By Alan Fyall, Anna Leask, Brian Garrod, Stephen Wanhill

Customer sights symbolize a fancy region of the tourism and are the catalytic concentration for the advance of tourism infrastructure and providers. As this region grows, there are nonetheless many inquiries to be spoke back and concerns to be understood - reminiscent of what customer points of interest truly are, what forces force their improvement, who visits them and why, how they're funded, and what the various daily demanding situations are in admire in their administration and advertising. the second one variation of this winning textual content investigates those concerns extra and gives extra options and recommendations for the current and destiny. Now in its 2d variation, coping with customer points of interest: New instructions has been totally revised and up-to-date to incorporate new case reports on points of interest in Singapore, seasonal edition, religion-based sights, HRM concerns and background tourism. it is usually 5 new chapters allure luck and failure, interpretation, institution tours, handling gardens and model administration. Divided into 5 elements, the booklet tackles the next middle subject matters: . the function and nature of customer points of interest . the improvement of customer appeal provision . the administration of customer points of interest . the selling of customer points of interest . destiny concerns and developments With contributions from worldwide, this can be a vital textual content for undergraduate and postgraduate scholars of customer appeal administration, written via topic experts with a wealth of expertise during this box. * totally revised and up to date all through with 5 thoroughly new chapters, together with interpretation, allure failure & good fortune, and model administration. * offers state-of-the-art perception into the problems, rules and practices of customer sights. * World-renowned participants with a wealth of expertise within the box. * New and vintage foreign case reviews from the united kingdom, united states, Singapore, Australia, New Zealand, Greece and Canada.

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Additional resources for Managing Visitor Attractions, Second Edition: New Directions

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International Journal of Tourism Research, 3, 211–228. , Fyall, A. and Leask, A. (2002). Scottish visitor attractions: managing visitor impacts. Tourism Management, 23, 265–279. , Leask, A. and Fyall, A. (2007). An assessment of ‘international best practice’ in visitor attraction management: does Scotland really lag behind? International Journal of Tourism Research, 9, 21–42. Holloway, J. C. (1998). The Business of Tourism, 5th edn. Longman. Keynote (2005). European Tourist Attractions Market Assessment 2005.

Examples of this might include the location of some of the UK’s most recently opened visitor attractions, such as the Royal Yacht Britannia in the Ocean Terminal complex in Leith, Edinburgh, the Spinnaker Tower in Portsmouth, and the Science Centre on Glasgow’s abandoned waterfront. These ventures all offer continued opportunities to tackle management issues such as seasonality, economic benefit and the development of civic pride. One of the next such developments currently in the planning process is the Titanic Signature Project, Belfast, Northern Ireland.

Within the business tourism context, visitor attractions may also be an important part in the decision to return to a destination for a leisure visit, thus attracting those elusive repeat visitors. The ability of visitor attractions to respond quickly to visitor needs and wider external factors is also crucial within the destination context, as evidenced by the actions of Madame Tussauds in London immediately following the July 2005 terrorist bombings, where their management strategies and prompt actions helped to manage the immediate drop in visitor numbers to Central London (due to families and visitors not wanting to travel to central London for fear of further attacks), and how working in collaboration with other hospitality providers and government bodies aided relative business recovery.

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