Author: LUCY

Hartlepool, a coastal town in the Northeast of England, is committed to developing its tourism industry in alignment with the United Nations’ Sustainable Development Goals (SDGs). By balancing growth with ecological and social responsibilities, the town aims to build a sustainable future.

A key initiative focuses on preserving Hartlepool’s natural and historical assets, such as its coastline and landmarks like the National Museum of the Royal Navy. Eco-friendly tourism experiences, including coastal walking trails and heritage tours, safeguard these resources and support SDG 11: Sustainable Cities and Communities (Hartlepool Borough Council, 2023a).

The town is also investing in renewable energy and green infrastructure, such as energy-efficient tourism facilities and low-carbon transport options. These efforts contribute to SDG 7: Affordable and Clean Energy and SDG 13: Climate Action, reducing the carbon footprint of tourism while promoting sustainability (Hartlepool Borough Council, 2019b).

Below is the ‘Tees Valley 2005 Baseline’ graph, which shows the region’s carbon emissions and includes expectations for reduction up to 2050. This data highlights the efforts to track and decrease emissions, which directly support Hartlepool’s own sustainability and climate action goals.

(Hartlepool Borough Council, 2019c).

Community engagement is at the heart of Hartlepool’s strategy. Local businesses and residents are encouraged to participate, ensuring that tourism benefits are distributed equitably. Initiatives like local craft markets and seafood festivals support SDG 8: Decent Work and Economic Growth by creating job opportunities and fostering economic inclusivity (Hartlepool Borough Council, 2023d).

Additionally, Hartlepool promotes SDG 4: Quality Education by raising awareness through environmental campaigns, workshops, and school partnerships. These efforts encourage stewardship and long-term sustainability (United Nations, n.d.).

Hartlepool’s approach demonstrates that sustainable tourism can drive economic growth while protecting both the environment and the community.

4 – (European Commission, n.d.).        7 – (Grantham Centre, n.d.).          8 – (United Nations, n.d.).

11 – (Royal Academy of Engineering, n.d.).

      13 – (Grantham Centre, n.d.).

References 

 

Redcar

Redcar and Cleveland Borough Council plays a vital role in ensuring the well-being and development of its community through various functions. Its responsibilities span across local governance, service provision, and sustainable development.

The roles of the council encompass the delivery of essential services such as education, housing, social care, and public health. The council oversees local schools, manages social services for vulnerable groups, and supports public health initiatives. In addition, it ensures the provision of affordable housing and regulates planning to facilitate responsible urban development. The council also promotes community safety through environmental health, emergency planning, and crime prevention.

As part of its functions, the council manages local infrastructure, including roads, public transportation, and waste collection. It ensures the upkeep of public spaces, including parks and green areas, providing leisure and recreational opportunities. The council is also committed to fostering economic growth, supporting local businesses, and encouraging job creation through regeneration projects and strategic investments.

Furthermore, the council is responsible for local democracy, holding elections and facilitating resident engagement in decision-making processes. It ensures the legal and regulatory frameworks are in place for business operations, from licensing to environmental protection.

In addition, Redcar and Cleveland Borough Council plays a significant role in promoting sustainability, implementing policies to address climate change, waste management, and energy efficiency. Through consultation with the public and collaboration with local organisations, the council ensures that the needs of the community are met while supporting long-term economic and environmental goals.

Overall, the council’s roles and functions are integral to shaping a prosperous, healthy, and sustainable future for Redcar and Cleveland, balancing the needs of its residents with effective governance and development.  (Redcar-cleveland.gov.uk, n.d.).

(Skyescottages.co.uk, n.d.).

References 

Redcar and Cleveland Borough Council. (n.d.). Redcar and Cleveland Borough Council. Available at: https://www.redcar-cleveland.gov.uk/ (Accessed: 3 December 2024).

Sykes Cottages (n.d.) Redcar guide. Available at: https://www.sykescottages.co.uk/inspiration/guides/redcar/ (Accessed: 3 December 2024).

(Gov.uk, n.d.).

VisitBritain, the UK’s national tourism agency, plays a pivotal role in attracting international tourists by promoting the unique offerings of the UK through various strategic initiatives. It uses a combination of digital platforms, marketing campaigns, and partnerships to position the UK as a top destination for global travellers. In addition to airlines, travel agencies, international companies, and the official tourism bodies for London, England, Scotland, and Wales, it collaborates with UK Trade & Investment.

A key tool in its strategy is the VisitBritain website, which features a dedicated section for businesses, providing essential resources to help them engage with and benefit from international tourism. This section is meticulously designed to support businesses in understanding and catering to diverse visitor needs while maximising their market reach.

The “Welcome International Visitors” section emphasises the importance of cultural awareness and hospitality. It equips businesses with insights into the preferences and expectations of tourists from different countries. For example, it provides advice on language services, payment preferences, and cultural nuances to ensure international visitors feel valued and understood during their stay.

The “International Visitors by Market” section provides businesses with detailed market intelligence, including data on visitor demographics, spending habits, and travel motivations from various countries. By offering these insights, VisitBritain empowers businesses to tailor their products and services to specific markets, enhancing their appeal to international audiences.

The “Promote Your Business Overseas” section highlights opportunities for businesses to participate in VisitBritain’s global marketing campaigns, trade shows, and digital promotions. This includes guidance on collaborating with VisitBritain’s international offices and using their platforms to showcase UK destinations, experiences, and products to a global audience.

Through these initiatives, VisitBritain not only enhances the UK’s appeal as a destination but also enables local businesses to become active participants in the global tourism market. This integrated approach drives economic growth and ensures that the UK remains competitive in the increasingly dynamic tourism industry. (VisitBritain, n.d.).

References

VisitBritain (n.d.) How to attract international visitors. Available at: https://www.visitbritain.org/business-advice/how-attract-international-visitors (Accessed: 25 November 2024).

Gov.Uk (n.d.) VisitBritain. Available at: https://www.gov.uk/government/organisations/visitbritain/about#:~:text=VisitBritain%20(VB)%20is%20the%20national,%2C%20England%2C%20Scotland%20and%20Wales (Accessed: 25 November 2024).

(Carl et al, 2023).

Playing the game ‘Tour Operator’ taught me that every tourist is unique, with diverse needs and preferences requiring tailored travel arrangements. For instance, some may prefer flying business class, while others prioritise specific activities, such as cultural experiences, during their holiday. Additionally, accommodation preferences vary, ranging from standard rooms to VIP suites, emphasising the importance of customising each travel package to suit individual requirements.

This game demonstrates the critical role of staff, such as hotel employees, pilots, and cabin crew, in delivering exceptional customer experiences. Hotel staff ensure that guests’ accommodation needs are met, offering tailored services such as room upgrades or specialised amenities. Pilots and cabin crew play a key role in ensuring safe and comfortable journeys, with cabin crew also focusing on providing personalised in-flight services. This showcases the importance of teamwork, professionalism, and attention to detail across all touch points of the customer journey in the travel industry. (Investopedia, 2023). 

The insights gained from this game also highlight the vital role of the Chain of Distribution in meeting diverse customer needs. Tour operators act as intermediaries, collaborating with airlines, hotels, and local activity providers to ensure that all aspects of a tourist’s holiday are seamlessly organised. This coordination ensures that individual preferences, such as specific travel classes, cultural experiences, or unique accommodation types, are effectively delivered through a well-structured distribution network. (TourismTeacher, 2024).

References

Carl et al (2023) Tour Operator, Zatu Games. Available at: https://www.board-game.co.uk/product/tour-operator/ (Accessed: 19 November 2024). 

Investopedia (2023) Distribution Channel. Available at: https://www.investopedia.com/terms/d/distribution-channel.asp (Accessed: 13 November 2024).

TourismTeacher (2024) The Chain of Distribution. Available at: https://tourismteacher.com/the-chain-of-distribution/ (Accessed: 13 November 2024).

According to Investopedia & Tourism Teacher, (2023 & 2024), The Chain of Distribution, is the mechanism that moves products or services from the manufacturer to the end user. Depending on the product type, these chain stages can vary, but generally speaking, they consist of the following:

Producer

The person who starts the production process, such as the product’s manufacturer or originator. Before the products are into the distribution chain, the manufacturer creates and supplies them.

Wholesaler 

Wholesalers frequently buy goods in bulk from manufacturers and resell them to retailers in smaller amounts. By serving as middlemen, they provide retailers with bulk rates and lessen the effort for producers. 

Retailer

Retailers purchase goods from distributors (or occasionally directly from manufacturers) and resell them to final customers.  They may be supermarkets, internet merchants, or smaller shops that provide goods in amounts that are handy for the consumer. 

Consumer

The final phase of the supply chain, during which the final consumer buys the product for their own usage. All of the chain’s earlier phases ultimately aim to reach the consumer.

Additional procedures, such as agents or brokers, may occasionally be necessary to help connect wholesalers and retailers. Additionally, by avoiding some conventional steps in the process, e-commerce platforms have become essential in modern distribution systems, offering direct contact between suppliers and consumers. 

In my opinion, in the tourism industry’s chain of distribution, the wholesaler or tour operator section is not always necessary. Sometimes, travellers can book directly with service providers (like airlines, hotels, or attractions) instead of going through an intermediary.

In these cases, the distribution chain is more direct, and the steps can skip the wholesaler, allowing consumers to book directly with travel agents or online, which is increasingly common with online travel agencies and direct bookings through provider websites.

References

Investopedia (2023) Distribution Channel. Available at: https://www.investopedia.com/terms/d/distribution-channel.asp (Accessed: 13 November 2024).

Tourism Teacher (2024) The Chain of Distribution. Available at: https://tourismteacher.com/the-chain-of-distribution/ (Accessed: 13 November 2024).

Travelling for me is a journey of discovery and growth, driven by a deep-rooted passion for tourism. My recent trip to Palma, Spain, in late April to early May was a university-led educational experience that immersed me in the world of tourism and fulfilled my eagerness to explore new places and cultures. Visiting TUI offices and attending meetings introduced me to the inner workings of the industry, offering firsthand insights into tourism’s dynamic nature. Beyond academics, this trip was a chance to connect with new people and make friends, adding a meaningful social dimension to the experience. Exploring the vibrant city of Palma, tasting local food, and experiencing Spanish culture were captivating and deepened my passion for understanding diverse ways of life. Travelling, in essence, combines learning with adventure, and this trip reminded me why I love stepping into new environments—it is an opportunity to learn, connect, and broaden my perspective on life.

(Photograph by a friend, 2024, as cited in Read, 2024). 

Displayed above is an image of me on a tour bus that travels throughout Palma, with the Cathedral Basilica de Santa Maria de Palma de Mallorca visible in the background.

This educational trip also aligns closely with McIntosh, Goeldner, and Ritchie’s (1995) Theory of travel motivation, reflecting its Intellectual, Social, and Cultural components (Mclntosh, Goeldner, and Ritchie, 1995). 

The Intellectual Component was fulfilled through activities that engaged my curiosity and provided new knowledge about the tourism industry, specifically regarding its impact on Palma, enhancing my understanding of how the industry shapes local economies and visitor experiences.

The Social Component of the theory was evident in the friendships and connections I built on this trip, which fostered personal growth, boosted my self-confidence, and created meaningful bonds with peers who share similar interests.

Finally, this trip catered to the Cultural Component by immersing me in the unique cultural fabric of Palma. From exploring local architecture, like the image shown above, learning about the effects of tourism on the daily lives of residents, this journey gave me the opportunity to engage with the city’s identity and gain a richer understanding of its culture and heritage.

Together, these motivations enhanced my experience, combining learning, connection, and cultural appreciation in a way that deepened my passion for travel and tourism. (Gopalakrishnan, 2019).

References

Gopalakrishnan, K., 2019. A study on the influence of social media marketing on consumer buying behaviour. [pdf] CORE. Available at: https://core.ac.uk/download/pdf/234671427.pdf (Accessed: 27 October 2024).

Personal image. (2024). Photo of Lucy Read at Cathedral Basilica de Santa Maria de Palma de Mallorca. [Image]. Published by Read, L P. Lucy’s Lifestyle Blog. Available at: https://blogs.tees.ac.uk/lucyslifestyle/ (Accessed: 27 October 2024).

McIntosh, R.W., Goeldner, C.R., and Ritchie, J.R.B., 1995. Tourism: Principles, practices, philosophies. 7th ed. New York: John Wiley & Sons (Accessed: 27 October 2024). 

Switzerland 

Switzerland is a country in Central Europe that is mountainous and contains many lakes, villages, and the tall Alps. There are mediaeval neighbourhoods in its towns, such the Zytglogge clock tower in the capital Bern and the wooden chapel bridge in Lucerne. The nation is also well-known for its hiking routes and ski areas. Key businesses include banking and finance, while Swiss chocolate and timepieces are well-known worldwide. 

Population – 8.776 Million (2022) 

(Classydestinations, n.d.). 

(Rattanatum, n.d.)

Domestic and Inbound Tourism 

Due in large part to its Alpine regions, Switzerland has seen a rise in domestic tourism. 34.3 million domestic tourist nights were spent in 2021, a 16.8% increase above pre-pandemic levels.

(OECDiLibrary, n.d.)

In 2023, Switzerland received around 20.8 million foreign visitors.

– 19.76 million foreign visitors visited Switzerland in 2019, the most ever reported in years prior to the pandemic.
– When the epidemic began in 2020, this figure fell to 10.7 million – visits, a 46% decrease.
– Switzerland saw a slight 28% rise in foreign visitors by 2021, with 13.69 million tourists.
– In 2022, there were 18.3 million inbound visitors; in 2023, there were 20.8 million, which was a 5% increase over the number of tourists in 2019.

Travellers to Switzerland in 2023 spent more than CHF 18.4 billion, both domestically and inbound.

Switzerland made CHF 18 billion in 2019 from inbound tourism.
In 2020, this amount dropped to CHF 9.6 billion as a result of travel restrictions brought on by the coronavirus and a decline in foreign tourists. This grew to CHF 10.9 billion in 2021, a small 13% increase.
The overall revenue from tourism in 2022 was CHF 16.4 billion. This surpassed the total revenue of 2019 by 12% in 2023, reaching CHF 18.4 billion.

(Roadgenius, 2023).

Here is a table below stating the statistics from 2017-2021 of Switzerland’s Domestic, Inbound and Outbound Tourism:

(OECDiLibrary, n.d.)

References 

Classy Destinations (No Date) Switzerland Vacation. Available at: https://www.classydestinations.com/switzerland.html (Accessed: 12 November 2024).

OECD iLibrary (No Date) Site homepage. Available at: https://www.oecd-ilibrary.org/docserver/06538760-en.pdf?expires=1729271129&id=id&accname=guest&checksum=F0FA571B5EB4F0201B7C5F1ADC288677 (Accessed: 18 October 2024).

Rattanatum, T. (No Date) 100,000+ best mountain photos – 100% free download – Pexels Stock Photos. Available at: https://www.pexels.com/search/mountain/ (Accessed: 18 October 2024).

Road Genius (2023) Switzerland tourism statistic – how many people visit? Available at: https://roadgenius.com/statistics/tourism/switzerland/#:~:text=How%20many%20tourists%20visit%20Switzerland,tourists%20visited%20Switzerland%20in%202023.&text=In%202019%2C%20Switzerland%20welcomed%2019.76,visitors%20in%20pre%2Dpandemic%20years. (Accessed: 18 October 2024).  

References 

Guerrero, D. (3 June, 2020) Low-angle shot of Cinderella Castle in Disney World – Free Stock Photo. Available at: https://www.pexels.com/photo/low-angle-shot-of-cinderella-castle-in-disney-world-8183994/ (Accessed: 29 October, 2024). 98

Polsson, K. (2008) Attendance of Disneyland Park 1980. Islandnet.com. Archived from the original on 8 July 2008. Available at: http://www.islandnet.com/~kpolsson/disland/dl1975.htm (Accessed: 26 December, 2024). 99

Scottware.com.au (2015) Attendance of Disneyland Park 1984–2005. Available at: https://www.scottware.com.au/theme/feature/atend_disparks.htm (Accessed: 26 December, 2024). Archived from the original on 22 May 2015. 100

The Lewiston Journal (1984) Disneyland – still magic after all these years. The Lewiston Journal, 13 March. Available at: https://news.google.com/newspapers?id=WQ0gAAAAIBAJ&pg=1525,1685952&dq=disneyland+attendance&hl=en(Accessed: 26 December, 2024). 101

Themed Entertainment Association (TEA) (2007) TEA/AECOM 2006 Global Attractions Report (PDF). Available at: https://web.archive.org/web/20190207072248/http://www.teaconnect.org/images/files/TEA_158_724007_160525.pdf(Accessed: 26 December, 2024). Archived from the original on 7 February 2019. 102

Themed Entertainment Association (TEA) (2008) TEA/AECOM 2007 Global Attractions Report (PDF). Available at: https://www.teaconnect.org/images/files/TEA_29_601512_140617.pdf (Accessed: 26 December, 2024). Archived from the original on 4 March 2016. 103

Themed Entertainment Association (TEA) (2009) TEA/AECOM 2008 Global Attractions Report (PDF). Available at: https://web.archive.org/web/20211007225444/https://www.teaconnect.org/images/files/TEA_23_503031_140617.pdf(Accessed: 26 December, 2024). Archived from the original on 7 October 2021. 104

Themed Entertainment Association (TEA) (2010) TEA/AECOM 2009 Global Attractions Report (PDF). Available at: https://www.teaconnect.org/images/files/TEA_24_693197_140617.pdf (Accessed: 26 December, 2024). Archived from the original on 2 June 2010. 105

Themed Entertainment Association (TEA) (2011) TEA/AECOM 2010 Global Attractions Report (PDF). Available at: https://www.teaconnect.org/images/files/TEA_25_134960_140617.pdf (Accessed: 26 December, 2024). Archived from the original on 19 July 2011. 106

Themed Entertainment Association (TEA) (2012) TEA/AECOM 2011 Global Attractions Report (PDF). Available at: https://www.teaconnect.org/images/files/TEA_26_543179_140617.pdf (Accessed: 26 December, 2024). Archived from the original on 18 October 2015. 107

Themed Entertainment Association (TEA) (2019) TEA/AECOM 2012 Theme Index and Museum Index (PDF). Available at: https://aecom.com/content/wp-content/uploads/2015/10/2012_Theme_Index.pdf (Accessed: 26 December, 2024). 108

Themed Entertainment Association (TEA) (2018) TEA/AECOM 2013 Theme Index and Museum Index (PDF). Available at: https://aecom.com/content/wp-content/uploads/2015/10/2013_Theme_Index.pdf (Accessed: 26 December, 2024). 109

Themed Entertainment Association (TEA) (2017) TEA/AECOM 2014 Theme Index and Museum Index (PDF). Available at: https://aecom.com/content/wp-content/uploads/2015/10/2014_Theme_Index.pdf (Accessed: 26 December, 2024). 110

Themed Entertainment Association (TEA) (2016) TEA/AECOM 2015 Theme Index and Museum Index (PDF). Available at: https://aecom.com/content/wp-content/uploads/2016/05/2015_Theme_Index__Museum_Index.pdf (Accessed: 26 December, 2024). 111

Themed Entertainment Association (TEA) (2017) TEA/AECOM 2016 Theme Index and Museum Index (PDF). Available at: https://aecom.com/content/wp-content/uploads/2017/06/2016-ThemeMuseum-Index.pdf (Accessed: 26 December, 2024). 112

Themed Entertainment Association (TEA) (2018) TEA/AECOM 2017 Theme Index and Museum Index (PDF). Available at: https://aecom.com/content/wp-content/uploads/2018/05/2017-Theme-Museum-Index.pdf (Accessed: 26 December, 2024). 113

Themed Entertainment Association (2019) TEA/AECOM 2018 Theme Index and Museum Index. Available at: https://aecom.com/content/wp-content/uploads/2019/05/Theme-Index-2018-5-1.pdf (Accessed: 26 December, 2024). 114

Themed Entertainment Association (2020) TEA/AECOM 2019 Theme Index and Museum Index. Available at: https://aecom.com/wp-content/uploads/documents/reports/AECOM-Theme-Index-2019.pdf (Accessed: 26 December, 2024). 115

Themed Entertainment Association (2021) TEA/AECOM 2020 Theme Index and Museum Index. Available at: https://aecom.com/wp-content/uploads/documents/reports/AECOM-Theme-Index-2020.pdf (Accessed: 26 December, 2024). 116

Themed Entertainment Association (2022) TEA/AECOM 2021 Theme Index and Museum Index. Available at: https://aecom.com/wp-content/uploads/documents/reports/AECOM-Theme-Index-2021.pdf (Accessed: 26 December, 2024). 117

Themed Entertainment Association (2023) TEA/AECOM 2022 Theme Index and Museum Index. Available at: https://aecom.com/wp-content/uploads/documents/reports/AECOM-Theme-Index-2022.pdf (Accessed: 26 December, 2024). 118

Themed Entertainment Association (2024) TEA/AECOM 2023 Theme Index and Museum Index. Available at: https://aecom.com/wp-content/uploads/documents/reports/AECOM-Theme-Index-2023.pdf (Accessed: 26 December, 2024). 119

TourismTeacher.com. (2024) Butler’s Tourism Area Life Cycle Model. (online) Available at: https://tourismteacher.com/butlers-tourism-area-life-cycle-model/ (Accessed: 12 November 2024). 

Vincent, J. (2021) Disney ticket history. Available at: https://jansworld.net/disney-ticket-history (Accessed: 26 December 2024). 

Wikipedia contributors. (2024) Disneyland. Wikipedia: The Free Encyclopedia. Available at: https://en.wikipedia.org/wiki/Disneyland#Attendance (Accessed: 26 December, 2024). 

 

Mother Shipton’s Cave

Knaresborough, North Yorkshire 

Mother Shipton’s Cave is a landmark and England’s Oldest Visitor Attraction, since 1630.

Mother Shipton, born Ursula Sontheil in 1488, is one of England’s most famous prophetesses, credited with predicting events like the Great Fire of London, the defeat of the Spanish Armada, and iron ships.

Though the stories about her may have grown over the centuries, the cave where she was born remains a central part of her legend, drawing visitors to Knaresborough. Whether fact or folklore, Mother Shipton’s connection to the cave and her prophecies have made her an enduring figure in English history.

(Mothershipton.co.uk, 2024).

Infrastructures

Many types of tourism infrastructure are essential for this tourist attraction:

Transportation Infrastructure –
Visitors can access Mother Shipton’s Cave by various means of transportation, including train, coach, and car.

Food and Beverage Infrastructure –
Mother Shipton’s Cave offers small food stalls and gift shops on-site.

Health and Safety Infrastructure –
Within the grounds of Mother Shipton’s Cave, various health and safety measures are implemented to ensure the well-being of visitors. The attraction itself is a scenic walk through ancient woodlands, where attention to safety is paramount.

Utilities and Basic Services –
Mother Shipton’s Cave provides essential services, including toilets at the main entrance, with facilities for baby changing, as well as portable toilets located throughout the site. Accessible toilets are also available to ensure that all visitors are catered for.

Entertainment and Recreational Infrastructure –
Mother Shipton’s Cave enhances the visitor experience by offering a variety of themed events and activities depending on the season, such as Halloween and Christmas-themed experiences. These events often include seasonal decorations, hot chocolate, and performances by costumed actors, contributing to an engaging and memorable visit.

This well-rounded infrastructure supports both the practical needs of tourists and the overall enjoyment of their visit to Mother Shipton’s Cave, enhancing its appeal as a destination for both day trips and longer stays. (Raina, 2005). 

(Mothershipton.co.uk, n.d.)

References

Mother Shipton’s Cave (2024) The Park. Available at: https://www.mothershipton.co.uk/the-park/ (Accessed: 09 October 2024).

Mother Shipton’s Cave (2024) The Story. Available at: https://www.mothershipton.co.uk/the-story/ (Accessed: 09 October 2024).

Mother Shipton’s Cave (2024c) The Story. IMAGE. Available at: https://www.mothershipton.co.uk/the-story/ (Accessed: 09 October 2024).

Raina, A. K. (2005) Ecology, Wildlife and Tourism Development: Principles, Practices and Strategies. New Delhi: Sarup & Sons, p. 192.