Reactions of Existing Tourism Firms

УО «БЕЛОРУССКИЙ ГОСУДАРСТВЕННЫЙ ЭКОНОМИЧЕСКИЙ

УНИВЕРСИТЕТ»

Н.М.Падалко

Профессионально ориентированный английский для магистрантов и студентов, изучающих индустрию туризма

DIVING-IN-TOURISM READER

Сборник текстов на английском языке для магистрантов очной и заочной форм обучения специальности

1-25 01 13 «Экономика и управление туристской индустрией»

Минск: БГЭУ, 2010

Рецензент: Новик Н.А. заведующая кафедрой профессионально ориентированной английской речи Учреждения образования «Белорусский государственный экономический университет».

Рекомендовано кафедрой профессионально ориентированной английской речи УО «Белорусский государственный экономический университет»

Падалко Н.М.

Профессионально ориентированный английский для магистрантов и студентов, изучающих индустрию туризма / Н.М.Падалко. БГЭУ, 2010. –

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Contents

PART I. Ecotourism

Text 1. Sustainable Tourism …………………………………………………….. 5

Text 2. Tourism and the Environment …………………………………………... 7

Text 3. Environmental Guideline ……………………………………………….. 10

Text 4. Moving Beyond the Sustainability. Discourse in Tourism ……………... 13

PART II. Rural Tourism

Text1. Tourism in Rural Areas …………………………………………………. 18

Text 2. Rural Tourism Strategies ……………………………………………….. 20

Text 3. Farm Holiday …………………………………………………………… 22

Text 4. The Landmark Trust ……………………………………………………. 23

Text 5. A Little Place in the Country …………………………………………… 25

PART III. National Parks

Text 1. Parks’ Basic Strategies …………………………………………………. 28

Text 2. Tips for “Easy Camping”……………………………………………….. 30

Text 3. Acadia National Park …………………………………………………… 33

PART IV. Tourism Trade Fairs and Exhibitions

Text 1. Travel Trade …………………………………………………………….. 39

Text 2. The Most Pivotal Event …………………………………………………. 41

Text 3. Stable Factor for Tourism Industry ……………………………………... 43

PART V. Tourism Etiquette

Text 1. Social and Cultural Aspects of Tourism ………………………………… 46

Text 2. Make Your Visit Enjoyable ……………………………………………... 48

Text 3. Mass Tourism and Etiquette …………………………………………….. 51

PART VI. Tmeshare

Text 1. The Vacation Ownership ……………………………………………….. 54

Text 2. A Holiday Option ………………………………………………………. 57

Text 3. Timesharing …………………………………………………………….. 59

PART VII. Business Travel

Text 1. Business Class Services ………………………………………………… 63

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Text 2. Traveller’s Tips ………………………………………………………. 66

Text 3. Frequent Business Travellers ………………………………………… 69

Text 4. Conference and Convention Business ………………………………... 72

Text 5. Ancient Rivals ………………………………………………………... 75

PART VIII. Travel Technologies

Text 1. Travel Communication Evolution …………………………………… 79

Text 2. The Next Generation of Holiday Reservation System ………………. 81

Text 3. The Future of the Travel Agents in the Age of the Internet………….. 83

Text 4. Amadeus ……………………………………………………………... 85

Text 5. SABRE Europe ……………………………………………………… 86

Text 6. Technology in Hospitality …………………………………………... 88

Text 7. Travel Information Sources …………………………………………. 92

English-Russian Glossary of the Tourism Industry Terms ……………… 95

ECOTOURISM

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SUSTAINABLE TOURISM

The latest trend in tourism, known as ecotourism, receives great interest and attention from environmentally conscious travelers. Unlike traditional tourism, ecotourism promotes environmentally responsible travel and seeks to ensure that visitors "take nothing but photographs and leave behind nothing but footprints, kill nothing but time." An equally important part of the ecotourism equation is "sustainable" tourism that enables local people to protect their natural and cultural resources and profit from them at the same time.

The truly "green" traveler also emphasizes the necessity for tours that strictly limit group size, coordinate with native guides, and donate a percentage of tour profits to community projects or research.

The ecotourism umbrella seems to shelter all kinds of outdoor travel-related products — from beach hotels that happen to be near a rain forest to a national park visit, guided bird-watching, or scientist-led Antarctic cruising. It also encompasses adventure expeditions, such as trekking and river rafting, as well as less rigorous trips to culturally exotic or archaeologically important locations.

An early model for ecotourism came from East Africa in the 1970s, when Kenya began collecting fees from safari-bound tourists heading into its national parks. Those revenues were earmarked to support conservation and park maintenance in its vast wildlife preserves. According to the World Tourism Organization, Kenya developed a good thing. In an early national parks study, the organization determined that each lion in Kenya's Amboseli Park was worth $27,000 per year in tourism revenues to local tribes and an elephant herd about $610,000.

Another popular destination was the Galapagos Islands, perhaps the world's most renowned natural "laboratory" of flora and fauna unique to the region. Some island landings were closed to locally based ships and yachts, and, by law, international passenger vessels were not permitted to cruise anywhere in the Galapagos archipelago.

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Similar practices were implemented in Antarctica, The International

Association of Antarctica Tour Operators, a group of travel companies concerned with the protection of wildlife and sites of historic and scientific interest, set guidelines, for example, that no more than 100 people may land at any one site at one time.

Australia established guidelines to help developers protect the environment when planning projects. In addition, the Australian tourism ministry undertook to ensure that indigenous communities participate fully within the tourism industry. In some national parks, for instance, Aboriginal people were trained to operate tourism businesses and were closely involved in the development and interpretation activities at visitor centres.

Another positive result of ecotourism came from the ecotourists themselves, as they created a demand for smaller and greener lodgings worldwide. One of the pioneers in ecolodges was Stanley Selengut, whose Harmony Lodge on St. John in the

U.S. Virgin Islands was the world's first resort to use materials fabricated from recycled trash and to operate exclusively on sun and wind power. The lodge won the

Global Ecotourism Award in 1995. With missionary zeal, Selengut advocated profitable and sustainable development of ecolodges that limit energy consumption, preserve the ecological balance, recycle waste, and avoid corrupting local cultures.

Ecotourism experts are confident that ecotourism is no longer a fringe part of the travel industry. Preservation of nature for tomorrow drives most of the discussion about a kinder and gentler tourism. For the future, balances need to be struck between our interest in visiting a place, the carrying capacity of the destination, and the wellbeing of all those living there.

Answer the following questions using the topical words and phrases:

1.

Where did the term “ecotourism” come from? When?

2.

What facts can be given as examples of positive results of ecotourism?

3.

How can local population be involved in ecotourism projects?

4.

What does ecotourism seek to ensure?

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5.

What does the truly “green” traveler emphasize?

6.

What does the ecotourism umbrella seem to shelter?

7.

Why did the ecolodge win the Global Ecotourism Award in 1995?

8.

What balances should be struck in the future?

Sum up the information from the text. Develop the issues you find most important.

TOURISM AND THE ENVIRONMENT

While tourism makes many positive contributions, certain problems stem from it too, most of them arising from the sheer number of people who visit British tourist attractions. These challenges are being addressed imaginatively throughout the country, in a number of ways.

Visitor Management

The greater the attraction of a beautiful place, the greater the danger that large numbers of people visiting it will reduce its attractiveness. This is especially true of places which attract large numbers of day visitors. Improved visitor management will help preserve popular areas like Bath, York, Stratford upon Avon and the Lake

District so that they will be as attractive to tourists tomorrow as they are today. Wider dispersal of tourists, improved signposting, better tourist information and more effective traffic management are some important elements of visitor management.

The Tourist Boards are encouraging visitors to go to less congested parts of the country. In Cumbria, for instance, the regional Tourist Board are actively stimulating tourism in five less well known parts of the region. The Secretary of State for

Employment is developing a number of initiatives to examine key problems of management of visitors in sensitive urban and rural locations, individual attractions and historic towns in particular.

Extending the Season

Off peak visiting helps avoid congestion and damage to the environment, such as erosion of popular pathways. The tourism industry is promoting short break

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holidays throughout the year and regional Tourist Boards are publicising the less well known holiday areas. Residential centres offering all-weather facilities like those at

Center Pares holiday villages and Summer West World are making off-peak holidays increasingly attractive.

In the Towns

The English Tourist Board (ETB) have studied visitor management in Chester and Oxford and have set up Action Programmes in Shrewsbury and Norwich to identify successful ways of dealing with overcrowding. Action programmes in

Leicester and Leeds are expected to lead to the renovation of land and disused buildings along the canal systems.

The ETB also have several Strategic Development Initiatives which aim to make large industrial cities more attractive to tourists. For example, in Manchester and

Liverpool, important parts of the cities are being improved to create a sense of place – by developing derelict sites or renovating disused buildings. They have also tackled traffic circulation, pedestrian systems, the introduction of light rail and the improvement and expansion of green spaces. And in Sheffield, a similar initiative is focusing on environmental improvements to Kelham Island and Tudor Square.

Cleaner Water

The main environmental issue relating to tourism has been the quality of

England's coastal waters. In the past year important steps have been taken to further improve water quality. In October 1989 the Government announced details of £1.4 billion programme designed to bring all UK bathing waters up to European quality standards. And in March 1990, the Government announced that all significant discharges of sewage- will be treated before being released to estuarial or coastal waters. This will require an estimated investment of £1.5 billion, bringing to nearly

£3 billion the amount to be spent on improving the quality of our bathing waters. The

Blue Flag Scheme, sponsored by the European Commission and supported in Britain by the Tidy Britain Group, the Water Services Association and the ETB, has done a great deal to raise the standards of sea bathing areas and beaches during the past four years. The Blue Flag Award is given to beaches throughout Europe whose standard

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of management, cleanliness, facilities and bathing water quality reach the Scheme's criteria and European Community Bathing Water Directives.

Less Litter

The Tidy Britain Group —now the Government's main agent in the anti-litter campaign— will receive £3 million from the Department of Environment in this financial year. A series of initiatives are being established in 1990, which has been designated as the Tidy Britain Year. A Forum set up by the London Tourist Board has issued an Environmental Charter which encourages companies to manage the disposal of their waste properly.

The Government is introducing a major piece of legislation to tackle litter problems. The Environmental Protection Bill proposes to give Local Authorities and some other statutory bodies new powers with regard to litter. It would also give citizens a new power to apply for a court order to make a local authority clean up an area, and it would introduce increased fines and/or fixed penalties for littering.

Green Tourism

The English Tourist Board in partnership with the Countryside Commission and

Rural Development Commission recently hosted the first national conference about green issues as they relate to tourism -"Shades of Green." A new Heads of Agreement between the ETB and the Countryside Commission was signed in 1989, and the

Principles for Tourism in National Parks and Principles for Tourism in the

Countryside were published. A 'Green Tourism Handbook' to be published soon by the ETB, Countryside Commission and Rural Development Commission for operators and developers of tourist enterprises will encourage good practice in development, management and promotion of tourism, particularly in the countryside.

Landscape Conservation

An English Tourist Board Action Programme in the North Pennines will investigate how to conserve the character of the landscape while enhancing the appearance and facilities of the area's town and villages. The National Trust owns well over half a million acres of England, Wales and Northern Ireland, including many magnificent landscapes and beauty spots. Some of its sites are fragile and need

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extra protection. But careful visitor management - timed entry tickets, waymarked trails through non-fragile countryside, and selective promotion that lures them away from over-popular properties- ensure visitors' needs are satisfied.


1. How many conferences on green issues have been held so far?

2.

How can you encourage tourists to go to industrial cities?

3.

When did the government agree on having sewage discharges treated?

4.

Why is it important to enhance short break holidays?

5.

Mention some of the action programmes established by the English Tourist

Board.

6.

Which initiatives contribute to a better management of visitors?

7.

Under what circumstances is a beach awarded the Blue Flag?

8. How does the National Trust protect its sites?

9. How can citizens contribute to the anti-litter campaign?


ENVIRONMENTAL GUIDELINES

Tourism is the world’s largest single industry. There is growing awareness within the industry that a more sustainable approach is necessary to ensure that fragile and beautiful places continue to prosper from tourism in the long as well as in the short term. Tour operators can help the environment while at the same time improving profits and quality. This is true whether your business is a hotel, guest house, restaurant or attraction. Each individual operator, large or small, can play role in developing and encouraging environmentally friendly tourism or, as it is commonly known, sustainable tourism. Many tourism businesses, large or small are currently foregoing these benefits because they don’t appreciate the value of a green policy. The costs of such a policy can often be low, while the potential benefits are great. Even if

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there needs to be an initial investment of capital, dividends will ultimately be reaped.

Increasingly, customers are prepared to pay more for a higher quality environment.

Today’s school leavers, with their high level of environmental awareness, are tomorrow’s tourists. Not only will they approve of businesses which are environmentally sound they will require them to be so. Businesses which flout basic standards of environmental consciousness are sure to have a difficult future. When left to develop in an unplanned way tourism can cause disastrous problems.

There are numerous easy but effective ways in which the sustainable tourism behaviour can be put into practice by tour operators, such as: purchasing environment friendly products, recycling, saving energy, buying local produce, employing local staff and using transport more efficiently.

Sustainable tourism is not just about valuing landscape and being environment friendly. It is also about helping communities by encouraging local employment and the purchase of local products which ensures that the long term advantages of tourism are brought to communities in the best possible way. Unlike most industries where the product is delivered to its market, in tourism the market travels to the product.

Remoteness, which makes many businesses uneconomical, can therefore be a market opportunity for tourism enterprises.

It seems quite obvious that tourism makes many positive contributions like employment, wealth, regional development, foreign currency earnings, but , ironically enough, it can create many problems if it is not adequately managed – sewage polluted beaches, ancient sites damaged by acid rain, degraded coral reefs, sea pollution, the over-loading of national parks, overdevelopment of many resorts and ski areas, …etc,etc.

So, there are certain recommendations and environmental guidelines for all those who are doing tourism. To begin with, tour operators should work together with public sector to make sure that nature tourism services, which are being offered, meet international standards. Secondly, in all sorts of nature tourism services, local products should be preferred to the imported ones. And finally, travel and tourism companies should train and employ local people. At the same time they should assist local

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companies to generate more income from tourists through the provision of ancillary goods and services such as restaurants, shops, souvenirs, crafts, guidebooks, maps, films, talks, guided services, local ground transport and other activities involving local people.

So, can we talk about ecotourism? This is a very complex question. If by ecotourism we understand the fact of travelling to uncontaminated natural areas, and our objectives are those of enjoying the scenery and its wildlife… then …under these circumstances, ecotourism should cause minimum impact on the environment.

However, there are many other factors which have to be accounted for.


1.

Why should tourist companies be concerned about environment? What about other industries?

2.

What is sustainable approach?

3.

How can tour operators put the sustainable tourism behaviour into practice?

4.

What does it mean? “…the long term advantages of tourism are brought to communities in the best possible way.”

5.

What problems arise if tourism is not adequately managed?

6.

What are the recommendations and guidelines for all those who are doing tourism?

7.

What are the positive contributions of environmentally friendly tourism?

8.

When does tourism cause minimum impact on the environment?


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MOVING BEYOND THE SUSTAINABILITY

DISCOURSE IN TTOURISM

In the tourism literature a lot of attention is paid to different approaches towards tourism development, especially when it comes to developing countries. Often it is argued that it is necessary to come to a sustainable approach, whereby it is stressed that attention should be paid to the way tourism organizations influence (and are influenced by) the natural environment as well as the cultural, and economical context in which they are situated. Although the debates on sustainable forms of tourism development are a positive direction for the tourism field, we will argue in this paper that these debates will not really contribute to the progress of the field as long as there is a lack of local accounts of actors in such tourism destinations. By presenting empirical data from Belize and the Dominican Republic, the aim is to move beyond the dominant 'sustainability discourse' in the field of tourism in which mass-tourism is per definition 'bad' and small-scale tourism is 'good', and gain an insight into what is actually going on at the micro level.

When it comes to the Caribbean most people think about sunny, white beach paradise islands, colourful cocktails and lively music. By many Western tourists it is seen as a dream destination: a luxury cruise or tropical beach vacation. However, there is more to the Caribbean than this bounty image. In fact, the region is very diverse and there are many destinations that offer more than sun, sea, sand.

What is common for most Caribbean destinations (if not all) is that their tourism industry "is vested in the branding and marketing of Paradise”. Whether beach paradises or Gardens of Eden with exotic vegetation and adventurous caves, it is all about selling a certain image to attract tourists.

These images increasingly employ concepts such as 'sustainability', 'eco-tourism', or

'green-tourism', since there is growing awareness of the costs of tourism when it comes to the environment, local cultures and the difficulties for the local communities to benefit from the tourism industry. Coined with a wider globalization/ neo-liberal discourse, the international tourism community, together with

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governments of tourism destinations (especially in the developing world) are actively stimulating and promoting alternative forms of tourism that are (supposed to be) more sustainable (ecologically, culturally, and economically). Although these attempts certainly deserve credit, there are some important limitations and problems with this sustainability trend.

Over the years numerous scholars and practitioners have stated that the concept of sustainable development can be applied to all types of tourism development, activities and environments, regardless the size and scale. Nevertheless, the concept of sustainable tourism is, more often than not, being attached to specific types of limited size tourism, thereby implying that these are 'better' than conventional forms of tourism or better yet, 'mass' tourism). Alternative tourism is "a generic term that encompasses a whole range of tourism strategies (e.g. 'appropriate', 'eco', 'soft',

'responsible', 'people to people', 'controlled', 'small scale', 'cottage' and 'green' tourism) all of which purport to offer a more benign alternative to conventional mass tourism". Some researchers even argue that "the concept of alternative tourism has emerged as one of the most widely used (and abused) phrases in the tourism literature" as it has come to "mean almost anything that can be juxtaposed to conventional mass tourism". On the whole, those types of tourism are expected to be devoid of the assumed detrimental effects of most forms of mass tourism, which is often foreign controlled, enclavic, unplanned, short-term, culturally destructive and environmentally unsustainable.

Definitions of sustainable tourism within the academic literature are manifold, as it was generally assumed that sustainable tourism could only be achieved after gaining understanding of what the concept actually means. Those descriptive attempts have been followed by numerous prescriptive models of good practice. Less attention has been paid to a critical analysis of issues of sustainability and tourism within practice. Although anthropological studies in tourism include "excellent descriptions of what can go wrong when tourism is introduced into local communities, the analysis so far has been strangely devoid of local voices" and therefore "we have learned relatively little about how locals themselves perceive the

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array of pros and cons associated with tourism" This seems odd, since one of the central aspects of sustainable tourism is said to be the way the local community of destinations is able to take part in and reap the opportunities that are created through tourism development.

In this article, we aim to shed a light on the perceptions of the local people involved in tourism in two different destinations in the Caribbean Basin, Belize and the Dominican Republic. Both countries, like most Caribbean countries, have a high dependency on the tourism industry. A large part of the local workforce is directly or indirectly involved with tourism. However the two countries are very different when it comes to the size of the industry and the kind of tourists they attract. With regard to tourist arrivals (cruise ship arrivals not included), the Dominican Republic is currently the largest tourist destination in the Caribbean (with 3,965,055 tourist arrivals between January and December 2006 before Cuba, Jamaica, Cancun

(Mexico), Bahamas. and Puerto Rico (Caribbean Tourism Organization, 2007)

Belize, in turn, is one of the smallest (partly due to the small size of the country, its dense vegetation, and low level of population), but also one of the fastest growing destinations with 247,308 tourist arrivals between January and December 2006 and

655,931 cruise ship arrivals (Caribbean Tourism Organization, 2007).

While the Dominican Republic attracts mainly mass-tourists seeking the famous sun-sea-sand vacations Belize's tourism industry is mainly aimed at 'alternative ways of attracting tourists, by offering all sorts of adventures and small-scale accommodations. Although there are certain areas that could be classified as sun, sea, sand areas (for example San Pedro and Placencia at the Caribbean coast), generally the Belizean tourism industry might be better summarized by 'three Rs r than the famous Caribbean 'three Ss', since 'rainforest, reef and ruins' better encompass the

Belizean tourism assets than 'sun, sand and sea'.

The specific focus of this article is twofold. First it aims to describe the situation these two countries find themselves in, operating in specific sectors of the tourism industry but both at a turning point in the process of development. The Dominican

Republic has a well-established tourism industry, but few expansion possibilities,

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while Belize finds itself between two markets: involving small-scale nature and adventure tourism and the increasing popularity of cruise tourism. The article concentrates on observations of everyday experiences in two apparently different countries, in order to learn about how the concept of tourism is being shaped in daily practice. Second, the article focuses on the way people who work in the tourist industry, such as entrepreneurs or tour guides, reflect on matters as tourists, local participation, foreign investments, sustainability, and the way the government deals with these matters. The data presented in this article are the result of ethnographic research conducted in the Puerto Plata region from August 2003 until February 2004, and various ethnographic research projects conducted in Belize between 2003 and

2006. In most of these projects, the focus was on the micro-stories of a specific group of people, such as small-entrepreneurs, local hotel-owners, tour-guides, etc. In all cases, the researcher spent a significant period amongst the research population in their everyday settings, employing a combination of several qualitative research methods. These include (but are not limited to) participant observations, interviews with all kinds of stakeholders, numerous more or less informal conversations, and document analysis. The authors have previously included part of the data resulting from these research projects in a collection of case studies from four different destinations in the Caribbean Basin These case studies from Belize, the Dominican

Republic, Jamaica and Suriname were aimed at showing the diversity of these four destinations, as well as to highlight a number of important issues and problems that local entrepreneurs in such destinations are confronted with.

In this article, the specific aim is to compare local accounts of two very different tourism destinations, in order to move beyond the dominant discourse in the field of tourism in which mass-tourism is per definition 'bad' and small-scale tourism is

'good', and gain an insight into what is actually going on at the micro level.


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1.

When it comes to a sustainable approach, what should attention be paid to?

2.

In relation to developing countries, what is ‘good’ and what is ‘bad’?

3.

What attempts certainly deserve credit?

4.

What tourism strategies does the alternative tourism encompass?

5.

What is one of the central aspects of sustainable tourism?

6.

This article describes the situation in two different destinations. What are they?

What are the peculiarities in each of these destinations?

7.

What methods of research are used?

8.

What is the aim of this research?

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RURAL TOURISM

TOURISM IN RURAL AREAS

Tourism has many potential benefits for rural areas Tourism can be an important source of jobs for nonmetro communities, especially for those that are economically underdeveloped. Because jobs in the tourist industry often do not require advanced training, local residents with few skills can readily work as food servers, retail clerks, and hospitality workers. Tourism also not only offers business opportunities to local residents, but it can serve as a vehicle for marketing a place to potential residents and firms, as today's tourist may return later to retire or start a business locally.

Tourism can also enhance local quality of life. For example, tourism can serve as an important source of tax revenues for local jurisdictions. Some rural areas may be more willing to levy higher taxes on tourists because they are transitory, and, hence, may be perceived by local authorities as being more captive to user fees and other forms of taxation. This can lead to higher quality public services and lower local tax rates. Tourism can also support local culture in rural areas by encouraging restoration of local and regional historic sites. And tourism, which is generally considered to be a relatively clean industry, may foster local conservation efforts.

Benefits deriving from tourism development must be balanced against potential negative effects. Jobs in the travel and tourism industry are frequently low-paying and seasonal and often offer limited benefits. In some cases, particularly where tourism strategies are ineffectual, local residents may have to pay for tourism marketing and infrastructure through higher taxes. Tourism can also increase demand for land in rural areas, which may inflate real estate prices, potentially putting the cost of housing beyond the reach of the average local resident. Tourism may directly lead to unsightly sprawl in rural areas by creating a demand for development. Other negative side effects include potentially higher rates of crime and greater demand for local services, such as police and fire protection and sanitation services, which can be expensive to provide. Also, tourism can risk changing the rural "sense of place" for

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some communities. Increased crowding and traffic congestion may also result with an influx of tourists into an area. Greater demand for local arts and crafts can also potentially lead to a lowering of the quality of these products. Finally, tourism risks degrading natural resources in rural areas unless environmental sustainability efforts are undertaken. Many of these risks, however, can be mitigated if proper planning is employed at the outset of tourism development. Two major types of studies are covered in the review.

First, studies describing general concepts of rural tourism are reviewed. These include studies dealing with: the planning and/or development of tourism; the marketing of tourism; tourism and rural development; sustainable tourism development; and economic and other effects of tourism. Second, major tourism strategies are covered, with special attention on: heritage tourism, ecotourism, and agrotourism.

In recent years, rural tourism has gone through significant changes. What was once an activity primarily focused on usage of national parks has evolved into an area of interest now deemed to have considerable potential for rural development. One aspect of this change in status is the vocabulary used to describe various types of rural tourism activities. For example, some studies refer to outdoor-based tourism as

"ecotourism," while other publications use the term "nature-based tourism." Although these two terms are not technically synonymous - the term "ecotourism" suggests activities that promote conservation of nature, while "nature-based tourism" is evocative of a broader spectrum of outdoor-based recreation, including hunting, fishing, camping, and the use of recreational vehicles - they reflect a change in perspective in the tourism industry. For the purposes of this publication, however, both terms are used interchangeably.


1.

What potential benefits does tourism have for rural areas?

2.

Who cat tourism serve as a vehicle for marketing a place to?

3.

Why can tourism serve as an important source of tax revenues?

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4.

What are the negative effects that tourism causes?

5.

Which way can tourism inflate real estate prices?

6.

What do other negative side effects include?

7.

How can many of tourism risks be mitigated?

8.

What activities does the term “ecotourism” suggest?

9.

What does the term “nature-based tourism” stand for?


RURAL TOURISM STRATEGIES

This review focuses on several different types of tourism strategies, including: heritage tourism (sometimes referred to as cultural heritage tourism), nature-based tourism/ecotourism, agrotourism, as well as partnership-based approaches, such as scenic byways and heritage areas.

Heritage tourism refers to leisure travel that has as its primary purpose the experiencing of places and activities that represent the past. A principal concern of heritage tourism is historical authenticity and long-term sustainability of the attraction visited. Active local involvement is also typically a key component of successful heritage tourism endeavors. A local heritage festival in northeastern

Tennessee represents a good example of a successful heritage tourism program that fostered community involvement in an economically underdeveloped rural community. A different heritage tourism focus is on ghost towns, which emphasizes that such towns in the West may have rich histories that can be attractive to potential tourists.

A second major type of rural tourism activity is nature-based tourism/ecotourism

(sometimes called recreation-based tourism), which refers to the process of visiting natural areas for the purpose of enjoying the scenery, including plant and animal wildlife. Nature-based tourism may be either passive, in which observers tend to be

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strictly observers of nature, or active (increasingly popular in recent years), where participants take part in outdoor recreation or adventure travel activities.

A third major form of tourism is agrotourism, which refers to, "the act of visiting a working farm or any agricultural, horticultural or agribusiness operation for the purpose of enjoyment, education, or active involvement in the activities of the farm or operation" It includes taking part in a broad range of farm-based activities, including farmers' markets, "petting" farms, roadside stands, and "pick-your-own" operations; engaging in overnight farm or ranch stays and other farm visits; and visiting agriculture-related festivals, museums, and other such attractions.


1.

What are the main types of rural tourism strategies?

2.

What is the principal concern of heritage tourism?

3.

What is a key component of successful heritage tourism endeavors?

4.

What is nature-based tourism?

5.

Does it include a broad spectrum of farm-based activities?

6.

What are they?


FARM HOLIDAY

There are, of course, many good points when it comes to a hotel-based vacation.

But if you are looking for an economical and genuinely original alternative which gives you an idea of the life-style in the country, nothing beats a farm holiday.

The countryside mode of life is usually not well-known to foreign visitors, and it is a pity for some countries' travel operators as many rural regions in them have their own relaxing charm. Unspoiled nature, wilderness, relaxing silence and clean air will be your companions when you choose a farm holiday. Exciting activities of various kinds from horseback riding to feeding domestic animals will fill your days at a

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country manor house where a visitor is treated like a family guest.

Many farms (e.g., in Finland, Sweden, Austria, the Baltic states) are known for their biodynamic cultivation and environment-friendly orientation. The meals served are excellent and different health diets are available too.

Understandably, a farm holiday is an excellent family vacation. This also holds true as to cost since children are accepted at reduced rates when accompanied by paying parents. Various sports activities and farm animals from rabbits to sheep and from ducks to horses and ponies will attract the children and will make a farm holiday an unforgettable experience for them.

There is practically no better way to learn about the traditional way of life in the country and experience an active outdoor holiday (cross-country routes, peaceful nature walks, fitness training, sauna, fishing, hunting, berry and mushroom picking, and even voluntary farm work). Other fascinating activities may include photography tours, hiking trips, canoeing or boating trips, biking trips, bird watching tours, excursions to the nearby famous sites, battle sites, traditional handicraft exhibitions and fairs.

Offering farm holidays and the option of living in cottages with all modern conveniences (electric heating, cooking facilities, TV, refrigerator, etc.) in holiday villages adds much to the choice of recreational activities, especially in summer, and has its niche in the market of services.


1. What is the most decisive argument in favor of a farm holiday?

2. What is a pity for some countries’ tour operators?

3.

What farms are known and popular? Why?

4.

Why is a farm holiday an excellent family vacation?

5.

What idea stands for environment-friendly orientation?

6.

What fascinating activities can be offered?

7.

What is the best way of learning about the traditional mode of life in the country?

23

8.

Does a farm holiday have its niche in the market of services?


THE LANDMARK TRUST

The Landmark Trust is a unique charity dedicated to saving historic buildings, set up in 1965. It rescues buildings threatened with destruction and, by renting them to visitors, fosters appreciation of fine architecture and the landscape.

The Trust now has over 130 properties of all types and periods available for selfcatering holidays, including an Elizabethan almshouse; a railway station, a lighthouse, a 17th-century banqueting hall and a giant 18th-century stone pineapple.

Warden Abbey is a curiously-shaped remnant on a historic site in Bedfordshire.

A Cistercian abbey was founded here in 1135 and when the abbey was dissolved in 1537 a large house was built on the site. The Landmark Trust owns and leases out the only surviving part of that house. The main reception room has an old-fashioned feel with mullioned windows and a large open fireplace. Clambering up a spiral staircase, you reach a single room spanning the entire first floor which has a 16thcentury fireplace and an oriel window. Here you can lie in bed and fantasize about the previous occupants of this historic building or sit at the oval table gazing out at the lovely views. Upstairs there is another bedroom in the attic which sleeps three.

Like all Landmark Trust properties the kitchen has good quality, basic equipment - a cooker but no microwave, utensils but no food processor. The china is simple and straightforward and the extra plastic cutlery and storage boxes are handy for picnic trips/to the nearby Shuttleworth Collection of early aircraft. Warden Abbey has no television or radio but there is a well-stocked library and jigsaws and games. Blankets are provided but you need to bring sheets, pillowcases and towels.

Two hundred years ago the stocking-making occupants of three 18th-century framework knitters' cottages in Tewkesbury, Gloucestershire, lived and worked on the premises. Their workshops were located on the first floor where long windows let in

24

the light. The cottages have been restored by the Landmark Trust and the same windows now offer the guests a wonderful view across the roofs of Tewkesbury towards the famous abbey.

The cottages are simply furnished with old but good pieces of furniture, rugs and other decorative objects. Old paintings, portraits and prints of other

Landmark buildings decorate the walls. The curtains were designed and screen-printed by Lady Smith, cofounder of the Trust, to give these and other Trust properties a strong feeling of tradition and age.

Like Warden Abbey, the cottages do not have television or radio but there are plenty of books and games. Old Chelsea blue china is used for dining and picnic is provided. Again you will need to bring towels, sheets and pillowcases. And for those who believe a holiday means spending little time in the kitchen, Tewkesbury offers plenty of choice for dining out.

One of the most exclusive places to stay in Scotland is Culzean Castle. Like a fairy-tale castle this fine Robert Adam building perches high up on a cliff on the Ayrshire coast, with spectacular views across the Firth of Clyde to the mountains of Arran.

Owned by the National Trust for Scotland Culzean has 300,000 visitors a year. They come to enjoy the Armoury, with its huge array of swords and pistols, and Robert

Adam's stunning three-tiered oval staircase. And, when the day-visitors have gone home, up to 12 guests are left to live like lairds in the National Guest Flat. The flat comprises six bedrooms, a dining room, study and round drawing-room. It was put at the disposal of General Eisenhower during his lifetime as a token of gratitude from the

Scots for his services during the war. As well as Ike and his descendants, who still use the suite, other famous guests have included Bob Hope and the well known broadcaster,

Ludovic Kennedy.


1. What is Landmark Trust?

2. What are the aims of the Landmark Trust?

2. What is the possession of the Landmark Trust?

25

3. How does the Landmark Trust make renovations and refurbishment?

4. What is the main approach towards the refurbishment?

5. Are the Trust properties equipped with all modern conveniences?

6. Many of the cottages are connected with the names of famous people.

Does this fact appeal to the general public?


A LITTLE PLACE IN THE COUNTRY

Long gone are the days when “bed and breakfast” invoked images of fierce landladies with strict, school-like “ rules of the house” and Spartan, self-catering cottages were all too often more of a trial than a pleasure. Today you can choose from charming period homes, beautifully renovated cottages or refurbished historic properties where the informality of home comforts combines with a peace and privacy no hotel could hope to match.

Britain’s working farms, for instance, offer inexpensive, homely accommodation in beautiful locations. Farm owners offer a personal, flexible service which may run to guided walks around the farm and will certainly include a hearty English breakfast using fresh farm produce. Sally and Charles Wingate Saul’s remote 125-acregrass farm overlooks the Blackmore Vale in Dorset. Here, again, the emphasis is on a peaceful setting where visitors are free to come and go as they please. The Georgian farmhouse has one twin room and a single, and three converted stables, suitable for disabled visitors, are also available for bed and breakfast or self-catering. More guests can be accommodated in a converted cow barn on the other side of the courtyard.

The farm makes a good base for exploring the several National Trust properties in the vicinity. Stourhead Gardens are 40 minutes away and it’s about the same distance to the coast.

You can start the morning by helping to collect the breakfast eggs and for damp days there is a games room with pool table, darts and board games, while the outdoor

26

pool can be used in summer. Charles provides clay pigeon shooting lessons and the couple hope to offer courses on art and countryside subjects during the winter months.

Unwinding deep in the heart of the countryside is one of the pleasures of staying with Drummond and Jennifer Randall in their late 16 th -century manor house in Kent.

Guests can sit and read in the six-acre garden, take advantage of the covered, heated swimming pool or admire the railway track, complete with rolling stock, which makes a quarter-mile circuit of the garden. The three large double/twin rooms offer soothing views over the surrounding farmland. All have colour televisions and en suite facilities, two have a shower room and one has a bath.

Guests take breakfast and evening meals at a long refectory table in a big, beamed dining room with an inglenook fireplace. Dinner might consist of a traditional roast or cog au VIN followed by one of Jennifer’s wonderful puddings – Kentish Cherry

Bakewell tart, fruit mousse or cheesecake topped with limes and strawberries.

Although there is no license, guests can bring their own wine or spirits and relax after dinner in the paneled lounge which has a cosy log fire in winter.

A 12 th -century Norman manor house, later fortified with a huge gatehouse and a great hall enclosed within a 60-foot curtain wall, this medieval fortress has been sensitively restored by the owners, Martin and Joy Cummings. Guests stay in a choice of 14 double en suite bedrooms, each individually designed and named after

Sussex castles. Facilities include a whirlpool spa, remote control colour television, video player and telephone. Meals are taken in the Queen’s Room Restaurant, an impressive room dating back to 1165 with a vaulted ceiling and restoration-style hunting mural. Head chef, Nigel Boschetti offers a range dishes plucked from a thousand years of culinary history. Diners can savour the Norman delicacy of baked salmon with wild nettle butter sauce or Tudor lobster ravioli in saffron stock.

During the day, guests can climb the battlements to enjoy a panorama of the

South Downs or walk in some of Britain’s most beautiful countryside. For those who enjoy sporting activities, horse riding, clay pigeon shooting, fishing golf and hot air ballooning can be arranged.

27


1.

What were the drawbacks of staying in rural accommodation in the past?

2.

Up to what extent has the situation changed nowadays?

3.

Farm owners offer different services and facilities. If you had a chance to stay on a farm, which one (from the mentioned) would you prefer? Give your reasons.

4.

What are the peculiar features of each of the farm described?

5.

What food arrangements are suggested to the clients?

6.

What types of rural accommodation are mentioned in the text?


28

NATIONAL PARKS

PARKS’ BASIC STRATEGIES

The activities of the travel agencies and tour operators reflect Parks’ basic strategy, which is to promote its resources for the benefit of all tourists and locals while protecting the ecological integrity of its national parks.

An important role thus falls upon the tourist companies: that of protecting the park's natural resources. In this capacity, the company is responsible for different programs which include natural resource management, protection of the environment, public safety and application of the law.

Maintaining the park's ecological integrity is a shared responsibility. Tourist board is better able to protect the ecosystems and conserve the unique character of this national park reserve by combining its conservation efforts with those of the public and local residents.

Often unique and greatly diverse, the fauna and flora are exceptional resources.

All the same, they remain vulnerable to different stress factors coming from within the park as well as from the outside. These factors include a growing rate of tourism, the unlawful removal of living organisms, pollution, and commercial development of the terrain.

Increasing our knowledge of our environmental resources is vital for maintaining the park's ecological integrity. Without scientific evidence, it is often impossible to determine the impact of natural changes or human activities on the environment.

Prevention and awareness remain the greatest challenges. Signposting, disseminating information and education are simple and effective means of attracting both young and old to the park's conservation issues. (For example, bird watching. Birds are particularly vulnerable to disturbance during the nesting season. Disturbance can adversely affect their reproduction and the survival of young birds and adults).

Most people think of the national parks as refuges which nothing can alter. For many, the simple fact of bestowing the attribute of "park" upon a territory guarantees

29

the maintenance and conservation of its natural resources forever. However, appearances can be deceiving.

Few people are aware that behind the great natural beauty of many national parks, there lie sometimes grave environmental issues.

Today the national parks are under threat from stresses originating both inside and outside the parks. Unless we act immediately, the deterioration will only worsen with each passing day.

The term "ecological integrity" is new enough that it can appear somewhat vague. Simply stated, ecological integrity means that the native organisms (fauna, flora, etc.) and processes (growth, reproduction, decomposition, etc.) of a given environment must be in an intact state, and must be able to continue to develop and evolve naturally. In other words, an environment is deemed "ecologically intact" when Nature's evolution can proceed unimpaired.

But can we depend on the ecological integrity of our national parks? Human activity is now so dominant that most of the planet's ecosystems are groaning under the weight of myriad stresses. Pollution, climate change, the loss of habitats in the wake of urban and industrial development, the use of agricultural pesticides - these are but a few of the stresses which the environment has to assume. Add to these the threats such as expanding tourism, infrastructural over-development or the introduction of exotic species.

For too long, the national parks have been managed in isolation without taking into account the effects of surrounding territories. The lands bordering the parks exercise considerable influence on the natural equilibrium of the parks' ecosystems.

This is why we must work hand-in-glove with those responsible for the management of adjacent lands, to be able to consider re-establishing and protecting the ecological integrity of our national parks.

We must fight to rectify all of these stress factors, internal as well as external, which have contributed to the decline of the national parks. If we continue the way we have been going, we stand to forever lose territories which, paradoxically, have always been seen as being protected. Only swift and decisive action will guarantee

30

future generations the gift of these exceptional territories, still INTACT.


1.

What do the activities of the travel agencies and tour operators reflect?

2.

What are the tourist companies responsible for?

3.

What does ecological integrity mean?

4.

What are the stress factors to which any national park is subject?

5.

What does the simple fact of bestowing the attribute of “park” upon a territory guarantee?

6.

Can we depend on the ecological integrity of our national parks?

7.

Why are the national parks under threat today?

8.

Which way can tourism be a means of protecting the national parks rather than a threat to them?


TIPS FOR "EASY CAMPING"

Because of Algonquin Park's fame and its proximity to large urban populations many people choose Algonquin for their first canoe trip. Unfortunately, many novices imagine that there is nothing more to a canoe trip than paddling away, pitching a tent and starting a fire. The results of this ignorance are bad for the canoeist because he or she has an unnecessarily frustrating or exhausting trip and bad for the Park because many Interior campsites look like garbage dumps when the novice canoeists have left them. A true Algonquin Park canoeist respects the land he or she is travelling in and knows how to camp with a minimum of effort and almost no trace of his or her passing.

Many pointers for achieving this level of skill are in the text and references that appear on the back of the canoe routes map-brochure but here are a few that everyone should be aware of:

31

1. How to Survive without Cans and Bottles

Almost all cans and bottles are prohibited in the Algonquin Park Interior but it wouldn't make any sense to take them even if they were legal. With the enormous selection of light weight dehydrated and freeze-dried foods on the market these days, canoe tripping with heavy canned and bottled goods makes as much sense as using dehydrated foods but taking all the water you will need for them as well, and portaging it on your back - from lake to lake!

2. Precautions Against "Beaver Fever"

Although rangers and visitors to Algonquin Park have been drinking untreated water from Interior lakes with no ill effect for as long as we can remember, there is a small risk in so doing of contracting an intestinal disease called giardiasis or "beaver fever". The disease occurs world-wide and three cases have been traced to the Park in recent years.

3. The Guaranteed One Match Fire

Today, most canoeists and backpackers prefer to cook with small, lightweight stoves (under one kilogram, including fuel). They eliminate the time spent, and damage done, in searching for firewood, and the trouble and delay involved in trying to get a fire going on a cold, damp morning. A stove makes it easy to prepare soup for lunch, or brew a cup of tea at the end of a long portage - something few canoeists without a stove would think of doing. A final bonus is that they burn with a clean flame and won't blacken your pots.

People who want a campfire in the evening, or still depend on them for cooking, should realize that in many places, particularly islands, the local supply of firewood has long since been used up. In such cases you should use your canoe to bring firewood back to your site. Backshore areas in hardwood forests on the mainland are excellent places to scavenge for small, dead maples that make first-rate firewood. All you will need is a simple folding saw - certainly not the heavy (and also dangerous) axe that you would do better to leave at home.

32

Never forget that it is strictly illegal to damage a living tree - and totally unnecessary because the "green" wood won't burn anyway. To guard against the risk of burning a campsite or starting an even more serious forest fire, you must confine campfires to the fireplaces provided at each site, you must never leave them unattended, and you must ensure they are dead out before you move on.

4. Please Use the Conveniences!

All Interior campsites in Algonquin have a simple wooden privy. Its location may not be immediately obvious because, for reasons of privacy and sanitation, it is usually

30-40 meters back in the bush. Look for the trail and do everybody a favour by using what you find at the end of it!

If you are ever caught at a place with no privy, go well back into the bush, off the beaten path, scrape a shallow pit with your boot, and cover with organic litter when you are finished. (Bacterial decay is most rapid in the shallow, active layer of the soil near the surface.)


1.

Why does Algonquin appeal to so many canoeists?

2.

How does a true Algonquin Park canoeist behave?

3.

What are the park regulations?

4.

Is there any risk in drinking water from the Interior lakes?

5.

Why are stoves more environmentally friendly than

campfires for cooking?

6.

Is it easy to find firewood?

7.

What can you do to prevent a fire in a campsite?


33

ACADIA NATIONAL PARK

Acadia National Park is located along the rugged, rocky coast of "Downcast"

Maine. Most of the park is located on Mount Desert Island, which is accessible by vehicle. The park is approximately six hours north of Boston. People have been drawn to the rugged coast of Maine throughout history. Awed by its beauty and diversity, early 20th-century visionaries donated the land that became Acadia National

Park. The park is home to many plants and animals, and the tallest mountain on the

U.S. Atlantic coast. Today visitors come to Acadia to hike granite peaks, bike historic carriage roads, or relax and enjoy the scenery.

Things To Do

Acadia National Park is a destination for more than two million visitors each year.

With many different facilities and attractions in the park, there is something to interest everyone. The average visitor spends three to four days in the area, although you easily could fill a week with activities in the park and nearby attractions.

Listed below are some suggestions based on length of stay. Use the information on this website to tailor these activities to suit your own interests. Whatever you chose to do, remember to take some time to relax and enjoy your time in the park. The list below is intended for visits between mid-April and October. Many facilities and roads are closed during the winter; for more information, visit Operating Hours and

Seasons.

If you have...

Half-Day

Stop at the visitor center to pick up a map and park newspaper (the Beaver Log), pay your entrance fee, watch the 15-minute orientation video, and plan your visit using the 3-D map of Mount Desert Island. Drive the 20-mile Park Loop Road for breathtaking views of ocean, mountains, and forests. Don't forget the 3.5-mile road up Cadillac Mountain. Driving the entire road, including short stops to read wayside

34

exhibits or enjoy the scenery, takes three to four hours.

One Day

Tаке a short walk on a trail or carriage road. Participate in a ranger-led talk or walk.

Investigate the Nature Center, where you can learn about plants and animals and how the park manages these resources.

Multiple Days

Explore the park's scenic 45-mile carriage road system on a bike or horse-drawn carriage tour. Hike through forests and up mountains on 125 miles of historic hiking trails. Visit the west side of Mount Desert Island, including stops at the Bass Harbor

Head Lighthouse.

Carroll Homestead guided trail, and the Ship Harbor or Wonderland trails. Take one of four ranger-narrated boat cruises to learn about sea life, island history, and more.

Other ranger-led walks, talks, hikes, and amphitheater programs are available daily from late May to early October.

Weather

Spring can be foggy with temperatures ranging between 30 and 70 degrees F. Wear light-colored clothing, long sleeve shirts, and long pants for protection. Annual rainfall is 48 inches.

Summer daytime temperatures range from 45 to 90 degrees F. Evenings are cooler.

Dressing in layers is advisable for any boating or hiking activities. Ocean water temperatures range from 50 to 60 degrees F. Lake water temperatures range from 55 to 70 degrees F.

Fall temperatures can range from low 70s during the day to freezing during the night.

Come prepared for all types of weather, from sun to fog, from downpours to flurries.

Fall foliage often peaks during the first couple of weeks in October. Weather conditions over the summer, such as drought, may alter the time that the leaves peak.

35

In the winter, due to Acadia's coastal location, snow and weather conditions change rapidly. Temperatures vary from mid-30s to below zero. There are plenty of activities to keep you busy at Acadia during the winter, especially when the area gets a significant snowfall. The winter use map shows where to go for these activities. Be sure to check out the park's operating hours and seasons to see which facilities are open in the winter.

• Scenic Driving

• Cross-Country

• Skiing and Snowshoeing

• Snowmobiling

•

Winter Hiking

• Ice Fishing

• Winter Camping

• Dog Sledding

Ranger-Led Group Tours

Let a professional park ranger introduce your group to the natural wonders and rich history of Acadia National Park. Whether you want a ranger to step aboard your bus or provide a personalized program on a specific topic, we can assist you in planning the perfect visit for your group. Join a ranger and discover the nature of Acadia.

TOURS AND PROGRAMS

Step-On Tours

Enjoy a park ranger-narrated tour from the comfort of your bus as you visit Maine's rocky shoreline and boreal forests along the scenic Park hoop Road system (27 miles including Cadillac Mountain Road). Grab your camera and disembark from the bus at

Thunder Hole and Cadillac Mountain, the highest point along the eastern seaboard of the United States. Step-on tours last a minimum of three hours. The cost of the ranger is $50 per hour ($150 total) plus the park entrance fee.

36

Other Programs

Other walks and specialized programs include:

• Beaver Trek (September and October) - Discover why these aquatic engineers are so well suited for their work and how they have changed Acadia's landscape. Dress warmly. Two hours, easy walking. ($100)

• Carriage Road Ramble (September and October) - Autumn colors bring a special beauty to the landscape. Enjoy a leisurely stroll along one of Acadia's carriage roads and discover Лога and fauna and the people and practices that contributed to

Acadia's distinctive character. Two hours, easy walking on firm roads. ($100)

• Peregrine Falcons: Return of the Wanderer (May - July) - From the verge of extinction to Acadia's cliffs, endangered peregrine falcons once again call Acadia

National Park their home. View the nesting site and learn more about these wanderers of the sky. Viewing scopes will be available at the nesting site. One hour, talk. ($50)

Seastars, Barnacles, and Periwinkles—Oh, My! (June - October) - Discover the unique marine environment of Acadia National Park. Dress in layers. Three hours, some walking on uneven rocky surface. ($150)

•

Shaping the Landscape (June - October) - Acadia is a living textbook of the region's 500 million year geologic history. This four-hour caravan and hike will explore the geologic actions that have shaped Acadia's landscape. Dress in layers.

Bring lunch, snack, and water. Moderate to strenuous hiking. ($200)

• Warbler Walk (mid-May through early June) - Spring is an excellent time to see and hear song birds in Acadia National Park, where 21 nesting wood warblers make their home. Learn to identify these symbols of spring by their markings and songs.

Binoculars and field guides suggested. Two hours, easy walking. ($100)

Places to Go

Acadia National Park and the surrounding area are full of scenic and historic destinations. This list is only a sample of places to visit in the park. There are many more destinations and activities:

•

Cadillac Mountain

37

•

Park Loop Road

• Sieur de Monts Spring Area

•

Bass Harbor Head Lighthouse

• Islesford Historical Museum

For Kids

From mid-May through mid-October, kids of all ages can lake part in the Junior

Ranger Program to learn more about Acadia National Park. Complete fun activities like drawing a favorite animal or scavenger hunt bingo, participate in ranger-led programs, and take the junior ranger pledge to earn a signed certificate and an embroidered patch. Content and number of activities vary based on age. Purchase junior ranger booklets at Eastern National outlets in the park. If you're only here for a short stay and don't have enough time to complete all of the Junior Ranger Program requirements, there is still plenty to do.

Try some of the activities listed below, or explore the rest of this website to come up with ideas of your own. The park newspaper, the Beaver Log, lists all park programs, which are offered from late May through early October.

Attend a Children's Program

Designed just for kids, these programs use hands-on activities to explore the park's plants, animals, and history. Children must be accompanied by at least one adult.

Reservations are required.

Take a Ranger-Narrated Boat Cruise

Four different park-ranger narrated boat cruises are offered during the season. Touch real sea life brought up from the ocean floor; search for seals, porpoises, and bird life; and explore island life and maritime history. Cruises vary from 2 hours to 4.5 hours.

38

After reading the text, make a ten-minute presentation on the national parks. It should include the following points:

 Policies regarding the park’s management.



The established carrying capacity of the park.



The measures adopted in order to protect and conserve its natural beauty, flora and fauna.



Tourism activities.



Aspects, if any, that should be improved.

39

INTERNATIONAL TOURISM TRADE FAIRS

AND EXHIBITIONS

TRAVEL TRADE

Tourism continues to expand and we recognize the importance of any Tourism

Trade Fair and Exhibition to draw professionals who influence travel decisions.

It’s quite evident that Travel Industry is in a jungle these days. Agencies are going out of business, agents are getting lower commissions, competition is growing over the internet and operating costs are going sky-high. The exhibition can help to reach new levels of profitability by offering the tools necessary to survive the jungle, discovering new destinations, profitable niche markets, how to use the internet to your advantage, and technology and telecommunications advancement that save time and money, plus network with industry professionals from around the world…

By combining your stand participation with advertising you can benefit from the numerous business opportunities that exist prior to, during and after the event.

The goals of participation are numerous. First of all travel exhibitions and fairs can be regarded as a stimulus for international travel trade. So while attending different exhibitions travel agents and tour operators want to make new business contacts, close deals, cultivate the existing business relationship, promote their product, learn about new know-how, hi-techs, unknown destinations. It’s important to highlight the name of the company in the Official Show Directory or Buyer’s Guide which is used by tourism companies and tourists throughout the year all over the world.

The participants are: first of all- exhibitors, those who promote and sell their product (which can be a destination, or service) and they have a stand (booth) which is nicely decorated. Then buyers, these are tour operators, travel agencies and other travel related companies which attend exhibitions and fairs to purchase the exhibited product or to close deals. And finally visitors in general those from the street who are

40

interested in what is going on in Tourism these days

The exhibitors usually close deals during the exhibitions in different market segments: as leisure and holiday travel, business travel, adventure trips, incentive travel, educational trips and many others.

True to tradition, the exhibitions are usually accompanied by a comprehensive supporting program: special meetings, presentations, receptions, panels of tourism experts, award ceremonies, lectures, press conferences, seminars, workshops.

Those who are doing tourism and want to conduct international business efficiently and cost effectively, the best business-to- business event to attend is World

Travel Market which is held annually in London in November. This is the international travel and tourism industry’s own dedicated business event. It’s where the world’s leading travel suppliers annually meet with the world’s most influential industry buyers and where business generation is the key priority on every agenda. It is an all-encompassing business event that covers every facet of the industry it serves.

From the latest tourism destinations and technological innovations to the newest trends in the incentive travel and the biggest issue surrounding the environment.

WTM offers numerous ways to target specific audiences including VIP buyers, business and incentive travel planners, the press or retail agents.

The most pivotal travel trade shows around the world are - WTM –London,

American Travel Market- Orlando, ITB- Berlin, MITT- Moscow, Africa Travel

Market, Arabian Travel Market, PATA Travel Market, Tourbusiness- Minsk,

Belarus. Incredible travel industry showcases for travel suppliers, tourist boards and other travel- related companies.


1.

Does Travel Industry face a lot of challenges these days? What are they?

2.

Which way can the exhibition help to reach new levels of profitability?

3.

What are the goals of participation?

4.

How are the participants classified?

5.

What deals are usually closed during the exhibition?

41

6.

What are the exhibitions usually accompanied by?

7.

Is World Travel Market important? Why?

8.

What are the most pivotal travel trades?


THE MOST PIVOTAL EVENT IN TOURISM

World Travel Market has been a pivotal event in business and leisure tourism for almost two decades, yet Reed Travel Exhibitions was formed only a couple of years ago. What was the thinking behind its formation and the expansion programme the new company drives? "Every country seems to have its own national travel and tourism trade show," said Tom Nutley. "But very few exhibitions are organized on a regional basis. However, the industry is most often handled through regional offices which has meant that in order to address the market, most suppliers had, in the past, to attend all sorts of smaller events. Now, our regional network of shows from Asia, through the Middle East, Europe and

Africa to North America, offers opportunities which cover off whole regions. In essence, we are exporting the long-established formula of World Travel Market to a whole series of distinctive regional settings."

What are the special challenges involved in taking over existing shows and developing new ones? "Each show is viewed as unique. Our concern is not to make them fit into some rigid mould, but to develop them in ways which maximise responses to their own clearly-defined market demands. We always try to preserve and enhance features that make individual shows successful in the first place. Having said that, there is also a powerful need to create a clear positioning for each of our shows, so that we don't confuse the marketplace. And, of course, we also have to ensure that long-established events, like World Travel Market, which is now 17 years old, remain fresh and totally in touch with the market. If we are launching our own new shows, like Arabian Travel Market and the Africa

42

Travel Market there have to be compelling marketplace demands and sufficiently large buyer markets to support them."

World Travel Market is still the largest exhibition in the company portfolio and it remains the brand leader. And that will continue, according to Nutley. "All our overseas shows focus on delivering buyer decision makers with regional authority. World Travel Market continues to focus on those with global authority, and so - by its very nature - it will always be the flagship. It's only thanks to World

Travel Market's continuing success that we have been able to develop a global network of shows. The biggest challenge World Travel Market faces is that demand for exhibition space still outstrips the capacity of Earls Court - and there is still no realistic prospect of a larger venue being developed in such a conveniently-accessed area of London. "World Travel Market has become a much more business-minded event in recent years: hence our decision to now deliver two days dedicated to Meridian members. It's interesting that the overwhelming majority of last year's Meridian visitors welcomed the decision to add a second business day and even more gratifying mat almost all of them said they would attend on both days. "It's still important, however, that we present two days focused on the travel trade and in co-operation with ABTA we are putting together programmes designed to ensure the trade can get even closer to the products they sell."

Is there any further shift in Reed Travel Exhibitions' business philosophy? "No.

We have always been committed to delivering top-quality business contacts. The meetings and incentive travel sector is growing at a rapid rate and is the key area in which our existing customers have heavy involvement. We aim to provide our visitors with every event they need, within the one portfolio, thereby creating cost, staffing and promotional benefits and synergies. Involvement with ITB also reflects our desire to move into a number of well-developed niche markets."

Apart from the development of World Travel Market, what particular project has presented Nutley with the greatest challenges and the strongest personal satisfaction?

"The launch of Arabian Travel Market. It's located in a region where Reed Exhibition

43

Companies had no existing infrastructure. It was the first travel show I had launched and there were a tremendous number of skeptics - both within the company and in the industry at large - who doubted whether it would work. It's now the third largest event in the portfolio and has proved highly successful."


1.

What was the thinking behind the formation of Reed Travel Exhibition?

2.

What are the special challenges involved in taking over existing shows and developing new ones?

3.

What remains the brand leader?

4.

What is the biggest challenge the WTM faces?

5.

What is the idea of adding a second business day to Meridian members?

6.

Is there any further shift in Reed Travel Exhibitions’ business philosophy?

7.

What particular project has presented Nutley with the greatest challenges and the strongest personal satisfaction?


STABLE FACTOR FOR TOURISM INDUSTRY

This year's International Tourism Exchange, ITB Berlin, once again maintained its position as a stimulus for the international travel trade. Exhibitors' and visitors' business results give cause to look forward with much more optimism to the coming travel year 2009.

The International Tourism Exchange, ITB, which took place from March 5 to 10 in Berlin, once again confirmed its status as the world's biggest tourism and services exhibition. And once again it was even more international. Altogether tourism experts from 193 countries and regions were counted at the show. Of the over 50.000 trade visitors - altogether 136,243 visitors (139,686 in 2005) were registered in Berlin -

30% came from abroad, compared to 27% in 2005. They were confronted by 5,023

44

exhibitors (4,468 in 2005) and 164 (160 in 2005) additionally represented companies and organizations from 168 countries and regions (163 in 2005). These booked

101,400 sqm gross exhibition space in 26 halls, the ICC Berlin and the Marshall

House. Media presence also increased. This time 4.230 (4,113 in 2005) journalists from 82 countries and regions were present at the show. According to the results of a survey conducted by an independent exhibition market research institute, 44% of the exhibitors closed deals during the ITB 2006 in the market segments leisure and holiday travel (67%), incentive travel (26%). business travel (21%), conference and convention travel (18%), adventure trips (16%), study trips (15%), other trips (16%) and other business deals (13%). What is more, 40% of the exhibitors are reckoning on good post exhibition business and another 43% on satisfactory trade. 28% of the exhibitors perceived their participation in the exhibition as more successful than in the previous year, and 40% spoke of a similarly successful result.

Of the trade visitors 30% closed deals during the ITB 2009. The survey further revealed that for 55% of trade visitors making new business contacts was of primary importance. This has apparently become more significant than the cultivation of existing business relationships. Incidentally, two-thirds of this group of visitors reported having made new contacts at the ITB 2009. This is all the more significant since 80% described themselves as vital to decisions on purchases by their company as assisting in these decisions or as acting in an advisor, capacity. 30% of trade attendees came from abroad, 27% of them from the European Union, 26% from

Central and Eastern Europe, 24% from the rest of Europe, 6% from East Asia, 5% from North America, 4% from the Near and Middle East, 4% from Africa, 2% from

South and Central America and 2% from Australia/New-Zealand/Oceania.

True to tradition, the ITB 2009 was accompanied by comprehensive supporting programme. 13 special meetings, 61 panels of tourism experts, 86 press conferences,

44 receptions, 20 presentations and four award ceremonies took place. Another 61 panels event, 13 presentations and 15 receptions were staged in the IT education centre. This year the congress "Electronics: the Tourist Trade", which introduced an array of technical innovations, was attended by 800 people (500 in 2005).

45


1. How often is ITB Berlin held?

2. Which was more successful, ITB 2005 or ITB2009? Why?

3. Mention all the market segments in which the exhibitors closed deals.

4. Was the supporting programme an innovation in the ITB2009?

5. What meetings, conferences and special events took place during the ITB2009?

6. Who was the ITB2009 survey conducted by?

7. What type of contacts did trade visitors consider more relevant to their business?

8. Do exhibitors reckon any further deals deriving from ITB?


46

TOURISM ETIQUETTE

SOCIAL AND CULTURAL ASPECTS OF TOURISM

Many of the social and cultural effects of tourism are portrayed as being essentially negative; tourism has caused major changes in the structure, values and traditions of societies. There is continuing debate as to whether these changes are beneficial or not; the interests of society and the individual are not necessarily similar. There is little doubt, however, that where international tourism is of any significance in a country, it does become a major 'change-agent'. It is not surprising that international tourism should induce such changes, because tourists usually remain in the host country for a very short time. They bring with them their, traditions, values and expectations. In many countries, tourists are not sensitive to local customs, traditions and standards. Offence is given without intent. In a sense, foreign visitors do not integrate into a society, but rather confront it. Where large numbers of tourists, often of one nationality, arrive in a country, reaction is inevitable.

Reaction may take two forms: either a rejection of foreign visitors by locals, or an adoption of the foreigner's behavioural patterns to constitute a social

'demonstration effect', where local people copy what foreigners wear and do. In both cases, problems will arise. An ongoing point for discussion and action is how to make tourists aware of local customs, traditions and 'taboos'. When tourists enter the host country, they do not just bring their purchasing power and cause amenities to be set up for their use. Above all, they bring a different type of behaviour which can profoundly transform local 'social habits by removing and upsetting the basic and long-established norms of the host population;

Tourism is a 'total social event' which may lead to structural changes in society.

These changes can now be seen in all regions of the world. The 'coexistence' is not always easy. It often leads to social tension and xenophobia, particularly noticeable

47

in very popular tourist areas or where the population, for psychological, cultural or social reasons, is not ready to be submitted to 'the tourist invasion'.

The 'demonstration effect' results from the close interaction of divergent groups of people, and manifests itself by a transformation of values. Most commonly it leads to changed social values resulting from raised expectations among the local population aspiring to the material standards and values of the tourists. Not unnaturally, changing social values lead to altered political values, sometimes with unsettling consequences. A decline in moral and religious values is also not uncommon and may show itself through increased crime levels. Not only are local attitudes changed, but the targets and opportunities for criminal activity are increased.

Human relations are important, since the excesses of tourism may have very damaging repercussions: the transformation of traditional hospitality in many countries into commercial practice results in economic factors superseding personal relationship. Further effects may be the appearance of consumerist behaviour, relaxation of morals, begging, prostitution, drug-taking, loss of dignity, frustration in failing to satisfy new needs. Nevertheless, it would be wrong to blame tourism for all these problems, which are linked also to social changes affecting communities in the process of modernization. Tourism accelerates the process, rather than creates it.

International tourism tends to confront a host community rather than integrate into it. The main reason is that tourists are short-stay visitors carrying with them their own cultural norms and behavioural patterns. They are usually unwilling to change these norms for a temporary stay - and may be unaware that these norms are offensive or unacceptable to the host community.

A further difficulty can be the existence of a language barrier which itself may be a major factor limiting visitor understanding of the host community. Language barriers create their own cocoon, limiting social interchange between tourists and residents. These difficulties will create problems, and require some form of tourism

'education' for visitor and host. The main thrust of tourism 'education' has been the provision of information for the tourist, giving, for example, ways of behaviour

48

unacceptable to local people, dress codes, and expected courtesies.


1.

Why are many of social and cultural effects of tourism portrayed as being

essentially negative?

2.

When is reaction inevitable?

3.

What is an ongoing point for discussion and action?

4.

What does the ‘coexistence’ (tourists-the host community) often lead to?

5.

What do the ‘changed social values’ result from?

6.

Why are human relations important?

7.

Why does the international tourism tend to confront a host community rather than integrate into it?

8.

What is the main thrust of tourism ‘education’?


MASS TOURISM AND ETIQUETTE

In the mid-fifties, writers and journalists discover a new human species, the

"packaged tourist". The modern holidaymaker, they critically note, differs fundamentally from all foregoing generations. Haste, superficiality and mass customer handling and service are the phrases summing up their misgivings. This criticism shows that in the fifties travellers and travellers' motives undergo a fundamental change. Well into the 20th century, travel was the privilege of the upper classes. The travellers now are white-collar workers and civil servants with a secure job and a settled income, and the proportion of blue-collar is also growing year by year.

The traditional educational-cultural tour of Italy in the footsteps of Goethe is losing its appeal. The modern tourist is looking above all for rest and relaxation.

Rather than ancient ruins and medieval churches, his planned itinerary mainly

49

includes sunny seashores. Travel, which used to be an adventure with an occasionally uncertain outcome, has become a commodity that can be reserved in any travel bureau and even in department stores. The mass market operates to lower the prices. Large package-tour agencies dominate the field and frequently shape the

German image abroad. With many people en route to many places, markedly diverse lifestyles meet, frequently resulting in misunderstandings and mutual aversion.

The fifties are also the decade of books on etiquette. After the devastation of war and the debasement of all values, many people long for a return to binding norms and rules of conduct. Particularly encounters with people abroad show the repercussions there of Nazi dictatorship, defeat, and the "economic miracle". Every summer there are press reports of unpleasant incidents. Noisy, insouciant behaviour and unsuitable dress are an irritant to the native population in the holiday resorts.

Consequently, the holiday-bound are provided with advice about behaving tactfully on the other side of the border. In 1953, the "Europäische

Aktionsgemeinschaft" (which has since added an educational component and is called the "Europäische Bildungs- und Aktionsgemeinschaft) is established in Bonn.

Among other things, it organizes tourist etiquette courses, which brief the guides employed by youth organizations and travel agencies on native customs in the neighbouring European countries.

In 1966 the first International Tourism Fair (ITB) takes place in Berlin. 250 professionals from the tourism branch gather information at the stands of the nine exhibitors. Thirty years later, the ITB attracts over 6,000 exhibitors from just under

200 countries and more than 50,000 people in the trade, making it the world's biggest tourism market. The presence of numerous government officials and ambassadors underscores the political importance of tourism. No end to wanderlust is in sight. But since the mid-nineties the high growth rates of the last few decades have been levelling off, resulting in stagnation on a high plateau. Today, the trend is towards travel to remote overseas spots; the classic destinations, including Italy, complain of a drop in the number of tourists. Occasionally, the origin and purpose of travel threatens to get lost in the hustle and bustle of today's mass tourism. But what is

50

perhaps emerging is the truth of the answer (here abridged) given in August 1959 by the daily newspaper "Die Welt" to the question, "Is travelling still a sensible idea?":

"The modern wave of travel may carry debris along with it. But by and large, it is one of the finest signs of the times. What used to be the privileged and unfortunately rarely communicated knowledge of diplomats - that there are people living on the other side of the mountains - is common knowledge today. At last! It was high time!"

In her 1955 "Primer of Etiquette", Gertrud Oheim exhorts holidaymakers:

"Trips abroad...perhaps more so than in-country travel, entail an obligation to good behaviour. Travellers bound for another country take a bit of homeland along with them and must realize that the people there will reason from the part to the whole, that the travellers' mores, good and bad, will be registered as the good and the bad mores of their homeland. This fact means that to take a trip abroad is to take on oneself a considerable measure of responsibility». Only incorrigible egotists and boors will be indifferent to what people on the other side of the borders say and think.

Any lack of tact...any arrogance...of which a foreigner abroad is guilty, will be scored twice as heavily against him as against a native; and what is considered at home a...harmless prank may, on the other side of the border, amount to an embarrassment or a disgrace for an entire people."

In 1960, the "Constanze" magazine publishes a list of tips under the heading,

"How to be a good guest”. "Learn a couple of words of the language of your hostcountry....Make it a rule not to speak about politics....Shorts and bikinis, traditional

Bavarian jackets, Swabian dirndl dresses are...unsuitable daily wear. Never order people around! Do not succumb to the souvenir craze....The photography mania is ghastly....In southern countries... by being friendly to children you gain the goodwill of the adults...."

51

Make Your Visit Enjoyable

In order to make your visit as enjoyable and respectful as possible, the following briefly outlines some general rules of thumb when visiting Indian Country.

 Remember you're a guest. Unless you're an enrolled member of the Tribe, you are visiting land that has been reserved for Indians. Behave like a respectful guest

 with the common courtesy you would expect in return.

You do not need a state license to hunt or fish, but you must buy tribal permits for those sports and others such as camping. Check in advance with tribal fish and game departments, tourism offices or police to see what activities are

 allowed and which one require permits.

Do not touch an Indian's hair. Hair is a sacred piece of an Indian's body and has a variety of meanings to the individual. Regardless of how beautiful the hair

 is, please refrain from touching it.

Don't lump all Indians together. Tribes have many similar characteristics, but they're not the same. Each is unique with a distinct culture and society. Don't assume that what you see on one reservation is typical of others.

 Forget what you saw in the old western movies. Although films have improved in recent years, Hollywood has a history of romanticizing, denigrating,

 or otherwise distorting Indian societies. Discard those stereotypes of tribes as primitive or warlike before you venture on to Indian land.

Please leave artifacts untouched. The ancestors of today's tribes left a lot behind. Archaeological sites are protected by tribal, state and federal laws that carry stiff penalties.

 Polite, attentive listening, particularly when an elder is speaking, is considered a traditional virtue in many communities

In addition to common etiquette for visitors in Indian Country, there are also many events and ceremonies where a separate, but equally important, code of etiquette exists. On the Colville Indian Reservation this would include the 4th of July

Powwow, the Indian Encampment at the Omak Stampede and other various

52

powwows and ceremonies throughout the reservation. The following describes events etiquette to those interested in viewing traditional ceremonies.

 American Indian Communities contain a diversity of tribal members who practice varying degrees of tradition. Traditionalists expect tribal members and visitors alike to conduct themselves in a manner that is respectful of tribal religion and ceremonies. With this in mind, it must be recognized that a code of conduit

 practiced at one community or event may not be appropriate at another.

At public ceremonies, check in advance on whether the Tribe lets visitors take photographs or record video or audio tapes. If you'd like to photograph an individual, ask the person prior. If he or she says no or doesn't answer, respect

 their wish to not be photographed.

Behaviors that are frowned upon include excessive questioning regarding ceremonial events, excessive talking or laughing, demanding or sneaking photographs or sketches, demanding preferential seating or viewing of the ceremony or event.

 Always stand during special songs including Grand Entry, Flag Songs,

Veteran Songs, Memorial Songs, Prayer songs or any other song that the M.C. designates. It is also customary to remove any hats that you have on for the duration of that song.

By adhering to these common courtesies, your visit to the Colville Indian Reservation will be enjoyable and respectful. As the desire for cultural education increases, so does the need for people traveling to reservations to learn native people's traditions from the past. We want to accommodate your learning and help pave a roadway that will help you enjoy your experience to the fullest extent by informing you of the proper information regarding etiquette on the Colville Indian Reservation. This is etiquette unique to Indian Country; common courtesy should also be followed.

53

Behaviour Patterns

Indonesians are, generally speaking, courteous, soft-spoken and conservative in dress and behaviour. Don't raise your voice or be confrontational someone in public is a grave insult. As with other Asian countries, personal appearances are very important. In Moslem society, the left hand is considered unclean, so be careful to receive and present things with your right hand, especially food. Pork and alcohol are also unwelcome, and be sure not to point the soles of your feet at someone or pat people on the head or back-this is considered impolite, if not offensive.


1.

How should you behave if you want to make your visit as enjoyable and respectful as possible?

2.

What should hunters and fishermen do in advance?

3.

What unique characteristics of Indian Tribes do you know?

4.

How should you behave while visiting Indian Tribes?

5.

What common behaviour patterns in Moslem society should one observe?

6.

What kind of travelers do we have nowadays?

7.

Why did the necessity of tourists’ decent behaviour emerge in the 50s?

8.

What obligation do trips abroad entail?

9.

What does “travelers bound for another country take a bit of homeland” mean?

10.

What may, on the other side of the border, amount to an embarrassment or a disgrace for an entire people?

11.

How to be a good guest?


54

TIMESHARE

THE VACATION OWNERSHIP

HISTORY.

The vacation ownership (Timesharing) industry can be traced back to its European origin in the 1960s. A ski resort in the French Alps known as

“Superdevoluy” is the first known vacation ownership program in the world. The multiple ownership of individual weeks brought with it the guarantee of reservations for those who wanted to ski in the area. It was an immediate success. By the 1970s some faltering condominium projects in St. Thomas, Fort Lauderdale and Puerto Rico were converted over to vacation ownership and thereafter timesharing became a viable vacation alternative.

Once the concept of vacation ownership was embraced by the United States it began to gain wide acceptance by the public. Sales jumped to over 50 mln by the mid

1970s and have climbed to more than 2 billion annually today. Vacation ownership has enjoyed substantial growth over the years with approximately 5, 000 vacation ownership resorts in over 75 countries around the world.

Exchanging a vacation ownership week in one resort for that of another was introduced in 1974 thereafter timesharing offered variety and flexibility in the vacation experience. Although there are many exchange companies available which provide excellent service, the two major forces are Resort Condominiums

International (RCI) and Interval International (II). On average these two companies provide over 2,000,000 exchanges annually.

During a 30 years span, the industry has grown from small (15-20 units) hotel conversions to the high quality condominium resorts of today. The evolution of the industry from scattered entrepreneurs to well managed professional development companies have brought with it a noticeable change for better. Definitive leaders have emerged and created standards and ethics for management, marketing and sales practices. The recent entrance into the marketplace by major hospitality chains such as Disney, Hilton, Ramada and Marriott has greatly enhanced the quality and image

55

of the industry. Vacation ownership resorts of today are luxurious, spacious and well located.

WHAT IS VACATION OWNERSHIP? Vacation Ownership “ Timesharing” is the right to use specific weeks of a resort during a specific time period. Simply put, it is the pre-purchase of a vacation. It is important to understand that vacation ownership is a commodity which is purchased to be enjoyed and used over the years.

One should never purchase a timeshare with the intent of reselling it for a profit.

Time can be either Fixed or Floating .

Fixed time is a specific week during the year usually defined by a number.

Generally the week will begin on a Friday, Saturday or Sunday and is given a number starting with the first week of January and run through the end of December.

(Example – week 14 might be April 7 – 14).

Floating time means you have the right to select any available week within a certain season of the year. Therefore, if you own a summer season week you can pick any week which falls within the defined summer months. However, competition between the existing owners for prime weeks in very desirable location can impact

(effect) availability. It is important to find which type of use best fits your specific travel needs.

Each resort is different and you should ask if there are other benefits which are available to its owners. Many resorts offer special reduced rental rates for extra nights. Vacation ownership is best suited for those people who want to invest in the idea of providing luxurious vacations for themselves and their families. Over time, this works out to be a cost saving way to enjoy this style of vacationing. On average, it takes approximately nine years to recoup the investment spent on purchasing a week of timeshare. The educated purchaser, however, can literally save thousands of dollars and “break even” with his investment much sooner.

When you decide to buy timeshare, you need to be aware of what costs are involved. Besides your purchase price, (including closing costs), you will be responsible for taxes, an annual maintenance fee and possible club fees. These annual fees are normally range from $300 to $500, with some running even higher. I f you

56

want to belong to an exchange company you will also have an annual subscription fee

(approximately $74-$84 per year). Each time you exchange your week. There is a processing fee to pay. These fees range from $109 - $162; depending upon what type of exchange is made (i.e. domestic or international).


1.

What is the first known vacation ownership program in the world?

2.

What did the multiple ownership of individual weeks bring with it?

3.

What is the approximate number of vacation ownership resorts?

And in how many countries?

4.

What was introduced in 1974?

5.

During a 30 year span, the industry has grown from small hotel conversions to the high quality condominium resorts of today. Why has it become possible?

6.

What is vacation ownership?

7.

What is a peculiar feature about vacation ownership?

8.

The time of use can be either Fixed or Floating. What does it mean?

9.

Who is vacation ownership best suited for?

10.

How long does it take to recoup the investment spent on purchasing a week of timeshare?

11.

What costs are involved in timesharing?


A HOLIDAY OPTION

Timeshare is now being sold as a holiday option, rather than as a property investment. It therefore has to be taken seriously by the tourism industry. In terms of product width, timeshare extends the range of holiday accommodation and the opportunity to take independent holidays. With regard to depth, timeshare is a

57

heterogeneous product and the market can be segmented, for example, according to socio - demographic characteristics in which timeshares based on hotel conversions are targeted at the over-50 age group while those with integral sporting facilities are intended for families with children.

Timeshare Creates New Firms

The growth of timeshare has generated new types of firm: timeshare developers, exchange companies a; specialist management companies. Since timeshare resorts have generally been developed in tourist destinations receiving high volume flows of holidaymakers, these firms are competing with suppliers of other forms of holiday accommodation. Initially firms developing timeshare resorts were small, independent, newly formed companies but increasingly the developers are corporate interests from the hotel trade - e.g. Marriot and Sheraton in the USA, Granada and Stakis in Europe

- or from the construction industry- e.g. Barratts, Wimpey, Costain and Laing. The latter type of developer is important in the UK, being responsible for one third of timeshare developments.

Timeshare owners are normally resident in the major tourist-generating countries.

In these countries timeshare developers and exchange companies compete with other tourism firms marketing holidays. Exchange is pivotal to the timeshare industry, providing a mechanism for owners to holiday in a different place at a different time of year. Moreover, it is duopolitically organized on a global scale as most resorts are affiliated to either Resort Condominiums International (RCI) or Interval International

(II). The exchange companies have become increasingly sophisticated in their operations.

Firstly, they have expanded into other services required by holiday-makers, providing exchanges with facilities such as discount price flights, airport transfers, preferential car hire and destination sightseeing tours as well as arranging travel insurance. This business would, in their absence, have gone to travel agents and tour operators. Secondly, they facilitate further resort development by helping to arrange finance for timeshare developers, and also act as a check on the quality and security of the resort.

58

Reactions of Existing Tourism Firms

Timeshare developers compete with suppliers of other tourist accommodation and attractions in destination areas and, along with exchange companies, with tour operators and travel agents in tourist-generating areas. Business may be diverted from package holidays and away from conventional forms of serviced and self-catering accommodation. Since tourism is a highly competitive business one response of traditional tourism firms is to integrate timeshare into their operations.

Linkage has been witnessed first in the travel field, since exchange companies have exact knowledge of where people are holidaying. For example, Viking International has established a seat-only' subsidiary, Unijet, to offer low-price flights to RCI members; II is linked with Holiday fax to provide its members with flights. Tour operators have been slower to get involved: a few are diversifying into timeshare accommodation. Tour operators may acquire timeshare resorts, integrating vertically backwards into accommodation supply; for example, Club Mediterranee bought out

Club Hotel (a French timeshare developer) and Tjaereborg took over Club La Santa timeshare (Lanzarote, Canary Islands). Other tour operators, such as Thomas Cook and Horizon (Thomson), are experimenting with timeshare resort-based package holidays by renting unsold units. If timeshare continues to grow and is increasingly recognized as a quality product, and if the holiday-maker continues to move away from cheap inclusive tours, and then tour operator involvement is likely to increase.

In tourist destinations, independent hotels and self-catering enterprises view timeshare as an enemy', either competing for potential visitors or disturbing existing ones because of persistent soliciting by timeshare canvassers. Larger hotels, as noted above, have moved into timeshare but usually these are national or international chains ultimately controlled from outside the destination region. Such hotel groups are also showing an interest in timeshare resort management; for example, Grand

Metropolitan offers a specialist service via its GIS Hotel and Leisure Management subsidiary.

There is now increasing evidence that destination tourism authorities are accepting timeshare as a valid and desirable part of the overall tourism product mix.

59

Moreover, the integration of timeshare into the tourism industry of both destination and generating regions brings added respectability to the product and allows further market development.


1. What are timeshare’s main targeted customer groups?

2. What kind of new firms has timeshare generated?

3. Do timeshare owners have anything in common?

4. What services do exchange companies offer to:

holiday –makers?

resort developers?

resorts?

5. How do timeshare developers compete with other sectors of travel and

tourism industry?

6. How do certain traditional tourist firms react to the development of

timeshare?

7. Why do self-catering companies consider timeshare as a serious

competitor?

8. In what way have large hotels responded to timeshare?

9. How can timeshare benefit the tourism industry?

10. Are all timeshare developers independent firms?

TIMESHARING

A timeshare is a form of vacation property ownership. With timeshares, the use and costs of running the resort are shared among the owners. While the majority of timeshares are condominiums or cooperatives at vacation destinations, developers have applied the timeshare model to: houseboats, yachts, campgrounds, motor homes, cruises and private jets.

The notion of a timeshare was originally created in Europe in the 1960s. A ski

60

resort developer in the French Alps innovatively marketed his resort by encouraging guests to “stop renting a room” and instead “buy the hotel”. The developer was successful in increasing occupancy and the idea spread worldwide. While a useful tool for many, the timeshare industry has also become a magnet for attracting illegal and barely legal methods for the sale and resale of property.

Kinds of Time Shares

A major difference in types of timeshare ownership is that between deeded and right to use contracts.

With deeded contracts the use of the timeshare resort is usually divided into week long increments and these are sold as fractional ownership and are real property. As with any other piece of real estate the owner may use his or her week, rent his or her week, give it away, or leave it to his heirs. While this form of ownership can offer additional security to the owner as a form of physical ownership, deeded timeshare ownership can be as complex as outright property ownership in that the structure of deeds varies according to local property laws. Leasehold deeds are common and offer ownership for a fixed period of time after which the ownership reverts to Freeholder.

Occasionally, leasehold deeds are offered in perpetuity however many do not convey ownership to the land but merely the apartment or ‘unit’ of accommodation.

With right to use, the timeshare purchaser has the right to use the property in accordance with the contract but at some points the contract ends and all rights revert to the property owner. In other words, the right to use contract grants the right to use the resort for a specific number of years. In many countries there are severe limits on foreign property ownership, so this is a common method for developing timeshare resort in countries such as Mexico. Disney Vacation Club is also sold as a right to use. Care should be taken with this form of ownership as the right to use often takes the form of “club membership” or right to use the reservation system. Where the reservation system is owned by a Company not in the control of the owners, the right of use may be lost with the demise of the controlling Company.



Fixed Week Ownership The most basic timeshare unit is a fixed week; the resort will have a calendar enumerating the weeks roughly starting with the

61

first calendar week of the year. An owner may own a deed to use a unit for a single specified week. For example, week 26 normally includes the Fourth of

July Holiday. If an owner owned week 26 at a resort he or she could use that week every year.



Floating Sometimes a timeshare is sold as floating weeks. The ownership will be specific on how many weeks the owner owns and from which weeks the owner may select for the owner’s stay. An example of this, a timeshare may be a floating summer week where the owner may request any week during the summer season generally weeks 22 through 36. In this example there would be competition for prime holidays such as the weeks of Memorial

Day, Fourth of July and Labor Day. The weeks when schools may still be in session would not be so high in demand. Some Floating contracts exclude major holidays so they may be sold as fixed weeks.



Rotating Some timeshares are sold as rotating weeks. In an attempt to give all owners a chance for the best weeks, the weeks are rotated forward or backward through the calendar, so one year the owner may have use of week

25, then week 26 the next year and then week 27 the year after that. This method does give each owner a fair opportunity for prime weeks but it is not flexible.



Vacation Club Vacation Clubs are organizations that may own timeshare units in multiple resorts in different locations. Some clubs consist only of individual weeks at other developer’s resorts. They are sold both as deeded or right t o use and club members may reserve vacation time at any of the owned resort units based on availability. Vacation clubs cater to a wide range of economic backgrounds and income levels.



Points Programs Resort based points programs are also sold as deeded and as right to use. Points programs annually give the owner an amount of points equal to the level of ownership. The timeshare owner in a points program can then use these points to make travel arrangements within the resort group.

Many points programs are affiliated with large resort groups offering a large

62

selection of options for destination. Many resort point programs provide flexibility from the traditional week stay. Resort point program members, such as Worldmark, may request from the entire available inventory of the resort group. Exchange company point programs are not a method of ownership nor are specifically associated with one resort or resort group. With the exchange company points programs the members may be limited to exchanging for weeks deposited by other members. A points program member may often request fractional weeks as well as full of multiple weeks stays. The number of points required to stay at the resort will vary based on a points chart. The points chart will allow for factors such as:

1.

the popularity of the resort

2.

the size of the accommodation

3.

the number of nights

4.

the popularity of the season

5.

and the specific nights requested

There is flexibility as well as complexity in points programs.


1.

Should all the weeks purchased be consecutive?

2.

What kind of assistance does the client get in order to choose his resort?

3.

What facilities are free of charge? What are extra charges?

4.

Is there any insurance? What does it cover?

5.

How popular is timesharing in your country?

6.

What have developers applied the timeshare model to?

7.

Why did the idea “Stop renting a room instead buy a hotel” spread worldwide?

8.

What is a deeded contract?

9.

What is a right to use contract?

10.

What do points programs provide?


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BUSINESS TRAVEL

BUSUNESS CLASS SERVICES

British businessmen spend an estimated 20 bn — the equivalent of 5 per cent of gross national product — each year on travel and entertainment. Travel and entertainment costs outstrip the national bill for corporation tax and rates.

Keeping travel costs under control is a never-ending struggle for many corporations.

Companies want to be able to keep management control over expenses as tight as possible, monitor and understand expenditure patterns and identify opportunities for cost savings.

Finding ways to make more accurate budget forecasts is a prime objective.

Twenty years ago, the travelling business executive was hardly given a second thought by the airlines — having to put up with cramped seats, screaming children and poor food. Now business travellers are the most wooed market, courted by airlines not only because demand by executives for airline seats remains steady but also because they tend to pay close to the full fare.

British Airways spent 25 m up-grading its business class services. The BA revamp, which created two distinct products — Club World and Club Europe — was the most significant development in business class travel.

The new service galvanized most of BA's competitors into radically upgrading their business class services — so much that virtually every week sees some improvement announced by a main airline as each seeks to gain competitive advantage.

The main benefit for passengers of the Club World service was significantly increased leg-room and seat recline, as well as new contour-shaped seats replacing the previous rather uncomfortable seats. Club World also offers a fixed cabin space to divide passengers paying a higher fare from economy, as well as significantly improved food and wines.

Airlines are also looking closely at the question of in-flight catering and whether

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executives actually want ever more elaborate food. Some believe the trend will be towards more snacking arrangements for business class passengers, which they eat when they wish.

Travelling on business has been one of the growth sectors of the travel industry in the past decade. Yet a decade ago many business travellers were still being forced to share aircraft cabins with squalling children and laid-back tourists.

Now the trend is to pamper the executive not only with his or her own compartment away from tourists but to give business travellers greater control over their environment — eating when they want to, for example — as well as acknowledging the demands of work.

Being able to make international telephone calls from the cabin of a Jumbo jet at

30,000 feet, for example, will increasingly be seen as an essential part of international business travel.

Yet the business travel industry is not simply about those executives who jet-set to New York and back in a day on Concorde.

The balk of business travel is carried out on a more mundane level: virtually all employees at a managerial or executive level within companies travel at some time on company business.

Most often this will be via a train or company car and the type of hotel used will be more modest than Claridges or the Savoy. In fact, fastest growth is seen in the mid-price sector — such as Mariott's Courtyard hotels or Holiday Inn's Garden Court.

Both these budget-value chains have proved a success in the US and are being introduced into the UK and continental Europe.

Leading international hotel chains now find that business travellers account for over 60 per cent of their occupancy a significant rise on a decade ago when business travellers accounted for under 50 per cent of average international hotel occupancy.

But while business travel of any type seems glamorous to those back in the office or at home, most surveys of frequent travellers on business show that stress is common.

The Hyatt hotel chain, for example, surveyed 700 international travelling executives and found that while many found travel stimulating, at least in part, most

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were of the belief that the only certainty about business travel was that "something will go wrong." The survey found that most travellers became stressed as a result of losing their individual corporate status. "Travellers relinquish office status for 4 anonymity among the mass of other business travellers," the survey reports.

"Stress is seen as a reaction to separate, isolated circumstances such as airport crowds, airline or hotel mishaps, or the separation from home or family,” he adds.

The report pointed out that the only way to overcome such loss of individuality when travelling was to take on the trappings of importance, such as flying first class, having a personal limousine, and staying in expensive hotel suites. Surprisingly, however, that frequent business travellers were no better at coping with the stress of travel than infrequent travellers. Another thing is that majority of executives felt their companies were not doing enough about travel management to relieve stress.

Improved travel management is one of the areas of most corporate interest as the benefits of controlling business travel costs become more apparent. American

Express points out that business travel costs are part of a cycle of activity: this starts with planning travel, physical arrangements of the trip and the travel itself; payment; reviewing the cost; and reconciliation of the costs,

Thomas Cook's corporate travel division suggests companies should continue to focus on expense containment.

The introduction of computer reservation systems to book airline seats means that they offer the best travel arrangements for individual travellers without favouring one airline over another.

The new computer systems offer a real prospect of improving further the efficiency of business travel booking and the service they provide truly meets the customers' needs. The benefits of an international chain of business hotels is part of the reason for the move to buy world-wide hotel chains. The importance of computer technology in both the airline and hotel industries is paramount.

Although the state of the world's economy is clearly a large determinant for business travel, there are also other factors that influence its development. The creation of the European single market, the opening up of Eastern Europe has led to a

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considerable increase in business travel. A number of leading hotel chains is developing business hotels in Poland, Hungary and Moscow to meet the demand.

As the world's economies become ever more integrated, and the ability to travel becomes both cheaper and easier, business travellers are increasingly wooed by a travel industry anxious to win their customers.


1.

How has the attitude to business travellers changed in the past few years?

2.

Why has it changed?

3.

What sectors of business travel are developing especially fast?

4.

Why is business travel stressful?

5.

What are the results of surveys concerning the dissatisfaction factors of

business travel?

6.

Why is travel management important?

7.

What new benefits do computer reservation systems offer?

8.

What is of paramount importance?

9.

What factors influence further development of business travel?

10.

In what way have the leading airlines revamped their business class services?


TRAVELLER’S TIPS

Mr. Patterson, who travels widely each year providing the consultancy service for overseas companies that want to operate in the UK, has developed a list of do’s and don’ts when traveling on business. His advice is for business people always to travel in a relaxed way as possible.

“People say British businessmen are shabby but I don’t think it’s true. When you are traveling, all you need is slacks and a sweater to feel comfortable. You don’t want to worry about your suit being creased. It’s better to change at the other end, especially if

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you are traveling any distance.” He always considers the possibility of jet lag and tries to sleep when his body tells him he should be sleeping. He eats only when he feels hungry and always has a drink at the beginning of the flight to relax him. He enjoys long-haul flights because they offer the chance to relax. He says there should be no telephones on such flights so that the business traveler can relax ahead of what is usually a heavy schedule. He greatly dislikes airports. “I don’t like it when we are treated like sardines at airports, especially at Terminal 2 at Heathrow. I prefer Terminal

4 and Gatwick Airport. I think airports ought to cater more for business traveler – maybe get rid of the duty-free area and have a separate lounge for business travelers.

There also has to be a solution to the endless queues foe checking in baggage.”

For Mr. John Mitchel , head of ICI’s eastern Europe operations, who has 25 years of business travel experience, airports present no particular problems but some of the ground staff certainly do. He said “They are pompous, officious and uninterested, especially those at Heathrow.” He finds it difficult to cope with jet lag. “When it goes beyond seven hours that has an effect on me and if I’m going to work straight after, work suffers a bit.” He prefers short-haul flights, which he uses to catch up on paper work. However, long-haul flights have one advantage. “I can relax and please myself. I like the idea of isolation on such flights, with no demands on me. I also enjoy being pampered on long-haul flights.” When travelling to Eastern Europe, Mr. Mitchel prefers to go by western airlines because:’ The Eastern airlines are like crammed cattletrucks, poorly staffed and difficult to get on.” Airlines from the west are not, however, blameless and says they “could improve their service by putting on better planes.”

As for hotels in Eastern Europe, he says many were “pretty sub-standard, the curtains hardly ever meet and are almost never lined. In Moscow and Warsaw, amorous ladies keep ringing you up. It is strait-forward soliciting and extremely irritating. In 25 years of traveling on business for ICI, Mr, Mitchel said he had visited

88 countries and seen the insides of some 230 airports. As for his favourite trip, “I shall never forget a trip from Griffith, in New South Wales, where I had gone to visit one of our research stations. A man carried my bag from the car. He then checked me in, loaded my luggage on to the small airplane and then got into the pilot’s seat and flew

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me to Wogga.” Mr. Mitchel admits to a love of Australia and its people and said “They have no respect for authority unless it is earned. I can associate myself with that.” “I regard Asia airlines and hotels as the best. I think it is something to do with their culture and general expectations of giving and receiving.”

No airline beats British Airways as far as Mr. Nigel Massey , marketing director of

Aldersgate Developments, is concerned. He says “Some years ago, I would have put my worst enemy on British Airways. But now I can honestly say, day and night, British

Airways is the best and where possible I try to fly with them. “A businessman wants an airline with people who understand. He doesn’t want duty-free, he just wants to get on, have good food and go to sleep, and BA epitomizes all look for in an airline.” As for

US airlines, “I find the average service on US airlines indifferent and resentful and sometimes downright scandalous.”

For London-based Mr. Barry Toogood, general manager, European agencies of the large US newspaper group, constant delays have meant to change to his working schedules. “Two or three years ago I could fly to many European cities and have a full day on business. But today, you are lucky to get three or four hours, so now I find I have an extra day,” he says. He also feels conditions for business people traveling in

Western Europe are very poor. When traveling in Europe, one feels shunted around as if on a bus.” He prefers long-haul flights. “Sindapore Airlines sticks in the mind for its all-round quality of service. They just seem to get more things right,” he says. He avoids US airlines. “They all seem to be run-down”.


1.

How does Mr. Patterson advise businessmen to travel? Why?

2.

How does he try to avoid jet lag?

3.

Why does he dislike airports?

4.

Why does John Mitchell have problems with the ground staff in the airports?

5.

How does jet lag affect his work?

6.

What advantages do long-haul flights have?

7.

What does Mitchell think of the Eastern Airlines?

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8.

Hoe does he describe his favourite trip?

9.

What does he think of hotels in Eastern Europe?

10.

Why does Nigel Massey fly only by British Airways?

11.

What does he expect from a good airline?

12.

What do businessmen think of the US airlines?


FREQUENT BUSINESS TRAVELLERS

Frequent business travellers - known as "road warriors" in hotel jargon because they make more than twenty business trips a year - want greater emphasis on service from hotels before new technological developments such as checking in and out with smart cards.

This was one of the central conclusions of the invitation-only seminar on the Hotel of the Future held at London's Hyatt Carlton Tower Hotel last week.

"I want a hotel not only to provide consistency of service but also to empower staff to have the authority to solve my problem at the same time," said Ms Thomas, a

European Media director and one of the seminar panel of frequent travelling executives.

Mr Bebbinglon, who is another "warrior", on the road for three months or more a year, recalled how he had been horrified by the service at a top hotel in Singapore.

"I was charged a hefty deposit when I asked to use a fax in my room and then had to suffer the indignity at check-out of waiting while a hotel employee checked my room to see if the fax was still there before the deposit was returned," he said.

Mr Nadeem, a lawyer, also emphasised service, saying he tried to ensure good treatment by establishing and maintaining good contacts with key staff. "I like to use hotels where I know the general manager," he said. "I think it is very important to be recognised as a regular guest."

Another panel member, Mr Paget, argued that the hotel of today is still trying to

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overcome the upstairs-downstairs syndrome of 150 years ago. He felt the main requirement "was the ability of reception to greet you and welcome you - and a card in the hotel room saying 'welcome back to the hotel' says a lot."

But Mr Jim Evans, Hyatt's senior marketing vice-president, believed new technology could "'improve efficiency and service, as well as controlling costs, while still retaining the human touch,"

He suggested that while the pace of change over the past decade had been evolutionary, there would be a revolution over the next five years. "Hotels will change dramatically in what they offer their guests. The television console, for example, will become the central focus of the room for communications, entertainment and interactive technology."

Hyatt was already experimenting in America with technology that enabled executives to check in to pre-assigned rooms by using credit cards in the hotel foyer to obtain a computerised room key and charge card.

While technology was changing for the traveller, he said, it was also making reservations easier. Next month Hyatt starts trials to allow direct access to its hotel inventory over the

Thisco travel web, at first just for travel agents but eventually for regular travellers as well.

It is possible that before long guests will be able to book their room, check in and check out, and receive room service from an automated kitchen without ever dealing with a hotel employee face to face. Not surprisingly, such investment in new technology will lead to higher room rates, Mr. Evans admitted.

It also emerged from discussions that the hotel room would almost certainly be seen more as an office-away-from-the-office, rather than a home-from-home. Increasingly, the hotel room was viewed as a place to do business, hence the move towards built-in work stations with modern points, good lighting and well-designed chairs. But the panel of executives still needed to be convinced that hotels would be able to guarantee the level of communications they offered now.

The seminar also indicated that business travellers had little interest in environmental initiatives such as fewer bathroom toiletries or towels, and all

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expected an increasing proportion of rooms - and public areas - to become "no smoking". Hyatt is not alone in trying to find what regular business guests want. All the large chains are carrying out trials.

Westin, for example, has rooms where the bed becomes a couch at the touch of a button, giving the room a more business-like appearance. Jarvis is experimenting with the delivery of room service through a cupboard accessed from outside the room: a light lets guests know the meal is there.

There remains one tradition hoteliers have yet to decide to keep: the chocolate left on the pillow at night.


1.

What kind of seminar was held in London?

2.

What was the key issue of the seminar?

3.

What views on further development of hotel business were expressed by the participants?

4.

How can new technology improve efficiency and service in hotels?

5.

Why do business travelers expect hotels to retain the human touch?

6.

Why was Mr. Belington horrified?

7.

What did Mr. Page mean by “the upstairs-downstairs syndrome”?

8.

What are the main lines of experimenting for big hotels?

9.

What did the seminar indicate in terms of environmental initiative?

10.

How are hotels trying to fond out what regular business guests want?

11.

What technological innovations would you introduce in your own hotel?


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CONFERENCE AND CONVENTION BUSINESS

Conference agents book conferences on behalf of different companies. They usually have a computer base so they have a good knowledge of all the venues.

Hotels, restaurants and other recreational and sport facilities offer conference agents incentives to use them whether it is an additional commission or a special rate for conference delegates. It’s because conference agents have gone to all the trouble of finding the business for them and it’s a quite honestly tedious process of telesales, of cold calling, going out knocking on doors of companies, giving them conference brochures, talking with them, asking them, you know, would they consider using us for a conference. It can take a long time. To make the work more efficient travel agents and conference agents unite into associations because working collectively creates more business. Associations of convention destinations are organized on regional base with one common goal to create successful conventions. Working together helps to develop professional practices in marketing and serving conventions; exchange computerized data about the past, present and future conferences: to foster closer cooperation between the private and public sectors; to upgrade the professionalism through training; to interest conference planners in pre and post convention tours; to create regional conferences and rotate them among member countries and to develop regional potential and promote the region as the most ideal convention destination.

As soon as there is a request for a conference, congress, workshop, panel meeting, symposium, or any other business session some of the major considerations should be taken into account.

The first , most important point, is the number of delegates attending because it makes a big difference to the size of the room and all other arrangements. The next thing to decide is what you actually want to achieve with the conference: is it a training session (one thing) or are you having a sales launch (quite another)? Then you must decide how long your conference is to last, how many days you anticipate you are going to need and what time of the year you want to hold it. The types of

73

activities and functions can be dependent on the weather, for instance if you intend to hold an evening garden party. Another point is where the conference is going to take place. Before you can decide on this, you must know where the people that you are expecting to attend will be coming from - to think about transport, parking facilities or some special preferences. And of course , you need to know who is actually paying for the conference. Are the delegates paying for themselves or is the company paying? Once you’ve decided all that and you have found the venue , you’ll have to think about the conference room size and layout ( formal or informal style, with desks, syndicate rooms), and conference equipment : flip charts, overhead and slide projectors, word processor, projection screen , closed circuit TV, simultaneous translation equipment, microphone, lectern, gavel and many other extras. You also need to know what refreshments your delegates will require, perhaps a break in the middle for a cup of coffee and a chance to stretch legs. You need to find out the dining requirements – will they be privately dined or is it okay for them to sit at small tables in the main dining room? Perhaps they want a gala dinner. So you can get down to the menu arrangements. Another thing to consider is accommodation. There might be very important people, so you want to put them in better rooms than the ordinary delegates, that is why you must work out a rooming list. And finally – are the delegates having leisure time? The delegates might want some activities organized. All these key points are very important if you want to succeed in this hard but very lucrative business.


1.

Why do conference agents book conferences on behalf of different companies?

2.

Why do conference agents and travel agents unite into associations?

3.

What forms of business meetings do you know?

4.

There are some of the major considerations that should be taken into account

for planning a conference. Which is the most important one? Why?

5.

What are the next things to decide?

6.

Why is it necessary to know who is paying – the company or the delegates?

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7.

What equipment is a must for holding a conference?

8.

Is conference business profitable?


ANCIENT RIVALS

The ancient university cities Oxford and Cambridge have more perceived similarities than differences. Both have been in the meetings business for a long time, with a mixture of civic venues, hotels and university colleges. Both have attractive city centres and both have parking problems. Unlike most modern universities, Oxford and Cambridge are composed of separate and autonomous colleges and halls. No two colleges are the same, and while this individuality is an attraction it can pose problems in marketing the universities as a single unit.

Two and a half years ago realizing the increasing value of conference business the Oxford Colleges formed Oxford Conference Line which now offers a one-stop enquiry point for vacancies and advice. Based at Christ Church College,

Conference Line is proving a great success.

Co-operating closely with Conference Line but covering a much broader canvas is the Thames and Chilterns Tourist Board (TCTB). Conference and

Corporate Hospitality Enterprises (Cache), the TCTB's free venue service, came on line last month and looks after Oxfordshire as well as four other counties. This is backed by a comprehensive database of venue details, regularly updated with personal recommendations and findings.

Oxford, a larger and perhaps more bustling town than Cambridge, has a mixture of old and new colleges. Balliol, University and Merton were founded in the 13th century and Templeton and Wolfson in the 1960s. This mixture of ancient and modern gives organisers a wide choice, and 36 colleges now offer meeting venues between late June and early October and at Easter and Christmas.

Availability varies and as Cache manager Gill Pattinson says: "Some colleges have

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bookings to 2004 and some are hungry for business."

The older colleges are particularly attractive to overseas delegates and although not always able to offer sumptuous facilities, they provide ambiance and atmosphere. Dr. Gilmour of the Commonwealth Secretariat said of his recent meeting: "We found the experience of using Christ Church to be an extremely positive and pleasurable one. I think this is reflected in the fact that we are coming back this year."

Caroline Sumner, who arranges meetings for Butterworth Heinemann

Publishing, says that although she would like to go back to St Catherine's College, she "prefers the Cambridge colleges because there are more on-site lecture theatres." Several Oxford colleges have been extending their facilities. Worcester has a new unit, Exeter a new lecture theatre for 150 and Somerville recently opened a new lecture room. St Anne's college is building a new complex with lecture theatres, seminar rooms and additional accommodation which will open this year, and Christ Church has plans for development. Cost is always an important consideration and with an average delegate rate for 2004 of £45 for full board and

£23 for room and breakfast, the colleges are very competitive.

Not all delegates want to stay in college and Butterworth Heinemann, which has held meetings in Oxford and Cambridge, says the average hotel take-up is about

15 per cent. Among the good Oxford hotels is the refurbished 109-room Randolph.

Built in 1864, this well known hotel directly opposite the Ashmolean museum has meeting space for up :o 280 delegates.

Another busy conference hotel is the 155-bedroom Oxford Moat House at

Wolvercote, which has ten conference rooms and 20 syndicates. Many of the hotels have meeting space, including the 15-bedroom, soon to be 45, Priory Hotel at Iffley, two miles from the city centre.

Some other hotels complement the meeting venues, such as the prestigious Old

Parsonage in Banbury Road. Older than many of the colleges, it dates back to 1308 and was at one time a stronghold for the civil war Royalists and later a home to

Oscar Wilde. Now it is a hotel with 30 well appointed bedrooms and a combined

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bar and restaurant. There are also plans to build a 150 bedroom hotel on a site near the railway station.

Oxford has a distinct central car parking problem, but then cars were not envisaged in the 13th century when the city was taking shape. However, as well as the civic car parks, some colleges, like St Catherine's, have space and it is possible to rent parking space at the University Sports ground. However, transport services to Oxford are excellent. There are frequent rail services to London and Birmingham, and excellent coach services to London and Heathrow, with links to Gatwick.

Oxford also has its share of meeting places within striking distance of the city.

The high-tech Williams Conference Centre which opened two years ago has two main meeting areas featuring the latest technical equipment. The centre is eight miles from Oxford and three minutes from Didcot station. Open to delegates, and a bonus for racing car enthusiasts, is the fine collection of Williams Formula One cars which have raced in the world championships since 1978. Contrasting is Le Manoir Aux Quat'

Saisons at Great Milton, some seven miles east of Oxford. As well as one of

England's premier restaurants, this restored 15th century manor house has 19 bedrooms and two meeting rooms and is ideal for a small notable meeting.

The picturesque Old Swan and Mill at Minster Lovell is a 600-year-old inn together with mill buildings that have been carefully restored and converted into a 60bedroom hotel with two separate conference buildings. Both have various meeting and syndicate rooms with the latest technical support. The location, in grounds next to

River Windrush, lends itself to management activity events. Standards are high and are maintained by an enthusiastic young staff. Eynsham Hall Conference Centre, 10 miles outside Oxford off the M40, is a specialist conference centre with accommodation for 146. It has a total of 10 conference rooms and 25 seminar rooms housed in four separate buildings. Adjacent to the main building is Eynsham Court, a purpose built conference centre which opened in 1988. The four conference suites here all have closed circuit television and large screen video equipment. In addition, there is the Lindsay Building, specially equipped for training, and Eynesham Lodge, a new residential complex. о Cambridge has been a popular meeting place for many years and

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the six hundred year-old blend of college and town provides a variety of venues in a small area. Wendy Morris, conference and marketing assistant of the Conference

Information Point in Cambridge, looks after the meetings scene, hotels, colleges and surrounds for the city. Impartial advice is given on the most suitable venues and a range of services is offered to conference organisers to help with meeting planning.

University colleges from ancient Peterhouse to modern Robinson, cater for out of term conferences $ The larger conferences are often booked two years ahead and sometimes use a mix of adjacent colleges, lecture rooms and hotels. Peter

Sutton, one of ICI's conference team, says: "We are Cambridge fans and have been running meetings in the city for years. Most of the delegates are from overseas associated companies and they keep requesting to come back. We use a number of colleges like St Johns, Kings and Queens and they treat us like a good hotel would treat us. Attitudes are changing - they are much more aggressive in providing the things we need. Both St Johns and Queens have put in new meeting facilities and this has transformed things."

Many colleges are extending their facilities. Churchill College is building a new residential continuing education centre which will open this autumn. A 95seat lecture theatre, five meeting rooms and 73 beds will be available throughout the year. The smaller Hughes Hall has a new suite for 100, and 40 bedrooms are available during the summer term. This will increase when a new 28-bedroom building is completed in August. Cambridge has a reasonable selection of conference hotels. The riverside 118-bedroom Garden House Hotel has meeting space for up to 200 delegates, as well as use of the lecture theatre of the oldest college, nearby Peterhouse. It increased its grading in 1992 AA Hotels and

Restaurant Guide, and has also been awarded the Wines of Excellence symbol in the 1992 Ashley Courtenay Guide to Hotels of Distinction.

The new city centre Holiday Inn is now open and is proving very popular.

Imaginatively designed with spacious central areas, it has a number of meeting and syndicate rooms and 200 bedrooms. Also centrally placed is the four-star

University Arms Hotel with 117 bedrooms and meeting space for 200. A little

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further out is the 119-bedroom Post House Hotel with its business centre and space for 80.

Cambridge's largest venue is the multipurpose Corn Exchange. Now fully restored and converted, it provides a flexible site for meetings, exhibitions and shows. The main auditorium seats 1,450 and has good acoustics as well as full technical and catering support.

Although like Oxford Cambridge also has its parking problems, getting there is easy. Frequent train and coach services link the city to London. Stansted airport and the Midlands. A big plus is Marshall's Airport at Cambridge, which accepts regular charter flights. At Mildenhall, north of Cambridge, is the 114-bedroom Smoke

House Inn and Conference Centre. This venue offers first class facilities, including six meeting and many seminar rooms and provision for disabled delegates. Meals are taken in the comfortable main hotel.


1.

Have Oxford and Cambridge been in the conference business for a long time?

If so, why?

2.

Why is Oxford Conference Line proving a great success?

3.

Why are university colleges very competitive price-wise?

4.

Do Oxford and Cambridge offer a large choice for conference organizers?

5.

Are there any purpose built conference centres?

6.

What can a multi-purpose venue be used for?

7.

Do all the meeting venues include provision for disabled delegates?

8.

Is the accessibility to both cities an asset?

9.

What venues provide the latest technical and catering support to conference business?


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TRAVEL TECHNOLOGIES

TRAVEL COMMUNICATION EVOLUTION

The massive explosion of new electronic marketing possibilities across the

Internet is currently causing a lot of excitement in the travel industry but also some concerns of how to optimize the new opportunities. A whole new world of easily accessible markets and target audiences are opening up. However, it is up to all the industry players to determine how they will harness these new opportunities which heralds a new way of doing business.

Almost on a daily basis every sector of the industry is bombarded with various offers regarding electronic global distribution and multimedia communication. It is often difficult to cut through the techno jargon and hype so as to establish what the systems entail and what benefits they hold.

The Internet and multimedia communication provides an easy way of effectively communicating information to a global audience by using more than just traditional text. The medium lends itself to the use of interactive text, pictures, maps regular updating and in future also virtual reality, video and sound on a commercially viable scale. It presents the target audience with the tools to have easy convenient access to more information about the products they are about to sell, book or buy at a place and time which is convenient to them.

The days of the Internet just being used by the military, students and the technically minded are over. This communication platform has rapidly grown to an effective business tool and a very easy way to communicate across time zones and borders. It has also exploded into a prime advertising medium with more opportunities than just having an own Web site. According to I/PRQ, the Internet is already used by more than 50 million people across 500,000 registered domains and these figures are still rocketing upward projected 199 million users. A clear sign of what the future of market communications holds.

The international marketing place has become more demanding and more

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competitive - for the suppliers of travel products and travel professionals alike. This year more than $518 million was spent in total trade across the Internet of which

$126 million was in the travel industry. I/PRO foresees that travel trading on the Net will grow to $1579 million over the next four years. With these figures in mind, the successful communication of marketing messages has become an even more vital part of doing business. The Internet can be the vehicle for all travel sectors to play according to the new marketing rules. Like in traditional ways of doing business, providing the customers with what they want, is still the key to success.

The Internet is often seen as an intimidating maze of information. Target users must be guided and must have easy access to complete information. The tools to react on to their options must be supplied in an easy and convenient way. Listings on all major search engines as well as on line and traditional awareness campaigns are essential. The provider of choice must not only be able to provide a well used and promoted system but also needs to offer all the services to make communication and reservations easy and cost effective.

Few systems offer the complete service of information, search and compare facilities, reservations as well as various marketing and communication options.

As an example, the heavily promoted site LEISUREPLAN-LIVE is one system which aims to provide a tool for use by the whole travel industry as well as the consumer. They have a well developed search and compare facility with text and five pictures per product, a destination information module with an international network of Web cameras as well as a mapping facility. Currently they offer booking information and electronic fulfillment via e-mail but will soon also cater for on-line reservations. Their fast growing database is complemented by the complete range of additional marketing and communication products and services they offer in addition to their free listings. (Web site: www.leisureplan.com)

Marketing and communication in the travel industry is evolving fast. Those reluctant to change and hesitant to make use of the opportunities from the start are at risk of being left on the hard shoulder the cyber highways that are busily carrying the travel industry into the lucrative future.

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1. What is the key to success for all travel sectors?

2. What does the Internet and multimedia communication provide?

3. What has the Internet also exploded into?

4. What is the key to success?

5. Why must target users be guided and have easy access to complete

information?

6. What does the heavily promoted site Leisureplan-Live aim at?

7. What does the Leisureplan-Live site have?

8. What proves that marketing and communication in the travel industry is

evolving fast?


THE NEXT GENERATION OF HOLIDAY RESERVATION SYSTEMS

The Internet is probably the most significant development with regard to computerizations since the development of view data. What the internet has done is bring global networks into the home. What previously could only be afforded by the large corporations, airlines and travel agency networks can now be achieved with a simple internet connection. At present it is quite easy to book flights and hotels on the net, packaged holidays however are not so easy. It can be quite frustrating to see a holiday advertised and attempt to book it only to be given the phone number of a call centre or an e-mail enquiry coupon. The problem is due to the fragmentation of the holiday market. Whereas the airlines have been able to adapt their highly centralized systems by adding an internet front end this was never the case with holidays.

Holiday reservations are by nature much more complex than flight reservations and there is a huge amount of investment gone into developing systems over a number of years which were not written with the internet in mind. Most companies first reaction

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will be to add internet front end reservation systems onto the back of their existing applications. The ease by which this will be achieved will depend on the technology used by their existing systems. In general the older the system the more difficult it will be to add internet connectivity.

There is an alternative more radical approach however. Scrap your old system and go to a system that was written to work with internet technology from the outset.

This type of system should have a single modern interface. The whole application both front and back office routines should work within a browser.

What are the advantages of the next generation systems:



Entry level costs are at least 50% less than a conventional system.



Access the system from anywhere at any time and perform any task from any

PC connected to the internet.



Low maintenance as complex servers can be located at specialist facilities.



High performance using the latest client server technology.



Total scalability from 1 to 1000's of users.



Lower staff training overheads.



The internet is a marketing tool.

With e-commerce about to explode and with travel expected to account for 40% of the market, now is the time to consider your companies strategy with regard to the

Internet. We will witness huge changes in the market place over the next few years.

New players will enter the market and there will be major casualties along the way.

The Internet represents a strange new world and new set of rules. Those companies that embrace the new technologies will survive, but remember, it's like the Wild West out there and the frontier is moving very fast!


1.

What has the Internet done?

2.

What is it easy to book on the net and what not?

3.

Why are holiday reservations much more complex?

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4.

The problem is due to the fragmentation of the holiday market. What does it mean?

5.

What are the advantages of the next generation systems?

6.

Which companies will survive?


THE FUTURE OF TRAVEL AGENTS IN THE AGE OG THE INTERNET

The death knell for viewdata is called every 6 months, and its persistence is more a testament to the paralysis of the 3 big sectors (The Tour Operators, Travel Agents and the network providers) that have an interest in the status quo.

So how does it survive? Firstly, it does the job. Every Saturday afternoon for 6 months of the year dozens of people crowd into agents and get their holidays booked.

This works, and therefore there is no incentive to change.

Secondly, it has become a de-facto standard. Travel Agency staff are trained in the use of view data and the specific features of certain operators and the public are now used to seeing the vulgar screens.

Thirdly, there is reluctance amongst the 3 sectors (the travel agents, tour operators and network suppliers) to do anything new. The investment in infrastructure amongst these groups has been considerable. There have been some attempts at change (Some may recall the efforts by the GTI group back in 1994 to create the replacement for viewdata, but all this project seemed to do was distract all the other Tour Operators for several weeks in peak season. The project died some months later.)

What can the future hold? Surely the favourite is an Internet based service. The increasing speed with which larger tour operators are now taking up new windowsbased technology, will soon affect their distribution to agents. The fear for agents is that they will be by-passed as consumers will book directly. The Internet has already proved to be a very successful medium for consumers to buy certain products. The

Amazon on-line book store (which is challenging the major UK book shops) and

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eToys site (eToys was set up just 2 years ago; it is entirely on-line and is now worth more than Toys R Us). Other examples include technology suppliers such as Dell computers and Cisco.

Certain travel products such as Scheduled air tickets also sell well on the Internet.

There is a common thread throughout all these products. Consumers are familiar with them and the on-line purchase represents a low-risk. Also the product is very simple and the software required to search does not need to be complex.

This simple, low-risk familiarity is not found in all travel products. The types of travel products which are not likely to be attractive to these "eComsumers" include on-off luxury purchases, such as a honeymoons or high value cruises. There are the kinds of products that attract high commissions and the chance to sell high value extras.

The good news

But this is not new, Computers have always been great tools for certain things

(adding up, storing data) and really bad at some things (giving personalized advice and making on-off decisions). The good news here is that the most interesting part of a travel Agent's life - making interesting holiday suggestions for clients who have time (and money) to spend will be made better by the widespread use of the internet. л The message is that certain products are susceptible to eCommerce, and rather than fight against this, travel Agents should grasp this opportunity.


1.

What are the main signs of today which prove that travel agents will survive

in the future?

2.

Should travel agents fear and resist the Internet? Why?

3.

How does it survive?

4.

Is the potential of the Internet for travel agents great?

5.

What types of travel products are not attractive to “eConsumers”?

6.

When does the on-line purchase represent a low-risk?

7.

What are the advantages of the next generation systems?

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8.

What are computers good and bad at?


AMADEUS

Travel Solutions

Amadeus; Global Travel Distribution is a leading information technology company serving the marketing and distribution needs of the travel industry. Amadeus provides a world-wide neutral distribution system for travel professionals. airlines, hotels, car rental companies and other travel service providers We offer our users booking capacity and comprehensive information on the world's travel services, as well as powerful travel management tools

World Leader

With more travel agency locations connected than any other GDS, Amadeus is the world leader. More international bookings are made through Amadeus than through any other system. With over 175,000 terminals, Amadeus is present in 119 markets, with a dominant position in Europe and South America and a strong presence in

North and Central America, Asia Pacific and Africa Over 460 airlines are bookable in the system, and more than 40,000 hotel properties and 50 car rental companies are also available for reservation

10 Years

Founded in 1987 by Air France, Iberia, Lufthansa and SAS, Amadeus created' its first

National Marketing Company in Finland in 1988. 1989 saw the first million flight bookings, and by 1990 the Amadeus Data Centre was opened in Erding, near

Munich. From there Amadeus went from strength to strength introducing new products, creating regional offices, and forming strategic alliances. In 1995 Amadeus consolidated with System One, a major US computer reservation system, and at the same time Continental Airlines became the fourth shareholder of Amadeus, replacing

SAS. During 1997 we confirmed our ongoing development in the world of travel reservations by introducing Internet products and our global web site -

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www.amadeus.net.

Ingenuity

As the youngest GDS, Amadeus has already successfully faced many challenges -but these challenges continue. Over the next 10 years there will be significant changes in the world of travel distribution, and travellers will expect different services from a

GDS. As the world's leading global travel distributor we are technologically advanced and we intend to capitalize on that. We also work in partnership, acknowledging our customers experience and wisdom to bring a touch of ingenuity to all our products. For such a young company we've come a long way in 10 years. We are proud to be called the world leader.

After reading the text, make a ten-minute presentation on any GDS. It should include the following points:



Travel solutions.



The number of terminals and markets worldwide.



Experience and strategy.



Technological advancement.



Challenges.

SABRE Europe

In an increasingly competitive market travel professionals are using technology to keep them one step ahead of the competition. The result is that travel technology is developing in leaps and bounds with an ever expanding, and frequently bewildering, range of products and services. This, together with the increasing use of the Internet and a growing travel market, presents tremendous opportunity for travel agencies.

The SABRE Group markets the SABRE global distribution system and installed its first computer reservation system terminals in travel agencies in 1976. Today it is

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the world's largest global distribution system and the SABRE Group is listed on the

New York Stock Exchange. Its subscribers, mostly travel agencies, span the globe.

They can book anything from theatre tickets to hovercraft journeys, package holidays, hotels, car hire and flights on over 370 airlines. SABRE subscribers use the system for all areas of travel planning and booking. The company's massive database provides detailed information from its own database and directly from travel suppliers' systems.

Located in an underground bunker in Tulsa, Oklahoma, the SABRE host computer system is the largest privately-owned real-time database in the world, second only to the US Pentagon's system. Typically it deals with over 5,000 transactions a second, with a record 5,300 transactions a second logged in August 1997.

In response to this anticipated demand, SABRE recently launched Travelocity, its Internet travel booking system, globally. This gives consumers in 70 countries the ability to book their own transport and accommodation. So should travel agents fear and resist the Internet? Bob Teerink, SABRE Europe's marketing director, thinks not. "Some travel agents are concerned about the growth of direct booking opportunities through the Internet," he said. "They feel they are being pushed out of the way. But as long as people want to discuss travel and holiday choices with an expert who can add value to the actual booking, there will always be a need for travel agents."

Teerink says agents should take advantage of the vast amount of travel information available on the Internet to improve customer service. The SABRE

Group is using the Internet not to bypass travel agents, he says, but to develop products to help them generate additional business. Even direct bookings made through Travelocity will earn SABRE-automated travel agents commission, as their names are listed in Travelocity's travel agent directory and all ticketing is done through them. He uses his company's Internet booking product, SABRE Web

Reservations, as another example of how the Internet can help agents generate additional business. "This gives the travel agent a presence on the Internet and an opportunity to generate additional revenue from 'surfers' who want to book their holidays," he said. "We also offer agents the latest travel news and information

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through our dedicated search engine, SABRE Agent Explorer, a key feature of our two core agency platforms - Planet SABRE and Turbo SABRE. SABRE Agent

Explorer collates all travel-related information on the World Wide Web and gives agents access to a huge stockpile of facts and information which they can then use to add value to their consultant role." Teerink is adamant that the Internet represents an opportunity, not a threat. "Agencies are in a win-win situation. The Internet, properly managed, is unlikely to have a detrimental effect on them. On the contrary, the potential is there for them to use it to great advantage to grow their business and promote their services. If that's the path they choose, SABRE will always be there to help them."


1.

What presents tremendous opportunities for travel agencies?

2.

What proves that SABRE is the world’s largest global distribution system

today?

3.

What do SABRE subscribers use the system for?

4.

What is a peculiar feature about electronic ticketing?

5.

Should travel agents fear and resist the Internet? What is Bob Teerink’s point of view?

6.

What should travel agents take advantage of the vast amount of travel information available on the Internet for?

7.

How can the Internet help agents generate additional business?

8.

What is SABRE Agent Explorer?

9.

What is Planet SABRE?


TECHNOLOGY IN HOSPITALITY

Technology in the hotel industry seems disparate at best. Although it's not uncommon to hear about your preferred hotel chain having a Web site or being able

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to search for and find a hotel online at another travel supplier's Web site, it seems the use of technology in the everyday workflow of running a hotel is sparse. In my job,

I've worked with many hotels that don't even have e-mail access for their employees.

When I meet hotel staff that let me know that they do not have this most basic form of new communication tool, I sarcastically ask if their managers would like me to call them on their rotary phone and try to sell them my 8-track collection. For hoteliers, the technology needs for their company can be broken down into two major components that encompass every person they will contact: their employees and their customers. Not only is access to up-to-date technology imperative, but adequate training on the use of these systems and resources as well. The front desk of a hotel should at the very least have access to all major computer user assets, including but not limited to mainstream office software titles, e-mail, and Internet access. This not only enables them to more effectively communicate with coworkers and upper management, but also with their customers and corporate clients. Many times I have requested information from a hotel, so that I can update their Web page or other marketing materials, only to discover that they cannot send me a file in a preferred format or open a file I may send to them. This type of resource and information allows the front desk staff to quickly alert me to changes in their service offerings, updates to their property, as well as the availability of last minute purchase deals and rebates for our respective clients. In pushing the limits of how a property could use technology to equip its staff to more effectively handle the requests of customers, imagine a housekeeping staff equipped with remote contact devices that would locate the closest employee to the guest in need and communicate that need without any direct human communication or contact. This same system could also be used to send inventory requests back to a central location to be filled and delivered at the next room cleaning, or more urgently if requested. The most obvious use of technology that a hotel should make use of is those areas that directly impact a prospective customer's contact or communication with the hotel. As stated earlier, many hotels have great Web sites that allow from the most obvious of services, booking a reservation, to lesser-known services like finding an appropriate restaurant for a

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business dinner within walking distance to your hotel, or taking a virtual tour of the property. However, a Web site shouldn't just be another way to make a reservation. It must be a form of dialogue between supplier and customer that cannot be more efficiently shared in any other way. By this I mean that if every customer knew exactly what was wanted and where, we could just make a phone call to the hotel's

800 number and be done with our reservation.

Personally, when I visit a Web site, I want to get information from that Web site that cannot be received in any other single location. I want information on rates

(standard and specials), weather, location, room amenities, maps, distance, directions, points of interest, hotel ratings, restaurants, nearby corporate facilities, and more.

And not only would I like for you to tell me what other sister properties you may have in the area if my first choice is sold out let me know about a competitor's property across the street. You want another chance at my business? Give me a discount to use at another property on my next stay. As a guest, not only do I want information available to me on the Web before I make the reservation, I want highspeed access once I'm in my room. I believe hotels should make corporate agreements with nationwide Internet service providers (ISPs) that would allow me to use high-speed Internet connections at your hotel free if I'm already a member of that

ISP, at the very least a competitive rate. If I'm a true road warrior, I more than likely have a preferred hotel company I choose to give my regular patronage to. I should be able to sign up to a hotel's frequent guest program and use my "points" for free access at any of your properties. I should be able to order room service online, access messages online, check out, make dinner reservations at local restaurants, and confirm ground transportation needs during my stay and upon my departure. With the exponential growth of wireless devices, allow me to make download directions to local points of interest from your property as well. Somewhat in conjunction with online services, a hotel needs to make sure they are using one of the global distribution systems (Amadeus, Apollo, Galileo, or Sabre to name a few) to most effectively market property agencies. There is a great need of understanding in a hotel's sales office, how their agency clients use these systems to book their

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properties. There are many limitations to finding or selling hotels through these systems. Many will shirk the responsibility on the GDS's, but I believe hoteliers need to be proactive in their involvement with insisting change in some of these systems.

Many of these systems are now integrated with corporate preferred and managed online booking systems. Limitations in the GDS's directly inhibit the ability and ease of business travelers to find the properties desired. Closely related to this problem of finding the preferred property is also now booking the preferred rate. It's regularly becoming a problem of making sure contracted, negotiated rates are available to be booked directly through the system, without the need for a phone call to verify a rate.

Most travel agents agree, unless a client specifically asked for a property and for them to contact the hotel directly to verify a rate or availability, they would be more likely to try and sell a hotel they knew they could book through the system without any problems. If your hotel is sold out, do NOT display your property in my system as having availability, only to let me know to search for one of your other properties in the area. Also, hotels need to be aware of how their listing a GDS can affect the ability for someone to find the property desired. If you're closer to one airport in a multiairport city, do not list your property as being closer to the larger, busier airport.

Join your property search function to all airports in the city. Use standard naming conventions in all your property's listings. As stated before, because of the way a hotel's name is listed in one GDS, our customer can't search for a hotel by the actual brand name of the property.

These are just some of the ways technology can directly affect the bottom line of making the all-important dollar. Use technology to make it easier for agencies to find and sell your hotel, for your employees to service guests as quickly and most efficiently as possible, as well as provide services to guests that will keep them loyal customers for years to come. Something I've learned recently in my experience in the industry: It's not necessarily the free tickets travelers are interested in for their frequent flyer points, it's the way they are treated for being recognized as an important customer to the company.

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1.

What are the two major components of the technology needs for hoteliers?

2.

What do office software titles, e-mail and Internet access enable the front office to do?

3.

What does the new type of resource and information allow the front desk staff to alert to?

4.

Give one example (mentioned in the text) of how the staff can use technology to more effectively handle the requests of customers.

5.

What kind of information the customer wants to get from Web site?

6.

Is it easy to buy the preferred rate through the GDS?


TRAVEL INFORMATION SOURCES

With travel publications you can become an instant expert on destinations, hotels, cruise ships meeting facilities around the world or you can target your marketing to the world’s top travel professionals and planners. Travel information is delivered across print, film and electronic media, in trade newspapers, magazines, guides on-line and video services- whichever format is most suitable for a travel professional’s needs. Travel publications offer a real competitive advantage: as a travel agent, you have the confidence that the information you are using is not just the most thorough and regularly updated available, but is creating value-added services that attract and retain customers.

HOTEL& TRAVEL INDEX

Hotel &Travel Index is the most comprehensive source of information on destinations, hotels, resorts and inns worldwide. Now H&T Index has a new service that enables you to make better use of the Internet. It’s easier for you now to visit hotel websites directly in just seconds. This new service enhances Hotel & Travel

Index’s position as the most referred guide with hotel bookers.

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THE OFFICIAL HOTEL GUIDE

This is a frequently consulted information source that has proved indispensable for travel professionals. Official Hotel Guide features detailed editorial descriptions of about 30 00 hotels worldwide, and a practical 10 point classification system enabling travel agents and their clients to make selections based on unbiased evaluations.

OFFICIAL MEETING FACILITIES GUIDE INTERNATIONAL

It covers properties on a global level. The guide includes a new facilities file, providing a quick comprehensive listing of hotels with meeting facilities and a helpful checklist of “things to consider” when planning a meeting. Each entry contains information assisting organizers in shortlisting potential venues down to a manageable few.

WIESSMANN TRAVEL REPORTS

The reports, which are available on-line, in software and in print, help to create impartial mini travel guides tailored to suit customers’ individual itineraries.

Subscribes will receive a software program that can be used to download the precise information that customers need.

DESTINATIONS ON TAPE

It is a one stop distribution and advertising service that reaches over 500 000 consumers and travel agents quarterly. You’ve got a great destination or hotel and you’ve already produced a great promotional video and you want it watched in your major market. Destination on Tape service will include you into the catalogue and promote you through online video library.

STAR SERVICE

Star service delivers what every travel professional is looking for. Candid and detailed opinions on the services and facilities of more than 10 000 hotels, 150 cruise ships, based on personal inspections are carried out by Star Service’s worldwide correspondents. Each report covers areas such as the quality of the

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restaurants, the number of meeting rooms and the size of the guest rooms. The cruise reports review individual ships, from cabin decor to itineraries.

TRAVEL WEEKLY

Travel Weekly is the most popular newspaper of the travel industry. Read and referred to by over 200 000 tour operators and travel counselors, it features the industry’s most current news , thorough reporting, in-depth analyses, columns, ‘howto’ information and more. (Publications worth to be mentioned: Meetings &

Conventions, Travel Age West, Tradeshow Week and others)


1. Are travel publications important?

2. How is travel information delivered?

3. Why do travel publications offer a real competitive advantage?

4. What is the most referred guide with hotel bookers? Why?

5. What does the Official Hotel Guide feature?

6. What includes a helpful checklist of “things to consider” when planning a

meeting?

7. What do Weismann Travel reports help to create?

8. Can travel professionals rely on the Star Service? Why?

9. What is the most popular newspaper of the travel industry?


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I. Ecotourism advocate

ENGLISH-RUSSIAN GLOSSARY

OF THE TOURISM INDUSTRY TERMS awareness рекомендовать осведомленность, информированность deterrent benign carrying capacity coastal waters congestion degradation derelict deserve credit designate devastation disaster dispersal disposal of the waste disused earmark ecolodge empirical data encompass ethos extend fines устрашающий благоприятный пропускная способность прибрежные воды перегруженность, скопление, затор ухудшение, вырождение бесхозный, заброшенный заслуживать похвалу обозначать, указывать, объявлять опустошение бедствие, несчастье рассредоточение утилизация отходов неиспользуемые предназначать домик, построенный и функционирующий в соответствии с экологическими стандартами данные, построенные на опыте охватывать, заключать характер, дух расширять сферу влияния штрафы

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flout basic standards forego fringe generic term indigenous juxtaposed light rail odd off peak season oil spillage overdevelopment overloading penalty precautionary principle preventative actions prudent purport rectify recycle regenerate reluctant revive rigorous selective promotion signposting stem from sustainable approach timed entry tickets грубо нарушать общепринятые нормы отказываться, воздерживаться от второстепенный, не главный обобщенный термин местный смежный, сопредельный монорельсовый городской транспорт странный, случайный период относительного спада масляный разлив чрезмерное хозяйственное освоение

( природных ресурсов ) перегруженность взыскание, наказание, штраф профилактические меры превентивные действия осторожный, предусмотрительный подразумевать исправлять перерабатывать восстанавливать, обновлять делающий с неохотой, неохотный восстанавливать, возрождать строгий, точный, суровый избирательная реклама ( на определенного потребителя) снабжение указательными знаками возникать экологически рациональный входные билеты, нормированные по

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visitor management way marked trails zeal

II. Rural Tourism adapt to amenity-rich destination at reduced rates authenticity charity clay pigeon conservation efforts converted deem demand for derive from donate ecologically pure produce en suite endeavor enhance evocative foster handicraft heritage horticulture inglenook fireplace levy taxes времени управление потоком посетителей специально проложенные тропы рвение, старание приспосабливаться к место, где много развлечений со скидкой аутентичность, подлинность благотворительность летающая мишень охрана природы реконструированные полагать, считать спрос на выводить делать пожертвование экологически чистые продукты улучшенные условия (в комнате есть все удобства) старание, попытка улучшать, усиливать вызывающий воспоминания способствовать, поощрять ручная работа, ремесло наследие садоводство местечко у камина облагать налогом

98

limited benefits manor house mitigate mural nonmetro communities outset personal belongings privacy quaint real estate refectory renovate retail business rigid itinerary rustic savor self-catering spacious sprawl tax revenues traffic congestion transitory turret unrivalled unsightly vaulted vehicle for marketing ограниченные льготы усадьба, поместье уменьшать фреска, настенная живопись сельская местность начало личные вещи уединенность привлекательный своей оригинальностью или старомодностью имение, недвижимость трапезная (в монастыре) реставрировать, восстанавливать розничный бизнес маршрут со строго обозначенными пунктами посещения деревенский, простой смаковать самообслуживание просторный беспорядочная застройка доходы от налогов дорожные пробки временный башня непревзойденный неприглядный сводчатый, куполообразный средство для маркетинга

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vicinity in the vicinity of volunteers’ labour wholesome food

III. National Parks accessible adversely assume average backpacking gear be drawn to bestow breathtaking carrying capacity conservation efforts decline deem dehydrated derange deterioration disembark disseminate disturbance ecological integrity enlightened decisions entrance fee equilibrium evenly окрестности поблизости волонтерский труд здоровая (полезная) еда удобный для осмотра и обслуживания неблагоприятно принимать, брать на себя

(ответственность) средний снаряжение туриста тянуть, привлекать присваивать, жаловать захватывающий, потрясающий пропускная способность охрана природы спад, ухудшение полагать, считать обезвоженная пища нарушать, приводить в беспорядок ухудшение, порча высаживать распространять, оповещать нарушение, дисклокация экологическая целостность просвещенные, разумные решения входной билет равновесие равномерно

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evolve expand fragility freeze-dried grave groan under hand-in-glove hands-on activities hazardous highlight hike introduction of exotic species lack of lighthouse novice off the beaten path overcrowding personalized service portage proximity ranger rationing rectify restriction scavenge shared responsibility strenuous развиваться, эволюционировать развиваться, расширяться недолговечность, хрупкость замороженные (продукты) мрачный, печальный стонать под (весом) очень тесно активные формы отдыха опасный, рискованный, аварийный выделять, освещать (в прессе) путешествовать, ходить в походы внедрение (привоз) экзотических видов отсутствие, недостаток маяк новичок не по проторенному пути, необычное перенаселенность персонифицированная

(индивидуальная) услуга переход близость, соседство лесник, гид национального парка нормирование исправлять, регулировать ограничение убирать мусор, чистить обоюдная ответственность напряженный, энергичный

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highlight involvement launch on the agenda panel meetings pivotal profitability purchase reckon on retail rigid mould supplier survey terrain unlawful removal unimpaired vague vulnerable

IV. Tourism Trade Fairs and

Exhibitions booth buyer close deals cultivate exhibitor flagship goal местность, территория незаконный вывоз, естественный отбор незатронутый, непострадавший неопределенный, неясный уязвимый, ранимый

(выставочный) стенд покупатель заключать сделку способствовать, развивать экспонент, участник выставки флагман, передовик цель освещать (в прессе) участие начинать, издавать на повестке дня заседание экспертной группы основной, главнейший рентабельность, доходность покупать полагаться на розничная продажа четкий (строгий) шаблон поставщик обзор

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synergy target market wholesale participant

V. Tourism Etiquette accelerate accentuate adoption aesthetic altered amenities aversion begging binding brief by adhering to confront consumerist behaviour courtesy defuse denigrate discard drift to ersatz estimate exaggerate frustration guarantor совместная деятельность целевой рынок оптовая торговля участник ускорять, форсировать подчеркивать, обострять принятие, заимствование эстетический измененный благоприятные условия отвращение, антипатия попрошайничество, нищенство обязывающий, обязательный информировать придерживаясь ч-л противостоять, сталкиваться потребительское поведение вежливость, учтивость сглаживать (противоречия) порочить, оговаривать отказываться (от прежних взглядов) сдвиг суррогат оценить преувеличивать чувство разочарования, неудовлетворенности поручитель

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harmless prank haste host incorporate induce inevitable initially irreversible irritant judgment long for loss of dignity manifest misgiving mores offensive

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supersede tension thrust tourist circuits urban population virtue wanderlust xenophobia

VI. Timeshare affiliated approximately availability be backed by convert perpetuity be targeted at because of persistent soliciting capacity commodity compete with condominium conventional cost saving deeded contract determination diversify diverted from equitable exchange вытеснять напряжение, неловкость суть, главная тема сфера компетенции городское население добродетель страсть к путешествиям ненависть ко всему иностранному дочерний, являющийся филиалом приблизительно наличие, готовность спонсироваться преобразовывать, трансформировать пожизненная рента быть нацеленным на из-за постоянных уговоров вместимость товар конкурировать совладение, кондоминиум обычный, стандартный снижение себестоимости земельный контракт стремление вкладывать капитал в (предприятие) отводить от справедливый, беспристрастный обмен

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facilitate faltering fixed flexibility floating generate heterogeneous high volume flows of

holidaymakers hotel conversions impact (effect) in absence in terms of innovatively leasehold literally luxurious maintenance fee multiple occupancy on average outright property ownership pass on to one’s heirs points chart prime weeks proportionate share purchase the right recoup содействовать, продвигать на грани банкротства постоянный, фиксированный допустимость изменений, гибкость плавающий, подвижный создавать, производить неоднородный, разнотипный большой наплыв отдыхающих преобразование, превращение влиять

в отсутствие исходя из, в переводе на новаторский, передовой недвижемость купленная на правах аренды буквально роскошный эксплуатационные расходы многократный, множественный загруженность, занятость в среднем полная форма владения собственностью передавать по наследству карта дополнительных балов лучшие недели (более популярные) пропорциональная доля выкупить право компенсировать

106

revert to subscription fee subsidiary supplier timeshare canvasser travel insurance vacation ownership valid viable with the demise of

VII. Business Travel apparent be in the offing be loath bemoan bona fide bulk corporate interests executive level galvanize mundane level occupancy ploy purser savvy stringent upgrading yield переходить к прежнему владельцу вступительный взнос дочерний поставщик агент компании страховка таймшер действительный жизнеспособный с прекращением деятельности явный, очевидный в ближайшем будущем делать неохотно расстраиваться по-настоящему, добросовестно объем корпоративные интересы на уровне руководства оживлять на уровне среднего звена работников загруженность ухищрение стюард на самолете знающий, сообразительный веский, убедительный улучшение качества услуги доход, прибыль

107

VIII. Travel Technologies access anticipate be adamant bewilder boom bypass capitalize comprehensive information directory domain electronic ticket entail evolve facilitate frequently

GDS harness herald hesitant high performance hype in leaps and bounds indispensable ingenuity intimidating maze precise replacement resist доступ, вход ожидать, предвидеть быть категоричным ставить в тупик резкий подъем деловой активности пройти мимо извлекать выгоду исчерпывающая информация справочник сфера деятельности электронный билет (заказанный по

Интернету) влечь за собой развиваться способствовать часто глобальная система бронирования использовать, приспосабливать предрекать нерешительный, сомневающийся высокие эксплуатационные качества превозносить, расхваливать быстро, стремительно обязательный, необходимый мастерство запугивающий лабиринт точный замена, подстановка противостоять

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retain span state-of-the-art stockpile of facts streamline susceptible target market tremendous unbiased value-added service venue view data удерживать диапазон, интервал соответствующий последнему слову техники резерв, запас модернизировать восприимчивый целевой рынок огромный беспристрастный дополнительная услуга (с расширенными возможностями) место проведения отображение информации на экране

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Reactions of Existing Tourism Firms

Профессионально ориентированный английский для магистрантов и студентов, изучающих индустрию туризма

DIVING-IN-TOURISM READER

ECOTOURISM

RURAL TOURISM

NATIONAL PARKS

INTERNATIONAL TOURISM TRADE FAIRS

AND EXHIBITIONS

TOURISM ETIQUETTE

TIMESHARE

BUSINESS TRAVEL

TRAVEL TECHNOLOGIES

Related documents

Products

Support

Reactions of Existing Tourism Firms

Профессионально ориентированный английский для магистрантов и студентов, изучающих индустрию туризма

DIVING-IN-TOURISM READER

ECOTOURISM

RURAL TOURISM

NATIONAL PARKS

INTERNATIONAL TOURISM TRADE FAIRS

AND EXHIBITIONS

TOURISM ETIQUETTE

TIMESHARE

BUSINESS TRAVEL

TRAVEL TECHNOLOGIES

Related documents

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