Tourism and Hospitality Management

Tourism and Hospitality Management

Introduction

As an established and mature tourist destination in a highly competitive environment, the world is subjected to the influences of globalisation and the maturity of the tourist market.

Competition has considerably intensified both among new tourism destinations and tourist enterprises and this has a particularly strong impact on those tourism destinations that are presently under pressure regarding pricing policies

Demographic, social and technological changes are decisively altering the international tourist market of the future, a market that will be characterized by maturity (expertise), high levels of knowledge and information and also considerable complexity.

Because of their experience and education, today's tourists are generally more demanding, independent, active and well informed on tourist destinations. Their needs and expectations are diverse and constantly changing.

The tourist product of UK is therefore encumbered by accumulated problems and weaknesses such as its one-dimensional development and standardisation, the multiple stresses on the environment as well as on our cultural identity, incidents of deviant behaviour, high operational costs, seasonality, dependence on certain tour operators, substandard infrastructure and facilities, and other issues.

Temporary and spasmodic actions are dangerous. UK must take advantage of the opportunities offered and protect itself in an effective and timely fashion from threatening changes that occur in the field of tourism; at the same time UK must face the challenges of the industry in a new, scientific, dynamic and effective approach. The development of the tourist sector is in the hands of both the private and the public sectors; therefore their co-ordination within a long-term strategic plan is of paramount importance if UK is to secure success as a tourist destination.

UK possesses a vast experience of over 30 years in tourism, and now it is called upon to use its accumulated knowledge to make a fresh start within the new global tourist environment.

Vision

The vision that inspires our strategy for the coming decade can be epitomised in the following statement:

“UK: a qualitative tourist destination that will satisfy the visitor with various interests and quests and ensure the continuous improvement of the quality of life of the locals.”

The achievement of this vision will be accomplished through a strategy whose central point of reference is Sustainability, which is identical with the concept of Quality. In this sustainability context, tourism development will safeguard and nurture the quality of the tourist experience, the beauty of the natural environment as well as the quality of life of the inhabitants by making the best use of the resources available without over-stretching or exhausting them. The destination will thus be allowed to respond successfully to the present and future needs of both visitors and the locals.

Targets

The maximisation of the socio-economic benefits will be pursued mainly through the increase of revenues; this will be the basic index of the success of the strategic plan. The maximisation of revenue from tourism will be achieved through the:

increase of the tourists' expenditure

improvement of seasonality

increase in arrivincrease in duration of stay

increase ...