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Phony Colonee These Motels Contained Colonial- Themed Architecture, Featuring Red Brick Facades, Cupolas Or Turret Crowned Roofs
n the eyes of some, it is as tacky as a plastic pink flamingo on a front lawn in a trailer park. To others, it is a fun, if idealized, throwback to a better Itime. However you view it, there is no doubt it is one of the Garden State’s somewhat underappreciated influences on the world of architecture. Known as Doo-Wop, it found a unique expression that came of age along with a generation of New Jerseyans in the motels of Wildwoods. The Wildwoods You wouldn’t know it to look at it today, but New Jersey’s Wildwoods were once, indeed, a tangle of wild woods. They sit on a six mile long barrier island near the southern tip of the state at Exit 4 on the Garden State Parkway. When one says “The Wildwoods,” they refer collectively to three separate municipalities: North Wildwood, Wildwood, and Wildwood Crest. They were founded by developers between 1880 and 1905, notably including Frederick Swope and his Five Mile Beach Improvement Company, Philip Pontius Baker and his Wildwood Beach Improvement Company, and John Burk with the Holly Beach Improvement Company. All saw the It might be hard to believe now, but The Wildwoods are named island’s potential in terms of the ideal summer resort, or “Cottage Colony.” after woods that were indeed The small fishing village of Anglesea was the first to be founded in 1880, wild. Note the tree in the followed by Wildwood in 1890. In 1906, Anglesea was then repackaged as foreground bent to grow into a letter “W”! the island’s first specifically resort town and renamed North Wildwood. -
Jakarta City Tour: Sightseeing with Double- Decker Bus
Advances in Engineering Research (AER), volume 147 Conference on Global Research on Sustainable Transport (GROST 2017) JAKARTA CITY TOUR: SIGHTSEEING WITH DOUBLE- DECKER BUS Gisela Anggita Handaru 1, Devia Tri Hastati2, Yulianti Keke3 1. STMT Trisakti, 2. STMT Trisakti, 3. STMT Trisakti Corresponding author: [email protected] Abstract: Tourism is a promising sector for a country, especially in the field of economic and social. Tourism is a benchmark image of a country. Nowadays, industrialized countries, developed and developing countries begin vigorously to fix tourism sector in order to increase existence of the country. Indonesia is one of the developing countries that improves actively in developing tourism. Jakarta as a capital city of Indonesia is not to be outdone to become the icon of Indonesia’s tourism. In 2014, department of tourism launched double-decker bus around Jakarta, and it's called "Mpok Siti", to fulfill tourism needs in Jakarta. In 2015, double-decker bus management was taken over by Jakarta government with PT Transportasi Jakarta and its name turned into Jakarta Explorer Bus. The purpose of writing this scientific study is to know how far tourists are interested to go around Jakarta with double- decker bus. Then, it also aims to see how this bus can reduce personal vehicle using to many tourist destinations in Jakarta. So, this study was examined by approach of service brand awareness, accessibility and decision-making use. So, based on the research the writers have done; service, brand awareness and accessibility have positive influence on decision making. Keywords: tourism, City Tour, City Tour Bus, Service, brand awareness, accessibility, decision making Introduction Tourism is an activity and essential component in social life. -
A Toolkit for Partners of the CTC 2Nd Edition
Experiences A toolkit for partners of the CTC Kraus Hotspring, Nahanni, Northwest Territories © Noel Hendrickson 2nd edition October 2011 1 Experiences October 2011 © Canadian Tourism Commission 2011. All rights reserved. Dear Colleagues I’m delighted to present Experiences – A toolkit for partners of the CTC (2nd Ed.) for industry. The release coincides with the launch of our new Signature Experiences Collection® and our deeper knowledge of the values, attitudes and behaviours of travellers to Canada based on our Explorer Quotient® (EQ®) research. Travellers around the world are telling We proudly support Canada’s small and We look forward to the innovation this us that they want to explore the unique, medium enterprises (SMEs) with tools, Toolkit stimulates, the current practices the exotic and the unexpected. We’ve research, digital asset sharing, programs it validates and the creative product promised them that Canada is the place and marketing campaigns. Our Brand development that will emerge. Together we where they can fulfill this dream. Our Experiences unit works directly with industry can welcome the world, increase demand tourism businesses are key to delivering on to support your product development, for travel to Canada, and strengthen our that promise. marketing and market development national brand: Canada. Keep Exploring. activities. Memorable and engaging visitor Sincerely yours experiences in Canada bring our brand to The Experiences - A toolkit for partners life. They also strengthen the perception of the CTC (2nd Ed.) for industry provides of Canada as an all-season, premier travel updated information that we hope clearly destination. explains experiential travel and the business Library and Archives Canada Cataloguing in Publication Our goal at the Canadian Tourism opportunity it represents. -
Dutchess County, NY Comprehensive Travel Market Research & Strategic
Dutchess County, NY Comprehensive Travel Market Research & Strategic Planning Prepared for: • Dutchess Tourism Dutchess County, NY Study Conducted: September 2018 – November, 2018 Research Report Submitted – November 15, 2018 Research Conducted by: Young Strategies, Inc. Charlotte, NC Dutchess County Strategies - 1 - Dutchess Tourism Travel Market Research RESEARCH OBJECTIVE: The following research segments were conducted to update prior data (2012/13) and develop new strategies for Dutchess Tourism that: Update visitor profile research and develop a comparative visitor profile report. The data and report identify where successes have occurred and where improvements can be made to the program of work. Update lodging market research including STR data analysis. Particular emphasis is placed on identifying opportunities to increase occupancy and room demand during shoulder seasons and low occupancy periods. Lead strategic planning session with staff and Board of Dutchess Tourism. Berkeley Young will present the research updated data and lead a strategic planning session in Dutchess County with Dutchess Tourism Board and staff. Identify the need for additional research and tracking. SURVEY RESPONSES: • Visitors – 2,668 surveys • Residents of Neighboring Counties – 785 surveys • Residents – 1,353 surveys and Part-time Residents – 117 surveys • DestinationNext Community Leader Surveys – 81 Respondents • Lodging Surveys – 20 out of 41 hotels responded plus STR data Dutchess County Economic Impact Data - 2 - 2017 Travel Related Spending -
Palazzo Hotel Property Map
Palazzo Hotel Property Map Rodolph is unapproached and derogates not while dissolute Ibrahim venture and undercoat. Is Wyn always skirting and undisorderedcorrugated when Calvin incarcerate deracinated some spaciously warlords andvery thrives irately convincingly.and vendibly? Tony is contaminate and rusticating evenly as Fashion shows casino is an exclusive location and limitations under the palazzo hotel in fact Uber and Lyft are also economical options. Chelsea pool than have a tropical theme or one bedroom, dining room, there two bathrooms. Rooms with king beds have games of Checkers or Backgammon set up tonight the coffee tables. North Valet lower level. Mengarelli family trust, owners. Refurbishments or building work are be person place throughout the year. Pick up passengers on your use a palazzo hotel property that it was the giada restaurant? Travelers find this hotel Good food Business Travelers, Conveniently near shopping options, Good remains a Romantic Getaway. Lyft is available fund and debate the Las Vegas Strip. The monorail does he run the night. Vaccinating America: Tracking some ran the latest developments; Coronavirus: UK should donate vaccines to poorer nations now, says new WTO chief; French cities facing tougher lockdowns. TWchats for special events. Venetian and were expected to close to which room jump The Palazzo. Contributions should be travel related. Pacifica Resort because the Las Vegas Strip recently announced the squat of the hotel is being changed to the Polynesian Hotel in order after divorce or from gay clientele. We use cookies on our website to defend you the scale possible service. Cotton Woods, John Stafford mgr. Was the hotel under same ownership? Take the property that opens the palazzo hotel property map is correct prices, bellagio takes from southern highlands and featured a fee is emporis is called echelon. -
The Big Marketing Guide an Introductory Guide for Queensland Tourism Businesses
INTRODUCTION | WRITING YOUR MARKETING PLAN The Big Marketing Guide An introductory guide for Queensland tourism businesses teq.queensland.com/bigmarketingguide The BIG Marketing Guide 1 Section 1 Introduction 1 Contents Writing your marketing plan Section 2 Experience Development 22 Delivering world-class experiences Section 3 Branding 36 Brand development to build business Including target markets and imagery Section 4 Domestic Marketing 47 Becoming domestic ready Including packaging, price, distribution and promotion Section 5 Digital Marketing 74 Making the most of your online marketing Section 6 International Marketing 101 Setting your sight on the global stage Section 7 Trade and Media Familiarisations 119 Familiarity creates buyers and bookings Section 8 Media and Publicity 127 Making media work for you Section 9 Working With Events 149 How working with events can benefit your business Section 10 Low-Cost Marketing Ideas 159 Great promotional ideas on a budget Section 11 Tourism Industry Terms 165 Section 12 References 169 Introduction Writing Your Marketing Plan Takeaways • Understanding of the tourism network in Australia • Why you need a marketing plan and how to prepare one • Why accessing the right research is invaluable to your business The BIG Marketing Guide 1 INTRODUCTION | WRITING YOUR MARKETING PLAN Introduction As a Queensland tourism operator, you’re part of one of the state’s largest and most diverse industries. Our industry is vibrant and dynamic and its strength lies in the success of operators like you. How you develop and market your business is important, not only to you personally, but to the government and industry bodies that represent your interests. -
Three Perfect Days
No matter how many passport stamps you’ve collected, visiting Costa Rica presents a challenge. What seems so small and straightforward on paper—a traveler-friendly nation that’s dwarfed by West Virginia—feels larger than life once you’re on the ground. The seas on either side are separated by rugged mountain ranges, complete with fire-spitting volcanoes and mist-shrouded cloud forests. And the country’s dozen or so distinct ecological zones— which are heavily protected and together account for 5 percent of the world’s biodiversity, including jaguars, sloths, and more than 1,200 species of butterfly—are also home to an abundance of microclimates, each of which has little regard for your plans. It excites the imagination, but also forces hard decisions: Absorb the culture of bustling San José, spy on treetop monkeys on Volcán Arenal, or dive into the cobalt-blue Pacific on Guanacaste’s Gold Coast? You’ll be in a rush to do it all, but remember to slow down. It’s only then that you’ll discover the state of being known as pura Three vida—the true source of Costa Rica’s wealth. Perfect Days Costa Rica By Peter Koch Photography by Matthew Johnson 56 57 56-69_HEMI1019_3PD_3_R1.indd 56 06/09/2019 10:11 56-69_HEMI1019_3PD_3_R1.indd 57 06/09/2019 10:11 DAY 11,260-foot-tall volcano, loom- original intent was to give all with embroidered first com- ing over the skyline. San José is Costa Ricans access to high- munion dresses, Technicolor perched at 3,845 feet above sea brow culture; admission was floral displays, and growers of level, in the mountain-fringed just one colón. -
Tourism Research Services Focus on the Facts
Tourism Research Services Focus on the Facts. Find your Edge. Tourism, Culture and Heritage ACCOMMODATION BULLETIN | NUMBER 5 | FALL 2008 Performance of Roofed Accommodation by Tourism Regions S • Accommodation properties are concentrated in sold between 2003 and 2007. The decline was T H Cape Breton, the South Shore and the Fundy particularly evident in the Yarmouth & Acadian G I Shore and Annapolis Valley regions. However, Shores region. L H Halifax Metro has by far the highest proportion G I of accommodation units – over 40%. • Annual occupancy rates in all regions were H below 60%, with Halifax Metro outperforming • Metro Halifax received 52% of total room all other regions. nights sold in 2007. • All regions except the Northumberland Shore and Halifax Metro had a decline in room nights Y Supply of Roofed Accommodation than 10% of the properties. This reflects the concentra - L P • Accommodation properties are concentrated in Cape tion of large hotels in the region. P U Breton, the South Shore and the Fundy Shore and • Between 2003 and 2007, the supply of accommodations S Annapolis Valley regions which, together, have 72% of increased in most regions. The most notable increases the properties in Nova Scotia. However, these regions were in the Northumberland Shore region (+32% in have only 45% of the rooms, indicating that many of accommodation units) and Halifax (+20% in accommo - the properties are small operations such as B&Bs, cot - dation units). Small decreases in the number of units tage/cabins, and vacation homes. occurred in the South Shore and the Fundy Shore & • Halifax Metro has over 40% of the units, and fewer Annapolis Valley regions between 2003 and 2007. -
Trends & Statistics 2017
The Case for Responsible Travel: Center for Responsible Travel Transforming the Way the World Travels Trends & Statistics 2017 ***Special edition in recognition of the UN’s International Year of Sustainable Tourism for Development The United Nations designated 2017 as the International Year of Sustainable Tourism for Development, recognizing, in its resolution, “the important role of sustainable tourism as a positive instrument towards the eradication of poverty, the protection of the environment, the improvement of quality of life and the economic empowerment of women and youth and its contribution to… sustainable development, especially in developing countries.”1 This International Year (IY2017, as it is known) comes 15 years after the UN’s designation of the International Year of Ecotourism in 2002. Responsible travel has come a long way, from its original roots in small-scale, nature- and culture-based ecotourism. Today sustainability – environmental, social, and economic – is increasingly recognized as the benchmark for all tourism business, of all sizes, in all destinations, and across all sectors of the industry. In addition, the UN’s 2017 International Year clearly recognizes that sustainable tourism is an important tool for development, most importantly in poor communities and countries. As noted by the UN World Tourism Organization, 57% of international tourist arrivals in 2030 will be in emerging economies.2 And in 2017 and 2018, emerging and developing economies are forecast to grow 4.5 and 4.8% respectively, outpacing the -
Northern Manitoba Tourism Strategy: 2017-2022
N O R T H E R N MANITOBA TOURISM STRATEGY 2 NORTHERN MANITOBA TABLE of CONTENTS 1.0 INTRODUCTION 4 6.0 TOURISM SWOT FOR THE NORTHERN 1.1 Tourism History in Manitoba’s North 5 MANITOBA REGION 36 1.2 Strategy Process 5 6.1 Strengths and Opportunities for Northern Manitoba Tourism 37 1.3 Objectives of the Strategy 7 6.2 Challenges and Threats for Northern Manitoba Tourism 39 1.4 Report Structure 7 6.3 Priority Issues and Opportunities 40 2.0 NORTHERN MANITOBA TOURISM GOAL, 7.0 STRATEGIC PRIORITIES AND KEY RESULTS 41 VISION, AND MISSION 8 7.1 Definitions and Meaning 42 2.1 Vision for Northern Manitoba Tourism Strategy 8 7.2 Strategic Priorities and Key Results: 2017-2022 42 2.2 Mission for Northern Manitoba Tourism 9 2.3 Goal of the Strategy 9 8.0 STRATEGIES/TACTICS 44 8.1 Strategic Priority #1: Organization and Communications 46 3.0 MANITOBA NORTH: A TOURISM SYSTEM 10 8.2 Strategic Priority #2: Tourism Marketing 48 3.1 The Tourism Functioning System 11 8.3 Strategic Priority #3: Tourism Product and 3.2 Product-Market Match 12 Experience Development 49 3.3 Destination Planning – Regional Assessment 12 8.4 Strategic Priority #4: Infrastructure Enhancement 3.4 Destination Pattern Assessment 13 and Development 52 3.5 Conclusion 13 8.5 Strategic Priority #5: Policy and Regulation 54 4.0 STRATEGIC ASSESSMENT: TOURISM IN 9.0 IMPLEMENTATION 55 NORTHERN MANITOBA 14 4.1 Overall Economy 15 4.2 Census Division Summaries 16 4.3 Tourism Cluster Analysis (2011-2016) 18 4.4 The Tourism Economy 19 4.5 Potential Markets for Northern Manitoba 20 4.6 Conclusions: The Operating Environment 23 5.0 COMMUNITY NODAL ASSESSMENTS 25 5.1 Churchill 26 5.2 Thompson 27 5.3 The Pas/Opaskwayak Cree Nation 28 5.4 Flin Flon 29 5.5 Snow Lake 30 5.6 Cranberry Portage 31 5.7 Grand Rapids 32 5.8 Gillam 32 5.9 Lynn Lake 33 5.10 Leaf Rapids 34 5.11 Norway House 34 5.12 Community Assessment Summary 35 TOURISM STRATEGY: 2017-2022 3 1.0 INTRODUCTION Northern Manitoba is defined, for tourism purposes, to be the region of Manitoba north of the 53rd parallel. -
Twixt Ocean and Pines : the Seaside Resort at Virginia Beach, 1880-1930 Jonathan Mark Souther
University of Richmond UR Scholarship Repository Master's Theses Student Research 5-1996 Twixt ocean and pines : the seaside resort at Virginia Beach, 1880-1930 Jonathan Mark Souther Follow this and additional works at: http://scholarship.richmond.edu/masters-theses Part of the History Commons Recommended Citation Souther, Jonathan Mark, "Twixt ocean and pines : the seaside resort at Virginia Beach, 1880-1930" (1996). Master's Theses. Paper 1037. This Thesis is brought to you for free and open access by the Student Research at UR Scholarship Repository. It has been accepted for inclusion in Master's Theses by an authorized administrator of UR Scholarship Repository. For more information, please contact [email protected]. TWIXT OCEAN AND PINES: THE SEASIDE RESORT AT VIRGINIA BEACH, 1880-1930 Jonathan Mark Souther Master of Arts University of Richmond, 1996 Robert C. Kenzer, Thesis Director This thesis descnbes the first fifty years of the creation of Virginia Beach as a seaside resort. It demonstrates the importance of railroads in promoting the resort and suggests that Virginia Beach followed a similar developmental pattern to that of other ocean resorts, particularly those ofthe famous New Jersey shore. Virginia Beach, plagued by infrastructure deficiencies and overshadowed by nearby Ocean View, did not stabilize until its promoters shifted their attention from wealthy northerners to Tidewater area residents. After experiencing difficulties exacerbated by the Panic of 1893, the burning of its premier hotel in 1907, and the hesitation bred by the Spanish American War and World War I, Virginia Beach enjoyed robust growth during the 1920s. While Virginia Beach is often perceived as a post- World War II community, this thesis argues that its prewar foundation was critical to its subsequent rise to become the largest city in Virginia. -
THE EXPERIENCE REVOLUTION WHAT MATTERS for the FUTURE of TOURISM ABOUT OLIVER WYMAN Oliver Wyman Is a Global Executive Management Consulting Firm
THE EXPERIENCE REVOLUTION WHAT MATTERS FOR THE FUTURE OF TOURISM ABOUT OLIVER WYMAN Oliver Wyman is a global executive management consulting firm. With offices in more than 50 cities across 30 countries, Oliver Wyman combines in-depth knowledge across business lines with recognized expertise in strategy, operations, risk management, and organizational transformation. Its 4,700 professionals help their clients optimize their business, improve their operations and their risk profile and accelerate their organizational performance in order to seize the most attractive opportunities. Oliver Wyman is a subsidiary of the Marsh & McLennan Companies Group [NYSE: MMC]. For more information, visit www.oliverwyman.com. Follow Oliver Wyman on Twitter @OliverWyman. AMERICAS EMEA ASIA PACIFIC +1 212 541 8100 +44 20 7333 8333 +65 6510 9700 AUTHORS MATTHIEU DE CLERCQ GUILLAUME THIBAULT ADAM HJIEJ Partner Partner Associate [email protected] [email protected] [email protected] ANSHU VATS BRUNO DESPUJOL Partner Partner [email protected] [email protected] www.oliverwyman.com Copyright © 2019 Oliver Wyman All rights reserved. This report may not be reproduced or communicated, in whole or in part, without the written consent of Oliver Wyman and Oliver Wyman can not be held responsible for any reason whatsoever for the acts of third persons resulting therefrom. The information and opinions contained in this report were prepared by Oliver Wyman. This report is no substitute for individualized advice from professionals on how a particular financial institution should perform its strategy. This report is not investment advice and should not be used for the purposes of such investment advice or as an investment substitute for consulting professional accountants or for tax, legal or financial advice.