Researching and Marketing Visitor Attractions in Tring Reservoirs - Research Paper Example

Researching and Marketing Visitor Attractions Table of Contents Introduction 2 Literature review 2 Methodology 5 Findings 6 Justification of the marketing approach 7 Evaluation of the marketing output 7 Conclusion 7 References 10 Introduction This report seeks to research as well as establish the needs and wants of the visitors with an aim of providing recommendations to increase the number of visitors going to the site through events. In addition, it will provide suitable opportunities for the visitors to use their money on without compromising the environmental integrity of the site. The report will also enhance the development of a new visitor website to attract more visitors. The research will be carried out on Tring reservoirs. Tring reservoirs are located near Tring, Hertfordshire, England (Young et al, 2006). The reservoirs were established during the early 19th century (Young et al, 2006). The reservoirs are owned by the British waterways and managed by Herts and Middx Wildlife Trust. The Tring reservoirs are known to feed the Grand Union Canal by pumping approximately 4m gallons per day. Evidently, the site is known to be home to a variety of wildlife. In particular, the winter water birds. The reservoirs get to attract several visitors annually to discover the network of the paths, bird watching and fish. In addition, the reservoirs attract visitors to just experience the serenity of this special haven. It is apparent that the site hosts approximately over 300,000 visits annually. The facilities owned by the reservoir include a car parking, Bluebells café as well as interpretation. Moreover, Tring has three bird hides but with poor access. The nearest railway station to the reservoir is 2.5 miles away. However, Tring lacks some basic facilities. Besides, it has dated interpretation material. Due to this reasons, the sit needs to be taken into consideration especially in its wider context while exploring the possible opportunities. Literature review Abundant literature regarding tourism exists. It ranges from the general studies with geographical, economic and policy related focus to expressive case studies of psychological and sociological viewpoints (Page and Connell, 2006). Tourism is viewed as a central industry, which produces marketing analyses. In addition, it is perceived as an industry that uses statistical techniques to comprehend the trends in the activities of tourism (Schonland and William, 1996,). Just like in any other industry, its market is based on demand and supply. In this case, those of tourist feature as well as of the holiday makers (Page and Connell, 2006). Over the past years, travelling and tourism activities have become a main recreation activity. Similarly, a number of destination sites have become popular too (Page and Connell, 2006). It is apparent that there has been a remarkable growth in the literature regarding the marketing of visitor attractions in the near past (Lee et al, 1997). In an argumentation aspect however, most of what is known regarding marketing visitor attraction is premature. To begin with very little is known by marketers about the basic nature of the product attracting visitors. This is mostly common in the heritage sites. According to Schonland and William (1996), most often, there is little or no sufficient marketing information at all that could be used to develop the right judgments regarding the marketing strategy. Evidently, the basis of the marketing research is minimal. Moreover, where the research has been carried out, arguably it is unsophisticated (Page and Connell, 2006). Due to this reason, the management as well as the marketing of the visitor attractions is greatly affected. As a result, this harshly limits the room for effective marketing (Ghosh, 1997). Further, the scholars indicate that despite the fact that branding is a central marketing issue in almost all the areas covered under the tourism industry, in the contemporary times it is playing a very limited role in the sector of visitor attraction (Ekinci et al, 2001). Similarly, with the marketing research, where branding is evident, relatively limited benefits have been delivered. Some scholars have said that this is because the heritage sites fail to develop visitor attractions that are differentiated, adequately strong as well as marketable just like a consumer proposition (Lee et al, 1997). In addition, most of the heritage sites fail to offer the experience itself to the customer so that the customer can feel encouraged to visit the sites again and again (Lau and Bob, 2004). This is because the sites lack quality, choice as well as service but apparently focus on size (Dick and Basu, 1994,).Pressures in the funding as well as the market places for visitors are acting as catalysts for more collaborative responses from a number of the visitor attraction centres. This is so particularly in the smaller, resource poor attractions, which usually constitute the majority in the attraction sectors of visitors across the universe (Oliver, 1999). Despite the fact that loyalty has always been perceived as a central driving force within the competitive market in the tourism industry, the importance of the concept of loyalty as well as its application to the tourism services and products is relatively limited (Pearce and Uk-Il Lee, 2005). Over the last decade, the researchers incorporated the aspect of consumer loyalty into the products of tourism (Pearce and Uk-Il Lee, 2005). The concept has been measured in terms of three approaches. They include; the behavioural approach which is related to the site’s visitors brand loyalty. The measurement of this approach has been argued to lack a conceptual standpoint. Moreover, it only generates the static result of a dynamic process (Oliver, 1999). It is evident that the measurement does not focus on the factors affecting customer loyalty such as the loyalty of the visitor to the site and the reasons that pull them to revisit the site or recommend their friends to visit it (Lee et al, 1997); attitudinal approach which is based on the preferences and the intentions of the customer to buy. In conclusion is the combination approach that integrates the other approaches (Leask and Yeoman, 1999). Lau and Bob (2004) observes the ever changing demands in the expanding demand across the universe; the universal reach to destinations across the world, consumer variety in age, health, interest as well as book; trip variety in multi-purpose and non-traditional trips, information on the requirements for the travel, cost competitiveness, travel experience and service quality (Lau and Bob, 2004). Clearly, the changing nature of the tourism is also revealed by the changes in the behaviour of customers due to the transition from static to changing provision of information. It is evident that when compared to the past, the customers are more knowledgeable, confident, expect higher involvement in the decision making where it involves their travel and more informed (Oliver, 1999). Furthermore, they are open to innovation as well as expect to get the best deals out of their selection. Besides, with the amount of information at hand, customers expect the market to have transparency (Oliver, 1999). Studies indicate that on the web, the consumers expect to be serviced individually (Ghosh, 1997). In addition, they always hope to get customized products of a high degree (Schonland and William, 1996,). Experts indicate that the individualized products should in line with the emerging ones to bit the old paradigm of mass marketing (Leask and Yeoman, 1999). The new paradigm ensures that the products meet the preferences of the customers. Moreover, it will focus on winning a large share of the business of the customer since the marketer will be having the power to remember the transaction history of their customers (Ghosh, 1997). The experts have indicated that the tourism company can only be successful if the design of the website caters for the needs of the customers (Leask and Yeoman, 1999). It is apparent that companies that a company needs to research on their customers and design a web strategy that considers their customers (Ghosh, 1997). The internet is a suitable way to interact with the customers as well as new prospects and to sell the products and deliver information. For instance, through the website, the company is able to understand their travel history, customer’s travel preferences and documentation and as a result, they will be able to offer the appropriate products and services (Leask and Yeoman, 1999). A good established customer relationship enhances customer retention (Schonlandand William, 1996,). Studies have revealed that the companies are able to gather information from their customers by encouraging them to sign up for the services they are offering. Moreover, recent studies indicate that the restructuring of the tourism industry, the dynamic tourism market and the cyber trends have enhanced the use of the internet as a marketing strategy in the tourism industry in the transaction of services and products (Schonland and William, 1996,). Experts have continued to reveal that the website marketing will continue to grow exponentially (Ghosh, 1997). Methodology This research will employ both primary and secondary methods of data collection. Secondary data collection sources will include the use of press releases, newspaper articles, policy statements, peer reviewed journals, academic sources and other publications concerning tourism and the marketing of the visitor attractions. The use of secondary data collection methods is deemed efficient as compared to primary data collection methods, the former offers credible information (Denscombe, 2010). This is due to the fact that, the researcher can compare various publications combining similar thoughts, which will assist in making a conclusion. The secondary data will be important in guiding the research on formulation of research questions. Primary data on the other hand will entail the use of questionnaires and interviews (Crotty, 1998). The questionnaires will contain a number of predetermined questions. The interviews will be accomplished by visiting the Tring reservoirs. The management as well as the tour guides in the site will be interviewed their management as well as the visitor tourist attractions. The questionnaires will be given to the persons visiting the site to find out what their preferences are so that the right conclusions can be reached at. It is anticipated that not all the questionnaires will be filled. Only the fully filled questionnaires will be analyzed using the statistical methods such as SPSS. Data analyzed will be presented using pie charts and bar graphs. Findings It is evident that a successful visitor attraction is one that offers an experience in itself. Clearly, committing time to the experience should be rewarding to the person committing his money on the experience. Moreover, the visitor attractions should regularly reinvent themselves to enhance the visitors to visit repeatedly. In addition, each visitor attraction is experienced on the least possible scale. Besides, successful visitor attractions irrespective of the size sell experiences, expectations as well as memories to the customers. Apparently, the visitor attraction customers are spoilt for choice. Moreover, they are getting more sophisticated. Visitor attractions hence should offer value for money and time by providing several activities as well as experiences that are within a package that is integrated. To respond to the customers’ demands of the dynamic market place, the visitor attraction should offer the customers more individualized media content. In order to respond to the dynamic attraction market place, it is of paramount to develop new kinds of visitor attraction strategies. The people responsible for developing their own visitor attraction ought to take into consideration a customer-oriented approach and not a supply driven (Fyall et al, 2008). In addition, they should be aware of where to get and how they can retain their visitors. It is apparent that the developers of the visitor attraction need to: Have a reliable research as well as the analysis of the market to understand the needs of their customers. Have a perfect vision for the distinctive consumer suggestion as well as the visitor attraction experience for the site, which will focus management, development as well as marketing thinking. Have strong, individualized targeted marketing to attract the consumers’ attention. Be in possession of high quality experiences by having integrated services and products that will be worth for the consumers’ commitment of his time and money (Fyall et al, 2008). In conclusion, the managers of the visitor attraction should always focus on building the brand loyalty to promote a consistent site visitation (Fyall et al, 2008). Justification of the marketing approach It is apparent that building a visitor attraction brand is an important secret weapon in the highly competitive visitor attraction market place. The proactive development and shaping of the brand assists the visitor attraction to differentiate itself from its rivals in the market as well as attain a competitive edge. The brand strategy is a tool that enhances integration between the partners, stakeholders and individual activities on site. By using this marketing approach, Tring reservoirs will be in a position to promote its visitor attraction experience effectively as the brand serves as a foundation for all the marketing activities that can ensure long-term commitment and enhances regular visits. Evaluation of the marketing output An integrated visitor attraction entails the consideration of all the aspects of the visitor attraction offer and experience from the infrastructure of the place, the buildings, activities, opening times, retail, catering, leisure facilities provision, interpretation as well as signage (Association of Scottish Visitor Attractions, 1994). In addition, it also addresses issues relating to staff, stakeholders and the investors. It is evident therefore employing this approach to the Tring reservoir will enhance the site. Moreover, it will ensure that the visitors are offered an experience worth committing their time and money besides encouraging a regular visit to the site (Association of Scottish Visitor Attractions, 1994). Further, this approach will enable the management to explore any new opportunities on the site to increase the activities being offered. Conclusion The report has focused on research to establish the needs and wants of the visitors visiting the Tring reservoir with an aim of providing recommendations to increase the number of visitors going to the site through visitor attraction. It encompasses literature review regarding tourism and the range it covers. This includes the marketing of the visitor attractions with an aim of enhancing regular visitations to the site. The research has employed both primary and secondary methods of data collection. Secondary data collection sources will include the use of press releases, newspaper articles, policy statements, peer reviewed journals, academic sources and other publications concerning tourism and the marketing of the visitor attractions. The primary data collection on the other hand includes the use of questionnaires and interviews. From the research, it is evident that a successful visitor attraction is one that offers an experience in itself. Clearly, committing time to the experience should be rewarding to the person committing his money on the experience. Moreover, the visitor attractions should regularly reinvent themselves to enhance the visitors to visit repeatedly. By using this marketing approach, Tring reservoirs will be in a position to promote its visitor attraction experience effectively as the brand serves as a foundation for all the marketing activities that can ensure long-term commitment and enhances regular visits. An integrated visitor attraction entails the consideration of all the aspects of the visitor attraction offer and experience from the infrastructure of the place, the buildings, activities, opening times, retail, catering, leisure facilities provision, interpretation as well as signage. It is therefore true to say that, the approach will be an advantage to Tring reservoirs. References Association of Scottish Visitor Attractions. 1994. Marketing visitor attractions: a guide. Association of Scottish Visitor Attractions. Crotty, M. 1998. The foundations of social research. London: Sage Publications. Denscombe, M. 2010. Ground rules for social research: guidelines for good practice, 2nd Ed. Maidenhead, UK: Open University Press/McGraw-Hill. Dick, A. S., and Basu, K. 1994. Customer loyalty: Toward an integrated conceptual framework. Journal of the Academy of Marketing Science, vol. 22, no. 2, pp. 99–113 Ekinci, Y., Riley, M., and Chen, J. 2001. A review of comparisons used in service quality and customer satisfaction studies: Emerging issues for hospitality and tourism research. Tourism Analysis, vol. 5, no. 2/4, pp. 197–202. Fyall, A. ,Leask, A., Garrod, B., and Wanhill, S. 2008. Managing Visitor Attractions. London: Butterworth-Heinemann Ghosh, S. 1997. Selling on the Internet: Achieving competitive advantage and market lead. Planning Review, vol. 25, no.3, pp. 53-55. Lau, A. L.S. and Bob M. 2004. Exploration versus Acquisition: A Comparison of First-time and Repeat Visitors. Journal of Travel Research, vol. 42, pp. 279-285 Leask, A., and Yeoman, I. 1999. Heritage visitor attractions: an operations management perspective. New York: John Wiley and sons Lee, C., Backman, K., and Backman, K. S. J. 1997. Understanding antecedents of repeat vacation and tourist’ loyalty to a resort destination. TTRA 28th Annual Conference Proceedings, pp. 11–20. Oliver, R. L. 1999. Whence consumer loyalty? 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