Tourism and management

Document Type:Essay

Subject Area:Tourism

Document 1

was the only year so far when the festival was not held due to ‘continuing hostility’ from drunken attendees and unbridled drug use; according to Wikipedia. Recently, a perimeter wall has been erected around the festival and searches are carried out to check on excess alcohol, drugs and weapons. Concepts and Ideas Stakeholder Analysis Stakeholder - is any group or individual who can affect or is affected by the achievement of an organization’s objectives. Freeman, R. E. Strategic Management: A Stakeholder Approach, Boston: Pitman. Savage et al. add that stakeholders are individuals, groups and organizations who have an interest in the organization. Examples include employees, suppliers, unions, government, local residents and competitors. Stakeholder analysis therefore assists in the understanding of tourism as a system encompassing different interests such as environmental, financial, community and tourists’ satisfaction interests. Stakeholder Analysis on the Strawberry Fair Festival The fair is run by a committee of local people from Cambridge who elect a Chair, Vice-Chair, Treasurer, and Secretary each year in September/October to form a Steering Group.  Sub-committees also operate in order to discuss specific areas of the fair's operation. The heads of these sub-committees report back at monthly General Meetings - weekly closer to the fair - which provides accountability and allows for the approval (or otherwise) of proposals put forward by the sub-committees. Volunteers are also part of the fair and include members of the committee itself, stewards, an environment team, area coordinators, stage managers, backstage staff, stalls coordinators, and many people 'behind the scenes' that undertake hours of administration.

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The fair operates as a free event; and income from the stalls that come on-site allows the fair to meet its infrastructure and overhead costs. Benefit gigs are held throughout the year to raise money. Additionally, Strawberry Fair merchandise - including T-shirts, badges and posters - is also sold from Information Tents on Fair days. The following is an example of stakeholder-job benefits and significant facts registered in Cambridge as was in a 2010 report (by Tourism South East, Research Department, 40 Chamberlayne Road, Eastleigh, Hampshire, SO50 5JH): Destination Competitiveness Destination Competitiveness – is the ability of a destination to deliver goods and services that perform better than other destinations on aspects of the tourism experience that are important to tourists (Professor Larry Dwyer, University of New South Wales, Australia). It is therefore a general concept that encompasses price differentials coupled with exchange rate movements, productivity levels of various components of the tourist industry and qualitative factors affecting the attractiveness or otherwise of a destination.

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Destination competitiveness based on the Strawberry Fair Festival According to the Strawberry Fair Festival, a number of factors are dominant to them. The 7 Ps too are controllable, but subject to your internal and external marketing environments. Principle focus should be made around the following Ps of marketing: • Product – to ensure that what the expected customers’ desire is made available. The customers are treated to be always “right”.  It is difficulty to sell a product for which there is no demand. Therefore, the marketing manager must understand how the product helps the customer solve a problem or achieve a goal. Typical processes here involves recruiting, hiring and retaining the people for the job. • Planning – The whole marketing process is a crucial affair and it requires proper guidance for both internal and external communications.

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The following is an illustration of the marketing and managerial beneficiaries from different instances at Cambridge as was in a 2010 report (by Tourism South East, Research Department, 40 Chamberlayne Road, Eastleigh, Hampshire, SO50 5JH) • Expenditure associated with trips Accomm Shopping Food and drink Attractions / entertainmen t Travel Total Overseas tourists £28,136,000 £10,226,000 £22,469,000 £8,347,000 £18,751,000 £87,929,000 Total Staying Visitors £47,279,000 £38,255,000 £27,101,000 £19,061,000 £12,139,000 £143,835,000 % £75,415,000 £48,481,000 £49,570,000 £27,408,000 £30,890,000 £231,764,000 Total Day Visitors 33% 21% 21% 12% 13% % £0 £63,576,000 £53,658,000 £13,914,000 £13,417,000 £144,565,000 Total 0% 44% 37% 10% 9% % £75,415,000 £112,057,000 £103,228,000 £41,322,000 £44,307,000 £376,329,000 • Other expenditure associated with tourism activity Other expenditure associated with tourism activity - Estimated spend Second homes Boats Static vans VFR Total £1,402,000 £0 £0 £33,066,000 £34,468,000 • Direct Turnover Staying Tourists Day Visitors Total Accommodation £76,406,000 £1,073,000 £77,479,000 Retail £47,996,000 £62,940,000 £110,936,000 Catering £48,083,000 £52,048,000 £100,131,000 Attraction/entertainment £28,389,000 £15,087,000 £43,476,000 Transport £18,534,000 £8,050,000 £26,584,000 Other non trip related spend £34,468,000 £0 £34,468,000 Total direct £253,876,000 £139,198,000 £393,074,000 • Supplier and income induced turnover Staying Tourists Day Visitors Total Business receipt of trip spend £61,168,000 £26,364,000 £87,532,000 Non trip spending £6,894,000 £0 £6,894,000 Income induced spending £36,223,000 £3,872,000 £40,095,000 Total Indirect £104,285,000 £30,236,000 £134,521,000 • Total local business turnover supported by tourism Staying Tourists Day Visitors Total Direct £253,876,000 £139,198,000 £393,074,000 Supplier and income induced £104,285,000 £30,236,000 £134,521,000 Total £358,161,000 £169,434,000 £527,595,000 Integrated Marketing Communication A good approach towards ensuring that a successful festival organization is by effectively and efficiently using the communication mediums available.

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One of the basic strategies geared towards a successful marketing is the use of the communication capabilities and their associated mediums. To deliver a clear, consistent and compelling messages to the targeted people from different dimensions of life, communication mediums ought to be integrated. Participants: • Tourists, local residents, visitors, guests, dignitaries, etc • Event: Business and Trade • This includes meetings, conversations, consumer and trade shows, fairs, markets, etc. Participants: • Traders, entrepreneurs, etc. • Event: Sport competitions • Includes amateur/professional, spectator/participant, etc. Participants: • Tourists, local residents, visitors, etc. • Event: Recreational • Includes sport or games for fun, etc. By understanding these external environments, organizations can maximize the opportunities and minimize the threats to the organization. while enjoying a profitable utility of the smart tourism technologies currently defining the business word. Conclusion With a good formulation of the stakeholder analysis and utilization of destination effectiveness, heightening the success figures of the festival can be fostered.

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The festival solely relies on the people/participants’ trust and commitments. Good marketing strategies, including the implementation of the 8 Ps approach, is necessary for the competitive advantages.

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