DEVELOP AND MONITOR

CULTURALLY APPROPRIATE
TOURISM ACTIVITY
D2.TCS.CL5.08
D2.TTG.CL3.07

Presented by

Thida Aye
Assistant Director
Ministry of Hotels and Tourism
tdcold2017@gmail.com

Slide 1
Assessment
Assessment for this unit may include:
 Oral questions

 Written questions

 Work projects

 Practical activities

 3rd party report

 Observation checklist

Slide 2
 Develop and monitor a culturally
appropriate tourism activity
This unit is comprised of 4 elements:

1. Research the culture

2. Develop culturally appropriate activities

3. Implement culturally appropriate activities

4. Monitor culturally appropriate activities

Slide 3
Definition of Culture

Culture is a way of life of a group of people - the

behaviours, beliefs, values, and symbols that they
accept generally without thinking about them, and that are
passed along by communication and imitation from one
generation to the next.
More Definitions of Culture

• Culture refers to the customary beliefs, social forms,

and material traits of a racial, religious, or social
group

• Culture refers to characteristic features of everyday

existence (as way of life) shared by people in a place or
time

• Culture refers to the integrated pattern of human

knowledge, belief, and behaviour in a community
that depends on a capacity for learning and transmitting
knowledge to the next generation
Cultural tourism, categories (Smith, 2009)
 Heritage tourism: castles, palaces, country houses, archaeological sites,
monuments, architecture, museums, religious sites
 Urban cultural tourism: historic cities, regenerated industrial cities,
waterfront developments, arts and heritage attractions, shopping, nightlife
 Rural cultural tourism: village tourism agro or farm tourism, eco museums,
cultural landscapes, national parks, wine trails
 Indigenous cultural tourism: hill tribe, desert, jungle rainforest or mountain
trekking tribal villages, visits to cultural centers, arts and crafts, cultural
performances, festivals
 Arts tourism: theatre, concerts, galleries, festivals, carnivals and events,
literary sites
 Creative tourism: photography, painting, pottery, dance, cookery, crafts,
creative industries
 Experiential cultural tourism: theme parks, themed restaurants, shopping
malls, pop concerts, sporting event, film and TV location, celebrity-endorsed
products

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Heritage and Cultural Tourism Products
No. Tangible Intangible
1. Historical Buildings and Places Oral History and Traditions
2. Heritage Resources (sites & objects) Indigenous Knowledge Systems
3. Cultural Objects and Collections Rituals and Cultural Performances
4. Artifacts and Crafts Performances and Creative Arts
5. Fine Art Skills and Techniques
6. Cultural Landscapes (including Belief Systems
natural environment)
7. Archeological evidence Cultural Festivals
8. Geological evidence Popular Memory
9. Paleontological remains
10. Scared and spiritual sites

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8
 Tourism Trends

To See, To Eat, To New To Talk Together, To

Play Tourism Make, To Learn

Quantity Oriented Quality Oriented,

Education, Experience,
Value, Feel, Emotion,
Heart
 The Grand Tour
 “ Grand Tour” was considered as a sign of prestige; a tour to the
principal cities and places of interest in Europe, formerly said to be
an essential part of the education of the young man of ‘good birth’
and ‘fortune’.
 Main travelers were diplomats, business people, and scholars
 Mainly for career, education, culture, literary, health, scientific,
business, and economic reasons.
 First “Grand Tour” was in 1670 A.D. ( Popular destinations were
France and Italy)
 Golden Era of the “Grand Tour” began after the 7 year war which
lasted from 1756- 1763 A.D.
 Between 1763-1765 A.D. 40000 British Travelers have visited
Europe.
 Profile of the Cultural Tourist Market
 Earns more money and spends more money while on vacation;
 Spends more time in an area while on vacation;
 Is more likely to stay at hotels or motels;
 Is far more likely to shop;
 More highly educated than the general public; higher levels of education,
since all studies show that persons in higher education categories are
more likely to be culturally oriented
 Includes more women than men (women, of course, represent a
disproportionate share of shoppers and bus tour passengers); the
increasing numbers of women in our society in positions of power and
authority, since women tend to be more culturally oriented than men
 Tends to be in older age categories (This is particularly important with the
aging of the large baby boom generation)

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Summary
 Cultural tourism focuses on the culture of a destination
 Every country and most destinations have a cultural and
religious heritage background at least
 This heritage is a valuable tourism resource and needs to
be managed responsibly to avoid inappropriate and
insensitive use
 Cultural tourism is an educational experience that can be
combined with many other recreational activities
 For a growing number of tourists the arts, heritage and/or
other cultural activities are ranked as one of the top five
reasons for travelling
 Tourism Demand Process

 Stage 1 Problem identification/ felt need

 Stage 2 Information search and evaluation
 Stage 3 Purchase(travel) decision
 Stage 4 Travel experience
 Stage 5 Experience evaluation

Each stage influenced by personal and external variables, such as time and money constraints, social stimuli,
media influences, images/ perceptions of the destination, or marketing.
 AIDA and What to Measure
AIDA What to measure
 Awareness Brand awareness
(cognition) Product awareness (knowledge)
Advertising awareness
What consumers watch (media)
Interest Favorable/Unfavorable
(affect) Most important factors buying product (attributes)
Comparing factors vs. Competitor(strength/weakness
Desire Intention to buy
(intention)
Action Purchase
New sectors cover the whole consumer
purchase cycle
What? When? Where?
CONSUMER
Product Choices Media Choices
Channel Choices
CHOICES
Audience Profiles
Highly granular, accurate & timely
data

Closing the
Consumer
Purchase Loop
CONSUMER
EXPERIENCES

Highly creative, robust &

flexible methodologies
Community Influences Innovation Evaluation
Evaluation Processes Brand Experiences
Service Experiences Search Processes

Who? Why? How?

 Developing cultural tourism products:
First: Generating the maximum number of ideas

Second: filter the best ones

The process:

1. Describe the product, the target market, the main

competitors
2. Forecast the size of the target market, price of the product,
developing costs and time to the market, production costs and
margins

Premises:
 Optimizing the tourist’s experience
 Differentiation from competitors
 Economic, social and environmental sustainability 16
Designing and providing experiences

 Who are our customers?

 What excite/ motivate them?
 What attributes of the service they look for?
 What is important for them?

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 Destination Experiences

Destination Appeal and Experiences offered are shaped by:

Public and
Human Image and
Attractions Private Accessibility Price
Resources Character
Amenities
Key questions planners must answer:
 What is the local preservation organization’s view of
tourism?
 Do local businesses support the preservation of heritage?
 Are people enthusiastic about developing the cultural
tourism product and willing to make a long-term financial
commitment?
 Do organizations actively seek funds?

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 Planning and Organizing
 How to construct a plan:
 Establish the mission
 Review the assessment and determine the appropriate goals
 Develop “results-oriented” objectives for each goal
 List specific projects for each goal

“Plans are nothing,

planning is everything.”
- Dwight D. Eisenhower

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Prepare an action plan that includes the following for each
project:
 Date of completion
 Specific tasks to accomplish to complete the project
 Budget and how it will be funded
 Responsible person for the project
 Appoint committees with designated chairs to implement
components
 Monitor progress against the timeline and mission
 Plan any fund-raising efforts the group wants to undertake

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 Look into the future and the present
 Make choices that will improve the community in the long-
term
 Quality of service the community provides
 Lasting impression tourists take home
 It may be necessary to implement a community-wide hospitality
training program
 Considerations when developing a training program:
 Develop a comprehensive preservation plan
 Gives participants a way to view and protect its historic resources
overall

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Marketing Planning Process
(Source: Aaker Marketing Research, 11th Ed.)
•Understand the environment and the market
Situation 1 •Identify threats and opportunities
Analysis •Assess the competitive position (SWOT)

•Define the business scope and served

Strategy 2 market segments
Development •Establish competitive advantages
(positioning and value proposition-STP)
• Set performance objectives
•Product decisions
Marketing 3
•Communication decisions( Promotion)
Program
Development •Pricing decisions
•Place (channel decision) 4P’s

•Performance monitoring and control

Implementation 4 •Refining strategies and program
Element 3: Implement culturally appropriate
activities
Performance criteria for this element are:

3.1 Provide notice to the community of intention to

begin the activities

3.2 Supply identified support and resources to the

community

3.3 Initiate the activities in accordance with the

established and approved implementation plans

Slide 24
 3.1 Provide notice to the community of
intention to begin the activities
When providing notice to the community you should include:
 Day and date of commencement
 Time of commencement
 What the community needs to do to be ready for the tour
to commence
 What checks need to be made e.g. equipment is
operational, buildings are clean, gardens are well
groomed, supplies are in stock, uniforms have arrived,
souvenirs are in stock, brochures are printed
 Staff are trained, ready and rostered to commence
 Final safety checks are done
 Final inspections of the site, land etc

Slide 25
3.2 Supply identified support and
resources to the community
 Provide training – formal via recognised
qualifications and informal such as on the job

 Provide resources:

• Financial resources such as cash to provide

change, buying necessary goods and cash for
day-to-day expenses

• Physical resources such as machinery,

equipment, cars, transport, tools, utensils,
uniforms, printed materials, furniture, signage,
supplies, consumables and other items

Slide 26
3.3 Initiate the activities in accordance with the
established and approved implementation
plans
Initiating the activities will include:

 Implementing the plan according to the stated

and agreed content

 Fulfilling promises by committing to achieve

the project requirements

 Being available as a source of support and advice

 Advising visitors of agreed standards of behaviours

 Integrating activities into Standard Operating

Procedures (SOP’s)

Slide 27
Work project

 Provide a notification to the community

 Provide details of the support and resources you will

supply to the community

 Provide your implementation plan with evidence of

implementing your cultural tourism activity

Slide 28
Element 4: Monitor culturally appropriate
activities
Performance criteria for this element are:
4.1 Monitor the activities and actions of people
4.2 Amend activities where appropriate
4.3 Obtain feedback from customers and guide
staff regarding the cultural tourism activity
4.4 Communicate with the specific community
regarding their experience with the cultural
tourism activity
4.5 Appraise the prepared plans for the cultural
tourism activities

Slide 29
Cultural Resources - Art
 Ancient and Modern Art
 Galleries, Art Exhibitions, Art Shows
 Museums, Museum Galleries: National
Museums or Prefectural Museums (Japan)
http://www.artcyclopedia.com/museums/art-museums-in-asia.html
http://www.artcyclopedia.com/museums/art-museums-in-japan.html
http://www.artcyclopedia.com/museums/art-museums-in-australia.html
http://www.artcyclopedia.com/museums/art-museums-in-asia-other.html

 Gallery shops
 Craft Fairs

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Cultural Resources – Performing Arts

 Theatres
 Opera Houses
 Movie Theatres
 Open Air Theatres, Amphitheatres
 Classic performances (Opera, Ballet, Plays)
 Ethnic performances (Folklore, Dance)

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 http://www.maoriculture.co.nz/tamaki-
maori-culture-village-rotorua/view-our-
videos_idl=1_idt=4048_id=23304_.html

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Cultural Resources - Heritage
Some Examples of World Heritage listed
Cultural Assets in the Asia Pacific Region:
Ming Tombs and Great Wall of China, Himeji
Castle and Peace Memorials in Nagasaki and
Hiroshima, Angkor in Cambodia, Taj Mahal in
India, Persepolis in Iran

Cultural traditions and customs are

individual and original in different areas
and therefore present a USP (Unique
Selling Point)

http://en.wikipedia.org/wiki/List_of_World_Heritage_Sites_in_Asia_and_Australasia

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State of Protection / Conservation
 Inscription on the World Heritage List raises
awareness about heritage preservation
(governments, citizens and visitors)
 Heightened awareness leads to a rise in the
level of protection and conservation
 Heritage sites and the state of their
conservation is reported on a regular basis to
maintain their outstanding qualities
 Tentative List
 Endangered List
List of the UNESCO World Heritage Sites in Southeast
Asia

 2 World Heritage Sites in Cambodia

 8 World Heritage Sites in Indonesia
 2 World Heritage Sites in Laos
 4 World Heritage Sites in Malaysia
 2 World Heritage Site in Myanmar
 6 World Heritage Sites in the Philippines
 1 World Heritage Site in Singapore
 5 World Heritage Sites in Thailand
 8 World Heritage Sites in Vietnam
Cultural Resources - Religion
 Religious Historical Architecture – Temples ,
Shrines , Mosques, Churches
 Sacred Sites
 Religious Practices and Customs
 Pilgrimages
 Religious Retreats, Sanctuaries and
Meditation Centres, Yoga Retreats
 Spiritual Healing Centres
 Monasteries

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Sites of Religious Importance

 Every country has religious or sacred sites which are

integrated in destination marketing to attract
interested visitors
 Japan’s temples
 Turkey’s mosques
 France’s cathedrals
 India’s sacred Ganges river
 Saudi Arabia attracts more than 13 million pilgrims
every year to Mecca, the holiest city in Sunni Islam
Sacred & Religious Tourism Resources
 Religious tourism & pilgrimage – economically significant
 Religious tourism is one of the most important resources
particularly in Muslim countries
 The first religious Tourism World Congress was held in 2006
and it was estimated that this tourism sector is worth
US$18 billion annually
 It is estimated that 300 to 350 million tourists visit places
for religious reasons
Examples:
 Kaaba in Mecca, visited during Hajj and Umrah
 Hagia Sophia and Blue Mosque, Istanbul
 Notre Dame Cathedral in Paris

www.islamictourism.com/Articles/articles.php?issue=34
Example 1: Paris Louvre Museum
• Every year, millions visit the Louvre Museum in Paris. Many
come just to see the Mona Lisa by Leonardo da Vinci,
painted between 1503–1506
• Size of the painting = 77 × 53 cm (30 × 21 in)
• 50 years ago the painting was valued at $100 million for
insurance purposes
• Today the current value of the Mona Lisa is well over $500
million
• The cost of the recent refurbishment of Mona Lisa's place
in the Louvre = $6.1 million
• This includes a climate-controlled enclosure behind bullet-
proof glass
Example: Paris Louvre
• "On Sundays, when the museum is free to visit, there
can be 65,000 visitors in one day. It's unbearable and
even sometimes dangerous."
• 5.7 million visitors in 2002
• 7.5 million visitors in 2005
• 8.3 million visitors in 2006
• 8.5 million visitors in 2008, 2009 and 2010
• Staff at Paris's Louvre museum went on strike in early
2007, demanding a bonus for the stress of looking
after the Mona Lisa and other popular masterpieces.
Example 2
Popular Must-see Destination:
Beijing’s Forbidden City
Cultural
Resources –
Local Settings -
The Forbidden City
Example: Forbidden City
• Declared a World Heritage Site in 1987
• Traditional Chinese palace architecture
• Built 600 years ago
• Extensive renovations before the Olympic Games
• Extensive collection of artwork - permanent collection
contains between 1.6 and 1.8 million rare and valuable
works of art within the Palace Museum
• During National Holidays visitor numbers are limited to
80,000 people per day
(compare Louvre with 65,000 visitors on free Sundays)
Cultural Resources – Museums etc.

 National , State, Prefectural and Local Museums:

History Museum – Ceramics Museum – Art
Museum - Industrial Museum – Agricultural
Museum – Natural History Museum – Geological
Museum – Space Museum – War Museum –
Mining Museum – Railway Museum – Car
Museum – Tank Museum – Open Air Museum

 Theme Parks, Ethnic Villages:

Huis Ten Bosch – Disneyland - ?

 Science Centres, Libraries

47
Cultural
Resources
Museums

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Cultural Resources – Museums

49
Cultural Resources – Local Settings and Activities
 Ethnic settings and communities
 Popular local culture can be an important economic
asset
 Festivals and events – Matsuri, Open Air Music
Festivals, Local Folklore
 Art and Local Cultural Programs
 Study Courses for “Holiday Artists”
 Cultural landscapes (see World Heritage Sites)
 Food and Wine Tourism (strongly tied to a certain
region often combined with other cultural experiences
and lifestyle activities)
 Some aspects of Wellness tourism are linked to
cultural resources, i.e. traditional healing methods
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Cultural Resources – Local Settings and
Activities - Traditional Cooking
Cultural Resources
Local Settings -
Rainforest Tours
Environmental Tours
Arnhem Land Eco-Cultural Tours
Indigenous Cultural Experience

Cultural Tours and Desert Parks

View significant cultural and
environmental aspects
Cultural & Heritage
Tours
Cultural Resources
Local Settings and Activities

55
Cultural Resources - Local Settings and Activities

Canal in Tongli (Suzhou) with cafés and

restaurants for tourists 56
Cultural Resources
Local Settings - World Expo 2005
Cultural Resources: Thailand - Royal Barge
Procession

The Royal Barge Procession is a regal tradition historians believe has existed since the Sukhothai
period seven centuries ago. It consists of 52 beautifully carved and gilded barges with figureheads
representing mythical beasts. Seating areas to view this spectacular event are provided by the
Tourism Authority of Thailand, Bangkok of Thailand, Bangkok Noi Railway Station, Royal Navy
Club, Naval Hydrographic Department and Thammasat University. Restaurants along the river en
route from Wasukri Pier to the Temple of Dawn will also be selling seats. Viewing from public piers
and on Phra Pinklao Bridge is prohibited.
The Tourism Authority of Thailand has provided public viewpoints for interested visitors to view the
Royal Barge Procession.
 Benefits Costs
 Cultural attractions and activities attract  Reduction in cultural diversity (loss of
tourists and create opportunities for identity)
service industries such as
accommodation, restaurants, shops and  Resistance to cultural invasion
other supporting infrastructure

 especially if not done properly

 Communities also benefit from training
and education for workers and
management and understanding of their
value

 Cultural tourism facilities and events can

increase property values, tax resources
and overall profitability for communities,
BUT also:
 Demand > Supply = Need Planning Action

 It’s all about balancing Demand & Supply

60
 What happens when-

Supply > Demand ?

61
Demand Considerations
 Visitors’ needs & motivations
 Visitors’ activities & preferences
 Visitors having memorable & “Wow” experiences
 Satisfaction Repeat Visitation Loyalty
 Branding

62
Supply Considerations
 Infrastructure (transportation, utilities etc)
 Attraction (design, attractiveness etc)
 Services (tangible & intangible)
 Information
 Promotion (marketing activities & tactics)

63
Sustainable Management of Culture

 Cultural and Heritage Tourism is a key sector of

tourism and one of the prime reasons for travel to
other places

 Culture and Heritage are sustainable tourism

resources if managed responsibly

Sustainability requires:
 Good management practices to boost benefits and
contain costs
 Cultural and ethnic sensitivity
 Well-trained workforce
 Good marketing strategies
 Continuity

Quality Balance

Sustainable
Tourism

65
 Quality
 Provides a quality experience for visitors
 Improves quality of life of host community &
 Protects quality of the environment

66
 Continuity
 Ensures continuity of natural resources
 Based upon continuity of the culture of the
host community &
 Requires continuity of visitor interest

67
 Balance
 Balances the needs & interest of:
○ Hosts
○ Guests
○ The Environment

68
Protection of Cultural Resources

69
Over-Exploitation??

70
Cultural Resources - Management
 Effective management of the cultural resource
relies on strong community support and
sustainable development strategies

 Key principles and practices for protection of

cultural resources include avoiding threatening
impacts on the environment in which the
cultural resource is located

 The interpretation of heritage sites and cultural

artefacts of indigenous people requires
sensitive treatment and protective legislation
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 Culture is too fragile for mass tourism
 Care for the quality of the culture supply
determines the attractiveness of the
alternative tourism products

72
Cultural Resources - Marketing
 To successfully market a cultural destination as a special
tourism attraction the tourism industry must use marketing
initiatives designed to capture a particular target market – this
depends greatly on the individual region or country and of
course the cultural resources involved
 Cultural resource marketing advertises the fact that the
resource is treated appropriately and management is oriented
towards sustainability
 Marketing and advertising strategies (in several types of
tourism) generally include the following promises:
“Unique Visitor Experience”
“High Customer Service and Quality Standards”

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74
75
4.1 Monitor the activities and actions of people

Monitor your activities and actions to see if your tourism activity

is appropriate by:
 Observing actions of
• Visitors
• Staff
• Specific community
 Listening to people
 Taking remedial action when acceptable levels of behaviour,
respect and language are not being met by both staff and
visitors

Slide 77
 4.2 Amend activities where appropriate

Activities to be amended:

 Varying the current activity e.g. change to times,

time allowed at each activity

 Modifying future activities to compliment current

activities or add new activities or approaches

 Removing activities from future itineraries due to

change in the market and demand, more expensive
to operate, more risk than expected, the community
has changed their mind

 Cessation of the activity

Slide 78
4.3 Obtain feedback from customers and
guide staff regarding the cultural
tourism activity
There are numerous ways to obtain feedback:
 Verbally by asking directly (conversational style)
 Written via a visitor feedback form
 Suggestions via the feedback form, on your website or a suggestion
box
Conduct a staff de-brief:
 They may occur after an incident or event to communicate with the
staff:
 What went wrong and what went well
 If anyone got injured
 If there were complaints or praise
 How to prevent it from happening again
 What to do if it happens again
Slide 79
4.4 Communicate with the specific
community regarding their experience
with the cultural tourism activity
At this stage it is timely to communicate with the specific
community regarding their experience of the activity:

 Talk to elders and key people as they will have a good

insight about the activity

 Seeking verbal and written suggestions

 Negotiate replacement activities

 Identify additional activities

Slide 80
4.5 Appraise the prepared plans for the
cultural tourism activities
The plans for the cultural tourism activity are
assessed to ensure they are correct and there are no
errors.

We want to make sure they are current with any

modifications being made before they are approved.

To finalise our cultural tourism activities we:

 Modify the plans based on feedback before

finalise them

 Ratify (give formal consent) the plans by

signing them

Slide 81
Work project

 Provide a monitoring record

 What remedial action will you take

 Provide your updated implementation plan

 Report on how you obtained feedback

 Provide a staff de-brief agenda

 Report on the communities experience with your tourism activity

 Provide a copy of the ratified implementation plan

Slide 82
Food for Thought
 What do you think would be some of the
biggest concerns for the tourism industry
post-COVID 19?
 Please express your opinion in one or
two words!

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Thank You