City of York Tourism Plan - Case Study Example

City of York Tourism Plan Name Institution Course Lecturer Location Date The York tourism strategy and action plan demonstrates the key objectives, investment needs, and priorities from a tourism perspective. In turn, it has sought to build on its major current strengths as a visitor destination while still addressing the challenges that face tourism in the area. The Strategy was developed through York Tourism Partnership that involves the public and private sector that incorporate the Council, York Hospitality Association and York Tourism Bureau. With that representation, it will be possible to come up with an overall marketing of York as a major visitor destination. In addition, the plan has allowed the stakeholders to define the major product development requirements to grow tourism in York and its regions. The strategy has identified priorities for tourism, the way to deliver, fund and evaluate them within a clear timetable. There are set clear objectives for tourism, developing city’s visitor economy as well as increasing the length of stay and spending. Preparation Pre-feasibility studies are done and have revealed the history and trends in tourism in the past five years. Generally, it has included the number of tourism and the annual growth. While this is very important for predicting future progress, the plan would have also evaluated local resources. It would have looked at the state of significant decision makers in order to proceed with tourism planning. A city’s project should take into account the consensus of project team in a multi-disciplinary approach. The inclusion would have brought physical planning experts, financial analysts, engineers, sociologists and environmental scientists. Together they would have determined the objectives to be achieved through tourism development. Partnership would combine and promote balance on economic, socio-cultural and environmental factors and include the concepts of sustainability. As Hall (2008) argues, when tourist plans are overly driven by economic considerations alone, they might have negative future and long-term outcomes that might affect the whole plan. The following discussion looks at a York’s City tourism strategic plan. At one point, it will analyze its features and how they pinpoint major programs Mission and Goals The objectives that exist in the plan generally emphasizes on quality considerations and the need for sustainability. However, the plan has not identified the key priorities and how they would be delivered within a clear timetable. Simply, the priorities and objectives are not exhaustive. Every plan should have mission and goals to show the directions and precise objectives that they would be worth the efforts (Dodds & Butler, 2010). Missions and goals cover a wide-range of aspects and most the financial and non-financial ones. Goals sponsorship and show the facilitators the specific programs to work on, time schedules, cost and benefits. The goals are divided into constituent parts that show how the desirable growth and profits will be achieved. York’s City tourism strategies have not designed elaborate missions and goals which makes it less convincing. It is also hard to know the direct of the city and tourism industry at large. It would have been expected that they would have indicated some financial goals such as: Increase revenues by 30% each year from increased tourist inflow and services. Obtain financing from local and government programs to expand service capabilities, increase distribution as well as introducing new services and product lines. As tourism in intertwined with environment and sustainability issues, a goal like to donate at least £25,000 each year to local conservation programs and organizations would have been included. As the plan is geared to support service industry, it would have also included some nonfinancial goals. Generally, it would have been expected that a goal like development of successful Websites and use of social media platforms to maintain strong relationships with tourists and local visitors (Fotis, Buhalis & Rossides, 2012). It would have a goal like developing conservation programs to help communities’ efforts, raining money and purchase of open spaces. In addition, it would have also included a goal like entering new geographical markets like Mid-Atlantic States, Australia and other European States. SWOT Analysis Despite the plan highlighting that there are strengths and challenges that faces the city, they are not well demonstrated to note the problems that will be solved and opportunities to leverage. SWOT analysis provides a concrete and comprehensive grid that in turn shows the major aspects that influence business strategies and progress (Dodds & Butler, 2010). Weaknesses and threats show the constraints and vulnerabilities that in turn offer the plan a clear view of what to deal with in the plan. On the other hand, strengths and opportunities shows what is to be leveraged to overcome the immediate and ongoing constrains and increase the competitive advantages. Strengths York’s City tourism plan has included a number of strengths though they are set in general terms. First, York’s Council and stakeholders are dedicated as founders of York as a tourist destination vision. They also seem to understand what the sector requires by highlighting the major things to include in the product development. Secondly, York City has already seen increased visitors and has services distributed in several parts of the city with quick community acceptance of its agenda and thus private developers are willing to support the Council’s vision. Thirdly, there is availability of funds and thus a greater potential for growth and implementation of its tourism development agendas. Fourthly, York City has a potential for continuous growth due to reduced resistance as it works with stakeholders as a unit. There is less political opposition of its economic agendas. The Council control and monitors most of development activities and infrastructural developments, they will ensure maximum quality control for all its projects. Weaknesses A number of weaknesses are highlighted. City of York relies heavily on inputs from private stakeholders and that may limit the growth potential, development and production capacity if they do not continuously buy in to the tourism ideas. However, there are many others weaknesses that are not identified but can be deduced from a general viewpoint. Issues like limited cash flow with the York Council and loss of sight and scope of development due to new leadership and personal interests. It would have also included an issue like limitation due to less number of local tourists making use of the city’s facilities and services. Opportunities York City tourist plan shows a greater chance to expand across other countries as UK is a major tourist destination. It is possible for York City to tap into and get a share of tourist when it has developed and become renowned as an attractive destination. In addition, the plan would have highlighted other major opportunities like potential of the local visitors and likelihood to use the services and promote continuous growth. There are also gaps that exist in the industry that the outcomes of investment plans can fulfill such as customized tourist services to attract a particular segment of tourist like entrepreneurs or sports professionals. The tourism plan could have also indicated the potential to reach more tourists via websites and online platforms (Gretzel & Yoo, 2008). Threats Generally, the plan has indicated the need to keep its development fresh as visitors may tire of similar concepts and familiar features in York. However, the plan has not cited some important issues like competitions that exist in UK regions where other developing cities may seek tourists’ dollars by launching similar service line and sceneries. Tourism sector has also faced some challenges assuming a flat growth curve in UK in general and that may affect York as well. Another major threat is that relationships with local stakeholders may deteriorate if the interests between the Council on one hand differ from those of the private investors. Issues to do with taxations and delivery of the other parties’ expectations might affect how the plan might be implemented. It would have also highlighted the challenges that they might face in an attempt to build strong relationships with visitors as well as locals and investors. Promotion Plan Promotion is a core activity of York Council. The plan aims to put several strategies to ensure a continuous flow of tourist in the city. Among the major strategies indicated are product development, market research, and marketing and visitors information activities. The work is set to be lead by York Area Tourism partnership in order to enhance the services that are already operational in the city. Promotional plan could be improved by indicating the target market. A promotional strategy should pinpoint where a greater number of existing customers are and show critical plans for reaching into other strategic regions. Consequently, it would have identified the active visitors and show the measures put to ensure that they keep on visiting the city. Actually, it is difficult to understand the demographic group that visit the city as the plan has not shown the numbers of overseas and domestic visitors. There are a number of aspects that are elaborate in York City promotional strategy. First, product strategy is identified through the efforts geared toward having high-quality facilities, infrastructure and tourist services centers. The partnership with major stakeholders in the city will ensure that the city develop in a collective manner with services that visitors can enjoy. A five year plan is set to expand accommodation services to have customized services that visitors from entrepreneur, politics and sports professions can choose. There are basic services that are to be developed by the Council while private sector stakeholders will also accelerate growth and bring service variations. Secondly, the plan has pinpointed a distribution strategy to show the local and regional mechanisms to have a balanced growth and distribution of services. Visitors are attracted by a wide-range of activities, services, features and developments. There is a greater possibility to develop the whole city and its regions as potential hub for tourists and increase the number of services. Tourist ideas will diffuse quickly as stakeholders are involved in decision-making processes. Participation in development will mean inclusion of impressive features that will attract many visitors. There is lack of a comprehensive plan with specific strategies like online marketing and reaching out customers via Internet and engaging platforms like social media (Gretzel & Yoo, 2008). The plan has not distinguished between Internet offerings and other special promotional offerings at local levels. Generally, online promotion has been rejuvenated tourism industry and has promoted major expansion plans. They have offered destination an opportunity to connect, monitor and build strong relationships with visitors. Online promotion should have been considered as a profitable mode for the city. Investment framework The plan has demonstrated core activities toward long-term investment. Investment is designed to enhance and renew major infrastructure, promote the role of major stakeholders and parties. There are major investment propositions for York including four major areas- York Central, Cultural Quarter, The Minister East End and Terry’s. The areas will see the rise of different social amenities and services that will distribute tourist and solve other services challenges like access to transport, health services and recreational facilities. High quality and innovative Security provision will develop along the regions to curb insecurity and ensure coordination of law enforcement officers. Investment into security is important aspect of tourist consideration of a destinations and the commitment is shown in the investment plan. Tourism destinations must have product and services mix to be attractive and make sense to many visitors. In the investment plan, commitments are shown in support for events as well as festivals. York city will advance the cultural tastes of the locals and other multi-cultural populations in the city. The festivals will then ensure that visitors return and stay for long in the city. Particular reference has been given to York Mystery Plays as well as activities that are unique from Yorkshire region. Investment also targets on quality of place and thus creative installation, interpretations and lighting have been suggested for most parts of the city. These are simple but very unique ways of attracting tourist and giving the more experiences of York as a different and unique place. In addition, investment plans aims at connecting and linking corridors and key attractions to promote varieties. The Council is also working closely with private investors to generate high and quality hotel development. North Yorkshire has been a target for investment with major developments focusing on York Gateway theme and creating marketing campaigns with significant parties. In turn, they have identified involvement in out of town business to address shortfalls of services and development. The plan would have also indicated the need to invest in communication, transport and services technologies. There is wide-range of services that are now using high-technologies to promote visitor’s experience. Investment in transport sector could include electric trains, dual carriage vans while accommodation would include high service IT system that increases the service level and time. Investment plan should have also considered creation of an environment for major organizations and parties as well as foreign investors to partner in its development. Tourist sector has unique way in which it operates and that should be considered as a fact. The plan would have included strategies to attract major investors to drive their business activities and in turn attract many visitors from their regions to the city. Partnership is vital and should consider wider inclusion to maximize investment, promote support and contribute towards increasing regional and international inclusion. Bringing in more foreign investors like in accommodation sector would lead the Council to meet the regional and international tourism targets. Targets There are a number of targets that are set to be achieved through this strategic plan. A 5 per cent annual growth is expected through tourism earnings. Tourism sector will need to maintain 9000 employment opportunities every year. Have continuous marketing campaigns and activities for various regions. Regional targets of accommodation businesses are 80 per cent to ensure quality in tourism. Communication will be done in partnership by coming up with quarterly newsletters in the tourism industry, holding annual meetings tourism industry and offering feedback to relevant stakeholders. Increased length of visitors’ stay by 1% per annum Secure additional funding for investment in York particularly in public, commercial and private sectors. Secure 100 days for training every year for York’s tourism industry in partnership with York Hospitality Association. York Tourism Partnership (2007) In addition, it would have specified other major targets; for instance raising the levels of visitor satisfaction and ensure sustainable tourism in different business (Castellani & Sala, 2010). They would have used the measures of satisfaction like surveys to not the likes and dislikes, the level of enjoyment, compared difference in numbers of tourists visiting different places and frequency of return by visitors in York. Strategic delivery Actions There are a number of activities that York will need to deliver to meet targets and sustainable growth. The major activities includes: the promotion of York through a number of projects. There would be a detailed program of conferences and leisure marketing, public relations opportunities, working with journalists and travel operators in order to connect with many visitors after disseminating information to potential tourists. Market research is pinpointed in the plan where they will continuously carry out visitors’ surveys as well as economic impact assessment. The plan has set to incorporate two Visitor Information Centers in the city where visitors can access information easily and get directions to convenient services in the city. Information provision and availability is paramount to visitors’ experience. Monitoring Mechanisms The plan has set procedures and mechanism to continuously evaluate the essential actions, programs, inputs and outcomes. Performance management is set as an essential part of York Tourism Strategy. It will require commitments from different stakeholders and the Council itself. It will review specific targets and monitor performance and progress. It has been divided into three distinct parts to ensure that each area of the plan is managed and monitored accordingly. There will be local strategic partnership that will monitor the business community, hospitality association and regional agencies that promote development of core infrastructure. Area Tourism Plan will be set to monitor the distribution of visitors, resident’s perceptions and participations and monitor the people working in tourism industry. Yorkshire Forward will monitor the funding agencies, local authority and politicians and members of the Bureau. Monitoring plan would have also included timeframes to monitor the scope of major projects. For instance, some of useful IT projects can be monitored so as to implement them with greater capability to respond to different sectors needs. For instance, it is possible to have a unified IT system that deals with tourists and that connects various sectors like hospitality, health and transport sectors which are intricate to tourist services. In addition, it can include a supervisory team that will offer the required organizational skills and expertise to monitor programs and agencies (Castellani & Sala, 2010). The team would have formed the City’s tourist board which would receive reports about the progress and development of various strategies and offer constructive feedback as well as recommend correctional actions to make sure that the targets are reached on time and as planned. The team would acknowledge the need for balance to avoid overdevelopment in one region which might unequally affect the other region and reduce economic and social advantages in the area. Contingency plan is very important part of tourism strategic planning. In most cases, the initial plan can drastically fail due to unforeseeable factors. In tourist sectors, changes in international economy like economic crisis, poor funding and delays in plan implementation can highly affect the plan (Dodds & Butler, 2010). Consequently, the goals and objectives as designed can fail to be deployed as planned which might affect the tourism until a further plan is set in place. Quick planning may not be sufficient to cover wide-range aspects or detail a better plan with a manageable scope, refined and with preferred strategies. A contingency plan acknowledged predictable factors that might affect the delivery of projects and development plans. In turn, it evaluates the possibilities that might hamper the achievement of initial goals and come up with preferred alternatives or generation of alternative to ensure that the plan is adopted and implemented on time and in the right condition. The process involves identification of alternative sources of funding, preferred exist routes such as alternative contractors, products and stakeholders involvement (Byrd, 2007). Contingency plan is a pre-determined preliminary document that can be used later to offer direction and feedback if the initial plan is distracted or is severely affected by uncontrollable circumstances. The plan should have been determined through a close coordination with necessary stakeholders with a clear knowledge about the trends in economic, political and socio-cultural changes. The inclusion of leaders and government authorities can give convincing directions to take note about and foresee the changes that might affect the deployment of set processes. Surveys and Evaluations The survey and evaluation part dealt only with existing tourist markets and other travel patterns. Tourist’s arrivals are demonstrated. Institutional elements of tourism like available workforce, planned tourism training and education programs, laws and regulations related to tourists and public and private structures are included. Planned transportation access, other planned infrastructure like electricity, telecommunications and present development policies also included. There are very important aspects that the plan has left to include and which would have given a real picture of York and its tourist attraction sceneries and facilities. The characteristics of York’s environmental, economic, land use and patters as well as socio-cultural patterns should have been demonstrated. Land tenure for instance can affect availability and development of land (Oviedo‐Garcia, Castellanos‐Verdugo & Martin‐Ruiz, 2008). Secondly, it would have highlighted important tourism resources and existing or potential tourist activities and attractions. This would have included accessibility to attraction sites and locations and environmental quality. It would have highlighted the existing tourism development such as accommodation, tourist services and facilities and the level of quality. Under this, there would be determined characteristics and attitudes to attractions, facilities and services. Recommendations A comprehensive tourist plan is required and should identify: The primary attractions including the features that induce tourists visit in the area. Primary attraction shows the uniqueness of a region in comparison to other tourist destinations and thus inclining the plans towards their development (Bornhorst, Brent Ritchie & Sheehan, 2010). Secondary attractions including the features that highly complement the primary ones and that may induce tourists to stay for longer durations and revisit the area should be highlighted to garner a sizeable share of investment and development. There should be thorough evaluation of political stability, security and safety as well as public health as well as well as the effect of the other competing destinations. A contingency plan is required to put the plan into effect if there would be changes in financing, economical and political challenges that may affect the initial plan (Bornhorst, Brent Ritchie & Sheehan, 2010). Tourism Board should be identified as well as management structure that will assume the roles and responsibilities of the plan as well as monitoring and evaluating quality, targets and controlling outcomes. Accountability and reporting processes should also be identified to ensure the plan does not fail out of lack of concerns (Byrd, 2007). References Bornhorst, T, Brent Ritchie, J R, & Sheehan, L 2010 Determinants of tourism success for DMOs & destinations: An empirical examination of stakeholders' perspectives Tourism Management, 315, 572-589. Byrd, E T 2007 Stakeholders in sustainable tourism development and their roles: applying stakeholder theory to sustainable tourism development Tourism Review, 622, 6-13. Castellani, V, & Sala, S 2010 Sustainable performance index for tourism policy development Tourism management, 316, 871-880. Dodds, R, & Butler, R 2010 Barriers to implementing sustainable tourism policy in mass tourism destinations Tourismos, 51. Fotis, J, Buhalis, D, & Rossides, N 2012 Social media use and impact during the holiday travel planning process. Gretzel, U, & Yoo, K H 2008 Use and impact of online travel reviews In Information and communication technologies in tourism 2008 pp 35-46 Springer Vienna. Hall, C M 2008 Tourism planning: policies, processes and relationships Pearson Education Oviedo‐Garcia, M, Castellanos‐Verdugo, M, & Martin‐Ruiz, D 2008 Gaining residents' support for tourism and planning International Journal of Tourism Research, 102, 95-109. YORK TOURISM PARTNERSHIP. (2007). YORK TOURISM STRATEGY AND ACTION PLAN – DRAFT FEBRUARY 2007 Retrieved: http://democracyyorkgovuk/%28S%28yridobusdxi2uduraqdiggyh%29%29/documents/s4788/York%20Tourism%20Strategy%20Annex%201pdf. Read More

Obtain financing from local and government programs to expand service capabilities, increase distribution as well as introducing new services and product lines. As tourism in intertwined with environment and sustainability issues, a goal like to donate at least £25,000 each year to local conservation programs and organizations would have been included. As the plan is geared to support service industry, it would have also included some nonfinancial goals. Generally, it would have been expected that a goal like development of successful Websites and use of social media platforms to maintain strong relationships with tourists and local visitors (Fotis, Buhalis & Rossides, 2012).

It would have a goal like developing conservation programs to help communities’ efforts, raining money and purchase of open spaces. In addition, it would have also included a goal like entering new geographical markets like Mid-Atlantic States, Australia and other European States. SWOT Analysis Despite the plan highlighting that there are strengths and challenges that faces the city, they are not well demonstrated to note the problems that will be solved and opportunities to leverage. SWOT analysis provides a concrete and comprehensive grid that in turn shows the major aspects that influence business strategies and progress (Dodds & Butler, 2010).

Weaknesses and threats show the constraints and vulnerabilities that in turn offer the plan a clear view of what to deal with in the plan. On the other hand, strengths and opportunities shows what is to be leveraged to overcome the immediate and ongoing constrains and increase the competitive advantages. Strengths York’s City tourism plan has included a number of strengths though they are set in general terms. First, York’s Council and stakeholders are dedicated as founders of York as a tourist destination vision.

They also seem to understand what the sector requires by highlighting the major things to include in the product development. Secondly, York City has already seen increased visitors and has services distributed in several parts of the city with quick community acceptance of its agenda and thus private developers are willing to support the Council’s vision. Thirdly, there is availability of funds and thus a greater potential for growth and implementation of its tourism development agendas. Fourthly, York City has a potential for continuous growth due to reduced resistance as it works with stakeholders as a unit.

There is less political opposition of its economic agendas. The Council control and monitors most of development activities and infrastructural developments, they will ensure maximum quality control for all its projects. Weaknesses A number of weaknesses are highlighted. City of York relies heavily on inputs from private stakeholders and that may limit the growth potential, development and production capacity if they do not continuously buy in to the tourism ideas. However, there are many others weaknesses that are not identified but can be deduced from a general viewpoint.

Issues like limited cash flow with the York Council and loss of sight and scope of development due to new leadership and personal interests. It would have also included an issue like limitation due to less number of local tourists making use of the city’s facilities and services. Opportunities York City tourist plan shows a greater chance to expand across other countries as UK is a major tourist destination. It is possible for York City to tap into and get a share of tourist when it has developed and become renowned as an attractive destination.

In addition, the plan would have highlighted other major opportunities like potential of the local visitors and likelihood to use the services and promote continuous growth. There are also gaps that exist in the industry that the outcomes of investment plans can fulfill such as customized tourist services to attract a particular segment of tourist like entrepreneurs or sports professionals.

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