Emt 407 - Leisure and Attractions Management
EMT407
Leisure and Attractions Management
STUDY UNIT 2
Key Stakeholders & Development of Attractions
CHAPTER 2: KEY STAKEHOLDERS & DEVELOPMENT OF ATTRACTIONS
OBJECTIVES
At the end of this unit, you are expected to:
- Identify the stakeholders in the leisure/attractions industry
- Analyse the reasons for significant tourist growth
- Map out the macroenvironment surrounding the leisure/attraction market
- Analyse the main components that make up the microenvironment of an attraction
- Analyse the motivation, type and development process of an attraction
- Formulate the process of a feasibility study
- Appraise the problems associated with a feasibility study
- Organise and manage a good attraction
OVERVIEW
The number of attractions around the world has grown at an exponential rate in the past few decades. Likewise, the number of people visiting these attractions have increased dramatically. This reflects an enormous growth in international and domestic tourism.
To tap on this strong growth, organisations continuously conceptualise and develop new attractions. But the development of new attractions is a challenging and arduous task. It requires much understanding about the macroenvironment in which the attraction operates as well as its microenvironment. Detailed studies have to be carried out to determine the feasibility of the concept before actual development takes place.
2.1 Identify Stakeholders in the Leisure/Attractions Industry
The key stakeholders in the leisure and attractions industry are all the businesses and services involved in the tourism industry.
Key stakeholders | Examples |
Travel agents | Sellers who provide range of products from package holidays, flights, currency to guide books. |
Tour operators (including online services) | Agencies putting together travel packages for visitors. Eg. Chan Brothers Travel, Flight Centre. |
Accommodation & catering | Hotels, restaurants, hostels etc |
Attractions | Museums, galleries, parks, theme parks etc |
Transportation | Air, Sea, Land transport providers. Eg, Jetstar, Singapore Airlines, Eurorail, Batam Fast etc. |
Public sector | Tourism boards, Tourist Information Centres etc. |
Table 2.1: Key stakeholders
2.2 Reasons for significant tourist growth
There are many reasons for the significant tourist growth:
- increase disposable income
- more leisure time in terms of paid holidays, a two-day weekend for most people, and the ability to build up extra holiday through ‘flexitime’ systems
- development in technology leading to sophisticated reservation systems and better aircraft
- the growth of personal mobility through mass car ownership
- education
- the media which provide images and information about destinations and attractions
- increased marketing of destinations and attractions as governments and private companies recognize the economic benefits of tourism
- the rise of the package holiday, which helped make travel affordable for most people and took the fear out of travelling to other countries
2.3 Macroenvironment
Like many other organisations, attractions exist within a business environment and are affected by a range of factors. Some of these factors are beyond the control of the attraction and the attraction can only respond to them in the best way possible.
The business environment is made up of two components - the macroenvironment and the microenvironment. The macroenvironment is made up of societal forces and exercise a strong influence on organisations. Macroenvironment factors are generally beyond the control of the organisation.
Macroenvironment are usually studied under four classifications – Political, Economic, Sociocultural and Technological.
(1) Political
Political factors cover all actions and policies of governmental bodies, including legislations and policies.