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Slide Nr. 1
Destination Management
Lecture 10
University of Applied Sciences Stralsund
Leisure and Tourism Management
WS 2009/2010
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Part Three
Considers the challenges involved in managing attractions such as marketing, financial management, operations
management and human resource management
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Managing quality
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What is to be understood by „quality“?
• The International Organization for Standardization (ISO)defines the term quality as the:
“Totality of features and characteristics of a product/service that bears on its ability to satisfy stated or implied needs.”
• Quality means offering a product of the right gradefor the chosen market or markets at the appropriate price.
Part Three \ Quality management
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Quality management approaches
• Quality control- monitoring product or service quality- carried out by quality control inspectors
• Quality assurance- prevention of quality problems- staff is concerned to get it right in the first time
• Total quality control- looks at all possible influencing factors
• Total Quality Management (TQM)- trying to achieve constant, continuous improvement- involves the whole organization at all levels
Part Three \ Quality management
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Quality management and services
• No standardized product- difficult to adopt standardized quality control systems- affected by a number of variables- the product is different for every customer
• Intangibility and perishability- ‚faults‘ in the product cannot be easily seen - not ease to replace a ‚faulty‘ product
• Services are often complex products- involving a huge number of elements which are interdependent and difficult to monitor
Part Three \ Quality management
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Quality and visitor attractions
Part Three \ Quality management
Product Process
- physical environment
- value for money
- attraction staff
- reliability of the product
- safety of visitors
- number of complaints
- HRM policies
- organization‘s culture
- marketing function (producing the image)
- purchasing policy
- responding to changes
• Quality can be looked at in two ways:
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Quality management systems at attractions
Part Three \ Quality management
• There are three main points to consider:
- what definition of quality to use
- what performance standards to use and what measurement system to implement
- what systems to adopt to achieve quality
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1. defining quality at visitor attractions
Part Three \ Quality management
• examples
- reliability of the product
- level of customer satisfaction
- motivated and well trained staff
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2. performance standards and measurement
Part Three \ Quality management
• examples
- reliability of the product- sth. should be functional accessible at 95% of the time- requires detailed reporting systems
- level of customer satisfaction- 75% of visitors should be very satisfied- complaints should not exceed 1% of visitors - visitor surveys and complaint reporting
- motivated and well trained staff - reducing staff turnover by a half and increase qualification- using personnel reports
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3. systems to adopt to achieve quality
Part Three \ Quality management
• examples
- reliability of the product- more regular maintenance checks- increase spending in maintenance- implement ‚quality circles‘
- level of customer satisfaction - sophisticated surveys to identify customer needs - team meetings to sensitize staff for visitor satisfaction- ‚tracking‘ visitors to identify obstacle
- motivated and well trained staff - introduce job rotation and empowerment- implement training routines
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Case study 14
„Performance Management in Museums“
Part Three \ Quality management
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„Greening“ of visitor attractions
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Greening of visitor attractions
• ... is about more than just the physical environment
• Sustainability
• Society
• Economy
• Physical Environment
• Influences every managerial function within the organization
Part Three \ Greening of visitor attraction
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Greening of visitor attractions
• No economic activity can be totally green!
• But: can/must minimize the negative impact
• Examples:
- symbolic actions, e.g. using recycled paper
- environmentally friendly production processes
- reducing packages
- lowering energy consumption
- sponsoring conservation projects
Part Three \ Greening of visitor attraction
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Greening of visitor attractions
• ‚greening‘ can be defined as:
Maximize the beneficial while minimizing the negative economic, environmental and socio-cultural impacts
of visitor attractionswithin the overall framework of sustainability.
Part Three \ Greening of visitor attraction
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Motives for greening organizations
• ... are often rather selfish than altruistic:
• Main motives:
- cost reduction by reducing usage of resources
- improving public image
- seeking to achieve competitive advantage (by being seen to respond to customer‘s concerns about green issues)
- prevent from being forced to ‚act green‘ by new laws
Part Three \ Greening of visitor attraction
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Greening of visitor attractions
• ... starts with the development of attractions
• Examples:
- decision for the place
- existing flora and fauna
- required infrastructure
- expected increase in traffic
- pollution and damage during construction
- labour employed during development
- usage of materials
Part Three \ Greening of visitor attraction
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Greening of human resource management
• ... is mainly about
- recruiting local people wherever possible
- adapt HRM policies to local culture and employment practices
- training local managers to enter upon a career within the organization
- training staff to understand importance of green issues
- taking care when staff is leaving
Part Three \ Greening of visitor attraction
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Greening of marketing
• ... is mainly about
- being honest about the attraction
- making visitors aware of a ‚green‘ behaviour
- targeting visitors, sensible for concept of sustainability
- trying to reduce seasonality of demand
- attracting higher-spending visitors to achieve financial objectives with fewer visitors
- favouring local visitors by adequate pricing strategy
- ensuring that the product is acceptable to local culture
- encouraging visitors to use public transportation systemPart Three \ Greening of visitor attraction
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Greening of operations management
• Operations management is considered with theday-to-day management of the site
- reducing energy consumption
- reducing waste
- reducing pollution
- being a ‚good neighbour‘
- buying from local suppliers
- visitor management >>>
Part Three \ Greening of visitor attraction
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Visitor Management
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Visitor management
• visitor management incorporates aspects of both:quality management and green issues, and is the most critical part of the day-to-day management at the site
• Tries to ensure an experience without disturbancesby providing a trouble-free sequence of events
• Aims to minimize negative environmental andsocio-cultural impact caused by the use of the attr.
• Although most important for non-purpose built attractions,there is a certain relevance for all types of attractions
Part Three \ Visitor management
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Visitor management
Part Three \ Visitor management
Humanresources
Legalconditions
Financialconditions
HRMOperational
managementMarketingactivities
VisitorManagement
Managementobjectives
Visitorexpectations
Performance
Visitorsatisfaction
Conservation:
- environment- and assets
Minimizenegative impact
Maximizequality of
product/service
Experiencewithout
disturbances
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Problems to deal with
• Damage on environment caused by visitors- wildlife, flora and fauna, pollution by traffic
• Damage on assets caused by visitors- intentional, unintentionally caused by heavy use
• Disturbances in visitor flow- bottleneck situations, waiting times
• Accessibility of certain areas - restricted access caused by construction work- distances between attractions on site- handycapped visitors
Part Three \ Visitor management
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Identify problems
• Legal conditions- waste management, pollution, opening time, ...
• Monitoring damages caused to assets- staff has to check, repair and report
• Damages to the environment- measure damages and report, often by externals
• Disturbances in visitor flow- tracking visitors
• Overall satisfaction of visitors - surveys and questionnaires
Part Three \ Visitor management
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Marketing measures
• Make visitors aware of green behaviour- smoking areas- throwing away waste- waste of resources- feeding animals
• School classes vs. Elder people
• Attract more visitors to join the attraction in off peak season
• Attract visitors to visit the attraction by public transport
• Attract the visitor to stay longer rather than visit more often
• Booking of guided tours
• Encourage group visits
Part Three \ Visitor management
Not too many restrictions!
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Operational management measures
• Zoning- restricted access to sensible areas- completely forbidden, only guided, limited numbers of visitors ..
• On site transportation- reduces bottlenecks, allows visitor to use more elements- may take away the individual experience
• Guided Tours- Guide, Literature, Walkman-tour
• Closing the attraction when reaching the carrying capacity
• Restrict direct access by car (eg. Königsstuhl)- critical if access becomes more expensive by doing so
Part Three \ Visitor management
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Case study 15„Enhanced Visitor Management Alternative “
Part Three \ Visitor management
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Best practice 1
Järvzoo
- Wildlife park
- Middle-Sweden
- Entry fee appr. 10€
- targeted group family
- reg. catchment area
- international visitors
- Europe's longest wooden bridge system
- visitor management
Part Three \ Visitor management
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Best practice 2
- wooden bridge system one-way visitor flow protecting wildlife ensures accessibility
- display system orientation guiding visitors educating visitors
- service facilities indoor education catering toilettes
Part Three \ Visitor management
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Best practice 3
Part Three \ Visitor management
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Best practice 4
Part Three \ Visitor management
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Best practice 5
Part Three \ Visitor management
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Best practice 6
Part Three \ Visitor management
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Case study 16„Sustainable Tourism in Protected Areas”
Part Three \ Visitor management