The London Eye as a Product - Essay Example

Introduction The Tower of London is one of the most important tourist attractions of London, specifically because of the historical components that are linked to the culture and society of Britain. The area is one that is known because of the prestige offered through the historical link to royalty and the three palaces that are located in the same region. The historical, artistic and cultural ties of this building makes it one of the most important to London and to tourism. Ensuring that there is a specific identification and relationship to the Tower of London and creating a market that shows the history of Britain will continue to create a sense of prestige through the area while helping to influence the area of London. However, there are several key issues that are creating difficulties with the growth of this attraction and the ability to assist tourists in enjoying this particular arena. For the Tower of London to become more effective as a tourist attraction, it will need to create a different methodology of reaching to tourists. Specifically, redefining the target market and creating a different approach to the activities that are a part of the attraction will create a more defined presence in the London area and will point out the attraction as a main part of London history. Overview of the London Eye The London Eye is one of the most popular attractions in London and is located in the heart of the city, at Westminster Bridge Road. The London Eye was built ten years ago as a way of overlooking the whole of London. The attraction was built in 2000 by a husband and wife team, David Marks and Julia Barfield. The main concept that was approached was based on the end of the Millennium and the movement into the 21st century with the London Eye becoming a symbol of moving forward and outside of the past history of London. It is known for going up higher than most skyscrapers in the area and allows visitors to see the overview of London while providing them with different discoveries of the landscape of the area. The capsules that individuals are in will allow one to see 40 kilometers in each direction while moving through the different areas of the ferris wheel. Those who go into the London Eye can see up to the Windsor Castle, with highlights of other historical buildings that are in London. Many also will visit the London Eye as a main entertainment attraction as one of the largest ferris wheels that were built in history. The concept of architecture and the association with entertainment that is a part of the London Eye continues to attract a high amount of tourists who are interested in the perspective that is provided through this landmark. The main components of the London Eye are only one of the several attractions that have been built in the area. The London Eye has developed a tourist component that provides attractions to those that are celebrating or that are interested in special events. The area is now known for holding events for special dates, such as Mothers Day and Easter. Fireworks are often displayed through other events to create a different effect through the main attraction. Those that are visiting the main arena also have the option of renting one of the capsules for parties, birthdays or corporate meetings. There is also an educational program, which allows students to visit the London Eye for the architectural build and symbolic meaning. Many will also use the educational program for the overlook of London, specifically so they can define the different historical areas that are in the region (London Eye, 2010). Attraction Product There is a strong basis to the symbol of the Millennium and the development of specific aspects of the London Eye. Looking at the London Eye as a product as well as a landmark, and beginning to change the associations to the towers to attract more tourists will provide a stronger basis for the organization and will enhance the available behaviors and relations to tourists that are a part of the London behavior. Creating a thorough understanding of the scope of tourist behaviors in relation to the London Eye, as well as the motivations for visiting the attraction will provide more opportunities for those that are interested in visiting the area. When defining tourism, there are several components that are a part of the attraction product and its association with the community. The first part to this is the social structure, which includes subject – based activities and actions that are taken with tourists. The social structure that is developed is designated not only to create a specific set of activities for tourists. More importantly, there is the need to define the impact that each of these has on the tourists as well as the association that they have with the tourist arena after visiting. The second part to this is the epistemological structure, which relates to the education and academic field of study for the area. The third area is based on the economic association with the building, which includes the value and output that the people, businesses and places surrounding the main tower are able to have in relation to the traffic and amount of tourism that is moving through the attraction (Williams, 2004). The components that are seen through the different activities of the London Eye are directly related to Wanhills (1993) model of tourism. In the particular model, Wanhill points out there are several dimensions that are associated with tourism and how one responds to the attractions in a location. The association with tourism includes the social and economic development that is in the area. Wanhill also points out there is a strong association with the psychological relationship to the area that is providing a tourist attraction. The psychological component is one that has to create an understanding that the area is a main attraction, while providing individuals with motivation and excitement that links to the tourist attraction and which allows individuals to want to have a stronger association with the tourism that is taking place (Witt, 2002). There are several dimensions that are associated with the London Eye and the way that individuals associate with this as a tourist attraction. The first component is based on the social structure, which is defined by the events that the London Eye has as well as the social statement that one has been to this attraction. The second part, based on the epistemological viewpoint is one that is based on the scholarly concepts is related to the ability to see the landscape of London, such as the Windsor Tower. For those interested in academia, is the ability to point out the landscapes of the particular tower. The tourist associations have also defined this particular piece of architecture as a landscape that isnt available in other regions. The development of the attraction as well as the symbolic relationship to the Millennium have both created a different attraction to the London Eye. The third concept that is associated with this is the psychological components, which is defined by the several ways in which this attraction is important for one to see and associate with, specifically by one relating to the ability to see 40 kilometers in each direction. Another component that is associated with the London Eye is based on the characteristics of typology that are presented. There are four main types of attractions that are able to attract tourists, including those with a natural environment, man made buildings, special events and buildings that are designed to attract visitors. Each of these typologies is not only divided by the type of attraction that is offered, but also is based on whether it is a temporary event or will last for a longer time frame. This will make a difference in how the tourists respond to the specific situation and will create a different level of motivation toward the event. More importantly, this will create a different association with the events and attraction by those that are in the local area as well as tourists that are interested in visiting a main attraction over a certain period of time. The typology not only moves into components of interest by visitors, but also is displayed by the dependency on natural resources and cultural resources that are around the community. The scope that is created from this provides a stronger basis for the attraction and the different components that create the interest from visitors and tourists (Swarbrooke, 2003). When looking at the London Eye, it can be seen that it was a man made structure that was developed specifically for tourism. The typology moves into the man made structure that is used for the historical event of the Millennium and the association with the turn of the century. There is also an overlap of the typology through the special events that are a part of the London Eye. Currently, there are different events that the London Eye has begun to hold, such as the 10th Anniversary celebration. The London Eye is also known for holding events, such as for a greener environment, birthdays and other annual events. The temporary associations with the London Eye provide a stronger basis with the tourism that is available, as well as the attractions that are related to this particular area. Key Challenges Even though the London Eye is able to provide a strong basis for the typology of the area, as well as several dimensions of the attraction, there are still challenges that the attraction will hold in the next five years. For the tourist level to continue at the same level, there needs to be a continuous motivation that will provide individuals with a desire to visit the attraction and to see the different elements that are a part of this arena. While parties and corporate partnerships, as well as special events are available, these are considered to be temporary events. The motivation of other aspects of the London Eye, such as seeing the different landscapes, is one that may also not provide as strong of a basis and motivation for individuals that are visiting London. Managing the different aspects of the London Eye, and finding new ways to attract visitors through expansion of the site, can provide visitors with more motivation to visit the site during different seasons of the year (Leask, 2010). The second challenge that is a part of the London Eye for the future is based on the amount of diversity that is a part of the attraction. The temporary events is what is providing the main motivation and the approach toward those that are interested in visiting the London Eye. However, there is not a strong enough sense of diversity with both the attraction and with the surrounding environment. One of the continuing challenges with the main attraction, for instance, is based on the need to have different events and management. Since there is only one attraction and piece of architecture that is seen, many of the tourists and visitors will need to have alternative motivations for visiting the London Eye. At the same time, the lack of diversity includes a continuous change in competition and in the concepts of culture that are associated with a specific area. Making sure that the London Eye can become a central area for events and as an entertainment facility will determine the success and continuous growth of the area as a landmark attraction in London (Whitfield, 2009). Part of the complications that may occur with the London Eye is based on the destination lifecycle model. Attractions that are a part of a community are known to emerge at a rapid pace for a number of years. However, tourism trends can easily alter into new attractions and different concepts that seem to be unique for a specific time frame. This can lead to a downfall in the amount of tourism that is available at the space, specifically after the main attraction has become well – known to the public. Recreating the level of excitement over the attraction and producing different effects that will allow individuals to continue to come back to the area provides a sense of the same attraction becoming renewed while providing tourists with a new level of excitement and motivation while visiting the main attraction (Hovinen, 2002). Recreating the excitement and motivation for both the local community and for those that are visiting the London Eye can provide a continuous emergence of tourism as a part of the main attraction. Addressing Key Issues For The London Eye to continue to be a main tourist attraction and success, there needs to be more development with the arena. Producing more diversity and making sure that there are new ways to create excitement and motivation by those that are visiting the area will provide the individuals visiting with more means to visit the area. More importantly, there will need to be alterations in the focus on the London Eye and the way that it is perceived through the community as well as through tourists that are interested in seeing the main destinations of London. To do this effectively, managers will need to diversify the psychological, social and cultural relationship of the London Eye to a broader understanding of the tourist attraction and the development that has occurred from the inception of this attraction. A key issue that will need to be addressed when looking at the need to diversify the market is based on the product management and market. The destinations that are a part of tourism through the regional and international level will need to be defined to continue to attract individuals on various levels. The product management includes the ability to focus on more than events as a part of the London Eye and instead to find the different types of individuals that are attracted to the area. More importantly, the market will need to expand and diversify, not only with the London Eye as the central attraction, but also with the surrounding areas. Changing the management of the marketing and the management of the surrounding environment will provide a stronger sense of diversity within the London Eye and will help the area to stop the life cycle that occurs after the attraction has been developed over a certain period of time (Fyall, Leask, 2007). To further the changes with the London Eye, will need to be development of the main attraction. Currently, the London Eye is advertising the build of the architecture as well as the ability to see the different perspectives of London. The second component of advertising is based on the events that are held in this area to create a different approach to the marketing that is occurring. To change this, there also needs to be a development of choice models that can be used in relation to the main attraction. To do this, there needs to be an understanding of the different individuals that are interested in the London Eye as well as an association with the consumer behavior and responses that are a part of the London Eye. By understanding the behaviors of consumers, there will be the ability to create different events, changes in the surrounding environment and alternative approaches to the market of the product. More importantly, the tourists that are moving toward the London Eye will need to be defined by segments, specifically with the main motivation and attraction to the London Eye at different times (Schon, 2010). The main concept that needs to be applied with the market segmentation and the understanding of behaviors will create a different understanding of the London Eye. When approaching this particular concept, there is also the ability to identify the diversity that is needed for the continuous tourism levels that are a part of the London Eye. More importantly, there will be a different association with the behaviors that are currently a part of the London Eye and which are interested in the main attraction. The more that this is done, the more likely that the tourist attraction can be diversified, not only through the main site, but also through the surrounding environment. Enhancing more than the one area of the London Eye by adding in more tourist attractions and smaller components will help to stimulate the economy that is a part of this and will provide customers with more individual responses to the development of the economy. A key issue that will need to be approached if the diversification is approached through more segments and responses is based on the policies and political relations to the environment. This is important to look into by managers for not only the international tourism, but also based on the regional level of understanding with policies. The policies and procedures that are currently a part of the London Eye are related specifically to the concept of the expectations of London. However, those that are visiting as a tourist destination are not able to associate with the same agendas, procedures or policies. The political development and the association with the environment of the London Eye is then divided by the local expectations as opposed to the international tourism that is a part of the area. Creating a diversification of events and environment will also mean approaching the management of policies, procedures and expectations that are a part of the region. Making sure that the political components comply with this and relating it to the specific needs that are a part of the London Eye will create a different approach to the needs of the community and to those that are interested in international tourism (Ashworth, Page, 2010). Rationale for Key Challenges The main focus that is a part of the key challenges is based on creating a sense of diversity with the London Eye. However, to do this effectively, there will be a need to redefine the interested individuals that are a part of the London Eye. Once this is created, there will also be the need to associate this with different policies, procedures and environmental considerations that are surrounding the London Eye. Doing this will create a different marketing that is a part of the London Eye and will change the way that the architectural structure is seen by those in the community as well as those on an international level. The management will need to focus on the internal environment, specifically in terms of the policies and environment that will be created. More importantly, this will link to the marketing and the development of different market segments to change the type of tourism that is coming to the London Eye. Doing this will create a sense of diversification and will provide those that are a part of the management structure with a different understanding of what will work when building on the behaviors of tourists that are visiting the site. Management Strategies To change the options that are a part of the London Eye will also be the need to create a different set of management strategies for the area. As this is done, it will stop the product life cycle that is currently a part o the architectural framework. Since the London Eye is only 10 years old, many are coming to the site as a new structure. However, over time, new marketing techniques will need to be approached, with the association of diversifying the market and creating different levels of attraction for those that are interested in the London Eye. The marketing that will need to be used for diversification of the London Eye will change the association that is a part of the attraction and will alter the approach that many have toward the central attraction. The first management strategy that will need to be approached is based on visitor segments that are a part of the main attraction. Currently, there are two main segments that have been defined. The first is based on international tourism of those that are visiting London. The second component is based on the segment of local individuals that are interested in participating and seeing the landmark. However, the market segments can be divided further by the psychological, cultural and epistemological components that are a part of the attraction. The psychological relation can be one based on the architecture, symbolism and patriotism that is a part of London. This will also move into the cultural aspects that are currently a part of the London Eye. To further the cultural associations, will be the ability to target different demographics for parties, associations with holidays and other components that are a part of the London Eye. The epistemological components can also diversify into more than educational programs for the London Eye. The expansion of this can include an association with touring the other historical sites through the London Eye with specialized events specifically for academic structures. By researching these two different components, there will be a stronger association with the segmentation through marketing, as well as ways that target marketing can work for those that are a part of the market. The marketing strategies that are a part of this will need to focus on the sense of diversification that is a part of the London Eye. More importantly, the London Eye can look into the current trends and forces that are shaping the London area. The more that this is placed into the marketing strategy, the more likely that the London Eye will be able to find different segments and populations interested in participating in the events surrounding the tourist attraction. The first part to this is identifying leisure interests and creating different concepts around this. For instance, the current initiative of having birthday parties is one of the ways to attract individuals to the London Eye. However, this can be expanded into different types of events that will attract the majority of the population as well as international visitors. Political events, new movements that are related to the social and cultural components of the area and historical events can all be added into the area as a part of the environment and events that are associated with the London Eye. The marketing strategy that is used can then expand into a change in the environment. The ability to advertise the surrounding area and to create the London Eye into more than one isolated area, and instead into a diverse range of activities in one area will help to attract more visitors. The ability to add in multicultural components that are surrounding the London Eye and expanding the economy through private initiatives that are available will provide the London Eye with more than one attraction for the area. Advertising this through different market segments will then provide individuals with more than one motivation to visit the London Eye and will help them to create a different perspective and motivation when visiting this area (Getz, 2010). To further the marketing strategies, the London Eye can use different initiatives through product diversification. Currently, the main attraction of the London Eye is the one architectural structure and the events that are surrounding this. The product diversification can expand into a different understanding of the culture, society and surrounding events that individuals are attracted to. Expanding the available sites in this one area and making sure that this is marketed to those that are interested in international tourism, as well as local events, will help to initiate further building of this area. The main focus at this point will be to create a deeper level of economic value to the London Eye as well as the surrounding environment that is associated with this. The strategy that is used with product diversification will be based on providing a sense of competition that is in the area. More importantly, there will be the ability to respond with local resources for sustainability of the London Eye. As this is done, there will be a continuous movement of the London Eye, as opposed to the one time visits that are currently occurring and which arent segmented as a part of the visitor attraction (Buhalis, 1999). Diversification of the market, expansion of the environment and new initiatives that are defined by the target markets can then lead into specific initiatives that are a part of the London Eye. The main way that the London Eye can strategically market is to use the media and alternative resources through the developed target markets. The diversification that occurs at a local level will include the ability to market to different demographic areas, all with the focus of creating a different approach to the main attraction. When moving into an international level of tourism, there is the ability to strategically place the same diversification to those who are interested in travel. The more that there is a definition of the London Eye as a main attraction, the more likely that individuals will respond in the correct manner. More importantly, there will be the ability to create a different appeal to the main attraction as well as to the surrounding environment, all which will help tourists to take further initiative through the motivation of diversity that is a part of the environment. The human resource management that will focus on the central issues and diversification of The London Eye will lead into new areas of management. The human resources will first be defined by the environment and the diversification that will be added through new events and diversification of the surrounding area. Furthermore, the human resource management will be responsible for the initiative of policies, procedures and international relations through the internal structure. Ensuring that this is a part of the change in organization as the London Eye grows in attraction will ensure that the different parts of the tourist management are reached with sustainability and with the right response to the environment that is being created. Conclusion The different components that are a part of the London Eye are able to create more opportunities for the development of the main attraction. The main focus of this particular tourist attraction is currently as a man made development used as a symbol of the Millennium, developed for the initiation of moving into the 21st century. Since this time, it has become a unique tourist attraction because of the build as well as the ability to see the landscape from a longer range. The movement forward with the London Eye has also led into specific events for holidays and initiatives. However, for the London Eye to continue to remain as a main attraction, there is the need to develop more diverse areas for the attraction, specifically through the available sites of the London Eye as well as with the surrounding environment. By continuing with the development of this attraction, there will be a motivational response from tourist behaviors with a continuous movement of tourism that creates sustainability outside of the beginning attraction that was developed. The diversity that can be initiated through the London Eye will then provide more opportunities for both tourism and the main attraction of this region of London. References Ashworth, Gregory, Stephen Page. (2010). Urban Tourism Research: Recent Progress and Current Paradoxes. Tourism Management. Buhalis, Dimitrios. (1999). Marketing the Competitive Destination of the Future. Tourism Management (21), (1). Fyall, Alan, Anna Leask. (2007). Destination Marketing: Future Issues – Strategic Challenges. 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