Wednesday, December 11, 2019

The Intellectual History Of Culture And Development †Free Samples

Question: Discuss about The Intellectual History Of Culture And Development. Answer: Introduction: Development of heritage tourism has emerged as tool to bring about economic develop of historically important places. The paper would delve into one such place called Gayndah in Australia which would be developed by a non-profit organisation called Gayndah Heritage Railway Rail Trail Incorporation. Organization: Organisation detail: The legal name of the organisation is Gayndah Heritage Railway Rail Trail Incorporation. It is registered trading under Queensland Associations Incorporation Act 1981 Section 15. Gayndah Heritage Railway Rail Trail Incorporation by nature is a non-profit organisation. The organisation provides various types of tourist entertainment and accommodation facilities in Gayndah (, 2018). The structure of the organisation is a private and non-profit making organisation. Business premises: The business premises of Gayndah Heritage Railway Rail Trail Incorporation are located in Gayndah in Queensland, Australia. The various tourist attractions like Burnett River Rail Trail also pass through surrounding areas like Munduhberra. Organisational chart: The organisation chart of Gayndah Heritage Railway Rail Trail Incorporation is as follows: Upper level management President: Takes the decisions Vice president: Assists the president in taking decisions. Middle level management: Secretary: Assists the president and the vice president Treasurer: Look after the financial aspects like pricing of the tourist packages Lower level management: Committee members: Executes the strategies of upper and lower level management. Product and services: The products and services of Gayndah Heritage Railway Rail Trail Incorporation consist of tourist packages to enjoy the heritage of Gayndah. They consists of attractions like Gayndah Orange Festival and Historical Railway Bridges. The body also sells merchandize to tourists as tokens of remembrances (Gregori, Daniele Altinay, 2014). Future: Vision statement: The vision statement of Gayndah Heritage Railway Rail Trail Incorporation (GHRRTI) is to promote the heritage of Gayndah. The body seeks to preserve the heritage of the place by the revenue that it would generate from tourist services. Mission statement: The mission statement of GHRRTI is to serve tourists by offering their services like railway trips in the town of Gayndah. The body would use the revenue generated to develop the town as a heritage tourist spot and bring about growth of its tourism industry (Kir?ov Pavl?eka, 2015). Strategies priorities: The priorities of the organisation are to bring about economic development of Gyandah and preserve its historical heritage. The Australian town experiences limited economic development and hence, developing it as a tourist spot would boost its economic development (Cuong, Dart Hockings, 2017). The long-term business strategies of GHRRTI are to develop Gayndah as one of the most sought tourist spots in Australia. The strategy of the body was to serve tourists and generate revenue to tourism industry of the town economically sustainable (Brilha, 2016). Goals/Objectives and Key Results areas: Goals: Develop the tourism of Gayndah Promote the heritage railway of the town. Generate revenue from tourism to make the town economically sustainable. Key Results areas: Revenue generation. Increase in the number of tourists visiting Gayndah per year. The Market: Market Research: The statistical research would be performed to analyse the market by studying the number of tourists visiting Gayndah prior to and after development of Gayndah Heritage Railway Rail Trail Incorporation. The local government would also be consulted to gain important statistical information like tourist visits (Arizpe, 2015). Mission targets: The sales targets would be selling a minimum of five tourist packages a day. The sales target would also consist of selling merchandise for additional revenue. The implementation schedule would consist of promoting the priority tourist packages of Gayndah and discount offers during suitable seasons to attract tourists and then contact tourists to sell tourist packages according to their preferences. Then these tourists would be sent the itinerary of visits along with the rates. The managers would then book the hotels after getting advancement payment and written confirmation from the tourists regarding their visits (Benur Bramwell, 2015). Environmental analysis: PESTLE analysis: Political: Stable economy of Australia. Government support to tourism industry Economic: Huge disposable income encourages people of Australia to visit heritage tourist spots. Financial support from financial institutions. Social: Growing concern in the Australian society promotes heritage spots. Technological: Australia is technologically developed. Social networking sites enable online promotion of tourist places. Legal: Australian law is very strict. Environment: The tourism business units like hotels should recycle wastes to minimise environmental pollution. SWOT: Strengths: Strong support from government. The heritage attribute would attract tourists. Weakness: Dependent on government and corporate sector for initial financial support. Opportunities: The body can spread its business to other towns and cities. Gayndah Heritage Railway Rail Trail Incorporation can team up with banks for the booking process. Threats: Preservation of heritage sites is expensive. Pollution during historical site renovation work may attract criticism from residents and government actions. Customers: The target customers would be upper and middle class people with sufficient disposable income to afford expensive heritage tours. Gayndah Heritage Railway Rail Trail Incorporation would establish good relationship with customers by providing high quality services. The body would continuously keep in touch with customers and inform them on latest attractions. This would help the body attract customers and make them return to Gayndah (Eid El-Gohary, 2015). Your competitors: The three competitors of Gayndah Heritage Railway Rail Trail are Destination Gold Coast, Tourism Leisure Corporation and Department of Tourism, Government of Australia which also offers heritage tourism packages (Benur Bramwell, 2015). Gayndah Heritage Railway Rail Trail Incorporation would offer affordable tourism products and services to visitors of Gayndah which would allow it to attract more tourists compared to its competitors (Kavoura Stavrianea, 2014). Advertising and Promotion: Gayndah Heritage Railway Rail Trail Incorporation should advertise its tourist packages on the televisions, newspapers and travel magazines. It can also promote its services in trade fairs and seminars (So et al., 2016). Legislation, regulations and codes of practice: The body comes under the legislations, regulations and codes of practices laid down by Queensland Associations Incorporation Act 1981 Section 15 and governing bodies like Department of Tourism, Government of Australia (, 2018). The finances: Sources of funds: Government aid, revenue from tourists and financial institutions. Other activities: Approach corporate bodies for financial support. Cost-benefit analysis: Category Details Costs in First Year Fixed cost Taxes, rent of office AUD 20000 Variable costs Electricity, stationary and salary of staffs AUD 100000 Other miscellaneous expenses CSR expenses AUD 50000 Total AUD 170000 Benefit Benefits within the first 12 months (in $) Generation of revenue AUD 1000000 Generation of employment AUD 100000 Economic development of town AUD 1000000 Total AUD 1100000 The above cost/benefit analysis justifies that it requires no further change in the initial phase. The management would incorporate the changes as and when necessary according to business needs. Implementation, Review and Monitoring: Review of plan: The plan would be reviewed once a year. Monitoring of implementation of plan and identification of business opportunities: The increase in profit generated would show success of implementation of plan and identification of future business opportunities. Reporting of financial and non-financial performance to stakeholders: The management would report the outcomes of financial and non-financial business plan to stakeholders on semi annually and yearly basis. Risk management: RISKS LIKELIHOOD CONSEQUENCE TREATMENT 1. Fire High Severe Arranging of fire extinguishing systems in all hotels and destinations 2. Natural calamity Low Very severe Timely reporting to local government rescue teams 3. Thefts High Financial loss CCTV cameras and stringent security checks 4. Vandalism low Financial ,loss, loss of artefacts Police protection 5. Accidents due to tripping, falling and so on High Inconvenience to injured and other tourists Medical aid, hospitals Likelihood CONSEQUENCE Insignificant Minor Moderate Major Catastrophic Almost Certain Accidents due to tripping, falling and so on Likely Moderate Thefts Fire Unlikely Rare Vandalism Natural calamity Strategic planning: The heritage tourism business of Gayndah Heritage Railway Rail Trail Incorporation identifies its current operations and business stands. It can be analysed and identified that the body needs to acquire funds from government in the initial stage and huge revenue as it expands its business. The business must achieve growth, expansion and maximisation of revenue generation. The accountable persons are the president who makes the strategic decisions, the vice-president who helps the president and the members who execute the strategies (So et al., 2016). The scheduled planned indicators would be increase in revenue generation and expansion of business achieved within the set timeframe of a year. Strategic planning methodologies: The strategic planning methodology would consist of formation of strategic based on the information gained from PEST and SWOT. The apex management should take into factors like political, situations and strengths like financial strengths while making strategies (Kavoura Stavrianea, 2014). Sources of information: Internal source of information: Employees External source of information: Customers Techniques of developing organisational values: Training. Motivation Risk management strategies: Risk management strategies are important to intellectual property rights because the companies hold the IPRs of the products they manufacture. Thus, losing of IPR would also mean losing the products and causing business losses (Eid El-Gohary, 2015). Business performance of key result indicators: Community awareness or branding-High Governance- Very high Quality-High Sales-High Workforce-High Triple bottom line (economic, environmental, socio-cultural)-Very high Profit and Loss- Medium Cooperative ventures with other firms: Companies must conduct their own SWOT analysis to know their strengths and weaknesses (Kavoura Stavrianea, 2014). Key Stakeholders: Governments, customers, investors and employees Three benefits of external consultation: Professional expertise. High grade knowledge about market conditions. Information about strategies of other firms. Availability of labour: During implementation: By recruiting appropriate human resources. Training. Motivating Continuous training: Technical training Soft skill development training. Strengths and weaknesses of a business plan Strengths: Gives knowledge about resources including financial resources. Gives idea about business strategies. Weaknesses: Based on estimation and cannot be used to form strong strategies. Hardly gives any idea about future market changes (So et al., 2016). Conclusion: The discussion clearly shows that heritage tourism can help in generating revenue to bring about economic development of heritage places. Gayndah Heritage Railway Rail Trail Incorporation should receive financial support from government and body corporates. References: Arizpe, L. (2015). The intellectual history of culture and development institutions. InCulture, Diversity and Heritage: Major Studies(pp. 58-81). Springer International Publishing. Benur, A. M., Bramwell, B. (2015). Tourism product development and product diversification in destinations.Tourism Management,50, 213-224. Brilha, J. (2016). Inventory and quantitative assessment of geosites and geodiversity sites: a review.Geoheritage,8(2), 119-134. Cuong, C. V., Dart, P., Hockings, M. (2017). Using Enhancing our heritage toolkit for assessing management effectiveness of the Kien Giang Biosphere Reserve. Eid, R., El-Gohary, H. (2015). Muslim tourist perceived value in the hospitality and tourism industry.Journal of Travel Research,54(6), 774-787. Gregori, N., Daniele, R., Altinay, L. (2014). Affiliate marketing in tourism: Determinants of consumer trust.Journal of Travel Research,53(2), 196-210. Kavoura, A., Stavrianea, A. (2014). Economic and social aspects from social media's implementation as a strategic innovative marketing tool in the tourism industry.Procedia Economics and Finance,14, 303-312. Kir?ov, A., Pavl?eka, A. (2015). Development of social media strategies in tourism destination.Procedia-Social and Behavioral Sciences,175, 358-366. Our Vision | Gayndah Heritage Railway. (2018) Retrieved 26 January 2018, from So, K. K. F., King, C., Sparks, B. A., Wang, Y. (2016). The role of customer engagement in building consumer loyalty to tourism brands.Journal of Travel Research,55(1), 64-78.

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