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Visitor attractions represent a complex sector of the tourism industry and are the catalytic focus for the development of tourism infrastructure and services. The third edition of this successful text investigates these issues further and provides more solutions and suggestions for the present and future.
Visitor attractions represent a complex sector of the tourism industry and are the catalytic focus for the development of tourism infrastructure and services. The third edition of this successful text investigates these issues further and provides more solutions and suggestions for the present and future.
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Alan Fyall is Associate Dean Academic Affairs and Visit Orlando Endowed Chair of Tourism Marketing at the Rosen College of Hospitality Management, University of Central Florida. Brian Garrod is Professor of Marketing at Swansea University. He has published widely in the areas of sustainable tourism, ecotourism, and destination marketing, including more than 50 published papers and eight books. Anna Leask is Professor of Tourism Management at Edinburgh Napier University, UK. Her teaching and research interests combine and lie principally in the areas of visitor attraction management and heritage tourism management. Stephen Wanhill is a Visiting Professor at Swansea University and the University of Enna 'KORE', Sicily. He is also Emeritus Professor of Tourism Research, Bournemouth University and Research Director of Global Tourism Solutions (UK).
Inhaltsangabe
Part I: The Nature and Role of Visitor Attractions. Chapter 1.The Nature and Role of Visitor Attractions. Chapter 2.The Market for Visitor Attractions. Part II: The Development of Visitor Attractions. Chapter 3.The Visitor Attraction Development Process. Chapter 4.Visitor Attraction Concept, Market Feasibility and Site Selection. Chapter 5.Financial Management for Visitor Attraction Projects. Chapter 6.Visitor Attraction Success and Failure. Part III: Managing Visitor Attractions. Chapter 7.The Role of the Visitor Attraction Manager. Chapter 8.Operations Management for Visitor Attractions. Chapter 9.Managing Visitor Impacts at Visitor Attractions. Chapter 10.Managing Safety, Security and Risk at Visitor Attractions. Chapter 11.Managing Human Resources for Visitor Attractions. Chapter 12.Managing Temporal Variation at Visitor Attractions. Chapter 13.Interpretation and Visitor Attractions. Chapter 14.Themed Attractions and Storytelling. Part IV: Marketing Visitor Attractions. Chapter 15.Attraction Marketing Strategies. Chapter 16.Attraction Marketing Management. Chapter 17.Marketing Challenges and Opportunities for Visitor Attractions: A Collaborative Approach. Chapter 18.Digital and Social Media Marketing for Visitor Attractions. Chapter 19.Managing Universal Attraction Brands. Part V: Cases. Chapter 20.National Botanic Garden of Wales. Chapter 21.Attraction Failure: The Hard Rock Park in Myrtle Beach, South Carolina. Chapter 22.Overtourism at Natural Attraction Sites. Chapter 23.Interpretation at Heritage Sites: Culloden Battlefield, UK. Chapter 24.New Attraction Development: Grand Egyptian Museum, Giza, Egypt. Chapter 25.Augmented Reality in Heritage Attractions. Chapter 26.Dark Tourism in Latin America: A History of Blood and Conflict. Chapter 27.Dementia-friendly Heritage Visitor Attractions: A Case Study of the National Trust. Chapter 28.Managing Sporting Venues as Attractions: The Moses Mabhida Stadium, South Africa. Chapter 29.Historic Royal Palaces: Managing a portfolio of visitor attractions. Chapter 30.Managing and Marketing Natural Sites. Chapter 31.Developing a Masterplan: Elvaston Castle Country Park
Part I: The Nature and Role of Visitor Attractions. Chapter 1.The Nature and Role of Visitor Attractions. Chapter 2.The Market for Visitor Attractions. Part II: The Development of Visitor Attractions. Chapter 3.The Visitor Attraction Development Process. Chapter 4.Visitor Attraction Concept, Market Feasibility and Site Selection. Chapter 5.Financial Management for Visitor Attraction Projects. Chapter 6.Visitor Attraction Success and Failure. Part III: Managing Visitor Attractions. Chapter 7.The Role of the Visitor Attraction Manager. Chapter 8.Operations Management for Visitor Attractions. Chapter 9.Managing Visitor Impacts at Visitor Attractions. Chapter 10.Managing Safety, Security and Risk at Visitor Attractions. Chapter 11.Managing Human Resources for Visitor Attractions. Chapter 12.Managing Temporal Variation at Visitor Attractions. Chapter 13.Interpretation and Visitor Attractions. Chapter 14.Themed Attractions and Storytelling. Part IV: Marketing Visitor Attractions. Chapter 15.Attraction Marketing Strategies. Chapter 16.Attraction Marketing Management. Chapter 17.Marketing Challenges and Opportunities for Visitor Attractions: A Collaborative Approach. Chapter 18.Digital and Social Media Marketing for Visitor Attractions. Chapter 19.Managing Universal Attraction Brands. Part V: Cases. Chapter 20.National Botanic Garden of Wales. Chapter 21.Attraction Failure: The Hard Rock Park in Myrtle Beach, South Carolina. Chapter 22.Overtourism at Natural Attraction Sites. Chapter 23.Interpretation at Heritage Sites: Culloden Battlefield, UK. Chapter 24.New Attraction Development: Grand Egyptian Museum, Giza, Egypt. Chapter 25.Augmented Reality in Heritage Attractions. Chapter 26.Dark Tourism in Latin America: A History of Blood and Conflict. Chapter 27.Dementia-friendly Heritage Visitor Attractions: A Case Study of the National Trust. Chapter 28.Managing Sporting Venues as Attractions: The Moses Mabhida Stadium, South Africa. Chapter 29.Historic Royal Palaces: Managing a portfolio of visitor attractions. Chapter 30.Managing and Marketing Natural Sites. Chapter 31.Developing a Masterplan: Elvaston Castle Country Park
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