Role of Stakeholders in the Development and Management of Tourism in Wales - Case Study Example

Running Head: ROLE OF STAKEHOLDERS IN THE DEVELOPMENT AND MANAGEMENT OF TOURISM IN WALES. (Your Name) (Institution’s Name) Introduction For its existence tourism depends on human environments, quality natural environment, cultures and resources. For a couple of years, tourism in Wales has been viewed as a soft activity different from other development projects. It has been seen to be naturally conservatory considering that its sustainability depended hugely on the local cultures and natural resource base preservation. Conversely, it has now been realized that tourism is no different from other industries, this industry has been characterized by constant, short-term ventures that have always damaged the very assets that they depend on. Since tourism has been known to be a very exploitative industry in Wales, it has been deemed justifiable to standardize tourism as it has been done to any other polluting industry in this region. International, regional, national and local stakeholders alike have established a network of individuals and agencies to support sustainable tourism development in Wales. This is done in order to facilitate exchange of information between network members within and outside the country and in collecting and disseminating relevant information to fill information gaps. They are collating existing research in the field of tourism and its impacts, scrutinize the relevance and quality of that research, identifies research gaps, publicizes the research, coordinates and promotes urgent pieces of necessary additional research mainly concerning the impacts of tourism on communities in Wales and their environments. (William, 2003) According to William(2003) the government has clearly outlined its intention to examine and streamline tourism structures and is now working hand in hand with all the key stakeholders, including the, local authorities, private sector, business support agencies and sub-regional partnerships to build up valuable mechanisms for tourism promotion and development throughout the region. Tourism Enterprise and Management (TEAM), for example, has been appointed by ONE Northeast as consultants to conduct independent evaluation of tourism roles and responsibilities in this region and form a strategic guide thereby providing discerning support in the forecasting and implementation of change thus ensuring: · A pleasant experience for visitors · Businesses increased benefits · Increased return on investment. Current circumstances are very favourable in allowing the region to undertake the maximum change in its tourism structures as well as priorities. The stakeholders are determined in making Wales a ‘juicy’ tourist destination for business, visitors and leisure, with attractions, activities, accommodation and facilities that always exceed visitor expectations. (William, 2003) Although it has been severally equated with eco-tourism, sustainable tourism development is beyond natural environment protection - it represents proper consideration of communities’ lifestyles, host peoples, customs, and cultures together with economic and social systems. It hugely benefits those on the receiving end without degrading and exploiting the environment from which they earn a living and in which they live. It develops material life of local residents without social disruptions, acculturation or loss of traditional employment systems. Stakeholders Roles Businesses are applying Integrated Quality Management and Total Quality Management concepts with the aim of meeting /exceeding the consumer’s changing needs and expectations. These goes hand in hand with proper use of resources while taking into consideration the needs and involvement of those providing or producing goods and services. Integrated Quality Management (IQM) is not only concerned with individual businesses but with the entirety of the tourism destination. It concerns development of management activities to help boost the tourism experience for both guests and hosts, and how these processes are controlled, improved and implemented upon. This is a common–sense strategy aimed towards contributing to the region’s sustainable development through meeting social needs, incorporating local people in tourism management so as to enhance and protect their manmade, cultural and natural environment as well as their quality of life and lastly, in improving local businesses competitiveness. (Gillian and Helen, 2005) To ensure that quality management succeeds in boosting the satisfaction of visitors, the stake holders ensure that the concept encompasses all aspects of the visitor experience from arrival and departure time in varied destinations. They ensure that various elements (which are interdependent) are of high quality that matches customer satisfaction levels. These elements include; attraction sites, activities, accommodation, services &amenities, perceptions of access, safety and hospitality. Communities, organizations and groups are now managing tourist destinations in all circles, both as customers and participants of the management process and in creating a quality tourism experience which meets, and at times exceeds the expectations of visitors. Better marketing of the tourism industry has been the first priority to the business community. (Gillian and Helen, 2005) They are concentrating on proper and modern marketing techniques through the application of a professional approach. Much has been done in developing EnglandNet, an e-tourism platform, which will significantly help towards the marketing efforts. VisitBritain is also working gainfully with the national tourism boards in Wales, Northern Ireland Scotland, in ensuring that the entire United Kingdom benefits from this form of marketing. According to Frances (2004), businesses are designing destination campaigns where visitors are led to the products, business are in return getting a good deal from this campaigns since their investment is multiplied through public funding. VisitBritain’s overseas network that is publicly funded ensures that campaigns are informed through a well structured market system. EnglandNet plays a major role in allowing more ventures to link their products by marketing this country as a tourist destination, and in securing specific benefits to their businesses. Measuring Visitor Satisfaction Stakeholders have embarked on Integrated Quality Management directed on improving visitor monitoring and satisfaction as well as managing tourism’s local impacts. For instance, in August 2003 a survey was conducted at Aberystwyth area in measuring the perceptions and expectations of visitors to the local people. The survey was the first one to avail data on such local scope and became a very important tool in gap identification between the expectations of visitors and their real experience. Local, regional and national economic and tourism regeneration policies have been put in place. These strategies have had a direct impact on the action plan implementation for tourism development in the Aberystwyth region. (Stephen, 2001) The regional strategy, Mid Wales – Naturally Different, The Wales Tourist Board (WTB) strategy Achieving our Potential (WTB 1999), CerTWG Action Plan, the Ceredigion Tourism Action Plan (2000), and Ceredigion Tourism Growth Area Implementation Plan (2002) are all designed at enhancing tourism quality, partnership, competitiveness and sustainability. This has led to: • Enriched tourism experience • Influenced visits and visitors • Fostered tourism enterprises • Development of Infrastructure Enriched Tourism Experience Quality accredited attractions and accommodation has been provided, which has greatly changed the tourists perception regarding quality tourism destination. There has been a countrywide agreed quality ranking scheme in the accommodation sectors and is presently evaluated by the Tourist Board. Compared to other destinations in UK, Wales records a higher percentage of self catering units with 4/5 star grading (70 per cent) along with higher caravans standards. Basic expectation level has remained the same i.e. efficient, clean and friendly service with improved facilities (VisitBritain, September 2004 Draft Strategy for Quality) Recently, lifestyle oriented labelling has been introduced i.e. the national walker and cyclist friendly accommodation schemes. Another scheme of the same nature has been started in Ceredigion. Visitor Quality Assurance Service (VAQUAS) for Wales and England examines factors affecting overall quality thereby giving recommendations on improving the same. Businesses in Wales are also applying for ‘Green Dragon’ accreditation, a scheme that indicates environmental awareness and good practice. Strengthened links between local food producers and tourism operators, local craftspeople and tourism operators have been achieved thus encouraging local retailers and producers to take part in various events and marketing. (Stephen, 2001) Influencing and Enabling Visits and Visitors There has been increased provision of information on the visitors. Study has revealed four categories of visitor information gathering trends i.e. Pre-visit gatherers at 31 per cent, Pre & during visit gatherers at 43 per cent, During visit gatherers at 21 per cent and Non-gatherers at 5 per cent. (Sourced from Market Research Wales, 2002) Accessibility and availability of information prior, during or even after a visit, has been fundamentally important to the visitor’s decision-making process. Information on a given event, individual or area attraction has been a powerful tourism-marketing tool in Wales. Visitor’s expectations arising from supplied information are properly fulfilled through actual tourist experience thus satisfying the visitor. Updated and accurate information is provided information boards, new and print media in bilingual (Welsh and English). Providing information in Bilingual has been strengthening the region’s identity as well as raising awareness of the modern use of the Welsh language in the local culture. This has assisted in persuading visitors from overseas markets through creating a sense of welcome and security. (Stephen, 2001) Stakeholders have been facilitating and encouraging a consistent approach to the provision of information both within and about the region, for example, Ceredigion or Menter Aberystwyth logo has been widely used in prompting visits and enabling visitors in planning their holidays, encouraging events adequate publicity, encouraging bilingualism in all information and publicity material, including websites, and in promoting the development of multilingual text. Local information has also been increased before and after the visit stages in the holiday cycle, aimed at influencing initial selection of destination, promote extended stays and increase local spending through prompting visits to events and local attractions once visitors arrive in the region. Provision of effective information ensures that residents are well informed and can therefore recommend and give advice on various activities, attractions, and events to visitors over and above attending attractions and events themselves. (Stephen, 2001) Fostered Tourism Businesses The community has been participating fully in the management of tourism destination, a thing that has brought long-term sustainable benefits to the residents, visitors and the region as a whole. Rural tourism enterprises have been networking (formally and informally) in resource sharing and rationalization, opportunity provision for cooperative and partnerships initiatives and in enabling information exchange and benchmarking. Tourism is affected by various legislation and policies regulated by diverse government agencies. Equally regeneration and development support is delivered through a number of private and public organizations. Continued development for customer service and management staff has been practiced, this has incorporated new market sectors, product awareness training, standards, legislation, regulation and compliance training, changing visitors need and expectations and opportunities emerging from practices, techniques and skills. There has been increased awareness concerning the opportunity that tourism provides for basic and personal skill development and enterprise among local residents. This has seen the start of training opportunities thereby increasing awareness amongst tourism business operators. Local training providers for instance, MWT, WDA, TTFW/Medrwn and WTB are advocating sharing of knowledge and skills among tourism businesses and local suppliers through the facilitation of the locally available training opportunities. This has continued to facilitate and encourage understanding of market sectors and trends. (Whelan, 1996) Infrastructural Development There has been a well developed infrastructural system designed for easier visitor access to activities and recreation in the natural environment. The Ceredigion Coast Path is properly defined to the south and north of the town with sceneries of the mountains of Snowdonia and Cardigan Bay with the Aberystwyth’s beaches winning Blue Flag designation severally. Boat trips are available at Cardigan Bay making it a Special Conservation region. The idea of sustainable tourism development through balancing the needs of the local community, visitors and the environment for the present and future generations has been recognized globally. Green tourism is an emerging market with tourists showing greater interest on the impact of their holiday to the environment and the local community. Study conducted by MORI package consumer research (2005), revealed that 85 per cent of visitors did not want their visit to damage the environment while 71percent wanted their visits to benefit the local community. (Whelan, 1996) Activities like riding, cycling, angling and walking as identified by WTB are major growth tourism markets. A wider visitor spend within the region has been realized through facilitating the above activities at the local level with an aim of linking attractions, events, accommodation and communities. Sustainable transport for both visitors and residents has been providing access to and from commerce and services, centre of work, and connecting communities with places of interest. Use of this transport for recreation has given visitors an opportunity to take a driving break enjoying more scenery as well as intermingling closely with the local community. This has seen visitors extend their stay thus spending more on local goods and services impacting heavily on the local economy. This has also made the provision of public mode of transport to be more feasible. (Gillian and Helen, 2005) Conclusion and Recommendations Although tourism is doing well in Wales a lot need to be done in order to keep pace with the increased global competitiveness. New arrangements must be embarked on to involve and support tourism businesses involvement throughout the region. There is growing need to increase the UK tourism North East’s market share as well as raise the occupancy levels. There is need to tackle tourism seasonality in the North East so as to improve training and retention of good staff along with business cash flow. Private sector is required to increase its involvement in locating future priorities and in major strategic decisions with tourism support of all types reflecting different tourism offers across the area ranging from rural centres to city resorts. There is need to effectively align competing advertising and marketing opportunities granted by the public sector while tourism businesses will require more information and advice on opportunities that suits their needs more. Businesses need to acquire consistent and good advice along with improved networking between, Tourism Officers, Business Links and staffs at the Tourist Information Centre. (Gillian and Helen, 2005) Barriers to modern ICT practices uptake, for instance, on-line booking need to be looked in to since competitors are also adopting this approach. There is need for businesses to access public sector market research reports, statistics and tourist information to help them make future investment decisions. Too much print materials should be avoided so as to guarantee consistency in branding. Efforts should be made to increase visibility regarding the region’s major destinations in all the key media – radio, TV and print so as to compete effectively with other tourist destinations. Budgets on advertising should be increased at the same time messages duplication should be avoided. Off-season marketing campaigns should also be increased in this region, this will enable would-be visitors’ book and obtain themed breaks or last minute offers in this region. A booking facility should be centrally installed to guide potential visitors in identifying those businesses with vacancies on specified future date as well as taking online credit card bookings or even phone bookings. (www.HistoricHotelsofEurope.com) To minimize impacts from tourism related developments, the concerned parties in the promotion and development of tourism should guarantee sustainability of tourism, for instance, in resource use; they should source materials locally, use sustainable construction, retain visitor’s spending in the home economy; lessen the need to travel so as to decrease emission of greenhouse gas and meet training needs of potential workers in the industry extending the season where socially, economically and environmentally viable. References David, T. (2000), Rural Tourism in Wales, (Cambridge, Cambridge University Press) Frances, B. (2004), Tourism in Peripheral Areas, Journal on management, Vol. 3, 25-78 Gillian, Davies and Helen, O. (2005), BTEC National Travel and Tourism, (New York, Prentice hall) Mike, W. (2004), Sports Tourism: Participants, Policy and Providers, (London, McGraw-Hill) Stephen, F. (2001), the Impact of Tourism on Wales, (London, Oxford University Press) Tourism in Wales available at www.HistoricHotelsofEurope.com (Retrieved, November 8, 2007) Weiler, B. (1998), Nature based tourism, (London, Belhaven Press) Whelan, T. (1996), Nature Tourism; Managing for the Environment, (Washington, Island Press) William, R. (2003), Tourism Public Policy, and the Strategic Management of Failure, (London, McGraw-Hill) Read More