HLT7039 Exploring Hospitality and Tourism Landscapes

Introduction

Tenby is a city surrounded by impressive mediaeval stone walls, with an ancient history. Tenby saw many changes over time, but he has been on the recreational map for over 200 years. And the Tenby people surely know how to offer every visitor an unforgettable time with all this experience. In the Wales economy, tourism is regarded as a foundation sector. The interest of the Welsh Government is guided by the main Wales themes (Aldebert, Dang and Longhi,  2011)

Tourism Industry

Wales Visit has successfully attracted substantial ERDF financing in support of 13 high-profile projects for the tourist attractor destination with a transformation potential, 2 of which are located at the retail, heritage, maritime, event and Llys-y-Fran Port of Pembrokeshire – Saundersfoot Harbor (adventure activities). Similar geographical goals of major funding are likely to be based on integrated design, management and marketing plans supported by strong partnerships Pembrokeshire as a destination, together with Pembrokechire County Council (PCC), the Pembrokeshire Coast National Park Authority (PCNPA) and Pembrokeshire Tourism (PT) as core partners, have embraced the possibilities offered by the new brand as well as the approach to the destination partnership being promoted through Visit Wales (Camilleri, 2018). This plan follows a number of others which the partners have been pursuing in the last decade. Over the years, the available resources from the Pembrokeshire Partners Destination have declined and this has inevitably resulted in tourism investment. The creation of a new Destination Management Organization with support and investment of the current partnership could be a prospect of further growth, along with the development of this Plan. The approach of this county to tourism could also be strengthened, efforts could be eliminated and resources now and in future best value could be provided. While there has been a reduction in enthusiasm for a Tourism Business Improvement District, partners remain open to innovative financing and partnership mechanisms to support the marketing as well as tourism development and management of the country. Through several public sources, Pembrokeshire continues to make investment in its product range. The main sources of support have over the years been European funding (regional and rural development). Whether it will be replaced in the future or how is it unclear (Glaesser, 2016).

In the meantime, the private sector continues to invest in key projects such as Bluestone Dome and Goodwick Cruise facilities, and match funding in the Llys-yFran and Saundersfoot Harbor TAD projects. Resources can be concentrated and therefore maximized through a selective approach to growth (Gooroochurn and Sugiyarto, 2015). While the family market is based on the summer, in the shoulder season business can be cultivated with a focus on the following UK and Ireland priority markets. All of these are looking for authentic experiences and places; to shelter over commercial destinations and to go to relatively undiscovered places; to want places that can enrich and challenge themselves; like the way to interact – to meet local people and to understand culture. Meets the demand of Stakeholder for a coordinated "Team Pembrokeshire" approach that ensures consistent visual or verbal communication and supports tourism enterprises in their marketing efforts. Fosters seasonal breaking to priority growth markets through promoting shoulder season breaks. The local community actively participates in content creation, recognizing the value of a local approach. This positioning will require concerted activities in areas like public transport and cycling, alongside a great deal of work on beach and track management and the planned EV charging points, to make them more visitor-friendly to ensure a realistic alternative (Lafferty and van Fossen, 2011) 

Conclusion

From this paper it can be concluded that the North Pembrokeshire Cruise Welcome initiation can learn from the local approach in food and drink, community involvement and cultural provision. The Action Plan does not provide for the creation of a new Destination Management Organization (DMO), a new trading partnership to deliver a brand narrative, marketing destination and products packaging, but if partners and businesses decide to do so, then any emerging DMO will take charge of those activities in combination with most other destinations. Future services for members, intelligence, industrial communications and advocacy could also be provided to a new DMO (related to marketing and other benefits).

References

Aldebert, B., Dang, R.J. and Longhi, C., 2011. Innovation in the tourism industry: The case of Tourism@. Tourism management, 32(5), pp.1204-1213.

Camilleri, M.A., 2018. The tourism industry: An overview. Travel marketing, tourism economics and the airline product, pp.3-27.

Glaesser, D., 2006. Crisis management in the tourism industry. Routledge.

Gooroochurn, N. and Sugiyarto, G., 2015. Competitiveness indicators in the travel and tourism industry. Tourism Economics, 11(1), pp.25-43.

Lafferty, G. and van Fossen, A., 2011. Integrating the tourism industry: problems and strategies. Tourism Management, 22(1), pp.11-19.

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