旅游英语论文.doc

本科学士学位论文 An Examination and Discussion of Problemsand Counter Measures in YunnanManagement of Tourist AttractionsTake Wild Elephant Valley Park of Xishuangbanna for Example 姓 名 刘蕾 学 号 201041001 院 系 外语学院 专 业 英语教育 指导教师 余波 职称 2013年3月 An Examination and Discussion of Problemsand Counter Measures in YunnanManagement of Tourist AttractionsTakeWild Elephant Valley Park of Xishuangbannafor Example A DissertationSubmitted in Partial Fulfillment of the Requirements for the Degree of Bachelor of ArtsWritten By Liu LeiSupervisedBy Yu BoDepartment of Foreign LanguagesSchool of Arts and SciencesYunnan Normal UniversityKunming, YunnanP. R. ChinaApril, 2013AcknowledgementsFirst and foremost I am grateful to my supervisor Yu Bo. Without her professional and selfless guidance, I couldnt complete this paper well. She always patiently helps and cares for me. Then I extremely will appreciate my classmates. They are all my second teachers. When I get into trouble, they will actively and proactively give me a hand. They encourage me all the time. They also teach me one thing: Never give up, believe yourself! Next I cant thank enough my college. It offers me a comfortable and excellent environment to study. Under the comprehensive education, I learned how to conduct myself and study well through four years. In the end, thanks my family for everything youve done for me.You give me great support and respect my choice. ContentsAbstract (English version)Abstract (Chinese version)Chapter One IntroductionChapter Two Literature Review2.1The Concept and Status of Tourist Attractions 2.2 Management of Tourist Attraction 2.2.1 Manpower Resource 2.2.2 Quality and Competitiveness 2.2.3 Price 2.2.4 Tourist Capacity 2.2.5 Strategic Planning 2.2.6 Marketing 2.3 Perception and Choice 2.4 Challenge and FutureChapter Three Serving Management 3.1Tourist Goods 3.1.1 Great Internationally-known First-class Brand 3.1.2 Features of Peoples and Region 3.1.3 Memorial Characteristic and Artistry 3.1.4 Theme, Variety, Standard and Level 3.1.5 Branch and Advertising 3.2 ServingChapter Four The Management Problems in Xishuangbanna Wild Elephant Valley Park 4.1Types of Tourist Attraction 4.2The Brief Introduction of The Xishuangbanna Wild Elephant Valley Park 4.3Urbanized Orientation in Process Of Constructing Xishuangbanna Wild Elephant Valley Park 4.4Measures of Solving Management Problems on Urbanized Orientation 4.4.1The Problem of Lacking Unified Management in Xishuangbanna Wild Elephant Valley Park 4.5Measures of Solving Problems in Xishuangbanna Wild Elephant Valley Park Management.Chapter Five ConclusionAbstractThe field of tourist attraction management problems and counter measures is an under-researched discipline within tourism study and management practice. Yet it is a critically important element of tourism planning. The urbanized orientation and serving management have been a long-standing weak link in tourist attraction management and marketing, especially Xishuangbanna Wild Elephant Valley Park. By comparison, foreign tourist attractions have well-established counter measures in issues of mangement. The tourist attraction sector is quite diverse and made up by natural and built resources. It comprises gardens, national parks, theme parks, amusement parks, wildlife parks, temples, ancient monuments, museums, art galleries, heritage sites, and so on. In addition to these “permanent” attractions, there are many temporary attractions such as events and festivals. A tourist attraction is a place of interest where tourists visit place, typically for its inherent or exhibited natural or cultural values, historical significance, natural or built beauty, offering leisure, adventure or amusement opportunities.Key words: tourist attraction management; Xishuangbanna Wild Elephant Valley park; tourism resource; 摘要 在旅游的研究和管理实践中旅游景点管理存在的问题及对策这一领域是研究不足的一部分课题。因而它是旅游规划极其重要的一个组成部分。旅游景点城市化倾向和旅游服务这两部分，特别是对于西双版纳野象谷这一景点的管理，已经成为旅游景点中管理和市场营销存在已久的薄弱环节。相比较而言，国外的旅游景点已经建立起了一套应对景点管理存在问题的对策。 旅游景点的类型是多种多样的。它由自然资源和人造资源组成。其中包含花园、国家公园、主题公园、游乐园、野生动物园、寺庙、古迹、博物馆、美术馆、遗产地等等。除了这些永久的景点外，还有许多临时的景点，比如当地的大事件和节日。旅游景点是游客们专门为了名胜古迹的内在或那些在自然或者文化上展现出来的价值、历史意义、自然或人造的美而来游览的，以及它们所提供给游客的美好悠闲时光，冒险和娱乐机会。关键字： 旅游景点管理；对策；西双版纳野象谷；旅游景点的类型Chapter One IntroductionAs a pregnancy industrial sector, tourism industry starts late, but it develops rapidly very much. Meanwhile, it generally is in a lower level. Management of tourist attraction is one of the important parts in tourism industry. The reform of it is also the tourism industry development force. Each advance in tourism industry is closely related to it. At present, booming tourism industry and seriously out-date tourist attraction management are still paradoxical in China. So it is extremely urgent to innovate tourist attraction management. Only optimize it can make progress in involved people quality and tourism industry standard. And tourist attraction management has important impact on exploitation and protection of scenic spot resource . Gunn (1988) pointed out that Tourism Functional System is made up by supply and demand components. Moreover, tourist attraction is one of the components of supply system. Tourist attraction management is the most important and motivate guarantee that make every process of tourism industry regular and ordered. Basing on the knowledge of Yunnan tourism industry, its obviously necessary to optimize tourism attraction management as soon as possible, then explore which matches market. Tourist attraction refers to the reginal unit with relatively independence and completeness, which is constituted by associative landscapes. Tourism attraction management not only is the first development force of tourism industry, but also is the basis and keyword. Meanwhile it is footstone and happiness of tourism industry. And It is also source of existing tourism industry. This essay consists of five chapters. Chapter one analyses the current tourist attraction management situation of China and briefly introduces the importance of improving it. The definition of tourist attraction is also recommended in it. Then the second chapter researches the problems of tourist attraction management that exists in human resource, quality, price, marketing and so on, and it discusses solutions that make Yunnan tourist attraction management become better. The next chapter mainly discusses effect of travel service. In fact,at the same time it explains the role of medium organization and service in tourist industry. The fourth chapter mainly choses the Wild Elephant Valley scenic area as a tourist object to explore. It discusses tourist attraction management from urbanized orientation problems and measures. On the basis of collective involved materials and learned professional knowledge, some approaches and steps for solving these problems are attempted to put forward, include rational suggestions.The final chapter refers to promising future of Yunnan tourist attraction and summarize the development direction of Yunnan tourist industry.Chapter Two Literature review2.1 The concept and status of tourist attractionsIn many foreign literatures, the concept is expressed as tourism attractions, but part of them wrote it to Travel attraction or Attraction for short. The word Tourist attraction appeared earliest in The image: a guide to Pseudo-events in America. (Boorstin 1962). While Swarbrooke explicitly indicated the word Tourist attraction was unsuitable, because most of people are not literal tourists, for this purpose, he suggested using the word visitor attraction for making it different from tourist attraction.Though tourist attraction has been a conventional term, researchers have different understanding to its meaning. Bonn thought any form of object could attract tourist. And Lew held that it was allopatric. Peace took a view of tourist attraction A specific place with which natural or humanistic feature, at the same time, it is concerned by tourists and tourist managers. Leiper defined tourist attraction as a system that is consisted of three factors: tourists, landscapes and signs of expressing scenery information. Hu, Wall and Middleton et al detailedly defined the purpose of tourist attractions existing and development. In the meantime they considered it to be permanent. Swarbrooke presented that tourist attraction could be briefly summarized as a kind of entity can be defined and managed.2.2 Management of tourist attraction This part mainly introduces the management problems of tourist attraction. At present, tourist attraction management is facing pressure from management system, operation system, consumers and so on. In small ways there are still some aspects of management should be improved, such as problems of manpower resource, how to make price influence tourists. In some way this part will gives relevant counter measures towards these issues. In a word, we want to solve these problems better and make tourism industry become better.2.2.1 Manpower resource In all of the management problems of tourist attraction, the most important aspect is human resource management. Because it is the key that guarantees the quality of service and tourists satisfaction. But most of the works in the tourist attraction are boring, and they dont involve special skills, in other words, these works pay low bonus and have high staff turnover. Milman pointed out that American general managers of theme parks predict that we will lack seasonal labor in the next five years, and the condition will worsen than current situation in the next ten years. Compared with other industries, it reveals tourist attraction relies on shortdated employees. For this reason, Milman discussed hourly employee flow problem. As a result, inner satisfaction and good working condition are more important than income. Moreover, Jennifer had surveyed 14 tourist attractions in Australia, then he explored the problems of pressure and competition in tourist attraction staffs. He mentions that even though one of the reasons is professional characteristics, staffs have a lot of pressure because of management and management behavior. 2.2.2 Quality and competitivenessQuality is the key that tourist attraction can develop and improve their competitiveness. Drummond and Yeoman stated the heritage quality problem. Swarbrooke came up with idea that we should take all-sided quality management action to tourist attraction. Alexandros and Jaffry described that management information is quite useful for quality management of tourist attraction. Deng et al researched that we had to solve natural tourist attraction quality management problem well. Besides, Garrod et al also put forward strategy of tourist attraction quality guiding . Meanwhile tourist attraction is organic tourist destination component. There is a close relationship between tourist destination competitiveness and every tourist attraction. In order to demonstrated the relationship between environment and tourist attraction competitiveness, Hu and Wall took Hainan Nanshan for example to improve it. 2.2.3 Price From 1980s to 1990s, there was a transfer that pricing behavior from competition to cooperation, theme parks chaos changed to steady in Florida. Also, Rogers clarified that ticket price of tourist attraction is associated with tourists desire and behavior. The following four points have described it:1) To some extent tourists think tourist attraction ticket price can reflect the value of tourist attraction.2) Ticket price can shunt tourists.3) Ticket price will remind tourist to mind their manner.4) Ticket revenue should be use to repair tourist attraction facilities. In that way tourist will become more treasure these facilities. 2.2.4 Tourist capacityThough tourist capacity is a relatively management idea or frame(Richardson & Fluke ), there is no blanket standard for us. But this issue is still a focus at home and abroad. At present, Tourist Capacity Control Mode includes 6 modes. They are Recreation Carrying Capacity Model, Recreation Opportunity Spectrum, Limits of Acceptable Change, Visitor Impact Management Model, Visitor Experience and Resource Protection Model, Visit Activity Management Program. To begin with, Bhatia illustrated definite tourist capacity control method from view of macroscopic and microcosmic. Moreover Richardson and Fluke had showed of Demarketing and Timed entry system strategy. In addition, Cooper suggested the inaccessible feature of tourist attraction should also be applied to control the amount of tourists.2.2.5 Strategic planningThe strategic planning is a process that an organization sets an objective and finds the direction for the future. Because we have to take a full consideration when we draw up these plannings, under this kind of frame managers decision will finally benefit to tourist attraction. But strategic planning researches are very scarce in tourist industry. Braun and Soskin had studied theme park price strategy and heritage price strategy. Stevens put forward destination attraction strategy with the development trend of tourist attraction. According to Scottish real condition, Garrod et al came up with quality focus strategy .After Benckendorff and Pearces investigation and survey, they illustrated that the result of implementing tourist attraction strategic planning is closely related with tourist attraction characteristics. Moreover Victor et al argued problem of developing tourist attraction strategy .2.2.6 Marketing In the study of tourist attraction, the researchers attention towards marketing issue is widespread , but there are few projects on the topic. Cohen noticed the components of tourist attraction marketing channel When he studied tourism shopping. Pavlovich discussed the structure of New Zealand Waitomo Cave marketing network while he was researching evolution of tourist destination. Mc Kercher stated the reason why some parts of Hong Kong tourist attractions are popular. In the end he found that one of the most important reasons is marketing. Meanwhile, Pearce and Tan devoted to explore the problem of distribution channel in Rotorua New Zealand. He concluded that the tourist attraction channel of distribution can be divided into three types: direct selling, indirect selling, mode of two mixture. Direct selling mainly aims at individual travelers. The major form of direct selling is the ticket which tourist buy at gate. In order to directly sell tourist goods, most of tourist attractions use strategy of at distribution and enroute . Indirect selling aims at team tourists and semi-independent travelers. This kind of selling form relies on a series of middlemen. For this reason, tourist attractions have to pay for 20% commission. What kind of distribution will be used by manager depends on types of tourist attraction, market occupancy and different distribution channel and so on. 2.3 Perception and Choice Lawton discussed local residents perception of tourist attraction by using the theory of peoples personalities form and Kelly Repertory Grid Technique , and took Gold Coast Australia as its research area. Then he found that the residents had a relatively high evaluation of non-commercial natural tourist attractions and relatively low evaluation of commercial theme parks and man-made tourist attractions. At the same time, he fund that residents thought the relationship between tourist attraction and travel is separate by using clustering analysis. Consequently, they had a distinct attitude to tourist attraction and travel. Teo and Yeoh found that in the process of transforming tourist attractions, there are some differences between perception and expectation of tourists. Also Garrod explored managers perception to tourist attraction which they operated. Research of Cooper shows that low income tourists always visit leading tourist attractions. On the contrary, higher income tourists tend to visit lower- level tourist attractions. Apart from that, Richards studied factors that influenced tourist choose of tourist attractions by applying empiricism research method. Darnell and Johnson analysed behavior of visitorss repeat choice of tourist attractions. 2.4 Challenge and FutureThe tourist attractions are facing the challenges and threat. They are excess supply, intensifying competition, decline of life cycle, shortage of human resource, crowding, destroy, low rate of revisit, the influence of other entertainments, life stle, change of value and so on. Furthermore, Martin and Mason show clearly in historical development from 1980s one of the reason that peoples expense doesnt further increase is that their leisure time is not enough. Cornell regards tourist will become more mature, and their visiting purpose will be more clear. So tourist attractions will manage to adjust the development direction in order to fit the needs of tourists. Milman points out the development direction of theme tourist attractions in a view of managers. Stevens recorgnize, the types and geographical distribution will have been change a lot in the next decade. The special, large-scale and multifunctional diverseified tourist attraction will be got more development opportunities. Then its difficult for the opposite tourist attractions to meet market.Chapter Three Serving Manage