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Backpackers: The next generation? - Scholarly Commons Home

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<strong>Backpackers</strong>: <strong>The</strong> <strong>next</strong> <strong>generation</strong>?<br />

Seasonality, defined by Butler (2001, p. 5) as a “temporal imbalance in the<br />

phenomenon of tourism”, is certainly affects New Zealand’s STEs, particularly<br />

in regards to their lifestyles. For most of the country, “high season” falls between<br />

December and late March, “shoulder seasons” extend into the spring and fall,<br />

and “low season” dominates the balance of the year. While seasonality causes<br />

considerable concerns for suppliers attempting to maintain consistency in<br />

revenues and staffing levels, Butler discusses the positive aspects of seasonality<br />

as well, theorising that less busy seasons allow communities and service<br />

providers to have time for recuperation and restoration. Ateljevic and Doorne<br />

(2000a) concur, writing that seasonality offers a welcome break for small<br />

operators in New Zealand.<br />

Additional research has underlined further commonalities amongst STEs in this<br />

country. Two separate studies determined that a majority of tourism operators<br />

were relatively recent arrivals in the region (Ateljevic & Doorne, 2000a, 2004).<br />

One study found that 70% of operators had no previous experience in tourism<br />

(Page et al., 1999). Entry into STEs has relatively low barriers in terms of capital,<br />

skills and experience. This in turn encourages high levels of start-ups and<br />

relatively slim profit margins required for survival (Shaw & Williams, 2004).<br />

According to Cressy and Cowling (1996), small businesses often share key<br />

features:<br />

• the owners have a significant portion of their own wealth invested in the<br />

business; and<br />

• the business may rely heavily on the owners/operators, creating a<br />

potentially imbalanced [flat] management structure that may lack<br />

financial, human resource, management or marketing skills.<br />

<strong>The</strong>re tends to be little division of labour within STEs; owners are managers,<br />

front line personnel, and maintenance workers. In addition, because they<br />

provide much of the financing themselves, there is often limited requirement to<br />

produce or implement a formal business plan (Shaw & Williams, 2004). A 1994<br />

41

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