Tourism: Paignton Zoo - Case Study Example

 TOURISM: CASE STUDY OF PAIGNTON ZOO Introduction The tourism industry is one of the most important drivers of the U.K economy. Paignton Zoo ranks among the country’s major tourist attractions. With a collection of more than 2,000 animals that represent a great diversity of fauna species, the zoo attracts the highest number of tourists to the country’s Eastern seaside region. The zoo also boasts of a conservation of more than 1600 plant species that are mostly used for education and research purposes, besides serving as a part of the zoo’s primary tourist attraction features. Due to its huge collection of animal and plant species, the zoo has become a registered educational facility and a recognized center of scientific charity. PEST analysis I. Political factors: A. Zoo licensing Act Since its inception, the Zoo has always endeavoured to ensure that it operates in line with the provisions of the Zoo Licensing Act 1981. The management also ensures that all other legislation that govern zoo operations are strictly followed. These include measures of addressing human health and safety, animal transport, animal protection law and many others (Jones, & Jowett, 1998). B. The Deregulation Bill Even as the management grapples with effects of the short summer vacation during which the zoo gets the maximum number of visitors. The introduction of the Deregulation Bill into the House of Lords poses a major threat on the zoo. It is apparent that the Bill seeks to shorten the summer holiday from six to just four weeks. II. Economic factors: A. Seasonal Tourism Industry Like all major tourist attraction sites in the country, tourist visits at the zoo are usually dependent on the season of the year, with maximum visits recorded during the summer season. Tourist numbers during the other seasons are often low with a minimum number of visitors recorded during the winter season. B. Growth in rival leisure activities Over the recent past, the zoo has come under intense competition from other competitively priced overseas resorts that provide attractive holiday packages for their customers. Recent increases in demand for long haul tourism and increasing desire by tourist to visit more exotic locations has also left the zoo grappling with means of retaining its regular customers. However, the zoo has initiated several measures such as subsidizing its prices and introducing favourable price tickets for all return visitors (Fyall, Garrod, Leask, &Wanhill, 2008). III. Social factors: A. Changing Leisure habits The management acknowledges that the zoo has started to experience the effects of changing attitudes by tourists towards the English seaside holiday facilities. A major contributor to this change of perception could be precipitated by the adverse impacts of the summer weather that has become quite unpredictable of late (Kirk, 1996). B. Employee retention The high seasonal and minimal wage nature of tourism employment at the facility has elicited concerns, especially with the ever-growing number of workers. They are known to leave the zoo in search for better remuneration in other sectors off the hospitality industry. IV. Technological factors: A. Booking systems The management has improved its booking services by introducing an online platform through which customers can make their bookings at their convenience. This ensures that customers can manage their schedules and avoid any inconveniences that initially resulted when bookings were made at the point of entry. B. internet With the current advancements in information technology, the Zoo has not been left behind. A number of technology-based initiatives have been started, including the launch of the Zoo’s official website. The introduction of technology has enabled the management to stream its administration operations, perform statistical analysis, conduct customer profiling, expand its marketing capabilities and improve service delivery. An evaluation of the use of space and the marketing mix a) Product: The management understands the need to get its product right. This means that the management endeavours to stand out from the other zoos and portray the factors that make it unique. Much of the zoo’s products are dedicated to realms of education, research and conservation. b) Pricing: As one of the most appreciated zoos in the country, the management ensures that prices for all products and services are streamlined to ensure that all visitors get value for their money. By comparing what the zoo gets, and it needs, a balance is set in the middle ground so that the zoo can reap as much as it can reasonably. The Zooper ticket discount is aimed at ensuring that customers get to acknowledge that their money goes into conservation purposes. c) Place The major question that arises in this concept is whether every product is located in its right place. The management recognizes that they have no alternative in terms of place since the zoo is a fixed unit. Thus, the management has to make maximum utilization of the place on which it is situated. The zoo also makes many initiatives in expanding access to its products by linking with other stakeholders such as education and research institutions (Bryan, 2007). Details of the proposal With increased competition from other leisure activities, it is plausible that the management at has mixed perceptions regarding the future prospects of maintaining its place as leading tourist attraction zoo in the United Kingdom. In order to guarantee this place and address these fears, there is an immediate need for the management to focus on the provision of increased visitor experience (Jones, & Jowett, 1998). In order to give the zoo a unique identity and not just a typical zoo, the management should embark on product development initiatives. This should focus on heightening the appeal of the zoo and give it a clearly defined identity (Wiggins, 2010). There is a need to diversify products to include areas such as nostalgic family fun activities, hosting regular festivals, and other events that attract festivals on a regular basis. Still on diversification, must the zoo management to enhance the attractiveness of the facility throughout the year by initiating all weather and non-seasonal facilities. Finally, the zoo must balance the needs of the paying visitors with the demand to maintain its credibility as a conservation and the research-oriented facility. The expected impact on the attraction and retention of customers Implementation of the proposals highlighted above will ensure increased attractiveness of the facility to new customers. Moreover, while at the same ensuring a firm grip on its current regular visitors, especially in the wake of increased competition from other regions. With the recent decreases in summer vacations and the increase in a number of customers seeking exhibition and conference breaks. The zoo is expected that implementation of the proposal to diversify the number of services offered to include hosting facilities will increase the profit margins by about 15% by the end of 2015. Financial appraisal The study establishes that the sale of tickets to visitors at the zoo generates as little as half the total income of the zoo. However, the management has initiated a number of standard methods of generating additional revenue. These include continuous attraction of sponsorship from local, regional and international organizations that are called upon to support the zoo’s conservation efforts. Conclusion It is plausible that despite the increasing challenges that affect the tourism industry today, Paignton zoo will continue to attract significant numbers of tourist to the United Kingdom. Hence serving as the backbone of the country’s tourism sector. However, it is apparent that the zoo has come under intense competition from other leisure facilities and cheap tourism facilities in the region. Despite the challenges, there is still much that the management can do to ensure that the park retains its competitive edge as a leading tourist attraction site, not only in U.K but also on the world platform. Top among the measures is a diversification of the services offered at the park in order to make it a favourable site throughout the year. The management also needs to initiate substantial upgrades of its existing facilities, including accommodation facilities in order to make the park a popular feature for long haul tourism. Finally, the park needs to make maximum utilization of information technology, especially the internet, in order to increase its marketing promotions and communicate its unique identity to potential customers. References Baker, K., 2000. Project Evaluation and Feasibility Analysis for Hospitality Operations. Hospitality Press, Melbourne. Bryan, C., 2007. Managing Facilities for Results: Optimizing Space for Services. ALA Editions, US. Fyall, A., Garrod, B., Leask, A. &Wanhill, S., 2008. Managing Visitor Attractions. Elsevier, Oxford. Jones, C., & Jowett, V., 1998. Managing Facilities. Butterworth-Heinemann Kirk, D., 1996. Environmental Management for Hotels. Butterworth-Heinemann Wiggins, J., 2010. Facilities Manager’s Desk Reference. Wiley-Blackwell. Read More