Effects of Natural Disasters on Tourism in the Asia-Pacific - Report Example

Effects of Natural Disasters on Tourism in the Asia-Pacific Executive Summary Natural calamities due to their inevitable nature can neither be effectively predicted nor prevented. Their effects on the tourism industry in the Asia-Pacific have been catastrophic with grievous implications such as reduced tourist arrivals in the region. Nonetheless, this report proposes that there are several management strategies that industry stakeholders can put in place to mitigate the effects of the natural catastrophes when they occur and restore traffic flow of tourists to the region. The strategies aim at the recovery and restoration of the tourism destination to its original form where possible. However, where this is not achievable complete restructuration of the industry is necessary. The strategies also are centred on disaster preparedness mechanisms as well as disaster management frameworks that help in alleviating effects of natural calamities. Introduction The Travel Daily News dated October 24th, 2013 reports that natural calamities in the Asian-Pacific threaten to bring down tourism due to the increasing frequency with which they occur in the region. Other than crippling the tourism industry natural calamities also have far reaching implications on the society such as loss of lives and property, job losses and disease outbreaks among other factors. These calamities include volcanic eruptions, earthquakes, tsunamis and flooding which disrupt activities in the region among them the tourism industry (Citrinot 2013). In reference to the Travel Daily News article, this paper seeks to look into the effects of natural disasters on tourism in the Asia-Pacific by presenting challenges that industry managers face in the event of natural disasters and the possible remedies in the management of these huddles. First, a discussion on several disasters that have scourged the region in the past is presented with an analysis of the impacts that they have had on the tourism industry in the Asia-Pacific region. This is followed by a discussion on the challenges that natural calamities present for industry managers in the tourism industry and thirdly, a discussion on the possible solutions to the problems brought about by natural atrocities are presented. Natural Calamities and their effects on tourism in the Asian-Pacific region Several natural disasters have in the past plagued the Asia-Pacific with far reaching effects on the regions’ tourism industry. In turn, this has resulted in reduced numbers of visitors frequenting the Asia-Pacific region to tour and spend their holidays. The Asia-Pacific region is the most hazard prone regions of the world with more chances of natural calamity occurring in the region than anywhere else in the world. Reports by the UN Economic and Social Commission for Asia and the Pacific explain that an individual living in the Asia-Pacific is at the highest risk of being affected by natural calamities as compared to someone in Africa, Europe and North America in varying degrees (Cheng 2009; Haque 2003). Natural calamities occurring in the Asia-Pacific have resulted in loss of lives, property, revenue and the destruction of infrastructure. For instance, floods that begun in July 2011 in Bangkok left 600 people dead with implications on tourism such that fewer visitors toured the country amounting to a USD 600 million in loss of foreign revenue earned from tourism (Purnell 2011). Similarly, the 2009 tsunami that crashed into Samoa killed 176 people, injuring another 1000. As if this was not enough it was closely followed by a massive earthquake in Padang and Sumatra regions killing thousands (Cheng 2009). Earlier in 2004 the Sumatra tsunami killed a little over 14 000 people and left over 50 000 others homeless. These calamities among others have had devastating effects on the social, political and economic elements of the Asian-Pacific regions (Joshi & Misa 2013). Terry & Goff (2012) explain that the Asia-Pacific Islands are specifically vulnerable to natural calamities because of their location that renders them inaccessible, poor communications networks, and economic marginalisation all which dwindle chances of averting effects of a natural disaster. More often than not the regions of the Asian-Pacific are caught unaware by natural calamities which makes them vulnerable to destruction due to lack of disaster preparedness (Haque 2003; Cheng 2009). As earlier discussed in this section the immediate effects of a natural disaster on the tourism industry is the decline in the numbers of tourists visiting the region affected by the calamity coupled by the loss of revenues that may have been earned from the visits. The situation is made worse by the economic decline of the region during the period of recovery from the crisis. This is attributable to destroyed tourist attraction sites, hotels, roads and other infrastructure facilities damaged by the natural calamity. Destruction of such magnitude renders the region incapable of generating revenue from tourism earnings (Purnell 2011; Haque 2003; Cheng 2009). Furthermore, events of natural calamity have been found to influence tourists’ decisions on which destinations to visit and which ones to avoid. Tourists opt not to travel to disaster prone areas for fears that they may be caught up in the confusion. Instead the tourists opt to visit other destination sites that are perceived safe which further hurts an already ailing economy after the crisis. In the end lack of tourists visiting destination sites impoverishes locals by denying them revenue earned from tourism (Huan, Tsai & Shelby 2006; Scott, Laws & Predeaux 2008). Challenges posed on the Tourism Industry by Natural Disasters Natural calamities such as floods can destabilise the social political and economic settings hence disrupting several activities within society. Tourism in the Asia-Pacific region has borne the brunt of such disasters over time causing destruction and problems for the tourism industry as discussed in the preceding section (Cheng 2009; Haque 2003). Industry managers are faced by several challenges in containing effects of these crises. The greatest challenge for the tourism industry in the event of a natural calamity such as a typhoon or flood is to recover from the effects of the crisis and resume normal operations. Tourists may be sceptical about visiting disaster prone areas in fears for their safety and probable loss of their holiday investments. As a result they may opt to tour other alternative destinations that they perceive to be safer (Floyd, Gibson, Pennington-Grey & Thapa 2003). Scott et al (2008) note that visitors’ perceptions about a disaster struck destination are to a great extent influenced by the media. For instance, live-transmissions and hourly updates on the effects of tsunamis, floods and cyclones are aired through news networks such as CNN and BBC. Tourism industry managers therefore grapple with the challenge of reversing the negative publicity advanced by the media which discourages tourists from visiting the destination. Floyd et al (2003) observe that for repeat visitors, their travel experiences have a great influence on their intentions to travel to the tourist destination for a follow up visit. Hence, if such a visitor’s experience during the first visit was one that was met by a natural disaster such as a tsunami the chance of returning to the same destination for a second visit is unlikely. Whereas it is the norm to expect the tourism industry to pool resources towards recovery from the crisis and resume normal operations, the case may be different in some circumstances. This is because resuming normal operations as they were before the calamity may at times not serve as a remedy for bringing back tourists to the destination. In such situations restoration of aspects such as staff members, infrastructure, equipment or networks of communication may prove impossible. In the end, change is inevitable to reposition the tourist destination if at all it is to attract an inflow of tourists. This therefore implies that a calamity may present a situation where the tourism industry management opts to develop completely new patterns of operation and in extreme cases even opt to sort for new markets (Pearson & Clair 1998; Scott et al 2008). Generally, tourism industry in the event of a natural catastrophe grapples with two main challenges. First, the road to recovery and restoration of normal operations which at times may prove impossible in which case change is inevitable. Secondly, the industry management grapples with the challenge of changing perceptions of tourists about the region as a natural disaster hazard (Scott et al. 2008; Floyd et al. 2003; Pearson & Claire 1998). Possible solutions for Tourism in managing natural disasters The hospitality industry faces huddles as mentioned in the preceding section that encompass majorly management of a natural disaster. In this role, industry managers grapple to organise efforts towards alleviating the human suffering caused by the crisis, developing the infrastructure after its destruction and also in marketing the tourism sector to recover from the crisis. Whereas natural disasters cannot be avoided their impacts and effects can be minimised through proper preparation in disaster management (Ritchie 2004; Floyd et al. 2003). First, disaster preparedness is central in the management of natural calamities. This involves probability assessment in management of natural disasters and considerations of possible actions to be effected in the event that the disaster occurs. Disaster preparedness helps to develop warning systems that serve to save lives and property in the tourist destination by making appropriate plans to mitigate the effects of the misfortune (Scott et al 2008). Secondly, in the event that a natural catastrophe hits the hospitality industry it is highly likely that the hotel management and staff would serve as the first respondents in organising rescue efforts of tourists injured, killed or trapped in the premise. Similarly, the hospitality industry may handle communication meant to inform relatives of the fate of their kin affected by the tragedy (Laws, Prideux & Chon 2007). Thirdly, the post disaster management period also proves crucial in the management of tourist destination sites to ensure that the industry recovers from the misfortune. As a start short term needs of the people affected by the tragedy need to be addressed. This involves dispatch of rescue teams and emergency health services to cater for the injured and secure them from further harm (Scott et al 2008). During this period different agencies such as the government and NGOs may have different objectives in responding to the aftermath of the crisis. This often presents a hierarchy of complexities depending on concerns from different quarters. The tourism industry management may also have different goals in managing the post crisis effects of the calamity in line with its interests (Laws et al 2007). Due to the complexities created as a result of different priorities by different organization during this period communication becomes key in managing the crisis. Hence, communication channels with the media have to be kept open to ensure that there is effective and efficient management of the crisis. Communication is also meant to allay fears held by potential tourists that the risk is subdued and the region is safe for visiting. Such communication can be aimed at tour operators and news outlets to confirm and instil confidence in the resolution of the crisis and the regions return to normal business. All this serves to invite tourists to the region after recovery from a natural disaster (Purnell 2011; Laws et al. 2007). Joshi & Misa (2013) point out that the post disaster stage of recovery from a natural disaster requires that stakeholders pool their efforts towards driving social political and economic aspects of the affected region to recovery. Majorly, this involves organising community members to make contributions through goodwill, mutual sympathy and fellowship to help one another recover from the effects of the disaster. Similarly, the tourism industry management should as well pool efforts from its networks and partners to offer leadership and spearhead recovery efforts from the disaster. This may involve the development of better systems of information flow and development of new organizational structure that effectively respond to natural disasters in the future. Moreover; coordination, corporation, building alliances and networks between fields such as; technology, marketing and human resource development help to speed up recovery efforts than merely rebuilding the industry’s infrastructure. For instance effective communication during the period leading to recovery from the crisis between the tourism industry stakeholders and among others; suppliers, retail agents and clients serves to alleviate worry and instil trust especially when coupled by reciprocity of the same (Laws et al. 2007; Quarantelli 1988). Lastly, the Asia-Pacific region is one that has experienced a myriad of natural catastrophes over the years that are varied in degree as much as they are varied in their causes. Therefore, it is of particular importance that the mitigation efforts towards management of the effects that such crises have on tourism be tailored to meet specific goals. This is because development of a common framework for disaster management for the region is highly impractical due to the variations in the magnitude and causes of different natural calamities experienced in the region. Hence it becomes crucial to borrow lessons from each disaster in devising disaster alleviation management strategies for purposes of future disaster preparedness (Haque 2003). Borrowing from lessons learned in previous disasters help in the development of long term management strategies. Such strategies involve the reconstruction of infrastructure damaged during the disaster i.e. roads, communication networks, water and electricity connections etc. This is then followed by the development of appropriate marketing strategies to attract tourists to the fully recovered destination sites. Thus, the industry management draws lessons from the disaster where it strives to improve the current disaster assessment methods and contingency plans. In so doing adjustments can be made to improve on the tourism industry’s response and management of natural calamities in the future (Haque 2003; Ritchie 2004). Recommendations The most important aspect of tourism management is to ensure that there is sustainable flow of traffic by tourists to destination sites. Natural disasters serve to work against this objective and hence pose a problem for the sustainability of the tourism industry in the Asia-Pacific region given the frequency of occurrences of natural disasters in the region (Cheng 2009). The following recommendations should serve to offer a way forward for the tourism industry in the Asia-Pacific: First, due to the frequency with which the Asia-Pacific region is prone to natural catastrophes, it is worth making investments in research that would help predict future disasters and hence enable the industry to prepare better for natural disasters in the future. This may include assessment of risks posed to tourists and security plans to be developed to address the risks (Robertson, Kean & Moore 2006). Secondly, the tourism industry should participate in disaster planning and management activities by incorporating both local, regional and international agencies in the mitigation efforts of a natural calamity. This it can achieve by developing networks with other stakeholders such as the government, local communities and other organizations by partnering with them to pool effort in shelving the effects of a disaster. The focus or attention on the need for disaster preparedness develops pressure that brings on board various sectors to partake in disaster preparedness. In the end this would result in better management of natural catastrophes in the future (Robertson et al. 2006). Conclusion Natural calamities present different complex situations with varied challenges for managers in the tourism industry. Generally, natural disasters have plagued the Asian-Pacific with direct implications on the tourism industry. Such calamities include; floods, typhoons, earthquakes and volcanic eruptions. The overall effect on tourism is the reduced numbers of tourists visiting the disaster struck regions leading to loss in revenues earned by the industry in the region (Cheng 2009; Haque 2003). Despite the fact that most natural disasters are chaotic, dynamic and dangerous; there are mechanisms regarding disaster preparedness, management, and contingency planning that can be adopted in containing the effects of the crises. Notwithstanding, these mechanisms offer remedies to the unique challenges presented by different calamities. Such challenges require flexibility on the part of tourism industry management to mitigate and ensure that the least harm is done to the industry and to tourists. In so doing the industry can employ these mechanisms to better prepare for similar disasters in the future and develop appropriate response frameworks to reduce the effects of the crisis on the industry (Laws et al 2007; Scott et al 2008). References Cheng, M.H. 2009, ‘Natural Disasters highlight gaps in preparedness’, The Lancet, vol, 447, no, 9698, pp.1317-1318. Citrinot, L.2013, An Alarming growth in natural disasters across Asia, viewed 24th October 2013, Floyd, M.Gibson, H. Pennington-Grey, L and Thapa, B. 2003, ‘The Effect of Risk Perceptions on Intentions to Travel in the aftermath of September 11, 2001’, Journal of Travel and Tourism Marketing, vol 15, no 2-3, pp. 19-38. Haque, C.E. 2003, ‘Perspectives of Natural Disasters in East and South Asia, and the Pacific Island States: Socio-economic Correlates and Needs Assessment’, Natural Hazards, vol, 29, no, 3, pp, 465-483. Huan, T. 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