Slide Nr. 1 Destination Management Lecture 10 University of Applied Sciences Stralsund Leisure and...

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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


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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


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Quality and visitor attractions


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


• 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


• examples

- reliability of the product

- level of customer satisfaction

- motivated and well trained staff

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2. performance standards and measurement


• 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


• 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“


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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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• 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


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• ‚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.


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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


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• ... 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


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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


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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 >>>


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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


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


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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


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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


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


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Case study 15„Enhanced Visitor Management Alternative “


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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


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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


Slide Nr. 1 Destination Management Lecture 10 University of Applied Sciences Stralsund Leisure and...

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