Tourism USA Author: N/A Pub

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United States Department of Agriculture

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Title: Tourism USA Author: N/A Pub. Date: 1991 Volume No.: 0008 Publisher: U.S. Government Printing Office, Washington, D.C. Call No.:

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United States Department of Commerce ^United States Travel and Tourism Administration Economic Development Administration

GUIDELINES FOR TOURISM DEVELOPMENT:

Lppraising Tourism Potential Planning for Tourism Assessing Product and Market Marketing Tourism Visitor Services Sources of Assistance 1991 Development Staff University of Missouri-Columbia University Extension

Glenn Weaver Project Director Associate Professor

Renee Kempf Nancy Dixon Langley Editorial Assistant Research Assistant

Karen Cardran U.S. Travel and Tourism Administration Project Consultant TOURISM USA

Guidelines for Tourism Development:

Appraising Tourism Potential Planning for Tourism Assessing Product and Market Marketing Tourism Visitor Services Sources of Assistance

by The University of Missouri - Columbia Department of Parks Recreation and Tourism University Extension

1991 Third Edition Originally Published 1978 PREFACE

This book was produced by the University of Missouri for the U.S. Department of Commerce, U.S. Travel and Tourism Administration and the Economic Development Administration. Originally produced in 1978 as an aid to communities interested in initiating or developing tourism as a part of their economic development plan, it has been revised and expanded to also include international marketing and visitor services for special populations. Statistical data has been revised to reflect the most current facts available. The material contained in this book is organized to follow a general planning process to assist local communities in assessing and developing their tourism potential as a component of their economic development plan. It is recommended that community leaders consider the materials in this publication in sequential order; however, each chapter contains information that may be used independently, depending upon the stage of development of a particular community. Appreciation is expressed to the original research and publication team, without their effort this publication would not be possible. A special thanks is also expressed to each individual contributing to the content, review and organization of this publication. Finally, grateful appreciation is expressed to the USTTA and EDA staff for their excellent cooperation, technical assistance and funding.

Glenn D. Weaver Project Director Department of Parks Recreation and Tourism - Extension The School of Natural Resources University of Missouri-Columbia

111 Development Staff 2nd Edition 1986

Karen Cardran U.S.T.T.A. Project Consultant

Deirdre K. Hirner Glenn Weaver Craig Colton Glenn Gillespie Assistant Professor Project Director Associate Professor Dean, College of Public and Community Services

Bruce T. Cox Editorial Assistant

Consultants

Michael Crawford , Christopher E. Barbacz Charles Y. Gee Uel Blank Associate Professor Professor Dean and Professor Professor Emeritus University of MO-Columbia University of MO-Rolla University of Hawaii at Manoa University of Minnesota

Glenn Kreag Recreation Development Specialist University of Kentucky

Development Staff 1st Edition 1978

Dean Glenn A. Gillespie Glenn D. Weaver Karen Cardran Director Project Coordinator U.S.T.T.A.-Project Consultant

University of Missouri-Columbia University of Missouri-Rolla University of Missouri-St. Louis Campus Coordinator Campus Coordinator Campus Coordinator Glenn D. Weaver Christopher Garbacz Richard E. Homans Project Director Associate Professor Assistant Professor Recreation Extension Economics Marketing

Arlin Epperson Daniel Babcock Larry D. Baker Associate Professor Assistant Professor Assistant Professor-Management Recreation Extension Engineering Management Charles R. Kuehl Glenn A. Gillespie Richard R. Bryant Assistant Professor-Management Dean, College of Public Lecturer in Economics and Community Services R. Neil Maddox William Desvousges Assistant Professor-Marketing Floyd K. Harmston Assistant Professor-Economics Professor of Economics Fredrick E. May Carroll W. Hughes Professor-Marketing William L. Lind Assistant Professor-Psychology Research Associate James P. Tushaus Recreation and Park Administration Jack B. Ridley Associate Professor-Marketing Associate Professor-History University of Missouri-Kansas City Dik W Twedt Campus Coordinator Herbert G. Thompson Professor in Marketing Richard A. Hamilton Lecturer in Economics Associate Dean-School of Administration Editorial Assistant Jeanie R. O'Neil E. Mark Halvorson Research Associate-School of Administration Secretarial and Clerical Staff Wilma Graham Debbie Shelley

IV TABLE OF CONTENTS

Development Staff inside front cover Title Page i Preface iii Development Staff iv

CHAPTER 1. APPRAISING TOURISM POTENTIAL 1 Your Community and Tourism 1 Local Benefits From Tourism 2 Tourism and Employment 2 Tourism and Income 5 Tourism and a Diversified Economic Base 5 Tourism, Tax Revenues and Government Benefits 8 Tourism and Visibility 8 Tourism and Cultural Benefits 9 Costs and Liabilities of Tourism 10 Demands on Public Facilities and Services 10 Transportation Access to the Community 10 Local Roads , 10 Parking 10 Signs 10 Water 10 Sewage and Trash Disposal 1 Restrooms 1 Public Safety 1 Public Health and Welfare 1 Operational Costs of Tourism 1 Summary 1 What Does Your Community Have That Tourists Want? 12 Why People Travel for Leisure 12 Components of a Tourism Industry 14 A Tourism Industry Requires Order and Organization 15 Developing Your Tourism Industry 16 Planning and Implementing Tourism in Your Community 16 Sources of Assistance 17 Promoting Your Community and Its Tourist Attractions 17 Cooperation in Tourism Planning and Development 18 Your Community and Tourism: Where Are You Now? 18 Table 1.1 Assessing Community Needs and Potential Benefits 3 Figure 7.1 Distribution of the Tourist Dollar 2 Figure 1.2 1988, 1989 & 1990 Employment Figures 6 Figure 1.3 1988, 1989 & Projected 1990 Industry Receipts 7 Figure 1.4 Tourism and Your Community 8 Figure 1.5 Requirements of a Tourism Industry 15

CHAPTER 2. PLANNING FOR TOURISM 19 How to Develop Leadership 20 The Value of Leadership to Tourism Development 20 Leadership Emergence and the Organizational Process 21 Leadership Roles 22 Leadership Roles of the Tourism Organization 23 Gaining Public Support and Awareness 23 Coordination 23 TABLE OF CONTENTS (Continued)

Operation 23 Promotion 23 Leadership Roles of the Chamber of Commerce 23 Gaining Public Support and Awareness 23 Coordination 23 Operation , 24 Promotion 24 Leadership Roles of Local Government 24 Operation 24 Imposed Organization 24 Developing Leadership Within The Community 24 Reconnaissance 25 Resistance 25 Citizen Involvement 25 Division of Labor 26 Supervision and Follow-up 26 Leadership Education and Training 26 Summary 27 Planning a Tourism Program 28 The Planning Process 28 Planning Roles 29 The Planning Organization 30 The Organizational Structure 31 Planning With Limited Resources 33 Coordination of the Tourism Industry 34 Communications 34 Research and Data Collection 35 Education and Training 36 Promotion 36 Budget and Finance 37 Funding of Tourism Operations and Promotion 37 Funding of Capital Improvements or Development 39 Summary 40 Figure 2.1 The Planning Process 20 Figure 2.2 Tourism Organizational Structure (Sample) 32

CHAPTER 3. ASSESSING PRODUCT AND MARKET 41 Collection Programs 41 Types of Data Collection 46 Desk Research 46 Comparison of Observation and Survey Methods 46 Observation Methods 47 Observing Behavior 47 Counting Methods 47 Survey Research 48 Informal Surveys 49 Suggestion Boxes 49 Bias 49 Developing Questionnaires 50 Selecting a Sample Group 50 Registration Methods 51 Questionnaires 51 Interviewing 51

VI TABLE OF CONTENTS (Continued)

Determining Visitor Attitudes 53 Introduction 53 How To Determine Attitudes 54 Scales Indicating Agreement to Statements 54 Scales Indicating "Liking" 54 Measuring Visitor Expenditures 56 Diaries 56 Exit Interviews 56 Mail Surveys At Home 56 Measurement of Income Impact 56 Use of Regional or County Income Multipliers 57 Construction of Your Own Income Multiplier 57 Determine Pattern and Volume of Tourist Expenditure 57 Estimate Percentage of Goods and Services Produced Locally 57 Calculate Percentage of Local Income that is Spent Locally 58 Summary 59 Cost-Benefit Analysis 61 Range of Costs and Benefits 61 Method 61 Evaluating Market Potential 65 Market Analysis of Techniques 66 Market of Analysis for New Attractions or New Markets 67 Market Analysis-Other Variations 67 Inventorying Existing and Potential Attractions 67 What Will Be Inventoried? 68 Checklist of Actual and Potential Sites 68 Survey 68 Identification of Potential Target Markets 78 Target Market Identification 78 The Importance of These Classifications 78 Geography 78 How To Identify Geographical Target Markets 80 Behavior-Psychographics 81 Behavioral-Demographics 81 How to Identify Behavioral Target Markets 82 Matching Existing and Potential Attractions with Target Markets 82 Consideration of Each Attraction 82 Analysis of the Image of the Areas as a Whole 83 Evaluation of the Target Market 83 Matching Attractions and Target Markets 84 Estimating Demand and Usage 84 Estimating Demand for Existing Attractions 87 Estimating Demand for New Tourist Attractions 88 Assessing Private and Public Support Services 89 Private Facilities 89 Public Facilities and Services 107 Table 3.1 Characteristics of Visitors to the Area 42 Table 3.2 Evaluation of Tourism Programs 44 Table 3.3 Evaluation of the Effects of Tourism 45 Table 3.4 Characteristics of Potential Tourists 45 Table 3.5 Methods of Collecting Tourism Data 47 Table 3.6 An Example of Calculating the Income of Tourist Expenditures 60 Table 3.7 Estimated Benefits and Costs of Proposed Tourism Development Program, Anytown, U.S.A., 1986-1990 63

vii TABLE OF CONTENTS (Continued)

Table 3.8 Calculations, Sources of Information, Tourist Development Program, Anytown, U.S.A. 64 Table 3.9 Characteristics for Identifying Target Markets 78 Table 3.10 Selected Trip Characteristics 79 Table 3.11 Selected Traveler Characteristics 79 Figure 3.1 Jackson Hole Visitor Profile Questionnaire, 1978 52 Figure 3.2 Paired-Comparisons Example 55 Figure 3.3 An Example of the Impact of a $200 Tourist Expenditure on Local Incomes 58 Exhibit 3.1 Sample Checklist .69 Exhibit 3.2 Sample Survey for Major Attractions .73 Exhibit 3.3 Tabular Inventory Form for Sample Survey Questionnaire 77 Exhibit 3.4 Attraction Characteristics 83 Exhibit 3.5 Existing Image of Area 84 Exhibit 3.6 Target Market Evaluation 85 Exhibit 3.7 Comparison of Attractions and Target Markets 86 Exhibit 3.8 Estimates of Demand Level 88 Exhibit 3.9 Sample Form for Determining Facilities Needed to Meet Demand 90 Exhibit 3.10 Sample Questionnaire-Lodging 92 Exhibit 3.11 Sample Form for Use in Tabulating Lodging Inventory Data 95 Exhibit 3.12 Sample Questionnaire-Eating Establishments 96 Exhibit 3.13 Sample Form for Use in Tabulating Eating Establishments Inventory Data 98 Exhibit 3.14 Sample Questionnaire-Specialty Shops 99 Exhibit 3.15 Sample Form for Use in Tabulating Specialty Shops Inventories ...... 101 Exhibit 3.16 Sample Questionnaire-Entertainment Facilities 102 Exhibit 3.17 Sample Form for Use in Tabulating Entertainment Facilities Data 104 Exhibit 3.18 Sample Form for Use in Tabulating Convention Facilities 106 Exhibit 3.19 Sample Form-Labor Supply Inventory . 108 Exhibit 3.20 Sample Questionnaire-Transportation Access 110 Exhibit 3.21 Sample Questionnaire-Local Streets Ill Exhibit 3.22 Sample Questionnaire-Parking 112 Exhibit 3.23 Sample Form for Assessing Signs 113 Exhibit 3.24 Sample Questionnaire-Solid Waste 115 Exhibit 3.25 Sample Questionnaire-Police Functions 117

CHAPTER 4. MARKETING TOURISM 119 Definitions 119 Promotional Mix 119 Developing the Promotional Plan 120 Forecast Expected Revenues 120 Specify Target Markets 120 Determine Tourist Motivations 121 Develop Specific Promotional Goals 121 Develop the Campaign Theme 121 Develop a Media Strategy 122 Composition of Specific Advertising Copy 122 Test Advertising Effectiveness 122 International Promotion 123 Target Market Advertising 124 Media 125 Newspapers 125 Television 125 Direct Mail 125

viu TABLE OF CONTENTS (Continued)

Radio 126 Magazines • 126 Outdoor 129 Cost of Various Methods Versus Hiring an Ad Agency 130 Attraction Literature • 131 Coordinating Brochures 131 Community Description Brochure 131 Brochures for International Markets 132 Exhibits, Displays, Films, Trade Shows and Other Promotional Methods 132 Description 132 Placement 132 Design 133 Mobile Exhibits 133 Films and Video Tapes 133 Trade Shows 133 Coordinating with Convention Activities 134 Direct Selling With International Representatives 135 Travel Missions 135 Promotion Through Travel Services 135 Tour Packaging by Communities 136 Trade Advertising 136 Control Mechanism for Handling Inquiries 136 General Tourism Inquiry 136 Classes of Mail 137 Specific Attractions Inquiry 137 Local Advertising and Promotion 137 Local Media 137 Function 137 Market 138 Type and Relative Importance 138 Sign and Placement 138 Store Signs 139 Street Signs 139 Historical Markers 139 Distribution Mechanism for Attractions Literature 139 "Word of Mouth" Advertising 139 Public and Community Relations 140 Media Coverage 140 Media Attention 141 The Promotional Gimmick 141 Coordinativo Activities with Community Organizations and Support Services 142 Cooperative Promotions 142 Types of Cooperative Promotions 142 Advantages of Cooperation 143 Examples of Cooperative Promotions 143 Fall River, Massachusetts 143 Branson, Missouri 143 Major Industry-Community Cooperative Promotion 143 State and Federal Government Cooperative Promotions 143 Souvenirs and Promotional Mementos 144 Table 4.1 International Tourism to the United States From Nine Major Markets . 123 Exhibit 4.1 Guidelines for Outdoor Advertising 129

IX TABLE OF CONTENTS (Continued)

CHAPTER 5. VISITOR SERVICES 147 What Are Visitor Services 147 What is Hosting? 147 Identifying Visitor Service Needs 147 Develop A Visitor Services Plan , 148 The Visitor Services Program 148 Anticipating and Planning Service Needs 148 Coordination of Visitor Services 149 Who Pays For and Provides Visitor Services? 150 Special Service Needs 150 International 150 Disabled 150 Aged 152 Training For Visitor Services 152 Who Needs To Be Trained? 153 Training for Personal Services Personnel 153 Training for Specialized Services Personnel 153 Training for Members of the Community 154 Who Should Do the Training? 154 Hospitality Training 154 Personal and Specialized Service Personnel 154 Course Planning and Instruction 155 Methods 155 Tips For Effective Meetings 155 Points to Cover in a Hospitality Training Course 156 Suggestions for Restaurant Personnel 156 Suggestions for Hotel and Motel Personnel 157 Suggestions for Retail Sales Personnel 158 Suggestions for Service Station Personnel 159 The Public Awareness Program 161 Value of Tourism 161 Relevance 161 Importance 162 Understanding the Tourist 162 Tourists and Their Problems 162 Understanding Tourists' Motives 163 Methods of Communicating With the Public 163 One-Sided Versus Two-Sided Arguments 164 Passive Spokesmen 164 Face-to-Face Communications 164 Mass Communication 165 Direct Experience 166 Establishing Tourist Information Centers 166 Location and Design 167 Function 167 TIC Staff 168 Evaluating The Visitor Services Program 168 Monitoring 168 Analysis 168 Exhibit 5.1 National Park Service Recreation Symbols 151 Exhibit 5.2 Sample, Visitor Satisfaction Questionnaire 170 TABLE OF CONTENTS (Continued)

CHAPTER 6. SOURCES OF ASSISTANCE 171 Assistance in Assessing Tourism Potential 171 Planning 172 Financial Assistance 172 Assistance in Marketing and Management 172 Local Public Media 172 State and Regional Assistance 173 Specialized Assistance-Paid Consultants 173 Federal Assistance Programs 178 United States Travel and Tourism Administration 179 State Contacts for Federal Agencies 181 State Agencies Responsible for Tourism Development 184 Selected Reading List 188 Exhibit 6.1 Checklist of Local and County Sources of Assistance in Tourism Industry Development 174 Exhibit 6.2 Checklist of State and Regional Sources of Assistance in Tourism Industry Development 176

Appendix A 190 Appendix B .192 Appendix C 194 Appendix D 197 Appendix E 198 Appendix F 199 Appendix G 201 Appendix H 203 Appendix I 207 Appendix J 213

XI CHAPTER 1 APPRAISING TOURISM POTENTIAL

Your Community and Tourism

Every community is affected by tourism. • Attending a convention Some communities have developed an economy • Attending a special event (rodeo, play, mu- around the activities and needs of the traveling sical event) public. Others may have the potential of devel- • Sight-seeing oping a tourism industry. Some individuals in your community are already profiting from the • Participating in a sports event (skiing, ca- tourist. They are selling gasoline, food, lodg- noeing, sailing) ing, souvenirs, experiences and many other • Passing through enroute to another loca- things. Whether or not the community should tion—or numerous other reasons seek to increase these profits or try to develop Regardless of their reasons for traveling, tour- tourism as an industry depends on numerous ists spend money—lots of money, which could factors. To make this decision, the community help the economy of your community. must evaluate: In 1989, $350 billion was generated from • Community interest foreign and domestic visitors traveling within the United States, 6% more than the year • Needs of the community that tourism could before. The tourism industry, which has rap- meet idly expanded during the past decade, contrib- • The relationship of the benefits of tourism utes enormously to the United States economy. to the costs of a tourism program In 1989, the United States Travel Data Center A tourist is not defined the same by everyone. calculated that U.S. travelers spent $316 bil- Some say a tourist is anyone who has traveled lion within the United States on trips involv- at least 100 miles from home. Others restrict ing an overnight stay away from home and day "tourist" to a visitor from another state. Re- trips to locations of 100 miles or more. This gardless of the definition used, several charac- activity in turn generated $73.5 billion in teristics are common in each definition. wage and salary income and an additional Tourism is represented by someone who has $42.9 billion in federal, state and local tax traveled to your community from some other revenue. As shown in Figure 1.1, each dollar location and does not plan to stay permanently. tourists spend is like a pebble thrown in a Tourists may be: pond—it creates ripples which reach every part • On vacation of the community and every dollar they spend is re-spent several times. Forty-two states re- • On business trips ceived more than $1 billion from travelers in • Visiting amusement parks and attractions 1989 while sixteen states received more than • Visiting friends or relatives $3.8 billion in travel spending. Local Benefits From Tourism

Although the economic benefit is often the As you consider the benefits tourism could factor motivating most communities to get in- bring to your community, consider also the volved in tourism, many communities identify needs these benefits might meet. Table 1.1 is a the following as other positive contributions to chart for assessing community needs and the the community: potential benefits from tourism. The left col- • Employment benefits umn lists needs in three areas: economic, social-cultural and physical environment. The • Income benefits center column allows space for your responses. • Diversification of economic base The right column suggests how tourism could • Tax revenues fulfill certain needs. • Visibility • Cultural Benefits

Figure 1.1 Distribution of the Tourist Dollar

{) TOURISTS {)

Service Station Hotel. Motel Restaurants Tourist Attractions Retail Stores Entertainment 1 1 1 1 1

Hardware, Groceries Insurance Advertising Repair & Main- Plumbing tenance Svces.

r .... - -

Laundry Real Estate Legal Services Fuel, Electricity

Tourism and Employment Of particular importance to communities both large and small, is the fact that small The most impressive contribution of the tour- businesses dominate the tourist/travel indus- ist dollar to the American economy must be try. Of the 1.4 million travel-related business measured by jobs. Travel directly generated 6 firms, 98% of them are classified as small million jobs in 1989. The jobs created by the businesses. travel industry surpassed those generated by Many areas face a growing problem of high private industry in 15 states. In 1989, for each unemployment, particularly among those who $60,000 spent in the United States for travel/ need jobs the most, the young and the poor tourism, on the average, one job was directly with few or no skills. Jobs in agriculture, supported. This industry stands out among fishing, forestry products and mining are in- major U.S. industries in creating new jobs, creasingly harder to find. In all areas, youth resisting economic downturns, and providing a and teenagers in particular, may be forced to major source of jobs for minorities, women and look elsewhere for that summer, part-time or youth. Figure 1.2 shows the growth of jobs in initial full-time job, perhaps never returning to 1988, 1989 and 1990. their home community. Table 1.1 Assessing Community Needs and Potential Benefits

NEEDS COMMUNITY ASSESSMENT BENEFITS from TOURISM

ECONOMIC Unemployment What types of people are unem- Tourism provides job opportunities for ployed? large numbers of service workers with minimum skills. It would be a desirable Skilled? direction for development where large proportions of those seeking work fit Unskilled? this category. It would offer little if unemployment resulted from a Part time? downturn in a high technology industry. Full time?

Is unemployment seasonal? Tourism, if developed during the slack season, may allow the community to moderate the seasonality problem.

Do young people leavethe community Frequently low employment rates and to seek employment? cyclical economies cause the young to leave the community and seek their fortunes elsewhere. Increased opportunities can allow those who wish to remain to do so. Level of Local Economic Activity Are local businesses and shops

expanding? If your answer is "stable" or "declining" then tourism may give your local stable? businesses the needed stimulus. declining?

Is the local income level below aver- Tourism may increase the general level age for the state? of economic activity and produce a corresponding increase in income for owners and workers in businesses ranging from banks to retail stores to dry cleaners and other service establishments. Another possible income effect is an increase in the level of construction: facilities, new homes for owners, managers, and employees of tourism establishments. Caution is warranted in counting this as a continuing gain since it may be a short term building boom.

Are you satisfied with the diversity of If not, the expanded economic activity shops and stores in your area? may provide for more diversity.

Taxes Tourists spend money and create jobs. Is the per capita tax in your area be- This results in direct increases in sales low average for your state? taxes and indirect increases in both the sales and income taxes as workers collect and spend their new earnings.

Is the total tax revenue for local gov- These dollars can support or facilitate ernment below average for your an increase in the level of public ser- state? vices. Hotels, restaurants, and attractions, as well as new homes will expand Are some community services under- the base upon which property taxes, funded by present taxes? which typically support schools, are assessed. Thus, tourism could bring a measure of relief to hard pressed property owners. Table 1,1 (Continued) Assessing Community Needs and Potential Benefits

NEEDS COMMUNITY ASSESSMENT BENEFITS from TOURISM

Stability If so perhaps tourism could be advan- Is your community too dependent on tageous merely because it diversifies the health of one industry? the base.

Are there seasonal fluctuations in The potential of tourism would vary local economic activity? from situation to situation. In a farming community with employment concentrated in the planting, growing, and harvesting seasons a winter sports development could meet a tremendous need. Summer recreation would inten- sify an already serious problem. SOCIAUCULTURAL NEEDS Does your community need a sense of The very act of engaging in an orga- identity? nized effort can develop the community's sense of identity. The fact that outsiders spend time and money to visit one's community can increase community pride.

Has your community lost its sense of Many programs will emerge around heritage? historical themes. The act of developing and promoting a plan of this sort may enhance residents' understanding of, and pride in, their heritage.

Do members of your community un- Promoting an ethnic background in- derstand local cultural groups creases exposure of this culture to both residents and visitors.

Are you satisfied with the diversity of Attractions developed for tourists will leisure activities within your commu- also be available to local residents. nity?

Little polulion is created by tourism PHYSICAL ENVIRONMENT relative to that of other industries, such as heavy manufacturing. An area's ap- Is your community concerned about peal may depend upon maintaining, increased pollution? rather than changing, its environment. No amount of tourist traffic or litter will influence the nature of a forest as greatly as turning it into an industrial park.

Does your community have a plesant If so, you can expect to have greater appearance? success in attracting and holding tourists. If not, you may generate necessary revenues and taxes to improve your community appearance.

Are areas of your community in need If not, you may have a built-in attraction of restoration? if your buildings have an historic background. If so. saving historic or ethnic areas may be made possible by the tourists attracted to restaurants, shops, and other attractions. The development of a tourist industry cre- related businesses comes from outside the com- ates jobs. Work will mainly be in the support munity. When these bills are paid, this part of industries, services and wholesale/retail the traveler's dollar does not benefit the com- trade.^ A good number of these jobs usually do munity directly. However, the part of the tour- not generate high levels of income for the ist dollar that does stay in the area, usually individual or for the urban community, there wages, profits and additional expenditures on are, nevertheless, some important benefits locally produced goods and services, does ben- associated with them: efit the community Local income from tourist • Tourism can be a substantial source of expenditures is largely re-spent in the area, employment and an economic boost in gen- leading to still more local income, more local eral for the local economy expenditure and so on. A good example of these • There are some jobs with advancement direct and indirect benefits is in Jackson Hole, potential such as in the areas of amuse- Wyoming, a popular outdoor recreation area. A ment, recreation, public parks, cultural local study of business generated from tourism services and motel or restaurant manage- showed that 56% of total sales in the area ment resulted from direct tourist expenditures and • Most clearly benefited would be the youth that an additional 22% resulted from the indi- of your community. When they seek part- rect effects of income generated from the initial time and summer employment, tourist in- purchases, for a total of 78% of sales due to dustry jobs may provide them the opportu- tourism. Figure 1.4 illustrates how tourist dol- nity to work in the home community. As lars are circulated in the community. possibly their first job, it may teach them valuable work skills, provide future job Tourism and a Diversified contacts and develop a sense of self-worth Economic Base Tourist industry development may provide another less identifiable employment benefit as Why diversity? Ask any community which depends on one or a few large industries. When- well—new people, new skills and new industries may be brought into the community. This ever a localized or national economic fluctua- could make your community not only a better tion has occurred, these areas have experi- place to live and work, but may act to attract enced high unemployment and the resultant additional business and employment opportu- economic and social consequences. Clearly, any nities. area with a large number of various kinds of businesses will have a smaller problem. Cities welcome any kind of legitimate industry, but Tourism and Income generally they must recruit new industry. In- dustries are less than anxious to enter an area Developing a tourist industry and attracting with a declining tax base or other problems. travelers will mean more income and profits for Therefore, cities more than not, find them- businesses receiving tourist expenditures. Ad- selves competing for industries and the odds ditionally, the possibilities for new business are against them. Tourism, however, can possi- opportunities are more promising. Figure 1.3 bly fill this gap. illustrates the increase in tourist receipts in Tourism as a diversification industry has 1988,1989 and the projected increase for 1990. many advantages over the traditional type: Studies have shown that travel expenditures • Cities are a normal and natural destina- vary almost directly with the number of visits tion for visitors as are scenic outdoor recre- and substantially increase if visitors stay more ation areas than one day. However, total expenditures by • Tourism is growing and probably will con- tourists in your community do not tell the tinue to do so not only because income and whole story. Two important economic facts leisure time are more plentiful, but be- must first be understood before a reasonable cause tourism is largely unexploited in estimate of the impact of tourism on business America income can be made. First, a part of the goods and materials used in sales by your tourist- • Since the labor force is essentially in place, tourism requires little or no increase in ^Services would include hotels, motels, trailer parks, camp- costly public facilities—schools, hospitals. grounds, auto service and repair, amusement and recre- The tourist himself requires few of these. ation. Wholesale/retail includes eating and drinking establishments, gas service stations, apparel and accessary • Tourism is clean and therefore attractive to stores. businessmen and residents alike Figure 1.2 1988, 1989 & 1990 Employment Figures

1988 ^ 1989 1990

Millions of Jobs 7 6.37 í¿? 6.5 6 5.5 5 4.5 4 3.5 3 2.5

2 1.50 1.55 1.63 1.5-

1 - 7 AÍ2UZ1 0.5-m Transportation Food Lodging Amusement Service

Source: Bureau of Labor Statistics, U.S. Department of Labor. Figure 1.3 1988, 1989 & Projected 1990 Industry Receipts

1988 ^ 1989 1990

Billions in Dollars

140 128.7 129.3 131.0 130 "V 7\'- 120 110 100 90 80 70 H

60 44.3 47.4 48.2 42,3 60 H 42.1 43.1 39.7 39.6 39.5 40 y A 30 H 20 10 H O Transportation Food Lodging Amusement Service

Sources: U.S. Travel Data Center. Figure 1.4 Tourism and Your Community

TOURISTS Ql@ta GAS. FOOD, LODGING, AMUSEMENT. RECREATION

LOCAL OUTSIDE GOODS GOODS Ü ^ ^ b

^ Department f^ Store Crafts Gallery sports Bank Bakery Shop Gifts Toys n n m U n U m U n THE COMMUNITY

Tourism, Tax Revenues and entertainment districts. Other areas are unable to develop parks, recreational areas and Government Benefits other local attractions because of insufficient funding. These types of communities may find Generally, as the tourist industry expands, tourism to be a solution that provides the so do tax revenues. The most important tax marginal profit and revenue balance needed to from the community point of view is the sales maintain or to develop these services. These tax. When tourist expenditures are high, so are facilities are then available for local use as sales tax revenues. Although estimating the well. impact of these additional tax revenues is difficult, rough estimates indicate a figure of nearly 15% of total revenues. In these same cities, Tourism and Visibility this not only "pays the tourist's way" but goes a long way to head off a financial crisis. Developing a tourist industry has other, less Special taxes are often levied by communi- tangible economic benefits for your community. ties, aimed specifically at tourists. The "occu- A very important one is visibility. Many com- pancy" taxes and entrance fees are based on munities suffer (unreasonably) from a bad rep- the rationale that tourism imposes certain pub- utation, due to their geographical location, lic costs, such as increased police protection, climate or perceived attributes. The Texas Tour- lifeguards, additional public facilities, upkeep ist Development Agency recognized their com- of monuments and museums. This is particu- munities suffered when a survey of outside larly true in rural, outdoor recreational areas travelers showed that they thought Texas was where tourism and its costs are more clearly simply a desert with attractions such as tum- identified. bleweeds and cactus. In Wichita, Kansas, tour- Of considerable importance in many areas is ist developers thought their businesses suf- the decline of local amenities such as muse- fered from a misconception that Wichita was ums, monuments, libraries, historical sites and nothing but a stopping place for travelers on the way west. The people living in these and restored historic Fort Conde Village. The similar areas, and the people who have ex- result—a national prize winning restoration plored them, know differently. project and an additional incentive for tourists An Active travel development program can to visit Mobile. The restoration and preserva- help overcome these misconceptions and be tion of historic sites as a facet of cultural economically beneficial in several ways. One of enrichment need not be confined to larger the most important is community pride. If your communities. The little community of Bishop community discovers that it has something to Hill, Illinois, (population approximately 200) offer visitors, something attractive enough to received $700,000 from state agencies for resto- draw people from their home communities to ration purposes. yours, benefits may naturally be forthcoming. Tourism can serve local craftsmen by provid- Dodge City, Kansas, is an outstanding exam- ing an audience and market for their art. Taos, ple. Through its rich *'wild west" heritage, New Mexico, is a case in point. Long a haven helped considerably by the television program for artists and craftsmen, tourism has provided "Gunsmoke," pride in its history led to a fervor a market for local arts and crafts and thus has for additional activities in the 1950's. Spear- served as an incentive for cultural creativity. headed by the Jay cees, their efforts resulted in Likewise, tourism has encouraged inhabitants the rebuilding of historic streets, museums and of the Branson, Missouri, region (located in the cemeteries, plus a number of new attractions. Ozarks) to share their rich heritage of country Dodge City, once just another "cowboy town," music with visitors. developed to the point that it now attracts Tourism need not result in drastic exploita- nearly 400,000 visitors annually. Community tion of resources or destruction of natural beau- pride made the community even more attrac- ty. The famous Azalea Trail in Mobile, Ala- tive, enriching it culturally and economically. bama, serves as a city beautification project, as Visitors, when meeting a proud resident, are a source of citizen pride and as a considerable likely to be shown more hospitality and have a enticement for tourists. The Coastal Area Plan- better time. The visitor will stay longer and ning and Development Commission of Bruns- spend more money. He or she will "spread the wick, Georgia, has developed extensive guide- word" about "a great place to visit." It should lines for outdoor advertising to avoid distract- be remembered that much of what attracts ing, gaudy signboards. The intent was to pro- visitors also attracts industry. New businesses, vide the visitor with information while preserv- or ones relocating, seek a popular and pleasant ing the natural beauty of the region. place to do their work as well as profit from a Tourism development can add features of growing tourist trade. entertainment for the resident as well as the visitor. Tourism in the tiny community of Bish- op Hill, Illinois, resulted in the construction of Tourism and Cultural Benefits restaurants and a bakery which residents can enjoy as well as visitors. The above examples The potential cultural benefits from tourism, serve to illustrate how thoughtful development though less obvious than economic benefits, enhances civic satisfaction and pride. may be equally significant. A carefully Remember, tourists have more to offer a planned, well-organized tourist business can community than their dollars. They bring with benefit the resident through exposure to a them a variety of ethnic, geographic and socio- variety of ideas, people, languages and other cultural experiences. By establishing contacts cultural traits. It can add to the richness of the between people of different backgrounds, tour- resident's experience by stimulating an inter- ism offers vast opportunities for people to know est in the area's history through restoration and understand one another in a direct way. and preservation of historical sights. For in- The attitude of the community's residents is stance, residents of Savannah, Georgia, under- an important feature of tourism development. took to restore portions of the old city as a A hostile or indifferent community will not matter of civic pride, but have since discovered attract visitors. The tourist expects to be treat- that the preservation of their heritage has ed well during his stay. Make certain the resi- served as a stimulus for tourism. Today, one of dents of your community are well informed as the major highlights for the visitor is a tour of to the cultural enrichment benefits of tourism the historic district. Thus, tourism is now an before you begin development. Residents important source of revenues for further histor- should have the opportunity to make rational ical restoration and preservation. As a bicen- decisions to support such development in your tennial project, the city of Mobile, Alabama, community. Costs and Liabilities of Tourism

The jobs that tourism may create, the taxes Local Roads it may bring in and the other benefits are not without their costs. You should consider two One of the most obvious impacts of tourism aspects of these costs: (1) added demands on on the community is the traffic congestion pubUc facilities and services and (2) operation- caused by visitors' vehicles on the local roads al costs of a tourism industry. leading to tourist attractions. You will want to identify the streets that may need to be widened, resurfaced or better maintained to provide adequate passage in the "tourist sea- Demands on Public Facilities son." You may need to institute parking restrictions, one-way streets, traffic lights and other and Services traffic control features of a much larger community. In some instances, you may need to In considering the costs of tourism to the route through-traffic around congested areas or community, you should identify all of the facili- even close areas to traffic. Local street improve- ties provided and services performed by public ments require local taxes which must be consid- agencies for the community and consider how ered when making development decisions. they are affected by tourism. These may be divided into several categories: transportation access to the community; local public works Parking such as roads and streets, parking, informational signs, water supply, sewage and trash Lack of adequate parking is another feature disposal, and restrooms; public safety such as of congestion that keeps tourists from return- police and fire protection; public education; and ing and makes the regular population resent public health and welfare. tourism. Parking and street congestion are related subsystems. You will have to determine how much parking is needed and how it can be Transportation Access provided (as public free parking, as public or private fee lots, or as private parking required to the Community of individual tourist facilities). Historically, tourist attractions have become significant only when they became accessible. Signs Today, most centers of tourist travel depend on visitors arriving by private automobile or mass Signs are important to help your visitor find transportation systems—air, rail, bus and even his way easily to your community's attractions. in some situations, boat. To acconimodate Attractive signs, well maintained, replaced them, you will want to assure that your com- and updated as required, can add to the charm munity is served by adequate access roads. of your community at modest cost. The need for Area access is normally beyond local authority directional signs is also a predominant promo- or capability, but by regional cooperation and tional consideration. Where attractions are political effort, improvements are possible. For close together, a walking tour outlined in a example, St. George, Utah, was surrounded by simple leaflet and marked by attractive signs dirt roads until after World War II; a "Five can keep the visitor in your community longer. County Association" founded in 1958 pushed for state road funds, and this small (15,000) Water town is now a major attraction for the state. Disney World is internally self-sufficient, but While tourists' demand for drinking and construction required an early investment by bathing water is small compared with industri- Florida of $5,000,000 for access highways. al demand, they do want adequate quantity in Cities that expect to attract tourism business a quality that offends neither the eye, the nose beyond a radius of a few hundred miles must or the tongue. Most tourists areas can provide have good dependable commercial transporta- this, although some, like Taos, New Mexico, tion with reasonably priced, well-scheduled have reason to be concerned about the impact and advertised bus, taxi or limousine service to of increasing numbers of visitors on a limited your community's tourist attractions and lodg- water supply. Others must import water for ing areas. drinking.

10 Sewage and Trash Disposal Public Health and Welfare Similarly, the demands of tourism on sewage An influx of visitors naturally increases acci- and trash disposal may be small compared to dents and diseases that must be handled by heavy industry, yet some communities are still local medical personnel and facilities. As far as not prepared to handle it. From time to time, welfare costs are concerned, tourism is often communities may face a moratorium limiting sought to increase local employment, which construction until the local sewer plant is im- should reduce the costs of welfare. proved to meet required effluent standards. Trash and litter are problems inevitable with crowds of people. Ample waste receptacles, both public and private, should be provided, and they must be emptied much more frequently when tourism is at its peak. Streets and public areas should be kept clean, and this will Operational Costs of Tourism take added labor and public cost. You will have to evaluate needs in these areas and consider Operational costs are encountered once the how improvements can be financed. tourism program of a community grows to the size and stature that requires formal administration. These costs include the following: Restrooms • County, regional, state and national commissions and association costs If you expect visitors to tarry very long at • Promotional costs your community attractions, adequate restroom facilities will be needed. These facilities • Survey costs (initial feasibility and ongo- should be convenient and well maintained. ing impact and visitor satisfaction) Also check the availability of public water • Fund raising costs fountains. Climate permitting, a few tax-sup- • Office costs (part-time or full-time help, ported public fountains on main streets might office space, materials and supplies, etc.) keep the perennial "Daddy, I'm thirsty" from dampening the holiday mood of the families you have worked hard to attract. Park facilities for the picnicking tourists might also be considered. Summary Public Safety The development and maintenance of a tour- Public safety implies largely police and fire ism industry imposes demands on public ser- protection. As tourism brings more people to vices and costs to the local residents. These the community, additional police will be need- demands and costs are not without benefit to ed to control crowds, assist visitors and handle the local residents. A careful assessment of the any increase in crime. An influx of people offers costs and benefits should be undertaken before increased potential for fires, both in buildings development decisions are made. In Chapter 3, and in nature. You should evaluate the amount the discussion on Cost-Benefit Analysis in As- and type of additional protection needed, and sessing Your Product and the Market, will aid determine how costs will be supported. you in this decision.

11 What Does Your Community Have That Tourists Want?

Determining what your community has or Assessing Your Product and the Market, Chap- can develop is another important step in deter- ter 3, will aid you in evaluating your market mining the type of development you should potential. pursue. Most communities have opportunities A community must determine their poten- to expand their tourism industry. People are tial to attract and hold tourists. Some commu- interested in nature, history, culture and all nities have enough attractions and services to kinds of recreational activities. The number be a destination site for tourists. Other commu- and type of attractions your community could nities recognize their greatest potential is in develop will take some evaluation and plan- attracting visitors for only a short time while ning, but the benefits of this assessment will be they are passing through or near the commu- worth the effort. nity. Nature, fate or creativity may have already set the stage for your community to develop or expand a tourism industry. Perhaps no single attraction in your community could draw tour- Why People Travel for Leisure ists to the area but a combination of attractions Surprisingly, little appears to be written and events may attract them. In fact, tourists relating to the motivations which induce lei- prefer a package or variety of options at a given destination. sure-time travel. A differentiation must be made between business travel and leisure-time Who will be interested in your community's travel. It is recognized that business travel, to a attractions? Someone is interested in every- convention for example, is very often closely thing that has ever been developed, but wheth- associated with tourism. A conventioneer may er or not enough people are interested to make spend much of his/her time on business aspects it economical to develop and maintain will at the convention, but in the remaining time require some additional study. User studies of may be a typical sightseer. Indeed many con- numerous recreation facilities show that use vention agendas are planned to allow time for begins locally and expands outward in propor- conventioneers, and often their spouses, to en- tion to the uniqueness of the attraction and the joy the attractions of the host community. How- visibility or promotion the attraction gets. ever, this section is not written for the business traveler except as he/she is involved in leisure- What is your market potential? This is a time activity. difficult question to answer but reasonable estimates can be made if adequate information is collected and analyzed accurately. Some of Motivation in Tourism the factors which will influence your market Tourists' descriptions of travel sites general- include: ly yield words such as: "fascinating," "interesting," "stimulating," "exciting," "adventurous," • The closeness of major population areas "entertaining," "fun," "new experience," "dif- • The existence and quality of roads and ferent," "educational" and "broadening." Most other transportation available from the of these descriptions seem to point out that population areas to your areas "differences" form the basis for travel. An idea • The number of people traveling near your of how people refer to travel and tourism is area who may want to stop and visit illustrated by these quotations from an unpub- • The attractions that you develop lished survey: • The other facilities that support your at- "Fd like to go where there's something inter- tractions esting to see." • The target market (type of visitor) that you "We will go some place where we know choose to seek someone who can show us the sights." • The promotional methods you use "I'd like to go somewhere to get away from • The prices and other costs the visitor must the daily rat race." pay "I want to escape the city heat and go to a • Your competition cool place in the country."

12 "We consider the children and what they ceremonies, work skills and special characteris- would enjoy along with the vacation being tics of people with different lifestyles. educational and enjoyable and something Cultural Tourism, Taken in a narrower sense different than usual." than ethnic tourism, cultural tourism is spe- "We like scenery." cifically intended to promote the transmission of knowledge and ideas. Notable examples are The implication of these typical comments visits to museums, attendance at musical or suggests that the need for change is their pri- dramatic performances, participation in scien- mary motivation—the need for a different expe- tific or archaeological programs or organized rience or a different environment. Tourism is tours. Cultural tourism may include the vestig- regarded as a special form of play involving es of a vanishing lifestyle. While Williams- travel or "getting away from it all," thus pro- burg, Virginia, might qualify as historical tour- viding a relaxation from tension. ism, it also has some characteristics of cultural If, as stated earlier, there is a need for tourism. Activities may include folklore perfor- change and diversity, then travel and leisure mance, authentically costumed participants, activity takes its place near the top of tourist examining antiquities or observance of "old priorities. While it is true that some groups time days" or "pioneer days" or special cultural may perceive a quiet vacation at home to be a events. Major attractions are often re-creations change in itself from the hectic conditions of a of a former era, not necessarily of historical busy office or factory job, many more will feel relevance, but a visual reproduction of a by- even a series of backyard vacations can become gone atmosphere. dull and routine and require a "change." Oth- ers will require a learning experience, a high Historical Tourism. This form of tourism pitch of excitement and a complete difference revolves around glories of the past. Destination in environment in order to relieve the tensions activities might include tours of monuments to of boredom and routine activity. The high level honor a famous event, the birthplace of a of affluency, therefore, allows modern society to famous personage, ruins, battlegrounds or a be highly selective in satisfying its tourism building such as Ford's Theater where an his- needs. Many people are now financially capa- torical event occurred. Education-oriented trav- ble of self-improvement and travel is often the elers are very much attracted to recorded his- form of acquiring it. torical events where they can vicariously relive Consistent with the broader definition of the past, gaining a better understanding of travel motivation to include social status, men- history and newsworthy events. tal and physical satisfaction, and the need to Environmental Tourism. Usually geographi- develop one's own potential and aesthetic appre- cally oriented, the attraction is primarily the ciation, the following list of motivations should environment itself, an environment which of- be studied. They may be utilized by the tourism ten is greatly different from the tourist's point investigator to determine if the proposed attrac- of origin. The attraction may be visual—sce- tion can provide any of these satisfactions. nery, the mountains, fall foliage, the ocean at Ethnic Tourism, This is a form of tourism sunset or perhaps the weather—or climatic— which may be thought of as appealing to a avoiding a cold snowy winter. Essentially, the curious, people-oriented tourist. Such a tourist emphasis is on nature. Several motivations is interested in observing how people in other may apply to the same tourist. Nevertheless, environments live, work and play. To illustrate, the individual who is assessing the attraction a person whose family origin is in another part should try to determine if any of these basic of the country may wish to visit distant rela- motivations can be satisfied. Environmental tives, research his family tree, visit his birth- tourism is the purest and largest form of tour- place or the land of his forefathers. Bishop Hill, ism—the pure air, soothing cool mountain Illinois, is an illustration of a very early Swe- streams, vast vistas and panoramic views and dish settlement where many people of Swedish even the absence of other human beings act as origin may find it enjoyable to see how their an enticement. The ability to capitalize on this forefathers lived and to explore their national form of tourism may depend upon creating a roots. full range of recreational activity to tie into the Activities such as visiting a different envi- environmental background. ronment to observe the lifestyles of another Recreation Tourism. The emphasis here is on ethnic group might fall in this category. Tour- "things to do" or physical involvement and ists might visit an Indian reservation or trad- activity. Ski slopes, championship golf courses ing center out-post to observe native dances. and lakes offer the recreational activities of

13 skiing, golfing and fishing. While environmen- tion. The need for recognition, attention, ap- tally related, these also may be thought of as preciation or personal development creates this recreational. Even Las Vegas might be consid- category. The travel snob also falls into this ered recreational by those who like to gamble. category. He needs to eat in the best restau- Entertainment or Sensual Indulgent Tour- rants; he practices "one-upmanship." ism, This category relates to a physical, emo- The ego enhancer's reward is less the trip tional and mental relaxation of tension. Again, itself than describing it to the folks at home. Las Vegas, could symbolize entertainment. Big He seeks the out-of-the-ordinary destination or name shows or health resorts might fall in this experience. He will most likely be a large category. Personal services such as maid ser- purchaser of souvenirs, curios and trinkets of vice, beauty care, even the special attention some exclusiveness so that he might give credi- offered by a head waiter might cater to this bility to his adventures back home. form of motivation. Gourmet dining or other culinary delights would also fall in this cate- Interpersonal Tourism. Numerous surveys gory. Many man-made entertainment attrac- have shown that one of the most common tions such as Disneyland or New York's "Great reasons for traveling over 100 miles is to visit White Way" of Broadway shows or a rock friends and relatives. Almost half of all total concert could satisfy this form of motivation. leisure trips have been attributed to this rea- Social Status or Ego Enhancement Tourism. son. The significance of this fact to tourism While our widespread affluency has created brings home the need for a community to be many other motivators, social status still ac- well educated in tourism and dedicated to its counts for a significant part of tourism satisfac- successful performance.

Components of a Tourism Industry

Tourism is a growing industry which offers • Support services (eating and lodging facili- benefits which will far offset liabilities for most ties, entertainment, shops, service-related communities that choose to pursue it. You may businesses) are instigated by businesses in have decided that your community needs tour- the community to serve the tourist—but ism and has the potential to develop attrac- which also serve residents tions which would draw tourists. But what is • Hospitality to visitors as the community involved? How should a community develop can host their guests, thus ensuring word- tourism? What facilities, organizations, knowl- of-mouth advertising and repeat visits—or edge are necessary to make a successful indus- they can view tourists as intruders try, one which will maximize benefits and min- The community can choose to develop the imize costs and liabilities? ATTRACTIONS and SPECIAL EVENTS Figure 1.5 shows the components of a tour- which might attract tourists and benefit the ism industry and how these relate to one an- community. This sector interacts with both the other. First, you have the COMMUNITY. The tourist market and the community: community supplies: • The market is informed of attractions • The leadership, personnel and volunteer through the promotion function of the or- labor for the organization which coordi- ganization and individual promotion by nates and manages the entire operation businesses • The labor force for all tourist-related busi- • Planning of tourist activities, events and nesses attractions occurs within the organization • The public services (section 3) such as and within each tourist-related business roads, transportation, parking, health and • The attractions themselves might also ini- safety services (essential to tourism but tiate the collection of data on who their also within normal functions of public market is, their attitudes toward the attrac- works in a community) tions and how much tourists spend

14 The TOURIST MARKET is equally impor- • Provides feedback to the community on tant—someone must be willing to buy what how tourism affects their lives your community is selling: • Insures tourists are pleased with their vis- • The market lives mainly in a defined geo- its graphical area • Evaluates performance of individuals and • The market has behavior-income character- businesses istics which determine whether they will • Investigates new markets and new facili- like your attractions ties • Your community attracts visitors because • Collects data on what tourists spend and you offer something different where, determines visitor profiles • They must have transportation, food, lodg- • Coordinates and manages tourism ing, personal services and entertainment— all of which they pay for (and tell their friends about when the service is "special") because the tourist is paying salaries A Tourism Industry Requires of many workers in your community Order and Organization The three major components are the community, the attractions and events, and the If your community desires to have a tourism tourist market. The other sections in Figure industry that benefits the entire community, 1.5 facilitate the operation—the private and you must recognize that each individual is a public support services, the promotion and visi- part of the industry and his support and in- tor services help make it work. In the center, is volvement is essential to its success. Tourism is the tourism organization, the coordinating, a multifaceted industry. Your product will be a managing and trouble-shooting function which "good time" for your customers, but a lot of ensures that tourism will be successful. different people will be contributing little bits The tourism organization: of the ingredients that go into making the tourist's time in your community a "good" one. • Promotes the community to a market This means that strong community support • Supplies planning and development leader- is a must. If there are pockets of opposition, ship every effort should be made to win over the opposition or, at least, to be sure it is not in a key place where it will result in a "bad" time for your customers. Strong cooperation makes for a strong, continuous program, and this is Figure 1.5 more critical in tourism than in any other Requirements of a industry. Due to the industry's character, coordination Tourism Industry of activities is especially difficult. Neverthe- less, it has to be done and someone has to do it. The organization set up to accomplish this should be designed to enhance cooperation and give input to as many parts of the industry as possible, without becoming unwieldy. The sections of the community that need to be brought into this cooperative arrangement can be conveniently classified as political, financial, tourism identified businesses, non-tourism identified businesses, historical interests, art and music sponsors, sponsors of special events and so on. Each of these can play a crucial role at certain times and places in program development and operation. For example, it is often necessary to have certain kinds of legislation passed by local city and/or county governments in order to encourage the proper kinds of tourism development. This gets into such areas as planning and

15 zoning laws, financial support through special it comes from the organization which is cur- kinds of taxes, or other use of public funds and rently furnishing the leadership. expansion of public facilities to service the The organization established to give order tourists as well as local people. and organization to the local tourism industry Many of the groups classified will have their should be broad based, representing the needs own organizations. These should be considered and interests of the community as well as as part of the overall structure and ways of having the technical skills necessary to: incorporating them into the broad tourism or- • Collect and analyze tourism related data ganization have to be developed. A convention • Conduct public information and education- visitor bureau may be established solely for the al programs purpose of coordinating and promoting conventions in the community. Convention goers often • Assess the community's tourism potential bring family members along who act like typi- • Encourage tourism development cal tourists and do a certain amount of sight- • Promote the community tourism program seeing and other kinds of recreation them- • Coordinate programs representing various selves. So the bureau is an important adjunct interests and organizations to other tourism activities. Often times, an important part of the tourism base lies in local history. An historical Developing Your association may be the key to identification, explanation and restoration of important fac- Tourism Industry ets of this history. It would be a mistake not to coordinate its activities with the broader tour- Collecting and analyzing tourism data is ism activities. essential to decision making for your tourism Regardless of the number of auxiliary orga- industry. Naturally, the more complete and nizations, some way has to be found to gain accurate the information, the better chance cooperation in coordinating activities with the you have of analyzing and making appropriate goal of giving the tourist a chance to gain the decisions. maximum amount of satisfaction from the ex- Information should be collected at various perience. One way that often works is to have times and at various levels of sophistication. representation from the larger organization on Early stages of development may require only controlling boards of the smaller ones or vice consideration of alternatives of tourism devel- versa. The main objective is to keep lines of opment and its potential. Information collected communication open, thus avoiding misun- will either encourage or discourage future ef- derstandings and gaining maximum coopera- forts. Usually, a community that goes to the tion. effort of identifying their actual and potential Usually, the overall organizational structure attractions, considers their potential and has for tourism will evolve from the source of early general community support, will start some leadership involved in getting it established. plan for tourism development. An active city manager may convince a city Chapter 3, Assessing Your Product and the council to become involved and the organiza- Market, will aid your community in determin- tion will have strong political overtones. An ing what types of data are needed for each of active manager or officer of a Chamber of the major steps in developing your industry Commerce may furnish leadership and the and how to collect this information. organization will have a heavy business orientation. It may evolve from a historical association and have a more academic tone. These are not bad places to start, but the eventual evolu- Planning and Implementing tion should be toward broadening the base of Tourism in Your Community participation. Hired directors employed by these organiza- As previously mentioned, planning for the tions can often play a key role in broadening development or expansion of a tourism indus- this base by setting up means of communica- try is very important. It is the function of tion and encouraging cooperation. The appro- identifying a basic philosophy, analyzing facts priate leadership does not have to come from and projecting future actions. that source, however. The important thing is Planning is a continuous process that col- for someone to recognize the need for coordina- lects and analyzes new information both on the tion and act on it. Usually, it is most effective if market and the product, and describes how,

16 when and by whom action will be taken to meet of various methods for promotion, education, community goals. data collection, plus a time table, it is best to The importance of collecting accurate and stay with the plan unless the collection of new complete information cannot be overempha- information clearly points to a fallacy in the sized. Plans made on incomplete or inaccurate original plan. Implementation, in its simplest information will eventually come to naught. form, is putting into action the plans previous- Speculating on future events and programs is ly made. Since the plan was established on the risky. However, risks can be minimized. The best information available at the time, changes better the source of information, the more should only be made when new information accurate and successful the plan. directs. To implement something that was not Some of the obvious data that should be planned is risky business. Planning for Tour- collected early in the planning process include: ism, Chapter 2, will help your community in • Community attitudes toward tourism de- developing a plan for a tourism industry. velopment • Sources and alternatives for leadership • Identification of existing attractions • Inventory of support services for tourists Sources of Assistance • Identification of actual and potential mar- Any community attempting to develop a tour- kets ism industry can find numerous sources of As soon as this information is collected and assistance. Help is available in planning, in analyzed, decisions should follow as well as resource development and in promoting the new questions. Examples might include: area attractions from numerous federal, state —Yes, we have general public interest. and local government organizations as well as from the private sector. At times, financial —We have several sources of leadership. assistance may be available. —We have many kinds of attractions. The types of help can be classified as techni- —We do not have adequate parking or public cal (the know-how and related information) restrooms. and financial (money for various development —We have x number of visitors each year and promotional programs). and 80% of them come from a community For a more complete discussion and listing of forty miles away. Could we get visitors the types and sources of assistance, see Sources from a nearby city only sixty miles away? of Assistance, Chapter 6. What goals should the community make in considering the above facts? Planning and implementing a tourism industry is both a continuous and an evolutionary Promoting Your Community process. It may change slightly each time new and Its Tourist Attractions information is collected and it may change along with the attitudes and desires of the A good touri§m plan will have identified and community. located the tourists most likely interested in A community plan for tourism is the "Blue what your community has to offer. Your task Print" of what the community desires from now is to sell them on the idea of visiting your tourism. It should include but not be limited to: area. Remember that other areas will be trying • A basic philosophy about tourism and its to do the same. development in your community Various media are available in promoting • A system of collecting tourism-related in- your community such as billboards, brochures, formation television commercials, radio spots and numer- • A mechanism for coordination of various ous others. However, a satisfied visitor is the programs, attractions and activities best promoter of your industry. You should also • A mechanism for coordination of govern- remember that the methods used to promote mental and private interests your tourism industry also create an image of the area. Therefore, all promotion efforts • A system of financing the operations of the should be of high quality and in good taste if community tourism effort that is the image you desire. Once the tourism plan has been developed For additional help with promoting tourism, and goals established along with the selection see Marketing Tourism, Chapter 4.

17 Cooperation in Tourism attracts foreign visitors may cooperate with surrounding rural communities in order to Planning and Development provide an insight into the culture and lifestyle of rural America. The rural area could provide Other, smaller communities may not have the attractions (natural phenomenon, rural enough attractions or services to draw tourists culture, etc.) while the city provided the pack- to the area in sufficient numbers to have a aged tours and translators. Both might share positive economic impact. By pooling their re- in the advertisement and promotion of such a sources with neighboring communities and pro- package. The object is to recognize that, as a moting area attractions and services, the area community, you may not have the attractions may have sufficient appeal to draw an ade- or services to attract a sufficient number of quate number of tourists. tourists. You may not have the financial re- This cooperation and area promotion is espe- sources to advertise what you do have, but by cially critical in relation to international pooling your resources with surrounding com- guests. They are drawn to large cities initially munities, you may provide the needed services because of marketing efforts, but may prefer to and facilities as well as the means to promote visit smaller communities in an effort to see the area. and experience rural America. Packaging For further discussion on Cooperation in tours, promotions and provision of services are Tourism Planning and Development, see Plan- all obvious areas of potential cooperation for ning for Tourism, Chapter 2. communities. For example, a large city that

Your Community and Tourism: Where Are You Now?

Communities may describe themselves as If little or no interest exists in a community at being in one of three phases of development at the present time, this does not mean that at any given time. For simplification purposes, some future date a community could decide to consider these phases as: begin a phase of development. It should also be recognized that any one of the phases may be in INTERESTED: this phase is characterized various stages of another phase. For instance by the belief that tourism has benefits that an interested community may have some for- outweigh the liabilities but at this point in mal organizations promoting tourism and even time the community does not have any defi- developing some support services. Others may nite plans for developing a tourism industry. be expanding an already existing program DEVELOPING: this phase is characterized while other established programs may be de- by a commitment to develop a tourism indus- clining. try and efforts are under way to initiate an Regardless of where your community is you industry. have the potential for change. If your commu- ESTABLISHED: this phase is character- nity wants tourism, the information in this ized by organized and functioning units of a book will assist you in initiating, developing tourism industry. and implementing a tourism industry.

18 CHAPTER 2 PLANNING FOR TOURISM

Chapter 1, Appraising Tourism Potential, Quality planning requires an individual who outlined the information necessary to investi- is willing to accept the responsibility to carry it gate the costs and benefits of tourism to your out. It requires leadership. Closely tied to lead- community. Assuming the benefits have been ership is "organization." An individual, acting determined greater than the costs, the commu- alone, cannot develop a tourism program. He or nity prepares to take action to develop a tour- she must have a support system—an organiza- ism program. tion to accomplish the tasks associated with Such development does not just happen, it tourism development. People, agencies and or- must be made to happen. The tourism program ganizations determine and implement plans. must be planned. Planning for tourism empha- Their relationships and the ways they commu- sizes a basic philosophy of development and nicate are critical to the success of the total creates a "map" for future action. A successful tourism development program. plan for action cannot be completed haphazard- Chapter 2, focuses on the planning process. ly. It must be formulated according to a ratio- It looks at leadership required to complete that nal process (see Figure 2.1) which provides for process, how leadership emerges and how it collecting, analyzing and synthesizing data on functions in a community with many agencies existing community situations. Such data and organizations interested in tourism. Chap- when compared with forecasts for the future of ter 2 deals with the question of organization. tourism will serve as the basis for a sound What is the best tourism organization? What community decision regarding development of are the advantages of one type of organization a tourism program. The program plan must be over another? Finally, the chapter addresses continuously evaluated and revised because coordination of the many components of a tour- the best decision for implementing tourism ism industry, for without coordination, the suc- today may not be the best for tomorrow. Condi- cess of the best of plans is tenable. tions and issues affecting the program continue to change.

19 Figure 2.1 The Planning Process

CITIZEN INPUT

Inventory Social» Political, Physical, Economic, Forecast/Project Environment Trends

\ 3 Set Goals & Objectives

[^¿j

\ Examine Alternatives \ to Reach Goals \ & Objectives \ \

6 7 CITIZEN Develop a Select Preferred -CITIZEN Strategy to Alternative INPUT Reach Goals INPUT

How to Develop Leadership

The Value of Leadership to However, leadership is often the least considered aspect in planning for tourism develop- Tourism Development ment, perhaps because it is the least understood. Leadership begins with people creat- Competent, motivated leadership is vital in ing a mental picture of what they want to the planning and development of tourism as an do for themselves or the community. Such economic force within the community. Suffi- people 1) have something to gain from tourism cient facilities, finances and all the other as- development, 2) want to see the community pects necessary to produce a comprehensive, grow and develop or 3) are interested in the coordinated tourism program stand still unless positive aspects of both personal and communi- adequate leadership can direct the human, ty growth. These potential leaders promote physical and financial resources into a compre- their ideas to others in that community to gain hensively planned tourism program. support for development.

20 Who are potential leaders in tourism develop- committees or the city council, seeking finan- ment? Many think of leaders as persons possess- cial, physical or human resources needed to ing innate personal attributes characteristic to accomplish the objective. leadership. Some persons become "symbolic" As the network begins to achieve that objec- leaders granted power associated with a partic- tive, its members become aware of other things ular role based on peoples' expectations of his that could be accomplished to improve tourism or her ability to lead. Persons such as bank and Phase II development of the tourism orga- presidents or motel managers often attain a nization begins to emerge. During Phase II, the "symbolic" leadership role because of public network realizes that its group is too small and perception of their leadership qualities. How- too singularly focused to accomplish all tasks ever, a "symbolic," "autocratic" leadership required to attain a comprehensive tourism style is generally inappropriate in a tourism program. Knowing tourism is a component of setting. In such settings, shared, "operational" the community that impacts and is impacted leadership improves the quality of develop- by other economic and governmental activities, ment-oriented decisions. Those who will be the network joins forces with larger, estab- affected by the ultimate decisions should lished groups. Network members serve, for be involved in the decision-making process. example, on Chamber of Commerce travel and Regardless of leadership style, effective leader- tourism subcommittees, on Rotary Club com- ship is a learned behavioral skill which in- mittees, or on ad hoc committees of the indus- cludes the ability to help others achieve their trial development or city councils. The Phase II potential as team members. organization seeks to gain community-wide When planning for tourism development, recognition of the importance of tourism as an strong leadership is vital. Every effort should economic resource. be made to recruit leaders who are capable of Network members soon realize that while efficiently using all available resources and community-wide recognition of tourism as an who have gained the respect of the area's economic factor is important, recognition alone citizens. does not promote planning for strong tourism development. It becomes apparent that development of the tourism and travel industry within the community requires special atten- Leadership Emergence and tion by a group of people who share priorities the Organizational Process and whose main goal is promotion of that industry. Phase III of the growth of the tourism Most communities exhibit the growth of the organization emerges as an association of peo- tourism organization as a sequentially phased ple whose primary interest is tourism develop- process. The initial thrust for tourism development. The association, with its formally elect- ment is likely to come from an individual, an ed officers and established committees, is a individual organization or a special interest volunteer operation. It accepts responsibilities group. As tourism becomes an increasingly for distributing publicity, answering incoming important factor in the economic environment mail, soliciting memberships and other such of the community, the tourism organization related duties. However, this workload begins emerges as an increasingly complex group. to be exceedingly heavy and time does not Phase I, development of the tourism organi- permit some of the members with other job zation process, usually begins with the interest responsibilities to continue to meet all the of an individual directly involved with the demands of the association. At this point, the tourism and travel business. That interest association establishes a regular office and evolves from recognition that improvement of a employs a secretary to fulfill its responsibili- community service or facility—such as better ties. In many communities, this constitutes the streets, more publicity or enhanced reservation final phase in the development of the tourism systems—would increase tourist visitation. On organization. the basis of that recognition, the individual Other communities desire full-time tourism forms a network with persons of similar inter- leadership. During Phase IV, development of ests from the local Chamber of Commerce, the tourism organization, the leadership role is service clubs, businesses, etc. That network assigned to a full-time executive secretary or focuses on a single objective—improvement of executive director. Under such professional the identified target facility or service. The guidance, the community begins to realize its network contacts governmental and communi- greatest tourism potential. The ground work ty committees, such as planning and zoning has been completed and the relationships in-

21 volved in organization and cooperation have • Assists with packaging programs for tours gradually been established. With a knowledge- • Takes the lead in coordination and promo- able and experienced person working full-time, tion of travel shows the plans for and development of the tourism • Provides speaker bureaus and travel industry potential can be implemented at increased speed. • Handles photography for brochure production of members Not all communities have a full-time tourism director, some never consider filling such a • Handles convention bookings position. In some instances, tourism duties are • Develops opportunity lists assigned to the Chamber of Commerce. In • Does studies or gets involved in implement- others, such duties remain the responsibility of ing recreation studies concerning needs the individual operator who must advertise and demands and promote his or her own facility. However, a • Solicits and services tours professionally staffed organization with respon- • Develops citizen involvement programs, spe- sibilities for travel and tourism development cial events and special celebrations and promotion can accomplish a number of • Takes the lead in providing hospitality things that could not be done individually. The training for employees following are some of the advantages of a local or regional travel and tourism association with • Assists in expanding the length of the full-time leadership: tourism season • Assists in locating and obtaining federal and state funds • Brings the highest degree of return and • Staffs welcome centers results for the money spent • Provides support staff for conventions and • Does more than any agency can do indi- special events vidually • Provides an opportunity for multiplier Leadership, whether volunteer or hired, effect should be responsible at all times to a policy- • Builds support in the community for the making group or board. The leader shares total travel and tourism industry suggestions, perspectives and recommendations with the board. On the basis of that and other • Provides protection against use of tourism such information, the board makes ultimate taxes by city for other purposes decisions to guide the direction of the tourism • Saves enterprises more money than it costs organization. The leader then implements plans • Keeps people informed through newsletters, and policies to comply with the board's deci- etc. sions. • Provides public service announcements for In summary, no one type of organization or private nonprofit organizations through the leadership is better than another. Traditionally, convention bureau the resources available, the organizational • Provides facilities for attracting and enter- structure in the community, the strength of the taining press, outdoor writers and others Chamber of Commerce, or the confidence in the • Coordinates promotion and enterprises and local elected officials impact development of attractions in a total given area by sponsor- the organizational process. ing radio and television spots • Incorporates advertising to complement the individual efforts of attractions and enterprises • Provides joint advertising at reduced rates Leadership Roles for quantity Roles in providing leadership for a local • Provides cooperative advertising through tourism organization are almost as diverse and local and state avenues numerous as the cities offering tourism pro- • Helps in publishing brochures grams. The delegation of tourism planning and • Answers inquiries concerning attractions development activities and responsibilities is and enterprises at less cost than they could determined by the organization assuming the do it by themselves leadership role. The following exemplify those • Handles direct mail campaigns more effi- activities and responsibilities according to the ciently and cheaply organization assuming the leadership role.

22 Leadership Roles of the Tourism • Operation Organization (When Functioning Seek funds from local, state and federal as a Separate Organization or a governments and private resources. Provide and direct visitor information Part of the Chamber of Commerce) centers. Attract conventions, sporting events, cultural and other activities, by working with • Gaining Public Support those in charge of local, state and national or Awareness. organizations. Create community awareness and accep- Research the impact of tourism on the tance of tourism through public informa- local community. tion activities including: news articles, • Promotion editorials and public speeches to demonstrate the positive effects of tourism to Prepare and coordinate advertising and local residents. promotional pamphlets, brochures. Keep all those involved in tourism aware Prepare or direct the preparation of fea- of current and future plans and maintain ture stories about local tourism for news- high levels of identity and motivation papers, journals or travel magazines. through the use of newsletters, newspa- Develop close working relationships with pers, radio and television coverage to pub- radio, television and newspaper media to licize the activities and achievements of assure thorough coverage of tourism proj- those involved in tourism. ects, events and attractions. Promote and support local, state and feder- Promote local tourism through activities al legislation beneficial to tourism. Main- with professional travel associations, attain a harmonious relationship with local tendance at travel shows, working with political officials and both state and na- professional travel brokers and advertis- tional legislators. ing in national travel magazines. Gain support from facility and service providers, such as hotels, motels, restaurants and service stations.

Leadership Roles of the Coordination Chamber of Commerce Develop a tourism staff having technical (When There is a Separate knowledge of tourism, the ability to relate to others effectively and commitment to Tourism Association) the tourism program. Establish short and long range goals and map out plans to achieve them. • Gaining Public Support Coordinate independently managed attrac- or Awareness tions and events in tourism development Encourage Chamber members to actively and promotion. participate in the development, promotion Develop programs to measure tourist satis- and operation of the community's tourism faction with attractions, events and sup- program. port facilities and services such as hotels Develop community publicity materials and motels, restaurants, service stations which relate community economic develop- and other businesses serving tourists. ment to the tourism industry and the Work to achieve a feeling of unity through success of a tourism program to overall the development of goals which appeal to community development including its broad community membership, particular- economic, social and cultural development. ly where local, regional or state tourism • Coordination programs may be adversely affected by sectionalism, provincialism and jealousy. Create a committee or council to advise Organizational activities must include rep- the tourism association and to present resentatives from all groups. Chamber interests.

23 Develop membership which includes repre- Imposed Organization sentatives from the economic, political, social, historic, cultural, educational and Often, tourism and its associated impacts are religious interests in the community. local in nature. However, tourism activities and impacts may be of regional or statewide • Operation significance. In those instances, a local tourism Develop, if not otherwise provided for, a organization may elect to align or affiliate with visitors information center. a regional or statewide organization. Such affili- Provide, or work with local government to ation can dictate that a certain structure be provide, adequate rest areas and related established or procedure followed when plan- facilities for visitors and tourists. ning, developing or promoting the tourism activity. The local tourism organization ad- • Promotion heres to an imposed organizational structure. Participate in regional and state programs In other instances, local and/or regional tour- to promote tourism. ism organizations may qualify for a share of state financial resources in the form of matching funds. While matching fund programs can be very beneficial in the promotion of the local Leadership Roles of tourism industry, such programs may carry Local Government somewhat stringent requirements imposed on (When the Tourism Association local agencies competing to receive those funds. Funding qualification requirements vary from is a Part of Chamber or state to state. They include such things as Separate Organization) compliance with guidelines for formal organizational structure, formulation of trust commis- • Operation sions having operating units and tourist councils, or membership in regional tourism coun- Provide zoning ordinances and building cils which may further dictate requirements codes which facilitate the development of for local tourism organizations. Examples of tourist attractions, protect historic struc- documents formulated by Huntington County, tures or sites and provide maximum assur- Pennsylvania, to meet such qualification re- ance against alienating citizens with requirements are included in Appendices A, B, C, gard to them. D and E. Be advised that these are examples Implement ordinances which tend to maxi- and that specific document requirements may mize the effectiveness of advertising signs not be the same for all states. without detracting from the scenery, tra- Therefore, determination of the availability dition, decor or heritage of the community. of state tourism planning or development Establish regulations which protect impor- matching funds is best accomplished by contact- tant resources for local residents, for ing the appropriate Department or Division of example, scarce water supplies. Tourism in your state of residence. That state Provide ordinances for effective crowd con- agency will provide specific information per- trol to minimize disturbances which would taining to regional agencies involved in tour- be distasteful to both local residents and ism planning, development and promotion in tourists. your state. The addresses for state tourism Develop effective parking and traffic con- agencies may be found in Chapter 6, Sources trols to minimize congestion. of Assistance, in this book. Landscape public areas to enhance the beauty and attractiveness of the community for both tourists and local residents. Provide adequate refuse control. Developing Leadership Within Give adequate financial support to the the Community community's tourism program, for example, pass a lodging tax for funding the The development of tourism in a community local tourism association. requires implementation of plans and actions Provide or work with other community resulting from diverse objectives. Means of organizations to provide adequate rest implementation rely on a variety of leadership areas and related facilities. styles, skills and structures dependent on the

24 nature of the tourism planning or development Reconnaissance activity. Frequently, tourism activities involve pri- It is important that any leader take recon- vate interests. Such interests require individu- naissance of other organizations, individuals al or corporate decisions in regard to invest- or people in like businesses to see what they ments, operations and management which are are doing before taking initial steps. A leader not dependent on public group dynamics. Oth- may automatically assume that he or she must er tourism activities involve public investments create an organization to meet desired goals. which in turn necessitate the use of public Leaders should be aware, however, that commu- decision making processes within the leader- nities are already organized, and no matter ship role. The question of public leadership is what ideas they have, someone else probably not one of who should lead—professionals, poli- has had similar ideas and might be pursuing ticians or interested citizens—but how to group similar objectives. the abilities needed for the leadership function. Leadership, as a function within community Resistance processes, need not be concentrated but should be a shared partnership in which professional, Every leader has faced resistance, whether a political and citizen roles are delineated. The small informal group leader or a community- positive interaction among persons in those wide leader with an interest in tourism devel- various roles, each with their own perspective, opment. When planning for tourism develop- provide the motivation and guidance for tour- ment or attempting to implement plans, lead- ism development. Group interaction must be ers will encounter resistance—someone is sure positive in an attempt to influence and exercise to dispute the idea or the timing. leadership. Such interaction does not, however, It is necessary to understand the source of imply total agreement or lack of controversy the resistance if it is to be overcome to any during the public decision making process. degree. Strong resistance may mean discontinu- Disagreements among special interests involved ing the project. Lack of group participation in planning for tourism development are a may produce a similar result. natural part of that process and, in fact, often Apathy is the greatest problem to be over- increase understanding of controversial situ- come by those involved in leadership situations. ations. Effective leadership must not develop a tenden- Public decision making involves public policy to give up when a lack of interest is cy and requires that the democratic process be encountered. To reduce resistance and enhance open, but the democratic process, whether with participation, the leader must meet others the public or with the tourism group, is not halfway, avoid taking total control of the cir- marked by unremitting participation. Involve- cumstances and work out ways to get others to ment tends to be distributed at different inten- participate. How to motivate other businessmen, sities, at different points in the system and is community leaders and citizens toward tour- usually intermittent. Most people do not want ism development is discussed in Chapter 5, to be involved in the actual day-to-day opera- Visitor Services. tions of the tourism association, or in those matters of widespread interest. Many opera- Citizen Involvement tions do not require committees or extensive involvement and, in fact, some jobs can best be A successful tourism development has the done by an individual or select team. While support of the citizens in that community. Many most of the responsibility for planning and people feel that citizen participation compli- implementing the tourism program will fall on cates the planning and implementing process, a relative few, the public decision making pro- but this is a short-sighted philosophy. While cess demands that lines of communication re- citizen participation may cause delays and frus- main open. People must be aware of progress, trate leaders, in the end it will pay off in and it is the role of leadership in the tourism dividends such as majority support for the program to be responsive to concerns, sugges- development of new facilities and attractions. tions and information from citizens. Citizen participation does not substitute for When assuming the leadership role in a having experienced, trained, specialized profes- tourism-related organization or program, sional involvement, but it is essential. Leader- there are certain issues that anyone assum- ship must enlist the support and blessing of ing such a role must be willing to address. those who seem untouched by the tourism Those issues include the following: development process.

25 Representation enhances accomplishment because it substantially lessens the risk that a person be assigned The good leader must achieve adequate repre- a job which he or she dislikes, lacks sufficient sentation of all interested parties in the tour- time or feels ill-equipped to do, and such jobs ism planning and development decision pro- are rarely completed. The self-selection meth- cesses. When the tourism plan has been com- od does not assure every job will be selected or pleted and is ripe for implementation, the that there will not be clusters of the most—and tendency is to move quickly. However, at this least—popular jobs. However, experience indi- important juncture, the leader must take time cates that in a reasonably sized group there to consult with each segment of the tourism will be enough diversity of interests and prefer- system to define the appropriate implementa- ences to cover a great many jobs. In addition, tion strategy. Adequate representation and the self-selection process reveals persons who shared leadership will improve the quality of prefer to have jobs assigned. Such people assist the decision. in assuring that all tasks are accomplished because of their willingness to take on any job Division of Labor at the direction of the authority figure. Good leaders have fallen from grace because Division of labor is the cornerstone on which they expected individuals to do a job as they good leadership—whether volunteer or profes- would have done it. Leaders, particularly those sional—is based. Tourism planning and devel- in volunteer organizations, must be willing to opment within the community takes time and accept the effort of the individual if it is at all the duties required to adequately support those satisfactory. While it is very difficult for the activities are substantial and varied. Such du- leader not to react or respond negatively when ties range from minor housekeeping to sensi- things do not meet his or her expectations, it is tive and demanding negotiations, and they the quickest way to eliminate the volunteer must be constantly adjusted to meet new situa- leader or to ruin the self-selection process. tions and stages. In any sizeable tourism effort, the workload must be shared. No one person or Supervision and Follow-up group has the time, energy or range of skills to do it all. A system for dividing labor is Once the projects have been assigned, and essential. procedure is agreed upon, the leader must The key to division of labor is cooperation. check periodically to see whether the work has Cooperation is doing different things together. It been completed. This is a vital aspect of requires the leader to determine practical and leadership. All of us are aware of the many equitable ways to divide the work among those projects which people agree to do and then just willing to take part, and such determination do not seem to find the time to finish. A good may seem an impossible task to accomplish. leader must establish a deadline at the time Assigning specific work tasks is not impos- work is selected or assigned. If the work is not sible, but it is a thankless responsibility consid- completed by that time, the leader must then ering that tourism planning and development go to the individual, ask for a progress report, rarely provide a clear or formal basis for direct- and ask the individual if he or she intends to ing authority over others. Most people involved complete the work. If the individual does in- in the tourism system are working voluntarily tend to finish but cannot do so in the originally and are not subject to commands. In view of designated time, additional time may be al- this voluntary nature, separation and assign- lowed. If not, the work should be reassigned. ment of specific jobs is best accomplished by the The follow-up function is one of those vital efforts of a small group of active and concerned parts of the leadership process which many members of the system. That group's responsi- times is forgotten or ignored, causing a break- bility is to develop a list of jobs, to establish job down in the tourism planning and development sequences and to inform members in the total process. system of the activities required to meet tourism planning and development goals. Assign- ments for achieving those goals are then made Leadership Education on the basis of self-selection. and Training The self-selection method of task accomplishment provides that once people are aware of a To a large degree, leadership is a learned range of jobs and are given a choice, they will behavior and adequate supervision and follow- likely select those that they can and will do. It up skills can and must be learned. While the

26 tourism planning and development process is tourism related studies. Vocational schools in often initiated by citizens having vested inter- local colleges offer courses in travel and tourism. ests, the total process is generally not carried Numerous short courses and seminars are now through and implemented by those people in offered to help the volunteer or professional the leadership role. Leaders must be able to leader remain on the cutting edge of trends and plan, organize, motivate, communicate and ex- issues in the fast growing travel and tourism ert influence to maintain prestige, but they industry. also must have technical knowledge about the tourism industry. Such knowledge comes from direct experience, from contacts with fellow tourism leaders, through observation of success- Summary ful tourism programs in other communities, and through affiliation with professional and Leadership emerges from a number of places trade associations, travel shows and other but follows a rather consistent path. Although tourism-related activities. it varies from community to community, leader- Membership in professional tourism organi- ship in planning for tourism development pro- zations can be very beneficial because such gresses through four specific and distinct organizations hold regularly scheduled meet- phases. Additional imposed organizational re- ings which include both workshops and exhib- quirements from regional and state agencies its that spark new ideas and encourage new may influence the type of tourism organiza- approaches to leadership in the tourism indus- tion developed. try. Such organizations include: Discover Ameri- The functions of leadership vary little from ca Travel Organization, Society of American agency to agency or responsibility to responsi- Travel Writers, National Tour Association, bility. Basically they are to: Travel South USA, Amusement Business, Lei- sure Attractions Division, National Park and • Assist in the planning process Recreation Association, American Auto Asso- • Gather data on the alternatives ciation, United States Chamber of Commerce, • Help evaluate the alternatives American Society of Travel Agents, National • Share the responsibility of selecting alter- Travel Brokers Association, American Society natives of Association Executives and the Travel Re- • Share the responsibility for implementing search Association. alternatives In addition to the above organizations, state • Supervise and follow-up or establish report- or regional tourism associations can provide ing procedures important contacts. Such contacts promote awareness of how state or regional support • Evaluate programs are organized or funded and who While full-time leadership is certainly desir- wields influence that affects the availability of able, it is probably not within the range of state or regional resources. many small communities particularly in early Although not a short-term solution to leader- stages of tourism development. Full-time lead- ship training and education, a number of for- ership, if acquired, should be responsible to a mal education programs which can enhance policy-making board or citizen group, and leadership ability in tourism planning and should be encouraged to pursue as many educa- development are available at colleges and tional opportunities as possible in the area of universities. Universities now grant degrees in tourism planning and development.

27 Planning a Tourism Program

Planning is a decision-making process answer such questions. Once that aimed to guide future actions and solve future data is collected, the community can problems. The process is a dynamic means of develop general statements that de- determining goals, systematically considering scribe its present situation. alternative actions to achieve those goals, im- STEP 2. Forecast or project trends for fu- plementing the chosen alternative and evaluat- ture development. ing that choice to determine its success. Community use of the planning process to What resources or assets does the guide development of a tourism program im- community expect to have? What are proves that community's ability to: the positive and negative trends affecting the activities of tourists? What • Adapt to the unexpected is the potential for growth and devel- • Create the desirable opment of the community and the • Avoid the undesirable surrounding region which will en- Planning for tourism development also pro- hance or hinder attractiveness for motes the opportunity for improving the total tourism? The community must be community rather than improving one part of careful to identify only those tourism the community at the expense of other parts. related trends and expectations which Planning requires the involvement of the citi- realistically apply in a given com- zens of a community or region and considers munity. their comprehensive environment. That envi- STEP 3. Set goals and objectives. ronment includes political, physical, social and What does the community want? economic elements which must be viewed as Knowing community assets and re- interrelated and interdependent components of sources and having projected the fu- the community development system. Communi- ture of the overall tourism picture, ty use of the planning process provides for an what does the community want for assessment of the impact of selected tourism itself in terms of tourism develop- activities and programs on those elements with- ment? Community goals and objec- in the total environment. Planning also pro- tives must be realistic and achievable. vides for consideration of the effect that each STEP 4. Study alternative plans of action element has on the other if a comprehensive to reach goals and objectives. tourism program is developed. What must the community do to get what it wants? The community must The Planning Process analyze its internal and external situation and look at the interrelation- Community development and implementa- ship among all elements of the com- tion of a tourism plan is facilitated by a knowl- munity. It should identify all possible edge of an appropriate planning procedure. means of achieving its goals, and This planning procedure or process can be most determine the strengths and weak- easily understood and used as a sequence of nesses of each of those means. The steps. A community involved in tourism devel- community should determine the fea- opment will find the job to be easier and more sibility of and prioritize its alterna- effective if the citizens who have planning and tives through constructive criticism development responsibilities adhere to the and public discussion. following: STEP 5. Select preferred alternative(s) to serve as a guide for recommend- ing action strategies. STEP 1. Inventory and describe the so- Selection should be based on analy- cial, political, physical and eco- sis of the existing situation which nomic environment. combines inventory, forecasting and What does the community have? goal setting activities with the politi- What are the community's existing cal, social and economic realities of assets and resources? The community the community, citizen needs and must gather information required to available financial resources.

28 STEP 6. Develop an implementation strat- prior evaluation and serves as a basis egy. for forecasting future patterns and Formulate an outline to implement trends. the selected alternative(s). Spell out strategies to be employed in terms of what, where, when, who, how many While it is easy to learn and to think about and why. The specificity or level of the planning process as a sequence of steps, it detail employed in plan formulation is important to remember that the planning will vary from community to com- process is not just a sequence of steps (see munity, but all plans should exhibit Figure 2.1). One does not simply go through the following characteristics. Plans the process a single time and "call it quits." should consider all community com- The planning process is dynamic! The proce- ponents, address varying levels of dure is ever changing. A plan must be continu- services provided and identify where ally reviewed and revised because: the community wants to be in the • People make mistakes in choosing alterna- future. tives and have to make new choices when evaluations prove the first choice wrong STEP 7. Implement the plan. • The alternative clearly best for achieving a Put decisions made during the plan- goal at one time may not be at another ning process into action. A great deal of time and effort will have gone into • Unseen obstacles to using a given alterna- completing a plan, so use it. Follow tive may appear only at the time an at- through with planned strategies. tempt is made to use that alternative Tourism development is only as good as the STEP 8, Evaluate the plan. plan for doing the job. Planning and doing are Does the plan work? How well does merely separate parts of a single task. No task the selected plan of action work? Is can be accomplished effectively unless it con- something needed to make the action tains elements of both. better? What is the next step? Eval- uation is a very important step in the planning process because it measures Planning Roles community success toward achieving its goals and objectives. Evaluation Community support of the tourism develop- will detect both contributing and dis- ment plan is essential if that plan is to be tracting factors which have bearing successfully implemented. Ideally, everyone in on the tourism program's progress. the community should be involved in the tour- Standards of measurement derived ism planning process because a tourism indus- from the community's original goal try has the potential to impact all citizens. will allow evaluation of goal achieve- Involvement and input from a variety of citizen ment, time requirements, the quanti- segments strengthens the case for putting a ty and quality of the work performed plan into action. In reality, however, there are and the effectiveness of the selected many approaches to the planning process, not alternative. all of which rely on total community involve- Evaluation must be continual to be ment. Some of the most frequently used plan- effective. Evaluation reports must be ning processes follow: prepared during initial phases of tour- 1. As previously stated, planning is best ism development and be supplement- accomplished when all segments of ed on a regular basis in accordance the community participate. Information with identified standards of per- is gathered from and alternatives are ana- formance. Continual evaluation al- lyzed by many citizens playing a variety of lows detection of weaknesses in plans roles and having diverse interests within which may cause problems if not the community setting. County commis- discovered early. Detection of such sioners, city council members, and other weaknesses provides for corrective elected and appointed officials consider action before problems become un- the plan from a political perspective. Plan- manageable. Maintaining continual ners and planning consultants can provide evaluation reports also provides a technical input to plan formulation. Edu- present base for comparison with cational institutions, the media and gov-

29 ernment agencies serve in an educational public participation. Citizen inputs and capacity to inform the public of the benefits, opinions never surface in the completed costs and intents of the plan. Public planning document. organizations, special interest groups and While decisions made during such a plan- individuals analyze the impacts of the ning process may be implemented, they plan from a social perspective. generally are not successful over a long Groups of citizens demonstrating responsi- range of time. The planning group's pro- bilities for each of those roles should be cess of gathering public information and simultaneously involved in each step of not using that information tends to alien- the planning process. Constant contact ate citizens who participated in planning should be maintained among the groups activities. The end result is usually a plan involved in each role for feedback and or decision which does not enjoy strong evaluation purposes. public support. Remember, citizen involvement in the plan- 4. Plans may be developed as a reaction to ning process is crucial. Such involvement various special interest and pressure group provides for critiques of technical plan- efforts. The planning group collects input ning issues which make those issues more from only those members of the special relevant to citizens. It can serve to diffuse interest parties. As long as there is no local problems that may otherwise be ob- strongly organized opposition, the plan- structive in a technically sound planning ning group appears to make decisions process. Citizen involvement provides valu- which satisfy the needs of the citizens. able feedback regarding feasibility of plan However, those citizens satisfied are only implementation to decision makers. It en- the ones who have forcefully established hances political support of locally deñned their point of view. planning issues. Citizen involvement also Plans and decisions formulated under a serves to satisfy the requirements of legis- special interest process may be successful- lation or governmental regulation for state ly implemented. However, such success and federal program funding purposes. may be enjoyed only as long as the special Most importantly, citizen involvement with interest served by the plan remains a government agencies, local officials, spe- strong force. cial interest and ad hoc groups can facilitate implementation and success of a technically sound plan. The Planning Organization 2. At times, tourism planning is completed by planning groups who choose to main- Tourism planning must be the work of the tain low levels of contact with the com- total community if it is to make a lasting munity. Difficult or sophisticated studies contribution to that community. While it is and reports are completed which describe highly desirable to involve all citizens in the planning issues and concerns. The plan- planning process, it is not practical to believe ning group suggests means to reach com- that all citizens can be actively participating in munity goals and objectives on the basis of the day-to-day business of planning. The busi- information determined in those reports. ness of planning is best accomplished by a No provision is made for public input to special planning committee representative of the planning process. No information is the various community interests. released by the group for public review or For a planning committee to be effective, it consideration, aside from an occassional must be identified as a legitimate group with a news release. public interest purpose. Such purpose defines 3. Plans often are completed in a manner the means of community improvement, action similar to the one described in number 2 and promotion which will further the objec- with a single major difference. The plan- tives of tourism development (for an example, ning group makes a concerted effort to see Appendix E). The legitimacy of the group is convince the community to accept the plan. established by a city or county council's formal During plan formulation, the group seeks recommendation and approval of the group. input from the community at large. How- The recommendation should include a state- ever, such action is usually performed as a ment of the committee's purpose, duties, and strategy to gain plan approval at a later size, and the length of time the committee is to time. The planning group pays "lip service" be in operation. The following is a sample of to the need for citizen involvement and just such a recommendation.

30 Recommendation—Tourism Planning Committee The city council recommends that a long range tourism planning committee be organized to develop a comprehensive plan for tourism development in (your community). This committee will give its attention to the continuing needs of our cornmunity within a future scope of three to five years. The long range planning committee will consist of seven members. The committee will be charged with the responsibility to: • Collect the necessary information relative to the present situation of our community as it relates to tourism. • Recommend long range goals to the community. • Recommend long range strategies to the community. • Evaluate the long range effectiveness of tourism in the community. This committee will establish and maintain close working relationships with the service organizations of the community and with the elected body of the community. It will report and interpret long range goals, objectives and strategies to appropriate groups within the community to facilitate detailed planning and implementation.

Establishing legitimacy does not end with weaknesses and to do their job. Such prepara- council recommendation. Once formally recom- tion may require educational sessions covering mended and accepted by the community, the topics including: the nature and function of tourism planning committee should be author- communities, objectives for community tour- ized by ordinance (see example, Appendix F). ism development, overview of the long range Be advised that the above stated appropriate planning process, the benefits of long range actions for establishing a tourism planning planning, effective committee membership, and committee do not in and of themselves assure other tourism and planning related topics. The an effective and successful group. The planning better informed and prepared the members of committee can be only as good as its member- the planning committee, the more likely will ship. The success of committee efforts depends be the success of that committee's efforts to- on the competency and commitment of those ward accomplishing tourism development goals. directly involved. Therefore, when appointing committee members, consideration should be given to selecting those citizens who have many of the following characteristics: The Organizational Structure • A knowledge of the community • The ability to work productively with a The planning organization is the formal group "people base" upon which the community's • The ability to be objective about the work tourism program will be built. The primary of the community purpose of that organization is to accomplish goals regarding tourism set by the community. • The time to invest regularly in committee work To accomplish that purpose most efficiently and effectively, the committee should adhere to • The desire to be part of a tourism planning an organizational structure that spells out who program is to do what, when. The structure should Leadership of the planning organization is provide for sub-groups, each having different extremely important. The leader of the group responsibilities the sum total of which will lead must possess many of the characteristics and to development of a tourism program. attributes discussed earlier in this chapter. The For example, one sub-group could be respon- committee leader or chairman must direct the sible for inventorying the existing tourist at- task-oriented group toward completion of com- tractions within the community and within the munity goals and objectives. Leaders must be immediate surrounding area. Another would prepared to recognize weaknesses in the plan- be responsible for identifying and describing ning group and to take action to orient or services now catering to tourists within the prepare group members to overcome their region. A third sub-group could accept responsi-

31 Figure 2.2 Tourism Organizational Structure (Sample)

AUXILIARY ORGANIZATIONS TOURISM COUNCIL Historical Society. COC. Resort Assoc., Motel Assoc., Restaurant Assoc.. Service Station As- TOURISM PHILOSOPHY AND soc., Attractions Owners Assoc. POLICIES SETTING OF OVERALL GOAL

DEPT. OF RESEARCH AND INFORMATION DIRECTOR OF TOURISM DEPT OF MARKETING AND PROMOTION Coordinate Planning and Carry out policies of tourism council acting on Operation Carry out policies established by Tourism Coun- advice of Research and Data Collection Commit- cil acting on advice of Promotion Committee. tees, Collect data, do research, advise director. I 1

Commntee on Community committee on Development of Committee on Support Budget and Finance Research and Data Collection Education and Training Involvement and Leadership Tourist Attractions Facilities Committee Committee Committee Promotion Committee Evaluations Committee

Determine ways to get maximum Identify and investigate goals for Determine the need for public Identify and evaluate various Determine the amount of research Determine the best ways to train Develop the best ways of commu- positiveinvolvementol community development, plans, plan imple- and private facilities to support means of financing tourism-ori- needed, data to be collected, cost nication with various publics, of Work out plans for evaluation of leaders. Screening of candidates mentation, evaluation and re- tourism program, set goals, make ented activities, securing and ac- and benefit analysis, income im- employees ot the council and of others involved In tourism. receiving maximum press expo- each facet of the tourism program. for tourism director planning. plans, evaluate. counting for funds. pact. sure, and efficient promotion.

-L Sub-Committee on Sut>-Committee on Private Facilities Public Facilities Determine rate of in- Determine public facili- crease in motel rooms, ties needed to service cafe seats, etc. needed GO tourists and expected to service tourists as growth at local level. to anticipated increase oc- Make plans to attain. curs. Plan.

1 "1 Sub-Committee on Sut>-Committee on Old Sutt-Committee on Local Sub-Committee on Sut>-Committee on Local Sub-Committee on Elephant Butte Smith Home Summer Playhouse Development of Visitor Surveys Market Research Secondary Data Banic Find out how history society is Work with summer stock com- Find out what needs to be progressing with restoration. pany on plans for future. Help Determine cost and best pro- Determine what is needed and Find out the best ways to mea- done to mal

Sut)-Commlttee on Sut>-sub-commlttee Sub-sub-commlttee Sub-sub-commlttee Sub-Commtttee on Sub-Committee on Sub-Committee on Financing of Financing Public Sub-Committee for Sub-Committee for Sub-Committee for on parking on publicity Financing Promotion Accounting Tourist Attraction Facilities Advertising Sales Promotion Public Relations Development and Operation of Council investigate various fed- Investigate various pos- Draw up plans for an Identify paid forms of Investigate means other Get an adequate road Find a way to finance or Decide on best plan for Investigate and recom- Determine best ways ot eral programs, local tax- sible sources of funds. accounting system for presentation and promo- than advertising to stimu- handling complaints of built to or past Butte. othenwise get a part

Sutj-sub-committee on Sub-sub-commlttee on fMs, Service charges liedroom and restaurant federal, state, and foundation grants

Investigate possible revenue flows Investigate various sources of Investigate feasibility of use of and the effect on operations of capital funds. such sources; make recommen- obtaining such funds. dations and plans. bility for identifying and describing conditions • Old Smith Home within the community such as employment, • Local Summer Playhouse population figures, unemployment statistics and The committee on support facilities has other such demographic related data. Still an- subcommittees: other could deal with identifying community needs, and so on until a sufficient number of • Private Facilities sub-groups have been delegated the responsibili- • Public Facilities ties needed to accomplish the planning task. The committee on budget and finance has Once the subcommittees have gathered all subcommittees: necessary information, each reports its findings to the entire planning organization. The organi- • Development and Operation zation consolidates the findings to reach a —Sub-subcommittee on Bedroom and Res- consensus of opinion as to what actions should taurant Tax be taken to fulfill the development goal of the —Sub-subcommittee on Grants tourism program. —Sub-subcommittee on Fees and Service The organizational structure of a tourism Charges planning organization might appear as that • Financing Public Facilities shown in Figure 2.2. That figure graphically • Financing Promotion illustrates various planning and operating com- • Accounting mittees and their functions. While such an The committee on research and data collec- organization might be found more commonly tion has subcommittees: in a larger community or region, it serves as an appropriate model for a community of any size • Secondary Data Bank (see Figure 2.2). • Local Visitor Surveys This particular organizational model pro- • Market Research vides for a tourism council which establishes • Cost and Benefit Analysis tourism philosophy and policies and sets the overall goal for development of the tourism The promotion committee has subcommittees: program's plan. The tourism council draws • Advertising assistance and leadership from a number of • Sales Promotion other organizations. A director of tourism • Public Relations carries out the policies of the council. The director's staff is responsible for the basic func- Be advised that the above stated planning tions of research and data collection and mar- committees and subcommittees are only exam- keting and promotion. Citizen committees are ples of the possible committees that may be involved in a variety of planning functions and involved in a tourism planning program. serve as a source of information and opinion on Specific committees will vary with the individu- which decision makers rely when making the al circumstances of the community or region selection of programs for implementation. developing the tourism program. Planning committees chosen as examples for development of this tourism organizational structure model include the following: • Community Involvement and Leadership Planning With Limited • Development of Tourist Attractions Resources • Support Facilities Planning may appear to be a sophisticated • Budget and Finance process that can be accomplished only in large • Research and Data Collection communities able to draw sufficient numbers of • Education and Training people into that process to get the job done. It • Promotion may appear to be important to only those areas • Evaluation where tourism is a very important sector of the economy. But planning is important to, and The committee on attractions has the follow- accomplishable by, all communities including ing subcommittees: those which have something to offer the tourist • Elephant Butte but have few people able or willing to organize —Sub-subcommittee on Roads the public bodies required for tourist develop- —Sub-subcommittee on Parking ment. Such communities also must set goals, —Sub-subcommittee on Publicity choose among alternatives for meeting those

33 goals, implement and evaluate the alternative, organization. Instructors—in colleges, junior and replan. For the small community, the oper- colleges, technical schools, or high schools hav- ative issue becomes how to take the first ing active programs in business administration step. or social science—^usually are looking for ways Seeking help from someone with experience to involve their students in practical work. seems the logical place to start. Small commu- Such student assistance in collection and analy- nities usually are located such that they have sis activities can be invaluable to the small ties to larger ones. Larger places have organiza- community. tions like Chambers of Commerce that tend to Such communities also may seek assistance get involved in tourism and to have expertise from the state tourism commission or depart- related to tourism development. Large commu- ment, other state agencies such as transporta- nities usually benefit if all tourist attractions tion and natural resources, university exten- in the surrounding area are developed because sion agents, and people who have a reputation more tourists visit the region and stay longer. for their knowledge of tourism development. A In most cases, therefore, the larger community comprehensive listing of federal, state, region- will be eager to help a smaller community get al and local sources of assistance for tourism organized. Larger communities also should be development is included in Chapter 5, Visitor able to provide assistance in key areas such as Services. fund raising, budgeting, public relations and As always, the key to the success of tourism promotion. development in the small community is leader- The tasks of data collection and analysis ship. The good leader takes charge and gets all required by the planning process may appear the help possible. Such leaders stay with the insurmountable to the smaller communities. project to its completion and work as long as Market analysis, tourist and visitor survey, possible towards its continuing success, but and survey of local attitudes and opinions are they also recognize personal limitations and unfamiliar terms and may seem beyond the move away from a project before becoming capability of the small community tourism "burned out."

Coordination of the Tourism Industry

A successful tourism industry does not just In its simplest form, coordination is a commu- happen, it must be made to happen. It requires nications issue. It is concerned with the two- strong leadership, proper planning and a struc- way sharing of information at each level of tured tourism organization to make the indus- development (initiating, developing, implement- try go. That organization must accept responsi- ing evaluating) and between each component bility to assure the completion of tasks re- task of the tourism industry. Those tasks and quired for implementation of a successful tour- considerations for their completion are dis- ism program. Those tasks—^promotion, budget cussed in the sections that follow. and finance, training and education, research and data collection, and communications—must be accomplished as a unified effort to accomplish tourism development goals. Communications Such unified effort depends on coordination. Close coordination between organization tasks Coordination requires efficient ways of com- helps avoid duplication of efforts. It promotes municating. Channels should be as direct and flexibility so that tasks can be altered to meet simple as possible; they must be well-defined changing objectives when change is dictated by and understood by everyone involved in the external influences. Coordination promotes ac- organization. Each person in the program complishing tasks in a priority order to avoid should know how word about each activity is to bottlenecks in tourism program development be spread to those who need to know. Communi- as some actions must be taken before others cation channels need to be established within occur. the community and between the community

34 and the tourist. Channels also must be open Communications and coordination must go between the community and external segments hand in hand if the tourism organization's of tourism such as other organizations, travel efforts are to succeed. Communication and coor- agencies and tourism organizations, and among dination functions must be carried out by per- the various interests that make up the tourism sons within the organization who can create industry. Some of the most common methods the environment in which those functions may for constructing an effective communications effectively occur. function follow. A more detailed discussion of such functions are included in Chapter 5, Visi- tor Services. • The tourist or visitor center. These cen- Research and Data Collection ters are most effective for welcoming tourists, providing information about all The process of determining what is happen- attractions in the area, local customs, and ing and what is most likely to happen is contin- laws. Community attractions literature and uous and is basic to good organization and fliers for special events can be distributed management. Managers need to know the best here. alternatives for each decision. The research Such centers can provide a communica- arm of the organization provides such informa- tions vehicle between tourist and commu- tion to the manager. nity. Compliments and complaints should Size and degree of sophistication of this arm be handled with equal ease. Complaints depends upon the amount of resources the should be given special attention, however, organization feels it can, or wants to, devote. because poor handling indicates a disre- Various procedures can be used in data collec- gard for the tourist. tion and analysis. Some are quite simple, oth- • Well-trained service people. In many ers are more complex. Again, the degree of communities, tourists interact with more sophistication of research is dependent on the service people (clerks, attendants, waitress- fiscal resources and personnel available for es) than visitor center personnel. It is, conducting research. Regardless of available therefore, important that those service peo- resources, recognize that information is basic to ple know the community and are aware of good decision-making. Every effort should be current events. made to get the best information possible. The particular type of information collected • Good signing on the streets and high- will vary with the size and location of the ways. Signing is a basic type of communica- individual community. However, certain issues tion. It says to the tourist, "We are con- are generally important to all communities cerned that you do not waste your time involved in tourism and require information to finding our attractions." be collected. • Meeting forums, discussion groups, • Promotion: the kinds of promotion, geo- board and committee meetings open to graphic areas in which it is done, and its the public, and special planning or timing depend upon a knowledge of the problem solving meetings. Meetings are potential market for a community's attrac- especially important in communicating tions. It would not do much good to adver- with people in the community. tise in a magazine having national circula- • Organized dissemination of information. tion, if your only chance to draw customers Newsletters, special reports, local newspa- was from within 500 miles of your commu- per editorials, radio and television news nity. You do not usually advertise a ski reports are ways of providing information to area in the spring. Certain kinds of attrac- potential tourists. Public relations (non- tions appeal to older people, so promotion paid advertising), though generally admin- of those attractions in media read by the istered through a promotion committee or older population will most likely give the department, may also emanate from local best return on the advertising dollar. government and political sources, private • Visitor Satisfaction: You always want to business, and other organization sources. know if you are sending away satisfied When information is issued by such sources, customers. The only way you can really the tourism organization must be informed find out is to devise some way of asking beforehand so potential conflicts do not them or of keeping track of repeats and occur. referrals.

35 • Changes in numbers of tourists: Season employers. In addition, the organization should to season comparisons enable managers to develop methods of communication to provide determine how much change to expect in for a well-informed public. the present year and when to increase Data collected on the number of tourists promotion efforts. Expenditures by tourists visiting the area, what they do, how much for various goods and services, combined money they spend in the community, and where with some knowledge of size of the local the money goes, should be explained to the multiplier, enable administrators to com- general public. Such explanation assures that municate the importance of tourism to the the public will be aware of the importance of local economy. Awareness of such impor- tourism to the local economy and the citizen tance helps to gain community support. contacts with tourists could also affect the • Types of people visiting your commun- success of tourism in the community. ity: Knowing visitor types could be of help For the tourism organization to be effective, in planning for future operations, under- it must not only communicate the information standing some of the problems you are the community wants, but also communicate facing, and improving your communica- with the community itself Residents as well as tions. special interest groups must have a mechanism • Tourism Resources: Knowing changes in available for communicating complaints, ideas, the supply of tourism attractions and facili- opportunities and for reporting on changes ties in your region, state and nation could that should be made in some aspect of the help you gauge plans for expansion in your tourism program. A good mechanism would be community. Past research indicates that periodic public meetings of the Tourism Council. the biggest single problem facing tourism Having the tourism director or an associate can be overcrowding of the more popular available to the public for discussion at regular tourist spots. Overcrowding may not be a times also provides an excellent means of problem in your area, but it would be well communication. to know when it might be. Each community has to decide how much importance to attach to research. The general Promotion inclination seems to be to do too little of it. Making decisions based on inadequate or erro- Although promotion is a part of the overall neous information leads to waste. Many com- communications concept, its importance to most munities never know whether their operations tourism programs suggests that it be viewed in are getting results because their research is the organizational structure as a separate and inadequate. specialized function requiring professional expertise. Promotion includes: • Advertising Education and Training • Public Relations • Sales Promotion Because tourism is a hosting industry, meth- • Personal Sales ods of training those who come into contact The manner in which these are integrated is with tourists are very important. Tourism de- called the promotional mix. velopment plans should examine ways to train Advertising involves developing a campaign most efficiently and lay out a blueprint to theme that will best reach an identified target accomplish such training (see Chapter 5, Visi- market audience. It requires selection of media tor Services). matched to the needs of that audience. Adver- A major problem in training employees of tising activities also include preparing and service stations, cafes, motels, retail stores, etc. ordering the artwork, copy, printing and other is the reluctance of employers to give employees production materials necessary to meet the time (with pay) for such training. Even though requirements and schedules of the selected most of those firms are regarded as part of the media. tourism industry, firm owners sometimes fail to Public relations is designed to be an ongoing identify the welfare of their business with that function that performs a supportive service for of tourism. The tourism organization needs to the entire tourism organization as well as for communicate the importance of the relation- the community. In public relations (PR), the ship between tourism and the firm to such concern is with the various "publics" whom the

36 organization has identified as being important Budget and Finance to the accomplishment of its mission. Those "publics" that usually require special relation- The tourism organization must have a sound ships and programs are: system of fiscal management. Planning the • General public means to implement the organization's objec- • Media tives and carry out its responsibilities must • Governmental agencies address the method of financing those activities. Means of generating, receiving and expending • Employees of the tourism organization and funds must be considered, and policies and support facilities procedures for conducting monetary transac- • Special interest groups (historical societies, tions must be devised. The organization also attractions and amusement operators; hotel, must provide for a good accounting system that motel, restaurant groups and others) will identify where, how much and for what Publicity, as a component of the public re- purposes money is spent. lations function, generally is designed to focus All organizations require operating funds. immediate attention on special events and com- Such funds are those needed for salary and munication of specific information. For example, wage, office space and equipment, supplies, and publicity is used to promote interest in commu- postage. They include other funds necessary for nity commemoration of a special day, occasion accomplishing special responsibilities such as or historical event. When using publicity to promotion and advertising, education and generate interest in such events, a community training, and research and data collection. The should exercise caution. Well-staged, major amount of funds needed will depend on the size events provide for newsworthy coverage by the and scope of the organization and its responsi- media. Events which are staged as gimmicks or bilities. Generally, an organization can expect which result in unfortunate incidents or flops to expend those funds acquired on two major provide poor publicity for a community. Over groups of activities: funding of operations and publicized events can attract too many people promotion, and funding for capital improve- which can result in fighting, drunkenness, and ments or development. considerable police action which turns a good A variety of methods for generating funds to event into a bad one. Remember, much fore- support the tourism organization's primary ac- thought and careful planning should go into tivities exist. Some of those can be easily publicizing an event. implemented by an organization. Others may Sales promotion serves to strengthen the require state, regional, or local legislation or advertising and personal sales functions. It is ordinances to authorize enactment. The utility described as the "enhancer" or the "extender" of certain funding methods to specific communi- for the advertising or selling of the communities will turn on state "enabling authority" ties attractions at special shows such as recrea- regarding the legal participation of govern- tional vehicle shows, boat shows, hotel, motel ment subdivisions in revenue generating ac- and restaurant association shows. Sales promotions. tion is designed to encourage tour directors and The following sections examine various meth- travel agencies to include the community in ods used for generating revenue. The determi- their patrons' travel plans through the develop- nation of whether a specific method may appro- ment of exhibits, displays and other such priately be used by an individual community materials. It further advances the efforts of the must be made by that community with regard community to attract tourists through the sale to the status of its tourism organization. and distribution of special promotional devices such as T-shirts, maps, directories and souvenirs. Personal sales, as part of the promotional Funding of Tourism Operations mix, provides for personal contact with tour and Promotion directors, travel agents and private organizations that may want to vacation in a community. Communities vary widely in how they orga- It encourages community representation at nize to provide and sustain an emphasis on trade shows and other such activities where tourism. In many communities, the Chamber the added pressure of personal contact may of Commerce provides the vehicle, in others it help "sell" the community to others. Personal is a committee of that group, a separate visi- sales are an effective supplement to public tors and convention bureau, a department of relation activities. the city for tourism development, or in other

37 cases a privately organized group representing General revenue funding can be advanta- tourism-related business. Some of the options geous in that tourism allocations increase as listed below will not be available to or appropri- the amount of funds coming into the city ate for each group, others may apply more increase. However, there are limitations on directly to some groups than others. For using general revenue funds. City governments example, allocations from the general fund may be reluctant to allocate monies to tourism would be more likely to fund a city organized agencies or organizations existing outside the department than a private group. government framework because the city will The Transient Guest Tax is a popular method have little or no control over the activities of of financing operation and promotion. It goes that organization. Further, the city legally by many names including bedroom tax, lodger's may not be allowed to fund organizations not tax, hospitality tax or resort tax, but basically under its jurisdiction. it is a 2% to 10% tax on the cost of a hotel room. Matching Funds. A number of states have In some areas, such tax is levied on apartments programs where local funds can be matched by leased for less than one year. It also may be state or regional departments of tourism. Such levied on restaurants and bars. programs are most often designated for outside In almost all cases, use of the transient guest marketing and promotional efforts. tax requires authorization by a city ordinance In those states where matching funds are not which may require approval by a local vote of now authorized, it is sometimes extremely the public. In many cases, the tax must be difficult to obtain legislative approval for such authorized by state legislation, and communi- funds. It also is difficult to convince legislators ties are advised to check state authorization to authorize sufficient funding levels for state requirements before preparing campaigns on tourism departments to operate matching the local level (Appendix G and H provide programs. However, in those states having examples of local and state legislation). matching fund programs, those programs pro- Funds collected as transient guest tax may vide excellent incentive for tourism develop- be earmarked for a variety of purposes. Uses ment and promote cooperation in the area of range from financing of city capital improve- marketing tourism. ments directly related to tourism and guest facilities to funding of local tourism promotion Membership Dues and Assessments. The most agencies and visitors bureaus for operation of common method of financing the local tourism their offices or for general promotion purposes. promotion agency or visitors bureau is through This method of financing is usually resisted membership dues, the method the Chambers of by local motel and restaurant groups who view Commerce have used for years. In many it as unfair taxation or an extra burden on locations, the visitors bureau is a function of business. However, larger hotel/motel chains the Chamber of Commerce and a portion of the usually see the tax as a benefit. Local residents membership dues are allocated for that purpose. generally support the imposition of such tax In other locations, the visitors bureau is a because it is paid by users or visitors to the separate agency, and is made up primarily of community. resort owners and/or other businesses that receive a major portion of their income from the Mill Levy on Real Estate Property used in the tourist dollar. Their membership dues operate development of tourism is not a common meth- the organization. In addition, there may be od of financing local tourism operation and assessments for specific programs, activities or promotion. This method of financing, like the projects. previous method, gives a consistent, perma- Often, membership dues are based on a slid- nent source of revenue. It tends not to reflect ing scale set according to the size of business, inflation as would general fund allocations or a the number of employees and the benefits de- percent of the room cost, but stays at the same rived from tourism. The amount of funds gener- relative level except when new real estate ated depends on the size of the community and property or new hotels, etc. are developed. the importance of tourism to that community General Revenue Funds from City, County or If the tourism industry is a high priority, the Region are widely used as a source of funding greater will be the number of businesses, re- tourism related activities. A number of local sorts or enterprises involved with tourism. In- tourism promotion agencies, whether they be creased tourism involvement suggests that a Chambers of Commerce or others, receive alloca- majority of those businesses will be members of tions from the general funds of the city or the the Chamber of Commerce or other tourism county or in some cases the state. support organization. The greater the number

38 of members, the greater the revenue generated City Capital Improvement Budgets. Another by membership dues. If tourism is a secondary related form of capital funding is the inclusion function, revenue from dues will be consider- of some building projects on the capital im- ably less. provements development list of the city. Some The amount of funds received from such dues improvements, such as the redevelopment of also depends a great deal on the ability of the historic homes, will be of direct interest and tourism organization's executive director or benefit to the tourist. Other capital develop- secretary to get members. That person must ments such as golf courses, tennis courts and have the ability to educate businessmen as to restroom facilities, designed primarily for the the value of the tourism organization, its local public, can be of equal value to the tourist. purposes, and the extent to which businesses Tourism concerns should be included in all and enterprises benefit from the tourist dollar. planning of community facilities. The local Special Events and Other "Direct Income park and recreation department will likely Producers." A number of communities use spe- have a number of capital project needs which cial events to provide or supplement their bud- could be related to tourism development. gets for tourism operation and promotion. For Schools, buildings and other community facili- example, Hermann, Missouri, has an annual ties may indirectly lend themselves to tourism Maifest and periodic antique auctions spon- appeal. So, when planning and developing a sored by the local tourism and visitors bureau public facility, do not overlook its tourism to help fund operations and provide funds for potential. promotion. Cheyenne, Wyoming, generates dol- Voluntary Contributions. Traditionally, vol- lars for its tourism program by holding annual untary contributions are more available and "Frontier Days." Other communities finance easier to generate for capital projects than for their tourism programs with funds raised operation and promotion expenditures. In some through the sale of souvenirs and other items, communities asking for contributions is not fees charged for arranging commercial and considered at all, while in others, millions of guided tours, and profits made from the opera- dollars have been generated through various tion of museums, etc. kinds of grants, contributions and solicitations. The funding of tourism programs through Contributions are usually more substantial special events does provide a focal point for and consistent when a local special interest community cooperation. However, such events foundation, such as a historic foundation, is require an exceptional amount of work to orga- involved as the recipient of those contributions nize and promote. They require the support of a for tax deduction purposes. majority of businesses and organizations in the Financing capital improvements by means of city. The amount of funds raised by an event voluntary contributions has certain disadvan- may fluctuate depending on the weather, the tages. A great amount of time and effort must interest of people in the activities, and a vari- be invested in activities to generate those funds. ety of other circumstances beyond the control Such funds are generally inconsistent over a of those who sponsor the event. long period of time and cannot be relied on as the sole source of support for the tourism program. Foundations. A very significant source of funds for capital projects and tourism develop- Funding of Capital Improvements ment is the private foundation. Historic and or Development museum foundations have been particularly active and successful in working closely with Sources of funds for capital development dif- local tourism councils to develop tourist attrac- fer somewhat from those available for operations. tion and promotion. Those foundations, such as the Historical Local Resort Tax. A number of communities Savannah (Georgia) Foundation, Historic Wil- earmark a certain percentage of the local re- liamsburg (Virginia) Foundation and Historic sort tax to be spent for capital development Fredericksburg (Virginia) Foundation have the projects related to tourism. This insures a acquisition and restoration of historic places or balance between internal expenses to upgrade the development and operation of a museum or the product to be sold as well as external both as their primary purpose. Other founda- expenses for marketing to bring the public to tions, such as the Blandin Foundation in Grand the facilities. Rapids, Minnesota, have monies to spend for

39 activities to enhance local communities, and Summary such activities may have tourism potential. Foundation support is advantageous in that Once a tourism program has been planned foundations usually have a program of fund for, established, funded and coordinated, and solicitation which is independent from the tour- public facilities have been provided, you will ism council or city The foundation is attractive have something to sell the tourist. You are now to those who want to leave part of their estate aware of the need to plan for tourism and to to a particular cause or to use a contribution as identify leaders who will make your plan work. a tax advantage. The independence of the foun- Chapter 3, Assessing Your Product and the dation gives the donors additional assurances Market, will assist you in tourism development. that their donated funds will be used to the Chapter 4, Marketing Tourism, and Chapter 5, best advantage of the community, and will be Visitor Services, provide further assistance for cared for in years to come. implementing tourism in the community Miscellaneous Sources of Funding, Numerous sources exist for funding both operation and/or capital projects. A comprehensive listing of such sources is referred to in Chapter 6, Sourc- es of Assistance.

40 CHAPTER 3 ASSESSING PRODUCT AND MARKET

Accurate information is essential to making Collection Programs sound, logical decisions. This chapter will show you how to design and implement methods to Any tourism area should have a regular collect the information you need for the many program for collection and evaluation of tour- decisions involved in tourism planning and ism information. Three categories of informa- development. Whatever your community's stage tion should be included in a typical program: of tourism development, you may need answers continuing sources, regular and irregular to the following types of questions: sources, and periodic sources. • What features of your area are most attrac- Continuing data sources provide regular tive to visitors? measurement of tourism activities. Once a sys- • What are the demographic characteristics tem is established these data sources are rela- of people who visit your area? tively easy and economical to operate. They are • What impact (income, employment, taxes, of value for two reasons. social, support structures) does or will tour- • To signal any changes in the results of ism have on your community? tourism programs. If changes occur in • What methods of promotion are most effec- numbers, types of visitors or in their reac- tive in attracting new visitors? tions to the area's services, your continuing • Are tourists satisfied with their experiences data source should indicate these changes. in your community? Then further analysis and evaluation can be conducted and potential problems cor- • What kinds of private and public support rected. facilities exist in the community? • To provide data that may be utilized periodi- • What is the community already doing for cally for specific analysis. Many tourist tourism development? areas have found data collected as part of an • What do members of the community want to ongoing program to be valuable in making do in the future? future decisions. For example, continual Your first informal analysis of the role that monitoring of tax receipts could be used at a tourism plays in your community will lead to future date to show how tourism has in- the formation of questions that may be ad- creased revenues. dressed in a more systematic way. Examples of Continuing data collection efforts may include: different types of relevant tourism information are shown in Tables 3.1 through 3.4 and include • Counts and self-administered questionnaires Characteristics of Visitors to an Area (Table of people visiting welcome centers, rest 3.1), Evaluation of Tourism Programs (Table stops, major attractions 3.2), Evaluation of the Effects of Tourism (Table • Tax receipts 3.3), and Characteristics of Potential Tourists • Residence (county) for all people going (Table 3.4). through admission booth

41 Examples of Tourist Information Table 3.1 Characteristics of Visitors to the Area

General Specific How to Get Information Information the Information Illustration

Number of visi- Number attending Count the number who Read meters on turnstile tors each attraction go through turnstiles

Count the number of tick- Ticket numbers 008362 to 009183 were sold in a week. ets sold Therefore 821 attended that week.

Count the number of cars In one day, 83 cars were parked for the first show, 143 in the parl

Number visiting Incoming and outgoing Ferry operators report carrying 1865 passengers to the area transportation passenger area last month. counts

Count visitors to welcome A survey of visitors conducted last year indicated 23% of centers or attractions. Di- our visitors visit the welcome center. Of the welcome vide by the percentage of center visitors, one person in five (20%) has his/her name area visitors who attend listed on the guest register. Therefore 4.6% (.23 x .20) of the center or attraction. the area's visitors are listed on the register. If 43 names were listed last month, we estimate we had 43/.046 = 935 visitors in the month.

Determine how many peo- 13,483 people visited the National park last July. Although ple visit nearby State or all of these must drive through our area, we estimated National parks or other from a survey that 15% or .15 x 13,483 = 2020 visitors attractions. came to our area last July.

(See Counting IVlethods)

Home location State or County re- Observe car licenses Use a camera to photograph all car licenses on a nearby sidence (See Observation Meth- road. Count the number oif each state. ods)

Simple survey Ask drivers of all cars parking at an attraction (1) the county where they live and (2) the number of people in their car.

Demographics or Age, sex, income, Survey Ask every tenth person who enters any of the local socioeconomic education, occupa- attractions the week of July 14-21. Information tion of family head, composition of party, etc.

Psychographics Type of "lifestyle" Professional survey Survey all users of lodging (campsites, hotels, cottages, of visitors etc.) for 1 week, asking them to complete a questionnaire on their activities, interests, and opinions.

Motivations Motivational re- Professional study Combination of depth interviews and surveys. search or other type of in-depth study

42 Table 3.1 (Continued) Characteristics of Visitors to the Area

General Specific How to Get Information Information ttie Information Illustration

Expenditures Where is money Survey Randomly intercept visitors on local roads. Ask each to fill spent, how much (See Survey Research) out a questionnaire about expenditures the previous day is spent, what is being bought, what is Diary Ask a randomly selected group of people entering the the range of expen- (See Diaries) area to keep a diary of their expenditures during their ditures from lowest visit. to highest, how do expenditures vary by day of week and seasons

Timing of visits Number visiting Observation Count the number visiting each attraction. Notice differ- each season or day (See Observation Meth- ences between days of week and seasons. of week ods)

Examine records Examine tax revenue, attendance counts, etc.

Length of visits Number of days or Records Examine registrations at campsites, hotels, etc. hours spent by vis- (See Desk Research) itors Surveys Ask people leaving the area Examine expenditure diaries

Image of area Image as seen by Surveys Surveys of visitors at welcome centers, at lodgings, at visitors attractions, etc.

Follow up surveys of visitors after they return home

Image as seen by Surveys Surveys of people living in geographic 'target market' potential visitors (See Survey Research)

• Occupancy of motels/hotels (confidentially mine if these sources are available and, if so, reported to tourist organization and pub- how to utilize them. lished as averages) Periodic sources of information are also needed to evaluate the tourism program and Regular and irregular data sources include : potential changes in it. These sources include: • Advice, data and reports from other com- • Visits to similar and neighboring tourist munities areas • Advice, data and reports from State Direc- • Exit studies from attractions tor of Tourism, State Travel Council, universities, Travel Industry Association of • Visitor Surveys America, Travel Research Association, • Expenditure Diaries USTTA, advertising agency, travel research • Study of present tourist attractions, num- organizations such as the United States ber of visitors, their destinations, other Travel Data Center attractions visited • Airport passenger counts • Traffic Counts • Highway Department road counts • Trends in length of stay in area (survey or These sources are valuable but not always lodging records) available because the research or data collec- Evaluation using these sources is periodic be- tion was initiated by other organizations. Ad- cause (1) the process is too expensive and/or vice and information from other communities, difficult for continual collection (such as a your State Travel Director, or the State High- survey of potential tourists in their residences) way Department may have great benefit to the or (2) minimal change in information is expect- community. Efforts should be made to deter- ed over short time periods (such as a study of

43 Examples of Tourist Information Table 3-2 Evaluation of Tourism Programs

General Specific How to Get Information Information the Information Illustration

Assess Advertis- Evaluation of me- Tracl< responses to ads. Code return coupons (or addresses) in newspaper ads so ing effectiveness dia and messages that you can identify the newspaper and ad used. used Cost per inquiry can be calculated for each ad by dividing the cost of the ad by the number of inquiries received from it. Remember though that many people may be influenced by the ad, yet not send an inquiry.

Follow up responses with a mailing asking if they have visited the area to determine number of visits generated.

Surveys Ask visitors in a survey how they heard about the area (See Survey Research) and if they remember any advertising about the area.

Observation Observe any changes in attendance after an advertising (See Observation Meth- campaign. But remember that increases or decreases ods) may have occurred anyway without the advertising.

Assessment of Attendance Records Attendance figures for each attraction. tfie draw of each (See Desk Research) attraction

Tourists before vis- Entrance surveys Ask why they have decided to visit the area. iting the area Ask which attractions they plan to visit (either multiple choice or open ended).

Tourists after visit- Exit surveys Ask which attractions they visited. Ask which attractions ing the area (See Survey Research) they liked best.

Vary advertising Experimentation Develop ads based on different attractions. Run each ad messages in a different newspaper. Then repeat each ad in a newspaper not used for that ad before. Repeat until all ads are used in each newspaper. Count the inquiries from each ad message.

length of stay in the area based on lodging • Private consulting firms and/or faculty from records). Periodic data sources are easy to ne- your local college or university might be glect or postpone. Maximum value requires employed by your community. collection on a regular basis. Obviously, the collection and evaluation of • High schools, colleges and universities also your tourism product and market information is may be able to provide students to conduct difficult and time consuming. An effective pro- needed surveys. cess requires coordination and careful man- • For larger samples, computer assistance in agement. Who should initiate the surveys or tabulating results may be necessary. inventories or the many other data collection techniques? Ideally, your community should If, however, you cannot afford to hire consul- select an individual or team of specialists who tants or the services of a local college or universi- are familiar with data collection methodology, ty are not available, this manual is designed to the tourism industry and, if possible, familiar help you collect data on your own. Do not be with your region. frightened by the size of this Chapter! You will • A Chamber of Commerce, service or civic not use every section at any one time; the group, unit of local government (such as city methods vary in sophistication from the very parks and recreation department), or local simple to the more complex. In all cases, the development organization may initiate and processes indicated are geared to the level of the conduct the surveys, inventories. nonprofessional researcher.

44 Examples of Tourist Information Table 3,3 Evaluation of the Effects of Tourism

General Specific How to Get Information Information the Information Illustration

Total number of Number of visitors See earlier examples tourists

Economic Impact Tax collections Records Evaluate changes in sales, lodging, and gasoline tax collections

Bank deposits Records Obtain records for the total value of bank deposits in the area

Pay telephone us- Telephone Co. Records Pay telephone usage often goes up during the tourist age (See Desk Research) season

Local residents' Number approving Survey Professional survey of public attitudes towards tourism opinions and disapproving tourism development, areas of œn- cern

Examples of Tourist Information Table 3.4 Characteristics of Potential Tourists

General Specific How to Get Information Information the Information Illustration

Habits, present Types of areas Survey Professional survey of people in geographic 'target market' tourist destina- presently visited, tions tourism activities Previous research by Studies on 'competitive' tourist areas pursued, etc. others

Knowledge and Number knowing Survey Professional survey of people in geographic 'target market' attitudes towards of area attributes, area opinions of area

Residence area Location of resi- Survey Survey of present visitors at tourist area dence for most likely visitors (See Survey Research) Survey of people in potential geographic 'target markets' to determine which tourist areas they would consider visiting

Census data Use census data and maps to determine the number of (See Desk Research) potential visitors from each area (see discussion of target market selection)

Demographics, See discussion of Professional survey Professional survey Psychographics visitors area

45 Types of Data Collection

The preceding tables list many examples of In surveying sources of data, including census tourist information and how to get the infor- data from the Department of Commerce, you mation. The methods vary from counting tick- may want to use the following categories which, ets or license plates to designing professional in total, account for most of the tourist expendi- surveys that would determine the lifestyle of tures in the Standard Industrial Classification visitors. Three types of data collection tech- system: niques will be discussed: Classiñcation • Desk Research Number Topic • Observation 581 Eating and Drinking • Survey Research 701 Hotels, Tourist Courts, Motels 554 Gasoline Service Stations Desk Research 794 Sports Promotion, Amusements, Recreation Services (commercial Sometimes called secondary source research sports) or literature review, desk research is simply an 599 Retail Stores Not Classified effort to profit from information collected for Elsewhere other purposes. It obviously makes sense to 783 Motion Picture Theatres review what is already known about tourism in 792 Theatrical Producers, Bands, general, and your area in particular, before Entertainers investing the large amount of time, effort and 702 Rooming and Boarding Houses money to collect new data. If, for example, 721 Laundries, Cleaners studies from different parts of the United States have consistently demonstrated high tourist 703 Campgrounds and Trailer Parks interest in adequate hotel/motel accommodations at reasonable prices, it is likely this requirement will also apply in your area. Or, if you regularly collect taxes on hotel rooms, it is expedient to use the amount of tax collections as an indicator of present tourism activity. Comparison of Observation Examples of secondary sources and kinds of information they can supply are: and Survey Methods • USTTA—Survey of international travelers. A number of different methods for collecting Publishes Inflight Surveys of International data will be brieñy reviewed and are summa- Air Travelers which consists of two series: 1) rized in Table 3.5. These methods can be used in Overseas and Mexican Visitors to the C/.S. various ways to determine many different as- and 2) U,S. Travel to Mexico and Overseas pects of tourism such as dollars spent, attitude, Countries. and transportation, and are applicable no mat- • USTDC—Survey of state travel offices. ter what the degree of tourism development in • State Travel Offices—Matching funds for your community. Variation in the cost, quality promotion, planning assistance. and practical considerations exist that may • Regional planning agencies—Socio-demo- dictate the use of one method over another. For graphic data. exam^ple, simple surveys conducted by volunteers or by the Chambers of Commerce can be • Travel association sources—Dollars spent much more economical than outside consul- for particular tourism activities. tants and expensive computer applications. • Local and state departments of revenue (tax Often, employing a combination of methods collectors)—Projections of tourism revenue. provides the best information. Most importantly, • Private organizations, such as the United the community must not underestimate the States Travel Data Center (Washington, importance of collecting accurate data. Many D.C.)—Economic and other tourist-induced communities make informal surveys of various impacts. aspects of tourism without regard for the accura- • Other sources listed in Chapter 6, Sources cy of the information and then make policy on of Assistance—Lists of grants and match- the basis of the data. Important decisions should ing funds. not be made on casual data.

46 Table 3.5 Methods of Collecting Tourism Data^

Design Usefulness Cost Administration Type of Method Easy Med. Diff. Low Med. Hi. Low Med. Hi. Easy Med. Diff. (1 ) Direct Observation X X X X (2) Counting Methods X X X X (3) Informal Surveys X X X XXX (4) Suggestion Boxes X X X X (5) Registration X X X X (6) Questionnaires (a) Telephone X X X X (b) Self Administered X X X X (c) Face to Face X X X X

^ It is important to note that there will be variations in the ease, cost, and administration of the various methods depending on the situation. For example, a questionnaire for some communities regarding a specific Issue may be a fairly easy and economical method, whereas in other situations it might be a quite complex task. This table is designed to give an overview of some of the most common methods and their characteristics in general.

Observation Methods of park use. Other approaches have included magnetic sensing of snowmobiles on trails, Observing Behavior counters on various roadways to measure traffic flow, and aircraft for counting and classifying Observation implies that people are watched use in remote areas (camping, canoeing, hunting, or observed to determine their behavior. Nat- fishing, hiking). One innovative approach is to urally, this method only tells you what people employ devices that automatically photograph do; it does not tell you reasons for their actions. the licenses of passing vehicles. Unobtrusive Observation techniques include the use of photoelectric cells can be used along pathways observers on the site. Various television or and other out-of-the-way places to count pass- photographic recording devices may also be ing visitors. Students and other local people can used. Often, the nonverbal communication of a be hired (or volunteers solicited from scouts or disgusted look or one of immense pleasure may other organizations) to do manual counts at be worth more than any series of questionnaires. various places. State and federal groups (National In essense, the method is based on observing the Travel Surveys or the Bureau of Census) often behavior of the tourists to get a feel for what do surveys that supply additional sources of they are indifferent to, enjoy or dislike. The counting data. impression gained will assist you in planning Counting techniques can be relatively inex- additions or changes to remedy problem areas. pensive when existing check points are employed. This important source of information should not be overlooked. • Turnstiles, for example, with built-in counters can be read daily by managers, gate keepers or security guards and recorded in a log. (Note: You could also purchase electron- Counting Methods ic printout counters activated by photoelectric cells or various types of switches that Most attractions can easily employ counting methods to obtain an accurate count of the total the numbers daily and that would only amount of usage, such as the number of tourists need to be checked monthly.) that come to an attraction or use a particular • Ticket sellers can record daily ticket sales. path. The data is based on such things as gate • Security guards at entrances can be provid- receipts, turn-stile revolutions, or parking spac- ed with inexpensive mechanical counters to es used. Counting associated with cars can also keep count of visitors. The object is to be combined with noting license tags to get an engage individuals already employed to do idea of tourist origin. At one time, Michigan the counting. state park personnel calculated total water • Volunteers could be solicited, otherwise consumption in toilet facilities as an indicator individuals such as students would have to

47 be hired to do counting, which by itself is • Types and locations of accommodations used boring and an inefficient use of personnel. (motel/hotel, camping friends/relatives, own Sophisticated counting equipment is expen- property) sive when many sensors and monitoring • How did you hear about the area? devices are used. However, when frequent • Length of trip (distance and time) and numerous countings are required, the • Constraints on travel trade-off in accuracy, dependability and • Personal influences (people who recom- eventual cost may favor automation. mended area, people who discussed the A limitation of the counting method is the area) fact that non-tourists use tourist facilities. The • Impersonal influences (advertising, pro- inflated counts must be adjusted. One communi- motion) ty monitoring tourism at a state capital used • Use of tour operators, travel agents, etc. counts based only on those who took the guided tours. Of course, this counting would miss those A survey can reveal information about the tourists who did not take the guided tour but did traveler: visit the capital. Traffic counts also have to be • Demographics (age, sex, income, education, adjusted for local and repetitive types of traffic. occupation, composition of family or travel Concern for this type of inflation in counts party, etc.) emphasizes another important feature of accu- • Activities, interests, opinions, values rate counting. Counting should be done on an • Sources of information normally consulted ongoing basis where possible to give accurate when planning a trip daily, weekly and monthly data. • Special needs of the travelers with disabilities, language or cultural needs If you decide to proceed with survey research and the funds are available, the easiest and Survey Research probably most satisfactory solution is to turn the project over to a professional marketing Survey research is more sophisticated than research organization. Bradford's Directory of either desk research or observation/counting Marketing Research Organizations briefly de- methods in terms of the process and the poten- scribes the age, size and expertise of some firms, tial uses of the results. While it may be or, in larger cities, check the Yellow Pages for sophisticated, such research can yield very "Market Research and Analysis." Other organi- useful information about tourists and their zations may be found through inquiry at univer- touring habits. Such information includes: sities and colleges. • Origin In selecting a researcher, remember that "a • Destination clear statement of the problem is often two- thirds of the solution." Exploratory investiga- • Number in party tions or pilot studies may be undertaken to • Number of days stayed (to be stayed) in area determine the feasibility of a particular re- • Types of transportation used search design but no major financial commit- • Amount of planning for trip (no planning, ment should be made until both client and planned during trip, planned this tourist researcher have a clear, detailed, written under- season, planned this year before the season, standing of the study objectives, sampling planned a year of more in advance) procedures, research methods, timing and cost.^ • Attractions visited If the funds to hire a professional research • Events attended organization are not available, you may have to rely upon volunteers to plan the research design, • Most preferred attractions or events conduct interviews and analyze the findings. It • Evaluation of attractions and events visited is essential that the research design specify an • Complaints analysis plan before data collection begins. It is • Purpose of visit a common failing among non-professional re- • Reasons for visiting, anticipated goals • Extent that goals are met by attractions, ^A more complete explanation of this point, together with events and service people control forms, may be found in "Authorization Control, and • Repeat visits (been here before? plan to Evaluation of Marketing Research Projects," by Dik Twedt, return?) Journal of Marketing Research, February 1975, 86-92.

48 searchers to collect a "kitchen sink" of un- validity of the suggestions comes from the related data, and then expect a professional to frequency a suggestion is made (e.g., more "analyze" the results so that they make sense. restrooms, parking, or friendliness). The bonus- Remember that the research design is like a es might be novel and unique suggestions of construction blueprint for your home: unless obvious benefit to community if carried out. you know exactly what the final result should Ideas from suggestion boxes may also be used be, it is unlikely that the project will be one in in developing questionnaires and interviews for which you can take justifiable pride. survey research on tourism. Thus, insights gained through a technique not designed to provide a representative unbiased sample may be useful in creating questions for further inquiry. Informal Surveys Often, the first data collection begins through informal interviews with community leaders, officials and maybe some visitors. Well-placed Bices phone calls and friendly visits over coffee are an economical and efficient approach to data Two common errors of non-professionally trained researchers is to incorporate (often collection. These informal polls can lead to unintentionally!) bias into selection of the sample, useful information and quickly give some over- and bias in wording or sequence of questions view of the tourist activities of the community. asked. Bias may be difficult to detect, but its However, even community leaders and others presence in a research project can lead to wrong contacted can be misinformed when it comes to conclusions. A classical example of sampling actual tourism impact, or those contacted may bias occurred in the 1936 Literary Digest political not know about all aspects of tourism in the poll, in which the pollsters mistakenly predict- area. ed the election of Alfred Landon as president of Hence, the methods discussed below should the United States. The sample size was im- be used to obtain a more accurate analysis of pressive, exceeding 100,000 telephone calls. attitudes and awareness of the role of tourism in Because the sample was chosen from telephone a community. In sum, the informal approach is a directories (in the depression year of 1936, good place to begin to get an overview of commu- Democrats—who were more likely to vote for nity tourism development. The information col- Franklin Delano Roosevelt—were much less lected can assist in developing future question- likely to afford a telephone than were Repub- naires and interviews. licans), there was a systesmatic bias against including enough Democrats for the sample to be representative. Similarly, it is necessary that the sample of tourists be representative of those Suggestion Boxes who do come, or might come, to your area. The wording of even a simple question may Suggestion boxes are a way to begin ex- have a substantial effect on the answer. In his tracting information on visitor satisfaction with The Art of Asking Questions, veteran pollster services and attractions. It is relatively inexpen- Stanley Payne points out that if it were neces- sive and often overlooked. It can provide feed- sary to sort out visitors to New York City from^ back when strategically located with a comfort- those who live there, the question, "Do you live able place to rest, supplied with pencils and in or near New York City?" could yield quite pads with perhaps a few leading questions such different answers from the less biased question, as "What can we do to improve ?" "Where do you live?" Perhaps a promotional "gimmick" such as the Whether the interviewing is to be done by a person with the best suggestion of the year professional research organization or by volun- winning a free vacation, would help in the teers, it is very important that a pilot test quality and seriousness of the suggestions precede the main research effort. In a pilot test, elicited. a small number of interviews (often about 25) Place suggestion boxes where they are highly are conducted to determine if respondents un- visible and accessible, and in a place frequently derstand the questions, and are willing to visited by most tourists. Boxes need to be well cooperate by giving answers. The pilot test identified and in good condition to assure tour- should be used to question people similar to ists that their suggestions are valued. The those to be surveyed.

49 Developing Questionnaires this reason, a sample is selected that represents the group you wish to survey. One of the better ways to develop a questionnaire about tourism opportunities is to review what other researchers have done who faced a Selecting a Sample Group similar problem. It may be that you will find a research project with objectives very similar to How do you select a sample group? One yours, and the research design and question- technique is to systematically sample every naire can be adapted with relative minor chang- tenth tourist. This assumes that there is no es to fit your needs. If this is the case, not only particular order or selection for any unique have you saved time and energy, but if you have characteristic that the sample should be fairly a copy of the first report, you have a basis for representative. Another approach is to use ran- comparison of your findings with those of the domization in sample selection. For example, previous study. when questionnaires are sent out using mailing If it is necessary to start from scratch, you will lists derived from registrations, a certain num- find it useful to write down (on 3" x 5" cards) the ber of names are selected at random by assign- various information elements you are hoping to ing numbers to names and then drawing num- find. Do not worry about the precise wording— bers from a random numbers table or other that can come later. The reason for the cards is method. Random selection eliminates the need that, in most questionnaires, question sequence to survey every individual. can be crucial and having the questions on cards Be aware of seasonal differences and if possible, makes it easier to develop the best question select samples from all periods of the year. order. When the data is analyzed, you may find varia- Since more marketing research reports are tion in types of tourists at different points in the based upon data tabulations, it is useful for the season and this may be important in planning researcher to determine in advance of data and developing attractions. For example, a collection the exact format of the tables, togeth- predominantly older tourist business in early er with appropriate headings for both columns spring and late fall may not be as interested in and rows. It may also sharpen your critical arcades as younger people in mid-summer would analysis if you fill in the blank tables with be. In other words, there may be advantages to hypothetical data and then ask yourself the promoting certain attractions based on season- question, "What would I conclude if these were al tourist profiles. The basic principle in terms my actual findings?" of how many is enough is that the larger the In all survey research, remember that there is sample, up to a point, the less likely you are a major difference between exploring and to make an error. When possible, you should concluding. Exploratory research is done to poll everyone. However, when dealing with search for ideas and relationships that you may thousands and perhaps millions, where it just is not have considered. Conclusive research is not economic to poll everyone, a sample of 500 to done to describe a current situation or to test an 1,000, when randomly selected, should give a idea or plan. It is very important that your fairly representative response. conclusions be projectable to a given segment of Technical questions about sample size, meth- customers (tourists). This is why it is common od of selection and confidence limits of findings practice for researchers to begin consumer re- are usually best left to those with specialized search projects with tape recorded discussions training in these areas. If you are working with of small consumer groups of as few as four or five an established marketing research firm, usual- people. The purpose of this exploratory step is to ly such firms have staff members who are see how people think about a topic, to find out trained in these disciplines. However, if your what things are most important to them, and to budget will not stretch to accommodate a profes- suggest to the researcher concepts which will sional researcher, and you are hesitant to pro- later be tested on larger, more representative ceed on your own, there is a compromise solution. samples of consumers, selected so that your Call your nearest university and check with conclusion can be safely projected to a larger departments working with tourism, recreation, group. marketing, consumer behavior or business The process of obtaining a reasonably repre- research. Chances are good that you will be able sentative sample of tourists needs to be explored to find a faculty member who is qualified to because for many communities it is both a advise you on your project. If only a few hours practical and financial impossibility to poll all are required for review and consultation, it may of the tourists that pass through in a season. For be that your only cost will be the price of a

50 lunch. If more than half a day is required, and if other information to screen tourist activity. the faculty member becomes more deeply in- The main feature of the registration is the volved in planning and analyzing the research determination of the origin of the tourists. As project, a consulting fee may be negotiated, but suggested, however, other pieces of information usually it will be considerably less than the cost can be obtained (ages, income, reasons for of having the entire project handled by a for- coming to this attraction) but most importantly, profit research company. an address is usually obtained. The address allows for follow-up questionnaires and, potentially, for the mailing of promotional brochures Registration Methods or announcements regarding new attractions. The registration method can be a fairly economical data source. Use of this method re- Questionnaires quires that the tourist complete a prepared form when entering an area or attraction. Registra- There are three primary types of question- tion forms provide visitor characteristic infor- naires: self administered, telephone and face-to- mation such as: face. In all three methods, formal question- • Zip code, state, county and city naires are developed and used. In self-admin- • Length of stay istered questionnaires, the respondent reads the questions and writes the answers on the • Number in party questionnaire. In telephone and face-to-face • Price of room questionnaires, the interviewer reads the ques- • Method of registration (travel agent, direct tions to the respondent and records the answers. with hotel, walk-in, other) Self-administered questionnaires generally Bias may occur in data analysis if all tourists do fall into two categories: those that are distributed, not fill out a registration card. administered and collected on site, and those Although this form of registration is primari- that are handed to or mailed to the tourist to be ly used for lodging, it also is used in other ways. filled out and mailed back. • More and more parks are requiring registra- • On-site questionnaires are easily admin- tion not just for safety purposes but also as a istered and inexpensive. Response rates are main source of data on use and origins of high, excluding those who do not want to tourists. participate or who do not have the time to • Some restaurants place guest registers at fill out the questionnaire. Those distribut- check out counters to collect such data. ing and collecting the questionnaires should be polite, neat and enthusiastic enough to • Service stations in a community could be of elicit high response rates but not be so valuable assistance if they required a name forceful they turn off tourists. and address for all out-of-town purchasers. • Mail-return questionnaires have lower • Any attraction that maintains a controlled response rates. They may be destroyed or access can potentially set up a register. "lost with the luggage" when the tourist • Travel information centers actively use vari- returns home. Direct mail questionnaires ous methods of tourist registration. typically also have lower response rates as The registration form can become either an the tourist returns to his home and normal employee-administered or self-administered pace of life. Although both techniques re- questionnaire. A registration format is illustrat- quire mailing expenses (return postage ed below (Figure 3.1, Jackson Hole Visitor should be paid), direct mail questionnaires Profile Questionnaire). Note, however, that this have the disadvantage of postage both ways. form could be modified to ask the name and (For a discussion on classes of mail and address of the respondent as the last question. postage rates, see section Control Mecha- In any situation which requires that a visitor nisms for Handling Inquiries in Chapter 4, check in, you have a captive audience to whom Marketing Tourism.) many questions can be addressed. States such as Hawaii and various countries use customs types of registration to collect information on Interviewing incoming and exiting tourists. Some communities have employed police, using the "subtle" The interviewer must not suggest answers to barricade technique, to give a complete check of the respondents. This is a cardinal rule. Usually number, origin, and point of destination, and the best way for an interviewer to proceed is to

51 Figure 3.1 Jackson Hole Visitor Profile Questionnaire, 1978

1. Point of origin: 7. Age distribution of adults: D Wyoming G 18-30 years D Pacific Coast G 31-45 years D Rocky Mountain Area G 46-55 D Southwest G 55 years + D Midwest D East Coast 8. How long are you staying in Jackson Hole? D South Days D Other U.S. Nights D Foreign 9. Primary reason for visit: 2. How traveling: G Downhill skiing G Automobile G Cross country skiing DBus G Snowmobiling O Recreation vehicle G Hiking - camping DAir G Sightseeing D Other G Business G Dude ranch 3. Destination: G Passing through D Teton Park G Other D Yellowstone Park D Town of Jackson 10. Expenditures: D Targhee Resort Total n Teton Village Restaurants D Other Lodging Bars and nightclubs Type of lodging while in Jackson Hole: Recreation services D Motels/hotels Gasoline D Private campground (e.g., KOA) Souvenirs D Public campground (e.g., Forest Service) Other trade D Friends and relatives (e.g., groceries) D Other — Other

Duration of total trip: 11. Approximate family income: D Day visitors G $ 8,999 or less D 1-2 days G$ 9,000 to $14,999 D 3 days or less G $15,000 to $25,000 □ 4-7 days G $25,000 to $50,000 G 8-14 days G $50,000 + G 15 days + G No response

Number in Party: G Adults G Children

52 follow the questionnaire exactly as it is printed, should promote good will. Forms such as the with no "explanations" of what a question Jackson Hole Visitor Profile Questionnaire, means. If a follow-up question designed to get a Figure 3.1, can be used for asking a specific set more complete answer to the first question is of questions. The items can be checked off as you used, it should be as neutral as possible, such as, go down the list. "Could you tell me more about that?" or Face-to-face interviews can be conducted at "Anything else?" In fact, one of the most useful the intended respondent's home, while the per- tools used by professional interviewers is the son is in transit to/from some attraction, at the "probe of silence"—simply waiting quietly until attraction site as part of the registration, or by you are sure that the respondent has had ample approaching visitors at the attraction. One opportunity to answer that question. ambitious community had interviewers approach Specific types of survey research techniques, individuals while their vehicles were being registration, suggestion boxes, informal surveys, serviced. Dining or lodging places also could and questionnaires, are discussed in detail in serve as sites. One site for face-to-face inter- the following section. views that is least likely to annoy the tourist is Telephone interviews are becoming an in- travel information booths. creasingly popular method of gathering data. It The major advantage of personal face-to-face has a certain immediacy, an ability to cover interviews is that a great deal of indepth infor- wide geographic areas at relatively low cost, mation can be gathered from the respondent. and a high potential level of interview quality However, the major disadvantage of this tech- control. It can be used to follow-up on tourists nique is the relative high cost per interview. who have registered or to sample a city or In the face-to-face interview it is extremely geographic area to gather various types of important that the interviewer be poised, information, as well as to promote tourism. informed, pleasant and professional. A check Individuals chosen for such a task should have a list of questions seeking specific answers as well pleasant voice and be skilled in conducting as an assortment of open-ended questions is interviews efficiently. At the same time, they essential to good interviewing.

Determining Visitor Attitudes

Introduction • Their expectations when they visit your area Visitor attitudes about a tourism area are a Peoples attitudes are affected by: major influence in determining whether they choose to visit the area and how they behave • Their experiences when they do visit. Knowing these attitudes • What their friends say should help you develop and promote your area. • What they hear and see in the newspaper, Obviously, a person's likes determine pur- television, radio and other areas chases, whether buying a tangible piece of • Their perceptions of what your destination chocolate or an intangible visit to your area. has to offer; its strengths & weaknesses Visitors' attitudes of interest to you include: • Their attitudes about the area before it was • Whether they "like" your area or not developed into a tourist area • Whether they prefer your area to another Since the images most people have of your travel destination product will not be complete pictures of your • How they rate different features of your area, it is important to know these attitudes tourist area before you try to change them.

53 SA A U D SD I found Hawaii to be far more wonderful How To Determine Attitudes than I expected. Attitude scales are most commonly used to SA A U D SD Hawaii is no Island Paradise to me. determine attitudes. In a scale, an individual is SA A U D SD I can get plenty of satisfaction out of life asked directly his/her beliefs or feelings toward without ever visiting Hawaii again. an object (tourist area) or attributes of the object SA A U D SD I never would believe that a vacation in (features of a tourist area). Hawaii could be so wonderful. Scales may be included in either personal, SA A U D SD Hawaii is overrated as a vacation spot. telephone, or self-administered questionnaires SA A U D SD I'm quite convinced that Hawaii is the which can be attached to recreational merchan- greatest vacation spot there is. dise (such as skis, outboard motors, golf clubs); SA A U D SD I will not be sorry to leave Hawaii. included in various publications; distributed to SA A U D SD It must be nice to live in Hawaii. users and collected at the attraction site; distrib- By including a number of items about atti- uted at the attraction to be mailed in; mailed to tudes toward a tourist destination, you can selected populations; or delivered and picked up arrive at a general feeling about the area, in at the user's residence. this case the amount of enthusiasm that the visitor has for Hawaii. By inserting questions about particular as- Scales Indicating Agreement to pects of a destination, the community can learn Statements how the tourist reacts to them. The information can be used to make necessary changes or to add An example of the kind of information that attractions which are favored by tourists. can be collected with rating scales is illustrated by John Barclay and Herbert Weaver's questionnaire designed to probe tourist attitudes in Hawaii. The following was illustrated in Donald Scales Indicating ''Liking'' Lundberg's The Tourist Business (2nd edition, A much simpler technique is known as the Boston: Cahners Books, 1974). LID method. In this method, an item is listed "This is a study of attitudes of tourists toward and is followed with the letter L (for like), I (for their vacation in Hawaii. Below you will find indifferent), and D (for dislike). In taking the twenty-one statements expressing different atti- inventory, one simply circles the letter which is tudes toward vacationing in Hawaii. Please most appropriate. This method does not reveal circle the response which most closely repre- the degree of liking or disliking on the part of sents your attitude toward each statement." the person taking the test, but you can deter- SA Strongly Agree mine the percent of likes and dislikes for a group A Agree of people. It is customary to divide the "indif- U Undecided ferent" responses equally between the L and D D Disagree SD Strongly Disagree responses in such a scoring procedure. For example, you might want to assess the SA A U D SD I must return to Hawaii soon. attractiveness of various "special events" which SA A U D SD No other place but Hawaii has such a your community wants to promote. This invento- friendly spirit. SA A U D SD I guess Hawaii is all right as a place to ry could be sent to local residents as well as to live, but there are many other places I the projected tourist population. Some sample would choose first. items are listed; many others could be included: SA A U D SD The scenery alone in Hawaii is worth 1. Dog Races L I D every penny I spent for this trip.

SA A U D SD Vacationing in Hawaii is like being in 2. Antique Show L I D Paradise. 3. Ethnic Dances L I D SA A U D SD This is the most wonderful vacation I 4. Horse Show L I D have ever had. 5. Tournaments L I D SA A U D SD Hawaii is a nice place, but no better than many other vacation spots. 6. Garden Tours L I D SA A U D SD I'd like to visit Hawaii again soon. 7. Pet Show L I D SA A U D SD I think Hawaii is grand. 8. Bazaars L I D SA A U D SD There's never a dull moment in Hawaii. 9. Concerts L I D SA A U D SD I wish I could stay in Hawaii longer. 10. Parades L I D SA A U D SD I just can't praise Hawaii enough. SA A U D SD I'll tell everyone I meet that they should Scoring of the LID is based on the percentages visit Hawaii. that indicate "like," "indifferent," or "dislike"

54 for each question. This technique reveslsgeneral trends in preference or indifference. (See paired comparison method discussed next for finer Figure 3.2 distinction.) The method certainly helps to key Paired-Comparisons Example in on community interest, which is important for developing projects. Likewise, if the tourist On each of the following pairs of attractions, please population is well sampled, important informa- check the attraction you most prefer. tion regarding potential for development can be Dog races i^ Ethnic dances obtained. Antique show Horse show i^ One other method which is sometimes used is known as the paired-comparison method (See Antique show Horse show u^ Figure 3.2). In this situation, every item is Tournaments i^ Dog races paired with every other item in the list. The Tournaments i^ Horse show t^ person is asked to choose or select which of a Ethnic dances Antique show pair he prefers. This is sometimes called the forced choice method (of which there are several Dog races Tournaments ^ variations) and it has the advantage of reveal- Tournaments i^ Horse show ing smaller differences in personal opinion than Antique show i^ Ethnic dances the LID reveals. Figure 3.2 shows an example Ethnic dances Dog races i/^ using the paired-comparison technique to obtain a ranking five of the special events cited above in the LID method. Paired Comparison Summary of Scores The paired-comparison method has a serious limitation in that the number of pairs required Total No. increases rapidly in comparison to the number Attraction of Preferences Rank of items that you are interested in measuring. If Dog races 2 3 you have five items, ten pairs are required; if Antique show 1 4 you were to use this method on the ten items Ethnic dances 0 5 listed above as an example of the LID method, Horse show 3 2 Tournaments 4 1 forty-five pairs would be required. Twenty-five items for example, would require 300 pairs. To make important decisions requiring fine distinc- This example indicates the "rank" preference of one tions between which attractions from a LID person with tournaments being fírst and ethnic dances last in preference. Typically you would total survey should be developed or added, you might the preferences based on all the respondents to- use this method. gether which would give you an overall community In sum, there are a number of different scales ranking of the attraction preference. Note that the that can be designed and used, each with presentation of attractions in the list is such that no features that make them more desirable for position bias is favored and that every special event is paired against every other. particular jobs. The preparation of scales is crucial. They reflect on your community and the Having determined the community's rank prefer- data obtained will be important to many deci- ence for something with the paired-comparison method, decisions regarding implementation would sions regarding existent tourism and further have to be made. Tournaments would require special development and promotion. Improperly admin- facilities such as large stadiums or city auditoriums istered or poorly interpreted scales will at best whereas horse shows would require stables and lead to confusion and, at worst, lead to incorrect riding arenas. The cost to the community (e.g., information and bad decisions. It is strongly special bond issues to build nonexistent stadiums) would have to be weighed against available facilities. recommended that you contact an expert in A final decision often represents a compromise of marketing research or psychological measure- preferences versus available facilities and cost. ment to develop your own scales.

55 Measuring Visitor Expenditures

The benefit from tourism which people recog- ences might also be reflected in spending nize most readily is the money tourists spend in behavior. a community. The range of benefits includes such things as improved recreation facilities, cultural and social opportunities, and pride in Exit Interviews community, but DOLLARS provide the major appeal for tourism development. These DOL- A second method of gathering expenditure LARS can also benefit sectors of the community information is to interview people as they leave not directly connected to tourism, like the the area. In an "exit interview" people are asked construction industry. to estimate either their total expenditures for Frequently, you may need specific informa- the entire period spent in an area or for their tion on the amount of money visitors spend in last day. Since fewer people will refuse to your area. These estimates can: complete an exit interview, you can expect to • Show the value of tourism to the entire area find a more representative group of respondents • Show impact to a specific industry for this type of interview than for diaries. • Be used in planning new developments of However, people will tend to forget many tourism attractions or facilities expenditures. Even when you ask them to • Determine impact of tourism on the econo- consider the entire time period spent in your my in terms of receipts, employment, pay- area, they will remember better the expenses roll and tax revenues generated from the last day than from earlier days. One variation of exit interviews is to interview people "randomly" in the area in an attempt to reach people on each day of their Diaries visit. This reduces the bias found in concentrat- ing on the last day, but it does not eliminate the A diary format for continual recording of problem of recall. spending is the most accurate method of obtaining expenditures. Diaries require minimum recall on the part of respondents since a running record is kept of spending, which is advanta- Mail Surveys At Home geous if highly detailed information is sought. However, there are two major shortcomings: A third alternative is to send questionnaires, to a random sample derived from various regis- • Having to record expenses may change the tration data, to the visitor at his home. One such tourist's spending habits, which biases total example is the Jackson Hole Visitor Profile tourist spending estimates Questionnaire illustrated in Figure 3.1 which • The response rate (getting people to par- has questions dealing with expenditures. More ticipate) tends to be low since few vacation- questions could be added if greater expenditure ers would welcome an additional chore detail were desired. (innovative incentives might offset this This type of questionnaire typically gets a problem) higher response rate than the diary, but a lower One also suspects that certain personality response than exit interviews. Also, the time types are more likely to keep diaries. Others are lapse increases the tendency to underestimate more likely to refuse. Their personality differ- actual expenses.

Measurement of Income Impact

There are three methods you may use to The use of outside consultants may be beyond measure the impact of tourist expenditure on the financial capability of most communities; local income: however, you should check with local universi- • Use of regional or county income multipliers ties or colleges. There may be some interested students or professors looking only for local • Construction of your own income multiplier cooperation in a project of this sort. • Use of outside consultants

56 Use of Regional or County Determine Pattern and Volume of Income Multipliers Tourist Expenditures The pattern and volume of tourist expendi- If your program is in its beginning stages, the tures will in most instances be the first type of use of regional or county income multipliers data collected in evaluating tourist impact. In will provide a rough estimate of the increase in 1984, out of every $100 spent by tourists in local incomes. An income multiplier is a Arizona, about $26 was spent for food and factor by which sales are multiplied in beverages, another $26 for lodging, a little more order to estimate the impact on incomes. than $23 for transportation, $7 for entertainment, Check with your State Economic and Busi- and $15 for retail; the remainder was expended ness Research Division to see if they know for other goods and services. The income which of any study which estimated an income accrues to local residents will depend first multiplier for a region similar to yours. You on the size of tourist expenditure. The more should also check with the regional office of money each tourist spends in your area and the the Corps of Engineers or the Bureau of more tourists that visit, the greater the increase Reclamation. In conducting feasibility stud- in local incomes. Second, the amount of local ies of water resource projects, these agen- income created will depend on the pattern cies estimate income multipliers. Evidence of expenditure by the tourist. indicates that 90 to 95% of United States county income multipliers fall within a range of 0.4 to 0.8. Thus for most areas, we Estimate Percentage of Goods and expect a $100 tourist expenditure to increase Services Produced Locally local incomes by $40 to $80. Also important is the extent to which differ- If you are not able to find an income multiplier derived for a region similar to yours, a "ball ent sectors within the local area purchase goods park" estimate may be made by considering the and services from each other. If the local restaurant is able to purchase food from farmers in the following factors: region, more of the tourist expenditure will • Your estimate will in all probability fall accrue as local income. It is useful to estimate, within the range of 0.4 to 0.8 for sectors important in tourist trade, the per- • Your multiplier will tend to be at the upper cent of each purchase that is produced locally. end of the range if: Interviews with knowledgeable business persons in each sector should provide you with this —Your region is urban rather than rural. information. —Tourists buy products which require con- Your State Economic and Business Research siderable local labor in production e.g., Division should be able to provide you with an hotel-motel expenditures, purchase of estimate of the percentage of local income spent local arts and crafts. locally and the percentage of local goods and services produced locally. With these estimates, it is not necessary to trace out each round of spending to approximate the total local income created. Enough information has been collected to determine your income multiplier. Construction of Your Own For example, when the percentage of goods Income Multiplier and services produced locally and the distribution of tourist expenditures were computed in If your program is past the preliminary stage one area, it was determined that 32% of tourist and your community already does considerable expenditures went to restaurants and food stores. tourist business, you may want to develop your Of that expenditure, almost 59% went to local own income multiplier. In this case you will businesses and residents as income. As might need to know: be expected, of the establishments listed, lodging had the highest percentage of its goods and • The pattern and volume of tourist expendi- services supplied locally and thus the highest ture in the region potential for generating local income. A little • The percentage of goods and services pro- reflection shows the logic of this. Hotels and duced locally motels use a considerable amount of local labor • The percentage of local income that is spent in producing their services, thereby generating locally considerable local income.

57 Calculate Percentage of Local Income income created in the community. The differ- that is Spent Locally ence between the total added income and the income created in the first round is known as the Once the percentage of goods and services indirect impact. produced locally has been estimated and the The amount of income generated locally in pattern of tourist expenditure established, the the second, third and subsequent rounds of amount of direct income coming into the local spending is determined by the same considera- area can be calculated. If $28.70 is spent for tions as determined the direct impact—the lodging, and if 38.2% of this sum must go to buy pattern of spending, in this case by local residents, goods and services outside the area, only 61.8% the proportion of income spent on local goods of the $28.70 or less than $18 is received as local and services and the percentage of these goods income. (We have neglected the role of taxes and services produced locally. Figure 3.3 takes a here which can partially flow out of the com- $200 tourist expenditure into the second round munity.) of spending. Presently, we will treat taxes as a This is, however, not the end of the matter— payment for services performed by outsiders. the recipients of this income will spend a The $200 in purchases created $100 income for portion for goods and services, some produced local residents in the first round. They, in turn, locally and some imported. The motel propri- spend 55% of this, or $55 at local shops and etor buys groceries at the local market and businesses. The other $45 goes into savings, gasoline at the filling station, generating addi- taxes or into other communities as a portion of tional local income. These second round recipi- their incomes is spent outside their community. ents will have less of the total to spend than the The additional $55 in local sales adds more to first round recipients—those who received in- local income. Again, however, the addition to come from the initial tourist purchase—and local incomes will be less than the amount of the third round recipients will have less again. sales. If 40% of the goods and services sold are The result of this "chain of spending" is a produced locally, there will be another $22 multiplier process whereby the local income added to local incomes which will lead to still added directly is multiplied to give the total further increases in local sales and incomes.

Figure 3.3 An Example of the Impact of a $200 Tourist Expenditure on Local Incomes

I First Round—Direct Impact Second and Subsequent Rounds—Indirect Impact 1 $1 00 Increase in Local Incomes $22.00 Increase in Local Incomes Second Round 1

Tourist ^$100 Expenditure 50% for purchase of equals goods and services produced outside the Local Sales community; taxes ^$45 (tOCifi 45% of income: savings; taxes; purchase made itiifin¡piuu equals.,Mir.i,, i^nf^H^ «piuuliinn uuwsiut; Lne cummuniiy 50% for Increase 60% for purchase of goods and services ^ local goods in local produced outside the «ftCK income,

58 Summary Step 7. Subtract the percent calculated in Step 6 from 100% and divide the We have summarized below in a step-by-step result into 100%. fashion this method of estimating the impact of Step 8. Calculate your income multiplier by tourist expenditures on local income: multiplying the result obtained in Step 1. Collect data on the volume and pat- Step 7 by the percent calculated in tern of tourist spending. This infor- Step 3. mation will come from your travel Step 9. Determine the increase in local in- survey or regional use figures. come by multiplying total tourist Step 2. For this sector, estimate the percent- expenditure by your income multi- age of sales which remain in the plier. area. Interviews with knowledgeable business persons in each sector will provide this estimate. Table 3.6 shows an example of these calcu- Step 3. Determine the percentage of tourist lations. For the income multiplier of 0.64, local expenditure that directly increases incomes increase $64 for every $100 of tourist local incomes. This is a "weighted" expenditure, or $128 for each $200 of tourist average of all sectors where the expenditure. weights are the percent of the tour- One final comment on the magnitude of the ist expenditure in each sector. effect on local incomes is appropriate. It is not Step 4. Estimate the percentage of income uncommon to find, in the literature on tourism, that local people spend in your statements to the effect that initial expendi- community. tures by tourists are multiplied many times Step 5. Estimate the percentage of goods over as a result of subsequent rounds of spending. and services sold locally that are Such statements may be misleading. We are produced locally. concerned not with the volume of sales attribut- Step 6. Multiply the percent estimated in able to the tourist expenditure, but the portion Step 4 by the percent estimated in of that expenditure which ends up as local Step 5. income.

59 Table 3.6 An Example of Calculating the Income Impact of Tourist Expenditures

Step Procedure and Calculation Source of Information 1 Volume and Pattern of Tourist Spending Travel Survey Total Expenditure $200 % of Total Food 40 20% Lodging 40 20 Transportation 46 23 Other 74 37 $200 100%

2 % of Tourist Expenditure by sector which remains in Interviews with area as income knowledgeable Food 40% business persons Lodging 60% Transportation 40% Other 57%

3 % of total expenditure that directly increases local incomes. From calculations A weighted average of all sectors with the % of tourist performed in steps expenditure in each sector as weights. 1 and 2 Food 20% X 40% = 8% Lodging 20% X 60% = 12% Transportation 23% X 40% = 9% Other 37% X 57% = 21% Total 50%

4 % of local income spent in From your State local community = 55% Economic and Business Research Division

5 % of local goods and Same as above services produced locally = 40%

6 % estimated in step 4 times the % estimated in step 5 From estimates made 40% X 55% = 22% in Steps 4 and 5

7 Subtract the % calculated in step 6 from 100% and divide the From Step 6 result into 100% 100% - 22% = 78% 100%/78% = 1.28

8 Calculate your income multiplier. Multiply the % From steps 3 and 7 calculated in Step 3 by the result obtained in Step 7. 50% X 1.28 = 0.64

9 Determine the total increase in local From Steps 8 and 1 income. Multiply total tourist expenditures by the income multiplier. $200 X 0.64 = $128

60 Cost-Benefit Analysis Range of Costs and Benefits Benefits most commonly associated with tourism are increased incomes and employment for Before developing a tourism plan or deciding the community. Your community may receive whether to add facilities which would increase additional benefits as well. tourist potential, you need to ask the question, • Tax revenues might increase which then "Is it worth it?" The cost-benefit technique is may be used to provide additional public a way to balance costs against benefits to services or tax relief to local residents. show the estimated net effect of the plan. • Tourism may provide a means of diversify- The cost-benefit study may be very comprehen- ing the economic base. This is particularly sive like those prepared by the U.S. Army Corps important in areas dominated by one indus- of Engineers for water resource projects or they try may be of a rough-and-ready type often used by • Tourists also may be important for cultural smaller communities. It is our intent in this or social reasons. The Pennsylvania Dutch section to show you how to develop a rough-and- are a major tourist attraction in Lancaster ready cost-benefit study for your tourism actions. County. Tourism development has aided their community's economy enabling their culture to flourish. Method As with benefits, there may be costs associat- First, list the benefits applicable to your ed with your development program which are community. Next, do the same with costs. A unique to your area and set of circumstances. portion of benefits and costs will be known with Your judgment here is necessary in determin- reasonable accuracy, some will be "guesstimates," ing which costs are important. The inventories and others may be unmeasurable. You will need of public services will tell you whether your several ingredients to estimate benefits and area can handle an inflow of tourists. Any costs. increase in the demand for "social services," for example, hiring extra police or improving pub- • Your inventory of support services gives lic restrooms, will be listed as a cost of tourist the present range and capacity of support development. The costs of tourism promotion facilities. If thé capacity does not meet should also be included. If time is donated, the present or future demands, expansion of salaries may be calculated by multiplying the those facilities in short supply will cost hours worked by the minimum wage. money and must be taken into account as a The costs and benefits of tourism develop- cost of tourist development. Inventorying of ment can be measured with varying degrees of private support service, e.g., restaurants, precision. For unmeasurable items, we suggest hotels, motels is discussed in Assessing entering a plus ( -t- ) for a benefit or a minus (-) Support Services. Do not forget to ask for a cost in the cost-benefit table. Environmen- whether public services as well, will be tal costs, community resentment or cultural expanded. benefits attributable to tourism are examples of • A projection of the expected number of negative items. visitors to your area. See Estimating Lancaster County, Pennsylvania, is now oper- Demand and Usage. ating a fairly successful tourism program under the auspices of a Tourist Promotion Agency • An estimate of the expenditures tour- (TPA). It was not always so. Numerous tales are ists will make in your community. Multi- told about "the bad old days" of tourists invad- ply the anticipated increase in types of ing the private homes of Amish families and tourists (day visitor, overnight or camper) demanding to be shown around. TPA works by the expenditures expected for each type, with public and private groups in the county and sum. This will allow you to estimate the and city in developing tourism and solving increase in sales as a result of your tourist problems which exist. By carefully considering actions. The procedures indicated in Meas- these problems at the onset, even if they are uring Visitor Expenditure will give you this "unmeasurable," they can be minimized. figure. After all benefits and costs have been estimat- • Measurement of the benefits and costs. ed and entered in the cost-benefit table, add up See Measurement of Income Impact. the costs and subtract from total benefits. This

61 gives net measurable benefits. For you to pro- On line 1 in Table 3.7, it is estimated that ceed with your tourist development program, $174,000 in additional income will accrue to net measurable benefits should be positive. local residents each year; $110,000 of this will Another useful measure is the benefit-cost ratio. be wages. Income was determined by estimating This is an indication of the rate of return on the the number of additional tourists the program investment costs of the program. If benefits will attract to the community. divided by costs equal, for example, 1.7, this The goal of the plan is to bring an additional implies for every $1 of costs, $1.70 will be 10,000 visitors per year, 30% of whom are returned to the community in benefits. expected to stay overnight and spend an average You must also consider the pluses and minuses of $50. Day visitors are expected to spend $20 in your table. If the pluses outweigh the minuses, per visit. Thus, tourist expenditures were calcu- clearly you should proceed with your plan. If, lated to be $290,000 per year. The tourist however, the minuses outweigh the pluses, you expenditures were multiplied by 0.6 to reflect must decide whether the net measurable benefits the fact that a portion of these expenditures offset the unmeasured costs. "Yes" indicates immediately leave the area as a return for goods that the proposed tourism project is worth it. and services not provided locally. (Evidence How do you decide whether the pluses outweigh indicates that county income multipliers in the the minuses? There is no easy answer. On any southwestern United States range from 0.4 to one item, there may not even be agreement on 0.8. (See Measurement of Income Impact.) Thus, whether to consider it a plus or a minus ("one local income per year is estimated at $174,000. man's solitude is another's loneliness.") You will Wages were determined by estimating the have gone a long way in making such a judgment, number of additional jobs necessary to service however, if you have consciously listed such an extra 10,000 visitors and $290,000 sales per items and calculated the net measured benefits year. By using the inventory of support services of your program. In the course of following this and labor supply, it was estimated that five procedure, ideas may come up which will accent additional full-time jobs would be required at an the pluses and minimize the minuses. Because average salary of $10,000. There also would be community development and support is an es- an additional twelve part-time employees at an sential ingredient to the success of your program, average wage of $5,000 per year. Total wages you should strive for a concensus in deciding are estimated to equal $110,000. whether tourism is worth the "cost." We will Line 2 indicates that revenues from a bed tax illustrate the use of the cost-benefit technique on hotel-motel occupants are expected to in- by a case study of Anytown, U.S.A. (see Table crease by $1,400 per year. This is based on a 5% 3.7). Anytown is located in the southwest Unit- tax rate and average nightly rates of $28, with ed States. The population is 25,000 and has been 2,500 of anticipated 3,000 overnight visitors stable over the last ten years. The principal staying in hotels and motels and an average of industry was and is copper mining, but for the 2.5 visitors per room. It was assumed that there last five years or so, work has only been sporadic. would be no anticipated change in property As a result, the business community fears that taxes. the town will die. A check of inventories determined that exist- The Chamber of Commerce has proposed that ing private facilities could accommodate the tourism be developed over the next five years, additional tourists. There would be, however, from 1986 to 1990. It has calculated a benefit- additional support services costs. They decided cost ratio of 6.17. Thus, every $1 of cost should to expand the parking lot adjacent to the local return $6.17 to the community. Table 3.7 shows park. This would alleviate parking problems on their calculations. All figures are in thousands Main Street as well as at the park. An addition- of dollars per year for a five year period and on a al part-time police officer and patrol car and current year (1985) basis.^ Table 3.8 shows line public restroom facility at the park were thought calculations and source of information. necessary to accommodate the visitors. Repair of heavily traveled streets was another antici- ^The use of current year as a basis of comparison of benefits and costs spread out over time is traditional. The process is pated expense. A local contractor placed the termed "Discounting to Present Value" and is required since annual costs of expanding and maintaining the a dollar receivable sometime in the future is not worth as parking lot at $500. The police officer's salary is much as a dollar received now. If you can earn 7.5% on estimated at $15,000 per year. The annual costs money deposited in the bank, the Present Value of $100 of the patrol car and restroom facility are receivable 1 year from now is worth, only a little more than $93 because $93 deposited now at 7.5% will be worth about estimated at $7,000. Information provided by $100 after 1 year. Your local banker will be familiar with the Street Department estimated street repair this process so ask for his advice. at $500 per year. These are entered on line 3.

62 Table 3.7 Estimated Benefits and Costs of Proposed Tourism Development Program Anytown, U.S.A., 1986-1990

(A) (B) (C) Benefits Costs per year per year 1. Local Income wages $110,000 business profits, interest & rents 64,000

Sub Total = $174,000

2. Local tax revenues bed tax 1,400 property tax 0.0 Sub Total = 1,400

3. Support Services parking lot expansion 500 restrooms 4,000 patrol car 3,000 police officer 15,000 street repair 500 Sub Total = 23,000

4. Development of Plan 5,000 Sub Total = 5.000

5. Preservation of Mexican Heritage 500(+) 500 Sub Total = 500(+) 500

6. Environmental Impact (-)

Sub Total = (-)

7. Congestion at Local Park (-) (-) Sub Total = (-) (-) TOTALS 175,900 28,500 (Add Sub totals under Column B and C)

Net Benefits = Benefits per year - Costs per year = $147,400

Benefit - Cost Ratio = 175,900/28.5 = 6.17

"Unmeasurables" = Check the appropriate box D Pluses outweigh the minuses D Too close to call D Minuses outweigh the pluses

63 Table 3.8 Calculations, Sources of Information Tourist Development Program, Anytown, U.S.A.

Item Calculations Sources of Information 1. Local Income Tourist Expenditure x State Economic and Business $174,000 county income multiplier Research Division or your own $290,000 X 0.6 = $174,000 estimation

2, Tourist Anticipated number of visitors, Section on Estimating Expenditure 10,000 by type Demand and Usage $290,000 a. overnight; 30% or 3,000 b. day visitors; 70% or 7,000

Anticipated expenditures by Travel Survey or average figures type of visitor per visit for your region a. overnight; $50 per visit b. day visitor; $20 per visit

Overnight expenditures; 3000 x?i50: $150,000 7000 X $20 : $140,000 Total $290,000

3. Wages Employment by type of worker Inventory of support services and a. full-time; 5 labor supply b. part-time; 12 x prevailing wage rates

a. full-time; $10,000/year b. part-time; $5,000/year Wages: $10,000 x 5= $50,000 5,000x12: 60,000 $110,000

4. Business profits, Local incomes - wages interest and rental $174,000 ■ 110.000 - $64,000 income — $64,000

64 The cost of promoting the plan, time of industry was thought to be its "clean" nature. volunteers, publishing brochures, and so forth Correctly, however, the impact was assessed to is estimated at $5,000 per year and is entered on be a cost, although a minor one, and entered on line 4. line 6 as a minus (-).^ Line 5 indicates the purchases of Mexican Some residents felt they might suffer from artifacts by visitors would benefit not only the congestion at the local park. The park is relative- local Mexican craftworkers, but would also ly small and an influx of visitors could cut down contribute to maintaining the Mexican culture on the attractiveness of the area for local use. in the area. This value was undetermined, Again, on line 7, a minus (-) is entered. although all agreed that it was worth more than The net measured benefits were calculated to the $500 expense incurred in publicizing the be $147,400 per year. The minuses were felt to crafts. Accordingly, in the benefit column, a slightly outweigh the pluses with congestion at $500" + " is entered. the local park the overriding factor. Those who Some people voiced concern about the use of felt strongly about this issue eventually agreed motorbikes and "3-wheelers" in the surround- that the net measurable benefits were sufficient ing desert and the disruption of solitude for to offset this cost. It was pointed out that if some residents. It was pointed out that this congestion did develop beyond that anticipated, impact was not as adverse as the odor of a copper funds could be made available from the bed tax smelter when the wind was blowing right. In to purchase additional land for the park. fact, one of the main selling points of the tourist

Evaluating Market Potential

Before your community can begin to plan for • The other facilities that support your tourism, you must know your market potential. attractions The best tourist development will be a failure • The type of visitor that you seek without a market (potential visitors). Similarly, • The promotional methods you use a mediocre tourist development can be very • The price and other costs the visitors must successful if it has a natural market and very little competition. pay Market analysis is not limited to new tourism • Your competition industries. Communities with an established When your market analysis has been com- tourist trade must evaluate market potential in pleted, decisions such as these can be made: order to plan for promotion, new attractions, new markets and new facilities. The process of • Planning which attractions should be im- determining market potential is complex be- proved cause of the number of variables involved, • Planning where and what kind of advertis- including: ing can be used • The closeness of major population centers • Planning priorities in development • The availability and quality of roads and • Long range plans for development of pri- other transportation from population cen- vate and public support services ters to your area Inventorying, target market selection, pro- • The number of people traveling near your filing prospective tourists and the other proce- area dures involved in market analysis are also used • The attractions you develop in other phases of tourism development. For instance, a community may do an inventory of attractions in order to compile a directory or ^In the course of this discussion, a suggestion was made that community attractions brochure. The attitudes if the copper mine closed for good, it might be possible to of people living in your geographical market convert the abandoned mine to a dirt-bike tract. In this way, might be studied in order to determine the a minus would be converted into a measurable benefit. Although the suggestion was tabled for this plan, you can image of your community. Estimates of de- see that systematic discussion of benefits and costs may pay mand provide a guide to future economic im- off in unexpected ways. pact of tourism in your community. Also, the

65 Market Analysis Techniques

Attractions Markets

^...

® (Q) Matching Attractions to a H^- Market

(Î) Determining (2) Determining who what attractions and where your exist market is

numbers of visitors (4) Estimating frequency of visits length of stay

(5) Determining whether your facilities can support these additional visitors. fa Q Fi 6 6 Q] @

66 steps in market analysis itself will vary—market is a second key step because it allows analysis for new markets or new attractions is you to estimate whether your facili- slightly different from market analysis for new ties are sufficient to meet demand markets and existing attractions. and whether demand is sufficient to provide the revenues needed. Step (5) Assess support services of both Market Analysis for New private and public facilities. Once Attractions or New Markets attractions and target markets are selected, public and private support When planning for the development of either services should be assessed to see if new attractions (or events) or new markets, it they are sufficient to meet the de- is necessary to inventory existing and potential mand. attractions, select target markets, and evaluate the feasibility of the development of attractions for the target markets. The exact combi- Market Analysis—Other nation of these actions depends on the market Variations strategy being considered. When new attractions are being considered for new markets, the When existing attractions are considered for following procedure is suggested. new markets and when new attractions are Step (1) Inventory existing and potential considered for existing markets, the same gener- attractions. One of two key ques- al procedure is followed. However, some steps tions for anyone who is considering may be of lesser importance because the infor- building tourism is "What do we have mation is available from existing attractions or that would cause a tourist to come target markets. For example, if the strategy is here?" By taking an inventory of to increase the attractiveness of the communi- your existing attractions and the at- ty to the existing target market by building tractions that you could reasonably new attractions, steps two and three above expect to develop, you have taken the would be conducted by developing information first step in answering this question. about your current visitors and what they like Special events that your community and dislike about your area. If, on the other might sponsor will also be considered. hand, the strategy is to attract new target Step (2) Identify potential target markets markets to your existing attractions, then Step based on geographic and behav- 1 will be limited mainly to developing informa- ioral characteristics. The key question about your existing attractions. tion is "Who would want to come here as a tourist?" By looking at where potential tourists live and trav- Inventorying Existing and el to (geography) we are able to deter- Potential Attractions mine part of the answer to this question. Then by looking at what The first step in market analysis and tourism types of people (according to their development is to determine what your commu- behavior patterns) are attracted to nity has to attract tourists. An inventory lists your community, you are able to an- and assesses all actual and potential attractions. swer another part of the question. An attraction is anything which will entice Step (3) Match existing and potential at- people to stop and look—so do not underesti- tractions with target markets. At mate the potential attraction of any structure, this point you know what you might event or site. There are innumerable possibili- be able to offer tourists and what ties and it may be that a community with a types of tourists might come. Now certain amount of tourism may have missed you should match these to select the some possibilities. target market and determine whom Your completed inventory can be used: you will try to attract, and the attractions that you need to bring tourists • In market analysis to your community. • As a planning aid Step (4) Estimate expected levels of de- • As a basis for distinguishing between pri- mand and usage for different at- mary and secondary attractions tractions and target markets. This • To help determine development priorities

67 What Will Be Inventoried? a community's tourism development, for example. Frontier Days in Cheyenne, Wy- Tourist attractions which exist or which could oming. be developed will be inventoried. Attractions Supporting Attractions. The core attraction are divided into two groups: core attractions is the principal interest of the community, but and supporting attractions. Certainly, tourism it is not nor cannot be the only attraction. The involves more than these two components. The fact that a site's core attraction is its river support or facilitating services are also very location can create a need for many peripheral important—lodging and food accommodations, or supporting attractions. A river town, for transportation, parking, public services such example, could create a sky ride over the river; as police protection, medical care, sanitation fishing supply stores, marinas, and boat-related and handicapped accessibility are also essen- businesses should prosper; excursion boat rides tial components of a tourism industry, and all and other minor attractions will enhance and of these could and should be inventoried. exploit the major river attraction. Language, currancy exchange and other ac- In some instances, a major attraction can be commodations need to be considered if interna- created from the small existing supportive tional visitors are potential tourists. The meth- attractions. A community, for example, might od and forms for those inventories are in Assess- restore several old homes or architectural land- ing Private and Public Support Services. marks simply as a matter of civic pride. The Core Attractions are basic assets your com- notoriety gained from these minor attractions munity offers. They form the theme for the might lead to wider exploitation and develop- area. While they may seem commonplace to ment into an historical theme or major attrac- the citizens of your community, these attraction for the whole community—"the city where tions could have much appeal to tourists. time stood still," Galena, Illinois, is an exam- • Natural attractions might be an outstand- ple of this kind of development ing lake, a beautiful forest, an interesting The aspect of entertainment cannot be over- geological formation, a sunny warm cli- looked, especially for communities hoping to mate or a beautiful mountain. attract convention business. While it may itself be a core attraction, such as in Las Vegas or • Man-made attractions include an amuse- Disney World, it is also a vital supplement to ment park, a gambling casino or racetrack, many tourist attractions. Night clubs, bars, an old automobile museum, an outdoor dance or music halls, theaters, movies, bowling theater or opera house, a string of craft lanes, golf-driving ranges, miniature golf, spec- shops and antique stores, or even a modern tator sporting events and the like, would fall in factory tour. Certainly, larger cities may the category of supportive attractions. contain many man-made attractions. • Historical attractions include battle sites, old forts, historical museums, monuments, pioneer churches, or the home of a famous Checklist of Actual and Potential Sites person. Obviously, it is easier to inventory what can • Ethnic Cultural attractions give tourists an opportunity to view the customs of times be seen as opposed to what does not yet exist. past—perhaps a page out of the old west, a Using an extensive checklist, which covers ghost town, an Amish community, or Indi- many or all basic categories, may suggest addi- an adobe village. tional attractions which might otherwise be overlooked. Exhibit 3.1 provides an extensive • Special events are generally community checklist for your inventory. sponsored activities designed to entertain, educate, or allow tourist participation. Such events may include a Boy Scout Jamboree; a homes tour; a jazz, rock or folk music Survey festival; a pioneer day, a Mardi Gras, antique week, crafts events, or harvest cele- Another tool for inventorying tourism attrac- brations. Such events may take only part of tions is the survey. Exhibit 3.2 shows the type a day or may go on for weeks. They may of survey that might be used to determine the supplement or use a natural, man-made, or attractions that exist in the area. It is difficult historical attraction, or may simply be cre- to use the survey to determine whether new ations of a community group. Once begun, attractions can be developed or are being con- such events can constitute the very heart of sidered for development. The extensive check-

68 Exhibit 3.1 Sample Checklist

Area has Attraction potential to currently develop this Natural, Scenic or Environmental exists attraction

Beaches Canyons and gorges Caves Cliffs Chmate (low humidity, low rainfall, sunny, warm, etc.) Deserts Fall foliage Farms, ranches, dude ranches Fishing streams and lakes Forests Botanical gardens Geysers Golf courses Unique geologic formations Islands Lakes Marinas Mountains Oceans Orchards and vineyards Parks, national, state and local Picnic areas Playgrounds with equipment Rivers Sand dunes Ski slopes Springs Swamps Nature trails Valleys Panoramic picturesque views Volcanoes Waterfalls Wildlife sanctuaries

Man-Made Attractions

Airports Amusement parks Arenas Art galleries

69 Exhibit 3.1 (Continued) Sample Checklist

Area has Attraction potential to currently develop this Man-Made Attractions (Continued) exists attraction

Ball parks Big-name entertainers Bridges Covered bridges Unusual buildings Campgrounds and trailer parks Candles Gambling casinos Childrens parks Churches Dams and power stations Fish hatcheries Ferry boats Government buildings Handcraft and homecraft industries Harbors Health resorts Large city attractions Libraries Local industrial plants Lumber camps Military installations Night clubs Nuclear reactors Planetariums Rest stations Roadside parks Unusual restaurants Ships Antique shops Craft shops Souvenir and curio shops Shopping centers Stage shows Showboats Beauty spas Swimming pools Telescopes Theaters Observation towers Universities and colleges Wharfs Windmills Zoos

70 Exhibit 3.1 (Continued) Sample Checklist

Area has Attraction potential to currently develop this Historical Attractions exists attraction

1 Battlefields Birthplaces of famous people Burial grounds Famous historical buildings Old forts Ghost towns Historic tours Landmarks Markers Memorials Missions Monuments Museums Newsworthy places Pioneer churches Pioneer homes Re-enactment of historical events Reconstructed historical towns Ruins

Cultural and Ethnic Attractions Antiquities Archaeological sites Art galleries Ethnic celebrations Ceremonial dances Conservatories Costumed events Special "nationality" days Exhibits Native folklore Ghost towns Indian culture Indian reservations Mansions Museums Prehistoric items Re-creations and restorations Early settlements Trading centers Unique lifestyles

71 Exhibit 3.1 (Continued) Sample Checklist

Area has Attraction potential to currently develop this Recreational Activities exists attraction

Archery Beach combing Bird watching Body surfing Boat rides Bowling Camping Canoeing Fishing Fossil hunting Golf Hang gliding Hiking Horseback riding Hunting Ice skating Mountain climbing Nature trails Racing and regattas Rock hunting Sailing Scuba diving Skeet shooting Skiing Spelunking Swimming Tennis Trap shooting Water skiing

Special Events (too numerous to list all possibilities)

Air shows Antique auto shows Art and crafts classes Barbeques Barn dances Boy Scout Jamborees Country and folk music festivals Excursions Fairs Fishing

72 Exhibit 3.1 (Continued) Sample Checklist

Area has Attraction potential to currently develop this Special Events (Continued) exists attraction

Hayrides Rodeo Hobby weekends High school band days Hog calhng contests Home tours Jazz festivals July 4th celebrations Pageants Parades Plowing tractor contest Photo contests Pie-eating contests Queen coronations Races, auto, motorcycle, horse Rodeos Shows, dog, cat. horse Sightseeing tours Tournaments, sports Turkey shoots Turkey calling contests

list (Exhibit 3.1) might accompany the survey Exhibit 3.2 form to determine if the business person, the service organization, or some other group might Sample Survey for consider developing any of the new attractions Major Attractions listed. In addition to the questionnaire, a cover letter should be sent to assure the respondent NOTE TO RESPONDENT: All of us realize the of the confidentiality of his future plans. Re- importance of tourism to this community. If the spondents should recognize, however, that the community is to develop tourism to the maxi- existing attractions they list will be used to mum we must unite our common efforts. This build a community attractions directory and survey is part of an inventory of all of the area's perhaps be incorporated into ä tourism brochure. existing tourism attractions, planned attrac- Similarly, they should be asked to include any tions, improved attractions, and potential new of their own promotional brochures when they attractions. In regard to the latter, you will return the completed survey form. find a rather exhaustive list of potentially new Exhibit 3.3 is a sample form for tabulating attractions. If any of these attractions interest data collected in the attractions survey. Exhib- you, please list it and allow us to help you in its 3.1, 3.2 and 3.3 are sample forms; adjust developing it. Other than the information about them to conform to your community since the your current operations, you may be sure your attractions listed are given as examples. plans will be kept in strictest confidence.

73 Sample Survey Questionnaire Form for Inventorying and Classifying Attractions

1. Please fill in the spaces shown below exactly as you would like your information printed in the Community Tourism Directory and the Tourism Office's promotional brochure. We would also appreciate your returning to us the most recent copy of your promotional brochure(s).

a. Advertised business name ——

b. Manager or person in charge

c. Title . Telephone

2. Please write in location of your business.

a. Street address and city

b. Zip code ,

c. Township . County

d. Closest highway

e. Closest city ^

f. Closest post office

3. Business is open:

a. Year round m season

b. Opening date is . Closing date is

c. List days open per week

d. Daily business hours to .

e. Holidays open? If your '*open hours' change during the year, please indicate when (date) and how they change.

4. Please give a brief description of your tourism attraction(s) and list each activity or service provided. Exam- ple: If you operate a dude ranch you might list: meals provided, outdoor barbecues, horseback riding and instruction, fishing, camping out, moonlight hayrides, swimming, etc, (If additional space is needed, please write on reverse side of this sheet of paper.)

74 b. Please list any newly added or improved attractions, activities or services you will offer thin year.

5. Please indicate as accurately as possible the approximate capacity your business can accommodate per day.

6. Are your facilities accessible to the disabled?-

7. Please examine the attached checklist of tourism attractions and activities and indicate below any new attractions or activities you would seriously consider investigating or studying for future commercial possibilities.

a. Planned new attractions/activities

b. Possible future activities or attractions to be investigated for future commercial adoption

(Please examine the checklist for any attractions which might not be shown but which you might consider. List any which might be appropriate to (a) or (b) above.)

(a)

(b)

8. Please list any nearby restaurants, facilities or overnight accommodations available to your customers and the distances involved.

75 9. How do you advertise your tourism attraction(s)?

a. direct mailing of promotional materials

b. selected distribution points for promotional brochures

c. directly paid advertising newspaper

radio

^billboards

signs

other (Check one or more)

. participate in regional or state-wide promotional campaigns and/or materials

. other forms of promotion. (Please be specific)

10. Tourism organizations I belong to:

a. local tourism association (which)

b. regional tourism association

c. Chamber of Commerce

d. other business or trade associations, (please list)

. other relevant organizations, associations or committees, (please list)

11. a. Admission cost for my tourism establishment (if applicable) is:

Adult $ Child $ Group rate/person $

b. Do you have any special admission policies or restrictions? (Such as limited admission, packaged tours, seasonal variations, cover charges, private party reservations and the like. Please list specifically)

76 Exhibit 3.3 Tabular Inventory Form for Sample Survey Questionnaire

Name and Address Capacity ^dm issi< >n 50 Services Should/Should General of Attractions Per Day R ate Not be Expanded Condition

0 (b O O O *-• tr^» •§ s: 1 § o §■ o ►1 i 3 ff »o "-i s* o <

-a Identification of Potential Here, we will concentrate on two main areas for identifying potential tourists: geography Target Markets and behavior. Geography refers to where potential tourists live and where they presently This section discusses the identification and travel. Behavior refers not only to how poten- selection of target markets, and answers the tial tourists act, but also to why they behave as question "Whom do we want to come here as a they do, their interests, their values, age and tourist?" or "Whom can we attract?". When you family composition. These are illustrated in select a target market, you are choosing the Table 3.9 under three categories: geography, types of visitors your area will try to attract. behavior-psychographics and behavior-demo- This is a major step in the planning of tourism graphics. development. The process for potential market identification is basically the same in considering either the United States or international markets. The Importance of These Classifications The decision to attract a certain target market determines both the type of tourism indus- Visitor characteristics affect several deci- try the area will have and the general strategy sions the community must make regarding it will follow. tourism. The geographic location of a community will influence determination of the size of the potential target market and the area from Target Market Identification which that market will be drawn. Such loca- The final selection of a target market in- tion may govern the size of an attraction revolves answering questions. quired to secure the desired market, the services necessary to support that attraction and the • Where do your potential visitors live? positioning of promotional efforts. Table 3.10 • What do they presently do as tourists? illustrates characteristics of travelers that a • What do they want to do? community should consider when determining • How easily can they travel to your area? the target market potentially drawn to its • What attractions do you have to offer? attraction. Behavioral factors associated with different • What is your "marketing program?" groups of people affect the activity selected by a • What are your objectives? tourist. Some of the factors influencing tourist behaviors are outlined in Table 3.11. Such factors should be considered in the development or promotion of new or existing community tourist attractions. Behavior of the potential target market affects the choice of individual, combinations of attractions, needed support Table 3.9 services, media selection and prices charged in Characteristics for the tourist area. Identifying Target Markets Geography Behavior Psychographics Demographics Geography Place of Motivations Age Residence Values Marital Status Travel distance and time are negative factors Traffic Interests Number of in the decisions of potential tourism customers, Patterns Activities Children in both domestic and international markets, Lifestyle Age of for several reasons: Children Stage in • Many people consider the psychological and Life Cycle physical effort that is required to make a Education trip or journey Family Income Occupation • People consider the economic cost of travel- Disabilities ing and Health • Consumers want to reduce travel time, Considerations either by using more rapid transportation, or by going to nearby places

78 Table 3.10 Selected Trip Characteristics

Major Means of Region of Destination Composition of Household Round Trip Distance Transportation New England Travel Party 200 to 299 miles Auto/truck/RV New York-New Jersey 1 adult w/o children 300 to 399 miles Airplane Mid-Atlantic 2 or more adults w/o 400 to 599 miles Bus South children 600 to 999 miles Train North Central 1 adult w/children 1,000 to 1,999 miles Other Northwest 2 or more adults w/ 2,000 miles and over Southwest children Outside Contiguous U.S. Main Purpose of Pacific Trip Outside U.S. Expenditures Per Day Region of Origin Visit friends/relatives Gifts & Souvenirs New England Other pleasure Number on Trip New York-New Jersey Business/convention 1 person Transportation Mid-Atlantic Vacation trip 2 persons Lodging South Not a vacation trip 3 persons North Central Other 4 persons Food & Beverage Northwest 5 persons or more Amusement/Entertainment Southwest Weekend or Other Pacific Trip Duration of Trip Weekend trip No nights out of town Not a weekend trip 1 night 2 to 3 nights 4 to 9 nights 10 nights or more

Table 3.11 Selected Traveler Characteristics

Age of Traveler Family Income Gender Under 18 years Under $10,000 Male 18 to 24 years $10,000 to $19,999 Female 25 to 34 years $20,000 to $29,999 35 to 44 years $30,000 and over Marital Status 45 to 54 years Not reported Married 55 to 64 years Single/Never married 65 years and over Employment Status White collar Zip Code Education Professional/ College managerial complete or more Blue collar Graduate work

79 While travel time and distance are negative be made to provide the services needed by the factors for potential visitors, the power of an target market. area's tourist attractions may be a counteract- ing positive factor. Negative time and positive attraction factors are recognized widely as the How to Identify Geographical Target two main variables that determine what poten- Markets tial customers choose to see and where they choose to go. A place that offers a large variety These four steps are used (suggested) to of interesting attractions has more pull at an identify geographical target markets: equal distance compared to a place that offers • Estimate the attracting power of the area's only one or a few relatively low interest attractions attractions. • Estimate the distance, travel time and ex- Another rule of thumb is that a place offer- pense of traveling to the area ing many attractions pulls people from a greater distance than a place offering few attractions. • Identify candidate geographical target Many factors have to be considered in overcom- markets ing barriers. For instance, as transportation • Examine potential competition for each options are increased and improved (fly-drive target market packages), the potential of attracting visitors Estimate Attracting Power. The attracting from greater distances also has to be considered. power of any one particular attraction or combi- This effort is influenced by the reputation of nation of attractions depends on various factors. the attractions and the availability of needed Those factors include: services. A single attraction, such as Old Faith- • The length of time a visitor would spend ful in Yellowstone National Park, has an inter- seeing the attractions in the area national reputation but only takes a few minutes to see. This attraction, however, is support- • The degree of interest the individual will ed by hundreds of volcanic formations and have in the attractions phenomena that would literally take days to First, you should consider the time spent see. The area also supports numerous forms of visiting the attractions. One procedure for doing wildlife and other types of outdoor recreation. this is listed below. As a result, not only of the reputation but the • Estimate how long it takes the average availability of other interests and services, the person to visit your attractions. area has become a destination area for tourists —How much time does the average visitor from all over the world. spend to see and enjoy the highlights? When the attraction is limited by reputation, This is a minimum measure of your and the amount of time it takes to see and attraction power. experience the attraction, the power of attrac- —How much time does it take visitors to tion is lessened and may only appeal to special see all or most of your attractions? The interest markets. For instance, a small town of total amount of time a visitor spends is 2,000 with only a few unique architectural a maximum measure of your attraction buildings of the nineteenth century may only power. attract a local or regional market and a few • If you have special or annual events, esti- tourists willing to drive two hours off the mate the minimum and maximum time Interstate to spend thirty minutes viewing the spent by visitors on these occasions. buildings from the outside. The attracting power may be enhanced by offering tours or other • If the stay of visitors depends on the season, experiences that extend the time it takes to estimate the minimum and maximum stay view the attractions. for each season. After the time spent in visiting the attrac- In addition to the pull of the attractions and tions is considered, you should evaluate wheth- travel time to them, we must consider where er your area's attractions are sufficient so that the population of the United States and other people will: countries is concentrated. Visitors may also be attracted from population centers around the • Take more time to travel to and from the world. More and more, the international mar- area (round trip) than they will in seeing ket is recognized as an underdeveloped potential. the attractions It should be noted that when an area attempts • Take as much time traveling as they will to attract an international market, efforts must seeing the attractions

80 • Take less time traveling to the area than Behavior-Psychographics they will in seeing the attractions Estimate Distance, Travel Time and Travel There are many factors that affect travel by Expense, Given the above estimates of your consumers. The reasons for travel, activities enjoyed during travel, a person's general inter- area's attracting power, you may now estimate the distance and time someone would spend to ests and opinions about travel, and a person's reach your area if driving, and the time and values all affect tourism for that individual. money they would spend if flying or using For one person, travel may include a tour of transportation other than automobile. This museums, monuments and other cultural at- should allow you to calculate a "radius" of tractions. Another person may travel to a meet- potential markets. Consider, realistically, wheth- ing of a professional organization. A third person seeks amusement by traveling to parks er your attractions have the image to draw visitors from regional, national or internation- and sporting events. A fourth person seeks a vacation at the beach where he may rest and al markets. unwind. Naturally, all of these people may Identify Candidate Geographical Target Mar- have different reasons for their travels. They kets. Using a map (or transportation timetable also engage in different activities while travel- and fare listing) identify those geographical ing and value different types of attractions. areas that represent the maximum distance someone would travel to your area. For example, if you estimate the longest time Behavioral-Demographics someone would drive to reach your area is five hours, identify all population clusters within A person's age, sex, marital status, and num- 200-250 miles of your area by good roads. ber and ages of children have direct and obvi- While most of the traveling public lives in ous effects on his travel patterns. Another metropolitan areas, you should not neglect the demographic variable is stage in the life cycle. potential tourists who live in other communities 30-50 miles away. While they are smaller • Stage 1—Bachelor stage. Young single peo- in numbers than those living in other metropoli- ple not living at home. tan areas, they are probably more likely to • Stage 2—Newly married couples. Young, visit your community. no children. You should also consider those people who • Stage 3—Full nest I. Youngest child under might stop in your area on their way to another 6. destination. In this case, you should examine • Stage 4—Full nest II. Youngest child 6 or all regularly traveled tourist routes near your over. area and consider present travelers on those • Stage 5—Full nest III. Older couples with roads to be in your target market. Traffic dependent children. counts on those routes may be obtainable from • Stage 6—Empty nest I. Older couples, no your state highway department. Surveys of children living with them. Head in labor travelers on those routes can tell you what force. types of attractions will cause them to make a detour to visit your community. • Stage 7—Empty nest II. Older couples, no children living at home. Head retired. Examine Potential Competition for Each Tar- • Stage 8—Solitary survivor, in labor force. get Market. For each target market that you identify, consider the potential competition for • Stage 9—Solitary survivor, retired. that market. To do this, look at each target Although additional stages may now be market. Considering the maximum distance or relevant, (divorced, children visiting two weeks expense that you think a visitor would travel, in summer), the listed life cycle stages have identify the alternative tourism destinations strong effects on the way people travel. Bache- as seen by people living in that market. A list lors and newly-married couples without chil- of tourist attractions from an AAA Travel dren have the highest relative expenditures on Guide, Mobil Travel Guide, or similar hand- tourism of the nine stages. Families in the Full book may help. For foreign markets, use inter- nest I stage have limited financial resources national travel guides or maps. Then compare due to their high expenses (buying homes, your area as a tourist destination area to the appliances, etc.) and low incomes. They look for competition. Delete all geographical target mar- low priced recreation and are interested in kets which have much better travel alterna- such amenities as "sitter-lists." Families in tives than your own area. Full nest II are oriented toward their children

81 and take relatively inexpensive vacations with behavioral characteristics are different. Deter- the children. mining this information by survey is much Families in the Empty nest and solitary more difficult and challenging than determin- survivor stages are apt to seek good comfort- ing demographics by survey. This information able facilities to serve their needs. If the family can be developed by: head is no longer in the work force, they are • Professional surveys of your existing mar- likely to be conserving their finances by travel- ket (assuming you do not change target ing in mobile vacation or excursion homes. markets) • Professional surveys of an existing tourist business that is similar to the one you plan How to Identify Behavioral to develop Target Markets • Professional surveys in your geographic target market Ideally, the identification of behavioral target markets would utilize the results of profes- • Your estimates based on your own best sional surveys conducted in each of the poten- judgment tial geographical target markets. Realistically, however, this is beyond the capabilities and budgets of many tourism areas. Behavioral-Demographical Target Markets. At Matching Existing and this stage, you should attempt to determine the Potential Attractions with predominant demographic characteristics of Target Marlsets your proposed target markets. • What age range, marital status, family At this stage, you should review (1) the composition, and life cycle do you attract? existing and potential attractions and (2) the • What family income level do you think the potential target markets and their tourism target market will have? interests. It is now necessary to attempt to • What educational level and type of job do match your attractions with the potential tar- you expect the wage earner(s) to have? get markets. If this is not done, you may find yourself trying to appeal to a target market If you have an existing tourist business and which seeks entertainment even though you do do not plan to change target markets, much of not offer entertainment. the above information could be determined by Four steps are recommended for this match- conducting a simple survey of your present ing process. visitors. However, if you do not have an existing tourist business, or if you plan to change • Careful consideration of each attraction. target markets, you are left with three alter- Here you should identify the types of peo- natives. ple who would want to visit the attraction and the strength of the attracting power. • You can try to find an existing tourist • Analysis of the image of the area as a business that is similar to the one you plan to develop and determine the demographic whole. If the area has a current image, it will definitely affect the likelihood that characteristics of its visitors. people in the target market will visit the • You can try to estimate these characteris- area. tics based on your own judgment. There is • Evaluation of the target market. Here you no certainty that your estimates will be will consider characteristics of the target correct, but they are likely to be of more market and the interests of those people in help than if you did not make these esti- it. mates. Naturally, the better your judgment, the better the results. • Matching of attractions and target markets. • You can hire professional researchers to interview people in the target markets to determine those people who react positive- Consideration of Each Attraction ly to descriptions of the tourist attractions Exhibit 3.4 is included to help you consider that you can offer. the characteristics of each attraction. The types Behavioral-Psychographic Target Markets. of people who would visit the area because of This stage is basically similar to the Behavioral- the attraction should be listed under "type of Demographic stage except that the types of people who will visit as a main attraction."

82 Exhibit 3.4 Attraction Characteristics

Attrartion

Type of person who will visit as a main attraction:

Type of person who will visit as a support attraction:

Strength of "draw" as a main attraction:

Significance as a support attraction:

Examples might be "families seeking educa- tourists have of the people they think visit the tional vacations for children between 6 and 14" area. For example they may think it is visited or "expert skiers seeking challenging ski areas by "rich, old ladies in their retirement" or with minimal lift lines." The types of people "young people in search of quick excitement." who would visit the attraction and for whom it Obviously these images may be very different would add to their vacation should be listed from the actual types of people who visit the under "type of people who would visit as a area, but they still affect others who are consid- support attraction." ering the area as a tourist destination. In You should then consider the attracting pow- similar fashion, list the images potential tour- er of the attraction. If you do not have the funds ists have of the main and support attractions to conduct extensive market research, the best and of the general atmosphere of the area. way to consider the attracting power is to think of other comparable tourist attractions and Evaluation of the Target Market their attracting power. If you cannot find any comparable attractions, an informed estimate Exhibit 3.6 should be filled out for each by you and others may be your best figure. potential target market. Examples of potential Discuss the attracting power for each attraction, target markets would be "families from Chica- under "Strength of'draw' as a main attraction." go who want to provide wholesome fun experi- List the attraction's significance in adding to a ences for their children aged 6-12" or "skiers vacation under "Significance as a support from Southern California who are interested in attraction." visiting *in' areas and who have first priorities for 'apres-ski' activities and second priorities Analysis of the Image of the for skiing." The accessibility of the area to the Area as a Whole target market should be assessed, and competitive areas should be evaluated and compared to Exhibit 3.5 elicits information about the your area. Tourist interests in and characteris- image of the area to potential tourists. First, tics of the attractions desired by the target you should describe the image that potential market should also be described. These should

83 Exhibit 3.5 Existing Image of Area

Image of the types of people who come here (what types do people **think" come here):

Image of main attractions:

Image of support attractions:

Image of the general atmosphere of the area:

then be related to existing and potential attrac- Estimating Demand and Usage tions of the area. Demand is a "tool" that tells you how much of a good or service people will buy at various Matching Attractions and prices. In analyzing tourism in your community, Target Markets it will be most useful to know how many visitors will come so that you can evaluate: Exhibit 3.7 can be used to compare the • Whether your facilities can handle the attractions with the target markets to deter- demand mine if sufficient attractions can be developed • Whether it will be profitable to attract the potential target markets. This also allows you to determine which attractions Economists have determined that people will should be developed further. The various target buy more of a good at a lower price than at a markets and attractions should each be listed. higher price, all other things being equal. Thus, Then for each target market, each attraction in order to get a "ball park" estimate of the should be evaluated as either + + (absolutely demand for tourism in your community, it is necessary), + (desirable), 0 (of little importance) important to know the price of a visit to your or - (Negative reaction, hurts the image). Those community relative to another community. The target markets for which the area can offer price of a visit is determined by many factors, insufficient attractions should be crossed out. including the price of food, lodging, travel and Also, markets should also be crossed out which entertainment. However, many of these costs might adversely affect the draw that the area (such as the cost of travel to your area) are has for other target markets (a target market outside your control. Also, many are not nor- of "young families seeking wholesome activi- mally considered in dollars and cents terms. ties for children aged 6 to 14" may not be The most important cost of driving may not be compatible at a beach community with "affluent the cost of gasoline or depreciation of the car, retired people seeking comfort and seclusion"). but the hours spent driving.

84 Exhibit 3,6 Target Market Evaluation

Target Market

Distance from area: miles, hours dollars

Ease of accessibility:

Competitive areas: Area Advantages Disadvantages

Type of person in the target market:

Main tourist interests of people in target market:

Characteristics of main attractions desired by target market:

Characteristics of support attractions desired by target market:

Appropriate existing and potential main attractions:

Appropriate existing and potential support attractions:

The costs must be balanced with the "benefits" community. A primary factor is personal income. you offer the visitors. Are there natural attrac- Are personal incomes increasing (Are the me- tions—^beaches, rivers, canyons, scenic views? dia mentioning prospering or expanding econ- Are there attractions or events that are inter- omy)? Or are incomes remaining constant? Is esting to the visitor? there a recession? What is the state of the "All other things being equal" would indicate economy—both national and international? that all factors in all communities have the If incomes are rising, people—comprising exact same potential for attracting the tourist both the domestic and international market— dollar and that only price affects choice. How- will have more to spend on tourism. This may ever, in the real world, factors other than price mean more people will visit your area, and that do influence the demand for tourism in your they will pay more for a trip or stay longer.

85 Exhibit 3.7 Comparison of Attractions and Target Markets

Target Markets:

Existing and Potential Attractions:

Rating Scale: ++ Absolutely Necessary + Desirable 0 Of Little Importance Negative Reaction (Hurts the image)

Cross out those target markets which (1) negatively affect other target markets, or (2) would not be attracted by the attractions available.

86 However, it also may mean that tourists may and scenic views. The city has developed a decide to go to areas more expensive than restored area of the city, somewhat similar to yours, or to European or other foreign countries. colonial Williamsburg. Keep in mind that international travel may be Each city is aware of the attractiveness of the affected by factors other than income, such as others. This is clearly seen in the promotion the currency exchange rate. literature and in the new areas of interest that The effect of any income level changes, be the cities develop. Charleston "sells" its wealthy they an increase or decrease, are difficult to port city image, Savannah its living historical assess. However, you should give it some thought city, and St. Augustine its genuine historical since income level relates closely to the types of heritage. Tourism has been the mainstream of tourists you can attract. the St. Augustine economy throughout its In evaluating the tourism demand in your existence. Charleston and Savannah have used community, it is important to consider the tourism to broaden their economic bases. All number of substitutes (or competing com- are successful in attracting visitors to their munities) that would affect your community. If cities, despite their proximity to one another. your community is surrounded by other commu- All three are aware of "who the competitors nities with strong tourism industries, you should are." then focus on the "distinctive" qualities that Tourism resources complementary to your your community has to offer potential visitors. community are also important in assessing the These qualities might be natural (parks, demand for tourism. Many cities have coopera- beaches, climate) or man-made (museums, his- tively (and sometimes not so cooperatively) torical attractions, special events, sports at- developed tourism based on the historical na- tractions). See Exhibit 3.1. ture of the region. This is particularly true of An example of competing communities will the New England area's emphasis on the Revo- illustrate the importance of this issue. Along lutionary War and Virginia's emphasis on Revo- the southeastern Atlantic coast, Charleston, lutionary and Civil War histories. South Carolina, Savannah, Georgia, and St. A different type of complementary resource Augustine, Florida, attract visitors on the ba- is an attraction like Disney World. Its opening sis of their warm, pleasant climates and the in Florida has had significant positive impact interesting historical aspects of their cities. All on the demand for tourism in the areas sur- have substantial tourism industries and yet rounding Central Florida. An attraction with the distance between these cities can easily be the drawing power of Disney World—within covered in a day's drive. two or three hundred miles even—may favor- These cities view each other as competitors ably affect the demand for tourism in your and each, therefore, tries to make their city a community. little different. Charleston has focused attention on its plantation homes, restored homes and shops, beautiful gardens, seaport history, Estimating Demand for and attractive coast line. A series of events are Existing Attractions scheduled throughout the year to emphasize each important aspect. The most appropriate starting point for esti- Savannah has emphasized its image as a mating demand for existing attractions is the "living historical city." Attractive restorations level of demand for previous years. Using Ex- and renovation of the downtown and riverfront hibit 3.8, list the average demand and peak areas (also a major port); "squares" with histori- demand for each year (for the last ten years, if cal markers highlighted by flowers, trees and available). Use daily, weekly or monthly de- shrubs; historic home tours and several inter- mand figures as appropriate for your community. esting museums comprise the major compo- For each year after the first year listed, nents of Savannah's attractions. Savannah calculate the percentage growth from the previ- stresses its role as the first Georgia city and its ous year using the formula: British heritage derived from General Ogle- Demand for Year - Demand Previous Year thorp's founding of the Colony. X 100% Demand Previous Year St. Augustine's history, favorable climate, beautiful beaches, and the overall attractive- Naturally, if the previous year demand was ness of the city are its strongpoints. St. Augus- higher than the demand for the year, the per- tine emphasizes it Spanish heritage, its "four centage growth will be negative. This should flags" influence, its role as the nation's oldest be calculated for both average demand and city, and the natural beauty of the ocean, parks peak demand.

87 Exhibit 3.8 Estimates of Demand Level

Growth Special Outside from Peak Events Events that Average Number Previous No. of and/or Affected Year of Visitors Year Visitors Attractions Demand

After calculating the growth in average and planning horizon. For each year use the follow- peak demand, write down any special events or ing formula: attractions for the year, such as opening a new attraction or holding a special festival. Also, Estimated Demand for the Year = Previous Years Demand write down any outside events that might have or Estimated Demand affected demand that year, such as a recession X (1. + Growth Rate ..decimal) or the world's fair. Start with the demand for the current year and Calculate an average growth rate for the calculate year by year into the future. period based on one of the following methods: Adjust these demand levels to consider any • Average the growth rates for all years special events or attractions or any outside • Hire a professional researcher to calculate events you expect in future years. the growth rate In either case, you should attempt to modify Estimating Demand for New Tourist the growth rates to remove the effects of special Attractions events or attractions and outside events. Using the estimated growth rate, calculate It is very difficult to come to a firm estimate demand figures for each year ahead in your of demand for new attractions since you obvi-

88 ously have no current demand levels to use as a visitors at the expected level of service. In starting point. Generally, the best procedure is most cases, simple surveys using guide- to seek out other tourist areas with similar lines provided here will go far in assessing types of attractions, similar target markets, your situation. and similar competition. • Consider methods of financing these addi- You will not find an existing area that match- tions and develop a budget and schedule for es your proposed area perfectly. You should these provisions. (See the chapter on Plan- take any current demand figures for other ning for Tourism). areas and adjust them to reflect differences in: Exhibit 3.9 is a sample form for determining • Size of potential target markets facilities needed to meet demand, the final step • Nearness and convenience of target markets in the Market Analysis procedure. • Availability of competitive areas to the How does a community proceed to collect the target markets valued data? How does one inventory private • "Drawing power" of the area's attractions resources and facilities? How does one assess • Costs to the target markets of visiting the the adequacy of public facilities and services? areas Specific information on those subjects should be prefaced by a qualification: the breadth and depth of the inventories depend, among other things, upon the size of your community and Assessing Private and Public the scope of your development plan. Sample forms and questionnaires provided below may Support Services contain more information than you need, or they may omit some feature you wish to An inventory of support services can provide emphasize. They are intended to serve as exam- much essential information in terms of antici- ples of information you may wish to collect. pation of needs in the support area and for use Surveys may be expensive or inexpensive in advertising and marketing your product. For depending on the scope of the survey, the size of example, do the motels in your community the area to be surveyed and the amount of possess facilities that appeal to families (do the cooperation you receive from the support ser- motels have swimming pools and playgrounds), vices. The following pages provide explana- or to convention goers (do the motels have tions of why certain inventories are needed and convention facilities and night-time enter- suggestions as to how to conduct your inven- tainment)? What about the restaurants? Does tories. In the section on private support services, the restaurant inventory include those capable questionnaires are used repeatedly (one per of catering gourmet meals? Are they predomi- hotel or restaurant) and summary forms to nantly fast food establishments? Do the food compile results are provided. In the section on services include a variety of alternatives? public facilities and services, some of the cate- The general process of evaluating communi- gories require only a single survey question- ty needs and the costs to satisfy them involves naire, so that summary forms are not needed several steps. The following pattern may be for them. useful. Remember too that inventories are not one- • Determine the present level of facilities time affairs. Ongoing inventories (annual, and associated capacity. seasonal, monthly—^whatever you consider most • Identify the kind of tourism and visitors appropriate for your needs), are essential mea- contemplated. En-route visitors will re- sures of the success or failure of tourism. quire fewer services than destination (over- Special needs of visitors should be considered night or longer) travelers. Well-to-do visi- in assessing attractions and facilities. These tors may have greater demands on commu- needs include disability and accessibility re- nity appearance than the average traveler. quirements, language barriers and cultural differences. • Estimate the quantity of tourists (and duration of season). This may be a projection of your past experience adjusted for expected Private Facilities economic conditions, or may be an estimate based on experience of similar attractions Why inventory your private support services? elsewhere. Experience suggests the community with a • Estimate the increase in facilities and ser- deliberate plan for tourism development enjoys vices needed for the estimated quantity of far greater success with fewer serious problems

89 Exhibit 3.9 Sample Form for Determining Facilities Needed to Meet Demand New Capacity Accessibility Needed to Meet for the disabled Existing Present Peak Average Peak Average (See Appendix J, Facilities Capacity Demand Demand Demand Demand Checklist of Accessibility)

Attractions

Support Facilities

Planned Facilities

Attractions

Support Facilities than those who do not plan. Inventories pro- collection. Personal contact by the interviewer, vide extremely beneficial guides for develop- rather than conducting interviews by telephone, ment. is highly recommended. Also, assure your con- Whatever your stage of tourism develop- tact that the information you seek will be used ment— whether you are just getting underway, only for compiling statistical materials and or whether you have an established and recog- that the individual's name and firm will not be nized tourist community—continuous, ongoing made public. If, after this procedure, the indi- inventories of support facilities are a necessary vidual remains hesitant to provide the informa- ingredient to a successful tourism industry. A tion you seek, at the very least, he could not complete inventory of private support services deny you a brochure which would provide some would include not only the obvious such as of the information you seek. Sales tax receipts hotels, motels, campgrounds and restaurants, should also be available and can provide some but should also include specialty shops, enter- useful information. tainment facilities, transportation and related The projection of the number of new motels/ services and the availability of labor to staff hotels and the number of rooms will be a more these support services. challenging task. The sample questionnaires Finally, the categories of support services, in this section permit lodging proprietors to inventories and forms provided in this manual anticipate developmental needs based on a 25% should serve as guidelines for tourism develop- increase in volume of business. ment in your area. Do not hesitate, however, to Finally, you may wish to include in your add or delete categories of information or inventory the number of campsites available questions, to ñt your specific needs. Certainly, and the type of camper (tenters, trailers, recrea- you want to seek information which will benefit tional vehicles) such facilities cater to. Most the unique characteristics of your tourism state tourist bureaus provide lists of public and industry. private campgrounds and a number of up-to- Lodging. Lodging facilities range from econo- date commercial campground directories are my motels and campgrounds to luxury resorts. readily available to provide this information An inventory of lodging facilities might include: for you. If a commercial campground directory number and variety of facilities available, num- does not include facilities in your area, most ber and size of rooms, room charges, occupancy firms who publish such directories would be rates, average length of stay for guests, descrip- happy to include your area in the next edition. tion of other services offered, and the number A letter of explanation and request for inclu- of employees for each facility. Do not forget to sion should gain prompt results. include lodging in outlying areas which would Eating Estblishments. Tourists expect good be sufficiently convenient for your visitors. food, well served. Admittedly, tourists may The degree of variety and the rates will help define "good food, well served" in a variety of to determine your visitor profile. Average length ways. For a family, this might be interpreted to of stay can assist you in projecting other sup- mean plentiful fast food establishments with port services that might be needed as well as efficient service and simple, economical menus. estimating the amount of money your visitors On the other hand, a convention-goer will seek may spend while in your community. Occupan- out specialty restaurants that provide gourmet cy rates will assist you in determining future food in a relaxed atmosphere. needs. Many suggest that as occupancy ap- At any rate, an inventory of food services in proaches 80% consideration should be given to your community can assist you in projecting expanding lodging facilities. what type of visitor you can most likely please Determining the number of hotels and mo- and can provide valuable information in assess- tels and the number of rooms in each and ing future needs in the realm of food services. current occupancy rates should pose no special Do not underestimate the significance of problem, assuming those in the lodging busi- your restaurant inventory. It has been sug- ness in your community recognize the benefits gested that tourism may be most prominently of tourism development. Some proprietors may manifested in restaurant and bar sales. Lack of be reluctant to provide the data you request. sufficient food services can be detrimental to Seeking and receiving the support of your local the success of tourism. hotel/motel association will help alleviate this Retail Services (Specialty Shops). Tourists problem. Proper advance publicity, appropriate expect comfortable living accommodations and finesse, and assurances of confidentiality on satisfactory food services, but they also expect the part of the interviewer should convince adequate retail services ranging from grocery most people of the usefulness of the data stores to specialty shops. Campers require re-

91 Exhibit 3.10 Sample Questionnaire—Lodging

This questionnaire will be of considerable assistance to our community in evaluating our capacity for tourism development. To assess strengths and weaknesses regarding lodging for tourists your cooperation is vital. The data you provide is to be aggregated with the responses of all others and used for statistical purposes only. No mention will be made of your firm in conjunction with the information you provide. The statistical results of our survey will be made available to you. Thanks for your help.

1. Name and address of facility

2. Type of facility, (hotel, motel, boarding house, youth hostel, etc.).

3. Number of units and rates:

In-Season Off-Season Type of Unit Number of Units Daily Rates Daily Rates

Singles

Doubles

Suites Other (Kitchenettes, specify)

TOTAL

4. What credit cards do you accept?.

5. Are reservations accepted?

6. Handicapped facilities?

7. What foreign languages spoken?.

8. During which season are your occupancy rates the hightes?

spring summer fall winter.

What are your peak season occupancy rates during

weekdays % weekends %

9. During which season are your occupancy rates the lowest?

spring summer fall winter _

92 What are your off-season occupancy rates during

weekdays % weekends %

10. For the entire year, what is your facility's average occupancy rate? .

What percentage of your guests stay:

1 night %

2 nights

3 nights

4 nights

5 nights

6 nights

7 or more —.

Total 100.0%

11. By season, what percentage of your guests are:

Spring Summer Fall Winter

families businessmen other, specify

Total 100% 100% 100% 100%

12. Please indicate special facilities your establishment has:

Type of Facility Number Swimming pool Playground Tennis court Sauna Restaurant Coffee Shop Cocktail lounge Meeting room Convention hall Other, specify

93 13. If your establishment has convention facilities, please indicate the capacity of your largest meeting room:

persons.

14. How many persons, by job skill level and season, does your establishment employ?

Job Skill/Status Spring Summer Fall Winter

part-time unskilled part-time skilled

full-time unskilled

full-time skilled Totals

15. If your occupancy rate were to increase by 25%, how many additional peak season employees would you need to hire? part-time unskilled persons part-time skilled persons

full-time unskilled persons

full-time skilled persons

Total Additional persons

16. Please note below any projected additions or renovations your establishment will complete within the next 12 months and if or how they will increase or change its capacity or ability to cater to tourists.

17. Are area maps available in your lobby? yes

18. Can lobby personnel give accurate directions?

THANK YOU for your cooperation! A member of the tourist development committee (TDC) will return in about ten days to pick up your completed questionnaire. If you have any questions at that time the TDC member will be happy to discuss them with you.

94 Exhibit 3.11 Sample Form for Use in Tabulating Lodging Inventory Data

Projections of Name and Type of Numb er and » Fees Per Length of Employee Information Employees Needed Address Fees/ Person Facility Unit* 5 Occupancy Rates Stay in Days % Guest Profile Special Facilities Skilled Unskilled Skilled Unskilled

1 1 0. of Units Other Cß > 5* X 1 2 3 4 5 6 7+ 2 i ? a* P2. i i f CD 1 2. -1 A* 3 an' ft S C 3 3 1 3 3 3* f <6 s-9 f

*Place off-season rates in ( ). Exhibit 3.12 Sample Questionnaire — Eating Establishments This questionnaire will be of considerable assistance to our community in evaluating our capacity for tourism development. To assess our strengths and weaknesses regarding the availability of food services for tourists, your cooperation is vital. The data you provide is to be aggregated with the responses of others and used for statistical purposes only. No mention is to be made of your firm in conjunction with the information you provide. The statistical results of our survey will be made available to you. Thanks for your help.

1. Name and address of facility

2. How would you classify the type of food served by your establishment? (fast foods, family restaurant, gourmet, etc.)

3. What is your specialty?

4. Do you serve alcoholic beverages? D yes D no

5. What is the average price a customer will pay for lunch at your establishment (excluding alcoholic beverages and before taxes and tips) ? $

6. What is the average price a customer will pay for supper at your establishment (excluding alcoholic beverages and before taxes and tips)? $

7, What are your business hours and days of operation (indicate seasonal differences if appropriate)? Are reservations accepted?

8. What credit cards are accepted?

Are personal checks accepted? -

9. Do you have a dress code?

10. Are area maps available? Can personnel give accurate directions?

11. Is your establishment accessible to the handicapped?

12. What is the total seating capacity of your establishment? persons

13. Do you have banquet facilities? yes no

If *'yes," please indicate the seating capacity of your largest banquet room, person

14. Does your business have seasonal fluctuations? yes no If "yes," what is your peak season?

spring summer fall winter

96 15. How many persons, by job skill levels, does your establishment employ (NOTE: If you indicated that your business is seasonal, please use peak season figures in answering this question)?

Job and Skill/Status Number of Persons

Part-time unskilled

Part-time skilled

Full-time unskilled

Full-time skilled

16. If your general level of business activity were to increase by 25%, how many additional (peak season) employees would you need to hire?

Part-time unskilled persons

Part-time skilled persons

Full-time unskilled persons

Full-time skilled persons

Total Additional

17. Please note below any projected additions or renovations your establishment will complete within the next 12 months and if or how they will increase or change its capacity or ability to cater to tourists.

97 Exhibit 3.13 Sample Form for Use in Tabulating Eating Establishment Inventory Data

Name and Address Type of Facility Serve Beer Aver. Price Business Total of Eating Estab. (fast food« etc.) Specialty or Liquor? Paid for: Hours Day(s) Seating Lunch Dinner Capacity Fr: To: Fr: To:

Are Present Employee Information Anticipated Needs Physical Facilities Banquet Hall Current Skilled Current Unskilled of Development adequate to handle Capacity? Positions Positions Skilled Unskilled additional vol.

Yes No Cap. FT PT Total FT PT Total FT PT Total FT PT- Total

98 Exhibit 3.14 Sample Questionnaire — Specialty Shops

This questionnaire will be of considerable assistance to our community in evaluating our capacity for tourism development. To assess our strengths and weaknesses regarding the availability of retail services for tourists, your cooperation is vital. The data you provide is to be aggregated with the responses of all others and used for statistical purposes only. No mention is to be made of you or your firm in conjunction with the information you provide. The statistical results of our survey will be made available to you. Thanks for your help.

1. Name and address of establishment

2. What items do you sell which might be of interest to tourists? (antiques, arts and crafts, special collections, photographic supplies and equipment, camping supplies and equipment, etc.)

3. What are your business hours and days of operation (indicate seasonal differences if appropriate)?

4. Does your business experience seasonal fluctuations? yes no If "yes," what is your peak season?

spring summer fall winter

5. What percent of your business is tourist related?

6. How many persons does your establishment employ (NOTE: If you indicated that your business is seasonal, please use peak season figures in answering this question)?

Full-time employees persons

Part-time employees persons

Total Additional

7. If your general level of business activity were to increase by 25%, how many additional (peak season) employees would you need to hire?

Full-time employees persons

Part-time employees persons

Total Additional

99 8. If your general level of business activity were to increase by 25%, would your present facilities be sufficient?

. yes no If "no," please explain:

100 Exhibit 3.15 Sample Form for Use in Tabulating Specialty Shops Inventories

Are Physical Facilities Additional Employees Sufficient to Name & Needed if Volume of Handle Increased Address Specialty Business Days of Full-Time Part-Time Business Increased Volume of of Shop of Shop Hours Operation Employees Employees full-time part-time Business? Exhibit 3.16 Sample Questionnaire — Entertainment Facilities

This questionnaire will be of considerable value to our community in evaluating our capacity for tourism development. In order to assess our strengths and weaknesses regarding entertainment facilities for tourists, your cooperation is vital. The data you provide is to be aggregated with the responses of all others and used for statistical purposes only. No mention is to be made of you or your firm in conjunction with the information you provide. The results of our survey will be made available to you. Thanks for your help.

1. Name and address of entertainment facility

2. Type of entertainment facility (night club, amusement park, restored home of historic interest, etc.)

3. What specific feature(s) of your entertainment facility would be of special interest to visitors to our community?

4, What type of visitor does your facility appeal to (general public, children, teenagers, young couples, families, convention-goers, etc.)?

5. What percentage of your visitors are local residents? %

6. What is your basic fee per person? $

7. What are your business hours and days of operation? (NOTE: Indicate seasonal differences if appropriate)

8. Does your business have seasonal fluctuations? yes If *'yes," please indicate your peak season:

spring summer fall winter

102 9. How many persons, by job skill levels, does your establishment employ? (NOTE: If you indicated that your business is seasonal, please use peak season figures in answering this question.)

Job and Skill/Status Number of Persons

Part-time unskilled

Part-time skilled

Full-time unskilled

Full-time skilled

Total

10. If your general level of business activity were to increase by 25%, how many additional (peak season) employees would you need to hire?

Part-time unskilled persons

Part-time skilled persons

Full-time unskilled persons

Full-time skilled persons

Total Additional

11. If your general level of business activity were to increase by 25%, would your present facilities be sufficient?

yes If *'no/* please explain:

103 Exhibit 3.17 Sample Form for Use in Tabulating Entertainment Facilities Data

Employees Information Are Physical Name and Hours Facilities Sufñciei\t Address of Type of Per Day Positions Positions Add. Pos. To Handle Entertainment Type of Special Visitor Facility Req. Spec. Req. No If Volume Increased Volume Facility Entertainment Features Fees Caters to Peak Season Skills Spec. Skills Increased of Business ? FT PT FT PT QgCB = 0

O tail grocers prepared to meet their needs. Tour- in determining the size and type of convention ists of all types are interested in specialty you might seek to attract. Your eating estab- shops. In fact, antique stores, arts and craft lishment and entertainment inventories should shops, and the like, may be a major means of indicate whether there is sufficient variety and attracting tourists to your community. This has appeal for visitors attending conventions. Of been the case in Taos, New Mexico. Taos has course, you would also want to consider public long served as a community for artists. With facilities (convention centers, town halls, fair- the development of tourism, local artists have grounds, schools, auditoriums, large parks with been provided a market for their wares in open areas for sitting, etc. along with private numerous art and craft shops. Likewise, Silver support facilities in assessing the possibilities Dollar City at Branson, Missouri, has success- of attracting conventions to your community or fully utilized craft and music festivals as a area. You might also want to prepare a map means of attracting visitors to the area. If a indicating locations and distances between substantial number of the products sold in your facilities. Such a map could indicate shopping, shops are locally produced, the economic im- entertainment, transportation and other facili- pact will be greater. (See Measurement of In- ties your community has to offer. Ratings of come Impact). how barrier free the facilities are might also be Entertainment Facilities. Entertainment is a included as a guide for disabled tourists. prime motivation for travel. Tourists, in short, Once you have compiled the data on forms expect to be entertained. An inventory of pri- for other support services, you might wish to vately owned entertainment services will re- use those forms to develop a form for conven- veal what your community can provide and tion facilities such as Exhibit 3.18. should assist you in projecting for this type of Labor Supply. An inventory of the labor force development. Privately owned entertainment related to the support services mentioned above facilities might include: night clubs, theaters, can provide valuable data. Is the local labor musical events and restored homes of historical supply sufficient or will workers need to be interest. Use you imagination here to high- recruited from outside to staff the existing and light the uniqueness of your community. The planned tourist facilities? Can the community possibilities are endless! provide housing and education for additional Convention Inventory. When one considers residents? convention-goers as an aspect of tourism, one is An inventory of labor supply should include apt to think only of large cities with interna- the number of workers currently employed by tional airports, mass transit facilities and relat- categories of service and the number of addi- ed features which cater to the conventions of tional employees needed by categories of ser- major national firms and associations. The vice based on projected development. An impor- smaller community, however, should not over- tant point to remember here is that tourism in look the possibility of attracting smaller con- most cases is seasonal. During peak periods, vention groups such as regional public school for example, the need for workers will increase. teachers' conferences, a state or regional square- Your labor supply inventory must take into dancing festival, or even exotic groups such as account the seasonal fluctuations in demand rock, beer can, or barbed-wire collectors—there for labor. are thousands of such people, many of whom Labor force turnover is also a major opera- are organized. tion problem for tourism-related businesses. Boise, Idaho, for example, has benefited from One restaurant firm, for example, estimates conventions. Boise Convention and Visitors Bu- that 30% of its payroll went to low paying, low reau personnel multiply the number of conven- skilled jobs with considerable turnover. Keep tion visitors by 3 days (the average stay) and this in mind as you anticipate labor needs. then by $100 per day (the average expenditure Despite these problems, tourism is a major estimate per day for a convention visitor in the source of jobs. In 1983, travel spending generat- United States adjusted to Boise) to obtain an ed 4.6 million jobs, paying nearly $46 billion in estimate of the direct economic impact (dollars) wages and salaries.^ In some areas, tourism of a convention in the community. may account for a large percentage of total Rather than preparing a special question- employment, for example, resort areas. naire to inventory convention facilities, you Another aspect of the labor supply is the may refer to other support services inventories. availability of volunteers. Volunteers often are For instance, your lodging inventory should indicate facilities (meeting rooms, etc.) of inter- ^U.S. Travel Data Center, 1984. The 1983-84 Economic est to the convention-goer, and will assist you Review of Travel in America, Washington, D.C.

105 Exhibit 3.18 Sample Form for Use in Tabulating Convention Facilities

Lodges with Convention-related Services Facilities Lodges Offer

Restaurants of Special Appeal Special Appeal (exotic to Convention Goers food, banquet halls, etc.)

Entertainment Facilities of Special Interest to Convention Goers Type of Entertainment

Transportation Facilities That Would Likely Attract a Convention. (Near Major Highway? Commercial Airport? Major Busline? etc.) Special Feature

106 used to man information booths, work on pub- Public Facilities and Services lic facilities and services, etc. If your community is committed to tourism, you will probably A variety of public facilities and services are have plenty of volunteer help. affected by tourism, and in turn the adequacy The above information should be taken into of their supply will have a significant effect on consideration as you inventory labor supply. your ability to attract tourists and keep them Finally, remember that valuable sources of coming back. To evaluate these factors, you labor, particularly if your peak demands are will want first to identify the adequacy of during summer months, are local high schools, current public facilities and services; then to colleges and universities. estimate the additional demands tourism might Your inventories of other support services create for them, the costs involved; and finally contain information to assist you in preparing to determine who would bear these costs and your labor inventory. After distributing ques- how they might be funded. tionnaires for the other support services and Many of the public facilities and services compiling the data on the appropriate forms, discussed fall in the area of "public works." you should use the information regarding em- They represent the "fixed assets" of the com- ployees to complete your labor inventory form. munity. Some of the categories of public works Other inventory forms (if complete) will in- that may be affected by tourism are: clude the total number of employees, the num- • Transportation access to the community ber of positions requiring special skills and requiring no special skills, the number of full- • Local roads and streets time and part-time employees in pertinent ser- • Parking vices and estimates of future needs once tour- • Signs ism development is underway. The latter infor- • Water Supply mation should assist you in projecting to meet • Sewage and trash disposal the demands of tourism development. Finally, • Restrooms your local Employment Security Office may be able to assist you by providing data on unem- Each will be discussed below, and sample ques- ployment, age and skill levels, etc. tionnaires are provided to help your assessment. Exhibit 3.19 is an example of how you might Another major area of public expense affect- compile your labor supply inventory. ed by tourism is public safety, including the Miscellaneous Support Services. Local news- various police functions and fire protection. papers, radio and television stations, and real- Public health is a third area. Finally, although tors might be included in your inventory. Such local public education facilities may not, in the firms are typically interested in local develop- short run, seem significantly affected by tourism, ment and will be valuable aids to the promo- they may provide resources important to your tion and marketing of tourism. Wholesalers in community in attracting and retaining it. We the area might also be contacted to make will consider how to assess each of these areas certain they can provide needed retail materi- also. als ranging from aspirin (tourists have head- Transportation Access. Tourism requires ade- aches, too) to photographic supplies to fresh quate access from centers of population. Today, vegetables. most visitors arrive by automobile. Area access For most development plans, a formal ques- is normally beyond local authority or capability, tionnaire for miscellaneous support services is but through regional cooperation and political unnecessary. Simply have certain members of efforts, improvements are possible. Disney World your development team make personal contact is internally self-sufficient, but construction and solicit the support of representatives of required an early investment of $5 million by such services. Florida for access highways. Regional Inventories. Most smaller communi- Highway construction can affect local tourism. ties cannot provide all the services related to Many towns have depended on travelers pass- tourism. Therefore, you may want to form a ing through town on the highway to stop at cooperative venture with other communities in restaurants, gift shops and attractions. When your area. If you do resort to area development, the town is bypassed by an interstate or other each community involved could distribute ques- improved highway, special efforts are needed to tionnaires for various support services and pull the travelers off the highway into town. record the information on the appropriate forms. Coastal towns in Georgia had enjoyed the tran- Then couple the information and complete an sient business of vacationers going to Florida area form for each service category. for years until Interstate 95 bypassed them; to

107 Exhibit 3,19 Sample Form — Labor Supply Inventory Lodging Employment Data Total Number Projections of Additional Positions Employed in Lodging Number Employed in Number Employed in Required if Occupancy Rate Increased Establishments Skilled Positions Non-skilled Positions Skilled NonSkilled P\ill-time Part-time Total Full-time Part-time Total Full-time Part-time Total Full-time Part-time Total

"- I -"-■ '■ '- ' ■- • ■■ - ,M , _ Eating Establishment Employment Data Projections of Additional Positions Total Number Employed in Number Employed in Required if Volume of Business Increases Number Employed Skilled Positions Non-Skilled Positions Skilled Non-Skilled Full-time Part-time Total Full-time Part-time Total

o 00

Retail Services — Specialty Shops Employment Data Total Projections of Additional Positions Required Number Employed Full'Time Part-Time If Volume of Business Increased Full-time Part-time Total

Transportation-Related Services Employment Data (Service Stations) Total Projections of Additional Positions Required Number Employed Current Number of Employees If Volume of Business Increased Full-time Part-time Total Full-time Part-time Total recover some of this lost business, tourist boost- that would add inducement to travelers to ers worked for years with state and federal remain overnight if the attractions could be officials to develop codes for limited billboard reached more easily. advertising along 1-95. As a result, limited In cities where tourism is not the primary signs "directional in nature" are now permitted; industry, it may not put a significant strain on these limits are broad enough to bring many city streets. Major traffic congestion problems visitors back to Georgia's coastal attractions. occur on the river bridges during the morning For destination travelers who are going to and evening rush hours; tourists largely travel stay awhile, air access may be very important. at other times and tend to balance traffic flow Certainly Miami, Las Vegas and Hawaii de- rather than add substantially to it. Indeed, the pend on large numbers of visitors arriving by higher traffic count throughout the day may air. Cities of any size which expect to attract even help the city justify a better road classifi- much convention business beyond a radius of a cation to increase state support. few hundred miles must be accessible to com- Following, is a sample questionnaire that mercial air service. may be useful in defining the impact of tourism Water obstacles must be overcome. Delays of on local roads and streets. A separate question- weekend motorists trying to get from Philadel- naire should be prepared for each different phia to the New Jersey shore have resulted in problem area (section of street or road with pressure for continuing Delaware River bridge different conditions). If a number of question- improvement over many decades. The long waits naires are prepared, you may wish to devise a for ferry service during hunting season be- tally sheet summarizing the essential data tween Michigan's lower and upper peninsulas from the several questionnaires. led to the Mackinac Bridge. Smaller bridges Parking. Lack of adequate parking can keep and causeways giving access across straits, tourists from returning and can make the regu- rivers, gorges and swamps were absolutely lar population resent tourism. Parking for spe- necessary for development of hundreds of tour- cial events may require special traffic control ists areas. and temporary provisions (field, lots, even front Exhibit 3.20 is a sample questionnaire that lawn) at a fee adequate to correct any damage. may help define your community's status in Parking and street congestion are closely transportation access. related. Indeed road congestion itself forces the Local Roads and Streets. Perhaps the most elimination of parking spaces. On the other obvious impact of tourists on public works (and hand, one-way traffic provisions or switching the biggest cause for complaints by local citi- from parallel parking to angle parking, may zens about tourism) is the congestion caused by increase on-street parking. For example, the visitors on the local roads leading to tourist operation of public transportation by Chat- attractions. Provision of roads that are ade- tanooga's transit system reduces congestion on quate (or at least passable) in peak tourist the winding road up the incline of Lookout periods, supported by the tax base of a much Mountain, Tennessee. Parking areas are main- smaller resident population, may be difficult to tained at the base of the incline. achieve. Some bitterness may occur because The questions of who provides parking space many local residents feel that the wear and and who pays for it, currently is a matter of tear on local roads is caused by the peak visitor past history, but future answers can be heavily population, yet the streets must be maintained influenced by public policy and political deci- by permanent residents. sions. Because of congestion, a community may • Parking provided privately by the at- have to adopt parking restrictions, one-way traction's choice. Large attractions, such streets, traffic lights, and the other accessories as theme parks, do this out of necessity. of a much larger community. More frequent (Indeed, when flying over Disneyland, one widening and resurfacing of key streets is also suddenly discovers their acreage is more required. A difficulty arises when provision of than 50% parking lot!) Sometimes a charge better access to attractions can destroy the is made for parking, but more often the very charm that leads people there. A one-way cost is included, indirectly, in the admis- "scenic loop" may be all an area of spectacular sion charge. Similarly, thé modern shop- scenery permits. It may be necessary to route ping center provides its own "free" parking all through traffic around key areas, or even (which is reflected in store rentals and close them to vehicles. indirectly in prices charged shoppers) since Street improvements offer opportunities, as otherwise not enough customers could park well. Many areas have potential attractions close enough to make the shopping center

109 Exhibit 3.20 Sample Questionnaire — Transportation Access

(The questions below are intended only to stimulate your thinking; the questions you must pose and answer will depend on your community's special circumstances.)

Very Some None 1. Importance of arrival modes.

a. Public highway

b. Airline c. Train

d. Bus

e. Other _

2. Highway access if significant

a. Distance and route from first major traffic center (city or interstate exit) b. Distance and route from second major traffic center if appropriate c. Describe adequacy of this (these) route(s), surface, width, bridges, frequency of congestion

d. Adequacy of maintenance of route and snow removal, if important to tourism

e. Adequacy of highway signs leading visitors to your community from major access point

3. Airlines access if significant a. Frequency of service b. Quality of services c. Accessibility of terminal (distance, availability, taxi, limousine, bus, and rental car service)

d. What needs to be improved

e. How can improvement be achieved

4. Train, bus and other services

a. Frequency of service b. Quality of services c. Accessibility of terminal d. What needs to be improved e. How can improvement be achieved

110 Exhibit 3.21 Sample Questionnaire — Local Streets

(The questions below are intended only to stimulate your thinking; the questions you must pose and answer will depend on your community's special circumstances.)

1. Problem area — street or portion thereof

2. Description of street section, width, construction, present condition, parking

3. Traffic flow (vehicles/hour) if available a. normal

b. seasonal (average for tourist season of months) c. peak day

viable. When the smaller business provides • Collective parking in public lots. Here parking (often on an empty lot) on an older the community (or some other collective "Main Street" where few other businesses such as a special assessment district not do, it is hard to tactfully assure that spaces the business area) owns and maintains the are in fact being used mostly by customers lots, either at collective expense or through of the firm bearing the cost. parking fees. Police powers of the communi- • Parking provided privately as a legal ty make parking meters feasible (but may requirement. Here the community through not make visitors enjoy using them). its zoning and business licensing powers Exhibit 3.23 is a sample questionnaire you requires motels, restaurants, and other at- can adopt to define parking availability and its tractions to provide off-street parking on relationship to tourists' (and citizens') needs. some ratio of spaces per room, per seat, or Prepare one such questionnaire for each area per square foot. This tends to be a feasible that forms a logical parking entity (often as and equitable solution for new business small as a city block or a short segment of locating in low density areas, but does not business street). If a number of questionnaires help America's "Main Street" where build- are prepared, you may also want to devise a ing patterns are already established. tally sheet summarizing essential data from • Collective parking in private fee lots, all parking questionnaires. maintained by entrepreneurs for profit (or Signs. A tourist is usually a stranger to your by speculators as a temporary use). A disad- town, and needs street signs to find his way. vantage to the operator is the cost (and Street signs may be conventional green (or reliability) of an attendant to collect fees; black) and white, or may be designed to fit the monthly rates solve this for businessmen, theme of your community (rustic, wrought iron, but are no solution for drive-in customers. sailboats, or whatever), but should be visible Who pays? Usually the customer—who pre- and should be replaced or repaired when faded, fers to deal where parking is free. Nearby damaged or stolen. businesses can counteract this by arrange- Routes leading to attractions the tourist may ment with the lot owner by "stamping the want to see should be identified clearly and at ticket"for customers (and including the cost some distance so the visitor you are trying to in their prices). As local business improves, attract spends his time in enjoyment rather the lot owner may try to convert the land to than frustration. "more beneficial" use, at once decreasing Where attractions are close together, a walk- the supply of and increasing demand for ing tour outlined in a simple leaflet and marked parking. Low assessments on land dedica- by attractive signs may add to your town's tion to parking losts may defer such conver- attraction at low cost without increasing street sion for a time. congestion. In some communities, visitors stop

111 Exhibit 3.22 Sample Questionnaire — Parking

(Modify as needed to fit your situation.)

1. Problem area (*'logical parking entity")

2. Available parking spaces

a. on-street b. in private lots of individual businesses

c. in private fee lots

d. in public lots

3. Parking spaces needed

a. normal business level

b. peak tourism period (for each, attach an analysis showing the method used to estimate spaces needed)

4. Deficit ( (3) minus (2) )

a. normal business level b. peak tourism period

5. Method of providing needed spaces

a. description

b. order of magnitude cost

c. potential funding source

6. Alternative solution (if more than one alternative solution exists, answer the questions under (5) above for each other alternative)

7. Impact if no change is made

8. Recommendation (solution, cost and funding)

112 Exhibit 3.23 Sample Form for Assessing Signs

Attractions In or Area Street Signs Near Tourist Area Surveyed Adequate Damaged Missing Name of Attrac. Adequacy of Signs

TOTALS

GENERAL COMMENT ON ATTRACTION SIGN

at a centrally located visitors center operated example, a community in a hot, dry area whose by the city, where they are given a brochure tourist attractions include lush, green golf including a map, information on points of courses!) interest, and a fee sheet, then proceed in a You should objectively ask yourselves if the self-guided walking tour to other points of quantity or quality of your community water interest. supply inhibits development of your tourist You may find the following questionnaire industry. Costs of improving water supply vary useful in assessing adequacy of signs in your widely, and a qualified engineer (your City or community. If the area to be covered is large, County Engineer, an appropriate state agency,^ you may wish to break it down into smaller or a consulting firm) should be consulted for an areas, then have a committee member or volun- estimate of cost and suggestions of methods of teer nil out a form for one area during a financing improvements. "walking tour." Sewage Collection and Treatment. While tour- Water. Although the quantities of water de- ism creates a small sewage load compared with manded by tourists are small compared to heavy industry, many tourist-affected commu- those of certain types of industry, visitors do nities are still not prepared to handle it. Some want water to drink and bathe in that does not areas are under sewer moratoriums, limiting offend the eye, nose or tongue. Most tourist construction until the local sewer plants are areas can provide this. Others must import improved to meet required effluent standards. water for drinking or must put up with some Residents may be unwilling to vote in favor of taste or smell in their water supply. (Some funds needed to remove the moratorium. Growth areas will have greater demands for water, for of resorts and summer homes can increase

113 environmental problems and adequate sewage attacked by better traffic fiow, better parking treatment and disposal is paramount. and better crowd control. Where tourist attractions are large and self- Less tangible are visual and noise pollution. sufficient, they must take care of their own Garish, uncontrolled signs and rundown prem- disposal problems. Disney World, for example, ises may destroy the good impression you are has an integrated treatment system and even a trying to make. Outdoor loudspeakers and oth- pine forest which it fertilizes with treated er unwanted noise may make your community sewage! Where there are a cluster of smaller unpleasant for visitors and residents alike. attractions, it may make more economic sense These less tangible effects are also more difficult to handle waste collectively, especially if state to combat, but may be attacked either by ordi- or federal funds can be found to finance most of nances or community pressure. the initial cost. While no questionnaire is provided on this Your community must objectively view its topic, you should look objectively at the way sewage disposal system, and judge whether your community looks, sounds and smells to there is a problem of capacity, or of smell, or the visitor. Ordinances on allowable sign sizes, overñow or sewage backup. A qualified sani- heights, candlepower and outdoor loudspeakers tary engineer should be consulted for advice if may be needed. Cleanup/fixup promotion by there is any suggestion of a problem. the Chamber of Commerce, cleanup projects by As with water supply, sewage systems can local youth groups (Boy Scouts, Girl Scouts), impose major financial burdens on the com- and beautification activities by the local gar- munity. Such public works may be funded out den club will contribute to making your com- of current taxes, but if major investment is munity a better place for the tourist to visit. .. required it will often involve a bond issue and and for you to live. may well require federal support for success. Restrooms. Where only one cafe or one gas Usually you will expect the users of this ser- station in an area has public restrooms, their vice to pay off the capital investment you make maintenance can be an excessive burden. Where on their behalf over the years. If tourist attrac- all stores and other establishments maintain tions are in use only for a short season, however, well-marked restrooms (through either Cham- your rates should reflect the fact you have had ber of Commerce urging or local ordinance), to increase capacity but will operate near capaci- the burden (and necessary frequency of cleaning) ty only part of the year. is not excessive for anyone, and the visitor is Solid Waste Disposal, Trash and litter are made to feel at home, especially if the rest inevitable with crowds of people. Ample waste rooms are kept clean. receptacles, both public and private, should be Adequate numbers of accessible restrooms provided, and they must be emptied much more should be available throughout the week. If the frequently when tourism is at its peak. Street only accessible toilet is in a public building, and public areas should be kept clean, which which is closed on weekends, travelers could requires added labor and public cost. Disney leave with a poor impression of the community. established the model of an immaculate attrac- Consideration should be given to renting tion despite high density of visitors and profited portable restrooms for the peak tourist season. handsomely from the resulting visitor satis- And while you are at it, why not check the faction, but only at the cost of continual sweep- availability of public water fountains. Climate ing and waste removal. permitting, a few tax supported public foun- Disposal of the collected trash deserves tains on main street might keep the perennial, thought too. State and federal regulations are "Daddy, Fm thirsty" from dampening the holi- increasingly enforcing development of modern day mood of the families you have worked hard sanitary landfills. If you have a satisfactory to attract. Naturally, current health regula- landfill, the added load of tourist traffic will tions must be considered in installing public hasten the day when the landfill is full and drinking fountains. your community must find a new location. Public Safety: Police Functions. The influx of Other Types of Pollution. Two costs of protect- visitors creates an added burden on police to ing the environment have already been dis- direct traffic, assist visitors, and handle crime. cussed: sewage treatment and solid waste col- Cheyenne, Wyoming, during its Frontier Days lection and disposal. Air pollution is much celebration, finds it necessary to increase the more an industrial than a tourist problem police payroll "to handle drunks downtown." (although the smoke of a thousand campfires Most resort towns find it necessary to supple- can fill Yosemite Valley rather quickly). Con- ment police and related personnel during the gestion is a form of pollution which may be tourist peak. Often, auxiliary police are hired

114 Exhibit 3.24 Sample Questionnaire — Solid Waste

(A single questionnaire may be sufficient, or you may wish to complete Part A for each area of tourist traffic; Part B is only completed once.)

A. Trash Collection

1. Area surveyed (specific tourist area of total community)

Present Methods During During What Normal Peak Do Any Improve. Tourist tourist Prob. Do You Traffic Traffic Remain Recomm. a b c d 2. Method(s) of temporary storage awaiting pickup

3. Method and frequency of pickup (normal)

4. Do you have street receptacles for pedestrians* waste

5. Method and frequency of street cleaning

Instructions: Complete form A for each area of tourist traffic. Name the area in space 1. In column a, answer questions 2-5 for normal tourist traffic. In column b, consider these questions during peak tourist traffic. Any problems remaining should be listed in column c. Any needed improvements should be listed in column d.

B. Solid Waste Disposal

1. How does your community dispose of solid wastes? (sanitary landfill, dump, incinerator)

2. Can your system handle the added load created by tourists?

3, What is impact of added load? (operating costs, reduction in remaining life of landñll.)

4, What changes are needed if any?

115 (sometimes from your community of active Public Health and Welfare. An influx of visi- retired people or college students) to direct tors naturally increases the accidents and dis- traffic and monitor parking, while regular po- eases that must be handled by local medical lice supervise and take care of more serious personnel and facilities. You will want to meet matters. Temporary personnel should be trained with the administrators of the local (or nearest) in advance to understand their responsibilities hospital(s) to help define potential emergencies and limitations, to know the community and (epidemics, major accidents), to establish the its attractions well so they can help visitors, additional capacity they could provide in an and to understand the importance of being emergency, and to help develop a contingency friendly and helpful to visitors. plan in the event demand exceeds this capacity. Other aspects of public safety should be You also will want to work with leaders of your anticipated. If there should be a major police county medical society on some of these same problem, such as a riot, how would your commu- questions and define how the medical communi- nity approach it? Where would it get additional ty would organize to meet an emergency. Some assistance (county sheriff, state police)? If there communities have installed telephone Help were many arrests, does your local jail have Lines for disabled tourists and consumers to capacity? If not, where would prisoners be match up needs to local resources and services. placed (nearby county, local school gymnasium)? Repair services needed and matched included What about your courts? Are they capable of those for hearing aids and wheelchairs. adjusting to an emergency load? What about your prosecution and public defender capability? Public Education. Education is normally the Questions like these may be pursued in the most expensive service a community provides. leisure of off-season to develop a contingency Proponents of tourism claim that visitors in- plan for public disturbance that has the ad- crease the tax base supporting education, while vance endorsement of your community. not making any demands upon it. This is The Police Functions questionnaire (Exhibit essentially true in the short run. Your local 3.25) may help in thinking through the impact education system can, however, be a resource to of tourism on police. tourism. For example, your community may Public Safety: Fire Protection. While some wish to add training in local history and hospi- types of fire hazard need not increase during tality for workers in contact with tourists tourist season, others may: smoking in bed, through a high school or vocational school campfires, and overloading of electrical circuits, distributive education teacher. Some communi- for example. You will want to think through ties have achieved great success in this in the this fire hazard in cooperation with leaders of past because of the initiative and enthusiasm your local fire department (whether paid or of one teacher. Most attractions in the area cite volunteer) and determine if the presence of one course as very important in preparing tourism is going to necessitate any change in summer employees to meet the tourist public. operation or increase in personnel or equipment. Many other communities have some training of If your community has special events (such as a this sort. big parade) that clogs up the community's main arteries, you may need to pre-position Over the long run, tourism will encourage some fire equipment on the other side of the some visitors to become permanent residents, congestion. Finally, you will want to have a adding both tax base and, depending on their contigency plan for a major fire, and develop age and family status, demands on education. cooperation agreements for pooling resources Educational institutions can be the source of with other communities and any other activity much needed expertise and manpower for your (industries, forest services, etc.) that has fire surveys and analyses as you develop your tour- fighting equipment to share. ism plan.

116 Exhibit 3.25 Sample Questionnaire — Police Functions

1. What is the normal size of your police force ?

2. What supplement is needed for the tourist season a. Number

b. Qualifications

c. Functions to be performed by supplemental police

d. Training required

3. What emergency assistance can you get from other police agencies?

4. Detention facilities

a. What are your present detention facilities (type and capacity) b. How much of this is typically in use?

c. If more people were arrested than you had normal capacity, where would you put them?

5. Court System

a. What are your local courts and how frequently do they sit?

b. What adjustments could be made in an emergency? c. Do your prosecutors, defense attorneys, and the rest your of your legal community have emergency capacity?

117 CHAPTER 4 MARKETING TOURISM

Definitions Promotion may be defined as any attempt by an organization to stimulate sales Marketing may be defined as any activi- by directing persuasive or informative com- ty involved with the sale or rental of a munications to current or potential custo- product or service. To the astute marketer, mers. The major types of promotion used to the actual rental or purchase is only a minute stimulate tourism trade are: activity, timewise and effortwise, in the total • Advertising: Any paid form oí nonpersonal chain of marketing activities. Long before a presentation and promotion of ideas, goods product or service, in your case a community or services by an identified sponsor using a tourism thrust, is initiated, the market and mass media product offerings, along with current and potential tourist characteristics and interests, must • Personal Selling: An oral presentation to be assessed. Chapter 3, Assessing Product and one or more prospective customers on a Market, discusses the market analysis proce- ''face-to-face" basis (includes telephone dure in detail. The formation of a tourism solicitations) organization is really the initial step in market- • Sales Promotions: Activities other than ing your community and its attractions. advertising and personal selling that stimu- Marketing functions, however, should not late purchasing or overall tourism effec- end after a visit has been concluded. Evaluat- tiveness; sales promotions, including con- ing visitor satisfaction, making changes to tests featuring free tickets or trips, may be enhance that satisfaction and encouraging re- geared toward the tourist while other pro- turn visits through follow-up promotions are motions may be directed toward organiza- critical "after the visit" efforts for the success- tions selling travel services ful marketing of a community and its attrac- • Public Relations: A nonpersonal presentations. tion of ideas, goods or services using mass All four major marketing strategy areas, media; however, unlike advertising, it is product, price, promotion and place, should not paid for, and there is no identified focus on the needs of the buyer or visitor and sponsor not the seller. The most successful marketing approaches closely match product, price and place with the potential visitor. Marketing is not just selling. In many communities, the Promotional Mix marketing of tourism is synonymous with promotion. In most others, promotion is the The above promotional categories are what major tool used in the marketing of a communi- most marketers call the promotional mix. Strict- ty and its attractions to tourists. Tourism ly speaking, the promotional mix refers to the leaders, and novices alike, realize that they absolute and relative amounts of effort or dol- must show tourists reasons for visiting their lars put into each major promotional category community. Promotion is both the content and To find its optimal tourism promotional mix, a the method of this communication process. community might begin by looking at commu-

119 nities of comparable size and attracting power. a community should attempt to highlight the However, do not copy programs—no two commu- most positive aspects of nearby attractions and nities will be exactly alike. Furthermore, that other experiences for those in the selected community being copied may not have found markets. its best promotional mix. A community must continually monitor and There is no secret promotional formula. A evaluate results, and experiment with various community must start somewhere. This deci- types of promotion. Realize that even if a sion is based upon its assessments of the types community finds its most desirable promotion- of attractions it offers, the types of tourists it al mix, the situation may change. Preferences draws and the best, most effective media which of tourists change along with other factors. can be used to communicate the community to Community tourism efforts must respond to a market. In developing its promotional thrust, the times.

Developing the Promotional Plan

By carefully analyzing and studying the dis- during previous years. The average growth cussion of market descriptors (see Chapter 3, rate can then be projected into the next year Evaluating Market Potential), it becomes possi- (see Chapter 3, Assessing Product and Market). ble to begin the development of a promotional Remember, however, that the projection into strategy. The basic procedure in the develop- the future assumes a continuation of past mar- ment of a promotional plan is summarized keting effectiveness. Any improvement in effec- below: tiveness will raise the original forecast estimate. • Forecast expected revenues considering the Most importantly, the promotional budget for planned budget expenditures for the fore- the upcoming period may cause the estimate to casted period be changed significantly. If, for example, last year's 10% increase in budget provided a 20% • Select and clearly define the specific mar- increase in revenues, we might assume a dou- ket target(s) to be cultivated bling of last year's 10% budget increase to 20% • Determine the motivational factors pos- this year, which might cause revenues to go up sessed by the target market(s) which will by 40% if your effectiveness remains the same. attract that market to the tourism site A reverse condition could also be true, however, • Develop specific promotional goals if the budget is contracted. The important • Develop the overall campaign theme, the point to remember is that a simple mathemati- "big idea" or creative strategy which will cal projection of an estimate must be modified allow an integration of all the foregoing to consider the new investment you are willing points in its implementation to commit to a marketing or promotional plan • Develop a media strategy for the forthcoming period. The modified fore- • Compose and create the specific advertise- cast in effect, then, becomes the tourist site's ments in the campaign overall goal. • Test the effectiveness of the individual ads and the campaign itself The following paragraphs will provide a brief Specify Target Markets discussion and application of the planning procedure discussed above. One certain way to fail is to try to please everyone. Everyone is not an equally avid tourist and, therefore, everyone is not equally important as a potential tourism visitor. Mar- Forecast Expected Revenues kets can be defined in a number of ways. Geographic segmentation, for example, might In the absence of sophisticated forecasting allow the tourism promoter to focus on a partic- methods, even a crude estimate of the expected ular city or group of cities or, perhaps, only on tourism demand will be useful. In most in- locations within a specified distance of the site. stances, the starting point will be the demand Similarly, the age of tourists or the stage in

120 family life cycle may provide a very good basis Develop Specific for market segmentation. By examining past research, you might find, for example, that a Promotional Goals heavy incidence of travelers at a particular site are families with children in the 6 to 15 year- Goals play an important part in developing old category. Similarly, you may find that few promotional strategies. A well thought out goal young unmarrieds or visitors under age 25 should, if possible, be expressed quantitatively visit that particular site. and should be measurable. Goals should be Other segmenting bases which may be even expressed in terms of a given time period superior are available. Some of these bases are during which the goal should be accomplished. socio-demographic/economic, psycho-behavioral Goals should be written and be as specific as including activities, equipment, skill levels or possible. Promotional goals stated in terms of benefits wanted, psychographic factors and vol- their communicative purposes are more realis- ume of use. Care must be taken to identify good tic than those expressed in more general terms, market descriptors so that a few specific mar- such as expected sales or revenues. kets can be actively cultivated while others To illustrate, the following could be devel- may be entirely passed over. Seldom are budget- oped as communications goals: ary resources so abundant that promotion can • To create and measure the awareness of a use a shotgun approach to market development. particular tourism attraction in a specific Moreover, it is virtually impossible to write market advertising copy which will motivate everyone. • To communicate a specific tourism appeal It is much more effective to intensively study in your promotion to a specific market and your major market segments or a specific poten- then determine how many people can re- tial target which has a good probability of call it being developed. • To communicate a basic campaign theme to a specific market and then determine how many people can restate the premise without aided recall • To communicate a particular image or try to create a particular attitude about a tourism site and then determine if the Determine Tourist Motivations message registered in the potential pros- pect's mind creates the correct image Once the target market(s) has been defined, • To measure the effectiveness of promotion- the segment(s) must be studied to discover why al materials by tracking inquiry coupon they travel and why they would choose to travel responses from regional advertising efforts to your specific site. Again, it is best not to use a shotgun approach with too many appeals The above are only illustrative and should be directed at a specific targeted segment. People stated quantitatively and more fully. To be of who choose to visit historical attractions or value, there should be a "before" and "after" communities of restored older buildings are not measurement to determine the effectiveness of motivated in the same way as those who travel the promotion. to man-made attractions which offer athletic activities, gambling casinos or musical shows. The objective is to sell the mystique which is created by a site's historical importance, the Develop the Campaign Theme mystique of witnessing a past era, the uniqueness or beauty of the natural area, or the The campaign theme should be created to excitement of activities. The main reason peo- attract potential visitors in your markets. It ple travel is to experience a new or different should capitalize on the positive aspects of your environment. Modern hotel facilities may be attractions as related to your markets and appreciated and even play a vital part in any accentuate the experiences in your area that tourism site, however, it is not the magnet will satisfy visitors. One of your promotional which attracts the visitor. The impetus for goals could be to increase awareness of the travel must remain focused on the benefits tourism site to targeted residents in a neighbor- offered by the core attractions which provide ing state which research data has shown to the new or different experiences which will be produce many travelers for you. An overall enjoyed by the traveler. theme may be developed which will encompass

121 this stated goal. The campaign theme is primar- segment the tourism market for the reading ily an exercise in creativity and often per- public. Outdoor advertising, while not especial- formed by specialists at an advertising agency. ly effective in transmitting information or ma- To illustrate, Illinois Tourism used a theme jor benefits, may attract attention very well aimed at tourists in Missouri. Expressed in a and direct a traveler in the immediate area to musical jingle, the theme stated, "Right at your particular tourism site. Recognize that your own back door is a state called Illinois." each media has advantages and disadvantages This theme provided a thread of continuity to and should be analyzed in relationship to the the individual ads and pulled them together in goals of the enterprise. Those advantages and a series. Using this theme, the Illinois Depart- disadvantages are further discussed in the Me- ment of Tourism pointed out special tourism dia section of this chapter. attractions in Illinois which could be reached conveniently by Missourians. Each advertisement conveyed the special mystique of the individual site. Composition of Specific Develop a Media Strategy Advertising Copy

Because the market has been carefully Once specific goals have been developed, the segmented, it becomes much easier to lo- task turns to writing good and effective promo- cate effective media to channel the message. tional copy. It is easier to write copy when you Radio stations and magazines are highly selec- know to whom (market target) you are writing, tive means of reaching specific market segments. what motivates the target market, the goals Geographic segmentation can often be accom- which are intended to be accomplished, the plished through newspapers and regional edi- basic theme which is to be used, and the tions of magazines. Mailing lists are highly advantages and disadvantages of using specific specialized in reaching particular tourist groups mediums to convey the copy writer's message. such as campers, historical societies, educators All of the above influences clearly direct the and the like. copy writer to produce more effective messages. Cost efficiency will play a large part in At the copy writing stage, the creativity of the the particular vehicle which is finally cho- individual writer dominates. The foregoing pro- sen. It is best expressed in terms which mea- cedure will allow the copy writer to channel sure cost per target market reached. his/her energy and talents into producing more Timing is also an important element of relevant and effective commercials. media strategy. Generally, it is difficult to interest people in travel when they are not inclined to do so. The majority of advertising efforts should correspond to the time period in Test Advertising Effectiveness which people make decisions about taking trips, usually during the weeks immediately before If a goal-oriented approach to promotion is to the best tourism periods. Prime tourism peri- be used, there must be some way to measure ods vary with season and with vacation sched- the degree to which those goals have been ules which are often influenced by the cultural accomplished. How are you to judge your effec- patterns of people taking vacation. Because tiveness if there are no "before" and "after" vacation selection varies with individuals and benchmarks to evaluate performance? their circumstances, it is best to research the Promotional research is necessary in four timing and effectiveness of media as it relates basic areas: to your selected markets. • It is necessary to use research to determine Certain media may be more effective than the motivations, attitudes and opinions of others in their special ways of presenting your potential customers ads. Television is a very effective communica- • Once advertising copy is created, it should tion medium because it allows the viewer to be tested before it is placed in the media to visualize the product. Radio, while unable to determine whether those in the target mar- show a beautiful scene, may reach the vacation- ket understand the message as intended, ers at the instant they travel through the area and whether they draw conclusions from being promoted. Newspapers may offer the the copy which allow your goals to be inducement of a travel section which helps to accomplished

122 • It is often worthwhile to judge the effective- leries and historic sites than are the Germans. ness of competing media available to you The Japanese prefer to visit several destina- through their ability to produce inquiries tions on one trip while the British prefer going • The overall effectiveness of the campaign to a single destination. Submarkets—such as should be researched to determine the de- senior citizens, business travelers, students, gree of accomplishment you have attained families, special interest groups, etc.—may ex- in reaching the specific communication goals hibit different types of preferences. Such groups, spelled out early in the planning procedure however, may be more easily identified and • The demographic characteristics of users reached as a potential market than may be the should be considered when selecting the general population of any one specific country. promotional media Research, as summarized in Table 4.1, has shown that nine major markets generate over 82 percent of the visits to the United States. The largest number of visitors and receipts are from Canada and Mexico because of their close International Promotion proximity. The other seven markets are Japan, the United Kingdom, West Germany, France, Each community or area has attractions and Australia, Italy and the Netherlands. services suited to selected markets. The markets may include international tourists, provided the attractions have sufficient drawing pow- Table 4,1 er and the services and amenities are designed International Tourism to the to meet the needs of foreign visitors. Accurate United States assessment should be made of the potential of a community or area before committing to inter- From Nine Major Markets national marketing efforts. If a community or area has the needed attrac- Share of Share of tions and amenities, lucrative marketing oppor- Country of 1984 Total 1984 Total Residence Arrivals Arrivals Receipts Receipts tunities can exist. The U.S. Department of Commerce reported that in 1985 about 22 (000) (%) (millions) (%) million foreign tourists visiting the United Canada 11,000 52.8 $ 3,160 28.0 States spent almost $14 billion on goods and Mexico 2,300 11.0 1,640 14.5 services. International tourism is expected to increase in the future. Japan 1,430 6.9 1,300 11.5 International marketing is inñuenced by a United multitude of factors, including culture, history, Kingdom 935 4.5 445 3.9 economics and politics. A destination marketer West should understand the needs, interests and Germany 545 2.6 615 5.4 motivations for travel of the citizens of each country considered as a market potential. Spe- France 335 1.6 290 2.6 cial attention needs to be paid to cultural and Australia 225 1.1 270 2.4 language differences. Italy 215 1.0 120 1.1 Methods used to attract international visitors will vary with the market. For example, Netherlands 135 0.6 135 1.2 travelers to the U.S. from Canada and Mexico Sub-total tend to be familiar with this country because of 9 markets 17,120 82.2 7,975 70.6 close proximity. This familiarity makes them Total All less likely to rely on travel agents and more Countries 20,835 100.0 11,300 100.0 likely to secure travel services on an individual basis. Travelers from Europe and Japan, on the other hand, often prefer to use travel agents for No matter w^hich market is considered, tour- trip service. Knowledge of how such decisions ists tend to flow to countries that provide the are made relative to international travel should best value for their money. Thus, the exchange increase the effectiveness of promotional efforts. rate betv^een currencies is a key determinant of Study of cultural preferences in travel also how many foreign tourists will come to the may aid in international promotion. For exam- U.S., and how long they will stay. A weakening ple, research has shown that the French are of the U.S. dollar could influence an increase in more interested in visiting museums, art gal- tourism arrivals. Many analysts argue, however,

123 that it is not the strength of the U.S. dollar as be hospitable to a range of ethnic groups much as the perception of the United States as and international backgrounds. an expensive destination which influences the • A community should be prepared to number of foreign visitors to this country. If make the experience of international this is so, marketers have to convey the value of visitors enjoyable and satisfying. Lan- an American vacation. guage and cultural needs should be met, Research and experience provide ideas us- particularly as relates to signs, foods and able in tourism marketing. Some of those ideas multilingual literature. Currency exchange are listed below. services must be available. • Advertising and public relations should • The marketing or promotional mix for be in the language of the market to be each market depends on the culture's reached. No matter what mix is chosen, use of travel agencies, package tours, messages should be presented in the con- and cultural attitudes and behaviors. sumer's language and according to his/her culture, and not just adapted from the Public organizations like the U.S. Travel and colors, designs and sounds that appeal to Tourism Administration (USTTA) can help com- Americans. A native of the country or munities with international marketing. USTTA someone who has lived there for a long officials in overseas markets work closely with time can be very helpful in translating and local travel wholesalers and retail travel agents writing materials. All inquiries to a desti- to assist in marketing visits to the United nation should be responded to in the same States. USTTA provides information on contacts, language as the inquiry. the most effective promotional vehicles and • Promotions should aim at removing mis- other useful information and services. USTTA conceptions and misgivings about visit- is helpful in pulling together cooperative mar- ing the United States, like those associ- keting programs for advertising. This makes ated with personal safety problems and the cost of marketing more reasonable. Among high costs. You cannot entirely offset all the different methods used for the "America. the fears of adverse publicity from persua- Catch the Spirit." campaign are travel inserts sive media or dispel all misconceptions. and supplements, tandum advertising, joint Efforts should emphasize correct, positive cooperative advertising and newspaper travel information about the community or area. sections. USTTA also has a "Foreign Tour • Community members should be pre- Operators Listing." pared to receive foreign visitors with Other organizations that may be helpful are different customs, habits, language and listed in Appendices I and J. Ideas for pack- appearances. Foreign visitors are more aging, scheduling and service considerations inclined to visit an area where they believe useful in marketing and working with interna- the people to be friendly and courteous. tional markets will be discussed later in this Those serving international tourists must chapter.

Target Market Advertising

The term target market refers to that graphically (age, income, education, race, na- segment of a total potential market to which tionality, family size, family life cycle, sex, your attractions would be most salable. religion) or psychographically (rural dwellers, Based on surveys (see Evaluating Market Po- senior citizens, loners, affluents, middle class, tential in Chapter 3, Assessing Your Product poverty people, ethnic groups). and Market) which should be conducted periodi- Defining target markets is very important on cally with your community's tourists, certain a cost of promotion basis. If a community can patterns about tourists' characteristics may monitor tourists to determine the type it is surface. Based on the type of tourist being most likely to attract, and if its promotions can drawn to your community and its attractions, be primarily geared toward those market you may decide to concentrate on or target that segments, its cost per tourist attracted can be particular market segment. Target markets minimized. typically may be àenneà geographically y demo-

124 ranked second or third as an advertising media. Media Although in total cost it may be expensive, it is Although tourism advertising expenditures the most effective medium in terms of reaching the intended audience. If good records are kept by media class are not available, media expen- about tourist profiles, mailing lists of persons ditures in the U.S. during 1982,1983 and 1984 on a dollar basis by all types of advertisers, in with those same profiles can be obtained from mail list brokers. descending order are: Good advertising packages will include some- • Newspapers thing to stimulate action by the recipient (mail- • Television back cards or coupons, toll free numbers). If • Direct Mail these are properly coded and monitored, the • Radio cost per tourist reached and motivated to ac- • Magazines tion can be more accurately measured than in any other type of advertising. • Outdoor (Transit and Billboards)

The following examples, taken from the Newspapers Standard Rate and Data Service (SRDS) Direct Mail Lists, show types of mailing lists commer- Newspaper advertising has these advantages: cially available. • Good segmentation possibilities (you can SRDS Mailing Lists advertise in a clearly defined area) Adventures International • Low cost per ad Airline Inflight Magazines • High frequency (most are dailies) Alaska Travel Prospects • Good coverage (approximately 80% of the Aloha: The Magazine of Hawaii adult population in the United States read American Airlines at least one newspaper daily) Blue Chip Individuals • Great flexibility (lead time required to sched- BM&L Travel & Accessory Buyers ule an ad) Budget Rent-A-Car Cabell Travel Publications • Travel sections (included in Sunday editions) Canadian Travel Courier Magazine The biggest disadvantage of newspaper ads are Cardholders Travel Club print quality and their short life. Catholic Travel Office Continental Airlines Cruise Travel Magazine Television Dunhill's Vacationers Encore Television is a very effective audio and visual European Travel Inquiries medium. It has direct response capabilities Exotic Vacations—Charter Yacht Cruises (toll-free telephone numbers) similar to direct Explorama, Subscribers and Patrons mail. Television is not, however, a flexible Florida Travelers medium. Although frequency and coverage of Forsyth Travel Library—Consumer Travelers advertisements may be planned to reach most Four Winds Travel, Inc. Deluxe Escorted Tours any level, the cost of doing so may limit the use Hideaway Guide Subscribers/Inquiries of this media to the largest cities and to small- Holiday Inn Executive List er communities participating in cooperative International Living promotions (see Cooperative Promotion). The International Travelers* Association medium does offer some opportunity to focus on Joy of Travel an interest basis by program sponsorship or Mobile Home Owners co-sponsorship. However, once again, even that Mobile Home Recreational Vehicles will in all probability be cost prohibitive for New Buyers—California individual communities. Motor Home Magazine Subscribers MTM Discount Travel Club—Retired Travelers National Car Rental Direct Mail Oars River Expedition Buyers Pennsylvania RV Owners In spite of continuing increases in the per R/V Owners unit cost of mail, direct mail is continually Sobek Expeditions

125 Texas Recreational Vehicle Owners hit potential visitors when they are making Trailer Life Publications—Magazine Subscribers their travel decisions to give them more infor- Travel Agency Executives And Agencies mation and specific prices. Selling incentives Travel & Leisure Magazine can be used. Travel Smart—Active Subscribers, Inquiries Travel Tips Freighter Travel Association TWA Buyers Vacation Exchange Club Radio Vacation Homeowners In Florida Radio has the major advantages of high ñexibility and low cost, along with some ability The information provided about each mail- for interest segmentation based on music ing list includes: personnel associated with its preference. For instance, if the tourist coming management; a description of the types of to your town is interested in cultural attractions, persons included; how the names were com- you should probably choose to advertise on a piled and obtained; the quantity of names on classical rather than "hard rock" music program. the list; rental rates; broker's commission; cred- Radio allows the listener to project a personal it policies; methods of addressing available image of your attraction, service, or facility (four or five-up Cheshire tape, magnetic tape, based on verbal descriptions. Such projection pressure sensitive labels); delivery schedules; may enhance the chance that a listener's inter- restrictions, test arrangements; letter shop est be piqued and promote visitation to your services; and list maintenance methods and schedules. Most lists allow the renter to pur- area. Advertising on radio provides for potential chase only the portion of the list he needs to coverage important to the tourism industry match his market geographically (by county/zip because it acts as point of purchase advertise- code). Because the response to any direct mailing is ment to tourists driving near or through the in part a function of the mailing list used, the community. Point of purchase advertisements terms and concepts "list quality," "list main- afford the last possible chance to influence tenance" and "merge-purge" should be discussed. potential customers or visitors before the deci- The quality of any list is measured by its sion is made not to buy or to buy competing ability to draw responses and, eventually, visi- products or services. tors from the recipients. The list may be rented from an external supplier or self-compiled by the community. To maximize purchased list efficiency, decisions will have to be made. You Magazines will need to look at the types of persons on the list versus the types of persons who visit your Although magazine advertisements can be community and how the lists have been com- expensive, they have some inherent benefits piled. Talk with other communities about lists the biggest of which are print and graphic that have been successful for them. quality, secondary readership and long life (for List maintenance has to do with methods example, reception room magazines). They also used to keep the list current, particularly have direct response capabilities (coupons or addresses, dists are maintained by various inserts) similar to those of direct mail. They methods that run the gamut from by hand to by facilitate advertising to specific interest groups computer. Actual methods for maintaining ad- (based on demographics or psychographics) and, dresses include return requested, requesting if to a limited extent, geographic regions (via recipients still desire to receive mailings, and regional editions). They are relatively inflexible, comparison of the list with a master, continual- as most require long lead times, second only to ly updated list such as P.L. Folk's Household television. Census or Metro Mail. The following SRDS classifications of con- Merge-purge refers to the comparison of sumer magazines show the type of interest two or more lists to purge duplicate names or group segmentation available to advertisers. addresses, eliminating unplanned "multiple These classification groupings of publications mailings." may be of interest to communities advertising Use of direct mail to international markets is their attractions, depending upon the specific generally more expensive than in the U.S. It nature of their attractions, the type of interest does have the advantages of selectivity, timing, groups they draw, geographical size of the cost efficiency and control measurability. It can primary tourism drawing area, and the type of

126 transportation available to the community. News—dailies Airline inflight/train enroute Newspaper distributed magazines Almanacs and directories Photography Art and antiques Political and social topics Automotive Religious and denominational Aviation Romance Babies Science/technology Boating and yachting Senior citizens Brides, Bridal Snowmobiling Business and finance Society Campers, recreational vehicles, mobile Sports homes and trailers Travel Camping and outdoor recreation TV and radio/communications and Children's electronics Civic (male) Women's College and alumni Women's fashions, beauty and grooming Comics and comic techniques Youth Computers Crafts, games, hobbies and models Dancing The following is a list of the publications Dogs and pets which are described in the "Travel" section of Dressmaking and needlework SRDS: Editorialized and classified advertising AUDITED (Circulation figures audited by out- Education and teacher side agency) Entertainment guides and programs AAA Tour Books Epicurean AAA World Entertainment and performing arts Adventure Road Fishing and hunting Aloha Fitness American Traveler Fraternal, professional groups, service Cruise Travel Magazine clubs, veteran's organizations, Discovery and associations Endless Vacation Gaming First Class Gardening (home) Ford Times General editorial Gourmet General editorial/contemporary Humm's Guide to the Florida Keys Health Inn Room Magazine History Islands Home service and home Michigan Living Horses, riding and breeding Motorland Humanities and contemporary topics National Geographic Traveler Labor—trade union The Penton Executive Network Lifestyle/service Signature Literary, book reviews and Travel & Leisure writing techniques Travelhost Mechanics and science Westways Media personalities Where Magazine Men's World Tennis Metropolitan/regional/state Metropolitan/entertainment, NON-AUDITED radio and TV AAA World (Wisconsin) Military and naval Byways Motorcycle Cape Cod Guide Music Connecticut Traveler Mystery, adventure and science fiction Cruises & Tours Everywhere Nature and ecology European Travel & Life News—weeklies Finger Lakes Travel Guide News—biweeklies, semi-monthlies Ford's Freighter Travel Guide

127 Golden State ing attractions and special events. A calendar of events Guest Informant and a road map depicting points of interest are featured in the Travel Guide. A special section is devoted to Hawaii Drive Guides campsites, state parks, museums, ski areas, scenic cruises, Home and Away historic homes, amusement centers, summer theatres, International Travel News colleges & universities and free tours. Keystone Motorist As you will surmise, very few, if any, commu- The Midwest Motorist nities would advertise in both International The Mikepost Travel News and Finger Lakes Travel Guide. National Motorist The former would be read by the more cosmo- New York Motorist politan type of traveler which would limit effec- The Ohio Motorist tive advertising to the few types of communi- The Original New England Guide ties whose attractions draw such travelers. Rand McNally Road Atlas The SRDS Travel list must be used with Rand McNally Travel Planning Group caution. The list is not totally exhaustive. Your Rocky Mountain Motorist community should check surrounding commu- See Magazines nities to learn of other, nearby city or regional South American Travel Guide publications not included on the SRDS list. In Sports & Resorts many cases, local or regional magazines in The State your area, whether they are included in SRDS Touring & Travel or not, may be the most efficient place to start Tours & Resorts tourism ads. Travel Pages To assist communities interested in interna- Travel South tional marketing, the following are examples Travel/Holiday of international consumer magazines listed in The Washington Motorist SRDS: World Traveling The Worldwide Travel Planner AIRLINE INFLIGHT/TRAIN ENROUTE Yankee Magaziners Travel Guide NON-AUDITED to New England Atlas This list of publications segmented into tour- Avianca/Sam Inflight Magazines ism by SRDS represents a large range of Blue Wings periodicals, some of which will not be best for Caminos Del Aire promoting your community. City Hopper SRDS gives descriptions that may be useful Destinos in targeting your audience and selecting your Distance advertising medium. International Travel News, Golden Falcon for example, which is distributed monthly, is Holland Herald described by SRDS as follows: Israel Al Pacific Way (Domestic Edition) INTERNATIONAL TRAVEL NEWS (ITN) is edited for Pacific Way (International Edition) the high-frequency international traveler. ITN is entirely devoted to overseas travel. Destination articles are Sphere written by our readers. The good and the bad are Sunrise exchanged in "Readers Write—The World Travelers' BRIDES, BRIDAL Intercom." Regular columns include: Airlines, Lodging, Tours, Cruises, Britain, Latin America, Hidden Travel AUDITED Bargains, Photography and Worldwide Travel Advice. Brides and Setting Up Home (British) Coverage ranges from the bargain to the plush. News of BUSINESS & FINANCE changes in health advisories, currency, air fares, visas, taxes, discounts, and other international travel areas AUDITED are given. Asian Wall Street Journal Business Week International Finger Lakes Travel Guide, published once The Economist annually, is described by SRDS as follows: Fortune International FINGER LAKES TRAVEL GUIDE is a 168 page publi- President cation which covers the historic, recreational and cultur- HOME SERVICE & HOME al aspects of the 14 west-central New York counties AUDITED involved. It lists, by lake sections, accommodations including over 130 hotels, motels and over 134 restau- House & Garden (British) rants. Editorial and pictorial representation is given to Maison & Jardin (House & Garden, French) the cities and villages involved and includes outstand- Vogue Decoration MJ International

128 MEN'S is particularly true because of the billboard's NON-AUDITED directional nature. They are particularly impor- Hombre De Mundo tant for communities off the major routes (interstate highways). In Dodge City, Kansas, NEWS—WEEKLIES for example, billboards have been used to pro- AUDITED mote attractions and services. The advertising Business Week International is informative or route directive in nature. Newsweek International They indicate the attractions at Dodge City, Time International but primarily tell how to get there. Additional Visao funds were expended for billboards on routes WOMEN'S suggested by the interstate billboards indicat- NON-AUDITED ing to the transient visitors "that they are on Buenhogar the right route to Dodge City." Cosmopolitan En Español The "Lady Bird Johnson Billboard Law" is a Vanidades Continental law geared to regulate the orderly growth of Advertising in international consumer maga- the industry, not geared to destroy it. Although zines may only be feasible for large destina- state and local laws differ in the particulars of tions or business chains, because the cost is their modes of compliance, all basically take expensive. USTTA has a vast array of coopera- billboards out of areas that are not zoned for tive advertising opportunities that have been business (agricultural lands, parks and residen- developed based on marketing research and tial areas). All have spacing requirements targeted to specific audiences. In your planning, (typically 500 to 1,000 feet between signs). it is important to recognize that ads must be Some have set back distance requirements repeated to be effective. The magazines to be (number of feet back from the highway, typical- used, like all media, should be evaluated in ly 500 feet or more), and most have grandfa- terms of readership or audience reached. The ther clauses. An example of guidelines for selection of an international advertising firm outdoor advertising developed by Coastal Area may be helpful in trying to advertise directly to Planning and Development Commission, Bruns- potential visitors in international markets. wick, Georgia, is included in Exhibit 4.1. As a penalty for non-compliance with billboard regulations, a portion of federal highway Outdoor funds can be withheld from states or localities. Of extreme importance to the tourism industry Outdoor advertising primarily consists of tran- is that most local and state laws allow a much sit cards (advertisements on or in public trans- longer compliance time for those billboards portation vehicles or terminals) and billboards. advertising services (hotels, motels, service Transit advertising appears to be used primari- stations, restaurants, campgrounds). Guidelines ly in terminals, located by the attractions and regulations for outdoor advertising can themselves, and regionally or nationally by vary between areas. Communities wishing to community tourism organizations. However, bill- use this form of advertising should check regu- boards command most of community tourism lations for each area where sign placement is organizations' outdoor advertising dollars. This proposed.

Exhibit 4,1 Guidelines for Outdoor Advertising Prepared by Coastal Area Planning and Development Commission (CAPCD) Brunswick, Georgia

The following provisions, developed by the Advisory Council on Tourism of the CAPDC, relate to outdoor advertising on the interstate system. These provisions are meant to be used to assist local zoning boards and their attorneys in bringing their ordinances into compliance with state and federal regulations, if the local governments desire outdoor advertising in their area. These provisions only relate to the section which addressed outdoor advertising adjacent to Interstate 95. The Advisory Council on Tourism will be available to assist the counties of the CAPDC in the construction of variations which will arise due to unique problems which exist in each county. The Recommended Provisions are as Follows: 1. All signs shall conform with section 95A-916 of the Georgia Outdoor Advertising Law Code, and shall meet all federal and state requirements necessary to obtain a permit.

129 2. UNIFORM IN SIZE. Ail signs erected adjacent to an interstate highway shall be uniform in size. The outside measurements shall equal twelve (12) feet in height and fifty (50) feet in length, with or without trim. ILLUMINATION. All signs which are illuminated shall use base-mounted fluorescent or electric cells for purposes of activation. No other lighting, including but not limited to neon, running lights or animation, shall be permitted. 4. APRON MEASUREMENT. All signs shall have an apron directly beneath the face of the signs which shall not be used for advertising purposes, and shall only be permitted to display the agency holding the permit and the permit number. The aprons shall be uniform in size, measuring three (3) feet in height and forty-five (45) feet in length. HEIGHT ABOVE INTERSTATE. All signs shall be a minimum often (10) feet in height above the highest point of pavement of the interstate, measuring from the lower portion of the sign face. According to the regulation, signs shall not exceed thirty (30) feet in height. Two signs in the same location, whether back-to-back or in a "V" formation, shall be the same height above the surface of the interstate. EXTRUSIONS. No extrusion outside the face of the sign, except for the apron, shall be allowed. LIMITATION PER LOCATION No more than one sign shall face in any one direction per location. This means that there shall be a maximum of two signs per location, which allows for back-to-back signs or signs in a "V" formation but does not allow two signs facing the same direction. 8, SPACING. Sign locations shall be no less than 500 feet apart, measuring from the two closest points. 9. LOCATION LIMITATION A maximum of three sign locations shall be allowed per quadrant where spacing requirements can be met. 10. INTERCHANGE SPACING. Signs shall only be permitted in areas which are zoned business, commercial, and/or industrial, and are located within 1700 feet of the deceleration or acceleration ramp of an interchange except as otherwise provided for herein. The interchange is measured as set forth in the Georgia Code of Public Transportation 95A. 11. COMMERCIAL AREAS. Signs shall be permitted in other areas zoned commercial, business and/or industrial provided the signs shall be located within 1000 feet of an ongoing commercial or industrial activity. 12. MARSHLAND LIMITATIONS. No sign shall be placed in or obstruct the view of a marshland area or an area of designated historic interest. 13. STRUCTURAL CONDITION. All signs must be kept in good structural condition and well-painted at all times. 14. USE LIMITATIONS. Outdoor advertising along the interstate shall be limited to the following: A. Travel Service Facilities 1. Lodging 2. Gas 3. Food 4. Camping B. Areas of Scenic Beauty C. Public Attractions 1. Historic 2. Natural (environmental) 3. Scientific 4. Recreational D. Any combination of the above listed facilities. 15. ADVERTISING COPY. The content of all advertising shall be directional in nature. 16. OUT OF BUSINESS. Any sign which advertises an activity, business or product of service no longer produced or conducted shall be removed within six months of the date of the discontinuance of said activity 17. LOCAL PERMITS. No person shall construct or maintain any outdoor advertising on an interstate without first obtaining a permit from the county in which the sign is to be erected. This does not eliminate the need for a state permit, but affords tighter control on a local level. All county permits shall be renewed annually.

Cost of Various Methods Versus Hiring commissionable, it may be better for the com- an Ad Agency munity tourism organization to work with an advertising agency. (A commissionable media Information about the updated cost of vari- is one that discounts some percent of the media's ous media is contained in Standard Rate and time or space charges to the ad agency. This Data Service (SRDS). Because it includes the discount serves as revenue to the agency, paying costs for the multitude of discounts (cash pay- some, most or all of the costs an agency encoun- ments discounts, volume discounts, number of ters in working with its client.) As such, the full page ads/period discounts) and options costs of working with an agency are partially, (prime time, franchise positions, inserts, gate- highly or completely subsidized by the media. folds, A-B splits, color, bleed pages, national The subsidy usually makes the cost/benefit versus regional, color versus black and white), ratio highly desirable. The benefits of working SRDS may be difficult for the novice to read. with an agency include objectivity, experience For this reason and because SRDS's continual and expertise. The agency is responsible for the updating makes it a relatively expensive sub- contracts and billing between the community scription service, and because most media are tourism organization and the various media

130 used as well as copywork, artwork and layout tinue to read most or all of the copy. work. • Desire. The copy must be exciting enough Comparison of relative efficiencies between to stimulate a desire in the reader (visitor) media within a particular media class and to want to see the attraction, eat at the between media classes are rough, to say the restaurant, stay at the motel, or buy gas at very least. However, an idea of relative effi- the service station. ciencies of media is measurable on a cost per • Action. The truest measure of the quality thousand (cost/1000) basis: of any promotional piece is how well it Media stimulates persons into action, sales or space or time costs (from SRDS) visitations. It is not enough merely to build Cost/lOOO = Circulation or desire. The attractions literature should coverage in thousands (from SRDS) build the desires of visitors to the extent This formula may be modified appropriately that they actually visit the site the materi- to better analyze cost, as long as it is done al describes. In fact, attractions literature, logically. For example, assume you plan on if properly designed, can alleviate one of running a black and white, quarter page news- many communities' persistent problems by paper ad in one of two newspapers serving your building "action" to such an extent that area. The numerator in each newspaper's visitors stay longer to visit more attractions. cost/per 1000 formula would then become the cost of a V4 page black and white ad (including Attractions literature is the keystone of vir- planned volume and/or cash discounts avail- tually all tourism promotional plans through- able and to be used). If one was a newspaper out the nation. Brochures and pamphlets tend that had all its circulation in your community's to serve promotional informational functions, primary tourism drawing area, no adjustment while maps and directories tend to be more would be made to its denominator. However, informational and directive in nature. All, to assume the other was a regional edition adver- some extent or another, should attempt to tisement in a national newspaper (in the Wall fulfill all three functions. Street Journal, midwest edition, for example). If its circulation is 450,000 but your primary tourism drawing area (say a 500 mile radius Coordinating Brochures around your community) is only 5% of the total population in the states covered by that edition All communities, but especially those which (Illinois, Indiana, Iowa, northern Kansas, Ken- have a large number of attractions, should try tucky, Michigan, Minnesota, Missouri, Montana, to coordinate the attractions literature. Coordi- Nebraska, the northwest portion of New York nation also helps facilitate the distribution and State, North and South Dakota, Ohio, Wiscon- presentation of the brochures (see Distribution sin and Wyoming), then a more realistic figure Mechanisms for Attractions Literature). If ev- to use in the denominator to compare cost/1000 ery attraction and tourist facility has its own to that of the first newspaper would be 0.05 x literature, the tourist may be overwhelmed by 450,000 or 22,500. sheer volume and promotional efforts become self-defeating. Grouping literature by types of attraction (or interest group) helps the tourist by synthesizing large amounts of literature Attraction Literature into meaningful groups. It helps the community minimize costs of duplicating materials and Brochures, pamphlets, maps and directories increases the effectiveness of the materials. are community and area attractions literature. Brochures should highlight an attraction's main These are promotional, informational and di- points and build desire to action levels. Copy rectional in nature. Community and area at- length must be short to maintain interest and tractions literature should be designed for maxi- reduce publication costs. mum effectiveness. Such effectiveness is enhanced when visual media demand the following attributes. Community Description Brochure • Attention. Through well-designed artwork, photography and titles, it must draw the At a minimum, each community should have attention of the reader. a "Places of Interest in (community name)" • Interest. Its by-lines and subtitles must brochure, which includes major points of inter- interest someone to read the title and con- est in the community and brief descriptions.

131 other possible groupings could include: • Consider including a map of your area; • Area Guided Tours fold-out maps that identify attractions, accommodations and facilities are particu- • Restaurants larly useful • Motels/Hotels/Campgrounds It may be beneficial for your community to • Water Sports and Beaches organize all of its travel products including • Snow Skiing Resorts area guided tours, restaurants, lodging, • Snow Mobiling beaches/water sports and other attractions into • Calendar of Special Events one brochure for the entire area. Because of the • Guide Book for the Handicapped unique impact of seeing several related ads in a • Museums and Historical Sites coordinated publication, cooperative advertising provides an effective way to increase con- Another interesting concept is the use of sumer awareness and audiences for your mar- self-guided tours to area attractions. Some towns keting message. A promotional publication have designed one-day tours beginning and should present the destination image. ending in the community. These tours can show visitors additional attractions to visit, thereby enhancing the overall experience in the area. Exhibits, Displays, Fums, Trade Shows and Other Promotional Brochures for International Markets Methods

When developing a brochure to promote your Exhibits and displays are becoming an in- destination, observing a few basic practices creasingly popular way for areas and communi- may help to avoid misunderstandings and im- ties to present their tourism attractions, servic- prove the effectiveness of your promotional es and promotional literature, both in town efforts. The brochures should inform potential (typically on display racks) and out of town (in visitors of services available to meet their exhibits). needs such as bank and currency exchanges, bilingual capacity, public transportation, accessibility, etc. Climates should be specified in Description centigrade and distances in kilometers. In nearly every foreign-language-speaking Usually the tourist organization will stock country it is essential that promotional materi- display racks. The basic brochures should be als be presented in the language of the country: relatively standard in front page design and • When preparing your text keep the trans- size—do not make the brochure too large for lation factor in mind, i.e., avoid colloquial- the display rack. Tourism organizations may isms and slang that may be misunderstood do their own design, photography, artwork, • Have translations prepared in the country layout and copy or may seek the assistance of where the material will be used. Literal regional or state tourism organizations. How- translations often are not usable; it is ever, advertising agencies also provide this most important to find translators who type of special service for a fee. can select the proper expression to convey the intended meaning Placement When determining layout and size, consider the intended use: All attractions literature should be contained in display racks or exhibits at the Tourism • Most brochures are displayed in standard Information Center(s). Hotels, motels, camp- brochure racks which accommodate a 4" x grounds, travel agencies, local tour agencies, 9" brochure car rental agencies, museums and historical • Brochures should fit international mail- sites that have lobby facilities or cater to touring standards, currently 21 x 10 cm ists should be supplied with attractions litera- • Remember that lighter paper will reduce ture display racks. The literature itself is usual- mailing costs ly supplied free. The expense of display racks • A smaller brochure that fits in a pocket or (small on a per unit basis but large in the purse will be carried as a reference piece aggregate) may be defrayed partially or totally by the traveler by charging the user on a token or full-cost

132 basis. If saturation of the area is too expensive ers to visit communities throughout the state, (for the literature or racks or both), the moni- thus increasing visitor days statewide. toring of literature turnover in a well-selected Although most communities cannot afford sample of display racks may indicate where mobile units, each community should be aware racks may be most economically and efficiently of the existence of state-sponsored mobile units. located. Literature turnover should be continu- Supply them with the appropriate attractions ally monitored to justify the funds tied up in literature so that your community is fairly literature and racks. represented. State highway information cen- Depending on the number of tourists, mass ters also should be used for distributing bro- transportation terminals may include either chures. Information centers usually are strate- display racks or exhibits or both. Be sure the gically located with respect to tourist traffic terminals are attractive and clean. flows. The more recently built ones are located Exhibits tend to be more "spectacular" than at interstate rest stops. Placing your communi- display racks. Although exhibits may include ty brochures in their display racks will give display racks, they are more permanent in your community an economical and highly structure and attempt to draw more attention. effective exposure to individuals most likely to They are used at conventions and trade shows visit—tourists. (where other exhibits compete for attention), or in places where the audience is not "captive" to their attractions (as is the case with in-town Films and Video Tapes display racks). The major costs of exhibits include space rental (at conventions or trade Films and video tapes are other potential shows), design and construction, transporta- media for promoting the tourism attractive- tion and installation, and attendants at the ness of a particular community. Their cost will exhibits. depend on length, production time and com- plexity. In general, the cost of good quality films and tapes can be prohibitive enough to Design eliminate all but very large cities, regions and states as users. Designing exhibits is relatively specialized. A community may want to contact a member of the Exhibit Producers and Design Association, Trade Shows an advertising agency or a university for assistance. Most areas and communities at- Trade shows of two types are of great impor- tempt to use their "traveling exhibit(s)" year- tance to a community's tourism efforts. The round, using it at a prime in-town location first major type is any trade show directly or when it is not on the road. They may have a indirectly related to the tourism industry. permanent exhibit at their information center. The second type is geared toward tourists. Exhibits may also be placed in other regional The trade shows or conventions of associations or state display areas, like state capital build- directly related to tourism not only allow the ings. sharing or swapping of promotional literature between communities in attendance, but also facilitate the sharing of promotional and marketing ideas which may be new to one communi- Mobile Exhibits ty but already tried and proven by some other community. Such associations include: An area's tourist attractions may be promot- Air Transport Association of America ed through "exhibits on wheels," a traveling American Bus Association tourist van. A van or mobile home, although American Car Rental Association expensive, can cover large geographical areas. American Hotel & Motel Association Mobile exhibits eliminate the time and cost of American Public Transit Association setups at each location. However, the base unit American Recreation Coalition cost, maintenance, non-tourist season inactivi- American Sightseeing International ty and gasoline expenses limit their use to the American Ski Federation largest of communities, tourism regions and American Society of Travel Agents states. Association of American Air Travel Clubs Many state tourism offices use mobile exhib- Association of Community Air Travel Clubs its at interstate rest stops to encourage travel- Association of Group Travel Executives

133 Association of Retail Travel Agents service contracts throughout the world. Partici- Association of Travel Marketing Executives pation in such shows can be very beneficial to Food Service and Lodging Institute destination areas as it affords the opportunity Hotel Sales & Marketing Association Inter- to provide tourist information and promotional national materials to those responsible for organizing International Association of Amusement and booking international tours. Direct contact Parks & Attractions with tour brokers increases community visibili- International Association of Conference ty and enhances the opportunity to increase Centers visitation. International Association of Convention & When planning to participate in internation- Visitor Bureaus al trade shows, call attention to your intended International Association of Hospitality presence through publicity techniques includ- Accountants ing trade press ads and direct mail. While Meeting Planners International attending the shows be prepared to: Motel Brokers Association of America • Discuss rates and availability National Air Carrier Association • Provide some "give-aways" National Air Transportation Association National Campground Owners Association • Get the names and addresses of all the National Licensed Beverage Association people to whom you talk National Passenger Traffic Association Some of the trade shows that can provide National Restaurant Association exposure in international markets include: National Tour Association POW WOW (International travel show North American Travel Association sponsored by Travel Industry Associa- Preferred Hotels Association tion of America in Cooperation with Professional Travel Film Directors USTTA. Association ITB (International Tourism Bourse) Ber- Recreational Vehicle Industry Association lin, Germany Society of American Travel Writers Society of Incentive Travel Executives National Tour Brokers Association Mar- Travel and Tourism Research Association ketplace Travel Industry Association of America World Congress of the American Tourist House Association of America Society of Travel Agents U.S. Tour Operators Association Alliance of Canadian Travel Associations United Soft Serve & Fast Food Association Japanese Association of Travel Agents The second trade show type includes vaca- World Travel Market in London tion and recreation shows in your region which Brussels Travel Fair are geared toward tourists. Examples are travel, International Travel Fair in Sweden boating, recreational vehicle, outdoor, camping Expo Vacaciones USA in Mexico City and home shows. Not all such shows are sponsored by associations—check your newspaper BIT (Boursa Italiano Turismo), Milan, for information and scheduling. Association Italy and trade sponsored shows which may be impor- FITUR (Feria International Turismo), tant for a community's tourism efforts may Madrid, Spain include airport, aviation, camping. Chamber of Commerce, fishing, gasoline, history, motor vehicle, railway, recreation, restaurant, roadway, Coordinating with Convention Activities skiing, sports, swimming, tennis, trailer and transportation shows. A complete listing of Promotional efforts can be coordinated with trade and professional associations may be convention activities. When conventions are found in the National Trade and Professional booked at a specified locale, that area's tourism Associations of the United States and Canada, organization (convention and visitors bureau published by Columbia Books, Incorporated. A or Chamber of Commerce, etc.) should work to companion book is the National Recreational, provide area attractions literature to the at- Sporting and Hobby Organizations of the Unit- tending association's membership by mail. The ed States. Both books are published annually. tourism organization may obtain membership International trade shows bring together tour lists and promote the area via direct mail, or wholesalers, travel agents, and other travel they may work with the association to obtain industry representatives to negotiate travel piggyback mailing rights and provide attrac-

134 tions literature as stuffers in the convention general rules are: information package. • Make appointments Such literature is provided and promotional • Communicate in a common language efforts are made to encourage the attending membership to come early, to stay late, or to • Know intercultural nuances bring the entire family to the convention and to • Use natives or long time residents, if possible visit points of interest within the surrounding • Translate literature using a professional region. Tourist service organizations should who speaks both languages fluently and work with convention planners to help design has a vocabulary sensitive to nuance and activities and tours for conventioneers and connotation in each culture their accompanying family members and guests. • Remember that personal agreements and Keep in mind that convention bookings gener- relationships are important in internationally coincide with the work week. Communi- al markets ties or areas attracting the convention market should expect hotel/motel occupancy and the demand for service and entertainment to be Travel Missions near capacity during the business week. To boost weekend occupancy and tourist related International travel missions are conducted economic activity, reduced room rates or spe- to bring representatives from the U.S. together cial entertainment packages can be offered to with travel professionals from potential mar- attendees and their parties for the weekends ket areas to promote travel in the United proceeding or following the convention meetings. States. The U.S. Travel and Tourism Adminis- The following are guidelines for conducting a tration can help with appointment arrange- travel mission: ments, promotional assistance and timing, and • Plan at least six months and preferably can provide technical advise on planning. one year ahead • Go in the Spring, if possible Promotion Through Travel Services • Familiarize yourself with the culture and customs of the country Travel services, such as tour operators and • Have specific objectives for what is to be brokers, air and ground passenger carriers, achieved reservation services and travel agencies, can • Target the audience, e.g., travel trade, press assist in promoting community and area attrac- or public tions and services to both domestic and interna- • Have an articulate, enthusiastic spokesper- tional travelers. This promotion is especially son and a dramatic audio-visual presen- useful in distant geographic markets, where tation travel costs have a strong influence, and knowl- • Have a good supply of illustrated and trans- edge of customs and services are uncertain. lated brochures with descriptions and pric- Travel services personnel can provide positive es of attractions and services "word of mouth" promotion and assist in get- • Publicize in advance, and make sure ap- ting visitors to your community. pointments are firm To market a destination, an understanding of the travel services sale and distribution • Provide souvenirs or promotional items systems in the target market area is needed. • Provide details on how to make a booking Travel packages can be developed, which in- and follow-up on contacts clude transportation, attractions, lodging, meals and other services. Knowledge about the use of travel agents and preference for tours by market segments may be useful. Because it enhances their business, air and Direct Selling With ground passenger carriers promote and develop International Representatives tours and travel through their publications and sales agents. Motor carriers are developing not Direct selling of community and area attrac- only local tours but are bringing visitors from tions and services is another way to reach distant markets. Air carriers have expanded international markets. The sales person must air routes and provided promotional air fares to understand the cultural patterns of markets many areas of the country. To encourage travel, being sold in order to sell effectively. Some airlines may conduct familiarization tours for

135 airline sales agents and personnel from other Trade Advertising countries. This often results in increased travel to those destinations. Trade advertising is most needed when consumers are highly dependent on travel agents for advice regarding attractions, services, pric- ing and packaging. Trade advertising should Tour Packaging by Communities be: • Focused It is sometimes helpful for a destination to • Consistent with the marketing plan create its own attractive and persuasive pack- • Concentrated age with attractions, lodging, meals and other • Accurately descriptive of attractions and services and then try to appeal to a tour services packager. Ties may be made to other nearby destinations in providing a tour package (e.g., • Cooperatively advertised historic New England) or two differing facets of the United States (e.g., country—city or moun- Control Mechanism for tain—sea shore). To help operators design packages tailored to the interest of specific groups, Handling Inquiries the community should provide: General Tourism Inquiry • A description or inventory of the destination, In general, a community may expect to re- including attractions, lodging, food and ceive two types of tourism inquiries. The first beverage, sightseeing, sport and enter- type could be called a general tourism inquiry tainment which may be written or phoned to the Cham- • Prices and capacities ber of Commerce, convention and visitors • Language capabilities for international bureau, the community's tourism organization markets (if different from the Chamber of Commerce), • Transportation accessibility public officials or City Hall. Questions asked are usually about the types of attractions, facilities and services which the community Because tour packagers know what their markets want, it is often better to let them has available for tourists. Because a potential tourist has shown enough interest to inquire, design the tour based on furnished information. Tour brokers generally look at discounts, year response should be made as quickly as possible before some other community to which he may round allotments and assurance that the needs of their clients can be met (hotel, food, bar, have also written responds or before interest in shopping, transportation, sightseeing and en- your community diminishes. Letters and mate- tertainment). The information provided by tour rials should be in the language in which the packagers must be accurate. Travelers are dis- request was made. Responses to those general appointed with discrepancies between promo- tourism inquiries should be made by the tional materials and actual tours. community's tourism organization in a uni- Familiarization tours of area attractions and form fashion. A packet of representative com- services can be given by communities for tour munity attractions literature should be sent brokers, travel writers, travel agents and sales with a standard letter on the organization's agents for carriers and others in the tourism letterhead. To save expenses, it should be print- industries. If they are satisfied with the experi- ed in bulk in the same type as the typewriter ences and services available, they will encour- used to type the inside address and the saluta- age others to visit. Usually, complimentary tion. This method of response saves not only lodging, transportation and attraction admis- secretarial expense but also mailing expenses. sion will be furnished by local businesses. Oth- Any set of mailed materials that differs in content in anything other than the salutation er members of the community should help provide the best experience possible. To assist and inside address must be mailed first class those wishing to design a tour, the publication. (22 cents versus the 12.5 cents or 6 cents bulk How to Plan and Program Travel Agent Famil- rate in 1986). Because of the above postal iarization Tours, is available from the Hotel regulation, it would be advisable to have a Sales Management Association, 1235 Jefferson sentence in the letter which reads as follows: "If you have requested specific information or Davis Highway, Crystal City, Arlington, Vir- the answer to a specific question, it will be ginia. forthcoming to you under separate cover."

136 If this is done, the general package may still indirectly from other organizations should be utilize business mail rates and only the letter recorded and monitored by the organization to answering specific questions need be sent first make sure that other receivers of inquiry let- class. ters are in fact forwarding them, and if not, why not.

Classes of Mail Currently, two types of bulk mail classes are Specific Attractions Inquiry used by tourism organizations: A community may expect inquiries about • 3rd class nonprofit bulk. May be used only specific attractions. These requests usually will by nonprofit institutions and is limited to go directly to the attraction itself. Speed of mailing quantities of 200 or more^—cost/ response by an attraction (particularly for- letter = 6 cents per ounce for 2.16 ounces profit ones) is generally not a problem. The or less per letter. attractions and service facilities should be al- • 3rd class bulk. Used by for-profit institu- lowed to answer such requests themselves to tions on quantities of 200 or more—cost/ save tourism postage. They should, however, be letter = 12.5 per ounce for 3.4 ounces or supplied with community tourism piggyback less per letter. stuffers to be included with their response Thus, non-first class mail is much cheaper to materials. They may be reluctant to allow send (particularly for nonprofit institutions), stuffers because that may increase the weight but it must be done in quantities of at least 200 of their mailing into a higher postage category. pieces, with each piece differing only by saluta- If they are reluctant, they should be encour- tion and inside address. Thus, for general inqui- aged to supply inquiry names and addresses to ry responses, a community may want to hold the community's tourism organization so a response mailings until 200 accumulate so that general information packet can be sent. they may take advantage of the 6 (versus the The telephone is increasingly used to obtain 22) cent rate. This is one important reason for attraction or reservation information. Attrac- consolidating response efforts in a single locations and service facilities should be encour- tion. The accumulation should probably not be aged to forward information on telephone in- done if it takes more than one week to accumu- quiries to the tourism organization so that it late 200 responses to inquiries. can mail a "So Fve heard you may be visiting If the inquiry came through a direct response community name'' packet. The name and ad- media (a coupon or an insert), the code number dress should be crosschecked against general on the direct response media should be record- tourism inquiries over the last six months to ed to be used later in evaluating advertising eliminate duplicate mailings. All inquiries, effectiveness. both those resulting from a direct response All potential receivers of general tourism media advertisement and unsolicited inquiries, inquiries should be informed and continually should be forwarded to and maintained by the reminded about where to forward inquiries. community's tourism organization to be used The receipt of inquiry letters to the tourist in the development or maintenance of a com- organization, both directly in the mail and munity's own direct mail list.

Local Advertising and Promotion

Local Media Function

The mix of media used and its purpose change National or regional mass media advertising when moving from a national or regional con- must be promotional, descriptive and directional. text to a local context. For a description of the Local mass media advertising must perform major types of mass media and their advan- the same basic functions but is more detailed tages and disadvantages, see Media. in nature. National or regional advertising in

137 most cases not only promotes the specific good coverage and high flexibility. Entertain- attraction(s) or event(s) but also the communi- ment sections (usually daily) and travel sec- ty as a whole. Beyond the local level, the tions (usually in Sunday editions only) are competition for tourists is more community excellent for providing detailed information. versus community than attraction versus at- These may be read at the viewer's leisure or cut traction. In many cases, a single attraction or out and kept for later action. Such advertise- event will not generate enough tourists with- ments should include a local telephone number out other attractions or events and support for information and reservations. facilities. Local radio advertising, while it can be and usually is more specific for the community. Because it is a relatively effective medium on a Market cost per thousand basis and is very flexible, it maintains high importance in local tourism Local advertising serves a relatively captive advertising. Its function is promotional, al- market—^tourists who are already there (whe- though it does become more information specific ther they have come for the specific attraction by giving details about the attractions and or event being advertised or not) and local events, local telephone numbers of activities' residents. Local media must inform tourists information, and route directive information. about specific attractions or events (what they A good test of the radio advertising's effective- are), where they are located (directions), hours ness or attention value is to give a nonlisted of operation, show times, box offices (locations local telephone number for reservations or in- and hours of operation, ticket prices), and sales formation not contained in or different from promotions (reduced ticket price times, family the one given in visual media. discount times, souvenir giveaways, souvenirs Local outdoor advertising media (transit available for sale). Local advertising can en- cards and billboards), is the only major local courage visitors to make previously unplanned media which is not more detailed for local visits to attractions. coverage than for regional or national coverage. It simply cannot be, because travel is relatively quick and people lack the time to absorb de- Type and Relative Importance tailed information. Except for billboards in the immediate vicinity of the attraction or event The relative importance of the media used which become more specific in nature, ("Exit also changes when you are dealing with local Next Interchange") outdoor ads serve basically advertising. Except for cities large enough to the same purpose at the same level of abstrac- have their own events magazines, magazines tion whether local or national. are eliminated for local only or primarily local Direct local advertising on television of tour- advertising because of their wide geographical ism attractions and events may be limited to coverage. The function of an "events magazine" cities with their own television stations. Be- may be filled by sheets listing events of the cause network prime time advertising is rela- week (or month) given to hotels and motels (for tively expensive, local advertisements are gen- rooms) and supplied to display racks through- erally limited to non-prime time spots, and out the city. only to heavy drawing events. However, in Direct mail has limited use for local adver- some areas, expanded opportunities for local tising. It is limited primarily to previous atten- advertisement of attractions and events during dees of similar attractions and events, business prime hours may now be available. Such avail- and community leaders, and new residents ability is due to the recent increase in services (from current Welcome Wagon lists). The names offered by local cable television channels which of people attending specific events or attrac- often are effective outlets for tourism oriented tions may be obtained by asking them to fill in information. a coupon for a free door prize, for example. Once again, list maintenance (updating and the elimination of duplicate names and addresses) is important. Signs and Placement Newspaper, radio, outdoor advertising and television are the most important local mass In town, signs perform the same function as media. Local newspaper advertising is per- billboards do out of town. They are a direction- haps the most effective and highly used local al and informational media. The three major media because of its low cost, high frequency. types of signs relevant to tourism are transit

138 advertising (see Target Market Advertising), because of increased work load. Make sure all store signs and street signs. All three are new street signs or street sign requests comply considered to be non-primary or supplementa- with regulations. ry media.

Historical Markers Store Signs Although not strictly a tourism sign or sup- Store signs are informational. Their primary plemental media, historical markers provide purpose for tourism is to announce special visibility to and information about a com- events in the community which a tourist may munity's historical landmarks. The impetus be interested in attending if he knows that the for markers usually comes from state, county events are occurring. Signs should be placed in or city historical societies which usually design the windows of retail establishments in high the sign and write the information based on pedestrian traffic areas (shopping centers, main their research. They then work with the appro- streets, movie theatres). They should be placed priate level (state, county or local) highway in the types of retail establishments which department to have the signs planted. Usually, draw tourists—the attractions themselves and state and county marker programs are funded service facilities. To avoid a junky or cluttered by the historical societies, and community soci- look, signs should be placed strategically, in eties usually spend their own funds for markers. enough locations so that tourists will be ex- Nationwide and in most states, however, there posed to a few of them. Store signs are a very are no coordinated efforts. inexpensive manner of obtaining mass coverage. However, the tourism organization should check that retailers who have agreed to display store signs have actually done so, that signs are Distribution Mechanism for visible, and that signs are immediately re- Attractions Literature moved after an event is over or a tourism campaign has ended. Virtually nothing makes Typically, the distribution points for attrac- store signs more ineffective than having a tions literature will be information centers, community mix signs for future and past events. exhibits (with self-contained display racks), After tourists have been exposed to several and display racks. Usually, the persons who store signs describing past events, they will work at information centers or exhibits should likely ignore future signs. be responsible for monitoring and maintaining complete stock of literature at those sites. For display rack outlets, the channels of communication should be in both directions. Employees of the facilities at which the display racks are located should be encouraged to in- Street Signs form the tourism organization of stock outages. However, the primary responsibility for market- Street signs are directional. Although many ing still remains with the tourism organization people in the community may take street signs to assure that display racks are stocked with a for granted because they already know their sufficient quantity of promotional materials. way around, tourists must rely on street signs. The importance of this should not be minimized: a well-planned attraction or event may fail because of a lack of street signs. If a tourist gets lost too many times on the way to a "Word of Mouth" Advertising particular attraction, the attempt may be abandoned and an oath never to return to the Because satisfied visitors are considered the community again may be the result. best form of advertisement, it is critical that Street signs should be visible and uniform in every visitor have a positive experience. Fail- color and located so that the tourist knows from ure to provide quality service in a hospitable previous exposures the sign's appearance and manner will result in visitors returning to probable location. Because street signs are their home communities to tell friends and usually under the jurisdiction of the Public relatives about the negative things experi- Works Department, some friction may be caused enced while visiting your community The lack by requests for more signs or sign replacement of facilities and services such as: available

139 restrooms, adequate and convenient parking, (AHMA) publishes The World Is Your Market lodging and food service, etc. will also produce and The Care and Feeding of Guests From negative comments about the area. Collectively, Abroad, These publications provide informa- these comments, whether positive or negative, tion regarding quality service, particularly as help form an image of the community and the it relates to international markets. They are events it sponsors. This image or reputation available from the Educational Institute of will impact on the success of future efforts to AHMA, Stephen S. Nisbet Bldg., #310,1407 S. attract people to your community. Harrison Road, East Lansing, Michigan 48823. The American Hotel and Motel Association

Public and Community Relations

A good public relations program affords the Tourism organizations may consider develop- community the opportunity to create a greater ing feature length films or video tapes about a awareness of its tourist attractions and services, community's major attractions, events or pro- to gain public interest in its offerings, and to grams as part of the public relations effort. establish good relationships with the public. Such films or tapes, however, are quite expen- Often, such public relations goals can be accom- sive to produce and the potential for return on plished by means of high visibility through the investment is relatively small. Television media. stations generally do not display a great deal of Because attractions or events designed to enthusiasm for acquiring or airing such features. serve the tourist have potential to draw visitors While the growth in the number of local cable and their dollars to a community, they are television channels has created some slight legitimate human interest, feature and news demand for films and videos, that demand may items. Such items invite media coverage which, not warrant their production at high costs. in essence, serves as a vehicle for promoting Tourism operations with budgets too small for the community's tourism industry. the production of feature films or videos may produce 30 or 60 second public relations spots as alternatives. Communities may seek assistance from local Media Coverage businesses in funding films, tapes and spots. Local advertising agencies or production studi- The press release is a major triggering mech- os should be contacted regarding the possibili- anism when seeking media coverage. It de- ty of donating the use of their facilities or scribes or reports an event or activity and giving technical advice in regard to production includes specifics concerning time, date and as a gesture of community goodwill. In return place. Communities often rely on the print for their support or assistance, businesses and media release to publicize attractions and events agencies could be recognized for their contribu- in newspapers, magazines and on the wire tion on production trailer labels. services. When establishing a program to publi- An economical alternative to films, tapes or cize tourism interests, a community also must spots made for television is radio. Recorded consider providing press releases and informa- messages and radio spots should be included in tion to broadcast media. Radio and television a promotional media mix, even by communities are effective components in the media package. which have the budget or can generate support They provide numerous avenues for promotion- for television. al efforts in addition to the standard informa- Public relations techniques are not limited tion prepared for print media releases. to formal air-ready films, tapes or spots. A Communities interested in promoting tour- community's tourism organization should offer ism activities by visual means may issue video to make persons available for local radio and releases. Such releases are broadcast quality, television talk shows. The publicity gained video taped shots of an activity or event at the from each appearance can be invaluable to a time it happens. They are prepared for distribu- community, particularly in gaining the support tion to television stations for airing as nightly for the organization's formal tourism efforts. news segments. Discussing issues such as the effects of tourism

140 on local income and employment create posi- el agents will not plan (or plan very well) a trip tive attitudes toward the local tourism industry. to or a stop in a region or community about Regardless of which media a community which they know nothing. The publicity gained selects to use in developing the public relations from such activities can be tremendous. Be- program, the information must be directed. A cause costs can be high, they are shared by the community must guard against attempting to areas, regions and communities sponsoring the blanket the media with news of the local tour- tour. ism industry. Targeting is the key. Be able to specifically identify the television and radio stations that are interested in and cover your type of events. Submit press releases to city The Promotional Gimmick editors, travel editors, or a select few reporters with whom the travel organization has worked. The public relations program is multi- Consult with television and radio stations about dimensional with the ultimate objective being the quality and format of materials considered public attention. Traditional media coverage acceptable for airing and about the require- including press and video releases, and infor- ments for submitting copy. mational spots, films or tapes is critical. But it The objective of the media is to provide may, at times, be necessary to supplement the newsworthy information to the public. Develop- informational program with promotional gim- ments in and activities of the local tourism micks to really catch the public eye. industry are newsworthy. Such promotions include give-aways and bumper sticker campaigns. These can be quite Media Attention successful and, often, the more gimmicky the campaign, the more successful it becomes. For Media goodwill is the name of the public example, to generate local enthusiasm and relations game. Many communities attempt to publicity for Cheyenne Frontier Days, free tick- encourage and gain the support of the media by ets to various events are donated to local radio appointing media inñuentials and reporters to stations for them to give to their audience. tourism committees. The formal production "The fourth caller will receive two free tickets and distribution of films, tapes, spots and press to the Chuckwagon Race!" They receive much releases are only part of the task. Press releas- publicity for a very small expenditure. es of all types and from all sources compete Perhaps the all-time gimmicky tourism pub- with those about your community's tourism lic relations effort occurred in Vernal, Utah, in efforts for the precious and limited commodities, the spring of 1978. Bonanza Family Restau- media time and space. The better you know rants of San Diego, California, decided they media managers, reporters and free-lance wri- wanted to have a special promotion. Prelimi- ters, and the more familiar they are with you nary plans included a customer drawing for a and your community, the greater is the proba- trip to Bonanza, if they could find a city named bility that the films, spots, tapes and press Bonanza. The company found such a city, in releases will be aired or printed. Utah. The only problem was that it was a ghost If your objective is to work with media repre- town—a population of a couple hundred people sentatives and travel writers, you might consid- with a combination service station, general er cooperative ventures to obtain publicity. For store. The company decided that offering a trip example, South Dakota and Wyoming co- to Bonanza, Utah, might not stimulate its sponsored a tour of the tourist attractions in patrons to enter the drawing. Instead, it offered both states for the Society of American Travel a trip for the two winners to the state travel Writers. The cost of this goodwill effort was region in which Bonanza, Utah is located— high enough that neither state could fund it Dinosaurland. The company ran the promotion alone. Costs were minimized by donations of basically in San Diego. It was supported with rooms and meals along the way by the service free "Where in the hell is Bonanza, Utah?" industries. The publicity generated in print as bumper stickers and radio jingles and ads to a result of this goodwill effort was very valuable. the same effect, although they did not include Had the states attempted to purchase advertis- the expletives. Free T-shirts were given away ing space to gain similar exposure, the cost with the theme "Where in the hell is Bonanza, could have been millions of dollars. Utah?" printed on the front, and with "Enter Several states annually host similar types of the Bonanza Sweepsteaks (sic) Now" printed on tours for travel agents and other industry the back. The interest generated in California representatives. The sponsors believe that trav- was tremendous. The effect of this promotion

141 was thought to be substantial. Dinosaurland It is extremely important that the positive and radio station KSON of San Diego co- impact of tourism receives as much support sponsored the event by paying for the winning and publicity as possible, and that its negative couple's trip and tour. impact be anticipated and prevented, or minimized as much as possible. In many cases, the positive impact of tourism will seem trivial to individual residents and even to some business organizations. However, the impact of a well Coordinative Activities with organized community tourism thrust is real and should be publicized. An active tourism Community Organizations program provides benefits such as increased and Support Services employment, income, community pride and heritage. The benefits must be shown initially Tourism activities, directly or indirectly, will to the community and citizens should be con- be affected and will affect every organization stantly reminded of it. Likewise, those who and individual in the community. Because of consistently interact with tourists must be this, the efforts of the tourism organization continually reminded of their individual im- must represent the best efforts of everyone pact on the community's tourism efforts and involved, particularly as the tourism efforts therefore, on the total community. grow in size and stature. Thus, the planning Because the service and support facilities and organizing of tourism activities must in- within a community are most directly affected volve the entire community. (For a more com- and because their support of tourism activities plete discussion of planning, see Chapter 2, is critical to a successful tourism effort, their Planning for Tourism.) involvement and assistance in structuring the Many tourism activities will receive the sup- nature of the community's tourism develop- port of the entire community. None will do so ment are essential. Nothing seems to motivate entirely. At least a small segment of the popula- interest more than participation, and their tion will oppose some aspects of tourism. Oth- participation must be obtained. If service and ers may feel that funds could be spent in other support facilities have organized, their associa- ways. Some may be disturbed by the added tions should actively participate with the tour- congestion (in restaurants, parking lots, at ism organization to represent interests of their public events). members.

Cooperative Promotions

As evidenced in the travel sections of every metropolitan Sunday newspaper, competition Types of for tourism dollars is intense. Beside the adver- Cooperative Promotions tising of numerous travel plans and packages, a variety of editorials and publicity informa- Four major types of cooperative promotions tion tells the reader a wide range of things to include: do, places to go, what to see, what to wear, how • Inter-Community to enjoy. Realizing the enormous amounts being • Major Industry spent on promotion, it is hard to imagine how • State and Federal Government the small and intermediate-sized communities can compete. Cooperative promotions, however, • Multi-State Regional may help individual communities or areas suc- Inter-community cooperative promotion oc- cessfully develop tourism. curs when officials in two or more communities

142 or areas decide that it is better to collaborate River and Bristol County community leaders than to compete. Their efforts can help in- decided to extend themselves beyond the local crease the total number of tourists. All benefit market and create something that would lure from having a larger tourism pie and not tourists throughout Bristol County. They met fighting over the size of the slices. with community officials from Mystic, Con- necticut, to Plymouth, Massachusetts, and created the American Trail: 350 years of history in 119 miles. This cooperative effort brought $2.5 Advantages of Cooperation million into Bristol County in slightly less than eight years. Bristol County had a tourism Some of the advantages of inter-community development budget in excess of $300,000 and cooperation are: the Bristol County Development Council coordi- • Better utilization of promotional funds nated the individual community promotion efforts for four cities and sixteen townships. That • Less dilution of promotional effect of indi- is cooperation! vidual community effort • More matching monies available to allow more promotional "clout" • Encouragement for tourists to spend more Branson, Missouri time in an area, resulting in more total tourist expenditure Branson, Missouri, a small lakeside commu- • Area-wide improvement of resources and nity in southwest Missouri, had a different facilities that make for a better total sales problem to be solved through inter-community package cooperation. Because of the construction of dams in the Ozarks area of Missouri, large • More opportunities to create larger attrac- manmade bodies of water were created that tions and events lured water sports enthusiasts, and tourism • Better clarification of community and area grew without advanced planning. Competition image was keen and the area took on the image of a tourist trap, tacky in appearance, with almost a lack of concern for community betterment and organized tourism development. Examples of Cooperative The Chambers of Commerce, ad hoc committees and business people formed an "Executive Promotions Council of the Ozarks" with representative membership from the entire area. This coopera- Cooperative efforts pay. Consider the exam- tive effort, although twenty years late, has ples of communities that have used cooperative permitted the Branson area to influence its promotions. Most are relatively small tourist tourism base so that total satisfaction has areas, yet by being "creatively cooperative" increased for visitors as well as for local rather than destructively competitive, they have residents. developed unusually successful tourism development programs. Major Industry—Community Fall River, Massachusetts Cooperative Promotion Fall River, Massachusetts, is a pleasant little Major industry—community cooperative pro- community nestled in the southeastern corner motion is another cooperative opportunity that of Massachusetts, an area rich in early Ameri- helps both participants. It occurs when a major can history. Although Fall River had some industry—oil, food and beverage, air transpor- attractions, such as a marine museum, the tation, dairy or other agricultural produce— battleship USS Massachusetts, and the home cooperates with a community on some special, of Lizzie Borden, it did not receive much tour- and even some continuing, promotions that ism business because tourist traffic tended to lure tourists and increase visitor satisfaction. move along routes fifteen miles southeast of Breweries, for example, conduct tours through Fall River, to New Bedford. their plants, offer free product samples and It was not until 1965 that tourism develop- promote heavily in the local areas. The commu- ment began to occur in Fall River because Fall nity in turn pridefully promotes the brewery

143 and other major industries within the com- State and Federal Government munity. Airlines frequently cooperate with com- Cooperative Promotions munities on special tour or special event promotions to increase tourist traffic to the communi- State and federal government promotions ty and to create more community awareness of also offer communities an opportunity to partici- the importance of an airline to that community. pate by sponsoring an overall tourism theme Large bottlers will also cooperate closely with campaign such as the Bicentennial celebration. a community in dispensing promotional coupons, National Tourism Week, or some unique com- displays and equipment to enhance the sale of memorative event. Government may coopera- their product as well as to contribute to the tively fund the effort, if the event is significant. organization and success of the community These umbrella promotions at the state and effort. Other industries may sponsor events federal level provide unique and sometimes such as art shows, antique auto exhibits, unlimited opportunities for communities to tie concerts, ballet and other art forms to help a in with, and cooperate on, a myriad of local community become "the capital of... " events and attractions that increase visitor Some communities have fostered industry- satisfaction. community cooperative promotions through As the tourism development organization "industrial tours" of local manufacturing facili- creates its comprehensive plan and develops its ties. Throughout the year, the cooperating in- promotional mix, it should be ever alert to the dustries offer in-plant tours and other educa- opportunities that exist through cooperative tional programs at specified times each week. effort. The communities that tend to have the Tour patrons can buy locally manufactured most successful programs have found that products at the factories for reduced prices. A cooperation, or cooperative-competition, is the visitor can learn about an area from its indus- strongest base on which to build a long-range tries. Good public relation opportunities result, tourism development program. and the number of attractions in a community are increased.

Souvenirs and Promotional Mementos

Souvenirs and promotional mementos are a Promotional mementos typical of tourism promotional activity separate and distinct from offerings include mugs, thermometers, desk advertising and sales promotions, but their sets, golf balls and tees, belt buckles, tote bags, purpose is basically the same—to stimulate emblems, T-shirts, checkbook covers, carrier sales and, of course, to generate revenues for briefcases, pens and pencils, lighters, cups and future tourism efforts. The purpose of tourism glasses, book covers, knives, eyeglass holders, merchandise is to stimulate tourists to pur- matches, wind-up tape rules, plastic shopping chase mementos which will constantly remind bags, pictures, hats, key chains, bottle and can them of a hopefully pleasant vacation in the openers, pocket, desk, and wall calendars, community. Sales promotional items are intend- balloons, coin purses, memo pads, post cards, ed to encourage visitors to return, and to ex- windshield scrapers, rings, rulers and yardsticks, pose others to the community name and stimu- coloring books, bottle and can pop caps, and a late their owners to talk about their stay in the wide variety of children's toys and novelty community to their friends. Merchandising is items. If the community or region has a particu- typically defined as "having the right merchan- larly well known public attraction (Mount dise at the right place, at the right time, at the Rushmore) or theme (the dinosaur region of right price, in the right quantities." Utah), mementos should stress that attraction

144 (Mount Rushmore statues and pictures) or theme suppliers. (dinosaur T-shirts and rings). Any such item Sales promotional items are sold by "specialty must have the name of the community or advertisers." More information about specialty tourism organization imprinted or embossed advertisers in general or about such firms on it for the item to be able to serve its located in a particular area may be received promotional function. Selections should be kept from: relatively small (around 40 separate items) to Specialty Advertiser's Association avoid confusing potential buyers, to ease inven- International tory and accounting cost, to limit the amount of 1404 Walnut Hill Lane capital tied up, and to be able to take advan- Irving, Texas 75038 tage of the quantity discount structures of (214) 258-0404

145 CHAPTER 5 VISITOR SERVICES

What Are Visitor Services

Visitor services are probably the single most Such means include preparation of a visitor important group of activities that a community service plan as a component of the comprehen- offers its visitors because these activities make sive tourism plan, completion of service train- the visitor feel welcome and well served. They ing programs by all persons involved in tour- include all the normal city services such as ism in the community, and evaluation of the police and fire protection, health and sanitation, adequacy and nature of the services provided. and public utilities and facilities, as well as the range of services provided by local businesses, civic organizations and others involved in making your community a pleasant place to visit. Identifying Visitor Service Needs Of paramount importance among all the services provided are those included under the head- Not all tourism activities run smoothly. Tour- ing of hosting. ists sometimes present problems. Tourists do get sick, some will have heart attacks and heat strokes. Others may cause or be involved in What is Hosting? accidents, such as fire, auto or boating accidents. Some may be physically impaired and require Hosting is one of the functions of com- special assistance for movement and vision or munication. It provides information for visitors hearing related activities. Some may be vision where to go, how to get there, what to see tors from countries other than the United States and what to do to enjoy their visit. It includes and have difficulty understanding the language hospitality, knowledge and caring on the part of or identifying culturally appropriate behavior. all members of the community regardless of Some visitors even may die while engaged in their direct involvement in tourism activities. tourism-related activities. A community and Hosting is an attitude that pervades the com- its attractions must be prepared to handle sucli munity, making the tourist-visitor feel comfort- problems as they arise and to deal with them able as a guest of the community. Good hosting efficiently and effectively. brings visitors back to the community and Consider, for example, that a special event, a promotes a general increase in visitation be- sailboat regatta, is being planned in your com- cause satisfied guests return. Such guests speak mimity for the 4th of July. Inquiries, reserva- positively of their experience and urge friends tions and tickets sold indicate that this one and neighbors to visit your community to re- event could attract in excess of 70,000 persons. ceive similar satisfactions. It will be a long weekend and those attend- The success of a tourism program can turn ing probably will have driven 100-300 miles on on the hosting capabilities of the community. a 90 degree day. By the time they arrive, they To enhance those capabilities, Chapter 5 will will be hot, tired, thirsty, adventurous, fun focus on means to develop hosting potential. seeking, careless, anxious and impatient!

147 How does one prepare for all of the possibili- during the tourist season. Things such as inept ties of things happening that may not only handling of crowds, traffic and parking, civil affect the success of this event, but which disturbance, or sickness can turn a happy event might also destroy much of the goodwill and into a disaster. Such things can ruin the image community image-building your community of a community as a desirable tourist destina- has worked so hard to develop? How do you tion. prepare for this onrush of humanity so that Ensuring that such disasters do not happen each visitor will feel that he is being treated is what a good visitor services program is all hospitably? How do you look out for, comfort about. Ensurance requires the preparation and protect, manage and control, all of these and implementation of a specific plan to forces, and make it appear orderly, convenient, assure visitors of good service by trained organized and efficient? You . . . personnel when they visit your community. Such plans should be developed, not only for special events but also for the spectrum of services needed for continuing tourism develop- Develop a Visitor Services Plan ment. Remember, the manner in which services are You plan for: performed affects the satisfaction level of visitors, the image that the community projects and • The number of police and firemen needed the very valuable word of mouth advertising and their positioning that brings new tourists. • A special crowd control force • Parking and crowd movement, including provisions for reserved parking and access points for the physically disabled The Visitor Services Program • Concessionaires to feed your visitors, adequate lodging facilities to house them The development of visitor services programs • The sanitation department to pick up litter generally progresses through four stages: and provide facilities for personal needs Stage I - Anticipating and planning ser- • Paramedics, doctors, nurses and a treat- vice needs ment station to handle emergencies Stage II - Determining how these needs • Trained tourist information personnel to will be coordinated answer innumerable questions raised by Stage III - Training Visitor Services per- either international or domestic visitors sonnel • Programs and souvenirs to be distributed Stage IV - Evaluation of training and ser- and people to do it vices performed The point to remember is that things which These stages will be discussed in the sections can tarnish a community's image can happen that follow.

Anticipating and Planning Service Needs

Every community has tourists—a motorist Public and Private Support Services who stops for gas, people visiting their relatives Business or the vacationer who spends his holidays at Food-lodging-entertainment-recreation- your lake resort. Some visitor services are auto-amusement concessionaires already provided in your community. While Information visitor service plans and programs may differ Visitor information centers—^local and slightly from one community to another, almost state organizations and associations all tourism development is structured on a Security service base that includes most of the following considerations: Police and fire protection

148 Lifeguards • Are the food services (restaurants, street Beach patrol vendors, fast food chains) showing hos- Crowd control pitality to their tourist customers? Traffic control and accident prevention • If your community serves an international Health and Sanitation market, are hosting, attraction and food First aid stations services designed to facilitate the needs of Emergency and rescue the foreign traveler? Are signs, brochures Hospital and clinic and menus printed in the language(s) of the Garbage and litter disposal predominant international visitor? Personal facilities • Does your community offer a disabled con- Public Utilities and Facilities sumer resource guide? Do hosting, attraction and food service facilities accommodate Water-electricity-telephone the disabled visitor? Are facilities ac- Campgrounds cessible? Can the needs of the visual and Parks and recreation areas hearing impaired be addressed? Many people in your community can and do Before you can plan more or improve visitor play host to your visitors. For their hosting services, you must first evaluate the quantity efforts to be effective, the visitor service pro- and quality of present hospitality in your area. grams must be carefully planned. Most parts of Your preliminary assessment of existing visitor the service base are currently in place but services should include answers to the following probably will not be adequate for the tourist questions. season. Additional personnel may have to be hired and trained. A coordinated system of • Does your community have a tourist infor- organization will need to be established to mation center (or does the state or region ensure that needed services are available. Most have one in your area)? Can that center importantly, an evaluation methodology must provide service to international as well as be designed to continually measure and im- domestic visitors (if your community is a prove the effectiveness of services rendered. destination for the international market)? Chapter 3, Assessing Your Product and the \Where are those centers located (major Market, includes the inventory forms needed to highways, transportation terminals, office evaluate the services in your community, infor- buildings, university, convention center)? mation on how to collect data and recommenda- • What travel agents, auto clubs, travel clubs tions for tabulating data. Services to be evaluat- offer services to tourists and what do these ed include verbal and written information, services include? maps and directions, food and lodging facilities, • What hosting services are provided by restrooms, transportation, accessibility for the hotels, motels, hostels, campgrounds? disabled, and others. Inventory and evaluation • How do the attractions themselves help of community offerings, and review of problems tourists, the ticket office, cultural insti- and solutions from previous years will assist in tutions, historic sites and recreational fa- planning to meet present and future tourism cilities? demands.

Coordination of Visitor Services

Coordinating visitor services requires a one involved in tourism to understand the knowledge of how such services are performed, tourists' needs and the services required, and to and by whom, within the framework of each be prepared to respond to those needs . . . service area, and an understanding of the prob- effectively. lems various service organizations face. Coordi- Close cooperative effort among all agencies nation is the control function that establishes and organizations is vital. The coordination of channels of communication among the various this effort often is best managed by an individu- service agencies and organizations, the commu- al who is a "perfectionist" on details and who nity at large, and the tourism organization. has insight into, as well as a firm grasp of, all Good coordination and control requires every- facets of tourist service problems. The coordina-

149 tor must be able to analyze how services may be include brochures, maps, signs, directories, better performed, must recognize the needs for etc. providing information about properties, new services, and must be able to evaluate past facilities, services, shopping, sightseeing performances to assess future needs. and cultural events and attractions. The coordinator must establish contacts in • International visitors require direction con- the community, be sure that the program meets cerning where in the community to find the needs of the people involved, and ensure language translation facilities. If the com- that all phases of management are running munity is to serve the international mar- smoothly. Such a person must be able to plan, ket, it must provide bilingual or multilin- organize, conduct seminars, manage and co- gual staff or electronic translators. ordinate all visitor service activities. • Foreign visitors often arrive with foreign currency. Currency exchange facilities may be a required service, at least on a regional Who Pays For and Provides level. Of particular benefit to the foreign tourist, Visitor Services? and to the general touring population as well, is the use of standardized signs and symbols The community itself will be paying for most indicating the availability of service. Such signs of these services, but many of the dollars will be are very useful in offering specific directions coming from the tourists themselves through and instructions to all tourists regardless of parking fees, admissions, local sales and use language. Often, symbols can be more explicit taxes, and from the hotels, motels, restaurants, than words and require less space than most theatres, and other tourist businesses. In addi- phrases which they replace. tion, some state and federal programs assist in Community adoption of standardized signs providing funds to communities for visitor ser- may appear to be a time consuming and difficult vices programs. Similar funding programs may process. However, a system of symbols adopted be available to aid local businesses, civic organi- by the National Park Service exists as public zations and others involved in tourism. Chapter domain information, see Exhibit 5.1. The sys- 6, Sources of Assistance, provides additional tem can be used for local application without information about funding sources. charge. For additional information contact: National Park Service Headquarters Office Interior Building Special Service Needs 18th and C Streets N.W. Washington, DC 20240 International Additional assistance for serving the foreign As international travel expands, American visitor is offered by the Department of Com- communities are being discovered by more for- merce, U.S. Travel and Tourism Adminis- eign tourists. Foreign visitors have special tration. To obtain such information, contact: needs which must be addressed if your com- U.S. Travel and Tourism Administration munity decides to actively seek an internation- U.S. Department of Commerce al market. The following list includes many of H1520 the considerations that must be taken into Washington, DC 20230 account when serving an international market. • International visitors often are unfamiliar with American customs. Unfamiliarity Disabled raises concern about personal safety and security of property. Steps should be taken Persons with disabilities represent yet anoth- to increase feelings of security er aspect of the visitor with special needs. • Welcome signs written in major foreign Disabled persons have taken a proactive stance languages and placed at points of entry help in the mainstream of life and are participating the international visitor to feel more secure regularly in activities previously thought re- and excited about the visit. served for the able-bodied. Communities must • Information should be provided in the lan- be prepared to meet the needs of the disabled guage of the primary international visitors traveler. The following include some necessary to a community. Printed materials should considerations for serving the disabled.

150 Exhibit 5.1 National Park Service Recreation Symbols

GENERAL Picnic Shelter Firearms* Trailer Sites* Smoking* Trailer Sanitary Station Automobiles* Campfires* Trucks* Trail Shelter Tunnel Picnic Area* Lookout Tower Kennel

WINTER RECREATION Lighthouse Falling Rocks Winter Recreation Area 000 (g|@@ Ski Touring Dam

Fish Hatchery Downhill Skiing* Deer Viewing Area Ski Jumping Bear Viewing Area Sledding*

Drinking water* Ice Skating* Information Ski Bobbing* Ranger Station Q Q @ Q O Q Snowmobiling*

WATER RECREATION Pedestrian Crossing* Pets on Leash* Marina Launching Ramp* Environmental Study Area Motor Boating* ACCOMMODATIONS OR SERVICE Sailboating* Lodging Row Boating* Food Service eQDQ OBS Water Skiing* Grocery Store Surfing* Men's Restroom Scuba Diving* Restrooms Swimming* Women's Restroom Diving* Fishing* First Aid LAND RECREATION Telephone Post Office QOQBOQ Horse Trail*

Mechanic Trail Bike Trail* Handicapped Bicycle Trail* Airport Recreation Vehicle Trail*

Lockers Hiking Trail Bus Stop Playground Gas Station QQ OO BB Amphitheater

Vehicle Ferry Tramway Parking* Hunting* Showers BfasOBO Stable

Viewing Area Interpretive Trail Sleeping Shelter Interpretive Auto Road Campground* GSQiiea Prohibiting Slash

* Symbol available with red slash mark to indicate activity is prohibited.

151 • Physically disabled people should be in- • The elderly generally are on a fixed income formed of the accessibility of major tourism and most often are attracted to areas and attractions and services. facilities which provide special rates or • Wheelchairs or artificial limbs used by subsidies for the older traveler. disabled persons can breakdown. Informa- • The aged prefer visiting areas which clear- tion regarding emergency repair may need ly afford safety from animals and hazards. to be provided by a community. They seek areas that are "barrier-free" by • Deaf persons who rely on sign language for design and are, therefore, adequate to meet communication purposes may require infor- comfort and mobility requirements. mation regarding interpretation services. • Older travelers look for tourist settings • Parents with severely disabled children which provide a variety of focal points of may require an evening or day temporary social interaction and "connectedness," respite care for their child to enjoy certain both important features to the psychologi- attractions, events or activities. cal well-being of the aged. • The aged may have health concerns requiring special attention. Communities should be prepared to provide health and safety Aged summary sheets containing information on medication availability, health precau- An increasing number of communities are tions (e.g., smog alerts) and local persons to focusing their marketing strategies to attract contact in case of emergency. the elderly traveler. Communities successful in Visitor services must be designed to serve all their campaigns must be prepared to specif- populations. Consideration must be given to ically meet the needs of the older population. serving the needs of the domestic population— Generally, older travelers select tourist envi- both the able-bodied and the handicapped. The ronments which allow them to function at their USTTA has a publication entitled, U.S. Wel- maximum level. Such environments increase comes Handicapped Visitors. This publication opportunity for stimulation, socialization and describes areas of accessibility and special ser- privacy. They do not do so, however, in a manner vices available, and lists those associations which seems overly protective, or which serves which can aid in coordinating trips for the to create feelings of anxiety or stress. disabled. Special consideration must be given to Considerations for serving the aged traveler the foreign traveler, if the community decides to include the following. seek to attract the international market.

Training for Visitor Services

Visitor services training programs must be primary focus of the visitor services training provided for all persons who meet and serve program. Hosting is not easy! It requires more tourists. Training must be available for bus- than the ability to put on one's best smile, be boys, bellmen, porters and ticket takers, for cordial and courteous, or be "nice." A good host persons in more complex positions such as tour must understand the tourism philosophy of the operators, travel agents, brokers and informa- community. She/he also must understand the tion specialists, and for the citizens of the intellectual and emotional needs of the indi- community. Visitor training programs must be vidual tourist. continuous. People in tourist-serving industries Tourists are complex beings. They are away change jobs. They sometimes become careless or from their own familiar environment. To satisfy forgetful in the performance of their duties and their needs, tourists try to relate to a com- need refresher courses. People in the tourist munity's environment as quickly as possible to business must be continuously trained to meet absorb, ingest and partake of everything the the changing needs of tourists. community has to offer. Tourists are guests in Hosting, or the method of being a good host the community and expect to be treated as such. when serving or entertaining strangers, is the

152 Who Needs to be Trained? • Hospitality training. Employees must learn to answer questions, be polite, be friendly Everyone! In differing degrees, everyone in a toward strangers, and make strangers into community should receive some training, even friends. though the training may also be informational. • Personality development. Such training en- Generally, those in the community who must hances automatic display of one's best per- receive training include the following. sonality traits. It discourages rude or sullen behavior on the part of the employee. Em- • Those who render personal services. Such ployees with a positive personality promote persons are highly visible and have fre- the visitors good impression of a facility. quent opportunities to speak with tourists. ^ Development of an attitude of "profes- They include hotel, motel, restaurant and sionalism.'' Training an employee to do, service station employees, city employees, speak or act in a professional manner im- and those involved in the attractions, proves an employee's effectiveness and ef- amusement and tourist businesses. ficiency in the job. • Those who perform specialized services. ^ Awareness of general appearance. Im- Such persons serve the tourist and the pressions formed by tourists are affected by community as a whole. They include police, the grooming habits of the people who serve fire fighters, sanitation employees, security them. Cleanliness, appropriate dress and guards, health services personnel, and clear speech enhance the employee's ability bank and retail employees. to make a good impression on the visitor. • The general community. The community • General community information. Employ- must be informed of tourism development ees should know the area in which they and promotion. An informed community is work in order to answer tourists' questions. friendly to tourists and makes them feel Employees should have a knowledge of the welcome. The more welcome a tourist feels area's highway system, history, natural re- in a community, the longer she/he will tend sources, attractions, special events and plac- to stay and the more likely she/he will es of interest. return. • Knowledge of what to do in an emergency. ^Persons staffing the Tourist Information Employees must know what to do in an Center (TIC). Specific tourism training emergency, whether it be fire, robbery, heart should be designed for each of the above attack, fainting spell or choking. They must groups. The specifics of training personal be aware of how to, or not to, react in an and specialized services personnel will be emergency situation, whom to call first, etc. addressed in the section entitled Hospitali- ty Training. Community wide training is • Introduction to service for special populations. discussed in The Public Awareness Pro- Employees should be aware of the range of gram section. Establishing Tourist Infor- some visitors' disabilities, impairments and mation Centers provides much of the neces- special needs. sary information required to train TIC staff Training for Specialized Services Personnel Training for Personal In addition to knowing their own specialized Services Personnel jobs, service personnel should receive additional training as it relates to tourism and to the Because personal services personnel have individual tourist. Here again, the training frequent opportunities to interact with tourists, should emphasize the impact that tourism has their training program should include the fol- on their job or business. They should welcome lowing. tourists as they would any other guest. Their • The impact of tourism on their jobs and on hospitality training should emphasize "doing the community. The more they realize how the extras" that tourists like, but may not important tourism is in terms of dollars, expect. Such "extras" may include: jobs and community betterment, the more • Extra help in giving directions they will develop a respect for the need to be • Extra time to explain the nice things about hospitable and to give good service. the community and specific things that

153 tourists should do while visiting the com- tification. Community members must be ad- munity vised of the importance of civic pride and good ' Extra explanations that help tourists find community image in attracting the tourist whatever they are seeking dollar.

Training the Members of the Community Who Should Do the Training? Community training programs may be accomplished in two ways. Such training relies on use Ideally, the training should be done by ex- of the following: perts in tourism training, or by the tourism organization personnel. If the tourism organiza- • Normal communication channels, for ex- tion does not provide the necessary training, it ample, press releases, public meetings or should prepare a list of the training needs based progress reports on the community's tourism objective. The orga- • Special presentations to community inter- nization should then coordinate or supervise est groups by tourism personnel or by the and evaluate the outlined training program. community's leaders Some community high schools and colleges The most important aspect of a citizen train- offer tourism courses. Chambers of Commerce ing program is a focus on the economic and or other civic organizations or associations may social impact of tourism. Citizens should know offer instruction-orientation in tourism. The how tourism affects their tax revenues and community tourism organization should encour- where those dollars go in terms of schools, age all tourist-oriented business owners and hospitals, street repair and community beau- their employees to take such courses.

Hospitality Training Personal and Specialized es and programs if they have been consulted Service Personnel in advance. • Select or appoint as chairperson an individu- Every training program should include in- al who is enthusiastic and knowledgeable depth study of hosting and hospitality. Planning about the training needs. Let that person for and offering such a program requires exten- also serve as coordinator of training. sive preparation in terms of subject matter and • Obtain supplementary services and infor- manner of presentation. This section outlines mation from other resource organizations many of the considerations that must be made such as the Chamber of Commerce, State regarding the means of offering a hospitality Tourism Department, state and local col- course and the information such a course should leges, organizations that serve those busi- provide. The following guidelines, adapted from nesses who depend on tourism for profit materials prepared by the Cooperative Exten- (hotel, motel and restaurant owners as- sion Service, Michigan State University, will sociations, American Automobile Associa- facilitate planning for a hosting or hospitality tion, state historical commissions and so course or seminar. Use of the guidelines also forth), and human service organizations may enhance successful presentation of such a involved with the disabled. course or seminar. • Assign committees to perform the following • Involve as many people in the planning jobs: process as is possible. Citizens and special Course Planning and Instruction interest groups and employers of tourism Membership and Attendance personnel will be much more interested and Publicity enthusiastic about hospitality training cours- Follow-up Evaluation

154 Course Planning presentation. They can be used effectively to teach employees to and Instruction give directions, and handle difficult situations, and be courteous to Methods guests. Encourage group participation as much as possible and keep Course planning and instruction should be the presentation moving by stimu- kept simple, interesting and easy to understand. lating group discussion. The following is a sample course outline. Empathy training is an effective Date: April or May is recommended. means of teaching employees to Length: One day is usually adequate, but a deal with handicapped visitors. Par- short series of afternoon or eve- ticipants experience activities from ning classes can be held. a disabled perspective by using Subjects: Orientation to the importance of blindfolds, ear plugs, or other simu- tourism to the community and to lation devices, or by using a wheel- the employers. chair for mobility functions. Description of local and regional tourist attractions and services. Introduction to the art of hospitality, the dignity of personal Tips for Effective Meetings services and gracious hosting. • Reserve a room that is comfortable, well- Information on handling emergen- lighted and large enough to avoid crowding. cy situations and stress conditions. Pictures, maps, travel posters and similar Methods: The most effective methods of teach- decorations will aid in establishing an atmo- ing hospitality courses involve us- sphere conducive to tourism discussions. ing visual aids, demonstrations, • Carefully plan each meeting and allow tours and participant involvement. plenty of time to cover each subject. Charts, graphs, figures and illus- • Change the pace of the meetings to main- trations, along with lecture, should tain interest. Mix visual aids, demonstra- be used during training sessions. tion skits, tours and discussion. Do not If possible, take participants on a allow long speeches or presentations. Twen- tour of the community to point out ty minutes per subject is adequate for the its unique features, attractions and lecture part of the presentation. assets. Show color films and mov- • Publish the program in advance and send a ies of regional attractions. Local copy to each participant. Ask participants photographers can provide good to come to the meeting with questions, ideas pictures, and the State Depart- and subjects to discuss which they think are ment of Tourism or the local Cham- pertinent. ber of Commerce usually have movie materials available. • Check mechanical props and equipment, if used, in advance to be sure they are working A tour is essential for participants properly. Nothing will destroy group inter- to really know their community. est more than faulty equipment. The tour should include all of the major tourist attractions, restau- • Have available someone to greet each per- rants, entertainment places, librar- son as he or she arrives. Create a friendly ies, shopping facilities, industries, and relaxed environment. museums and everything that • Start and stop the meetings on time. Adhere might be of interest to tourists. to the schedule for each session, including The tour should be carefully breaks and luncheon. Punctuality creates a planned. Each participant should feeling of respect between the audience and understand each point of interest. the speakers. Planning and understanding re- • Provide for a summary at the end of each quire that those in charge know meeting. This will help the participant the complete story of what is being retain what he has seen or heard. described. • Have someone take notes on the most impor- Skits and role playing techniques tant elements of each presentation. Those heighten interest in the course notes not only will provide a sound base for

155 planning future training sessions, but also Special Problems of Tourists When Dining in a can be published as refresher materials for Community the participants. • They are often in a hurry because they have • Develop a kit of materials for the partici- other commitments, perhaps miles away. pant to review after training sessions are • They may want eating experiences to be as completed. The kit should include maps, interesting as their other travel experiences, attraction information, a list of visitor and may hope for an improvement over services, auto repair places, hospitals and previous unsatisfactory ones. veterinary clinics, churches and so forth. • They may have sensitive appetites. They have had to make adjustments to new food, change in water, different types of service, variations in climate, and irregularity of Points to Cover in a Hospitality meals and rest. These things cause people to Training Course be more susceptible to digestive upsets. Often the food is blamed, rather than recent The following suggestions may serve as bases changes in routine. for building a hospitality training program. The • They may be foreign travelers who are suggestions are adapted from materials devel- unfamiliar with the American language or oped by the Cooperative Extension Service, cuisine and require assistance with transla- University of Arizona and Project Hospitality, tion or menu selection. Canadian Tourist Association, Toronto. • They may be disabled and require special assistance when ordering or eating their meal.

Suggestions for Restaurant Personnel How the Restaurant Employee Might Handle Such Problems Tourists are particularly valuable to a res- • The employee can give the kind of prompt, taurant. They often spend more for meals than courteous service that helps the tourist do local residents. They make definite recom- relax and enjoy his/her meal and surround- mendations about restaurants to their friends ings. who travel. Tourists usually return to restau- • The employee can make the tourist's eating rants where food and service have been excel- experience something to remember by sug- lent rather than experiment with other eating gesting the specialties of the house or dishes places. However, good food and service are not new to the tourist. If the visitor inquires the only criteria used by tourists in the decision about special foods not served by the res- to return to or recommend a restaurant. The taurant, he/she can refer the visitor to a general cleanliness of the personnel, restaurant restaurant which specializes in those dishes. and restrooms also is a determining factor. • The employee can listen attentively to the Tourists are usually easily recognized. They individual's food problems, and make appro- show signs of having traveled—wearing simple priate suggestions. sports clothes, sometimes rumpled, and perhaps not too appropriate for the community or eating • The employee can suggest additional servic- place. Speech or mannerisms may indicate they es which the restaurant has to offer—^tele- are from a different geographical area. They phone, lounges, special attractions. In emer- may ask about the "special of the day," the gency cases, he/she can refer the visitor to restaurant's speciality, or the community's typi- medical help. cal dish. Many will ask about things to see or • The employee can suggest the tourist take places to visit while in the area. information folders about the community. Tourists have special needs, needs different (These folders, obtained from the Chamber from local clientele who visit the restaurant on of Commerce or Tourist Information Service, a regular basis. Employee efforts to meet the might be attractively displayed at the needs of the traveling population in a warm and cashier's stand.) friendly manner is the primary means to en- • The employee can aid the handicapped courage return visits and increased use of the according to the disability. For example, restaurant by tourists. he/she may offer to read the menu or serve The following addresses some of those special food on special plates provided by the dis- needs and provides guidance for meeting them. abled visitor.

156 Suggestions For Waiters and Waitresses Suggestions for Hotel and DO Motel Personnel • Notice your customer right away; a cheerful nod and smile will do. Tourists are the reason for the existence of a hotel or motel. Their pleasant experience may • Provide a menu and glass of ice water cause them to return or recommend the place to immediately. Then if you are rushed, tell the customer you will take his/her order as friends. Because of the tourists' length of stay, hotel soon as you can. and motel employees are the key people to • Offer coffee immediately if it is breakfast create favorable impressions, and influence tour- time. Ask the customer when she/he wants ists to stay longer in the community. "One day his or her beverage. longer" means more direct income to hotels and • Know your menu. Smile cheerfully when motels. Lack of attention by employees might be you come to take the customer's order. the number one reason why a tourist leaves • Be prepared to obtain a special menu such after one day. as one written in braille for the blind, or one written in a foreign language if the restaurant is located in a community serving the Special Problems of a Tourist Seeking international market. Lodging Accommodations • Double-check the customer's order, so that • They may need information about the she/he receives exactly what is ordered. community. Check with the customer before making • They may be trying to duplicate a previous any substitution. pleasant experience—or trying to avoid a • Be prepared to converse intelligently on repetition of an unpleasant one. casual information often requested by a • They may need adequate accommodations customer. for family, two couples or pets. • Look for an opportunity (but do not be • They may be sensitive to interference with pushy) to mention some of the outstanding rest, indifference to requests for service, scenery, historic sites or other attractions in delays in making accommodations available, the area. or in checking out. • Pay special attention to helping with the • They may not adjust easily to beds, venti- needs of the very young, the very old and the lation, temperature change. disabled. • They may have difficulty in adjusting to • Make a point of giving excellent service. different service levels of accommodations Replenish ice water promptly Replace a in different areas. dropped napkin with a fresh one. Remove • They may be from a country other than the soiled dished promptly. See that ash trays United States. are clean and within easy reach. • They may be physically handicapped. DON'T • Hurry your customer unnecessarily, or show Ways The Motel, Hotel or Employee Can Help annoyance if she/he dawdles over coffee. With These Problems • Keep a customer waiting for the check. • The employee may provide information about Bring it immediately following dessert or the community and adjoining areas. A dis- coffee. play of information leaflets in the office or • Do anything which shows you desire a tip. lobby is often very helpful. A single leaflet • Wash table tops with the same cloth used to may be placed in each room if a sufficient wipe ash trays. supply is available. • Visit with fellow employees during working • The employee needs to understand the prob- hours. Your customer comes first. lems of tourists, and provide service and • Neglect your grooming, or use cheap per- accommodations geared to meet their needs. fume. But do bathe daily. People will often • The employee may refer the visitor to other judge the food by the neatness and cleanli- motels, hotels or rooming houses with the ness of the server. required accommodations, if accommoda- • Be surly or discourteous in any way. An tions do not meet the special requirements unpleasant attendant can ruin a meal for a of the tourist. Telephone ahead for the customer, and cut profits for a restaurant. visitor; he/she will appreciate the courtesy.

157 • The employee will try to offer constructive • Adhere to all agreements regarding accom- solutions to other accommodation problems modations and rates made at the time of of the visitor. advanced registration, • The employee will be sensitive to visitors' • Make complimentary reference to the guest's complaints, and try to correct causes for the hometown. If the visitor has traveled a long more frequent ones. way, comment on it. • The employee will be able to explain to the • Inquire casually as to whether the guest visitor why certain charges for services are has previously visited the community or justified. your establishment. Offer any assistance • The hotel/motel can provide welcome signs deemed advisable. that indicate foreign languages spoken by • Inquire if the guest is expecting mail or personnel. messages. • The hotel/motel can provide brochures and DONT guidebooks to local attractions and events, • Be abrupt, no matter how busy you are. menus, room directories and other directional information in the language of its prima- • Send a guest away if your establishment is ry international guests. filled, without first helping him/her to secure other lodging, or directing him/her to a • The hotel/motel can make special arrange- Tourist Information Center. ments to accommodate the physically disabled by reserving rooms on the first floor or rearranging room furniture to provide accessibility and enhance usability. Porters DO • Take pride in your work, have a desire to Suggestions for Specific Staff Members serve others. Managers, Assistant Managers and • Offer assistance to guests arriving by car, Those in Executive Capacity regarding parking areas and regulations. DO • Handle the guest's luggage with care. • Take a quick check in the room to see that • Greet your guest. Nothing leaves a more towels, glasses, etc. are in order. lasting favorable impression on the guest than to be given an "extra" greeting by a • Know the dining room hours, and services hotel executive. provided. • Know your people and their needs. Old- DON'T fashioned hospitality never fails to leave a • Talk in front of guest doors with other guest with a cordial feeling toward the hotel members of the staff or motel. • Chew gum. • Make your guest feel important. Success in • Give a "grunt" for an answer when asked a business depends on the efficiency of the question. management of the staff. • Behave in a condescending manner toward the elderly or physically disabled by assuming they have no need to be self-reliant. Front Office Personnel DO Suggestions for Retail Sales Personnel • Make your guest feel at home. Use the guest's name several times; there is no Some salespeople are reluctant to spend time sweeter music to the visitor. and effort on a customer whom they think may • Use a pleasant tone of voice. Be cooperative, never return. They fail to remember that the courteous, attentive, alert and cordial—but tourist may get only an impression of the store, not too "chatty." which may be his/her only impression of the • Speak to your guest in his/her native community. Each sales person should remem- language, A conscientious effort must be ber that this impression may determine wheth- made to provide bilingual or multilingual er tourists will return to the community. It front office personnel if the hotel serves certainly will influence what they say about the international visitors. salespeople, store and community to friends

158 who are potential customers. Excellent service • The employee can know the delivery system from one salesperson can leave the tourist with so the customer's packages can be delivered the feeling that he/she has visited a friendly in one large package to the hotel or motel, if town, and shopped in a well-run store where time permits. employees are polite and gracious. The reverse • The employee can have a handy list of the can happen if apathetic, inadequate service is gift items available in his department. given. • The employee should suggest items which The tourist trade is valuable to the store. do not involve "fit." Such customers may be freer spenders because • The employee can be prepared to inform the they are on vacation, and away from the daily tourist of available interpretor services or worries of their routines. They are usually currency exchange facilities. pleasant to help because they are in a vacation mood. • The employee must be willing to assist disabled shoppers.

Special Problems When Shopping in a Strange DO Town • Dress neatly. Personal appearance is very • Tourists probably do not have a local store important. charge account, and may want to pay for all • Treat the stranger like a special customer purchases at one time. and give the little "extra" helpfulness that • Tourists may be looking for souvenir gifts may be needed. It certainly will be ap- for friends or relatives. They do not usually preciated. know what they want, but probably want • Make the tourist feel at home and at ease. items characteristic of the area. • Allow the customer to browse, but be avail- • They are likely to have a meager knowledge able the minute he needs help or has made of price-quality relationships for local mer- up his mind. chandise. • Be able to make suitable alternate sugges- • They may have a space problem in packing tions in the same price range as the cus- purchases for the return trip. tomer's budget. A suggested alternate too • They may be in a hurry, have limited time, much lower is an insult, too much higher and many things to do and see. will probably lose a sale. • They cannot return merchandise easily, so • Know your merchandise, its origin, the the purchase must be right the first time. details of craftsmanship. Know your local • The international tourist may have difficulty merchandise, and know it well. Volunteer a expressing his or her needs because of brief descriptive explanation on locally language problems, or may have foreign made products, if it is in order. currency. They may request that purchases • Show stock willingly. The tourist may not be mailed home. buy just then, but he is more likely to • The disabled traveler may experience prob- return. lems in negotiating the store's layout or DON'T require assistance when carrying packages to the car or hotel. • Allow the customer to get the impression that you are doing him a favor. • Let the customer wait while you visit with How Sales Personnel Might Handle These others on the sales staff Problems • Daydream on the job. • The employee can suggest the aid of any • Be abrupt or short. special department which handles personal shopping in the store to consolidate the customer's purchases. Suggestions for • The employee can be acquainted with the Service Station Personnel departments in the store which offer souvenirs—gifts, notions, stationery, western Most people who are traveling regard each clothing, etc. service station as a separate Tourism Bureau • The employee can advise the customer on and rest stop, and the attendants as "fountains difference in quality and price of items with of information." Although attendants may which the customer is unfamiliar. (during tourist season) find themselves be-

159 sieged by tourists asking the same questions • The attendant can make sure that rest- and having the same problems, they should rooms are in excellent condition. guard against giving disinterested, perfunctory • The attendant can direct the tourist to the answers. Chamber of Commerce or other tourist The kinds of service tourists are most inter- information sources for available leaflets on ested in include; accurate road information; community attractions. He/she can keep a excellent auto service; clean, attractive rest- supply of these leaflets replenished and rooms; drinking water and snacks; information available at the service station for cus- about special attractions—local and along their tomers. way Because their time is usually at a pre- mium, they appreciate all of those needs being DO attended to in one stop. Tourists who receive this kind of "plus" service are further convinced • Greet tourists cheerfully. They are probably that they are doing business with the right oil tired from traveling. company, and often encourage friends to deal • Know as much as you can about your with that company and to stop at that station for community and area, and look for appropri- superb service. ate opportunities to tell interesting things about them. Special Problems of Tourists Seeking Service • Check to see if the tourist has been here and Information previously before giving directions. He/she may not need detailed descriptions. • They may have had incomplete directions and may need further help to find their way. • Use the tourist's map for marking, as he/she They may have been misdirected and be is likely to be thoroughly familiar with this unhappy about retracing their routes. map. Suggest interesting sites near the tourist's proposed route. • They may need special help in locating a local address or person. • Direct tourists to the Chamber of Com- merce or other information sources if you • They may have a special car problem which cannot cope with their questions. However, needs attention. be sure you know the answer the next time. • They may need information about road • Cheerfully direct the tourist to another hazards, detours, distances and weather. garage for repairs of a type you cannot • They may want some information about the handle. community's attractions, or the station at- • Provide "excellence" in the services of a tendant may find a way to make them aware reliable service station. Clean windshield of special points of interest. Too often they and headlights; offer to check oil, battery speed on to the next community and later learn, to their disappointment, of the sites and tires; look for water and fluid leaks; they overlooked. offer fresh litter bag services; provide clean restrooms, cold water and snack foods. How the Service Station Attendant Can Help • Offer assistance, such as opening a stored With These Problems wheelchair or operating a chair lift, to disabled travelers. • The attendant can ask if the tourist needs • Invite the tourist back, and mention that maps or information. you are glad to be of service. • The attendant can give accurate, easy-to- follow directions. DONT • The attendant can provide .excellent, polite service for the tourist's car. • "Overdo" the car check. • The attendant can volunteer accurate and • Try to sell the tourist something that is not useful information about the condition of needed. highways which the tourist proposes to • Look unhappy. take. • Give a "grunt" for an answer when asked a • The attendant can know basic factual infor- question. mation about the community such as out- • Do not forget—local service stations many standing attractions, industries, schools, times give the tourist the only impression of etc., and willingly provide this information. a community he/she may ever have.

160 The Public Awareness Program Successful implementation of a tourism pro- Value of Tourism gram involves two distinct promotional efforts. Naturally, you must promote your community The public awareness program will educate to the traveling public. Less obvious, but of the community of the value of tourism to the equal importance, is promoting tourism to your community. To be effective, the program must own community. This is accomplished through deal with the value of tourism in a specific the community awareness program. context. Tourism's value to the community The purpose of promotion has been described must be addressed in terms relevant to a specific as to inform, to persuade and to remind. It is group anticipating derived benefits. It's impor- helpful to think of the community awareness tance must be stated in terms of benefits tangi- program along the same lines. The community ble to the group being trained. should be informed of the benefits of tourism and the nature of the tourism organization's Relevance activities. Citizens may need to be persuaded those benefits are worth the cost. Finally, they The term "community" has been used as if its must be reminded of the program from time to population were completely homogeneous. In time and brought up to date on its progress to fact, a community is a collection of individuals, assure continued support. families and groups with diverse attitudes, Some might question the allocation of resourc- goals and aspirations. This diversity must be es to the community awareness program. A recognized in planning and conducting the possible challenge is "Spend the dollars or time public awareness program. It is important to devoted to the public awareness program on identify the audience for a particular communi- advertising to tourists; the benefits will speak ty and tailor the message to its needs. A critical for themselves." This seems ill-advised for sever- factor to be considered in explaining the benefits al reasons. of tourism is relevance. One must analyze the Community leaders are likely to have mixed interests, aspirations, backgrounds and life- feelings toward tourists and tourism. An early styles of the audience one is addressing. Only effort to gain community support may be neces- benefits which are relevant to a particular sary before a concerted effort at promoting that group should be selected for emphasis. community is possible. Taking an example, an increase level of The benefits people receive from tourism banking activity might be a benefit of tourism of differ in degree and kind. For those actually interest to the financial community. It would be collecting tourist dollars, the advantages are a ridiculous theme for a campaign directed obvious. Second order advantages, or multiplier toward disadvantaged youths; it is not a concept effects are more subtle and difficult to identify; that is relevant to their world. To identify even experts do not agree as to their magnitude. reduction of the umemployment level as a result Such effects may not be recognized without of tourism to a similar audience is also an careful and thorough explanation. It may ap- unlikely theme as disadvantaged youths often pear community resources are being spent to remain umemployed during periods of rapid benefit the owners of a few attractions, restau- economic expansion. A discussion of the num- rants and hotels, rather than to benefit the ber and kinds of new jobs this group can fill entire community. would be focused on a benefit to which they can The public awareness program is extremely relate. important and should be planned and initiated Tourism offers many values to the commu- before beginning to promote the area to vaca- nity and nearly everyone gains from some tioners. A manufacturer would not advertise a of them either directly or indirectly. While product until he had a product to advertise. In the public awareness program should help citi- tourism, an important part of the "product" zens recognize those benefits, not all can be is the community's receptiveness to the explained to all audiences. It is necessary to tourist. Developing, or reinforcing the friendly, select and stress the benefits a particular audi- helpful attitudes that are so essential to tour- ence experiences and to explain them at a level ism is a task of the community relations program. that audiences can understand.

161 Importance nomic characteristics and of the visitors' geographic origins. Such information leads to com- Time, resources and audience's capacity to munity familiarity with visitors which encour- absorb will limit the amount of information ages acceptance. In many instances, traveler that can be presented in any one training profiles demonstrate existence of many similari- program. Therefore, when educating the public ties between travelers and residents of areas about the benefits of tourism to the community, visited. Emphasis on those similarities further it is necessary to concentrate not only on those facilitates natives' acceptance of visitors. benefits relevant to the group being trained but Differences affecting tourists' relations with also on those considered of greatest importance the community do occur, but those differences to the group. should be explained so as to be recognized, Some benefits, such as economic growth, are understood and accepted. Consider the following: considered important by most communities and tourists are from somewhere else and they are by most groups within a community. Others, on vacation. Geographic differences exist and such as diversification of the economic base or affect individual tastes and preferences as well expansion of the property tax base, vary in as speech and behavior. Northerners' brisk importance according to situational factors. manner and more rapid speech may seem rude, Persons in areas where local economies are and even insulting to natives of a southern subject to wide cyclical swings would rate locale. The most sophisticated of southerners diversification as highly important. Were local may be branded as a "hick" in the north because economies "recession proof," diversification would of his drawl. To the uninitiated, a New Yorker's be of minor interest. Home and business proper- praise may sound less friendly than a Georgian's ty owners would consider expansion of the insults. Residents must be educated to expect property tax base extremely beneficial. Renters and respond appropriately to such differences. would view the potential benefits of a greater "The tourist is you" has been mentioned property tax base with little interest. several times as a possible theme for a public Every beneñt is of interest to someone. awareness program. We frequently observe those Discussing the benefits to a community group on vacation acting differently than they would and selling that group on those benefits re- at home. Those visiting your community are quires that the training program be tailored to a probably no worse, and no better, than your own specific audience. Development of an effective residents vacationing elsewhere. Realistically, public awareness program requires, first, the the theme should be qualified as The tourist is identification of all benefits of tourism to the you, on vacation. community. Next, the audience to whom the Tourists on vacation have been known to program will be delivered must be considered. display undesirable behavior which oftentimes The benefits that most nearly apply to the would never be exhibited by that person when values relevant to the audience and to their operating in his/her normal realm of being. goals must be identified. The public awareness Three factors that help to understand such program is then designed on the basis of benefits modes of behavior have been identified. They matched to audience needs. The program em- include normlessness, strangeness and pressure. phasizes the importance of tourism to a particu- These factors are described below and are illus- lar group. trated by the behavior of dumping trash outside the confines of a trash container. Normlessness, Solid citizens, who live amidst Understanding the Tourist meticulously trimmed suburban lawns and com- plain about school children dropping an occa- In addition to building acceptance of tourism, sional gum wrapper, can be observed indiscrimi- the public awareness program must help the nately strewing trash when on vacation. Norm- community to understand the tourist. Such lessness is frequently offered as an explanation. understanding requires consideration of two The idea is that, once the individual is away topics: tourists and their problems, and tourist from the restraining influence of friends, neigh- motivation for travel to an area. bors and associates, his true nature emerges. This explanation obviously rests on a pessi- mistic view of human nature. If the explanation Tourists and Their Problems is correct, there is little the community can do to Residents must be aware of the kinds of prevent the behavior. Yet it is important for the people coming into their area. They must be community to understand some visitors, like informed of the various demographic and eco- some residents, will respond in this manner. As

162 in raising children, it helps to know about the just like the families who live in the community various phases you should expect, even if you being visited. Tourists are not mobs or rude, can do little to influence them. intrusive litterbugs, but tourists are different. Strangeness. The traveler is in a new and The primary appeal which encourages the strange environment. Odd and normally un- tourist's visit to a region may not have the same acceptable acts may merely be a response to attracting power on residents of the region. unfamiliar circumstances. Taking the trash Suppose the major attraction is a geological example, the visitor might willingly have depos- feature that is only of real interest to those with ited his litter in a garbage receptacle if he had formal training in geology. Residents would not known where to ñnd one. He may even have likely share an attracted visitor's enthusiasm. carried it around for a while looking for a place Residents might even feel anyone willing to to put it and, not finding a place, tossed it. The spend good money to come and "look at the silly important thing is to realize people respond rock" is a little weird. Further, even though an differently and, perhaps unpredictably, to unfa- area may have a central appeal, say flat water miliar circumstances. recreation, different aspects will appeal to differ- Pressure, Americans supposedly go on vaca- ent travelers. The community must be made tion to relax and get away from the restraints aware of the multifaceted nature of its offering. and pressures of every day life. They then set a Imagine the plight of the tourist who hates grueling pace for themselves. The resulting fishing and is only seeking a little solitude, pressures may be as great as those they face when he is cornered for a 30 minute discourse on during their normal routine and of a sort they the best fishing techniques. are not accustomed to handling. An executive People in the community must be helped to who competently manages tens or hundreds of understand, and accept as legitimate, the vari- subordinates may be completely frustrated by ous reasons visitors do come. The public aware- the pressures of controlling his own children on ness program helps the community understand a full-time basis. The trash dumper may have and be supportive of travelers' interests even been a person who is normally neat and orderly though residents do not share those interests. responding to unfamiliar pressures. Similarly, Strategies for public awareness are discussed kind and considerate individuals may behave below. Most, encourage the local populace to rudely as a result of cumulative frustrations. sample the area's offerings and visit the attractions. These strategies support the use of While the example, trash, seems trivial, it incentives to enhance increased local visitation. illustrates an important principle involved. The Such incentives, ranging from distributing of more the community understands and attempts brochures to providing tours, granting resident to alleviate the problems of tourists, the fewer passes, and giving off-season rates, will be the problems the community will have. Norm- discussed as means of promoting local tourism. lessness can be reduced if the tourist feels those he meets are interested in him. If he has been befriended by someone in the area, he is less likely to act objectionably. Emphasize the necessity of responding readily to questions, even if Methods of Communicating they seem absurd; they are very real to the With the Public person making the inquiry. It may not be apparent to everyone passing through that the The benefits of tourism must be conveyed to cute, op-art frogs with gaping mouths are trash the public if that public is to support the cans. By easing the frustrations and pressures development of tourism in the community. of traveling, your community can reduce the Further, the message which describes those number of unpleasant incidents with tourists. benefits must be tailored to the concerns of a specific audience. When conveying such a message, decisions must be made as to the Understanding Tourists' Motives methods or channels for conveyance and the manner in which the message may be communi- We are all familiar with the golden rule. We cated most effectively. The following describes are less likely to know George Bernard Shaw's both the channels—passive spokesmen, person- version, "Don't do unto others as you would have al communications, mass media, direct ex- them do unto you; they may not share your perience—and the manner—or style of argu- taste." Both are relevant to understanding and ment—that may be used to deliver a public responding to the tourist. Tourists are families awareness program message.

163 One-Sided Versus Two-Sided Arguments explain. The commander of a major military installation was dismayed at the hostility citi- How many times have you heard, "There are zens of the neighboring community displayed two sides to every story?" This is as true of towards the post and his troops. Having tried tourism as of any other complex issue. The various public relations activities that failed, he problem for a communicator is whether to hit upon one final idea. He secretly arranged to present only one side—"Tourism helps the have the entire command paid with two dollar economy"—or both sides: "Admittedly, tourists bills. The program was conducted without create congestion but they help the economy," comment. This mass of currency silently flowing The evidence is mixed as to which strategy through the community demonstrated the works best. On the one hand, a two-sided installation's importance more powerfully than argument seems to make the communicator words could ever have. Best of all, the program seem more credible. On the other, the speaker involved almost no direct cost. It was free. risks delivering his opponent's views to people Several communities have employed varia- who had not heard them. tions on this theme: The decision as to which strategy to adopt • One actually encouraged tourist establish- should be based on the prevalence of opposing ments to make change in two dollar bills views and the strengths of your counter- • Tourist establishments in another commu- arguments. If opposing views are not widely nity stamped one dollar bills "tourist dollar" held or your arguments may sound weak by • For a time, establishments in a third com- comparison, a one-sided approach is safer. This situation could be encountered when your case munity had "tourist dollars" printed on depends on complex arguments and your op- their checks ponent's rests on simple, but erroneous, as- Other silent salesmen, such as souvenir buttons sumptions. If negative views are commonly and bumper stickers distributed free or at cost, accepted, but you can muster strong reasons for can effectively highlight the number and impor- your position, there is little to lose and much to tance of tourists to the economy. gain by a two-sided approach. The Refutational Approach. If a two-sided campaign is selected, the following sequence, Face-to-Face Communications termed the refutational approach, has proven superior. Communicating on a face-to-face basis is the • State the Negative. Briefly, but honestly, most effective method of delivering a message. identify the issue you are addressing. Focus Most communities rely heavily on this mode in the audience's attention, but do not argue their public awareness program. Face-to-face the opposing case. "It has been stated that communication may either take place in an tourists will create congestion and put a informal one-on-one setting or in the more drain on public services." structured atmosphere of a group. In the latter • Give the Counterarguments. Forcefully instance, there is usually an implicit notion of a present your case. Be explicit. "Tourists two-step process: tourism representatives meet contributed X million dollars to the area's with, or address, groups and hope the group economy." is better than "The economic members will, in turn, convey the message to benefits of tourism are immense." their friends and associates. Meetings. Meetings offer an opportunity for • Draw the Conclusion. Clearly state the either one or a few tourism representatives to conclusion you wish your audience to draw. discuss their plans, programs and problems "The benefits of tourism are more than with the citizenry. In areas where formal tourist worth the costs." promotion organizations exist, officials usually Two-sided campaigns have often failed by consider attending or addressing meetings to stopping after step two. Communicators appar- constitute a major portion of their responsibil- ently felt their case was so strong any thinking ities. person would come to the desired conclusion Meetings fall into one of two general categories: without assistance. Many did not! a) holding meetings specifically to discuss tourism with interested parties or the general Passive Spokesmen population and b) providing speakers and programs for groups formed for other purposes. Some strategies involve using objects, rather Examples of how this approach may be used are than words to communicate. An anecdote will listed below:

164 • Hold town meetings to discuss and obtain Advertising. Advertising differs from publici- reactions to the general topic of tourism ty in that advertising is paid for while publicity • Hold public meetings focused on particular is free. The most obvious use of advertising is problems with tourists or tourism the purchase of space in newspapers or time on • Organize booster breakfasts or lunches to radio or television. An alternative is the publica- bring supporters up to date on tourism's tion of newsletters or brochures. progress and problems Media advertising seems to be used less frequently than other modes in public aware- • Encourage tourism leaders to meet with the community's business and financial leaders ness programs. The amount of information that can be conveyed is limited, the relative cost is • Promote idea and information exchange high, and the amount an organization can between tourism representations and elect- afford is frequently viewed as being so small as ed officials and other political leaders to have a negligible impact. • Organize a formal speakers' bureau where a In the communications program, paid adver- file of representatives willing and able to tising seems best adapted to one-shot efforts address groups is maintained such as countering specific criticisms. Because • Arrange programs specifically tailored to the use of public resources to influence the the desires and needs of particular groups public is politically sensitive, a tourism organi- Personal Communication. Except for meet- zation may not wish to pay the cost from its own ings with key influentials, the purpose of the funds. Often it will be advisable for the organ- strategies outlined above is seldom only to ization's officials to coordinate a campaign that deliver the message to the few people who is underwritten by one or several members. attend. As noted, there is usually some notion Brochures and newsletters are more frequent- that those in attendance will pass it along in the ly used as their relative cost is low and larger most effective of all communication modes, amounts of information can be covered. Exam- direct, one-to-one, personal communication. ples include: More structured efforts to achieve face-to-face • Information sheets and newsletters for dis- communication also may be effective. Tourism tribution to the general public leaders can arrange to meet privately with key • Newsletters for members of the tourism or influentials on a regular basis. In other instances, sponsoring organizations such as a Cham- personal contact can be effective during member of Commerce bership or fund raising campaigns. In the event • Brochures describing the benefits of mem- of such campaigns, members agree to recruit bership to prospects their share of a quota of new members or contributions. Such activities also may be used Public service spots made available by radio to regain the support of those who have recently and television stations resemble both advertis- allowed their membership or support to lapse. ing and publicity. They are like publicity in that the time is free. Like advertising, there are costs involved; the advertiser usually must prepare or pay for the content. Public service spots can be valuable if they are offered at times when Mass Communication desirable audiences are available. Otherwise, Face-to-face communication is the most effec- the organization may find itself in the situation tive mode because listeners have an immediate experienced by one federal agency. opportunity to respond, question and clarify. The agency was prohibited by Congress from Unfortunately, the time available for this task using paid television advertising, and relied is never as great as the need, so part of the task entirely upon public service time. They still had must be accomplished through the use of mass to pay the considerable cost of preparing and communication. distributing commercials. A study revealed that, Opting to use mass communication involves because few were watching, the total cost per trading oíFeífectiveness for efficiency. Admittedly, viewer worked out to be greater than if the the message is not delivered as effectively and organization had purchased prime time. completely by mass means. Yet, it is efficient in Publicity. Publicity is free and is carried that larger numbers can be reached for a given among the regular articles, stories or program- allocation of time or money. ming of the medium. Sometimes it is unsolicited. In discussing mass communication, it is con- For example, a popular television program can ventional to distinguish between advertising make reference to an event or attraction as part and publicity. of its storyline. If the program has a nationwide

165 audience, the attraction has been offered a • Prepare news releases with individual out- superior opportunity for publicity. Such cases, lets in mind however, are exceptions and a successful publici- • Try to stimulate friendly editorial coverage ty program usually requires at least as great an of tourism and its impact effort as advertising. • Write and submit thought-provoking let- In considering publicity, remember that meters to the editor dia representatives are anxious to find newsworthy items of interest to their readers. This sentence contains two key ideas: "newsworthy" and "their readers." Those who have experienced difficulty getting an item published have frequently ignored one, or both. Direct Experience An item must be news. The day to day activities of the organization or its officers No method of building the community's appre- usually do not qualify. The appointment of a ciation of its attraction and of tourists' motives new director may be an exciting event for those for visiting is as effective as direct experience. in tourism, but most of the community will not Many methods might be pursued to develop the share their enthusiasm. public's understanding of the area's offering. Media have different audiences with different Those listed below have proven effective in interests and items must be tailored accordingly. successful public awareness programs: An agency's news releases often may be ignored • Granting special resident rates because they are intended for mass distribution in the hope someone will see fit (or be desperate • Giving off-season rates and privileges that enough) to notice them. Higher success rates are particularly attractive to natives will be experienced if items are tailored for • Granting passes and giving tours for school specific audiences. children Some examples of successful publicity efforts • Holding open houses follow: • Conducting behind the scenes tours of hotels, • Arrange for and assist media representa- restaurants and attractions tives in the coverage of tourist events as • Making brochures prepared for the travel- news items ing public easily available to residents • Arrange for documentary type coverage of • Displaying a booth designed for a tourism the area's attractions and events show in a mall, shopping center or at a local • Participate in the development of a docu- fair mentary or series of articles on the impact • Giving residents, particularly students, pri- of tourism ority when filling jobs

Establishing Tourist Information Centers

Tourist Information Centers (TIC) are the facilities and services. It also assists in gather- most important visitor service facility in a ing data about tourists, such as where they community. They are important because they come from, how long they will stay, what brought frequently provide the initial contact with most them to the area, and other significant data that tourists who visit a community, and because a community needs to assist in the development they have the opportunity and the responsibili- of its tourism plan. ty for creating the first impressions a tourist Most visitors are strangers to the community will perceive. Therefore, one of the first duties of and are unaware of the variety of attractions the tourism organization should be to establish offered. Therefore, the TIC must be able to a TIC in or near the community, provide it with provide complete information about the com- complete information on the area, and staff it munity. Types of information which should be with well-trained personnel. available to tourists should be classified for easy The Community TIC offers specific informa- reference, and could include most of the follow- tion about the local area, its attractions, events. ing major categories:

166 Accommodations (hotels, motels, camp- area's attractions. The TIC also provides a grounds, hostels) means to gather information about tourists. By Auto repair garages placing a facility of this type in a central, easily Attractions - amusements reached location, one stands a good chance of stopping many travelers who might otherwise Children's services just drive through the community. Churches Cultural attractions - museums, galleries, lectures, musicales Location and Design Complaint referrals Community events The information center should be placed stra- Directional information tegically along or at the intersection of major routes through the community. Welcoming signs Directories of: on those routes should state the center's loca- Barrier free resources tion and hours of operation. The TIC should be Currency exchange facilities conveniently located at ground level. Plenty of Emergency information free parking space should be available, and in Employment information congested areas, arrangements should be made Entertainment for reserved parking adjacent to the center. The center could be located in a store, Foreign language interpreters hotel/motel or the Chamber of Commerce office. Health services and hospitals However, it is preferably located in a building of Historical sites, places, buildings its own. The center may be of an unusual design Local industry such as a teepee, covered wagon, log cabin, grist Local government services mill or replica of an historic building. Primarily, Local newspaper, radio and television the building should be attractive and the grounds, services well landscaped. The TIC site must draw attention to itself, and be easily recognized. Maps The center need not be overly spacious, but Parking should be large enough to provide for an infor- Parks and recreational places (tennis mation desk and for display racks for brochures courts, swimming pools, golf courses, on local areas and attractions. Posters, photo- horseback riding stables, and sports graphs and historical artifacts representative information) or typical of the region may be used as effective Restaurants (type, price range, reserva- interior decoration. The TIC must be aestheti- tions needed, languages spoken, acces- cally pleasing, but it also must be functional. sibility, etc.) Shopping information Sightseeing services Function Special tour services The TIC serves to welcome visitors to your 24-hour services community and to provide them with informa- Transportation services tion about places to see and things to do. The Of course, the TIC may expand this list of center can serve as an attraction itself. It can categories, or use only those which represent a provide the visitor with an extra sight to see, large portion of the questions that are most thus increasing the visitor's length of stay in the often asked by tourists visiting the particular community. The TIC can promote the idea of area. using the community as a base of operations for The initial compilation of such information seeing all attractions within easy driving represents a major commitment of staff time for distance. Such action provides greatly increased researching, organizing and determining the revenue for the base community. Information form in which the information is to be presented centers also can double as a reservation bureau to the tourist. Therefore, it is important that the for hotels, motels, restaurants and attractions. information be inclusive, accurate, up-to-date, The TIC can serve as a foreign language easy to understand and attractively presented. interpreter center or as a host of other service The TIC makes it easy for travelers to get oriented facilities. reliable answers to their questions and provides Additionally, the information center may serve an excellent opportunity to sell them on the as a source of evaluating the effectiveness of its

167 own functions. The TIC can provide the means knowledge of, as well as pride in, their com- to survey the tourist population. Valuable infor- munity. TIC staff must be trained. mation can be gathered through the use of Training for TIC staff parallels that which registrations, interviews and questionnaires was previously suggested for Personal Services with little risk of obtaining contaminated data personnel. For TIC personnel, however, the from the non-tourist or of alienating visitors training should have greater depth and more who have voluntarily stopped to gather informa- sophistication because their job, face-to-face tion themselves. interaction with the touring population, is of Such information can provide answers to utmost importance. TIC personnel must have questions regarding the ability of the center to exceptionally pleasant personalities. They must adequately attract visitors to stop. It can identi- be able to relate quickly to tourists and have a fy whether the facility is strategically placed to strong desire to be of good service. TIC staff entice tourists to stop without going out of their members must be extremely knowledgeable way. Comparison of TIC registrations with those and articulate about the community's attractions, of surrounding lodges, attractions and restau- events and places of interest. They must take a rants provides a good index of the number of professional view of their job responsibilities. travelers taking advantage of the information To the tourist, TIC staff represents the center facility. Information collected may be community, its attitudes, its image, its whole used to assess the quality, usefulness and usage tourism philosophy. of the TIC. Tourism training is perhaps the most important function of the community's visitor services program. Educating both the work force TIC Staff employees and management is the backbone of the tourism business. Promotional efforts and Tourist Information Center staff, whether the impact of super facilities are minimized if volunteer or paid employees, must be well the visitor does not get good "people response" informed and enthusiastic individuals. They from those with whom he comes in contact at must understand their purpose and have a the tourism site.

Evaluating the Visitor Services Program

Evaluating the visitor services program re- offer his/her own subjective ratings. The requires consideration of two perspectives: sponses are then discussed or averaged to arrive • Monitoring on a continuous basis at a specific rating. • Analysis of specific complaints and prefer- In any monitoring system, the one(s) doing ences (formal and informal) the monitoring is searching for details. With this tj^e of system, one obtains continuous and detailed input that inevitably leads to an improved output. If the system is good and if it has Monitoring the continuous attention to key service program The first perspective is an ongoing activity, a personnel, it will yield a smoothly functioning process, a measuring system. To make the and polished visitor services program. system operate smoothly, it must have rather subjective standards in terms of "good," "bad" or "needs improvement." Here, the person making Analysis the evaluation simply prepares a complete checklist on which she/he rates the various qualities Analyzing and evaluating visitor satisfaction important to having an effective system. The in terms of visitor complaints and preferences is more subjectivity, however, the more disagree- a more objective measurement approach. Such ment there will be about accuracy. analysis allows the tourism organization to A similar method is to establish a rating scale focus on major and specific problem areas, to ranging from "very good" through "very bad" on identify new attractions and promotional oppor- which persons doing the evaluation can each tunities, to recognize trends in community tour-

168 ism and to study tourism's impact on the The steps involved in designing a visitor community. satisfaction survey follow. A complete discus- Generally, evaluation procedures rely on sur- sion of Survey Research is contained in Chapter veys or observations. Whatever procedure is 3. used, the data or information on the situation, • Determine objectives of survey program or service must be as objective as • Determine survey procedure possible. The data must be verifiable, must be usable in the decision process and have some • Design questionnaire degree of predictability as to decision outcome • Test questionnaire and/or results expected. • Design and select sample of persons to be For example, using observational procedures, interviewed a person or team of evaluators may observe • Conduct the interviews tourists enjoying themselves on the ski slopes of • Code and tabulate the questionnaire Aspen. They observe what tourists do when they • Analyze the results are not skiing. They observe how tourists relate to each other. They observe what tourists are • Prepare report of recommendations purchasing. They observe the lift operation to Evaluations should be performed repeatedly see how well it is functioning. They observe to offer continuity of information. Providing access routes, traffic patterns, accidents . . . reliable data over a period of time allows compar- everything literally that may affect tourist isons with previous evaluations and makes the satisfaction. evaluation process a continuous one. The scene is played and repeated daily, and Remember too, that as you are evaluating after numerous observations, the evaluators are visitors services, the visitors themselves are able to arrive at general measurable conclu- doing their own evaluating based on how they sions on skier behavior patterns, adequacy of perceive your community and its attractions. service facilities and additional opportunities They will evaluate your approach to tourism for improvement of skier services. development, the manner in which you manage Formal evaluation of visitor satisfaction may and provide service for visitors, and the satisfac- be completed by classification and analysis of tions they have received during their visit. the types of complaints received. Evaluation Watch them, listen to them, and respond to also may be accomplished by direct questioning what they want and like. They will talk to of the tourist. In such cases, tourists are asked a others about your community, and what they list of questions. The answers to those questions tell others will depend on how well the visitor allow conclusions to be drawn (see Exhibit 5.2). services program operates. Make it a good one!

169 Exhibit 5.2 Sample Visitor Satisfaction Questionnaire (from Jackson Hole, Wyoming)

1. What scenic attractions and recreational opportunities drew you to the Jackson Hole area?.

2. When did you first decide to visit Jackson Hole, and how long was it before you actually made the trip?

3. Which of the following recreational activities did you participate in during your stay in Jackson Hole? ) Skiing ) Hiking Elk refuge tour ) Snowmobiling ) Mt. climbing ) Museum ) River floats ) Canoeing ) Tram, chai ruft ) Aerial tours ) Other water sports ) General sightseeing ) Camping ) Hunting ) Fishing

( ) Other (please explain):.

4. Which of the above-listed activities did you enjoy the most?.

5. What other kinds of recreational activities, if available, would make you stay longer?.

6. Were the recreational opportunities available in the Jackson Hole area sufficiently well publicized?

Yes Comment:

7. Please make any other comments about your stay in Jackson Hole, the quality of the recreational services and facilities offered, and your overall expehence.

170 CHAPTER 6 SOURCES OF ASSISTANCE

For the community seeking to initiate, devel- you consider each various source, contact the op or expand a tourism industry, help is often source representative for specific details and available. Assistance may be found for almost guidelines on how to secure the assistance. The every phase of planning, development and following guidelines for securing assistance are financing tourism development. Technical assis- arranged in sequential order to parallel the tance, resource materials and financial aid are planning and development process outlined in the most sought after sources of assistance by proceeding chapters. community leaders. Many forms of assistance Sources of assistance may change very rapidly, are needed and are available. especially with government agencies dealing This chapter is designed to identify those with financial aid. Technical assistance and sources of assistance and to aid you in your research information should remain more con- effort to involve your community in tourism. stant. Even though assistance may not be The sources are explained in general terms. As available, it does not hurt to check.

Assistance in Assessing Tourism Potential

Chapter 1 deals with communities' efforts to complete inventory of the attractions and servic- assess their potential for tourism development. es available in the Mark Twain region of Initially, this step involves collecting informa- Missouri. This type of data collection can be tion about what the community/area has or can viewed as a community service project for many develop that could attract visitors and what organizations. Area citizens will have special- services are available to accommodate visitors ized knowledge about the community plus a should they be attracted to the area. Many personal interest in its welfare. Involvement of resources are available to assist with this task. local/area citizens will also promote support for Local/area resources are the most appropriate later development. and easiest to secure. The formal leadership After information has been collected, it should structure of the community for tourism develop- be organized and analyzed in order to make ment should organize the types of information decisions about further development. Again, needed and establish a format through which it the formal leadership structure should take the can be systematically and accurately collected. lead in seeing that the information is accurately Once this is done, individuals, clubs, groups analyzed and interpreted. Assistance may be or organizations may be recruited to collect the sought from local/area, state, regional and com- needed information. For instance, the Women's mercial sources. Examples of potential assis- Extension Clubs of North East Missouri did a tance include:

171 • Individuals with knowledge and experience Because many tourism-related features con- related to travel/tourism tribute to civic pride, community aesthetics and • Business owners/managers residents' living quality, the sources of financial • Managers of public services such as parks assistance for them is limited only by the and museums leaderships' ingenuity. Individual citizens, youth groups and special interest groups all may • College professors and secondary school contribute financially. Many local firms take a educators with training and experience in paternalistic attitude toward communities in marketing, economics and commercial re- which they operate, and will generously support creation/tourism and other related pro- those things seen as contributing to living fessions quality. • Regional planning office personnel In addition to the above, traditional methods • State Office of Tourism personnel of financing development of the tourism indus- Commercial firms dealing in marketing, adver- try are available. Those methods include the tising and research may be a valuable asset, but use of general tax revenue for public infractruc- may be available only at a fee. After careful ture, and the financing of private enterprise analysis and interpretation of the information through the individual enterpreneur and the collected, decisions are made to proceed or banking system. terminate consideration of tourism development. If the decision is to proceed, local input should be sought to establish the goals and objectives for tourism development. Assistance in Marketing and Management

Planning Most communities and businesses do some marketing; all must manage their operation. While others may assist with planning in a Thus, marketing and management capabilities technical and advisory capacity, the hard deci- are widely dispersed throughout the local sions must finally be made by those who will be community. Not all of those activities adapt well responsible for the results. This means, again, to the tourism industry. The types of operations that the local leadership must do the planning. most likely to have marketing and management The community organizational structure should skills that transfer well to the community provide the leadership and seek help from tourism industry are hospitality firms, public qualified people of the community. In many facilities such as parks that are patronized by respects they are the same kinds of local people travelers, and the Chamber of Commerce (which and groups able to assist with the process of is often the community's public relations arm). assessing tourism potential. Managers and personnel from these operations Many local governments perform a variety of can usually provide assistance. regulatory functions. Their general purpose is to achieve wise use of resources, orderly development, and public health and safety. Potentially, Local Public Media these agencies can contribute substantially to the planning process. See Exhibit 6.1 for ideas Newspapers, radio and TV are in the advertis- on specific sources of assistance. ing business. Their assistance should be sought. Many modest-sized communities have professional advertising agencies that also can be Financial Assistance helpful. If the community includes or is near a large Because of its multifaceted nature, tourism attraction feature such as a state or national industry development will almost certainly be park, a historical site, or water body that financed in a wide variety of ways. In some contributes significantly to the attraction im- states, local governments may now issue indus- age of the area, it may be possible to work trial revenue bonds to help finance private closely with the manager or superintendant in a tourism investment in service facilities. As marketing program. In any event, there is need noted in Chapter 2, some communities have for a good working relationship because a consid- levied a special tourism tax as on lodging, meals erable part of the traveler's image of the commu- or beverages, the proceeds of which are then nity may depend upon the experience they have used for development and promotion. while visiting the major feature.

172 State and Regional Assistance local interest—^they own land there or have an operating branch in the community. These may State and regional entities are most likely to be contacted, at least initially, through local provide assistance in the form of consultative managers. Many can provide considerable advice, as managers of resources that have assistance, but its nature is dependent upon the significance beyond the local community, and/or kind of operation and community interest that as the source of specific kinds of financial they have. assistance. Their role is not that of leader, Foundations operating at the state and na- manager or planner, although they may provide tional level will sometimes develop interest in a assistance to local citizens and agencies that are local proposal. Such foundations tend to show performing those roles. special interest in proposals which have cultur- Most states maintain a tourism agency. Many al or natural resource preservation features. of those tourism agencies are able to provide Regional development agencies exist in some assistance of some kind. Most state tourism geographic areas. Where this is the case, consid- agencies have specialized expertise in market- erable assistance may be available. A major ing and should be consulted for assistance and example is the Tennessee Valley Authority, but advice in this area. They also maintain a data others are created from time to time to fit base of information relating to the tourism specific purposes and specific geographic needs. industry of the state. A number of other state governmental agencies may be able to help depending on the nature of the tourism development need. Specialized Assistance—Paid Cooperative advertising is often available Consultants through the state tourism agency. In some cases, state development agencies or commis- A substantial proportion of the consultative sions have lending funds or grants for specific advice that is available through the agencies purposes. In cases where resource management discussed previously in this chapter is free^— and development is a part of the tourism develop- charges may be involved in some cases. Under ment plan, state resource managing agencies some circumstances, it may be advisable to pay will sometimes do the actual developmental commercial consultants for their advice and work. Infrastructure such as transportation work. Consultants may be useful in most phases features—roads, water and sewer systems, of tourism development. Consultants should be airports—may also qualify for state and federal hired because of their experience and expertise, agencies' funds. hence ability to produce a superior evaluation, Larger colleges, especially the state land research finding or marketing program. Rarely grant college, may be specifically organized to does a consultant reduce substantially the real assist with assessment, leadership training, work load of the leadership if they are managed planning, marketing and management. A num- properly. This is because the community tour- ber have extension staff with specific tourism ism leadership must know exactly what is responsibilities. Where this is the case, these wanted and have considerable knowledge about specialized staff may usually be contacted it, if value is to be received from the consultant's through the local County Extension Office. In work. Instructing the consultant to "do some other cases, it may be necessary to investigate tourism research" or "make a tourism plan for some of the specific academic departments that us" will result in paper that merely wastes are listed in Exhibit 6.2. Since universities are funds and gathers dust. There must be active particularly skilled at research and the organi- community involvement for the consultant to be zation of data, it may be helpful to seek advice of real value. It is suggested that the credentials, from them in doing impact studies, assessments a record of produced results, and operating style of the potential and market research. be thoroughly investigated before a consultant Large private firms that are likely to provide is hired. Any consultant not agreeing to operate assistance to a local community in tourism and communicate closely with a community development are almost always those with a will rarely be of any help.

173 Exhibit 6.1 Checklist of Local and County Sources of Assistance in Tourism Industry Development

Types of Assistance

Name or Type of Assistance Source Art and Cultural Groups Boards of Festivals and Events and Celebrations Crafts Music Clubs and Associations Performing Arts Groups

Businesses and Associations of Businessmen Advertising Agencies Auto Services Campground Commercial Recreation and Amusement Parks Hotel/Motel Realtors Resorts Restaurant Retail Merchant Groups Transportation Firms—Bus, Air, Auto Rental Travel Agencies

Chamber of Commerce Staff Convention and Tourism Agency Staff Extension Service (State and other Universities and Colleges) Federal Agencies—local offices (See Appendix C "Sources of Federal Assistance") Historical Societies, Ethnic Interest Groups

Local Regulatory, Planning & Zoning Authorities Major Firms (with local headquarters or branch operations)

Major Media

Merchant, Business, and Downtown Development Councils

Municipal and County Government Councils and Commissioners

174 Exhibit 6.1 (Continued) Checklist of Local and County Sources of Assistance in Tourism Industry Development

Types of Assistance

^ ^ o^P

.of p .iO" tí ¿V ^^ ¿: 5*.^ 3n^ -V -:ï Name and Type of Assistance Source ^^/^^/^ Natural Resource Interest Groups Audubon Forestry Hikers, Bikers, Campers Sierra Club Officers of Chamber of Commerce Park and Recreation—Local Agency (staff and council members)

Service Clubs and Civic Organizations

State Agency—Local Offices (especially natural resource managing agencies)

Youth Groups 4-H Scouts X—May be a source of the Assistance Type XX—Should be a major source of the Assistance Type

175 Exhibit 6.2 Checklist of State and Regional Sources of Assistance in Tourism Industry Development

Types of Assistance

■ß

S -^

Name of State Assistance Source Governmental and Tax-Supported Agencies Colleges and Universities See especially personnel in Units and Departments having the following names (Names may vary considerably) Agricultural Economics Agricultural Engineering Archaeology Bureau of Business Research Business Management Community Development Economics Engineering Fine Arts Foods Forestry Geography Geology History Home Economics Hotel Management Institutes and Centers concerned with Tourism Institutional Management Marketing Parks Performing Arts, Drama Recreation Tourism/Travel Department of Transportation Airports/Aviation Highways Historical Society/Historic Preservation Regulatory Agencies and Departments (regulating safety/health, licensing permits) Health Public Safety State Arts Council State Department of Conservation and/or Natural Resources Environmental Quality/Pollution Control Parks, Historic Preservation Rivers, Lakes, Forests, Wildlife State Department of Economic Development Tourism Office (May be a Department, Division, or part of another Unit) (see list of State Tourism Offices in Appendix D)

176 Exhibit 6.2 (Continued) Checklist of State and Regional Sources of Assistance in Tourism Industry Development

Types of Assistance

Name of State Assistance Source Non-Governmental and Private Sources

Large Business Firms—Specialized Personnel Consultants Design Engineering Marketing Foundations Operating in State Other Business Groups & Associations Builders Development Realtors Private Commercial Design Marketing Printing Regional Tourism Offices State Hospitality Firm Associations Campgrounds Hotels/Motels Other Specialized Resorts Restaurants

X—May be a source of the Assistance Type XX—Should be a major source of the Assistance Type

177 Federal Assistance Programs

The federal government offers numerous do- Categories of Assistance Programs mestic assistance programs, some of which are The programs in the Catalog are grouped related to tourism planning and/or develop- into 20 basic functional categories and 176 ment. The United States Ttavel and Tourism subcategories which identify specific areas of Administration was established to encourage interest. Listed below are the 20 basic catego- foreign travelers to visit the United States, ries in which all programs have been grouped thus increasing the amount of worldwide tour- by primary purpose: ism receipts received by the United States. See agriculture the section below on the USTTA for more business and commerce details about this office. community development Other federal agencies offer assistance that consumer protection may be related to tourism development. The cultural affairs 1990 edition of the Catalog of Federal Domestic disaster prevention and relief Assistance lists nearly 1,200 assistance pro- education grams (in many and varied program areas) employment, labor, and training that are administered by 52 federal agencies. energy Assistance may be in the form of grants; loans; environmental quality insurance; sale, exchange or donation of prop- food and nutrition erty and goods; use of property, facilities, and health equipment; advisory or counseling services; housing dissemination of technical information; train- income security and social services ing; federal employment and others. The Cata- information and statistics log is published annually in June, reflecting law, justice, and legal services completed congressional action on program natural resources legislation. An update, usually published in regional development science and technology December, reflects completed congressional ac- transportation tion on the President's budget proposals and The Catalog contains information on the feder- substantive legislation as of the date of com- al agency administering the program; authori- pilation. zation upon which a program is based; objec- Each federal program has very specific eligi- tives and goals of a program; types of financial bility requirements, application procedures, and nonfinancial assistance offered under a and types of assistance. Space limitations do program; eligibility requirements; application not permit us to include all the information and award process; amount of obligations for needed in order to apply. However, each state the past, current, and future fiscal years; regu- capital has an office which acts as a clearing- lations, guidelines and literature relevant to a house for information on these programs and it program; information contacts at the head- is recommended that interested individuals quarters, regional and local offices; programs and groups contact their state office. You can that are related based upon program objectives find out what programs are applicable, applica- and uses; examples of funded projects; criteria tion requirements, eligibility requirements for selecting proposals; and individual agency and all procedures necessary to apply. The policies and federal management policy direc- addresses of the state contact for federal assis- tives pertaining to a program. tance programs are listed on pages 181-183. The agencies most likely to have assistance programs that relate to tourism development Who May Apply? include: Practically anyone may apply, although each Department of Agriculture program is designed for a particular audience. Agricultural Stabilization and Conservation The Catalog of Federal Domestic Assistance Service lists programs available to: state and local Farmers Home Administration governments (including the District of Colum- Forest Service bia and federally recognized Indian tribal gov- Soil Conservation Service ernments); territories and possessions of the Department of Commerce United States; domestic, public, quasi-public, Economic Development Administration and private profit and nonprofit organizations Minority Business Development Agency and institutions; specialized groups; and indi- United States Travel and Tourism viduals. Administration 178 Department of Defense federal assistance programs at the address list- Department of the Army, Office of the Chief ed below or use the Federal Assistance Pro- of Engineers grams Retrieval System (FAPRS) — or do both. Secretaries of Mihtary Departments Department of the Interior Federal Assistance Programs Retrieval Bureau of Indian Affairs System (FAPRS) Bureau of Land Management FAPRS is a computerized question-answer Bureau of Mines system designed to provide easy and quick Bureau of Reclamation access to federal domestic assistance program U.S. Fish and Wildlife Service information. Most state contact offices provide National Park Service access to FAPRS. This system provides infor- Appalachian Regional Commission mation on federal programs which meet the Small Business Administration developmental needs of the applicant and for Tennessee Valley Authority which the applicant meets basic eligibility cri- Environmental Protection Agency teria. For information on how to access FAPRS, By now it may appear to the reader that call (202)708-5126 or write the Federal Domes- applying for federal assistance of any kind is a tic Assistance Catalog Staff, General Services complicated, cumbersome process. This is true, Administration, 300 Seventh Street, SW, Wash- but there are ways of streamlining the process. ington, DC 20407. Contact the office in your state responsible for

United States 'Bravel and Tourism Administration

Throughout the world many countries main- vertising opportunities in the internation- tain tourism information offices in other coun- al marketplace. The USA umbrella adver- tries to entice tourists to travel in their coun- tising, aimed at tourism audiences world- try. Attracting foreign tourism is very impor- wide, provides an outlet for the small busi- tant to a country's economy, affecting the inter- ness or community advertiser. national balance of payments and other • Provide technical guidance to U.S. public economic factors. Competition among foreign and private tourism organizations to assist tourism markets is very keen. For example in in positioning their products in the inter- our country over 125 foreign governments have national marketplace. offices that try to get Americans to visit the • Distribute materials published by the U.S. sites in their countries. The USTTA, in turn, public and private sectors to potential trav- has offices throughout the world that promote elers to the U.S. through USTTA's consum- tourism to the United States. er information centers. The major role of USTTA in foreign markets • Conduct workshops and training programs is to motivate tour wholesalers and retail travel for tourism industry staff on marketing to agents to sell the United States as a destina- international audiences. tion over other markets. USTTA provides infor- • Organize and provide technical assistance mation, counseling and training to various for travel shows which take place in mar- segments of the tourism industry in the inter- kets outside U.S. boundaries. national marketplace. The agency also pro- • Provide technical assistance in the plan- vides media advertising opportunities and pub- ning and organization of U.S. product fa- lic information support programs to stimulate miliarization trips for travel trade repre- public demand for United States travel experi- sentatives and journalists. ences and services. • Provide professional counsel in response to USTTA provides the following support activ- trade inquiries and give technical assis- ities to individuals, businesses and agencies tance in tour development. involved in the tourism trade: • Provide the travel trade with basic refer- • Provide public and private sector tourist ence materials, guides and library ser- interests with current research and mar- vices. keting information. • Provide technical assistance to the indus- • Provide technical guidelines on interna- try in the management of travel missions tional tourism marketing opportunities. from the United States to other countries. • Organize and provide for cooperative ad-

179 The reader may contact the USTTA at the address below:

United States Travel and Tourism Administration Department of Commerce H1862 Washington, DC 20230 202/377-4752

The United States Travel and Tourism Admin- istration maintains offices in: Canada, Mexico, United Kingdom, France, Germany, Japan, Australia, The Netherlands, Italy and Miami.

The Miami office serves as the contact office for South America. Canada has two satellite offices, one in Montreal and one in Vancouver.

Copies of Tourism USA: Guidelines for Tourism Development are available for $5.00. Send orders prepaid to:

USTTA Attention: Tourism USA Department of Commerce H1862 Washington, DC 20230

Checks or Vouchers should be made Payable to: TOURISM USA

180 State Contacts for Federal Agencies

The following are addresses of the points of contact for federal programs within each state. The state office given is responsible for coordination of all federal programs within the state. In addition to this contact point and agency itself, individuals may wish to confer with their legislative representative concerning federal programs that may be helpful to them.

ALABAMA GEORGIA Alabama State Clearinghouse Administrator Alabama Department of Economic and Community Affairs Georgia State Clearinghouse 3465 Norman Bridge Road 270 Washington Street, S.W. P.O. Box 2939 Atlanta, GA 30334 Montgomery, AL 36105-0939 (404)656-3855 (205)284-8905 HAWAII ARIZONA Director Arizona State Clearinghouse Department of Planning and Economic Development 1700 West Washington Avenue Office of the Governor Fourth Floor Honolulu, HI 96813 Phoenix, AZ 85007 (808)548-3085 or 3016 (602)255-5004 ILLINOIS ARKANSAS Office of the Governor State Clearinghouse State of Illinois Office of Intergovernmental Services Springfield, IL 62706 Department of Finance and Administration (217)782-8639 PO. Box 3278 Little Rock, AK 72203 INDIANA (501)371-1074 State Budget Agency 212 State House CALIFORNIA Indianapolis, IN 46204 Office of Planning and Research (317)232-5610 1400 Tenth Street Sacramento, CA 95814 IOWA (916)323-7480 Division of Community Progress Iowa Department of Economic Development COLORADO 200 East Grand Avenue State Clearinghouse Des Moines, lA 50309 Division of Local Government (515)281-3725 1313 Sherman Street Room 520 KANSAS Denver, CO 80203 Kansas Department of Administration (303)866-2156 Division of the Budget Room 152-E, State Capitol Building CONNECTICUT Tbpeka, KS 66612 Under Secretary (916)296-2436 Attn: Intergovernmental Review Coordinator Comprehensive Planning Division KENTUCKY Office of Policy and Management Kentucky State Clearinghouse 80 Washington Street 2nd Floor, Capitol Plaza Tower Hartford, CT 06106-4459 Frankfort, KY 40601 (203)566-3410 (502)564-2382

DELAWARE LOUISIANA Executive Department Department of Urban and Community Affairs Thomas Collins Building Office of State Clearinghouse Dover. DE 19903 PO. Box 94455, Capitol Station (302)736-3326 Baton Rouge, LA 70804 (504)342-9790 FLORIDA Executive Office of the Governor MAINE Office of Planning and Budgeting State Planning Office The Capitol State House Station No.38 Tallahassee, FL 32399-0001 Augusta, ME 04333 (904)488-8114 (207)289-3161

181 MARYLAND NEW JERSEY State Clearinghouse Division of Local Grovernment Services Department of State Planning Department of Community Affairs 301 West Preston Street CN803 Baltimore, MD 21201-2365 Trenton, NJ 08625-0803 (301)225-4490 (609)292-6613

MASSACHUSETTS NEW MEXICO Executive Office of Communities and Development Management and Program Analysis Division 100 Cambridge Street Department of Finance and Administration Room 904 Room 424 State Capitol Building Boston, MA 02202 Santa Fe, NM 87503 (617)727-3253 (505)827-3885

MICHIGAN NEW YORK Federal Projects Review System New York State Clearinghouse 6500 Mercantile Way Division of the Budget Suite 2 State Capitol Lansing, MI 48911 Albany, NY 12224 (517)334-6190 (518)474-1605

MINNESOTA NORTH CAROLINA Intergovernmental Review State Clearinghouse Minnesota State Planning Agency Department of Administration Capitol Square Building 116 West Jones Street Room 101 Raleigh, NC 27611 St. Paul, MN 55101 (919)733-0499 (612)296-3698 NORTH DAKOTA MISSISSIPPI Office of Intergovernmental Affairs Office of Federal State Programs Office of Management and Budget Department of Planning and Policy 14th Floor, State Capitol 2000 Walter Sillers Building Bismarck, ND 58505 500 High Street (701)224-2094 Jackson, MS 39202 (601)359-3150 OHIO State Clearinghouse MISSOURI Office of Budget and Management Missouri Federal Assistance Clearinghouse 30 East Broad Street 34th Floor Division of Budget and Planning Columbus, OH 43266-0411 PO. Box 809 (614)466-0698 Jefferson City, MO 65102 (314)751-4834 or 751-2345 OKLAHOMA Office of Federal Assistance Management MONTANA 6601 Broadway Extension Intergovernmental Review Clearinghouse Oklahoma City, OK 73116 c/o Office of the Lieutenant Governor (405)843-9770 Room 210 State Capitol Helena, MT 59620 OREGON (406)444-5522 State Clearinghouse Executive Building NEBRASKA 155 Cottage Street, N.E. Policy Research Office Salem, OR 97310 PO. Box 94601 (503)373-1998 Room 1321, State Capitol Lincoln, NE 68509 PENNSYLVANIA (402)471-2414 Pennsylvania Intergovernmental Council RO. Box 11880 NEVADA Harrisburg, PA 17108 Office of Community Services (717)783-3700 Capitol Complex Carson City, NV 89710 RHODE ISLAND (702)885-4420 Rhode Island Statewide Planning Program 265 Melrose Street NEW HAMPSHIRE Providence, RI 02907 New Hampshire Office of State Planning (401)277-2656 Intergovernmental Review Process 2 1/2 Beacon Street Concord, NH 03301 (603)271-2155

182 SOUTH CAROLINA WYOMING Grant Services Wyoming State Clearinghouse Office of the Governor State Planning Coordinator's Office 1205 Pendieton Street, Room 477 Capitol Building Columbia, SC 29201 Cheyenne, WY 82002 (803)734-0435 (307)777-7574

SOUTH DAKOTA VIRGIN ISLANDS State Clearinghouse Office of Management and Budget Office of the Governor #32,33 Kongens Gade 500 E, Capitol Charlotte Amalie, VI 00802 Pierre, SD 57501 (809)774-0750 (605)773-3212 DISTRICT OF COLUMBIA TENNESSEE Office of Intergovernmental Relations Tbnnessee State Planning Office Room 416, District Building 500 Charlotte Avenue 1350 Pennsylvania Avenue NW 309 John Sevier Building Washington, DC 20004 Nashville, TN 37219 (202)727-9111 (615)741-1676 GUAM TEXAS State Clearinghouse Office of Budget and Planning Office of the Governor Office of the Governor PO Box 2950 HO. Box 12428 Agana, Guam 96910 Austin, TX 78711 (671)472-2285 (512)463-1778 PUERTO RICO UTAH Puerto Rico Planning Board Office of Planning and Budget Minillas Government Center 116 State Capitol Building PO. Box 41119 Salt Lake City, UT 84114 San Juan, PR 00940-9985 (801)533-5245 (809)727-4444

VERMONT NORTHERN MARIANA ISLANDS Office of Policy Research and Coordination Planning and Budget Office Pavilion Office Building Office of the Governor 109 State Street Saipan, CM 96950 Montpelier, VT 05602 (802)828-3326

VIRGINIA Intergovernmental Review Officer Department of Housing and Community Development 205 N. 4th Street Richmond, VA 23219 (804)786-4474

WASHINGTON Washington Department of Community Development Ninth and Columbia Building Olympia, WA 98504-4151 (206)753-4978

WEST VIRGINIA Community Development Division Governor's Office of Economic and Community Development Building No. 6, Room 553 Charleston, WV 25305 (304)348-4010

WISCONSIN Wisconsin Department of Administration 101 South Webster Street, GEF 2 RO Box 7864 Madison, WI 53707-7864 (806)266-1741

183 State Agencies Responsible for Tourism Development

Each state has a supported agency whose activities are directed toward the promotion and development of tourism. Local communities can obtain various kinds of help in developing a tourism program from them. Many offices will: • Promote state and local tourism through various advertising media • Give advice concerning overall planning • Sponsor or assist in training programs for the employees of tourism industries • Hold regional, and sometimes local conferences to discuss mutual problems with local people • Act as a consultant to local communities concerning problems arising in ongoing tourism programs No attempt is made to indicate which states offer each of these services, since programs change frequently. Contact your state agency to determine the exact services available to your community. Do not limit your inquiries to the services listed above - many agencies will provide fairly extensive help at the local level. The following lists the agency responsible for travel development in each state.

ALABAMA DELAWARE Alabama Bureau of Tourism and Travel Delaware Tourism Office 532 S. Perry St. 99 Kings Highway Montgomery, AL 36104-4614 PO. Box 1401 (205)261-4169 Dover, DE 19903 (302)736-4254 ALASKA Alaska Division of Tourism DISTRICT OP COLUMBIA Pouch E Washington Convention and Visitors Association Juneau, AK 99811 1212 New York Avenue, NW (907)465-2010 Washington, D.C. 20005 (202)789-7000 ARIZONA Arizona Office of Tourism FLORIDA 1100 West Washington Florida Division of Tourism Phoenix, AZ 85007 Collins Building (602)542-3618 Ikllahassee, FL 32301 (904)488-5607 ARKANSAS Arkansas Department of Parks and Tourism GEORGIA One Capitol Mall Georgia Department of industry and Trade Little Rock, AR 72201 Tourist Division (501)371-1087 230 Peachtree St., N.W Suite 605 Atlanta, GA 30303 CALIFORNIA (404)656-3590 Office of Tourism 1121 L Street Suite 103 HAWAII Sacramento, CA 95814 Hawaii Tourism Office (916)322-1396 Grosvenor Center 737 Bishop St. COLORADO Mauka Tower #1900 Colorado Tourism Board Honolulu, HI 96813 1625 Broadway (808)548-7700 Denver, CO 80202 (303)592-5410 IDAHO Division of Travel Promotion CONNECTICUT Department of Commerce Connecticut Department of Economic Development Statehouse, Room 108 Tourism Division Boise, ID 83720 865 Brook Street (208)334-2470 Rocky Hill, CT 06067 (203)258-4286

184 ILLINOIS MINNESOTA Illinois Office of Tourism Department of Trade and Economic Development State of Illinois Center Office of Tourism 100 W. Randolph St. 375 Jackson - 250 Skyway #3-400 240 Bremer Bldg. Chicago, IL 60601 St. Paul, MN 55101 (312)814-4732 (612)296-2755

INDIANA MISSISSIPPI Indiana Tourism Development Division Department of Economic Development Indiana Commerce Center Tourism Division One North Capitol, #700 P.O. Box 849 Indianapolis, IN 46204-2243 Jackson, MS 39205 (317)232-8860 (601)359-3297

IOWA MISSOURI Bureau of Tourism and Visitors Missouri Division of Tourism 200 E. Grand Truman Building Des Moines, lA 50309 RO Box 1055 (515)281-3100 Jefferson City, MO 65102 (314)751-4133 KANSAS Kansas Department of Travel and Tourism MONTANA 400 West Eighth St. Suite 500 Montana Promotion Division Topeka, KS 66603 Department of Commerce (913)296-2009 Helena, MT 59620-0411 (406)444-2654 KENTUCKY Department of Travel Development NEBRASKA Capitol Plaza Tower Division of Travel and Tourism 22nd Floor Department of Economic Development Frankfort, KY 40601 301 Centennial Mall South (502)564-4930 RO. Box 94666 Lincoln, NE 68509 LOUISIANA (402)471-3800 Louisiana Office of Tourism FO. Box 94291, Capitol Station NEVADA Baton Rouge, LA 70804-9291 Commission on Tourism (504)925-3850 Capital Complex Carson City, NV 89710 MAINE (702)687-4322 Office of Tourism 189 State Street, Station 59 NEW HAMPSHIRE Augusta, ME 04333 New Hampshire Office of Vacation Travel (207)289-5710 105 Loudon Road RO. Box 856 MARYLAND Concord, NH 03301 Maryland Office of Tourism Development (603)271-2665 45 Calvert St. Annapolis, MD 21401 NEW JERSEY (301)974-2686 Division of Travel and Tourism Twenty West State St. MASSACHUSETTS CN826 Office of Travel and Tourism Trenton, NJ 08625 100 Cambridge St. (609)292-2470 Boston, MA 02202 (617)727-3201 NEW MEXICO Economic Development and Tourism Department MICHIGAN 1100 St. Francis Dr. Travel Bureau Santa Fe, NM 87503 Michigan Department of Commerce (505)827-0295 P.O. Box 30226 Lansing, MI 48909 NEW YORK (517)373-0670 Division of Tourism Department of Economic Development One Commerce Plaza Albany, NY 12245 (518)473-0715

185 NORTH CAROLINA TEXAS HWY. Division of Travel and Tourism Department of Highways and Public Transportation Department of Commerce Travel and Information Division 430 N. Salisbury St. 11th and Brazos Streets Raleigh, NC 27611 Austin, TX 78701 (919)733-4171 (512)463-8583

NORTH DAKOTA TEXAS TOURISM North Dakota Tourism Promotion Tourism Division Liberty Memorial Bldg. Texas Department of Commerce 600 East Boulevard Box 12008 Capitol Station Bismarck, ND 58505 Austin, TX 78711 (701)224-2525 (512)462-9191

OHIO UTAH Division of Travel and Tourism Division of Travel Development Ohio Department of Development Council Hall/Capital Hill RO. Box 1001 Salt Lake City, UT 84114 Columbus, OH 43266-0101 (801)538-1030 (614)466-8844 VERMONT OKLAHOMA Agency of Development and Community Affairs Oklahoma Tourism and Recreation Department Vermont Travel Division Division of Marketing Services 134 State Street 505 Will Rogers Bldg. Montpelier, VT 05602 Oklahoma City, OK 73105 (802)828-3236 (405)521-2406 VIRGINIA OREGON Virginia Division of Tourism Tourism Division 1021 E. Cary Street Economic Development Department Richmond, VA 23219 595 Cottage St., N.E, (804)786-2051 Salem, OR 97310 (503)373-1270 WASHINGTON Trade and Economic Development PENNSYLVANIA Tourism Development Division Travel Marketing Bureau 101 General Administration AX-13 Department of Commerce Olympia, WA 98504-0613 Forum Bldg. (206)753-5600 Harrisburg, PA 17120 (717)787-5453 WEST VIRGINIA Department of Commerce RHODE ISLAND Marketing/Tourism Division Department of Economic Development 2101 Washington Street, East 7 Jackson Walkway Charleston, WV 25305 Providence, RI 02903 (304)348-2286 (401)277-2601 WISCONSIN SOUTH CAROLINA Division of Tourism Development Department of Parks Recreation and Tourism 123 W. Washington Ave. Division of Tourism Madison, WI 53702 1205 Pendleton St., #113 (608)266-2147 Columbia, SC 29201 (803)734-0135 WYOMING Wyoming Travel Commission SOUTH DAKOTA Frank Norris Jr. Travel Center South Dakota Department of Tourism Cheyenne, WY 82002 Capitol Lake Plaza (307)777-7777 711 Wells Avenue Pierre, SD 57501 AMERICAN SAMOA (605)773-3301 Office of Tourism RO. Box 1147 TENNESSEE Pago Pago, AS 96799 Tennessee Department of TDurist Development (684)699-9280 or 9256 320 Sixth Avenue N. Fifth Floor Nashville, TN 37219 (615)741-2159

186 GUAM Guam Visitors Bureau P.O. Box 3520 1220 Pale San Vitores Rd. Tamuning, GU 96910 (671)646-5278/9

MARIANA ISLANDS Mariana Visitors Bureau RO. Box 861 Saipan, CM 96950 (673)253-7327

PUERTO RICO Tourism Co. PO. Box 4435 Old Sanjuan Station San Juan, PR 00905 (809)721-2400

VIRGIN ISLANDS Division of Tourism PO. Box 6400 Charlotte Amalie St. Thomas, VI 00801 (809)774-8784

187 Selected Reading List

Annals of Tourism Research. Elmsford, NY: Pergamon Press, quarterly. A Directory of Funding Sources. Annual Register of Grant Support. Wilmette, IL: National Register Publishing Company, 1985. ASTA Travel News. New York: Communications International, monthly. Bibliography of Tourism and Travel: Research studies, reports and articles, Goeldner, Charles R. and Karen Dicke. Boulder, CO: University of Colorado, 1980. The Big Picture, Annual Report. Somerset R. Waters. ASTA Travel News, 488 Madison Avenue, New York, NY 10022. Business Publications Rates and Data, Skokie, IL: Standard Rate and Data Service monthly. Catalog of Books. Superintendent of Documents. Washington: Government Printing Office, issued annually. Canadian Travel News, Don Mills, Ontario: Southam Communications, biweekly. Canadian Travel Survey: 1982, Ottawa: Statistics Canada, Travel, Tourism and Recreation Section, 1984. The Commercial Airline Industry, Nawal K, Taneja. Lexington Books, 1976, Lexington, MS. The Cornell Hotel and Restaurant Administration Quarterly. Ithaca, NY: School of Hotel Administration, Cornell University. Cultural Conservication: The Protection of Cultural Heritage in the U.S. Washington: Library of Congress, 1983. Current Population Reports. U.S. Bureau of the Census. Washington: Government Printing Office. Directory of Federal Domestic Assistance. Superintendent of Documents. Washington: Government Printing Office, issued annually. Federal Register, Washington: Government Printing Office, weekly. The Foundation Directory. Renz, Loren (ed.). New York: The Foundation Center, 1983. Getting Yours: The Complete Guide to Government Money, Lesko, Matthew. New York: Penguin Books, 1984. Handbook of Travel and Tourism Research. Ritchie, J.R. Brent and C.R. Goeldner (co-eds.). NY: John Wiley and Sons, in press. Hotel and Motel Management. Cleveland: Harcourt Brace Jovanovich, monthly. Hotels & Restaurants International ("formerly Service Work International). Boston: Cahners, 10 times a year. The 'How-To'' Grants Manual: Successful grantseeking techniques for obtaining public and private grants. David G. Bauer Associates, Inc. New York: Macmillan, 1984. ICTA Journal. Wellesley, Mass.: Institute of Certified Travel Agents, twice a year. Index to U.S. Government Publications, Infodata. Chicago: Infodata International, Inc., quarterly. In-flight Survey of International Air Travelers. The U.S. Travel and Tourism Administration. Washington, DC: U.S. Department of Commerce, quarterly. The International Foundation Directory. Hodson, H.V. Detroit: Gale Research Company, 1983. International Journal of Hospitality Management Oxford: Pergamon Press, quarterly. International Tourism Policy. Edgell, David L., Sr. Van Nostrand Reinhold, 115 Fifth Avenue, New York, NY, 1990. International Tourism Quarterly. London: The Economist Intelligence Unit, Spencer House, 27 St. James's Place, London, SWIA INT, quarterly. International Travel and Tourism. Lundberg, Donald. New York, NY: Wiley, 1985. Journal of Leisure Research. Alexandria, Va.: National Recreation and Park Association, quarterly. Journal of Travel Research. Boulder: Business Research Division, College of Business, University of Colorado, quarterly. Leisure Sciences. New York: Crane, Russak, quarterly. Leisure Studies, London: E & F. N. Spon., three issues a year. Meetings and Conventions, New York: Ziff-Davis, monthly. Monthly Catalog of U.S. Government Publications. Government Printing Office. Washington: Govern- ment Printing Office, monthly. National Tourism Policy Study - Ascertainment Phase - Report on the Ascertained Needs of the State and Local Government and Private Sectors of the Tourism and Travel Industry. Washington, D.C.: Committee on Commerce, Science and Transportation, U.S. Senate, June 1977.

188 Opportunities in Travel Careers. Robert Scott Milne. VGM Career Horizons, Skokie, II, 1981. People Power: What Communities are Doing to Counter Inflation. U.S. Office of Consumer Affairs. Pueblo, Co.: Consumer Information Center Recreation and Outdoor Life Directory (2nd edj. Wasserman, Steven R. Detroit: Gale Research Company, 1983. Resort Management. San Diego: Western Specialty Publications, monthly. Revue de Tourisme - the Tourist Review - Zeitschriß fur Fremdenverkehr St. Gallen, Switzerland: AIEST, Varnbuelstrasse 19, CH-9000 St. Gallen, quarterly. Serving the Rural Adult: Private Funding Resources for Rural Adult Postsecondary Education. Manhat- tan, Ks.: Kansas State University, 1985. Successful Meetings. New York: Bill Communications, monthly. Summary of Passport Statistics. Washington, D.C.: Bureau of Consular Affairs, U.S. Department of State, annual. Tourism Management. Guildford, J.K.: Butterworth Scientific, quarterly. Tourism: Principles, Practices, Philosophies. Goeldner, Charles R. and Robert W. Mclntosh. J. Wiley, 1984. Tourism's Top Twenty. Boulder; Business Research Division, University of Colorado, 1984. Tourism and Vacation Travel: State and Local Government Planning, 1964-1983. U.S. Department of Commerce. Springfield, Va.: National Technical Information Service, 1983. The Tourist Business. Lundber, Donald E. Boston: Cahners, 1980. The Travel Agent. New York: American Traveler Division, Capital Cities Media, twice weekly. Travel Between Canada and Other Countries. Ottawa: Statistics Canada, annually. The Travel Industry. Gee, Chuck Y, Dixter, J.L. Choy, and James C. Makens. Westport, Conn.: AVI, 1984. Travel Market Yearbook 1985. New York: Ziff-Davis, 1984. Travel Printout. Washington, D.C.: U.S. Travel Data Center, monthly. Travel, Tourism and Outdoor Recreation, A Statistical Digest, 1980 and 1981. Ottawa: Statistics Canada, 1983. Travel Trade. New York: Travel Trade Publications, weekly. Travel Weekly. New York: Ziff-Davis, twice weekly. Ulrich's International Periodicals Directory. New York: R. R. Bowker, annual. U.S. International Air Travel Statistics. Cambridge, Mass.: Transportation Systems Center, U.S. Department of Transportation, monthly. World Travel. Madrid: World Tourism Organization, published every second month.

189 Appendix A Proposed TPA Organizational Structure HUNTINGDON COUNTY TOURIST PROMOTION AGENCY, INC. Being that the program will take a multi-facit [sic] approach, the need for a committee structure is necessary to implement the proposed program. The Board of Directors will be divided into three major sections which will be further divided into various committees. The three major sections will be: a) support service, b) program, c) promotion. SUPPORT SERVICE Legislative Action Committee will be responsible to the membership to be aware of all legislation, local, state and federal, that would in essence hinder tourism in the County and to promote legislation that would aid tourism. Research and Development Committee will be responsible for the collection of data from surveys to indicate where the TPA is and to develop recommendations of future endeavors. Additionally, it is responsible for the overall statistics on the external operation of the TPA. Ways and Means Committee will be responsible for setting up the budget of the TPA and work directly with the Treasurer on the Income and Expenditures of the Internal and External Operation of the TPA. Regional Participation Committee will be responsible to represent the HCTPA on the Southern Alleghenies Planning and Development Commission. As such, it will be responsible to gather input from all committees and be responsible for a report to the region. This committee will also be responsible to gain the necessary support from regional participation as needed. Program Section Membership Committee will develop the campaign to attract both individual and business memberships to participate in the TPA. The Membership Committee will work with the Ways and Means Committee in securing sufficient funds to operate an efficient TPA program. Program Initiation Committee will be responsible for the implementation of any program undertaken by the TPA of either short or long term duration. This Committee will work directly with the Advertising and Research and Development committees to insure positive TPA programing in the County. Visitor Service Committee will be responsible for large groups visiting the areas and with the erection of the tourist information booths and complete operation of these units. Promotion Section Publications Committee will be responsible for the executing and printing of all publications for the TPA. It will authenticate any information printed and be responsible for its continual updating and distribution. Speaker's Bureau Committee will be responsible for presenting programs on Huntingdon County Tourism to individuals or groups requesting such service. Slide presentations and other related methods of presentations will be prepared and utilized by the Committee. Advertising Committee will be responsible for the review of any paid TPA advertisments placed in publication. Logos, themes, and promotional gimics [sic] will be developed by this Committee and coordinated with the Program Initiation Committee. Publicity Committee will be responsible for the preparation and desimanation [sic] of all news releases to all forms of media. All section chairman, [sic] e.g., Support Services, Program, Promotion, will be responsible for each of the committees under their individual section and be responsible for the coordination of committees from various sections.

SECTION II PROPOSED PROGRAM The entire county of Huntingdon will serve as the impact area with the completion of the Raystown Lake being the focal point of the large portion of the program. Currently, problems may present themselves with the over promotion of the Lake due to the staggard [sic] time element in the preparation of additional facilities for the tourist in the Lake area. To augment this, a complete inventory is now in process locating specific sites that have historical significance within the county. Once this is gained, in addition to the development of the Lake area several tour routes will be laid out in the county in conjunction with Pennsylvania State Police to enable visitors to travel to other areas of interest. Of course commercial attractions will be included in the routings. Huntingdon County Tourist Promotion Agency will work in cooperation with the Southern Alleghenies Planning and Development Commission and their committee on Tourism. The methodology of bring [sic] non-area residents into the area will be as follows: Basic tourist requests received by the local chamber of commerce will be turned over to Agency personnel for reply. Through participating members of the Agency, cooperation will be gained to desiminate [sic] information on the county to members of similar type business chains. The availability of a speaker's bureau to give slide presentations on the area, will be utilized. In cooperation with the Pa. AAA Federation, travel counselors will be invited to Huntingdon County for a seminar on what the county has to offer tourists.

190 In cooperation with the U.S. Army Corps of Engineers, outdoor writers and conservationists from the Baltimore and Washington area will visist [sic] the area in the Spring with the TPA providing services as needed. To improve host services for visitors, the erection of an information booth with the use of volunteer personnel for the manning of such booths. Penn Central National Bank of Huntingdon is currently developing a brochure and map of the area. Maps and guides such as these will be provided by the information booths. The Visitor Service Committee of the TPA will serve to meet the needs of visitors of the county. The specific tasks to be undertaken by the applicant are as follows: A. The coordination of the opening cermonies [sic] of Lake Raystown with Huntingdon Business and Industry, Inc. This event should take place on or about June 15, 1974. B. The erection of a tourist promotion booth prior to the tourist season. C. Membership campaign to make citizens of Huntingdon County ambassadors of the area, and by doing so, creating both community interest and developing local monies through the sale of ambassadorships. Memberships will also be sold to businesses and attractions in the area with signs being made available to show their affiliation with the HCTPA. To involve school aged children, a program will be implemented by the TPA in which the school child will be given a promotional post-card to invite relatives or friends of the family to visit them in Huntingdon County. D. To provide tourist information year around at the TPA office for those pers9ils traveling into the area, or by calling or writing the office requesting information. E. Every committee of the TPA will have a specific function and by doings so, as the organization develops, it should lend itself to new tasks, projects and services not evident at this time. It is the objective of this TPA to meet the needs and provide services as required.

191 Appendix B Articles of Incorporation HUNTINGDON COUNTY TOURIST PROMOTION AGENCY, INC. BE IT KNOWN, that the undersigned who are residents of the Commonwealth of Pennsylvania, and who are citizens of the United States of America and of full age, have organized the Huntingdon County Tourist Promotion Agency, Inc., a non-profit corporation, and being desirous of becoming incorporated in accordance with the provisions and rules of the Act of Assembly of the Commonwealth of Pennsylvania, known as the "Corporation Not-For-Profit Code, Act of 1972, No. 271 (15P.S. 7101, et seq.)" as amended, do herel^ declare, set forth and certify as follows: 1. The name of the corporation is the Huntingdon County Tourist Promotion Agency, Inc. 2. That the location and post office address of its initial registered office in Pennsylvania is as follows: 320y2 Penn Street, Huntingdon, Pennsylvania 16652. 3. That the corporation is organized for the following purpose, to be an independent organization representing Huntingdon County, to develop and engage in tourist related programs designed to be beneficial to the County, Region and the State and to assist the Travel Development Bureau of the Pennsylvania Department of Commerce in the implementation of the State Level Program. 4. The term of the existence of the corporation is perpetual. 5. The name, place of residence, and post office address of each of the incorporators and members of the first Board of Directors are as follows: Harold Brumbaugh Edward E Harry Juniata College Orbisonia Huntingdon, Pennsylvania 16652 Pennsylvania 17243 John F. Boyer, Jr. Robert J. Klugiewicz 33 East Shirley Street 320y2 Penn Street Mount Union, Pennsylvania 17066 Huntingdon, Pennsylvania 16652 6. The corporation is organized on a non-stock basis and shall have no authority to issue shares of capital stock. 7. All conditions, qualifications, requirements, privileges and regulations as to membership in the Corporation, including voting rights, shall be fixed and governed by the By-Laws of the Corporation. 8. The corporation does not contemplate pecuniary gain or profit, incidental or otherwise. 9. The corporation is organized exclusively as a business league as defined and limited by Section 501(c) (6) of the Internal Revenue Code of 1954 (or the corresponding provision of any future United States Internal Revenue Law), including, but not limited to: A. The purposes set forth in Paragraph 3 above, B. The making of distributions for such purposes to organizations that qualify as exempt organizations under Section 501 (c) (6) of the Internal Revenue Code of 1954 (or the corresponding provision of any future United States Revenue Law). No member of the corporation shall receive any pecuniary gain or profit, incidental or otherwise, from its activities, except that the corporation shall be authorized to pay reasonable compensation for services rendered and to make payments in furtherance of the purposes set forth in Paragraph 9 hereof. The corporation shall not carry on any activity not permitted to be carried on (a) by a corporation exempt from federal income tax under Section 501 (c) (6) of the Internal Revenue Code of 1954 (or the corresponding provision of any future United States Internal Revenue Law) or (b) by a corporation, contributions to which are deductible under Section 170(c) (2) of the Internal Revenue Code of 1954 (or the corresponding provision of any future United States Internal Revenue Law). 10. If the corporation is to be dissolved, the Board of Directors shall, after paying or making provision for the payment of all the liabilities of the corporation, dispose of all of the assets of the corporation conclusively for the purposes of the corporation in such manner, or to such organization or organizations organized and operated exclusively as a business league for such purposes as shall at the time qualify as an exempt organization or organizations under Section 501 (c) (6) of the Internal Revenue Code of 1954 (or the corresponding provision of any future United States Internal Revenue Law), as the Board of Directors shall determine. Any of such assets not so disposed of shall be disposed of by the Court of Common Pleas of the county in which the principal office of the corporation is then located, exclusively for such purposes or to such organization or organizations, as said Court shall determine which are organized and granted exclusively for such purposes.

192 IN TESTIMONY WHEREOF, the incorporators have signed and sealed these Articles of Incorporation the 11th day of December, 1973.

Harold Brumbaugh

John F. Boyer, Jr.

Edward F. Harry

Robert J. Klugiewicz

APPROVED and filed in the Department of State this 14th day of December, 1973.

Secretary of the Commonwealth

193 Appendix C By-Laws of the Huntingdon County Tourist Promotion Agency, Inc.

ARTICLE I NAME OF COMMISSION The name of this organization shall be the Huntingdon County Tourist Promotion Agency, Inc. (HCTPA) ARTICLE II PURPOSE The purpose of the Huntingdon County Tourist Promotion Agency is to develop and engage in tourist related programs designed to be beneficial to the County, the region and the state and to assist the "Travel Development Bureau of the Pennsylvania Department of Commerce in the Implementation of the State Level Program".

ARTICLE III AUTHORIZATION 1. The authorization for the establishment of the Tourist Promotion Agency is set forth under Number 50, Section 7 of the Tourist Promotion Act of April 28,1961, PL 111, and supplements thereto. Powers and duties are delegated to the Tourist Promotion Agency by the Board of County Commissioners of the County of Huntingdon by Resolution Number 73-1 of October 4, 1973 in accordance with the above mentioned enabling law. 2. Furthermore the HCTPA, a non-profit corporation is incorporated under the Laws of Pennsylvania in accordance with the provision and rules of the Act of Assembly of the Commonwealth of Pennsylvania, known as the "Corporation Not For Profit Code, Act of 1972, No. 271 (15 PS. 7101, et seq.)". 3. The corporation is organized exclusively as a business league as defined and limited by Section 501 (c) (6) of the Internal Revenue Code of 1954 (or the corresponding provision of any future United States Internal Revenue Law), including, but not limited to: a. The purposes set forth in Article II of the By-Laws. b. The making of distributions for such purposes to organizations quality [sic] as exempt organizations under Section 501 (c) (6) of the Internal Revenue Code of 1954 (or the corresponding provision of any future United States Revenue Law). No member of the corporation shall receive any pecuniary gain or profit, incidental or otherwise, fi-om its activities, except that the corporation shall be authorized to pay reasonable compensation for services rendered and to make payments in furtherance of the purposes set forth in Paragraph 3 above, hereof The corporation shall not carry on any activity not permitted to be carried on (a) by a corporation exempt from federal income tax under Section 501 (c) (6) of the Internal Revenue Code of 1954 (or the corresponding provision of any fiiture United States Internal Revenue Law) or (b) by a corporation, contributions to which are deductible under Section 170 (c) (2) of the Internal Revenue Code of 1954 (or the corresponding provision of any future United States Internal Revenue Law). ARTICLE IV MEMBERSHIP Section 1. General Membership Participating membership in the Huntingdon County TPA will be offered to qualifjdng attractions, businesses, agencies and individuals based on a dues structure to be established from time to time by the Board of Directors.

Section 2. Board of Directors Membership shall consist of not more than 36 persons to be appointed by the Huntingdon County Commissioners from those currently holding a general membership in good standing and with the recommendation of the current Board of Directors. Each member shall be entitled to one vote. ARTICLE V OFFICERS Section 1. The officers of the Tourist Promotion Agency shall consist of a President, Vice President, Secretary/Executive Director and Treasurer.

194 Section 2. The President shall preside at all meetings of the Tourist Promotion Agency and shall have the duties normally conferred by parlimentary [sic] usage of such officers. Section 3. The Vice President shall act for the President in his absence. Section 4. The Secretary/Executive Director shall be responsible for keeping the minutes and records of the Commission, and with the assistance of such staff as is available, shall prepare the agenda of regular and special meetings \mder the direction of the President, provide notice of all meetings to TPA members, attend to correspondence of the TPA and such other duties as are normally carried out by a Secretary/Executive Director. Section 5. The Treasurer shall maintain and keep records of all receipts and disbursements, which records shall be audited annually by an Auditing Committee of three appointed by the President. A copy of the annual audit shall be furnished to each member of the TPA and others as directed by the President, and a copy shall be attached to the annual report to be submitted annually to the Board of County Commissioners. ARTICLE VI ELECTION OF OFFICERS Section 1. An annual organization meeting shall be held during the third week of June.

Section 2. Nominations shall be made from the floor at the annual organization meeting and election of the officers specified in Section 1 of Article IV shall follow immediately thereafter. Section 3. A candidate receiving a majority vote of the Board membership present to legally conduct business shall be declared elected, and shall serve for one year or until his successor shall take office. Section 4. Vacancies in office shall be filled immediately by regular election procedure.

ARTICLE VII MEETINGS Section 1. Meetings will be held on the third Monday of each month at 7:30 p.m at designated locations. The membership shall receive sufficient notice as to the location of the meeting. In the event of conflict with holidays or other events, a majority at the meeting may change the date, time and place of set meeting. Section 2. A quorum shall consist of 9 of the members of the Board of Directors. The number of votes necessary to transact business shall be 9. Section 3. Special meetings may be called by the President. It shall be the duty of the President to call a special board meeting when requested to do so by a majority of members of the Board of Directors. The Secretary/Executive Director shall notify all members of the board not less than five days in advance of such special meeting. Section 4. All meetings or portions of meetings at which official action is taken shall be open to the general public. However, the Board of Directors may meet in closed session for discussion purposes. Section 5. Unless otherwise specified, Robert's Rules of Order shall govern the proceedings at the meetings of this Tourist Promotion Agency.

195 ARTICLE VIII ORDER OF BUSINESS Section 1. a. Roll call b. Reading of minutes of previous meeting and action thereon c. Communications and bills d. Reports of Officers and Committees e. Old business f. New business g. Adjournment Section 2. A motion from the floor must be made and passed in order to dispense with any time on the agenda. ARTICLE IX EMPLOYEES Within the limits imposed by the funds available for its use, the Agency may employ such staff personnel and/or consultants as it sees fit to aid in its work. Appointments shall be made by a majority vote of the Board of Directors present to legally conduct business. ARTICLE X AMENDMENTS These by-laws may be amended by a majority (two-thirds) vote of the entire Board of Directors after notice given at least ten days before the meeting to consider changes in the by-laws, said notice to be given by the Secretary/Executive Director. Adopted this date: April 25, 1974 Attested:

Secretary/Executive Director

Signature of President

The motion for adoption of the by-laws was made by Maurice Lansberry and seconded by Francis Kemp and through a vote of the Board of Directors present, the by-laws of the Huntingdon County Tourist Promotion Agencey [sicl were approved.

196 Appendix D Huntingdon County Tourist Promotion Agency, Inc. BASIC PROGRAM OUTLINE I. Tourist Oriented A. Regional Promotion - participation in a regional program is required by the Pa. Dept. of Commerce. TPA is a member of the Tourisin/Recreation Committee of the Southern Alleghenies Planning Commission (SAPC). This affords us representation at travel shows and other state and national functions. Travel shows this year include Washington, D.C., Toronto, Pittsburgh, Detroit, and Columbus, Ohio. Other promotion through SAPC: 1. TIP - Travelers Information Pocketbook will be printed monthly and distributed throughout the six-county region. Each issue will have the month's calendar of events and feature copy on area attractions. 2. Functional Brochures - Seven brochures featuring hunting & fishing, attractions, covered bridges, festivals and fairs, historic sites, camping, and skiing, have been prepared to provide information on each of these categories for the entire region. B. Placemats - 100,000 Huntingdon County placemats will be distributed during April to county restaurants and to strategic restaurants outside the area. C. Special Events Listing - through HCTPA, Huntingdon County will be featured in the 1976 Pa. Calendar of Events. D. Brochure Distribution - 100,000 county brochures have been distributed. Also brochures from each of the county attractions have been distributed by TPA. II, Tourist Services - County Services A. Information Booth - HCTPA operated its information center for a 2nd summer, and this year was the only Southern Alleghenies county to operate its own booth as part of the SAPC information and direction program. B. Crafts Market - TPA is now working to feature local artists and guilds in the new Huntingdon County Guidebook. C. Support County Events - TPA worked, and is working in the promotion of events like the County Fair, Sportsman's Show, Arts Festival, Hartslog Day, etc. D. Special Functions Publications - 1. Newsletter and special events listing - TOURISM NEWS published quarterly. 2. Sportsman's Guide - specially prepared guide and map to game lands, parks, trout and bass streams, other outdoor recreation. 3. County Guidebook - a guide for visitors indicating historic, scenic, and recreational opportunities. Features extensive facilities listing and services guide of county. 4. Package Tour Brochure - to be distributed to tour brokers. Will feature package tour of county. 5. Package Tour Coupon Book - cooperative effort by membership merchants to attract tour visitors into their place of business. 6. Facilities listing - in addition to that already in print, all the above literature features membership businesses according to category, and includes appropriate information on services and location. E. Package Tour - to be offered through a professional tour broker, this will provide means for groups of all types to visit the area. A foreign visit is now planned for a group late in June. Encourages domestic and foreign groups. III. Improving the County A. Education - TPA works with other groups and agencies to ready the area for growing tourism. B. Scenic Route Preservation - TPA has an ongoing effort to preserve the natural wonders of the area while working to guide necessary growth and change. The scenic route program will provide a safe and efficient means to show visitors what is here, spreading the dollar benefits throughout the county. C. Historic Preservation - with the above goal, TPA is involved in planning and working to maintain current historic sites, and revitalizing those that we are in danger of overlooking, such as the Kittanning Trail.

197 Appendix E Proposed Huntingdon County Tourist Promotion Agency Long Range Programs

Tourist Oriented PROMOTION [Getting them here] 1. Regional Promotion a. Travel shows b. Display stands c. Brochure reprint d. Special event brochure e. Advertising 2. County Brochure 3. Billboards 4. Place Mats 5. County Special Events Listing (For inclusion in State Calendar) 6. County Advertising (Radio, TV., Newspaper, Magazine) Tourist Oriented - County Oriented TOURIST SERVICES [Keeping them here and getting the most out of them] 1. Tourist Directional System a. Information booths b. Scenic road system (mapping & in place) c. Directional/Advertising sign clusters 2. Crafts Market 3. Support of County Events (Money where needed, Advertising, cooperation) 4. County Seal of Approval for Services 5. Expand Transient Housing Facilities (Anticipate needs, develop program) 6. Special Function Publications a. Special Events brochure (See Promotion) b. Facilities listing c. Hunting & Fishing brochure d. Raystown brochure County Oriented IMPROVING THE COUNTY [Getting them to come back] 1. Scenic Route Preservation 2. Historic Preservation Program (Restore a typical one room school house) (Restore a section of the canal) (Sampe farm(s), dude farms) (Scenic town identification & preservation) 3. Improve Shopping Areas 4. Local Recreation Facilities 5. Community Appearance

198 Appendix F Bul No- 724 Ordinance No. 2942 An Ordinance Establishing a Tourism Commission

BE IT ORDAINED BY THE COUNCIL OF THE CITY OF HANNIBAL, MISSOURI: Section One: That the Revised Code of Ordinances of the City of Hannibal is hereby amended by the enacting of a new Section to be known as Section 41, entitled "Tourism Commission" which said Section is in the following words and figures, to-wit: 41.010 - Establishment. There is hereby established the Tourism Commission of the City of Hannibal, Missouri, (hereinafter referred to as the Commission) as a governmental department of the City. 41.020 - Purpose. The purpose of the Tourism Commission shall be to promote tourism for the City of Hannibal and to work with all other organizations in the City of Hannibal toward that end. 41.030 - Membership. The Commission shall consist of seven (7) members who shall be residents of the City. The members shall be appointed by the Mayor with the consent of the City Council for terms as hereinafter provided; they shall serve until their respective successors are appointed and qualified. Three of the Commissioners shall be persons employed or active in the tourist industry in Hannibal, three of the Commissioners shall be persons employed in the industry of commerce and banking in Hannibal and one of the Commissioners shall be a member of the City Council of the City of Hannibal, Missouri. The first seven incumbants [sic] as Commissioners shall be appointed for terms of one, two, three, four, five, six and seven years respectively. All Commissioners subsequently appointed shall hold office for terms of seven years each. 41.040 - Vacancies. If for any reason a vacancy exists on the Commission, it shall be filled in the same manner as original appointments are made, but the vacancy shall be filled only for the unexpired term of the vacated Commissioner. Any member of the Commission may be removed thereafter as provided by the Charter. 41.050 - Payment. All members of the Commission shall serve without compensation and shall receive no emoluments, fees or renumeration [sic] for their services; provided, however, that the Commissioners shall be entitled to be reimbursed for funds of the Commission for their actual out-of-pocket expenditures incurred in connection with the duly authorized business of the Commission. 41.060 - Bond and Oath. Every Commissioner before entering upon the duties of his office shall take the oath or affirmation perscribed [sic] by law for city officers. The Treasurer of the Commission and all employees of the Commission charged with the handling of money shall execute bonds running to the City in such penal amounts as may from time to time be fixed by the Commission. All bonds furnished pursuant to the provisions of this Section shall be secured by corporate surety companies acceptable to the City Council and shall be filed with the City Clerk. The premiums on all bonds may be paid from funds of the Commission or from the general funds of the City. 41.070 - Composition. Promptly after the appointment of the Commissioners, they may organize and elect from among their members a president, vice-president, secretary and treasurer and such other officers as the Commission may deem proper, who shall hold office for terms of one year until their respective successors are elected and qualified, a Commission may adopt by-laws regulating the time, place and manner holding its meetings and conducting its business. 41.080 - Records and Accounts. The Commission shall keep written record of its proceedings and shall keep full and accurate books and accounts of all of its financial and business transactions in a manner to show the true and complete financial condition of the Commission, and the financial results of its operations. This record of proceedings, books and accounts shall be open to inspection and audit by the City Council and by such persons as the Council may authorize in its behalf. The Commission shall file an annual report with the City Council setting forth its transactions, receipts and disbursements, financial conditions and recommendations. Information concerning the condition, status and affairs of the Commission shall be furnished to the City Council at all other times upon request. 41.090 - Limitation of Powers. The Commission may make no expenditures and shall incur no indebtedness which cannot be paid when due out of the receipts of funds previously appropriated by the City Council for the use of the Commission or from funds allocated to the City or Commission for tourism purposes by any governmental agency or body or from any or all the above named sources. 41.100 - Duties. The Commission shall actively promote tourism in the City of Hannibal. In addition, the Com- mission may: 1. Appoint or remove a Director of Tourism and such other staff and office personnel as are necessary to actively promote tourism in Hannibal. 2. Establish an office in such manner and place as may be best suited to carry out the purpose of the Commission. 3. Open bank accounts in the name of the City and make deposits therein and make withdrawals therefrom by check or otherwise by drafts duly signed by the Mayor and City Clerk. 4. Purchase materials, supplies and office equipment for the operation of its office, upon such terms and at such prices as the Commission may deem advisable. 5. Make capital improvements for the promotion of tourism.

199 Section Two: All funds received through the licensing of those persons engaged in the business of renting, leasing or letting living quarters, sleeping accommodations, rooms or parts thereof in connection with any hotel or motel as set out in Section 261.070, paragraph 4, of the Revised Code of Ordinances of the City of Hannibal, Missouri, shall be placed in a special fund to be used for the promotion of tourism by the Tourism Commission as established herein. Section Three: This Ordinance shall become effective from and after its adoption, approval and publication. ADOPTED this 16 day of August, 1977 APPROVED this 16 day of August, 1977.

Lillian M. Herman, l\/layor ATTEST:

Marjorie Deline, City Clerk

200 Appendix G An Ordinance Authorizing an Accommodation Tax BiU No. 761 Ordinance No. 2979 An ordinance repealing sections 261.0100 through 261.070, inclusive, pertaining to license tax based on gross sales and enacting in lieu thereof new sections 261.010 through 261.070, inclusive, also pertaining to license tax based on gross sales BE IT ORDAINED BY THE COUNCIL OF THE CITY OF HANNIBAL, MISSOURI: Section One: That Sections 261.010 through 261.070, inclusive, of the Hannibal Municipal Code pertaining to license tax based on gross sales are hereby repealed, the new sections numbered 261.010 through 261.070, inclusive, pertaining to license tax based on gross sales is hereby enacted in lieu thereof in words and figures as follows, to wit: Section 261.010 - Businesses to be Licensed. A license tax is levied upon the privilege of engaging in any wholesale, retail or service business or industry within the city limits of the City of Hannibal, Missouri. The provisions of this taxing ordinance do not apply to not-for-profit or charitable organizations or to industries concerned with the manufacture of goods or products for wholesale distribution. Section 261.020 - License Required. No person shall engage in any wholesale, retail or service industry or business without first obtaining a license therefor under the provisions of this chapter, unless herein specifically exempted from the license requirements. Section 261.030 - Length of License. Except as otherwise herein provided, all licenses required by this chapter shall commence on July 1 of each year and run through June 30 of the succeeding year Any license issued after July 1 will, nevertheless, terminate on the following June 30. Section 261.040 - Initial Payment of License TœX. Each applicant shall pay to the City Clerk $40.00 at the time he applies for a license. Upon receipt of the $40.00, the Clerk shall issue a license to the applicant granting him the privilege of engaging in the business specified. Also at this time, the Collector shall issue to each license holder a license sticker, which each license holder shall conspicuously and permanently affix to the fi:-ont window or front door of his place of business so that the sticker is plainly visible from outside the license holder's place of business. 261.050 - Date Final Payment Due. All license taxes shall be due and payable on July 1 of each year, except as set out in this chapter 261.060 - Delinquent Payments or Failure to Purchase License or Display Window Sticker. All license taxes shall become delinquent 30 days after they become due. All delinquent licensees shall pay, in addition to the license tax, ten percent of such tax for each month or fraction thereof that such tax remains delinquent, and such additional ten per cent penalty shall become part of the license fee for purposes of enforcement under this section. Whenever the City Collector determines that a merchant is delinquent in payment of his taxes or that a merchant has failed to purchase a merchant's license as required herein or that a merchant has failed to exhibit a window sticker as required herein, the City Collector shall, with the cooperation of the City Attorney, sign a complaint in Municipal Court against the offender. Failure to purchase a license or failure to pay license taxes when due or failure to exhibit a window sticker shall constitute a misdemeanor, punishable by fine not to exceed $100.00. Each day that a merchant engages in business without obtaining the proper license or without paying his delinquent taxes or without exhibiting his window sticker shall constitute a separate offense for purposes of enforcement. 261.070 - Computation of Tax. Except as otherwise provided for motel and hotel businesses as set forth in Paragraph 4 of this section, at the close of the year for which the license is issued, a licensee shall pay tax for the license as follows: 1. When the annual gross sales of such licensee derived fi^-om his business, occupation or calling amount to between $80,000.00 to $100,000.00 during the year for which the license was issued, the sum of 750 for each $1,000.00 or fraction thereof over $80,000.00. The minimum license tax, however, shall be $40.00 for the first (1st) $80,000.00 and under 2. In addition thereto, when the annual gross sales of such licensee exceed the sum of $100,000.00, but are less than $600,000.00, the sum of 500 for each $1,000.00 on the next $500,000.00 or fractional part thereof 3. In addition thereto, when the annual gross sales of such licensee exceed $600,000.00, the sum of 250 for each $1,000.00 or fractional part thereof on all amounts exceeding $600,000.00. 4. a. Amount of Tax. Every person engaged in the business of renting, leasing or letting living quarters, sleeping accomodations [sic] rooms, or part thereof in connection with any hotel or motel as hereinafter defined shall pay to the City a license tax equal to three percent of the gross rental receipts derived from or paid by transient guests for sleeping accomodations [sic] as herein defined. b. Definitions. Definitions for purposes of this Section are as follows: "Transient Guest" shall be a person who occupies a room in a hotel or motel for 31 days or less. "Hotel or Motel" shall mean any structure or building under one management which contains rooms furnished for the accomodations [sic] or lodging of guests, with or without meals, being so provided and kept, used, maintained, advertised or held out to the public as a place where sleeping accomodations [sic] are sought for pay or compensation to transient guests or permanent guests and having more than eight bedrooms furnished for the accomodations [sic] of such guests.

201 c. Due Date. Issuance of License. Said license tax under this section shall be paid to the City Collector quarter-annually and shall be due and payable on or before the last day of January, April, July and October, respectively of each year with the first payment due and payable on or before the last day of April, 1978, based on the gross daily rental receipts collected during the preceeding [sic] period of three months ending respectively on the last day of March, June, September and December. Upon receipt of payment of said license tax, the City Collector shall issue the license applicant a license for the succeeding three month period, said license expiring on the last day of March, June, September and December. d. Reports. The licensee shall make true reports to the City Collector on forms prescribed by him giving such information that may be necessary to determine the amounts to which the license tax shall apply for all gross daily rental receipts for the three month period to be submitted witii quarter-annual payments. A licensee may separately state the amount of each license tax on all room accounts. e. Additional requirements. Any person required to pay to the City the license tax defined herein for motel and hotel business shall be subject to all of the provisions of Section 261. of the Revised Code of Ordinances of the City of Hannibal, not specifically provided for herein or in conflict herewith. f. Exemptions. Advanced reservations booked and confirmed by August 31,1977, are exempt firom the effects of this tax. Section Two: This ordinance shall become effective July 1,1978. Section Three: Any ordinances in conflict herewith are hereby repealed. ADOPTED this 20 day of June, 1978 APPROVED this 20 day of June, 1978.

Lillian M. Herman, Mayor ATTEST:

Marjorie Deline, City Clerk

202 Appendix H State Statute Authorizing an Accommodations Tax PRIVATE CHAPTER NO. 131 SENATE BILL NO. 442 By Person, Farris, Canale Substituted for: House Bill No. 519 By Gill, Avery, Weldon, Huettel, Dunavant, King Hill

AN ACT to authorize levying a privilege tax in counties having a population of not less than 600,000 according to the Federal Census of 1960 or any subsequent Federal Census, on the privilege of occupancy of any rooms, lodgings, or accommodations furnished to transients by any hotel, inn, tourist court, tourist camp, tourist cabin, motel or any place in which rooms, lodgings or accommodations are furnished to transients for a consideration, and providing for the expenditure of such tax, its collection and administration and declaring the willful failure to collect or pay such tax to be a small offense misdemeanor. BE IT ENACTED BY THE GENERAL ASSEMBLY OF THE STATE OF TENNESSEE: Section 1. Definitions. For the purposes of this Act: (a) Person. "Person" means any individual, firm, partnership, joint venture, association, social club, firaternal organization, joint stock company, corporation, estate, trust, business trust, receiver, trustee, syndicate, or any other group or combination acting as a unit. (b) Hotel. "Hotel" means any structure or any portion of any structure, which is occupied or intended or designed for occupancy by transients for dwelling, lodging or sleeping purposes, and includes any hotel, inn, tourist camp, tourist court, tourist cabin, motel or any place in which rooms, lodgings or accommodations are furnished to transients for a consideration. (c) Occupancy. "Occupancy" means the use or possession, or the right to the use or possession, of any room, lodgings or accommodations in any hotel. (d) Transient. "Transient" means any person who exercises occupancy or is entitled to occupancy for any rooms, lodgings or accommodations in a hotel for a period of less than 90 continuous days. (e) Consideration. "Consideration" means the consideration charged, whether or not received, for the occupancy in a hotel valued in money whether to be received in money, goods, labor or otherwise, including all receipts, cash, credits, property and services of any kind or nature without any deduction therefrom whatsoever. Nothing in this definition shall be construed to imply that consideration is charged when the space provided to the person is complimentary from the operator and no consideration is charged to or received from any person. (f) County. "County" means any county within this state having a population of not less than 600,000 according to the Federal Census of 1960, or any subsequent Federal Census. (g) Operator. "Operator" means the person operating the hotel whether as owner, lessee or otherwise. Section 2. Authority to levy tax. The county is authorized to levy a privilege tax upon the privilege of occupancy in any hotel of each transient in an amount of not less than three per cent (3%) nor more than five per cent (5%) of the consideration charged by the operator. Said tax so levied is a privilege tax upon the transient occupying said room and is to be collected as hereinafter provided. The rate of the tax levied under this act shall be adjusted annually by the County Quarterly Court at the amount, between three per cent (3%) and five per cent (5%) inclusive, as the previous year's experience indicates is required to, as nearly as possible, pay all of the bonded indebtedness, principle [sic] and interest and the expenses of the bond sale or sales incurred by the county and/or municipality for the purposes set forth hereinafter in this act. Section 3. Tax Added to Room Invoice. Said tax shall be added by each and every operator to each invoice prepared by the operator for the occupancy of his hotel and to be given directly or transmitted to the transient and shall be collected by such operator from the transient and remitted to the County. When a person has maintained occupancy for ninety (90) continuous days, he shall receive from the operator refund or credit for the tax previously collected from or charged to him, and the operator shall receive credit for the amount of such tax if previously paid or reported to the County. Section 4. Remittance to Clerk. The tax hereby levied shall be remitted by all operators who lease, rent or charge for any rooms within the County which has adopted the provisions of this Act to the County Court Clerk or such other officer as may by Resolution be charged with the duty of collection thereof, said tax to be remitted to such officer not later than the 20th day of each month for the preceding month. The operator is hereby required to collect the said tax from the transient at the time of the presentation of the invoice for said occupancy whether prior to occupancy or after occupancy as may be the custom of the operator, and if credit is granted by the operator to the transient; then the obligation to the County entitled to such tax shall be that of the operator.

203 Section 5. Rules and Regulations. The County Court which has adopted the provisions of this Act is hereby authorized and empowered by Resolution to provide reasonable rules and regulations for the implementation of the provisions of this Act. Without limitation upon the provisions of such Resolution, it may provide for the making of a monthly tax return by the operator under oath with such number of copies thereof as may be reasonably required by the collection of said tax and including such facts and information as may be deemed reasonable for the verification of the tax due and may provide for and require access to the pertinent records of all operators at reasonable time. Section 6. Offer to Absorb Tax Prohibited. No operator of a hotel should advertise or state in any manner whether directly or indirectly that the tax or any part thereof will be assumed or absorbed by the operator or that it will not be added to the rent, or that if added, any part will be refunded. Section 1. Penalties and Interest for Delinquency. Taxes collected by an operator which are not remitted to the County Court Clerk on or before the due dates are delinquent. An operator shall be liable for interest on such delinquent taxes from the due date at the rate of six percent (6%) per annum, and in addition for penalty of one-half of one percent {V2 of 1%) for each month or fraction thereof such taxes are delinquent. Such interest and penalty shall become a part of the tax herein required to be remitted. Willful refusal of an operator to collect or remit the tax or willful refusal of a transient to pay the tax imposed is hereby declared to be unlawful and shall constitute a misdemeanor punishable upon conviction by a fine not in excess of $50.00. Section 8. Records. It shall be the duty of every operator liable for the collection payment to the County of any tax imposed by this Act to keep and preserve for a period of three (3) years all records as may be necessary to determine the amount of such tax as he may have been liable for the collection of and payment to the County, which records the County Court Clerk shall have the right to inspect at all reasonable times. Section 9, Administration. The County Court Clerk in administering and enforcing the provisions of this Act shall have as additional powers, those powers and duties with respect to collecting taxes as provided in Title 67 of Tennessee Code Annotated or otherwise provided by law. For his services in administering and enforcing the provisions of this Act, the County Court Clerk shall be entitled to retain as a commission two and one-half percent (2^2%) of the taxes so collected. Upon any claim of illegal assessment and collection, the taxpayer shall have the remedy provided in T.C.A. 67-3033 it being the intent of this Act that the provisions of law which apply to the recovery of State taxes illegally assessed and collected be conformed to apply to the recovery of taxes illegally assessed and collected under the authority of this Act; Provided further, the County Court Clerk shall possess those powers and duties as provided in Section 67-2301, Tennessee Code Annotated, with respect to the adjustment and settlement with taxpayers, all errors of County taxes collected by him under authority of this Act and to direct the refunding of same. Notice of any tax paid under protest shall be given to the County Court Clerk and the Resolution authorizing levy of the tax shall designate a County officer against whom suit may be brought for recovery. Section 10. Initial Resolution, Application and Allocation of Revenue. The initial Resolution adopted by the County levying said tax shall be adopted not more than thirty (30) days after approval by the Quarterly County Court as provided in Section 12 of this Act; and said initial Resolution shall set the effective date of the tax which shall not be more than thirty (30) days after adoption of the initial Resolution, and shall further state the purpose of said tax to be the construction of an addition to the public Auditorium, or of additional facilities adjacent to the public Auditorium, in the nature of a convention center, for conventions, exhibitions, meetings or similar large gatherings. Revenue from this tax shall be credited to a County Fund entitled, "The Auditorium Fund", under jurisdiction of the Chairman of the Quarterly County Court, and all such expenditures therefrom shall be for the stated purpose as provided in the County Resolution levying said tax. In the event that capital expenditures for construction of such facilities are made by the County alone, the revenue from this tax shall first be applied to payment of all bonded indebtedness, principal and interest and the expenses of the bond sale or sales incurred by the County for construction of such facilities; thereafter, the revenue from this tax shall be applied to reimburse the County in full for any and all capital expenditures by the County for construction of such facilities, made or financed by means other than bonded indebtedness, including but not limited to capital expenditures from general revenue, sinking fund for capital improvements and contributions in-kind of real or personal property. In the event that a municipality within the County shall participate jointly with the County in the contribution of capital expenditures for construction of such facilities, the revenue from this tax shall be applied and allocated as follows: (a) The revenue from such tax shall first be applied to payment of bonded indebtedness, principal and interest including expenses of the bond sale or sales, incurred by both the County and the municipality, or by either of them, for construction of such facilities and such revenue shall be allocated between the County and the municipality in such amounts necessary to meet the fiscal debt service requirements each year of both if there be sufficient funds. Such allocation shall be based upon actual bonded indebtedness incurred for such purpose, without deduction or

204 offset due to any grant, credit or benefit which either government entity may be entitled by law to receive in connection with or as a result of such capital expenditures, such as but not limited to any grant, credit or benefit accruing under provisions of federal housing and urban renewal statutes. The Chairman of the Quarterly County Court under whose jurisdiction shall be the Auditorium Fund as provided herein shall, excluding the first year in which this tax shall be levied and beginning June 30 of each year subsequent thereto or as soon as practicable thereafter but in no event more than ninety (90) days, calculate and pay over to the municipality that amount due such municipality from the proceeds of this tax levy during that fiscal year currently ending. Revenue derived from the levy of this tax during the first year in which said tax is levied shall be carried over for use in the next ensuing fiscal year in the payment of the allocable amounts to the County and the municipality in accordance with the provisions of Section 10 hereof where applicable. (1) If at the close of any fiscal year, the revenue from such tax shall not be sufficient to meet the total debt service of both the County and the municipality for bonded indebtedness incurred for construction of such facilities, the available revenue from this tax shall be allocated between the County and the municipality in the same direct proportion as such bonded indebtedness of each bears to the total of such bonded indebtedness of both, calculated upon the basis of the total principal amount of all such bonds which have been issued by the County and the municipality at any time prior to the close ofthat fiscal year provided further, that the balance, if any, of such debt service of either the County or the municipality not paid by revenue of this tax at the end of each fiscal year shall be accumulated by each in a separate account (hereinafter referred to as "deficit account") which shall bear simple interest at the same rate as the bonds issued by each such governmental entity for construction of such facilities. (2) If the revenue from such tax in any fiscal year exceeds the total of such debt service requirements for that year, such surplus revenue thus accruing may be retained by the Chairman of the Quarterly County Court as a sinking fund for such future debt service requirements or such surplus may be applied to the reduction of the deficit accounts of the County and the municipality in the same proportion as provided in sub-section (a) (1) hereof. (3) In the event the total bonded indebtedness incurred for construction of such facilities by either the County or the municipality shall become paid in full as to bond principal and interest, including expenses of the bond sale or sales, and some portion of such bonded indebtedness of one governmental entity remains unpaid, then that governmental entity whose bonded indebtedness has been satisfied in full shall cease, for the time being, to share in the revenue of this tax, and the total revenue from this tax shall be applied toward payment of such outstanding bonded indebtedness of the other governmental entity. For purposes of this sub-section (a) (3) only, the bonded indebtedness of either the County or the municipality shall be considered paid in full whenever the bonded indebtedness obligation to the holders of such obligation shall have been satisfied in full, even though such obligations may have been paid in part from sources other than the revenue from this tax. (b) Upon the total of such bonded indebtedness of both the County and the municipality being paid in full, principal and interest, including expenses of the bond sale or sales, then the revenue from this tax, together with any surplus revenue accumulated in accordance with sub-section (a) (2) hereof, shall next be applied to the County and the municipal accumulated deficit accounts as provided in sub-section (a) (1). For purposes of this sub-section (b) only, the revenue and surplus, if any, shall be allocated between the County and the municipality in the same direct proportion that such deficit account of each bears to the total of such deficit accounts of both governmental entities. Upon one of such governmental entities being reimbursed in full, both principal and interest on such deficit account, with a balance of the deficit account of the other governmental entity remaining unreimbursed, then the total revenue from this tax shall, for the time being, be applied to reimbursement of the deficit account of that governmental entity whose account remains unpaid. (c) When both the County and the municipality shall have been reimbursed in full, principal and interst for such deficit accounts, in accordance with sub-section (b) hereof, then the revenue from this tax shall next be applied to reimburse both the County and the municipality for capital expenditures for construction of such facilities made from sources other than the proceeds of bonded indebtedness, including but not limited to, capital expenditures made from general revenues, sinking funds for capital improvements, and contributions in-kind of real or personal property. For purposes of this sub-section (c) only, the revenue from this tax, together with and including any surplus in the Auditorium Commission Fund, if any there be, shall be allocated fifty percent (50%) to the County and fifty percent (50%) to the municipality. When either of such governmental entités shall be reimbursed in full for all of such capital expenditures for construction of such facilities, then the total revenue from this tax shall be applied to reimbursement of the other governmental entity for such capital expenditures. Upon both the County and the municipality, or the County alone if no municipality is participating, being reimbursed in full for capital expenditures for construction of such facilities in accordance with this Section 10 hereof, the taxing Resolution shall be repealed and the tax shall no longer be levied; provided further that any funds remaining in "The Auditorium Fund", after all obligations imposed under the provisions of this Act shall have been fulfilled, shall be paid over to the Auditorium Commission or other governmental board or agency responsible for operation of the Public Auditorium, for use by it in the promotion and advertisement of the Auditorium Convention Center facilities. The County is authorized to pledge the revenue from this tax or any part thereof in payment of any bonds issued under any bond Act, including but not limited to the "County Recovery and Postwar Aid Act of 1945", as amended, Tennessee Code Annotated, for construction of such facilities; and may [sic] municipality participating in the capital expenditure for construction of such facilities is authorized to pledge its right to receive any funds from the County as provided in this Act, or any part thereof, in payment of any bonds issued by such municipality under any Municipal Bond Act for Construction of such facilities.

205 Section !!• Severability Clause. The provisions of this Act are hereby declared to be severable. If any of its sections, provisions, exceptions, or parts be held unconstitutional or void, the remainder of this act shall continue to be in full force and effect, it being the legislative intent now hereby declared, that this Act would have been adopted even if such unconstitutional or void matter has not been included herein. Section 12. BE IT FURTHER ENACTED, That the Act shall have no effect unless approved by a two-thirds (%) vote of the Quarterly County Court of any County to which this Act may apply not more than sixty (60) days subsequent to its approval by the Chief Executive of this State or after its otherwise effective date. Its approval or non-approval shall be proclaimed by the presiding officer of the Quarterly County Court and shall be certified by him to the Secretary of State. Section 13. BE IT FURTHER ENACTED, That this Act shall be effective from and after its passage, the public welfare requiring it, but the provisions thereof shall not become operative until validated as provided in Section 12 herein and as otherwise provided in this Act. PASSED: May 2, 1969

Speaker of the Senate

Speaker of the House of Representatives APPROVED: May 1, 1969

Governor

206 Appendix I Examples of National Organizations and Sources of Assistance*

ACCENT ON LIVING MAGAZINE Gillum Road and High Drive P.O. Box 700 Bloomington, IL 61702 (309) 378-2961 FUNCTION: Provides information on travel and touring for the disabled. AIR TRANSPORT ASSOCIATION 1709 New York Avenue, N.W. Washington, DC 20006 (202) 626-4215 AMERICAN AUTOMOBILE ASSOCIATION 1000 AAA Drive Heathrow, FL 32745 (407) 444-7000 FUNCTION: Provides travel books and maps, comprehensive towing service at home and abroad, and emergency road service. Campaigns for good streets and highway safety. Promotes cooperation between member clubs. AMERICAN AUTOMOBILE TOURING ALLIANCE AND ALA AUTO AND TRAVEL CLUB 888 Worcester Street Wellesley, MA 02181 (800) 433-1112 FUNCTION: Promotes and facilitates tourism between nations. AMERICAN BUS ASSOCIATION 1025 Connecticut Avenue, N.W, Suite 308 Washington, DC 20036 (202) 293-5890 FUNCTION: Improves bus service and terminals. Increases the use of buses for travel and tourism. Advocates laws and regulations. Encourages traffic safety. Disseminates information to public. AMERICAN CAR RENTAL ASSOCIATION 927 15th St., N.W, Suite 1000 Washington, DC 20005 (202) 789-2240 AMERICAN COUNCIL OF HIGHWAY ADVERTISERS PO. Box 809 8801 Chesapeake Ave. North Beach, MD 20714 (301) 855-8886 AMERICAN HOTEL AND MOTEL ASSOCIATION 1201 New York Avenue, NW Suite 600 Washington, DC 20005-3931 (202) 289-3100 FUNCTION: Promotes hotel/motel business through publicity and promotion programs. Improves operating methods by disseminating information. Serves as educational institute. AMERICAN RECREATION COALITION 1331 Pennsylvania Avenue, NW Suite 726 Washington, DC 20004 (202) 662-7420 AMERICAN SIGHTSEEING INTERNATIONAL 211 East 43rd St. New York, NY 10017 (212) 687-6611

207 AMERICAN SKI FEDERATION 207 Constitution Avenue, NE Washington, DC 20002 (202) 543-1595 AMERICAN SOCIETY OF TRAVEL AGENTS 4400 MacArthur Boulevard Washington, DC 20007 (202) 965-7520 FUNCTION: Maintains Travel Hall of Fame. Conducts research and offers education. AMERICAN TRAVEL INNS 641 West North Temple Salt Lake City, UT 84116 (801) 521-0732 FUNCTION: Recommends service for hotel/motel industry. Sponsors reservations through member-to-member referrals and group marketing. Offers training and management techniques. AMERICAN YOUTH HOSTELS P.O. Box 37613 Washington, DC 20013-7613 (202) 783-6161 FUNCTION: Sponsors inexpensive, educational and recreational outdoor opportunities. Maintains overnight accommodations. Sponsors trips. ASSOCIATION OF RETAIL TRAVEL AGENTS Arta 1745 Jefferson Davis Highway Suite 300 Arlington, VA 22202 (703) 553-7777 FUNCTION: Conducts educational programs for travel agents. Promotes interests of travel agents. BIKECENTENNIAL: THE BICYCLE TRAVEL ASSOCIATION P.O. Box 8308 Missoula, MT 59807 (406) 721-1776 FUNCTION: Promotes bicycle travel by developing bike routes, trips, training programs and information service. Researches and maps tour routes. Educates public in safety. CONFERENCE OF NATIONAL PARK CONCESSIONAIRES 1200 South Priest Drive Tempe, AZ 85281 (602) 967-6006 CONSOLIDATED AIR TOUR MANUAL (CATM) PO. Box 849 Miami, FL 33137 COUNCIL ON HOTEL, RESTAURANT AND INSTITUTIONAL EDUCATION 1200 17th Street, N.W. Seventh Floor Washington, DC 20036 (202) 331-2429 DUDE RANCHERS' ASSOCIATION Box 471 LaPorte, CO 80535 (303) 493-7623 FUNCTION: Promotes the preservation of wildlife, parks and forests. Unites dude ranches to improve their product for guests. Increases publicity for ranch vacations. GRAY LINE SIGHTSEEING ASSOCIATION Gray Line Worldwide 13760 Noel Road, Suite 1000 Dallas, TX 75240 (214) 934-8700

208 GREATER INDEPENDENT ASSOCIATION OF NATIONAL TRAVEL SERVICES (GIANTS) 915 Broadway New York, NY 10010 (212) 505-5665 FUNCTION: Serves as a travel industry marketing cooperative. HIGHWAY USERS FEDERATION 1776 Massachusetts Avenue, NW Washington, DC 20036 (202) 857-1211 HOTEL & MOTEL RED BOOK 888 7th Avenue New York, NY 10019 HOTEL SALES MANAGEMENT ASSOCIATION, INTERNATIONAL (HSMA) 1235 Jefferson Davis Highway Crystal City Arlington, VA 22202 HOTEL/TRAVEL INDEX Ziff-Davis Publishing Company One Park Avenue New York, NY 10016 INSTITUTE OF CERTIFIED TRAVEL AGENTS P.O. Box 56 148 Linden Street Wellesley, ME 02181 (617) 237-0280 FUNCTION: Develops educational programs to increase the level of competency in the travel industry. Provides certification and educational programs. Conducts research. Maintains library. INTER-AMERICAN TRAVEL CONGRESS c/o Organization of American States International Trade and Tourism Division 1889 F Street, N.W., 4th Floor Washington, DC 20006 (202) 789-3585 FUNCTION: Develops inter-American cooperation concerning travel. Deals with technical matters of tourism. Works with both government and private enterprise. METROPOLITAN TRAVEL AGENTS c/o Ethan C. Smythe Calendar Travel 227 Utica Avenue Brooklyn, NY 11213 (718) 771-8400 FUNCTION: Promotes travel among black persons. NATIONAL AIR CARRIER ASSOCIATION 1730 M Street, NW Suite 710 Washington, DC 20036 (202) 833-8200 NATIONAL AIR TRANSPORTATION ASSOCIATION, INC. 4226 King Street Alexandria, VA 22302 (703) 684-0836 NATIONAL ASSOCIATION OF PASSENGER VESSEL OWNERS 1511 K Street, NW, Suite 715 Washington, DC 20005 (202) 638-5210

209 NATIONAL BUS TRAFFIC ASSOCIATION 506 South Wabash Avenue Chicago, IL 60605 (312) 922-3700 FUNCTION: Publishes "Bus Passenger Tariffs" which indicates bus fares, routes, charter charges and shipping rates. NATIONAL BUSINESS TRAVEL ASSOCIATION 1650 King Street, Suite 301 Alexandria, VA 22314 (703) 684-0836 NATIONAL CAMPGROUND OWNERS ASSOCIATION 11307 Sunset Hills Road Suite B-7 Reston, VA 22090 (703) 471-0143 NATIONAL CAMPERS AND HIKERS ASSOCIATION 4804 Transit Road, Building 4 Depew, NY 14043 (716)668-6242 FUNCTION: Assists in establishing local chapters for members. Recommendations for improvement of camping and hiking facilities. NATIONAL CAVES ASSOCIATION Meramec Caverns Staton, MO 63079 (314) 468-3166 NATIONAL PASSENGER TRAFFIC ASSOCIATION 310 Madison Avenue, Suite 420 New York, NY 10017 (212) 370-1140 FUNCTION: Promotes the interests of business travelers. Brings awareness to public of travel needs. NATIONAL RESTAURANT ASSOCIATION 1200 17th Street, N.W. Washington, DC 20036-3097 (202) 331-5900 NATIONAL TOUR ASSOCIATION North American Headquarters 546 East Main Street Lexington, KY 40508 (606) 253-1036 FUNCTION: Promotes increased public interest in motorcoach travel. Maintains tour industry standards. NATIONAL TRAVEL and TOURISM AWARENESS Two Lafayette Centre, Suite 800 1133 21st Street, N.W. Washington, DC 20036 (202) 293-3155 NORTH AMERICAN TRAVEL ASSOCIATION 1790 Broadway, Suite 711 New York, NY 10019 (718) 858-5483 FUNCTION: Disseminates travel destination information concerning North America. Provides sources of up-to-date market information. Develops North American tourism industry. PREFERRED HOTELS ASSOCIATION 1901 Meyers Road Suite 220 Oakbrook Terrace Lombard, IL 60148 (312) 953-0404 FUNCTION: Assists independently owned hotels. Promotes the service of member hotels. Maintains reservation referral services.

210 PROFESSIONAL GUIDES ASSOCIATION OF AMERICA 2416 S. Eads St. Arlington, VA 22202 (703) 892-5757 RECREATION VEHICLE INDUSTRY ASSOCIATION 1896 Preston White Drive PC. Box 2999 Reston, VA 22090 (703) 620-6003 SEPTEMBER DAYS CLUB 2751 Buford Highway, N.E. Atlanta, GA 30324 (404) 325-4000 FUNCTION: Encourages senior citizen travel (by ways of Days Inn Motels) through the use of publications and discounts. SOCIETY OF AMERICAN TRAVEL WRITERS 1120 Connecticut Avenue, Suite 940 Washington, DC 20036 (202) 785-5567 FUNCTION: Assists travelers by providing accurate destination, facility and service reports. Protects persons freedom of control to travel. Strives for preserving historic sites and nature conservation. SOCIETY OF INCENTIVE TRAVEL EXECUTIVES (SITE) 21 West 38th Street New York, NY 10018 (212) 575-0910 FUNCTION: Unites incentive travel individuals. Serves as resource for information exchange and problem solving. Helps to upgrade standards by providing educational services. SOUTHEAST TOURISM SOCIETY 455 High Brook Drive, NW PO. Box 420308 Atlanta, GA 30342 (404) 255-9472 TOURIST HOUSE ASSOCIATION OF AMERICA R.D. 2, Box 355A Greentown, PA 18426 (717) 676-3222 FUNCTION: Promotes travel by organizing bed and breakfast accommodations for travelers. Publishes Bed and Breakfast U.S.A, TRAVEL AND TOURISM RESEARCH ASSOCIATION PO. Box 58066 Salt Lake City, UT 84158 (801) 581-3351 FUNCTION: Provides leadership in travel research. Provides reference service. Maintains library. Publishes Journal of Travel Research. TRAVEL INDUSTRY ASSOCIATION OF AMERICA 2 Lafayette Centre 1133 21st Street N.W. Washington, DC 20036 (202) 293-1433 FUNCTION: Increases public awareness on the importance of travel to the economy. Promotes domestic and international travel through campaigns, education and improvement of services. TRAVEL MARKET YEARBOOK PO. Box 5890 Cherry Hill, NJ 08034 TRAVEL TRADE PERSONNEL SALES GUIDE 6 East 46th Street New York, NY 10017

211 UNTIED BUS OWNERS OF AMERICA 1300 L St., NW, Suite 1050 Washington, DC 20005 UNITED STATES TOUR OPERATORS ASSOCIATION 211 East 51st Street, Suite 12 New York, NY 10022 (212) 944-5727 FUNCTION: Encourages and supports professional and financial integrity in tourism. Provides information about tour operators activities. Serves as clearing-house for information.

*The fact that the name of an organization or source does not appear on this list does not imply in any way that it may be inferior. Names, addresses and phone numbers were updated shortly before publication, but there may be changes over time.

212 Appendix J Examples of International Organizations and Sources of Assistance*

CRUISE LINES INTERNATIONAL ASSOCIATION 500 Fifth Avenue, Suite 1407 Kew York, NY 10110 (212) 921-0066 FUNCTION: Administers lines travel agency appointments and bonding programs. Coordinates activities which relate to passenger shipping matters. HOTEL SALES AND MARKETING ASSOCIATION INTERNATIONAL 1300 L Street, NW Suite 800 Washington, DC 20005 (202) 789-0089 INTER-AMERICAN TRAVEL CONGRESSES c/o Organization of American States International Trade and Tourism Division 1889 F Street, N.W., 4th Floor Washington, DC 20006 (202) 789-3585 FUNCTION: Develops inter-American cooperation concerning travel. Deals with technical matters of tourism. Works with both government and private enterprise. INTERNATIONAL ASSOCIATION OF AMUSEMENT PARKS AND ATTRACTIONS 4230 King Street Alexandria, VA 22302 (703) 671-5800 FUNCTION: Members operate amusement parks, swimming pools, beaches and tourist attractions; and manufacture outdoor amusement park equipment. INTERNATIONAL ASSOCIATION OF CONVENTIONS & VISITOR BUREAUS 1809 Woodfield Drive Savoy, IL 61874 (217) 359-8881 FUNCTION: Acts as a clearinghouse for convention information. Conducts studies, surveys and seminars. INTERNATIONAL ASSOCIATION FOR TOUR MANAGERS 397 Walworth M. London, SE17 England 1-703-9154 or 5 FUNCTION: Maintains high standards for tour management. Provides education for tour managers. INTERNATIONAL CONGRESS AND CONVENTION ASSOCIATION (ICCA) P.O. Box 5343 Amsterdam, Netherlands INTERNATIONAL FEDERATION OF POPULAR TRAVEL ORGANIZATIONS 38, Boulevard Edgar Quinet F-75014 Paris, France 1-538-2098 FUNCTION: Promotes tourism for physical and spiritual benefits. Secures mutual understanding and cooperation. INTERNATIONAL FEDERATION OF TOURIST CENTERS Schiller Strasse 50 A-4010 Linz, Austria FUNCTION: Disseminates technical information. Develops cooperative activities. INTERNATIONAL GUIDES CLUB Asbjorn Overas vei C N-700 Trondheim, Norway FUNCTION: Advances the standards of tour guides (economically, professionally and socially). Promotes awareness concerning world tourism (environmental and socio-cultural).

213 INTERNATIONAL HOTEL ASSOCIATION 89, rue du Fauborg-Sainto-Honore F-75008 Paris, France FUNCTION: Internationally links national hotel associations of all countries. Seeks to improve reputation and standards of industry. Disseminates information. INTERNATIONAL LEAGUE OF COMMERCIAL TRAVELERS AND AGENTS 13, Boulevard de Stradbourg F-75010 Paris, France FUNCTION: Works with travel agents by giving advice on contracts made with foreign companies. Provides legal aids. Obtains overseas representation. INTERNATIONAL SOCIETY OF HOTEL ASSOCIATION EXECUTIVES c/o Florida Hotel & Motel Association RO. Box 1529 Tallahassee, FL 32302 (904) 224-2888 FUNCTION: Provides specialized education. Maintains speakers bureau. INTERNATIONAL TOURING ALLIANCE 2 quai Gustave-Ador CH-1207 Geneva, Switzerland FUNCTION: Promotes all areas of international touring and motoring. Concerned with safety in transportation. Provides services for the handicapped. Provides breakdown service. PACIFIC AREA TRAVEL ASSOCIATION 228 Grant Avenue San Francisco, CA 94108 FUNCTION: Conducts advertising campaign to promote travel to the Greater Pacific region, 35 countries. Provides travel information service. Disseminates information to media. Researches trends. Maintains library. WORLD TOURISM ORGANIZATION Calle Capitán Haya 42 Madrid 20, Spain FUNCTION: Studies problems, trends, developments and socio-economic changes which affect tourism on a worldwide basis.

*The fact that the name of an organization or source does not appear in this list does not imply in any way that it may be inferior. Names, addresses and phone numbers in the United States were updated shortly before publication, but there maybe changes over time.

214 Copies of TOURISM USA: Guidelines for Tourism Development are available for $5.00. Send orders prepaid to:

United States Travel and Tourism Administration Attention: Tourism USA Department of Commerce H1862 Washington, DC 20230

Check or Vouchers should be made payable to: Tourism USA