Tourism: Principles, Practices, Philosophies Part One: … · PPT file · Web view2005-04-18 · Part One: Tourism Overview Learning Objectives Understand what tourism is and its
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Definition of TourismTourism may be defined as the processes, activities, and outcomes arising from the relationships and the interactions among tourists, tourism suppliers, host governments, host communities, and surrounding environments that are involved in the attracting and hosting of visitors.
Tourism comprises the activities of persons traveling to and staying in places outside their usual environment for not more than one consecutive year for leisure, business and other purposes.
VisitorA “visitor” is defined as those persons who travel to a country other than that in which they have their usual residence but outside their usual environment for a period not exceeding twelve months and whose main purpose of visit is other than the exercise of an activity remunerated from within the place visited.
(1) Tourists in international technical definitions.(2) Excursionists in international technical definitions.(3) Travelers whose trips are shorter than those that qualify for travel and
tourism; e.g., under 50 miles (80 km) from home.(4) Students traveling between home and school only -- other travel of students
is within scope of travel and tourism.(5) All persons moving to a new place of residence including all one-way
travelers, such as emigrants, immigrants, refugees, domestic migrants, and nomads.
• Recognize the antiquity of human travel over vast distances on both sea and land.
• Understand how these journeys have evolved from trips which were difficult and often dangerous to mass travel for millions today.
• Learn the names of some of the great travelers in history who wrote astonishing accounts of exotic places they had visited.
• Discover the many similarities in travel motivations, economic conditions, political situations, attractions, and tourist facilities during the time of the Roman Empire and that of today.
• Serves as a global forum• Transfers tourism know-how• Produces statistics and market research• Develops tourism human resources• Works to facilitate travel• Promotes sustainability• Creates special projects
World Tourism Organization (WTO)
Chapter 4: World, National, Regional and Other Organizations
National Organizations• Office of Travel and Tourism
Industries (OTTI)– International Trade Administration, U.S.
Department of Commerce– Research and Policy
• Travel Industry Association of America (TIA)– leading private tourism organization in U.S.– Represents the whole U.S. travel industry– Promotes and facilitates increased travel to
and within the U.S. • Canadian Tourism
Commission– Public-private partnership– Plans, directs, manages, and implements
programs to generate and promote tourism in Canada.
Chapter 4: World, National, Regional and Other Organizations
• Convention and Visitor Bureaus (CVBs)* Not-for-profit umbrella organizations that represent a
city or urban area in the solicitation an servicing of all types of travelers to that city or area, whether they visit for business, pleasure, or both.
• International Association of Convention and Visitor Bureaus (IACVB)
* Most city CVBs belong to this organization.
Chapter 4: World, National, Regional and Other Organizations
• World airline industry carries over 1 billion passengers per year.
• The U.S. airline industry in 2000* Employed 679,967 people
* Carried 1.6 million passengers each day
* Recorded revenues of $129.5 billion
However, during 1990 - 1993, U.S. carriers lost more than $12.8 billion. A weak air transportation system affects the rental car business, hotels, and attractions.
in the U.S. in 1920.• Major railroads want out of the
passenger service business (except commuter service). Passenger service depends on Amtrak. The situation is similar in Canada with passenger service dependent on VIA Rail.
• Passenger rail service is much more important outside of North America. Efficient, economical, high speed trains provide an alternative to air travel.
• World hotel room inventory grows about 2.5% a year.
• Occupancy rates average 65% overall.
• 72% of the world’s hotel rooms are located in Europe and North America. Europe has 45% of the rooms.
• In 2000, the U.S. lodging industry generated $108.5 billion in sales, numbered 53,500 properties, 4.1 millions rooms, and recorded profits of $24 billion.
(in millions) 1. Disneyland Paris, Marne la Vallée, France 12.0 2. Blackpool Pleasure Beach, Blackpool, England 6.8 3. Tivoli Gardens, Copenhagen, Denmark 3.9 4. Port Aventura, Salou, Spain 3.2 5.a Europa Park, Rust, Germany 3.0 5. a Liseberg, Gőteborg, Sweden 3.0 7.b De Efteling, Kaatsheuvel, the Netherlands 2.9 7.b Gardaland, Castelnuovo del Garda, Italy 2.9 9. Bakken, Klampenborg, Denmark 2.5 10. Alton Tower, Staffordshire, England 2.5 a and b: Indicates a tie Source: Amusement Business magazine, based in Nashville, Tenn.
Chapter 8: Attractions, Recreation, Entertainment and Other
Travelers tend to be more selective in their emphasis on travel motives with experience
Self-esteem/development needs
Fulfillment needs
Relationship needs
Safety/security needs
Physiological
Other=directed Self=directed
Other=directed Self=directed
Self=directed Other=directed
Externally oriented Internally oriented
Travelers have multiple motives in their pattern of needs even though
one category of needs may be more dominant
Need for self-actualizationNeed for flow experiences
Need for statusNeed for respect and recognitionNeed for achievement
Need for self-developmentNeed for growthNeed for curiosity/mental stimulationNeed for mastery, control, competenceNeed for self-efficacyNeed to repeat intrinsically satisfying behaviors
Need to reduce anxiety about othersNeed to affiliate
Need to give love, direction
Need to reduce anxietyNeed to predict and explain the world
Need for security
Need for escape, excitement, curiosityNeed for arousal, external excitement and stimulation
Need for sex, eating, drinkingNeed for relaxation (manage arousal level)
A “spine” or “core” of needs for nearly all travelers seems to include relationships, curiosity, and relaxation
Negative Social Effects of Tourism on a Host Society1. Introduction of undesirable activities such as
gambling2. Demonstration effect
• Local people wanting the same luxuries and imported goods as those had by tourists
3. Racial tension4. Development of a servile attitude on the part of
tourist business employees5. Trinketization of arts and crafts6. Standardization of employees roles7. Loss of cultural pride8. Too rapid change in local ways9. Disproportionate numbers of worker in low-paid,
menial jobs
These effects can be moderated or eliminated by intelligent planning and progressive management methods.
Demand to a DestinationDemand for travel to a particular destination is a function of the propensity of the individual to travel and the reciprocal of the resistant of the link between origin and destination areas.
Demand = f(propensity, resistance)
Propensity depends on:
•Psychographics
•Demographics(socioeconomic status)
•Marketing effectiveness
Resistance depends on :
•Economic distance
•Cultural distance
•Cost of tourist services
•Quality of service
•Seasonality
Chapter 13: Measuring and Forecasting Demand
Part Four: Tourism Supply, Demand Policy, Planning,and Development
• Demand• Supply of attractive resources• Technical and environmental constraints• Time constraints• Indivisibilities• Legal constraints• Self-imposed constraints• Lack of knowledge• Limits on supportive resources
Chapter 14: Tourism’s Economic Impact
Part Four: Tourism Supply, Demand Policy, Planning, and Development
Tourism policy can be defined as follows:A set of regulations, rules, guidelines, directives, and development/ promotion objectives and strategies that provide a framework within which the collective and individual decisions directly affecting tourism development and the daily activities within a destination are taken.
Chapter 15: Tourism Policy, Structure, Content and Process
Part Four: Tourism Supply, Demand Policy, Planning, and Development
1. The roles of tourism within the overall socio-economic development of the destination region
2. The type of destination that will most effectively fulfill the desired roles
3. Taxation – types and levels 4. Financing for the tourism sector – sources and terms5. The nature and direction of product development and
maintenance6. Transportation access and infrastructure7. Regulatory practices (e.g. airlines, travel agencies)8. Environmental practices and restrictions9. Industry image, credibility10. Community relationships11. Human resources and labor supply12. Union and labor legislation13. Technology14. Marketing practices15. Foreign travel rules
Chapter 15: Tourism Policy, Structure, Content and Process
Part Four: Tourism Supply, Demand Policy, Planning, and Development
General Economic & Social Policies Affecting Tourism
Taxation – affects costs and thus profitability; Interest Rate Policy – affects costs and thus profitability; Bilateral Air Agreements – determines foreign visitor access; Environmental Policy – limits growth and access to attractive, but sensitive
areas; Customs and Immigration Policy – can facilitate or hinder international
visitation; Communications Policy – can restrict use of certain advertising media; Minimum Wage Policy – can affect labor markets; Welfare Policy – can influence nature and behavior of work force; Education Policy – can affect quality of workforce; Cultural Policy – can affect preservation and promotion of national heritage; Foreign Investment Policy/Regulations – can affect availability of investment
capital; Local Zoning Policy/By-Laws – can restrict or encourage tourism facility
development; National/Provincial/Local Policy re: funding support for major public facilities
• Relate tourism planning to tourism policy.• Discover what the goals of tourism
development should be.• Recognize that some serious barriers to
tourism development must be overcome if a desired growth is to occur.
• Learn the political and economic aspects of development including those related to developing countries.
• Appreciate the importance of architectural design and concern for heritage preservation, local handicrafts, and use of indigenous materials in creating tourist facilities.
Learning Objectives
Chapter 16: Tourism Planning, Development, and Social Consideration
Part Four: Tourism Supply, Demand Policy, Planning, and Development
SIMILARITIES1. They both deal with the future development of a tourism destination or
region;2. They both emphasize the strategic dimensions of managerial action –
although planning must also address a number of tactical concerns.
DIFFERENCES1. Policy formulation is definitely very “big picture” while much of planning
is characterized by an attention to detail;2. Policy formulation is a creative, intellectual process, while planning is
generally a more constrained exercise;3. Policy, and particularly its visioning component, has a very long-term
strategic emphasis, while planning tends to be more restrictive in its time horizon. A one-year planning cycle is not uncommon, although 3-5 year plans are a possibility. In contrast, destination visions may have a 5, 10, 50, or even a 100 year time horizon;
4. Policy formulation must allow for as yet unseen circumstances and technologies to be considered. In contrast, planning tends to assume current conditions and technologies, with some allowances for predictable, or evolutionary change;
5. Policy formulation tends to emphasize a systematic determination of “WHAT” should be done in long-term tourism development, while planning tends to emphasize the “HOW” for the achievement of specific destination goals.
Chapter 16: Tourism Planning, Development, and Social Consideration
Part Four: Tourism Supply, Demand Policy, Planning, and Development
1. Define the system2. Gather data3. Analyze and interpret4. Create the preliminary plan5. Approve the plan6. Create the final plan7. Implement the plan
Chapter 16: Tourism Planning, Development, and Social Consideration
Part Four: Tourism Supply, Demand Policy, Planning, and Development
Political instability or increased competition for land could lead to loss of potential new tourism destinations and degradation of existing destinations.
Loss of landscape and wildlife could cause a decrease in customer satisfaction with tourism products and hence lower propensity to travel to some destinations.
Higher fuel prices could lead to operational price increases and corresponding decreases in the number of travelers in this price-sensitive market.”
Chapter 17: Tourism and the Environment
Part Four: Tourism Supply, Demand Policy, Planning, and Development
ACTIVITIES: Coordinating the development of a tourism
philosophy and vision for the community/ region Specifying the major goals of the community/region
with respect to tourism Obtaining consensus concerning the social, physical,
and cultural carrying capacity of the community/region in question
Identifying the specific action initiatives necessary to meet the tourism development objectives while respecting the destination’s carrying capacities
Gaining agreement on the measures to be used in monitoring the impacts of tourism in the community/region
Gathering and disseminating information concerning the impacts of tourism on the community/region
Chapter 17: Tourism and the Environment
Part Four: Tourism Supply, Demand Policy, Planning, and Development
Types of Indicators• Core indicators of sustainable tourism
which have been developed for general application to all destinations
• Destination-specific indicators applicable to particular ecosystems or types of tourism. These indicators fall into two categories:
– Supplementary ecosystem-specific indicators for application to particular ecosystems (e.g., coastal areas, parks and protected areas, or mountainous regions).
– Site-specific indicators that are developed uniquely for the particular site. These indicators reflect important factors of the site. Which may not be adequately covered by the core and supplementary eco-system-specific indicator sets, but are nonetheless needed for management of theparticular site.
Chapter 17: Tourism and the Environment
Part Four: Tourism Supply, Demand Policy, Planning, and Development
Indicator Specific MeasuresSite Protection Category of site protection according to IUCNa indexStress Tourist numbers visiting site (per annum/peak month)Use Intensity Intensity of use in peak period (persons/hectare)Social Impact Ratio of tourists to locals (peak period and over time)
Development Control Existence of environmental review procedure or formal controlsover development of site and use densities
Waste ManagementPercentage of sewage from site receiving treatment (additionalindicators may include structural limits of other infrastructuralcapacity on site, such as water supply)
Planning Process Existence of organized regional plan for tourist destination region(including tourism component)
Critical Ecosystems Number of rare/endangered speciesConsumerSatisfaction Level of satisfaction by visitors (questionnaire-based)
Local Satisfaction Level of satisfaction by locals (questionnaire-based)Tourism Contributionto Local Economy Proportion of total economic activity generated by tourism only
Composite Indicesb Specific Measures
Carrying Capacity Composite early warning measure of key factors affecting the
ability of the site to support different levels of tourism
Site Stress Composite measure of levels of impact on the site (its natural
and cultural attributes due to tourism and other sectorcumulative stresses)
Attractivity Qualitative measure of those site attributes that make it
attractive to tourism and can change over time
a International Union for the Conservation of Nature and Natural Resources
b The composite indices are largely composed of site-specific variables. Consequently, the identification and evaluation of the indicators composing these indices require on-site direction from an appropriately trained and experienced observer. In the future, based on the experiences in designing composite indicators for specific sites, it may be possible to derive these indices in a more systematic fashion.See the case studies for Villa Gesell and Peninsula Valdes for application of these indices.
Source: World Tourism Organization
Chapter 17: Tourism and the Environment
Part Four: Tourism Supply, Demand Policy, Planning, and Development
• Enjoy our diverse natural and cultural heritage and help us to protect and preserve it.
• Assist us in our conservation efforts through the efficient use of resources, including energy and water.
• Experience the friendliness of our people and the welcoming spirit of our communities. Help us to preserve these attributes by respecting our traditions, customs, and local regulations.
• Avoid activities which threaten wildlife or plant populations, or which may be potentially damaging to our natural environment.
• Select tourism products and services that demonstrate social, cultural, and environmental sensitivity.
Chapter 17: Tourism and the Environment
Part Four: Tourism Supply, Demand Policy, Planning, and Development
the need to make an overall commitment to the physical and human environment, to accept responsibility for environmental damage and take corrective action where necessary, and to promote and reward outstanding environmental performance;
the need to develop policies and strategies that take account of land-use planning regulations and the need to protect some areas from further development;
the need to develop management policies that enhance beneficial and minimize adverse impacts on the environment; and
the need to cooperate with other firms, sectors and countries.
Chapter 17: Tourism and the Environment
Part Four: Tourism Supply, Demand Policy, Planning, and Development
Saves time and money if the data is related to your problem and is relatively current.
The following criteria may be use to appraise the value of information obtained from secondary data sources:1. The organizations supplying the data2. The authority under which the data was gathered3. Freedom from bias4. Adequacy from the sample5. The nature for the unit in which the data are
expressed6. Accuracy of the data7. Pertinency to the problem8. Careful work
Chapter 18: Travel and Tourism Research
Part Five: Essentials of Tourism Research and Marketing
• Examine forecasts concerning the growth of international tourism.
• Identify the major global forces which are shaping the tourism of tomorrow.
• Understand the impacts, both positive and negative, which these forces are likely to have on tourism markets and on the ability of destinations to respond to the demands of these markets.
• Highlight the powerful and positive impact that the environmental movement has had, and will increasingly have, on tourism development.
• Economic • A decline in the mega-nation-rise of the city state • Political• Socio-environmental awareness• Technology• Emergence of the knowledge based society• Demographic shifts• Shifting value systems• Diversity within a homogeneous world• Quest for stability and security• Pressures for mass migration• Change from a service to an experience
economy• Evolution of leisure time• Competition for leisure time
WTO – Tourism to the Year 2020The principal determinants of, and influences on, international tourismactivity taken over the duration of the 1995 and 2020 period areidentified as being:Economic continued moderate-to-good rates of global economic growth above average economic performance of the Asian tiger economies emerging importance of new tiger economies (i.e. China, India,
Brazil, Indonesia, Russia) widening gap between rich-poor countries spread of harmonization of currenciesTechnology information technology development transport technology advancesPolitical removal of barriers to international travel transport and other forms of deregulationDemographic aging population and contracting workforces in industrialized
countries leading to SouthNorth migration erosion of the traditional western household
Many high-quality public facilities and attractions that have traditionally been supported and/or subsidized by governments will come under serious funding pressures.
Market competition will prove a powerful force in keeping the costs of travel under control, thus keep accessible to a large percentage of the population.
I t will become more difficult to justify and to publicly finance large-scale “megaprojects” or “megamonuments,” some of that have become major, symbolic tourism attractions. As well, supporting infrastructure, such as roads and airports, will be more difficult to finance.
There will be new opportunities for innovative financing approaches for megaprojects and megadevelopments that enjoy the support of the residents of a destination (e.g., community bonds).
Rise of the City State New Realities New Horizons
Large countries will find it less desirable and less productive to undertake general awareness-type promotion; budgets for such promotions will decline.
Those highly focused destinations that have high visibility, good access, an attractive product, and which can develop a distinctive image will dominate the market.
Smaller destinations having no particularly unique characteristics will find it even more difficult to compete with higher-profile centers.
Strategic alliances and reciprocal agreements between city-states that complement one another will grow in importance.
Nations/economic communities may become much more demanding in terms of visitor entry requirements as they perceive that “tourists” risk transforming themselves into refugees or defacto immigrants.
Diverse, multicultural societies brought about through immigration will create increased demand for travel as people exchange visits with families and friends.
Destination residents may become increasingly less tolerant of “visibly” or “linguistically” different visitors whom they see as posing a threat as a potential immigrant.
Ethnic groups in tourism generating countries will have the opportunity to develop, educational/cultural travel experiences for their compatriots. Such experiences could involve both pre-travel and travel experiences.
The Move to Branding of Destinations New Realities New Horizons
Destinations will have the ability to identify and differentiate themselves more effectively.
Destinations cannot be modified like other consumer products when it is found the existing brand is viewed negatively.
The value in creating unique brands will increase dramatically.
The expertise for destination brand creation is hard to find—and costly.
Smaller destinations having no particularly unique characteristics will find it even more difficult to compete with higher-profile centers.
Strategic alliances and reciprocal agreements between city-states that complement one another will grow in importance.
Nations/economic communities may become much more demanding in terms of visitor entry requirements as they perceive that “tourists” risk transforming themselves into refugees or defacto immigrants.
Diverse, multicultural societies brought about through immigration will create increased demand for travel as people exchange visits with families and friends.
Political New Realities New Horizons
The tourism planning and development process will be increasingly constrained and slowed by the need for meaningful public involvement and input.
Implementation of approved development plans will be easier as “surprises” will be minimized and as broader agreement results from public involvement.
I t will be more difficult for individual operators to proceed with nonconforming developments— sometimes at the risk of inhibiting innovation.
The formulation of “resident responsive visions” of local/regional tourism will provide more commitment to tourism and greater coherency in the tourism product/experience provided by a destination.
Environmental New Realities New Horizons
Virtually all future tourism development will be constrained by the need for environmental sensitivity.
Conservation, preservation, and restoration present new themes for the design of tourism experiences. Regions that are presently undeveloped or in a natural state have a unique opportunity to provide an attractive experience to visitors.
The non-economic costs of tourism will need to be factored into development decisions. The costs of development, using nontraditional accounting frameworks, will increase, thus forcing higher prices on the travel experience.
Emphasis on the quality of the tourism experience will reduce growth in the number of travelers but enhance net financial and non-financial impacts on tourism destinations.
The rapid evolution of technology makes the investment in hardware, software, and training more than many tourism firms can afford.
Certain sectors of tourism are finding technology to be a cost-effective means for marketing to small niche markets; other larger sectors are proving highly successful in utilizing technology to actually close sales.
Much of the human resource base of the tourism industry is ill-equipped and thus ill-disposed toward the widespread adoption of technology. At least passive resistance may be encountered at all levels.
Because of the present low level of penetration of technology on tourism, there is much potential for significant gains on performance and productivity both in terms of facility design and service delivery.
Introducing technology without losing the warmth of the human experience will be difficult. Choosing the appropriate balance of high-tech/high-touch will require insight and good judgment.
Education and training levels will have to increase if managers and staff are to select and implement technology-based improvements in an effective manner (EIESP, 1991).
The Knowledge-Based Society New Realities New Horizons
Modem technology is increasingly attempting to provide alternatives to physical travel. Teleconferencing is finally gaining wider acceptance; virtual interface technology purports to provide the travel experience without travel.
Travelers will increasingly want to truly experience and understand a destination. As a result, they will be interested in spending more time in a region and interfacing with residents in more meaningful ways.
Knowledge-based employees tend to work in sanitized, controlled environments. As such, they may shun travel experiences that are physically challenging, moderately uncomfortable, or culturally threatening.
Travelers of the future will be increasingly receptive to technologies and services that facilitate travel while reducing costs and minimizing the need for menial and/or demeaning labor.
Demographic Shifts
New Realities New Horizons The aging of travelers from traditional tourism-
generating countries will cause demands for new experiences and new facilities. As a consequence, existing tourism plant may become economically obsolete.
For the next 20 years, residents of developed nations in the 45–65 age category will increase substantially. These individuals will have the time, the discretionary income, and the desire to travel.
Increasingly diverse lifestyles will make market segmentation increasingly important. However, the tailoring of “designer vacations” will make it harder to standardize the tourism product, and thus to control costs.
Firms that can read, anticipate, and respond to the specific needs/desires of high quality niche or “special interest” markets in innovative ways will have great opportunities for success.