Manual on elective ii - theme parks and attractions

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1. Public sector • Government • Quasi non-governmental organisations 2. Private sector 49 Theme Parks and Attractions • Multi-national organisations having interests in a number of industries, eg Walt Disney Company with movies, media and parks • Major leisure companies • Developers who include leisure as part of mixed-use development • Small and medium-sized private enterprises • Individual entrepreneurs 3. Voluntary sector • National bodies, eg National Trust • Local charities or trusts covering a geographical area or related to a specific theme, such as the Lord Wilson Trust, Hong Kong SAR Motivations for development The above-mentioned agents engage in the development of attractions because of different interests and due to various motives. These diverse interests and motives guide the planning, development, management and operations of the attraction. In general, the public sector is not motivated purely by profit-making, as it also has a wider set of social responsibilities to the community. Some of these motives may include: • To conserve the cultural heritage assets of the area • To provide recreation and leisure facilities for the community • To educate the community on specific areas of interest such as cultural heritage, science and technology, arts etc. • To enhance the image of the city or country
Theme Parks and Attractions • To facilitate urban development or re-generation • To gain political advantage The private sector, however, has clearer motives such as to: • Make a profit • Enhance market share • Diversify their products • Achieve a particular rate of return For the voluntary sector, involvement in attraction development may focus on: • Conserving nature or cultural resources • Education for the community Very often, organisations become involved in developing attractions for various reasons or motives which may or may not be complementary to one another. It is therefore important to set priorities so that the development of the attraction, its operations and pricing can be well-planned. 50
Page 2 and 3:
Manual on Elective
Page 6 and 7:
Copyright i Theme Parks and Attract
Page 8 and 9:
Introduction iii Theme Parks and At
Page 10 and 11: Contents v Theme Parks and Attracti
Page 12 and 13: 1 Theme Parks and Attractions 1. At
Page 14 and 15: 3 Theme Parks and Attractions In ge
Page 16 and 17: Typology of attractions 5 Theme Par
Page 18 and 19: Landforms are classified into seven
Page 20 and 21: 9 Theme Parks and Attractions Type
Page 22 and 23: Ancient monuments and historic buil
Page 24 and 25: 13 Theme Parks and Attractions cann
Page 26 and 27: 15 Theme Parks and Attractions Some
Page 28 and 29: 17 Theme Parks and Attractions luxu
Page 30 and 31: 19 Theme Parks and Attractions Acti
Page 32 and 33: Type of ownership B. Private - Comm
Page 34 and 35: 23 Theme Parks and Attractions 1.3
Page 36 and 37: Visitor numbers 25 Theme Parks and
Page 38 and 39: Types of theme park 27 Theme Parks
Page 40 and 41: Type of theme park Attributes • H
Page 42 and 43: Intangibility 31 Theme Parks and At
Page 44 and 45: Tangible product 33 Theme Parks and
Page 46 and 47: 35 Theme Parks and Attractions Rank
Page 54 and 55: 43 Theme Parks and Attractions admi
Page 56 and 57: 2.1 Impacts on a destination 45 The
Page 58 and 59: Tour operators 47 Theme Parks and A
Page 62 and 63: 51 Theme Parks and Attractions Acti
Page 66 and 67: 55 Theme Parks and Attractions •
Page 70 and 71: 59 Theme Parks and Attractions emer
Page 72 and 73: 3. Operations management 61 Theme P
Page 74 and 75: Controllable Uncontrollable purchas
Page 76 and 77: Problems at attractions can be clas
Page 78 and 79: 3.4 Operations management IV - Cris
Page 80 and 81: 3.5 Operations management V - Custo
Page 82 and 83: 71 Theme Parks and Attractions 4. F
Page 84 and 85: 73 Theme Parks and Attractions •
Page 86 and 87: ♦ The variety of on-site attracti
Page 88 and 89: The management 77 Theme Parks and A
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