New Tourist Information Centre in Birmingham - Case Study Example

New Tourist Information Centre in Birmingham By Contents Contents 2 Introduction 3 Background 3 Discussion and findings 4 Conclusion 9 Recommendations 10 Introduction Barwick (2001) defines a tourist information centre as a place that provides information to tourists who come to visit a particular area. The main aim of the information centre is to provide tourists with the relevant information and advice on what sites they can visit, or the activities they can participate in within a particular city, town or country. A tourist information centre does many tasks. These include making reservations on behalf of the clients, booking accommodation and selling gifts and souvenirs to the tourists. Most visitor centres are often located near locations of specific attraction or areas where there is specific interest. These regions include a national park, a particular landmark, a forest or a park. According to ShortCuts (2012), tourism information centres should be located near train stations, airports, and other points of entry into the country. Within the United Kingdom, there exists a broad network of tourist information centres. The main function is to give tourists an easy time when they come to visit towns across the United Kingdom. Background Birmingham is an urban area found in the West Midlands of England. Birmingham is the city with the second largest population in England just after London. Birmingham has the economy of the town is largely dominated by the service sector. It is a major commercial hub and hosts transport facilities, retail markets and areas for holding events and conferences. Birmingham possesses the second largest metropolis economy in the United Kingdom. The town has six universities and thus ranks second as a centre higher education after London. According to Richards (2001), several cultural institutions are also present in Birmingham; these include the orchestra that plays in the city, the royal ballet at Birmingham, the repertory theatre, the art, music, culinary and literary scene. All these aspects mean that Birmingham receives a large number of visitors on a yearly basis. Because it has developed into a large shopping centre, some of the visitors would come into the town to shop. Due to numerous institutions of higher learning within Birmingham, many new visitors would come to look for opportunities to join these institutions. Apart from these, there is the unique geographical location, numerous parks and major cultural attractions. A large number of tourists coming into Birmingham will serve a justification for the establishment of a tourist information centre. The information centre will enable the tourists to be able to know what the city has to offer from a single point. Discussion and findings The proposed tourism information centre should be located in a central location. Where the tourist attractions are, centrally located visiting individuals are able to access it easily from all directions. The tourists will also have an easy time accessing the various sites from a central location. In Birmingham, the major mode of transport used by visitors to access the town is through rail transport. The station is opportunely positioned at the city centre and any individual can easily access all other parts to the city from the train station. The tourist information centre is to be set up to give clientele a single point for the provision of most of the services the tourist would require. For a business venture to justify its formation there must be a possibility of profit generation. For adequate profits to be generated the business should be in touch with the clientele. Rath (2007) argues that a location near the railway station will be ideal for the establishment of the tourist information centre. Since most of the visitors who come to visit the town come through the railway station, the business will be able to receive a large clientele that will thus justify its formation. The railway station being centrally located would also mean that all the clients are able to access all the tourist attractions, hotels, shopping malls and parks within the town from a central location. Photo from http://www.networkrail.co.uk/aspx/6222.aspx Smith (2006) states that the new tourist information centres given its strategic location, will be able to act as an agent for a most of the hotels, cultural institutions and the other tourist attractions within the town. More revenue from selling to the tourists’ souvenirs and other gift items that they can take back home once their visit is over The shop will also organize tours that and plan trips for visitors who come to the town. Visitors can book a trip in advance and part with a fixed amount. The information centre then puts together a suitable package based on the amount paid. The author Travis (2011) claims that a complete package should consists of accommodation, meals, transport and free entry into various tourist attractions. The clientele will not have to undergo the trouble of finding all these services alone .Securing entry into various tourist attractions for the tourist will enable them enjoy their stay in the town without having to worry about planning it personally. When setting up a tourist information centre there are a large number of operational challenges that will be encountered. Operations management entails managing of the process that leads to production and delivery of goods. A tourist information centre handles a large number of operations. These operations will include: Handling of the customer’s train schedules: According to Hayward (2005), many clients will be commuting into and out of the town on a daily basis. For the information centre to serve as one stop it has to be able to manage most of their client’s schedules. The clients will only need to be informed of when they are suppose to board and given their tickets. The tourist attractions: The staff at the information centre should organize trips to various tourist attraction sites for all their clients. The clients will only have to give details of the locations they have interest in visiting and the information centre will make all the arrangements. Hotel: Ritchie et al. (2003) state that hotel reservations, transfers and all other details concerning hotels are to be organised by the information centre. The client will only be required to give details of the hotel and room they will need. Other arrangements like transport and visiting parks: The information centre will make all other leisure arrangements on behalf of the clients. These arrangements take place efficiently such that the clients feel comfortable and are able to enjoy their trip. For the attainment of success, the operations manager should be able to co-ordinate all these activities in an effective manner such that the queries are minimal because the operations are able to run smoothly and effectively. Operations management targets effective and efficient management of all the operations of the firm according to Dhaliwal (2006). However, there are numerous challenges that one would experience during the implementation of all these operations. Capital: Access to a substantial amount of capital, the capital will enable the information centre to roll out all its activities without any difficulty is an important factor according to Hinch, Higham (2004). This capital can be human, financial and other physical resources. These resources are scarce and are not easy to come across. The management will need to address the challenge of access to capital. Handling a large number of clients and other business associates: The new business will be dealing with numerous people the clients, hotels, train operators, taxi drivers, and distributors of the items for sale, government authorities and individuals who run tourist sites. To be able to handle all these individuals would require much expertise. These individuals all of the come from diverse backgrounds and every one of them have their expectations of the business. Long and Palmer (2008), consider that customer satisfaction is a key indicator of whether the business is delivering value to its clientele. Given the complex nature of the undertaking and the numerous players involved, the management cannot guarantee delivery of value to the customer unless they are able to control all other activities by the other parties Transportation: When organising transportation for the visiting tourist the organization only places reservations and makes payment. The management is not able to assure the client the nature of service that the customer will experience. In case the train or a hired bus service fails to satisfy customers, then the customer will complain to the organizer lowering the quality of the service offer. The hotel: When the hotel gives the client substandard services, the clientele will express their dissatisfaction to the operations manager at the tourist information centre and not the management of the hotel. Heeley (2011) argues that operational issues could adversely affect the quality of service on offer. Some of these factors may result in customer dissatisfaction however; the management of the organization may lack the ability to control some of the services the customer receives. When a customer receives services from a third party contracted by the firm, the blame for any problems will be on the firm that made the reservations and not on the service provider Blueprint for the tourism information centre The blueprint for the tourism information centre will be a very simple process: Arrival of the tourists at the train station: The tourist will come from various destinations and disembark at the train station. Because the information centre is adjacent to the train, station the tourists will then go to the information centre. From the office, the visitors will then receive information about their transportation details and their hotels, visitors then leaves the service centre for their hotels. Hotel for provision of accommodation: Tourists then head to the hotel, at the hotel tourists get accommodation services. At the hotel, a room is allocated to each individual based on preference. The hotel provides meals and other social to the visitors. Tourist sites that the tourists are set to visit: Once the tourists report to their hotel, they are able to visit the tourist sites according to the plan for them in a sequential manner. The tourist can go back to the information centre each day before visiting the site to meet other tourists. The visitors depart back to their destinations: When the visitors feel that they have visited all the locations, they can then vacate the hotel. Once they visitors check out of the hotel they then return to the information centre to get details of travel and tickets. The clients can they purchase a few souvenirs before they depart. Conclusion A tourist information centre is a place where tourists are able to learn all the information about the destination they intend to visit. These places are usually strategically located at points of entry to a tourist destination. Visitors, therefore, find it easier to get all the valuable information about the destination. The information is about hotels, tourist sites, and travel arrangements and on matters of safety and security. The authors Hitchcock, Putra (2007) explain that Birmingham is located in the United Kingdom. It has various cultural sites that attract a large number of tourists argues Murayama (2004). The town is also a very popular shopping destination where numerous visitors. Establishing a tourist information centre is, therefore, essential, as it will help the tourist have an easy time as they go about their activities. Recommendations Because the main source of transport into the town is rail, the centre should be located conveniently next to the railway station. A large clientele will thus be easily available within this location. The information centre can organize for transport, accommodation and trips to tourist sites and shopping areas. The client can pay for all these services from a single point and take the rest of the time to enjoy the trip. The information centre can also act as a shop for souvenir. References Barwick, J & Barwick, J . (2001) Tourism. Abbotsford, Vic.: Echidna. Boniface, P. (2003) Tasting tourism: Travelling for food and drink. Aldershot [u.a.: Ashgate. Birmingham, D. (2000) Switzerland: a village history. Houndmills, Basingstoke, Hampshire [England: Macmillan Press ;. Dhaliwal, N. S. (2006) Tourism. London: Vintage Books. Grenier, K. H. (2005) Tourism and identity in Scotland: 1770-1914 : creating Caledonia. Aldershot: Ashgate. Heeley, J. 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