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Q&A About Tourism Attractions
Optimizing Existing Attractions
You can get valuable, free publicity through articles in business or entertainment sections of local and area newspapers as well as newspapers in larger cities. Surveys can be used for current customers and for feedback from past customers. This should include some evaluation regarding the quality of service offered by area businesses. Surveying prospective customers is best done after carefully defining that market. Keep lists of repeat customers and mail them informational and promotional material annually. Due to limited budgets it may be more productive to cooperate on promotional efforts with other businesses, organizations, communities, and counties who have similar goals. The state tourism department may be a good partner for such efforts. You can also get valuable, free publicity through articles in business or entertainment sections of local and area newspapers as well as newspapers in larger cities. Special events can be publicized by local, regional and state media at little or no cost. You should provide flyers and brochures promoting attractions to businesses such as restaurants, gas stations, motels, and other convenience stores where visitors stop. Determine what the key locations for these materials are. Signage is critical; make sure it also is appropriately located for maximum impact. Dale Zetocha
Treat the city as two different destinations. Two different attractions cannot be packaged together to create some kind of hybrid. Essentially, each attraction is appealing to significantly different market segments. Thus, each attraction must be strong enough to stand on its own. If not, then promotion should concentrate on the attraction that will make your community competitive with other communities. The two attractions cannot be packaged together to create some kind of hybrid. This would dilute the promotion effort, resulting in a relatively low return on investment. Obviously, there may be some travelers with a cross-over interest in bass fishing and history, but it is unlikely they would constitute a large enough market to make the community a successful destination. Target each market separately. These two different products may give the community some wonderful opportunities to combat seasonality and target limited community resources and energy into very specific and successful activities and developments. Dr. John D. Hunt
In order to determine a strategy for becoming a destination area versus a day-use area, you also need to assess existing attractions. Often, a community fails to realize its attraction potential because it really has not looked at itself in depth. By understanding its existing attraction base, a community can develop a strategy to either expand that attraction base or identify new attractions that are compatible with existing ones. Examine the qualities of your attractions that would make people stay longer. For example, is there too much to do in one day? Cortez, Colorado prints a series of 12 simple, one-color brochures each highlighting a different day trip. For example, one brochure is Day Trip #1: Hovenweep National Monument, and another, Day Trip #6: Telluride. This encourages tourists to use the town as a sightseeing base. In smaller rural communities, it may not be the attractions that are the limiting factor but rather a lack of food service and lodging to meet the needs of overnight visitors. Capital and entrepreneurial spirit are then needed to capitalize on existing attractions, or the community needs to package its attraction with the nearest service community that can accommodate an influx of new visitors. It is very difficult for smaller communities to handle bus tours with 44 people at a time because they don't have big enough restaurants or hotel/motels. Thomas J. Wood, Consultant
A series of two- to three-day events can develop community cohesion and pride, and other intangible benefits, whereas a single attraction may benefit only a few. A community committed to tourism development should consider doing both concurrently. The special events or festivals should be appropriate for the area's attractions, culture, history, or economic activity. Oftentimes the special events can be expansions of a local business or activity not normally considered to be an attraction. Examples might be a cheese plant in a dairy region, a roping arena in a fairgrounds, or a lesser-known historic site. Thomas J. Wood, Consultant
Another approach is to offer a totally different product. Families with children may be looking for family entertainment options. Think of what you can package and sell to families. Outdoor dramas, chuck-wagon suppers, water slides, stocked fishing ponds, and horseback riding are some options. Colleen May
Casinos can attract hundreds of thousands of new visitors to an area. Casinos can attract hundreds of thousands of new visitors to an area. Depending on casino location, many of these visitors may be day trippers, but with so many visitors, even a small percentage of visitors that require lodging and other services can create a huge demand in the area. Communities could work with the marketing department of each casino to identify opportunities for cooperation. The casino may distribute a brochure on the area listing attractions and services, from museums and events to lodging and service stations. Investigate other on-site opportunities to cross-sell, such as electronic billboards in the casino. The casino may also agree to promote tours of the area to casino patrons, who, without diversion, may otherwise gamble and return home. Communities can also cooperate with casinos in their long-range marketing plans. Sharing a booth, promotion, or group tour market can promote both the casino and the surrounding attractions and services. Sport shows are another location where a joint effort can reduce costs and enhance the product being offered. Likewise each community needs to analyze how it can promote the casino through individual efforts, such as brochures, advertising, trade and sport shows, radio shows, and listings of rainy day activities. Casinos are an attraction. They can provide initial exposure of a community to new visitors. If, through this exposure, 10 to 20 percent continue to return to the area year after year, a new market and economic base can be developed. Colleen Tollefson Agricultual Attractions
Each tour should focus on the unique experiences and sights available at the farms on the tour. Here are some ideas:
As part of the tour package consider an old-fashioned picnic dinner. If this isn't possible, try offering a snack such as apple muffins from the orchard. Make sure all food is safe. Offering unpasteurized milk, for example, is not a good idea. Organize community festivals and events based on agricultural products prominent in the area. Another feature might be historical farm buildings and equipment. Exhibit things which document how people lived two or three generations ago such as century farms, bank barns, antique hand tools, hooked rugs, or handmade quilts. The package should promote any farm-based bed and breakfasts in the area as well as any operations dealing with farm vacations. Organize community festivals and events based on agricultural products prominent in the area. Sweet corn, pumpkins, apples, cheese, cherries, strawberries, and other food products have been the basis of very successful festivals. Studies have shown that people like to take a farm tour when it is associated with a community festival. Harriet Moyer
In such an area, promotion could include U-picks, roadside stands, and farmers' markets featuring fresh products for city dwellers. A community festival featuring one or more of the local crops is a viable option. Strawberries, for example, are the basis for many very successful festivals. In terms of the U-picks, the operators should feature opportunities for the customers to gather their own fresh produce from the fields. Prepacked produce should also be available for those who enjoy looking at the growing and harvesting but aren't interested in picking. Road-side stands should market the products in small enough amounts to interest the typical city dweller. Farmers' markets can, if organized properly, become an almost weekly community event for producers and city dwellers. Add strolling jugglers or singers to make it more attractive. This type of atmosphere has been created successfully in Madison, Wisconsin. Community activities such as voter registration stands promoting other community events have been successfully integrated into the farmers' markets. By making the most out of this event you will attract more people. Organization of such a market will require a full-time manager. Harriet Moyer Developing New Attractions
Not all ecotourism ventures are economically successful, however. In a focus on Latin America and the Caribbean, a two-volume report of the World Wildlife Fund concluded that the potential environmental and economic benefits from nature-based tourism have yet to be realized. Here, it was found that most parks lacked trained guides, interpretive information, and basic facilities such as visitors' centers. These facilities missed opportunities to provide environmental education to visitors and to bring in the visitors who could have contributed to local economic growth. Studies on ecology and tourism have suggested that uncontrolled visitors have also had a detrimental effect on the fragile ecosystems being advertised. Not all ecotourism ventures are economically successful. Whether a greater rate of return will result from ecotourism over high-development tourism is dependent on many factors. Ask these questions:
Careful planning is required to evaluate all of the benefits and costs associated with the project. Only then will you know whether your return on the investment is good. You may find that your cost structure has simply shifted away from intensive capital costs to other support costs. Each situation will be different. The nature of your natural endowment, as well as how you choose to market and present it, may guide your bottom line.
By definition, low-impact ecological tourism is less disruptive, less obtrusive, and more ecologically friendly than most development options, and thus may be well-suited for small towns that rate these benefits very highly. By definition, low-impact ecological tourism is less disruptive, less obtrusive, and more ecologically friendly than most development options, and thus may be well-suited for small towns that rate these benefits very highly. However, for towns seeking significant economic growth and a large number of new jobs, ecological tourism may not be especially attractive. Such communities need to attract a major influx of tourists and their dollars to meet their growth objective. This is generally not possible without large infrastructure development to accommodate growth in visitor numbers. Availability of capital and markets significantly limit the number of small towns that have any real prospects for developing a mass market tourism industry, making large scale tourism an unrealistic option. Limited capital requirements make ecological tourism development a viable option for more communities. Low initial investment, however, does not naturally produce high rates of returns. How then might a small town capitalize on the ecotourism trend? By developing products ecotourists find attractive. Put them in good locations, price them properly, and effectively promote them to targeted markets. Small towns considering entering the ecotourism market should conduct the research needed to assess the feasibility of this option and develop a strategic plan to guide development. Not all small towns will succeed in their quest to become ecotourism destinations, but those that objectively assess this market and create a sound plan to exploit it, will more likely succeed than those that don't. Finally, tourists' tastes change, often very quickly. Market monitoring and reassessment and continued updating of plans are important to the long-term viability of a community's tourism industry. Don Holecek
Many top companies seek out opportunities to showcase their performance through tours. Such tours should follow a well-planned route allowing for close, but safe, encounters with the industrial process. Each aspect of the tour process, from its start to finish, should be carefully choreographed. Selection of an informed and engaging tour guide and visitor management throughout the tour are vital. Include explanations of all production steps, exposure to friendly workers who display pride in their work, and a conclusion coinciding with completion of a good product. Conclude with a question and answer session by a company executive or offer the visitors an opportunity to sample or take home the product. This can help make the tour experience satisfying. Company management should realize that a successful tour can create customers. Dole Pineapple, with a relatively inexpensive tour, created a powerful public relations tool. They were able to take full advantage of local tourism promotion services in a high-volume setting to present their product very favorably. While some companies charge a tour fee, even free tours can be managed economically. Such tours carry measurable public relations and marketing benefits, which, in the long run, contribute to sales, employee pride, and stability. It is notable that many top companies seek out opportunities to showcase their performance through such tours. Allan Worms
The potential for particular routes depends on the scenic value of the area, the type of rolling stock available, and the attitudes of railway management. Within those constraints, the possibilities are enormous. In the United States, a classic case is that of Amtrak's Eugene to Klamath Falls route in Oregon. National Forest Service employees provide an interpretive guide service on this four-hour trip during the summer months, using portable public address systems, brochures, and a marketing program. Railway tours can be an important heritage attraction in themselves and are an environmentally friendly way of seeing the countryside. In Europe, there are a variety of rail-based tours, often through quite small areas of countryside. In Austria, the Murtalbahn, based in Murau, Steirmark, offers steam- and diesel-hauled tour trains. Some trains carry brass bands, and on most passengers can travel on the footplate with the driver for an additional fee. Some other Austrian lines go even further. Visitors can attend a week-long course to learn how to drive a locomotive, culminating in a self-driven trip. This idea has proven very popular and provides income to the railways and local hotels. In Britain, the Devon and Cornwall Rail Project at the University of Plymouth is trying to increase rural rail use by developing self-guided walks and bike trails. The railway takes passengers out to a starting point and picks them up for the return trip. This involves several tasks including producing leaflets, identifying and marking routes, facilitating sufficient bike rental, providing excursion tickets, and effective marketing. In Britain, the Settle to Carlisle railway was recently rescued from closure by communities along the route. They developed a marketing campaign to encourage visitors and simultaneously lobbied for government to help the line. One of the keys to success here was the development of a local business group that worked with the railway to work out new ideas for revenue-raising. Elsewhere in Britain, there are many rail routes which now exist only for heritage purposes and scenic tours. They have a core staff of paid employees plus dozens of volunteer workers, many of whom spend their holidays working on the railway. Other good European examples include the Ffestiniog Railway (based in Porthmadog, Gwynedd) the Severn Valley Railway, (Bewdley, Worcestershire), and the West Somerset Railway (Minehead, Somerset). Bernard Lane
A scenic railway must have a commitment to increasing public interest in railroading. A successful insurance executive from Florida and other financial backers picked up the overall concept of a short line operation and were able to get the State of North Carolina to enter negotiations to purchase the right-of-way and tracks from Norfolk/Southern, with the assurance that GSMR would then lease the same from the state. The town of Dillsboro, the county of Jackson, and the Committee of 100 of Jackson County supported the idea and encouraged the state to participate. The State of North Carolina Department of Transportation was able to purchase the 60 miles of right-of-way and tracks. The five-year lease signed with the GSMR assured the state of a full return on their investment. This also assured those businesses west of Dillsboro of continued freight service to meet their needs, a most important economic factor to four counties. The town of Dillsboro was already a major tourist point. With shops and houses typical of the prime period of railroading, it was an ideal location at which to board passengers. From this meager beginning in 1990, the GSMR has a ridership in 1992 of over 160,000 and is running ahead of expectations in reservations for 1993. Keys to SuccessThere are obviously pre-existing factors necessary for success:
There are other necessary factors. You need a local group or groups of people interested in economic development who can offer support in local planning and financial direction, if not direct aid. You also need a plan of development that takes into account what will appeal to visitors while riding the train and coming to or leaving the train. A select group needs to search out investors and parties that wish to establish a new business. Once past the planning stage, such an undertaking needs major promotion. This should include high quality advertising and promotion with tour organizations. Promotional efforts should focus on the train tour, the supporting attractions for visitors, historical sites, and other points of interest. A scenic railway must have a commitment to increasing public interest in railroading. Only by raising this interest level can it hope to survive in the long run. GSMR promotes this area by providing inexpensive rides for the younger school children from schools in a wide area during the early season, when tourism is just beginning to pick up. They also work with organizations, some of whom have purchased and outfitted their own rail cars. All such activities promote both the individual tours as well as interest in railroading. A newer area is working with motion picture companies. Because the GSMR has such excellent scenic backgrounds available, they have been involved in two motion pictures to date. Such activities also have economic impact on the area as a whole. Needless to say, the freight operation, though secondary, can increase under short line rates and delivery schemes. This can provide further economic benefits to the area through the development of other industries or businesses seeking less expensive labor markets. Herbert A. Nolan, Town Clerk Legal Considerations
A trademark is an on-going commitment in time, responsibility, and money. In most cases, copyrighting is not nearly as extensive or expensive as a trademark. A copyright can be issued by the state or federal government depending on the scope and protection desired. Copyrights can protect against infringement on specific printed matter, logos, or name. In order for you to protect your idea, attraction, or event, it may be important that it be copyrighted or trademarked, or both, depending on your circumstances. Be prepared, however, to make a long-term commitment. Leo Berg
Medical emergencies and their accompanying lawsuits are likely to bankrupt most small rural tourism businesses. Liability problems are likely to be a do-or-die proposition. As long as no one is killed, no one gets hurt, or no one's property is damaged, liability remains a hidden issue. But medical emergencies and their accompanying lawsuits are likely to bankrupt most small rural tourism businesses. Civil liability settlements can quickly escalate into millions of dollars against recreation and tourism providers. While legal waivers may inform participants about inherent risks, they do not protect businesses or events if they are negligent, regardless of what is written on the document signed by participants. If tourism or recreation business owners and operators accept the fact that a liability lawsuit will force them out of business and can protect their personal assets sufficiently from such a lawsuit, they may choose to focus on safety and ignore insurance costs. For those unwilling to take these risks, liability insurance provides the best alternative. Farm, ranch, or homeowner's insurance will not cover liability claims if a person uses personal real estate in any enterprise where a fee is charged. Commercial liability insurance is the only way to completely protect a business or institution, even when tourism activities are only part-time. Commercial liability insurance may not be easy to secure. Many insurance underwriters are moving away from commercial liability coverage to the more lucrative life, fire, and auto insurance markets. Those involved in tourism activities should contact their local insurance agent. Seek a dedicated agent willing to find answers to your questions. Be sure to explain the enterprise and activity in full detail. Claims against uncovered activities may nullify the entire policy. General commercial liability insurance should be adequate for many activities, but an insurance rider may be necessary for high-risk activities. Expect to pay a minimum of $500 for commercial liability insurance and possibly much more. Insurance costs should be included in all business plans and expenses. If fees and revenues cannot cover those costs, reconsider prices. Brian J. Hill
In the long run, it is usually cheaper to pay for the license up front than to pay infringement damages later. A recent per day rate schedule for festivals and events charged the following rates:
You may instead choose to license directly with the copyright owner (composer, singer, author, etc.). However, if you use material from many copyright sources this may be impractical. In the long run, it is usually cheaper to pay for the license up front than to pay infringement damages later. Such damages include the copyright owner's actual damages and the infringer's profits, or statutory damages of up to $20,000 for each copyrighted song performed without a license and up to $100,000 if the infringement is willful. Contact these organizations for complete information:
Glenn Kreag Return to Main Document |
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Tourism Center
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Tourism Center · University
of Minnesota Extension · College of Food, Agricultural and Natural
Resource Sciences · University
of Minnesota Twin Cities Campus |
