Current Challenges of London Eye - Coursework Example

Introduction The tourist destinations that are currently considered as ideal travel areas for individuals are continuing to increase by the year, despite the economy. One of the areas that are well known as a tourist destination is London Eyes. This historical site is known to carry one of the largest tourist destinations that are in society. Even though there are several parts of London that many consider as a main tourist destination, there are other problems that are faced by managers when trying to focus on the concepts of leisure and tourism as well as how they have been an approach within the. There are several dimensions that relate to the challenges that are currently in the London Eyes and the tourist destinations that are in place. At the same time, the tourist industry is able to provide new opportunities that are a part of the area. To better understand how this particular area works, as well as what can change within the given environment, is the need to evaluate the current conditions and situations that are linked to this tourist destination. Current Challenges of London Eyes There are several levels of challenges that are associated with tourism in general, as well as the impact that it has had on management and the region. The first concept of this is associated with the impact that it has had on the outside environment. The way that the environment is handled with tourism changes, specifically because it becomes more difficult to manage and monitor the tourist impact on the environment. The uses of more resources as well as the misunderstandings that are associated with the expectations in the area often create a different challenge to the environment. This is known to change at both a spatial and institutional scale for those that are in the area. The more that a specific destination takes up in terms of space the more likely that it will create a set of changes within the environment. This can become hazardous to the surrounding area and can impact the way that destinations are looked upon by both locals and tourists (Hall, Lew, 2009). The issues that surround the environment and the impact on areas such as the London Eye leads to an inter – relationship between the environment and the political sectors of a specific region. Tourist theories not only have several questions about the environment, but also link to advocacy, community development and political policies that are within a region. Creating a sense of sustainable development as a response to the environmental issues and characterizing what is occurring on several levels is one of the areas of management that has to be responded to. To do this correctly, there is a focus on the social, cultural and ecological characteristics that are surrounding tourism. To develop an approach to the environment is also the need to develop a specific understanding to the sustainability in the area. More importantly, is the need for the need to understand socio – political theories that surround the context of the environment (Sharpley, Telfer, 2004). In terms of management, each of these issues has to be addressed separately for a complete understanding of the changes that are needed in the environment. Managing the environment also means placing different policies in place by the government. However, this becomes complex because of the surrounding environment. At one level, the policies are enforced by locals because of the region in which they are living in. However, this may not be implicit of what is needed among tourists. The tourists that have the policies in place may not take the same responsibilities that are a part of the specific environment. More importantly, for the policies to be implemented there has to be an understanding of who the main tourists are. Developing local policies with the social and cultural differences that are included in the London Eye become a main complication that is related to the government and what is occurring among those that are within the area. The internal environment and the challenges that are a part of this are only one aspect of the changes and the challenges of the London Eye. There are other developments that are continuing to change and which create new demands on the London Eye and other tourist areas. In recent studies, (Glaesser, 2006), it has been noted that tourism is beginning to expand because demographics are continuing to expand. The population in the 1990s is beginning to decrease. A lower percentage of marriages are being initiated and fewer individuals are interested in tourism and the family community. Those who are interested in tourism are not going as far to look at different concepts, but instead are remaining closer to home because of the changes in the economy and the natural events that are a part of this. Changes and shifts with the demographics is also creating a response with the economy as well as with other alterations. The negative events that are a part of tourism can be divided into several categories, all which have a specific affiliation with the management issues and alterations of the London Eye. The environment, epidemics, terrorism, transportation and political and economic alterations are all known to be the top changes with tourism. These different components are stopping individuals from visiting different sites and of responding to leisure visits in other areas of the world. Negative events that are associated with these events are leading many to become less involved with the tourism industry and instead are moving toward a sense of safety within the environment. If there is a lack of information about these different threats, then fewer people will respond to the crisis and the different aspects that are associated with tourism (Glaesser, 2006). Opportunities of the London Eye The current challenges that are a part of the London Eye are also providing new opportunities for development as a tourist site. One of the main gaps that is a part of the London Eye, specifically in terms of management, is based on the local traffic as opposed to the international tourism to the area. An opportunity that can be used in association with this is based on linking community involvement to the London Eye. The more that this is done the smaller the gap will be in relation to tourism. The opportunity in relation to this will stimulate the economy more than in the past with the management and the different relations in place. Adding in outside components, such as smaller shops and local research can provide a different association with the available parts of tourism. Doing this will not only help with the economy but will also regulate the traffic that is in the area without having the management in charge of all aspects of the London Eye. More importantly, there will be marginalized areas that will be able to control and watch the international traffic, which can ensure that the policies and regulations that are a part of the London area will remain intact (Goodwin, Harold, 2002). The second concept that can be applied within this is to create a specific approach to the London Eye that is specific to the UK touring industry and management. The current condition in the UK market is one that is based on mergers and acquisitions because of the competition that is a part of this environment. However, this has led to a polarization of the market and has led to several groups and areas of interest that are divided in the region. The response is to create sustainable and fair development that is able to include several levels and areas of interest among businesses that can associate with the tourism industry. The tour operators that are currently in the industry have several opportunities in terms of the value chain. Since mergers and acquisitions continue to form, the London Eye, as well as other tourist areas, has the opportunity of merging and dividing businesses. This will bring sustainable development through the tour operations while stimulating the economy within the area (Pender, Sharpley, 2005). The mergers and acquisitions that are currently a part of the London Eye are now beginning to develop. Associating with this more will provide a different alternative to the current conditions and will begin to change the complications with the environment and economy (see appendix A). The current economy and the association with tourists is one that should be developed not only with the economic considerations. A focus on those who are interested in the leisure lifestyle will help to adapt different considerations for the industry and for the London Eye. To manage this correctly, a change in the target market would need to be identified, specifically which focuses on the concept of leisure ethics. Adding leisure activities around the London Eye and adding in more opportunities for the involvement of the community will help to change the association with the tourism industry. To do this, there needs to be an attempt to identify the society of leisure that is a part of the current economy. More importantly, the lifestyles that are a part of this will need to be considered as a market that is as important as the tourism industry. To do this correctly, identity and group formations will need to be identified within the London Eye, specifically so they can respond to the environment in a different manner (Roberts, 2006). Another opportunity that can be used is not only based on stimulating the economy through the local options, but also through the current movements that are a part of politics and society. For instance, the London Eye has focused on changing the environmental considerations by lowering the amount of power and energy that is used for tourism. At the same time, it is focusing on implementing policies that can be managed within the London Eye. To further this, events are being held to show that the area is environmentally friendly and which can provide more stimulation to the economy and to the environment. For instance, the London Eye recently had a campaign for a greener climate, known as one of the biggest rallies for a greener earth. Since the London Eye has an international base, it was able to represent over 172 countries that could be a part of the event (Jha, 2009). Organization of specialized events, such as this, can provide more opportunities for the London Eye. More specifically, it can offer a different type of managerial consideration and sets of organization. The result will be more attention as a tourist attraction, as well as specialized events that will draw both the local crowds and the international representation of different tourists. Recommendations for Managers on the Environment While there are several opportunities for the London Eye, special considerations also need to be given to managers, specifically in relation to the current environment. The first concept that is associated with this is based on the role of the manager as it relates to the tourist industry. The management theories state that the managers will need to look at planning, organizing, staffing, directing, reporting, budgeting and coordinating of different events. The main role that will need to be considered is based on strategic development of different activities, specifically which can be considered through communication and implementation of policies and procedures that are more effective for the current environment. The role of the manager in tourist attractions is even more specific. The two types of roles considered for this environment is based both on daily maintenance as well as specialized events that will make a difference in the level of tourism that is a part of the industry (Swarbrooke, 1995). For the London Eye to be effective with both management and the daily maintenance there will need to be implementation of policies and procedures that pertain to the environment on several levels. The growth of local individuals and traffic will be the first component to this and will be based on specific regulations for events and for the stimulation of the economy through mergers and acquisitions. The second area of development will be based on specialized managerial roles for the events that can be held at the London Eye for both locals and international tourism. To ensure that this works effectively, specialized strategies and planning will be required to ensure that the environment isn’t hindered by the needs within the local community. For this to work effectively, the London Eye will need to have a stronger definition of roles for those in managerial positions. More importantly, changes and implementation of different policies and procedures will need to be incorporated into the new opportunities at the London Eye (Getz, 1997). One of the concepts that all managers will need to implement with the policies and procedures is based on the type of tourism that is a part of the current system. Specifically, there will be the need to redefine the London Eye so it can incorporate into a different opportunity for both locals and international tourism. Currently, the concept of tourism with this specific area is based on a manmade attraction that is considered as exotic. However, the tourist spot can be redefined as a heritage treasure to London. Creating this as a heritage base will help to implement a different definition of the tourist destination. The most important aspect to this is creating a cultural affiliation with the area that can create a different understanding of the attraction. Changing this definition will help managers to implement different policies toward the tourist attraction. More importantly, the perception by managers will begin to change and will result in strategies that can both manage and impact the area differently. Heritage managers can then be added into the London Eye, which are responsible for different types of maintenance. When adding in opportunities and specific concepts with tourism management, this aspect will provide a different focus on both the opportunity for growth as well as an alteration in the way that management is held within the industry (Garrod, Fyall, 2000). Another consideration to make with the management of the London Eye is based on the management trends that are currently affecting tourism. For tourist events and daily visits that are a part of the industry are also different management techniques that are being used for more conducive results. Accommodations, transportation, outside attractions and resources that are a part of the London Eye all make a difference in the effectiveness of management. To alter the effectiveness of this is the need to evaluate how each interrelates to the other through the use of management. For instance, entry management, memberships and integration with festivals all have different management techniques that are currently being incorporated into the industry. The trends that are a part of this are significant as they identify different roles and activities. More importantly, the managers have to develop an association with different types of tourism pressures and local changes that occur. The more that managers can associate with this through the London Eye, the more likely they will be able to create a stronger presence with events, daily maintenance and more specific management roles (Pearce, 1998). Legal Obligations of Tourist Organizations For the tourist organization of the London Eye to be successful, there needs to be specific legal obligations that are met by other tourist organizations. The government, environmental organizations and local areas will all need to be in agreement of the policies and procedures that are a part of the London Eye. More importantly, this will need to be combined with an understanding of the mission and procedures that are a part of the management of the area. While the policies, procedures and legal obligations may change with the implementation of events and other aspects of the London Eye, it is essential that the legalities continue to be a basis for those that are working outside of this tourist organization, as well as from those that are closely associated with the development of the local and international associations with the tourist attraction. The first concept to question in relation to legal obligations is how much the government and community should involve themselves in the London Eye. The level of involvement as well as the quality that results from this will make a difference in the amount of tourism and local involvement with the London Eye. For instance, implementation of taxes on a local and state level may turn away several of the local residents from the London Eye. At the same time, the tourists will need to fit with the economic scale that is associated with this particular area. The divisions that are made with examples such as this are affiliated with socio – political links, commercial and public sectors and managerial links. Each flows to the other for an overall environment that is associated with the policies and regulations as well as the involvement from organizations. The interactions that develop at all levels create a different understanding and implementation of tourism as both a private and public sector that is associated with tourism (Veal, 2002). For sustainable development to take place on all levels is the need to regulate which policies and legal considerations should or should not be implemented. The first way that this can be approached is through the involvement of The World Tourism Organization’s Global Code of Ethics for Tourism. The main focus of this particular organization is to present legal compatibility at an international level for tourism. More importantly, there are direct associations with ethics that are reliant on the different communities. The policies and legal structures that can continue to be defined with the regular tourism and the extra events can use this as a basis for the governmental regulations, legalities and policies that need to be implemented. Since the focus is on a global implementation of what is needed, this will create a difference in the tourist needs that are in the London area. More importantly, generic guidelines and management practices can be implemented through case studies that define the success of an organization. The legal procedures that results from the tourist policies will then work at a broader and well – defined level that is able to regulate government controls and the community at a different level (Theobald, 2005). Even though there are legal regulations that can be provided at an international level, there is also a question of how much control there should be over areas such as the London Eye. When defining the tourism industry, it is noted that there is not the need to have special policy considerations. The tourism industry is questioned because of the definition in business as well as whether it sells products or services. Since tourism is not conventional and can’t be defined as one that has customers or a sense of industrialization, there is also a question of how many policies and legalities can be inflicted on the industry. The fragmentation that is a part of this places specific considerations in term of legalities and the involvement that the government and world organizations can have on the industry. Before the organizations can implement new policies, a different definition of what would include tourism for the London Eye and what doesn’t would need to be questioned. The World Travel and Tourism Council is one that is questioning the legal policies and developments so the tourism industry is one that can become credible. Until this occurs, the London Eye and other tourist destinations can’t have effective and legal policies that are established for tourists and locals (Ionnides, Debbage, 1998). To implement a different environment and legal policies, the concept of new tourism needs to be defined. The new tourism allows different organizations to move beyond the basic definition of tourism and to implement policies at a different level. At this point, legalities from the government and from other organizations can be provided. For instance, many are pointing out that the tourism industry needs to focus on the alternative environment and the green movement that is a part of this. Implementing policies at this level allows the tourism industry to move into legal regulations at a different level. The focus is on the community, government policies and legalities that can be implemented on an international level. Focusing on the green movement, as opposed to the actual tourist site, takes out the question of definitions and the blockades that are currently a part of the industry. More importantly, the ability to focus on other political movements that can implement legalities can be done with international standards that are implemented by management and which can be accepted by tourists and those visiting the London Eye (Bendell, Font, 2003). The dividing line that has to move into implementation with legalities and policies is one that incorporates the international, national and regional levels of agreement. While this can be done with other political policies and agendas, there also has to be a question of legalities that move into the sustainability of other regionalized areas and the development of a specific area. For instance, if an international policy or legality is placed by the world tourism organizations, then it could affect the locality and the balance of the economy. The problem then relates to concepts of stability when looking at the local association and the community affiliations with a specific tourism site. In relation to the London Eye, this can hinder the locals from taking part in some of the events because of international policies. It may also affect the considerations that are a part of the legalities of London and the local events that are in the region. Finding a balance between these requires the activities of the government and the local organizations to become involved. Altering the international requirements into different levels of policies and practices, while maintaining the basic regulations from an international level, will provide clearer management and focus while allowing the local community and international tourism to both have an effective space in the community. Conclusion The several components that are affiliated with the London Eye also present different complications and opportunities. The current complications are based on the changes associated with tourism as well as the relation to the London Eye. However, this also leads to several opportunities with management, events and the availability of the London Eye within the community. Expanding on this and creating an association with the management at a different level will provide different opportunities and controls for the London Eye. When this combines with the legalities at an international and regional level, it will provide a balance in the current environment. The changes that can move into the London Eye from these different associations and levels of legalities and management then create a specific understanding with the tourism industry. The more that this can be defined the more opportunities can be presented within the local, regional and international community. For the London Eye, there is the ability to create a more sustainable environment and to present a different focus by looking at policies, management and opportunities for growth. References Bendell, Jern, Xavier Font. (2003). Which Tourism Rules? Green Standards and GATS. Annals of Tourism Research (31), (1). Garrod, Brian, Alan Fyall. (2000). Managing Heritage Tourism. Annals of Tourism Research (27), (3). Getz, D. (1997). “Event Management and Event Tourism.” Cognizant Communication. Glaesser, D. (2006) Crisis management in the tourism industry. Butterworth-Heinemann, Oxford. Goodwin, Harold. (2002). “Local Community Involvement in Tourism Around National Parks: Opportunities and Constraints.” Current Issues in Tourism (5), (3). Hall, Michael, Alan Lew. (2009). “Understanding and Managing Tourism Impacts: An Integrated Approach.” New York: Routledge. Ionnaides, Dimitri, Keith Debbage. (1998). “The Economic Geography of the Tourist Industry: a Supply – Side Analysis.” New York: Routledge. Jha, Alok. (2009). London Eye Rally One of 4,600 Climate Actions for 350 Campaign. The Guardian. Retrieved from: http://www.guardian.co.uk/environment/2009/oct/23/350-protest. London for Fun. (2010). Top 10 London Attractions List. Retrieved from: http://www.londonforfun.com/Top-10-London-attractions.html. Pearce, Phillip. (1998). Marketing and Management Trends. Asia Pacific Journal of Tourism Research (3), (1). Pender, L. & Sharpley, R. (eds) (2004) “The Management of Tourism” New York: Sage. Roberts, K. (2006) “Leisure in Contemporary Society.” Wallingford : CABI. Sharpley, R. and D. J. Telfer. (eds) (2002). Tourism and development: concepts and issues. Clevedon : Channel View Publications. Swarbrooke, John. (1995). “The Development and Management of Visitor Attractions.” London: Butterworth – Heinemann. Theobald, William. (2005). “Global Tourism.” UK: Butterworth – Heinemann Publishers. Veal, Anthony James. (2002). “Leisure and Tourism Policy and Planning.” New York: CABI. Appendix A Top 10 London attractions list: 1. The Houses of Parliament with Big Ben - The Houses of Parliament is the place where laws governing British life are debated and enacted. The building originates from 1840 after a fire destroyed the previous building. The Gothic style was designed by Sir Charles Barry with help from A.W. Pugin. Parliamentary tradition is steeped in pomp, ceremony and splendour. The Queen rides in her State coach to Westminster to open each new session of Parliament, usually in the second week in November. A word of caution; in the summer months it can get pretty congested with tourists and traffic competing to cross Parliament Square. During the Summer Opening visitors can buy tickets to tour Parliament. It is arranged during the summer recess, when Parliament does not sit and Members work away from Westminster. Tours run from Monday to Saturday inclusive, but not on Sundays or Bank Holidays. Tours take about 75 minutes. The 2009 opening will run from Monday 3 August to Saturday 3 October.  Tel: 020 7219 4272. Hotels near Houses of Parliament The Houses of Parliament contain the bell Big Ben that strikes on the quarter hour. A light in the clock tower tells when the House of Commons is in session. `Big Ben` - the ornate, gilded clock tower, strictly speaking refers only to the thirteen-ton main bell. It takes its name either from the original Commissioner of Works, Benjamin Hall, or a popular heavyweight boxer of the time, Benjamin Caunt. More information 2. Tower Bridge - One of the most famous London attractions and just over a hundred years old, the Tower Bridge with its twin drawbridges, or bascules, each weighing about 1,000 tons have been raised more then half a million times since it was built. It takes only 90 seconds for the bascules to be raised with electric motors which replaced the old steam engines. From Tower Bridge you can view HMS Belfast, an 11,500-ton cruiser that opened the bombardment of the Normandy coast on D-Day. The closest tube stations are, Tower Hill and London Bridge. Open : daily 10am-6:30pm; Nov-March 10am-5:15pm. Tel: 0207 403 3761. Tower of London information | London Bridge information | Hotels near Tower Bridge 3. Buckingham Palace - Popularly known as "Buck House", has served as the Monarch`s permanent London residence since the accession of Queen Victoria. It began its days in 1702 as the Duke of Buckingham`s city residence, built on the site of a notorious brothel, and was sold by the Duke`s son to George III in 1762. The building was refurbished by Nash in the late 1820s for the Prince Regent, and again by Aston Webb in time for George V`s coronation in 1913. It is the largest private house in London - it has more than 660 rooms. The palace is actually back-to-front: the side you look at from the Mall is the back of the building. More information | Hotels near Buckingham Palace 4. London Eye - Based on the bank of the River Thames near Waterloo Station this is a spectacle well worth a visit. This London attraction will blow your mind away. Basically it is the biggest observation wheel in the world, hence its name. It will, over 30 minutes, make a full circle and thus give you a splendid view of London. It towers 135 meters over the Thames River and weighs 2,100 tonnes. If there are clear skies you will have a 25-mile panoramic view. Open: Daily 10.00am - 8.00pm. Late opening to 9.00pm during June to September. Tel: 0870 5000 600. Nearby attractions like Big Ben, Houses of Parliament on the other bank and the bridges over the Thames River will keep your camera busy. Picture | Hotels near London Eye 5. Trafalgar Square - Here the statue of Admiral Lord Nelson dominates the square from 167 feet above it. Built to commemorate his naval victory in 1805 it is the focal point of this magnificent area. Trafalgar Square was laid out in 1830 and is a popular venue for political rallies and used to be home to thousands of pigeons. The Mayor of London’s recent ruling banning pigeon food sellers is designed to purge this patch of London of a health hazard. The pigeons don’t seem to realize they’re not welcome and you still find tourists feeding them and taking photos with them. Each year people from all parts of London congregate there on December 31 st to celebrate the New Year. Four majestic bronze lions, each 20 feet long and 11 feet tall guard the base of Nelson’s column and the church of St Martin-in-the-Fields, with its lunchtime concerts, dating from 1721 makes it popular destination for tourists. Picture and more information | Hotels near Trafalgar Square 6. The Tower of London - Overlooks the river at the eastern boundary of the old city walls. Chiefly famous as a place of imprisonment and execution, it has variously been used as a royal residence, an armoury, a mint, a menagerie, an observatory and - a function it still serves - a safe-deposit box for the Crown Jewels. The Crown Jewels are perhaps the major reason so many visitors flock to the Tower. At least some of the Crown Jewels have been kept in the Tower since 1327, on display since Charles II let the public have a look at them. The oldest piece of regalia is the twelfth-century `Anointing Spoon`; the most famous is the `Imperial State Crown`, sparkling with a 317-carat Indian diamond, called the ‘Kohinoor’, a sapphire from a ring said to have been buried with Edward the Confessor, and assorted emeralds, rubies and pearls. Although you can explore the Tower complex independently, it is a good idea to get your bearings by joining up with one of the guided tours, given every thirty minutes by one of the forty-odd eminently photographable Beefeaters. These ex-servicemen are best known for their scarlet-and-gold Tudor costumes. www.tower-of-london.com 7. The British Museum - This national institution attracts millions of people each year. It is located on the Great Russell Street, London, WC1 and you can reach it by taking the Tube to Russell Square or Tottenham Court Road. You will find almost everything under one roof starting with collections from Egypt, Greek and Roman art, China, old Mesopotamia, Antiques, coins and medals, Prints and drawings, Renaissance and Anglo-Saxon Britain, etc. The sheer size of the museum (2,5 miles of galleries) should warn you to wear a good pair of walking shoes and be prepared to spend most of the day there. Whatever your taste you will have a memorable day out. Open : Mon-Sat 10am-5pm, Sun noon-6pm. Tel: 0207 323 8000. Current exhibitions | Hotels near the British Museum 8. Tate Gallery of Modern Art - The building was transformed from an old power station by the Swiss architectural duo Herzog & de Meuron at a cost of 130 million pounds. This gallery of modern art and sculpture is becoming very popular. Located at Bankside, SE1 (Southwark, Blackfriars) it features international Modern Art organized in four themed groups - "Landscape", "Still Life", "The Nude" and "History". Tel: 0207 887 8000. Current exhibitions 9. National Gallery - Next to the National Portrait Gallery on the north side of Trafalgar Square you will find the National Gallery which was founded in 1834 and houses one of the greatest art collections in the world. It includes artists like Titian, Monet, Leonardo da Vinci and Turner to name but a few. Open from: Mon-Sat 10am-6pm (Wed till 8pm), Sun noon-6pm. Tel: 0207 839 3321. Current exhibitions 10. The Victoria & Albert Museum - This is the home of applied arts. Due to the sheer variety and scale of exhibits there is bound to be something to grab your attention. It has the world`s largest collection of Indian art outside India, Chinese, Islamic, Japanese and Korean galleries, more Constable paintings than the Tate; seven Raphael masterpieces and sizable collection of miniatures, watercolours and medieval and Renaissance sculpture, and a splendid collection of Samurai swords, among other things. It is located near South Kensington tube station, at Cromwell road, SW7. Tel: 0207 942 2000. Current exhibitions | Hotels near the V&A Museum Read More