and the ones that will nonexempt (Griffin, 2010). After coming up with such classifications, job description methods are developed for both exempt and nonexempt positions. Afterwards, the models that have been put in place are distributed to the departmental head for reviewing where adjustment is done where necessary. After reviewing the models, final draft is therefore generated having jobs deceptions. At this stage, the committee is required to meet with departmental mangers to ensure that they finalize necessary reviews of the job description. From here, the job description document will be finalized.

Jobs evaluation

In evaluating the jobs, the ranking will be done from the top most senior job and in the interdepartmental stages depending with the function of each employee and other postulated factors. The ranking is then compared afterwards with the market data that was previously obtained to ensure that error deviations are suppressed. The deviations are suppressed through necessary adjustment. After verification is complete, an organizational review matrix is generated to show how compensation will be done. Still in the developing of the matrix, jobs cross lines, departments are developed based on the task required, and forecasted business plan. To ensure that the matrix is standard, the matrix data is then compared with the company structure and the industry market. Flow charts of the ranks for each department are prepared afterwards to ensure that interpretation and assessment is done. Data and charts prepared are then presented to the compensation committee where they are reviewed and adjusted accordingly (Turner, 2001).

Grade determination

The number levels of each job are established and a grade assigned for all the job families. It is from here the pay grade is generated through use of the position at each particular level within the department. This is done to ensure that fair compensation and benefits are offered to employees in all the employment levels.

Grade pricing and salary establishment

The first thing that is supposed to be done is to establish the benchmark of the references job. This job will ensure that the compensation is disbursed well throughout the established grades (Irving, 2011). This benchmark job price should be reviewed to conform to the market price within industry. Finally, a trend is established depending with the company philosophy. That is the position that the company requires to be in the industry range.

Appropriate salary structure determination

Through this, the difference is made between each salary step. Minimum and maximum range is determined and the remaining jobs slotted in. Jobs description is reviewed at this stage while verifying the purpose of maintaining certain positions in the company (Thomason, et al. 1998). To ensure that policies are well generated, compensation review committee is met to ensure that adjustments and approval are made.

Developing salary administration policy

General company policy document is generated at this stage. This is followed with a document showing specific policies for each selected groups and a strategy for merit document. The merit document will show all the benefits that will be enjoyed by the employees as well as pay increases. This includes annual reviews, bonuses, and promotions among others. A document is also generated showing the procedures required and justification of the policies given like performance appraisal forms, merit schedules among others. Then the relevant committee does reviews finally for adjustment.

Communicate the final program to the employee and managers

After the approval of the program by the top executives, the compensation program is then presented to the employees for feedback, review and consequently adjustments. Then it is presented to the executive staff managers for approval, change and incorporation of all necessary measures to ensure that it is effective before being adopted (Turner, 2001). A plan on how this will be communicated to the employees is devised to ensure that they are well versed with the whole idea. Slideshows, movies, literatures among others can be used depending with the most appropriate method. The best form of the compensation and benefit plan is printed as specification for all re-ports are developed. Tests runs are executed to human resources information systems as the program is adopted for execution.

Program monitoring

To ensure3 that the program is up to the required standard, feedback should be monitored where they will lead to necessary changes. Monitoring will also offer ways in which problems in the program are noted and adjusted wherever necessary (Butler, & Park, 2005).

Conclusion

Good benefits and compensation program will always make the employees of the company to feel company ownership. Their production will always be at per and will ensure the company objective and goals are always met. This is because, a company may have good objectives but the driving force to meet them is through human resource. Therefore, whenever the human resource is satisfied, the company will always address their issue and meet their basic objectives. This is through offering incentives to the employees through good benefit and compensation practice. The higher the job satisfaction in the company, the higher the morale in the job and the higher the production rate in the company thus increasing sales turnover.

Human behavior are an essential study for marketing to research, analyze and implement in order to improve a better service in the future or use the survey of customer’s need to fulfill the right needs to the right target. If we lack of knowledge of our customer’s behavior we may miss the opportunity to approach and sell the product to the customer.

A rationale for this topic research is to study both behavior and motivation, which drive an Asian tourist to travel to Thailand. The most influence media nowadays are online sources where it is fast to access therefore, this should be compound of an attractive wording or information to persuade consumer and make them believe, trust in the places and looking forward to visit.

According to John Crompton research in the area of consumer behavior and marketing which can apply in the field of tourism development and to non-profit leisure organizations. The title of research is “Motivation for Pleasure Vacations” that identifies all of the possibility motives of pleasure vacationers, which influence the selection of a destination. Empirically nine motives were mentioned; seven are classified as socio-psychological, another two come in the form of cultural category.

The perception surveys before and after travelling are quite interesting. Since the itinerary has been booked, the traveler cannot predict what will they encounter with. Therefore, a personal expectation may be meet their expectation, overestimated or probably underestimated.

CLEAR TITLE OF PROJECT

“A study of behavior and motivation factors that influence and encourage Asian tourist for choosing Thailand as their travel destination, accordance with pre and post perception.”

CONCISE STATEMENT OF RESEARCH PROBLEM

To promote the destination “marketing strategy” should be involve therefore the image of the places should be maintain and adjust in order to be the top destination that people will consider on the first rank in their mind. Nowadays, the promotion is not right to the target; how to pull out our strength and make it outstanding to capture customer’s interest is a great challenge and be the number one problem that need to be fix soon. Moreover, in order to improve the trust and a good perception before travelling the organization should understand the nature of Asian tourist’s behavior and boost up with the right strategy. The structures of organization in Thailand related to tourism are not well planning as many overlapping position and complicated. This lead to ambiguous in management and restricted the concept idea of staff within organization.

PROJECT OBJECTIVE (S)

The objectives for doing this research are:

To study and survey human behaviors especially Asian traveler in order to understand the majority objective of visiting Thailand.

To study about the motivation that drive Asian tourists choose Thailand as their destination.

To identify and classify the group of tourist according to their interest for using the right market strategy to the right target.

To see the defect of the destination in order to make improvement and maintain the reputation of the country.

To compare and evaluate the perception of Thailand before and after visit.

CONCEPTUAL FRAMEWORK
THE SCOPE AND DEFINITION OF THE STUDY

The study will be using the concept of John L. Crompton, 1979 who research about the motivations for pleasure vacations, where nine motives were indentified. Seven were break down as “socio-psychological”, that are escape from the perceived mundane environment, exploration and evaluation of self, relaxation, prestige, regression, enhancement of kinship relationships and facilitation of social interaction. Another two were in “cultural category”, which are novelty and education. I will use his theory to be a prototype and find the conclusion of what motivate Asian people decide to come to travel in Thailand. Including compare the perception of Thailand before and after visit. Moreover, many more reason and motivation for travel to Thailand such as value of money, stopover flight, food, culture, natural resources, word of mouth, Thai service mind and the media are all the things to be concern in this research.

Consumer behavior will also be mentioned as we learn that the good perception of the tourist is vital for their decision-making and once they visit us are they satisfied as they expected will be included. Consumer behavior, which relevant in the tourism field is one of the difficult researches since it related to the emotional significance and their decision to purchase is base on their delectation (Swarbrooke & Horner 1999). Additionally, marketing strategy is using to analyze the data and making decisions about the type of advertising to catch up tourist for travelling to Thailand.

ASSUMPTIONS

Most of Asian visitors to Thailand are expecting the variety of the quality of goods and services. Thai people are the country branding of service mind and kind personality that impress the Asian visitors and feel comfortable during their visit. The assumption for this research is what the Asian traveler expect is more than their expectation from their first supposition.

LIMITATIONS

The limitations to this research are language and literacy difficulties as some countries are nationalism and rarely communicate in English for example Japanese, Korea etc. Furthermore, during the time of questionnaire survey may have uncertain situations that hardly collect information such as the economic crisis or political issue which affect the number of tourists. Time constraint is also one of the limitations for the research as the rush of time may lead to unreliable result. Cooperation from the tourists is very essential to complete the sample survey in time.

HUMAN ETHICS CONSIDERATIONS

Some of the answer may be dishonorable as the tourist may have a short time visit and do not want to wasting their time to answer the questionnaire. They may not be interested in the survey topic or make a quick judgment without putting the real feeling. The survey will not force or oblige to do so if they feel uncomfortable. All of this should be consider as the human ethics, which is the most influence in the overall result. Moreover, the research question and procedure should not contain the cause of any physical or emotional harm. If the sensitive questions are asked, it is advisable to exclude name and addresses (IDRC n.d.).

PRACTICAL SIGNIFICANCE

This research will be valuable for the Tourism Authority of Thailand (TAT), Ministry of Tourism and Sports (MoTS), Provincial Administration or any stakeholders in travel and tourism industries: hospitality, tour operator, restaurant and bar, transportation and media. For continue developing the product and service the marketer will use this research for the data sources of the motivation for Asian tourist to Thailand and encourage the tourist to travel more by launch the new campaign or advertisement that persuade tourist to flow in to the country which can help stimulate the country’s economic.

The future of Thailand travel structure can be define according to this research because the knowledge of why people selected the destination can be analyses and practical significance for the overall tourism industry.

BACKGROUND INFORMATION

Kingdom of Thailand is the land of smile located in the heart of Southeast Asia, covering an area of 513,115 sq.km. The capital city is Bangkok where it is the centre of cultural and business. The country neighbors are Laos, Myanmar, Cambodia and Malaysia (Ministry of Foreign Affairs, 2007).

Thailand is one of the country in Southeast Asia that remain the “star” of Asian tourism but still in a high competition with Malaysia, Indo-China, South Korea, China, Philippines and Indonesia where they start to increase their brand power and brand recognition (Asian Market Research, 2003). Thailand can be visited year-round, high season will start from November to January while low season (rainy season) will be start from June to October. During low season, the hotels and tour operators usually offer a discount to attract more bookings.

The Asian tourists are in the same continent as Thailand, therefore similar in cultural, climate, food and people is not tough to adjust themselves to travel to a different country within the same continent. Thailand should have a good tourism planning in order to develop and pull out the potential tendency that can be promote Thailand as top ten tourism country in South East Asia. However, to keep the faith of the tourist to travel to Thailand is another hard work but not that hard if we have cooperation from other parties and heading to the same mission.

LITERATURE REVIEW

A case study on the topic of “Does nationality, gender, and age affect travel motivation?” that was survey by Jonsson and Devonish (2008) conduces to the understanding of what motivates tourists from different nationalities for travelling to a specific destination. However, a better understand the destination choice processes are tourist motivations, attitudes and their perceptions, which are an important socio-cognitive variables. In order to understand tourist behavior, the research should identify the types of tourist and segment tourists with systematically analyze. Furthermore, the study of tourist motivation will be useful for governments and tourism marketers for the purpose of product and image development including the promotional activities boost up. (Jonsson & Devonish 2008)

Kozak (2002) explained that in describing travel motivations there need to be more focus on tourist demographics such as nationality, gender and age that influence the travel motivations of tourists. As the fundamental element of the tourism system is the destination with its plentiful of resources, therefore an important of tourist motivation is to identify the markets and match tourist motivation with the destination. Moreover, Kozak (2002) examine on the differences in tourist motivations between nationalities and destinations. His examine found that the structure to measure travel motivations consist of four dimensions of motives: 1) Cultural motives, 2) Pleasure-seeking / fantasy-based motives, 3) Relaxation-based motives and 4) Physical motives.

Crompton (1979) emphasized the study of “push” and “pull” factors. “Push” factors are intangible that push or drive tourist away from home, while “Pull” factors are tangible that can pulling tourist towards destination that catch their attention.

Krippendorf (1987) conceived that the two most important psychological that drive people making a decision of taking overseas vacation are relaxation and escape from the perceived mundane environment. Some of the tourist travel abroad in order to satisfied their social needs, exploring something new, meeting local people or spending time with family and friends.

Another study by Ritter (1987) shown that tourist behavior is influenced by their nationality. Different in culture can lead to different perception and motivation for example British tourists are enjoyed and having fun with other mixed group, while German tourists had more nature and cultural-oriented motivations.

DATA REQUIRED

The data required for this research is the statistic of Asian tourists flow in Thailand each year and compare at least 3 years. The psychological theory of what motivate people for travelling is the basic of data required for understanding their reason of destination selecting. The data of pre and post perception about Thailand may require in the questionnaire whether the result is in positive, neutral or negative.

DATA SOURCES

The information sources need by this research are Asian tourists; Bangladesh, Bhutan, Brunei, Cambodia, China, Hong Kong, India, Indonesia, Iran, Iraq, Israel, Japan, Jordan, Korea, Kuwait, Lao, Malaysia, Philippines, Singapore, Sri Lanka, Taiwan and Vietnam. The nationality are not specify as long as they are from Asia the data will be collected. Not all the nationality mentioned above may include but it is up to the chance of the tourist that I will meet and ask their favor.

The data sources will be consist of two parts; Primary data is the new data that collect directly from the tourists in the form of questionnaire, Secondary data is the existing sources that help support the assumption of the research for example the literature review, the tourism organization, the article related to tourism etc.

DATA COLLECTION TECHNIQUE (S)

The technique of data collection will use the questionnaire-based surveys where the result will depend on respondents’ own attitudes, intentions and behavior, this method require researchers to be very specific about data requirement (Veal 2005). The nature of questionnaire surveys is gathering of information from individual that contain the feedback of only random of sample to be representative as a whole group.

Questionnaire survey method usually involves quantification where the results present in numerical form (Veal 2005). The systematically is very crucial for data collection. If the data are collected haphazardly the result will be distort and the time will be wasting (IDRC n.d.).

This survey will use the form of “respondent-completed” which the respondents read and fill out by themselves (Veal 2005). The survey will take place at the shopping mall, tourist attraction or along BTS line where a lot of tourist using the transportation in town. The questionnaire will have 3 sections;

Personal Data: in order to identify the range of gender, age, nationality, education, employment status, occupation and annual income.

Questionnaire: including the survey question about the motivation to travel and their satisfaction.

Suggestion / Comment: this will add the respondent’s idea exclude from the list questions.

DATA ANALYSIS

After collecting all data, the data will be sorting, coding and statistic calculation, all of this is usually involved in a survey-based management research project (Veal 2005). This research will be use the software called “Statistical Package for the Social Sciences” (SPSS)

TIMELINE

Foreign tourists and local travelers alike, visiting Cebu is always included in the bucket list being one of the top tourist destinations in the Philippines. Whether in a month-long vacation or simply winding up for a day, Cebu beaches are something that one shouldn’t miss. Below is a list of awesome beaches in Cebu you should visit in your lifetime. The list has no particular order.

1. Sta. Fe Beach in Bantayan Island

Sta. Fe Beach Club, located in Bantayan Island, is a travelers’ paradise with perfect clear waters, friendly folks, amazing culture and excellent food. With its convenient location, a 10-minute travel from Bantayan Port, you can already enjoy interesting activities such as snorkeling, biking, island hopping, eating sea foods, etc. for a camping minimum fee of P100.00 only.

It also offers top-class recreational facilities such as massage, non-motorized water sports, private beach, etc. Guests can enjoy on-site features like smoking area, restaurant, meeting facilities, BBQ facilities, bar, etc. Its comfortable and convenient accommodations are best for unwinding after a hard day.

Mobile number: 09287787770

Telephone number: (032)4389090/ 4389107

Email: [email protected]

2. Tingko Beach in Alcoy

Tingko Beach, located in Daan Lungsod, Alcoy, has extensive beach lined with coconut palm trees and limestone cliffs, and shallow waters with relaxing environment and fun activities. It’s a 2 to 3-hour travel from Cebu City and is situated in a lagoon across Mabad-on Reef, a coral island that is completely submerged during high tide and exposed during low tide. It is great for families and groups with pets, and a nice stop for southern travelers. However, as it is a public beach, it can get crowded during weekends.

Telephone number: (032) 483 9298

Mobile number: 09182874023

Email: [email protected]

3. Santiago White Beach in Camotes Island

Santiago White Beach, a gorgeous public white sand beach, has the widest beach on Camotes Island and a shoreline that stretches as far as you can walk. Its wide white sand beach is being shared by Santiago Bay House & Resort, Masamayor Beach Resort and Payag Beach Resort.

Some of its facilities include Hut Cottages, motorized outrigger Bangka for half day use and Beach Games such as balls, floats, kayaks, etc. Some of its small restaurants also offer KARAOKE up to 2AM. It is being managed by the Camotes Local Government Unit (LGU).

4. Dalaguete Beach Park

Dalaguete Beach Park, also known as Arguete Beach because it’s located within the boundary of Argao and Dalaguete, is best for skim boarding due to its strong and big waves. It is one of Cebu’s best public beaches for its clean and well maintained environment and facilities.

There is, however, a minimal fee of P5.00 per person and P20.00 for parking. Cottages are also for rent for about P100.00 to P200.00, and shower fee of P20.00 per person. The fees are charged by local authorities to help maintain the area.

5. Hidden Beach in Aloguinsan

Hidden Beach Resort, located in the municipality of Aloguinsan, Cebu, is one of the most natural beaches in Cebu province. Since it’s hidden, it is untouched by resort development projects. The road to the beach is covered with thickets of trees and coconut palms. The coral rocks are the indication that you are getting closer to the beach. Getting around, you’ll find lots of marine animals, a whitish sand, clean water and shoreline hemmed with coconut trees. A Peaceful and not crowded place perfect for relaxation.

Its facilities include tables for P150.00, Hut Cottages for P250.00, grills for meat, fish, etc. Cooking Request is also available for a fee. If planning to stay overnight, simple rooms are available for P500.00 and making a reservation is highly advised.

6. Lambug Beach in Badian

Lambug Beach, a public beach located in Badian, is one of the hidden beaches in Southern Cebu. It’s a virgin beach with a long coastline of powdery white sand bordered with palm trees, clear waters, and hospitable locals. It has no entrance fee but camping is charged P50.00.

As it is undiscovered, there are no big resorts around the area except for the Grandeur Beach Resort. Along its coastline, however, are many cottages and rooms for rent. Lambug Beach is a Badian pride that has astonishing sunrise and sunset; a perfect place to relax.

7. Basdako Beach in Moalboal

Basdako Beach, one of the known beachfronts in Moalboal, is a pristine white sand beach and an awesome spot for snorkeling, scuba diving and delicious food. Best of all, the beach is free. Moalboal is rich with marine life which makes it best for diving.

Basdako beachfront is preferred as it is budget-friendly with many small resorts to choose from within the beach. But, if you wish to camp on the beach, tents are available for P500.00 a night. During summer and long weekends, though, most resorts in Basdako get full; it is advised to get a room as early as possible.

Telephone number: (032)417-2445.

Cellphone number: 09209028888; 09176236057.

Website: www.clubserenaresort.com.

8. Sayaw Beach in Barili

Located along the highway of Barili, Cebu is Sayaw Beach Resort. It is a white sand beach resort where the popular Mantapuyan Falls is located. It has an entrance fee of P20.00 and cottage rentals ranging from P150.00 to P500.00.

Its facilities and other services are not established and food resources are not very available. It is advised to bring your own supplies in coming here.

9. San Remigio Beach Club Sports and Leisure Resort

Located in San Remigio, a three-hour travel from Cebu City, San Remegio Beach Club is Cebu’s longest beach line and one of the prettiest beaches.

It is a good venue for reunions, birthdays, and weddings; offers packages for Group Tour, Day Tour, Side Trip and many more; and has a very spacious Sea Pool Party Area.

It also has a coaster and van service for a convenient transportation for groups. A bus costs P120.00 per person.

Telephone number: (032) 344-6181.

Contact number: 63-32-2310382, 63-32-4352030, and 63-32-5160630

Website: www.sanremigiobeachclub.com.ph

10. Mactan Blue Reef Resort

Mactan Blue Reef Resort, located in Tongo, Marigondon, Lapu-Lapu City, is an affordable place for any gatherings in addition to a nice dip in the beach. It has an entrance fee of P50.00 and reasonable price for cottage rental. Bringing in food is also allowed.

Telephone number: (032) 494-2644; (032) 494-2911.

Contact number: 63-32-4923209 or 63-32-4923217

11. Eden’s Resort

The lovely sea view from its spacious, big rooms creates a romantic ambiance that makes this place perfect for a couples’ retreat.

Eden’s Resort is located in Liloan, Santander, an approximately three-hour drive from Cebu City. With only 10 rooms, it assures its guests of private leisure. Among the activities to do here are ocean kayaking, mountain biking, motor cycling, snorkeling, etc. It has a nice hassle-free package and room-only rates. It also has an all-inclusive rate if you wish to take a worry-free vacation.

Telephone number: (032)480-9321

Contact number: 63-32-4809321

Website: www.eden.ph

12. Durhan White Beach Resort

A little paradise in Tabunok, Tabuelan, about three hours travel time from the city. Durhan White Beach Resort boasts a fine white sand beach fit for groups and family gatherings. It has an entrance fee of P20.00 per person, rooms that could accommodate two to eight persons, big tents for 20 persons and small tent for 15 persons.

Its cottages have gas stoves and a refrigerator available to cook your own food.

Telephone number: (032)461-9318; 461-9073

Contact number: 63-32-4619318 or 63-32-4619073

Website: www.durhanwhitebeach.com

13. Shangri-La’s Mactan Island Resort and Spa

A luxurious vacation for guests, an appealing garden view to nature lovers, and an ideal place for travelers, Shangri-La’s Mactan Island Resort and Spa is considered a premier resort in Mactan Island. Located in Punta Engano, Lapu-Lapu City, it boasts of its large spa and various restaurants.

Telephone number: (032) 231-0288

Contact number: +63-32-2310288

Website: www.shangri-la.com

14. Plantation Bay Resort and Spa

A resort in an 11.4 hectare lot in Marigondon, Lapu-Lapu City, Plantation Bay Resort and Spa distinguishes itself in its saltwater lagoons and freshwater pools.

It has colonial plantation architecture, and among its amenities are a wall-climbing facility, a fitness center and a spa at Mogambo Springs.

Telephone number: (03)505-9800;

Cellphone number: 09176313750; 09176313917

Contact number: +63-32-3405900

Website: www.plantationbay.com

15. Maribago Bluewater Beach Resort

Maribago Bluewater Beach Resort is a 158-room resort located in Maribago, Lapu-Lapu City. It’s been known for its bungalow type of accommodation and has become a favorite venue for weddings. Most wedding receptions here are held in its Alegrado Island, a 1.1 hectare man-made island. While the kids get an encounter with the mascot Dolpo, a dolphin.

Telephone number: (032) 492-0100; (02) 817-5751

Contact numbers: 63-32-2345411 or 63-32-4920100

Website: www.bluewater.com.ph

16. Imperial Palace Waterpark Resort and Spa

Located on ML Quezon National Highway, Maribago, Lapu-Lapu City, Imperial Palace Waterpark Resort and Spa is the best place for water fun. Its themed pools such as Amazon River Pool (with inflatable tubes), Wave Rider, Beach Pool, Captain Hook’s Pool, and the Toddler Pool are all one of a kind.

Telephone number: (032)494-5000; 494-5282 to 85, 87, 88

Contact number: 63-32-2361367

Website: www.imperialpalace-cebu.com

17. Kalumpang Beach Resort

A perfect escape destination of the South, Kalumpang Beach Resort is located in Highway, Looc, Poblacion, Argao. It is also a popular place for gathering and events.

Besides that, it offers day tour packages upon request for group activities like swimming, snorkeling, diving, sunbathing, skim boarding, etc. The rate starts from P2, 500.00 depending on arrangements. For water and sea sports, you can rent a Kayak for P100.00. Jet ski, boats, etc. are also available.

Telephone number: (032)367-7505

18. Cordova Reef Village Resort

At the southeastern tip of Mactan Island, surrounded by Camotes Sea and Bohol Strait, is Cordova Reef Village in Poblacion, Cordova. It has well-equipped rooms and offers facilities such as tennis courts, steam room, spa, swimming pool and restaurant. A combination of luxury and nature’s tranquility, this resort provides its guests with absolute privacy and exclusivity.

Telephone number: (032)238-1878

19. Malapascua Exotic Island Dive Resort

Located in Sitio Pasil, Logon, Daanbantayan is Malapascua Exotic Island Dive and Beach Resort, the pioneer dive resort in Malapascua. It is also known for its thresher sharks that usually appear at sea before dawn. It has a natural garden frontage overlooking the white sand beach and Visayan sea. Diving here ranges from P1, 200.00 to P1, 500.00. Room rates are from P1, 000.00 to P4, 200.00.

Telephone number: (032) 437-0983; 406-5428.

Cellphone number: 09173276689; 09999976601.

20. El Salvador Beach Resort

Located along the National Highway in Danao, El Salvador Beach Resort is the biggest and nicest resort in Danao. With 39 rooms set in tropical gardens, 2 swimming pools and a beach front, it has 24 hour standby generator and security. It also has air-conditioned function rooms that can accommodate 15 to 200 people.

Entrance fee for adults is P150.00 during weekdays and P175.00 during weekends and holidays, P125.00 for children during weekdays and P150.00 during weekends and holidays while for kids below 3 years old, entrance fee is free. The cottages are available for rent at P495.00.

Telephone number: (032)200-3622/ (032)254-7863.

Website: www.elsalvadorresort.com

Email: [email protected]

21. Sumilon Bluewater Resort

In Sumilon Island, a tranquil 24 hectare sorrounded by white sand beaches with a lagoon, a hiking trail, lighthouse, historical watchtower, cave and other resort facilities overlooking Cebu, lies Sumilon Blue Water Island Resort, a sister resort of Maribago Bluewater Resort in Mactan Cebu.

The island is the first marine protected area in the Philippines, beautifully secluded on the southeastern tip of the mainland. The resort is a three hour drive from the city to Bancogon pier in Oslob and another 15 to 30 minute boat ride, provided by the resort, to the island itself. A good spot for diving with varied marine species and occasional sightings of black tip sharks.

Phone: (63 32) 318 3129 / 318 9098

Mobile: 0917 631 7512 / 0999 885 8337

Email: [email protected]

Website: www.bluewater.com.ph

22. Badian Island Resort

Located on the southwest coast of Cebu, an almost private tropical island with landscaped gardens and white sand beaches, The Badian Island Resort and Spa is an eco-friendly, romantic resort paradise overlooking the lagoons and mountains. It is a 2-hour and 20-minute drive from Cebu Internation Airport and a 15-minute boat ride with free parking for cars.

Among the activities offered here are diving, wind surfing, paddle boats, tennis, billiards, darts, volleyball, spa treatments and many more. It has large and beautifully designed rooms with private balcony, cascading saltwater pool and organic grounds. Its suites feature a blend of traditional and modern Philippine decor.

Tel: (+63-32) 401-3303 to 05

Fax: (+63-32) 401-3302

Email: [email protected]

Website: www.badianhotel.com

Sales & Reservations: (+63-32) 401-3303 to 05

Cell Phones:

(+63) 920-952-6293

(+63) 920-953-3362

(+63) 917-727-4931

Fax: +(+63-32) 401-3302

SMS: +63-917 727 4931

***

Mae Ann Cimafranca |

1

Introduction

Tourism is highly known as one of the world’s fastest growing industries and become the major contributor to the country’s economic growth in terms foreign exchange earnings and creates job opportunities in both large and small communities. Hence, the increasing economic importance of tourism has captured the attention and interest in most developing countries. However, people have not been thinking about the range of impacts resulted from tourism which is broad and could even negatively impact on the destination community. The uncontrolled rapid growth of tourism can poses a significant threat towards the environment and social community in other words tourism can result serious environmental and social-cultural problems. Therefore, in a way to controlled and minimize the negative impacts of tourism, sustainable tourism development need to be achieved.

Sustainable tourism today become highly important in the tourism industry and it is important to encourage more people to travel green and to ensure that the tourism is environmentally, socially, and economically sustainable. Many destinations have also recognized the importance of achieving sustainable tourism development. However, for many developing countries worldwide sustainable tourism has not properly been translated into wide practice and there can be economic, social, and physical barriers that tend to pose great hindrances to sustainable development. In order to determine how the tourism industry can move towards sustainability, it is important to examine the barriers that hinder sustainable tourism, and then develop strategies to reduce the barriers. Thus, aim of this paper is to analyze and evaluate the barriers of implementing sustainability initiatives and achieving sustainable tourism development particularly in Gili Trawangan, Indonesia.

2.0 Literature Review on Sustainable Tourism

Tourism is a significant global industry with a huge impact towards the environment. Tourism is also the world’s largest industry, with total receipts from the international tourism equaling US $682 billion (WTO, 2006). The tourism industry also employs an estimated of 10 percent of the global workforce and capital formation. Due to this significance of this industry and that environmental degradation has impacted most tourism destinations; the need to implement more sustainable practices has come to forefront of global issues (Graci, 2004). The need to plan for tourism in a sustainable manner is evident through the developments that have occurred worldwide since the United Nations Conference on Environment Development (UNCED) in Rio de Janeiro in 1992. In the conference, tourism was identified as one of the five main industries in need for achieving sustainable development (Theobald 1998, Budeanu 1999, Pryce 2001). The World Tourism Organization, World Travel and Tourism Council, and the Earth Council published Agenda 21 for the travel and tourism industry in 1995, which this document aimed to establish systems and procedure to incorporate sustainable development considerations into the decision making process of tourism activities. It also highly emphasized the importance of partnership between tourism industry and government and demonstrated the benefits of making the whole industry sustainable, not only just the niche ecotourism sector (Pryce, 2001).

The idea of sustainable tourism has its roots in the concept of sustainable development, defined by the Brundtland Commission as ‘development that meets the needs of the present without compromising the ability of future generations to meet their own needs’ (World Commission on Environment and Development 1987). Other effective adoption or concept of ecologically sustainable tourism, defined by the World Tourism Organization (2002) is:

“Sustainable tourism development meets the needs of present generation tourists and host communities while protecting and enhancing opportunities for the future. It is highly emphasizes the management of all resources in such as a way that economic, social, and aesthetic needs are fulfilled while maintaining the cultural integrity, essential ecological processes, biological diversity, and life support systems”.

(WTO, 2002)

This clearly means that sustainable tourism activities is aim to ensure that development will maximize enjoyment and create positive experience for tourists and communities, at the same time minimizing the negative impacts upon the destination site; the environment, community and local population. Therefore the sustainable implementation of sustainable development requires the duties of the tourism industry, environmental supporters and community or the three cycles which need to be interrelated. The latter should be based on three main principles of sustainable development (WTO 1993, Mowforth and Munt 1998):

Ecological sustainability which demonstrates that development is compatible with the maintenance of essential ecological processes, biological diversity and resources.

Social and cultural sustainability suggests that development increases people’s control over their lives and it is compatible with the culture and values of people affected by it which maintains and strengthens the community identity.

Economic sustainability ensures that development is economically efficient and that resources are being managed properly in order to support the future generations.

Further explanations by World Tourism Organization (2002) the need for achieving several objectives for ensuring sustainable tourism, which are involve the protection and conservation of resource include natural, historical, and cultural for future generations, whilst at the same time ensuring long term economic viability for businesses, and providing socio-cultural benefits to the wider society. Tourism development is also being planned and managed so that it does not negatively impact on the environment and cultural society, the overall environmental quality of tourism is maintained and improved as well.

3.0 Sustainable Tourism in Gili Trawangan, Indonesia

Gili Trawangan is known as the largest island located amongst the Gili Islands off the coast of Lombok in Indonesia. The island is also known as a sun, sand and sea destination. It is approximately three by two kilometers and low-lying with a small hill to the south, rising to 72 meters above sea level (Hampton 1998). Gili Trawangan is considered as the most developed of all three Gili islands, which the other two islands Gili Air and Gili Meno are being the newly developed. There are several expatriates lives and work on the island as well and the majority of land on the island is used for tourism and the rest is coconut plantation and some small field of agricultural crops and livestock. Tourism is regarded as the major economic activity on the island with more than 80 percent of families is employed by tourism. However, Gili Trawangan is not highly developed tourism destination in terms of mass tourism, infrastructure, and services, and the island has limited resources of fresh water.

In terms of sustainable tourism, there have been some initiatives for developing sustainable tourism in Gili Trawangan. However, the initiatives have been faced with a slow implementation and have not been completely adopted in practice. The main of the initiatives developed by the dive operators on the island is known as the Gili Trawangan Eco-trust. This Gili Eco-trust was being set up in order to protect and conserve the coral reefs around the island against destructive fishing practices. While the main purpose of this organization is to manage the collection of a dive tax which guest are charged about US$3 per diver and US$1 per snorkeler. The dive tax is then used to pay the local fisherman to stop damaging the reefs and the funds are also used for beach cleaning, rubbish management and monitoring (Lombok Network 2009).

4.0 Barriers to sustainable tourism in Gili Trawangan

The Eco-trust is one of the initiatives developed by the dive operators on the Gili Trawangan Island for developing sustainable tourism. However they have encountered various barriers to sustainable tourism development in the area that has led to frustration on the island. Based on the research study which was conducted by Sonya Graci in the article, Accomodating Green: Examining Barriers to Sustainable Tourism Development (2004), number of barriers was documented in this research consisting of five main barriers to implementing and achieving sustainable tourism initiatives in the destination. The first barrier is the inadequate resources associated with high cost, lack of information, skills, knowledge, expertise, time and the reluctance to get assistance from outside consultants. The numerous ideas for initiatives such giving payments to fisherman to stop their illegal fishing can be a problem for the Island since they don’t have enough resources and many of these plans could fail. Another example such as that the Gili Trawangan Eco-trust also attempted to implement a waste management collection system by building of a landfill with areas to separate and organize recyclables. Yet, again with lack of resources the landfill development would failed. Besides, a number of business owners and the local government also have indentified that the inadequate of resources was the biggest barrier as it is realized on the island without any proper systems in place, the environment will degrade even further and this will eventually affect the tourism on Gili Trawangan. Thus, the destination needs the ability to implement those systems with the necessary funds and knowledge to develop feasible systems.

The second barrier being emphasized is the lack of momentum to take action concerning to the sustainability initiatives by business owners; restaurants, accommodations, dive operators, and bars. There was a belief by a number of business owners that current practices were lack, yet, there was a lack of momentum to move forward and implement sustainable initiatives. There are several business owners who did not want to take responsibility in managing the implementation of the initiatives especially involving time and money, and they also had complaints about the management of the environment, such only one business owner in conjunction with the local government to manage the eco tax funds to pay the fisherman. Thus, this is a practice that was not look upon favorably as a sustainable solution by many of the business owners and no other solutions were put forward.

The third barrier is related to the corporate culture of the island which comprised of the attitudes, experiences, beliefs, and values of the organization. The isolation of environmental issues from other aspects of the organization or destination, and the bureaucracy that exists within each of organization are barriers that have affected the implementation of sustainable tourism initiatives in the island. The corporate culture in the Island is one of the employees and local which are resistant to change though they realized the benefits associated with sustainable tourism initiatives such as reducing health problems in the community which arises from the lack of garbage collection. Generally this is because of the lack of education that the local people discouraged to participate in the sustainable tourism development. Another barrier to sustainable tourism development in the destination is related to government bureaucracy and corruption which usually arises in many developing countries. The provincial and national governments have consistently collected taxes from the Island without any investment in infrastructure or development of policy in the area. Moreover, in 1998 the provincial government of Western Nusa Dua developed the Gili Mantra Marine National Park strategy. However the marine park strategies were never implemented, but then it was the Gili Trawangan Eco-trust who implemented initiatives to stop illegal fishing to protect the reefs.

Lastly, infrastructure or physical attributes such location and age of facilities are another barriers faced in the destination at the same time this closely related to the problem of having lack of resources on the Island to purchase new technologies. Despite if initiatives such as solar power or a sewage treatment plant were installed, it would be difficult to fix or adapt to the technologies due to the isolation of the Island. The Island also may have an issue on having no enough space or room for businesses to install composters to dispose organic waste.

5.0 Recommendation

After indentifying the various barriers of implementing and achieving sustainable tourism in Gili Trawangan, Indonesia, there could be some strategies or solutions to overcome the stated barriers which contribute to the development of sustainable tourism in Island of Gili Trawangan. The strategies can include the alternatives of composting, employing financial mechanism such as tourist taxes and developing a multi-stakeholder island committee to manage the development and implementation of sustainable tourism initiatives in the destination. Extensive consultation with the locals and all stakeholders on the Island who involves could be performed as well which this allows to motivate and support the implementation of sustainable initiatives in the area. Whereas, the inadequate of resources on the island particularly for financial resources should likely be obtained from outside or non-local interests since it might be difficult for local people in the destination to play a leading role as entrepreneurs in the tourism industry. Local government should also support for educational programs and tourism training on the island to improve the knowledge and skills of the people and therefore it will encourage them to participate in the development of sustainable tourism.

6.0 Conclusion

Achieving sustainable tourism development is highly important to the island of Gili Trawangan in Indonesia, in which it will help in protecting and conserving the local resources while minimizing the negative impacts of tourism and benefiting the island communities. However, despite the efforts from a number of local businesses, various barriers exist and affect the implementation of achieving sustainability initiatives in the tourism industry in the destination. Yet, a cohesive and inclusive strategy still can be developed to move this tourist destination towards sustainability.

Tourism policy and planning

Barriers to Sustainable Tourism Development in Peripheral Regions

Tourism is one of the fastest growing industries in the world (“Tip, B.Poon, 2009). So tourism industry becomes one of the most important economies in a country. According to Tearfund, tourism industry is the best industry that can grow easily and can increase the Gross Domestic Profits (GDP), especially in Lesser Developed Country. Thus sustainable tourism development is a key strategy for developing. “Sustainable tourism is tourism that developed in such a way so as to meet the needs of the present without compromising the ability of future generations to meet their own needs” (D. Weaver, L.Lawton, p-299, 2010). Sustain tourism can minimized the cost of environmental, social, culture and economic by maximizing the benefits of those (D.Weaver, L. Lawton, p-299, 2010). Also sustainable tourism is a carrying capacity of economic to destination. Sustainable tourism development is regarded to enhance the local development and for maintaining environment, social culture and natural resources in the international resolution (Sala, Castellan, 2010). In Bagan (Myanmar), the Tourism Board of Myanmar will focus on the nature-based tourism (heritage tourism site) to sustainable tourism development for local people in Bagan. Heritage based tourism can create the awareness of culture, traditional living standard and also the research about heritage site or knowledge of that heritage site. That sustainable tourism development can give so many opportunities to local with direct and indirect way, such as job opportunities and also that development can increase the income of local people and so on. The sustainable heritage based tourism development in Bagan is one of the essential to meet what the local community needs and wants. Furthermore, the development of heritage based tourism in Bagan can attract more tourists to the destination. “Sustainable tourism development is now widely promoted as a holistic concept that aims to integrate social, economic and cultural policies to ensure high quality growth in the context to which it is applied” (M.Reid, W.Schwab, 2006). All of the countries focused on sustainable tourism development for developing and engaging small medium enterprises. As an example, travel agency will engage with accommodation sectors of a tourist (hotel, model, inn, guest house). Also airline companies engaged with hotel for increasing not only their income but also increasing the GDP of destinations, e.g. Singapore Airline engages with Marina Bay Sands (MBS) Hotel. People who travel with Singapore Airline can get the discount in MBS Hotel. In addition, according to World Export Development Forum focus, Developed Countries try to engage with least developed counties or developing country (McIntyre, Kris, 2011). For Bagan, the agencies of German, France and other EU countries are engaged with Myanmar tour agencies and Tourism Board of Myanmar for developing tourism development in peripheral region (Bagan).

Bagan (Myanmar) is one of the peripheral regions of Myanmar where there has only attraction for tourists. According to Oxford dictionary, peripheral nations are the third world countries those are still in the developing stage with a very low standard of living (Oxford Dictionary). According to Brown (2000), the peripheral regions rely on conventional industries and there has no or low economic growth. Bagan is one of the destinations where full with tourist’s attractions but the government does not support anything to that area for economic growth. Actually the Bagan has attractive sceneries that are valuable for tourism industry. Most of the people in peripheral regions are old people because young generations rely on technologies and migrate to other place where developed areas (urban areas).

The main business of Myanmar is agriculture and the government should promote the country as a popular destination to become a developed country. Also Bagan is very interesting place. But there has so many barriers to develop the peripheral regions like Bagan, Myanmar. Some of the barriers are lack of knowledge, poor transportation system, lack of government support, lack of infrastructure and no tourism planning. In Bagan, local people are doing handicraft and most of the people are vendors and farmers so they have no knowledge about tourism. That is why the government should promote the destination (Bagan) to local tour agencies. Furthermore, there has no tour agency in Bagan. When the government promotes the place, tour agency will set up their company in destinations. And that company will provide the job and provide the trainee to local people for participating in sustainable tourism development and language section. Most of the people from peripheral region cannot speak international language, English. Provide the trainee sections that provide the acknowledgement of tourism is the best solution for solving the barrier (limited knowledge). Also should provide the English language class for people who want to work in tourism and hospitality industry. Knowing about tourism can be one of the opportunities to create job as well as can increase the local people income. There can be increase the number of visitors when developing sustainable tourism and that can improve the lifestyle of local people and can increase the Gross Domestic Profit (GDP) of country as well.

And another one of the main barriers is no tourism planning in that peripheral region (Bagan, Myanmar). The government should develop the tourism planning by cooperation with tour operator. Tour operator is the person or organization that can knew everything about the tourism such as what type of media should use, what kind of place can be tourist’s attraction, which type of people should we use in specific area and so on. The tourism planning is the very first step for developing sustainable tourism development. That tourism planning can address the policies, zoning and etc. The policy can make the local people happy. This is because the local people will feel upset when their place is more visitors than local people. Zoning can help not only to the natural resources but also to the local people. If the tour operator make zoning can help both tourism industry and local areas. As an example Bagan should create zone for tourists and that zone is especially for economic zone. This is because now Bagan is very few local people and that can affect to them if there has no zoning. Furthermore, the government should make long term plan. They should think at least ten years plan for local people. This is because there can appear many business (private companies) from around the country. If the government did not create long term plan, the local people will feel annoy to both tourists and private sectors. So government should consider for the local people because they are the main sector that can sustain tourism development in their region.

According to Parlato (2004), “an altruistic attitude towards the environment, resulting in behavioral change, is more likely to occur if motivation to do so is on a personal and individual level, through one’s own beliefs as well as value system rather than if it were enforced legally or simply viewed as a social or political ideal”. There cannot be sustainable tourism develop where there has no each local (personal) involvement in planning. Also each of everyone can change their mind in within a second so the government should do make sure plan for their future. In addition, the government should consider about the local people beliefs and values. Furthermore, local people will fully support when the government consider what they beliefs and values for their life. Those beliefs and values can build trust between local people and government. And that can solve the barriers of unbelievable in government. Effective local people cooperation is hardly to get when the government used power to them.

According to Butler (1999), the problem for sustainable tourism development is hardly to clarify the meaning of word and also that can focus on the weakness points of destination. The meaning of sustainable tourism development is rarely to hear for local people and sometime that can be misunderstanding between local people and other stakeholders. So the tour operators should introduce the exactly meaning and accurate information to local people for preventing the conflicts. The worse results can come out for development when there has problem with local people. This is because local people are the core center that can support in sustainable development.

Another barrier is the destination is lack of tourist’s facilities. Tourist’s facilities are hotel, motel, guest house for accommodation, train, car, bus for transportation, restaurant, bar for food and beverage and so on. The peripheral region like Bagan is lack of those facilities for attracting more tourists. Even there has no international accommodation such as Hilton, Marriott, etc. The government should open up the international business. This is because some tourists thinks they are so loyal while they stay at international standard as well as some tourists did not choose the place there has no international hotels. If the government wants to develop sustainable tourism, firstly they should create or open up the business for facilities. Furthermore, local hotel developers will come in and set up their business in the region. So that can be advantages for people who live in that destination. In addition, the local developer can observe knowledge from the international hotel for improving the standard and attract more visitors to come. Open up economic sector is the most important thing.

Sources: trading economics (2013)

This graph can show how important the open up economy is. This graph shows the number of tourists’ arrivals in Myanmar and can see the differences between before and after open up economy. Also transportation is one of the most important things that we have to think for developing. There will be less tourists will come when there has poor transportation system.

Having a bad tourism leaders can rain the sustain development. In peripheral region or people from developing countries have limited knowledge about tourism. Sometime they just emphasized on the short-term profits and never consider the things can happen in near future. For example, a tourism leader who has only skill that can make money or profits a lot but cannot sustain. So the tourism leader should be knowledgeable about tourism, also can motivate to people for supporting and cooperate as well. A features of good tourism leader is a person who

Can able to motivate others,
Can access to an extensive network both within and outside the community,
Can support the values of the community and enthusiastic about the region and its tourism potential as well (Moscardo, 2005).

As a summary, the tourism industry of Bagan cannot get profits as they expected because of the knowledge of tourism barriers. For solving those barriers, government should build the trust between local people also the good tourism leaders can manage all the things. In addition, the government or other stakeholders providing trainee section to local people for their lacking knowledge. As a result, that can develop a very successful stainable tourism development in peripheral region and can enter and improve the local standard to global standard of business.

References

Sala,S., & Castellan,V. (2010). Sustainable performance index for tourism policy development. Tourism development, 31(6), 971-880. Retrieved from http://www.sciencedirect.com.elibrary.jcu.edu.au/science/article/pii/S0261517709001721#

Tip, B. P. (2009). SUSTAINABLE TOURISM.International Trade Forum,(1), 21-23. Retrieved from http://search.proquest.com/docview/231383924?accountid=16285

Reid,M., & Schwab,W. (2006). Barriers to Sustainable Development. Aisan and Africa Studies, 41, 20. Retrieved from http://jas.sagepub.com.elibrary.jcu.edu.au/content/41/5-6/439.full.pdf+html

McIntyre, K. (2011). 2011 WEDF: SUSTAINABLE TOURISM DEVELOPMENT. International Trade Forum, (2), 9-11. Retrieved from http://search.proquest.com/docview/896731062?accountid=16285

http://www.premierwritings.com/barriers-to-sustainable-tourism-development-in-peripheral-regions/

Brown, F. (2000). Tourism In Peripheral Areas: case Studies: Aspects of Tourism, MultilingualMatters.
Parlato, M. (2004). Ecotourism and the Maltese islands: A Case study. Rural Recreation and Tourism Publications of the Royal Agricultural College, Cirencester, Unpublished Master’s Dissertation
Dodds, Rachel and Butler, Richard (2009): Barriers to implementing Sustainable Tourism Policy in Mass Tourism Destinations. Published in: TOURISMOS: An International Multidisciplinary Journal of Tourism, Vol. 5, No. 1 (15. April 2010): pp. 35-53

Trading Economics. (n.d.). International tourism – number of arrivals in Myanmar. Retrieved from http://www.tradingeconomics.com/myanmar/international-tourism-number-of-arrivals-wb-data.html

Moscardo, G. (2005) Peripheral tourism development: Challenges, issues and success factors. Tourism Recreation Research, 30(1), 27-44.