Tourism as Stable Source of Government - Essay Example

? TOURISM: VISITOR ATTRACTION MANAGEMENT Executive summary Tourism is a growing resource for most countries. It is a stable source of government income, foreign and local revenue and employment opportunities. The achievement of any tourist site is determined by the visitor attraction employed. Visitor attraction refers to a stable expedition area set aside to let day trippers enjoy themselves (Hu and wall 2005). This term can have several adaptations, however, in this paper; it would be used to describe daytime tourists as our aim is to find out the part they play in having a successful attraction site. Visitor attraction is a market that is an increasingly emergent market. It is established that only proper management can sustain these sites in the long run. Every aspect of the attraction i.e. finances, public relations, human resource, impact management etc need to be carefully considered to ensure that the business stays afloat. It is imperative that the site leaves a lasting impression on the visitors (McBoyle 2008). Examples are natural areas, theme parks, museums, animal orphanages, heritage centers etc. Effective management can never be underrated as it inspires visitors and thus generates revenue for the locality. It helps a visitor attraction site compete favorably (Leask 2009). It looks at factors such as the kind of attraction, skills employed, resources available, environment that is competitive enough and the stakeholder base. It is important that a visitor attraction site be well planned. It should stand out from the rest, be properly designed and be unique. This will make it superior to its competitors (Mitchell 2001). This paper will focus on theme parks and specifically, Thorpe Park. It will discuss its management in light of three subtitles; marketing, human resources and visitor experience and quality. This paper aspires to elicit the managerial challenges faced by the named park and highlight how to deal with them. Introduction Thorpe Park is a theme park located in Chertsey, Surrey in the United Kingdom established in 1979. It is managed by Merlin Entertainment, to whom it was let out. It occupies about five hundred acres of land. It enjoys visitations as statistics show that it had approximately 2million visitors in the year 2011. It is a tourist attraction site that provides fan activities for its visitors. It is well known for its ecstatic activities. It has close proximity to London (Yugimotou 2012). Marketing In simple terms it means offering the correct group of people the right product or service in the correct destination, having the proper cost in mind and getting to them via the right channel of promotion. The aims of researchers going into it are majorly to increase its acceptability, enhance its yearly proceeds and improve clients’ approval (Swarbrooke 1999). Challenges and evidence A study was conducted of Thorpe Park’s marketing strategies adopted. Both primary and secondary data were studied and the following insights were deduced: They have a very effaceable broadcast media outreach. They use the television to publicize themselves. Without a doubt, this reaches a good number of people. Furthermore, they also use print media to promote themselves. They provide flyers and brochures to those who visit. This is a good way of reminding the visitors to go back again. It is also a means of advertising themselves to those who have never been there before (http://www.paperdue.com/details/A). It was ear-marked that their performance online is quite impressive. They have also developed certain strategies such as promotional like price cuts, have good eateries etc. However, it is important to note that Thorpe Park is not doing well in terms of publicity especially in the sector of billboards and posters use. In addition, another challenge is its neighboring competitor, Legoland. This is an amusement park located just under half an hour drive from Thorpe Park. It is noted that it could pose a very significant danger to the growth and development of Thorpe Park since it adopts massive advertising strategy (Yugimotou 2012). They also do not provide a map online that can guide prospective visitors. Their website link to the map is also not accessible. They tend to be caught by the weather on the wrong side. Some of their products such as lockers are rather highly priced. They also have fewer sitting areas with most of them poorly spaced. Their target customers are families and adventurous individuals. They are however mostly age group of teenagers to early adulthood. However, their advertising rarely targets them. The timing is ill and the channels are not all inclusive. Moreover, people tend to stand on the line for long in a bid to acquire tickets. This is rather uncomfortable and calls for grumbles from most of its customers. They have a smaller number of people who sell tickets, and even the automated system tends to be inefficient. One slow down aspect is the safety of people. The routes into the park that let in emergency vehicles are rather congested. Some of the sections lack proper theming. However, this year, the SWARM area received a billboard to correct this. It is unfortunate that this is not helping much as it can easily be missed out by the intended audience (Mikolajczyk 2012). Recommendations and justification The solution to a flourishing execution in visitor attraction is being focused, having a foresight and being proactive. The management of Thorpe Park should have proper marketing strategies. They should carry out marketing research more often. This would help them be effective in their work (Fyall, Garrod & Leask 2008). Evaluation of product developments, having marketing activities and tracking the target market are just some of the things that can be done (Clave 2007). They need to adopt promotional campaigns at different seasons of the year. They should encourage promotional activities such as sales as these attract more visitors into the park. This is not similar to the normal advertisements made as it targets a specific element. It examines the intended market, the aims of the promotion, the articles that are needed and the techniques that should be implemented for its success (http://www.paperdue.com/details/A). For instance, their graph indicates that their highest returns are made on fright nights. This requires proper advertisement since it is a specific event. Seasons like Easter holidays and close of schools also attract visitors. This would give them focus on a particular service or product they would want to offer that would attract public interest (Clave 2007). They should partner with guest essayists who visit the park to market them on their documentaries and journals (Duhil 2005). Having people enroll for membership is also a good marketing strategy. They need to keep their already existing market since they have competition nearby. Sure loyalty is likely to keep it moving. Additionally, they should give their target customers a reason to stay (Swarbrooke 1999). However, there are peripheral issues like natural calamities such as climate change that may create a reduction in visits made. Factors like winter and torrential rains may be hard to deal with. However, the management can enquire from the weather forecasters to know of impending downpours in advance, i.e. in two weeks that would disorient visitors and provide solutions. These can be through the adoption of large tents for shelter (Leask 2010). They should also maximize on their turnover whenever the season allows them to due to eventualities like economic recession (Mikolajczyk 2012). The analysis of their strengths, weaknesses, opportunities and threats can help them be prepared and adopt marketing and public relation strategies that would help them stay on top of their game as only they know best. This field of business has a wide and varying competition. This ranges from the closest theme parks to other attractions sites (http://www.paperdue.com/details/A). Managing competition by offering quality service to customers is imperative. Tickets and token giveaways can also be good examples (Yugimotou 2012). According to a 2005 survey, they should also invest in activities that bring in more returns such as thrill rides that bring 20% and fright nights that have about 43% revenue (Yugimotou 2012) . More importantly, the investment must be target market focused. More emphasis should also be given to the online advertising. Social media such as facebook attract hundreds of thousands of viewership and comments that are helpful to the marketing team (Swarbrooke 2002). In order to control foreign visitors, the management decided to construct a temporary structure to serve as a hotel near the park. It is advisable that they improve this accommodation site. This would go a long way in retaining them around (Leask 2008). Their branding is good but they need to be more aggressive to reach more people. It is not enough to have a loyal customer base. The management can adopt the use of a wide range of media such as publications on magazines, graphic panels, conduct auditory travel rounds, have gadgets that repeat messages at strategic points etc (Mitchell 2001). Advertisements should adopt clear communications in simple terms for the target audience. Avid fans and loyal customers need to be retained. The management can consider rewarding them i.e. by providing specialties and offers to them. They can also organize exceptional occasions for them. Keeping track of those who used to visit the facility but no longer do is important. The reasons they give for their lack of interest can be a stepping stone to greater heights (Duhil 2005). Human resources Challenges and evidence It is only the strong who survive in the world of visitor attraction business (Leask 2008). There is therefore a need to have a team which can deliver on the overall goals and objectives of the firm (Fyall, Garrod, Leask & Wanhill 2008). Human resources unit at Thorpe Park is concerned with educational preparation and providing proper guidance, how to interact with one another as co-workers, providing a proper ground for open communication and interaction and the enlistment of new staff (www.thorpepark.com, 2012). This is aimed at creating a lasting impression on the people, generating income and being above the competitors. Unemployment is a key issue though (Yugimotou 2012). The park currently boasts of slightly lower than two hundred stable workers and over one thousand two hundred cyclic staff. Challenges arise when those hired temporarily need to be laid off. This leaves a deficit in the number of staff. The result is a lack of proper programme and policy implementation (Cooper 2012). The ones who are left cannot effectively manage the people surge. It in turn impacts negatively on their aim of providing timely and quality service to its customers. Reason being, it might take an employee twice the amount of time it would take several of them to get everything running. It is the same person who needs to run around and check on the progress of the activities. The economic resurgence would also cause a problem that would lead to a reduction in the number of visitors to the park annually. Fewer profits mean that the management cannot sustain the employees. Most of its hands-on employees work on short term basis. This leaves them with no security at work. It is morally de-humanizing to know that one is working without a prospective future at the job place. This makes the potential well skilled and qualified personnel to shift their attention elsewhere. It then in the long run affects quality of work (Swarbrooke, 2001). Lack of additional benefits, low wages and unavailable reward scheme scares many away too. According to Mikolajczyk (2013), there are many factors which make these kinds of jobs attract fewer personnel. Terms of payment of workers are not so good-looking. At Thorpe Park for example, the customer service personnel are offered slightly above six pounds per hour (www.njobsuk.co.uk, 2012). In addition, the pressures from this job are intense. People work long hours; most commence at nine in the morning and end at around ten at night. The staffs stand or move up and down long hours, it is recurring in nature creating boredom etc (Swarbrooke, 2001). The resultant impact is minimal levels of dedication. Most staff keep quitting as they get better offers elsewhere (Hollinshead 2009). The in job training may prove a challenge at times. Some guests also encounter lack of professionalism at some quarters. Recommendations and justification Visitor attraction businesses need to note that the best means of publicity is word of mouth (Page & Swarbrooke 2001). Provision of quality services is key to customer satisfaction and therefore recommendations. Management needs to adopt team work competency (Leask 2008). The human resource department should give the entire management a reason to hire qualified personnel (Duhil 2005). Furthermore, it needs to develop a means to keep within the workforce, competent employees. It is only with this that customer satisfaction is realized and the overall financial goals are achieved (Fyall, Garrod & Leask 2003). Moreover, they should give better packages to ensure that their expertise do not leave them for any reason (Leask 2008). An assurance of job security goes a long way to give satisfaction to the workers (Yugimotou 2012). They then perform their duties with much zeal and vigor thereby yielding returns. It is clear that there are better paying jobs that can appeal to this group of workers (Hollinshead 2009). In doing so, they need to improve on their terms and conditions of work. This motivates the workforce (Clave 2007). Surprise packages, good remunerations and rewards keep most staff motivated. Proper care should be taken to ensure that the team stays vibrant all day. Activities such as team building activities, provision of breaks and meals can help keep the staff invigorated throughout. It gives them a good reason and the morale to hold on and keep going (Fyall, Garrod & Leask 2003). Good time should be allocated for induction and training of new staff. Better trained individuals provide better services. The offer should therefore be made more appealing to attract the much needed group of people (Duhil 2005). Visitor experience and quality Challenges and evidence This can be analyzed through observation, questionnaires and word of mouth comments. How the visitors react in an attraction site speaks volumes. The pleasure derived equals the level of satisfaction and thus fidelity (Gnoth & Andreau, 2004). A visitor noted that Thorpe Park has world class rides yet it lacks beautiful sceneries and long walks associated with Alton Towers (Cubwolf 2013). Parking space is a problem. Some customers also noted the availability of non responsiveness of some staff to their coin operated games needs. Complaints are also lodged on the slightly higher prices and fees charged for parking for instance. Quality service is not only good experience but a mixture of outcomes as well (Johnston & Clark, 2008). Time management between activities is wanting. Recommendations and justification The management should study their competition and know what to offer their customers (Fyall, Garrod & Leask 2002). Factors such as beautiful scenery can attract not only the target audience but also photo lovers Mikolajczyk, 2012). They need to improve on their parking space to allow many people in. The issuance of directional maps at the gate needs to be stepped up (Clave 2007). Moreover, the maps should be clear, devoid of many signs to aid all groups of visitors. The management needs to consider crucial matters such as fees and charges (Swarbrooke 2002). They should take caution that they do not overcharge and better still, not undercharge either as this can push them out of the market (Leask 2008). Increasing the eminence of visitor occurrence necessitates rechanneling of the parks remittances from the development of the place itself to the end user (Fyall & Leask 2002). This may impact negatively on the returns in the short term but will improve them in the long run. Some of the other ways to improve visitor quality are assurance of security and health and the need to offer disabled people means of recreation (Fyall, Garrod, Leask & Wanhill 2008). In conclusion, to have a very competitive park, it is upon the management to ensure proper managing of all the resources available, to maintain them well and to keep conducting evaluations to avoid going on the wrong track. All these factors hinge on sustainable management of visitor impacts. Proper care of the environment will work to the advantage of the park thereby influencing its success. Reference 123HelpMe.com. (2013). Thorpe Park Marketing Strategies. Retrieved from http://www.123HelpMe.com/view.asp?id=122855. A Critique of The Management of Thorpe Park 2012, retrieved from http://www.paperdue.com/details/A+ critique+of+the+management/55527 Bigne, J, Andreau, L, & Gnoth, J, (2004). The Theme Park Experience: An Analysis Of Pleasure, Arousal And Satisfaction, 26, pp. 833-844. Clave S. (2007). The Global Theme Park Industry. Wallingford, UK. Duhil K. (2005). Sustainable world heritage site management: Between Interpretation, Conservation and Visitor Management (Case study of Bamberg), Bournemouth University, UK. En.wikipedia.org/wiki/ Thorpe_Park Fyall A. Garrod B and Leask A. (2003). Heritage visitor attractions: New directions Perspective, Cassell, London. Fyall A. Garrod B and Leask, A (2002). Managing visitor impacts at Scottish visitor attractions. Fyall, A, Garrod, B, Leask, A & Wanhill, S, (2008). Managing visitor attractions, 2nd edn, University of Minnesota, Butterworth Heinemann. Leask, A (2010). Progress In Visitor Attraction Research: Towards More Effective Management. 31, University of Edinburgh, pp.155-166. Leask A. Garrod B. (2009). Visitor management at a World Heritage site: Skara Brae case study. Retrieved from http://www.goodfellowpublishers.com/academicpublishing.php?promoCode=&partnerID=&content=story&storyID=210 Mikolajczyk F. (2012). The key issues in Thorpe Park (HR, operations, impact management, visitor experience, quality). Page S. and Swarbrooke J. (2001). Development and management of visitor attractions, Butterworth Heinemann Shackley M (1998). Visitor Management: Case Studies From World Heritage Site, Butterworth Heinemann Swarbrooke J (1999). Sustainable Tourism Management. Swarbrooke J (2002). The Development And Management Of Visitor Attractions, 2nd edn, Taylor & Francis, Oxford, Butterworth Heinemann. Vitterso J. Vorkinn M. Vistad I. Vaagland, J. (2000). ‘Tourism Experiences And Attractions.’ In Annals Of Tourism Research. Yugimotou, (2012). Impacts on Thorpe Park. Retrieved from http://www.studymode.com/essays/Impacts-On-Thorpe-Park-1146151 html. Read More