Ecotourism In The Uk Tourism Market Tourism Essay

Ecotourism In The Uk Tourism Market Tourism Essay Introduction In the recent past eco-tourism became more and more attractive for tourists worldwide. This paper gives a definition of eco-tourism and is searching to answer the question why it is not promoted as a major tourism sector of the United Kingdom (UK). The position of eco-tourism and its noticeable lack of promotion within the UK are examined, while the role and potential of ecotourism in the UK is discussed. Definition of ecotourism Based on Fennell (2008), Ecotourism has various meanings but he suggested that five individual objectives have to be set to create ecotourism: Minimal impact management/small scale Nature-based product/low impact Contribution to community Environmental education Contribution to conservation Mc Laren (2003: 91) defined ecotourism as a participatory experience in the natural environment. At its best, ecotravel promotes environmental conservation, international understanding and co-operation, political and economic empowerment of local populations, and cultural preservation. When ecotravel fulfils its mission, it not only has a minimal impact, but the local environment and community actually benefit from the experience and even own or control it. At its worst, ecotravel is environmentally destructive, economically exploitive, culturally insensitive, greenwashed travel. Due to the development of ecotourism, a variety of new destinations have been encountered which have been previously dismissed as isolated and unreachable for tourists. Some examples of this trend could be tropical rainforests, oceans and even desert environments, where the majority are situated in the less-developed areas on the globe. Most of these new destinations are poor and underdeveloped. Timothy and Boyd (2003) explain that ecotourism and heritage tourism overlap, where ecotourism encompasses the natural and protected types of landscape, which include eco-tourists visiting heritage attractions. This could be for instance state houses, castles and national parks . The problem with the term ecotourism is, that any tourist-operator can label and promote its product as ecotourism, because there are disappointingly no restriction that rule the use of it. The term ecotourism may be used inappropriate out of ignorance of the principles and ideals that the term carries, but misuse on purpose as a marketing tool also appears to be very common (Black and Crabtree 2007). Another reference from book Forms of ecotourism in the UK The UK has four national tourist agencies, the English Tourism Council, the National Ireland Tourist Board, VisitScotland and the Wales Tourism Board. These promote each country to international and domestic tourists. The Green Tourism Business Scheme in the UK accredits different places for tourists which are trying to trim down their environmental impact. Every business is getting tested in a 2-year period to ensure they fulfil the criteria (i.e. support of public transport, use of local produce,). (Green Tourism 2009). Ecourism is already getting promoted within the UK. An example could be the ECO-Guide 2010 of the Tourist Information which promotes to people who love to walk in nature how they can reduce their environmental impact. It offers different walks such as some in the Lake District and where you can discover the hill carvings in Oxfordshire. Hall et al (2007) describes the beach as vital national asset for the international and domestic tourism in the UK, and a new Marine and Coastal Access Bill from 2009 made by the UK government was created to secure a long-distance route around the coast of England. The aim was to provide public access for coastal walking and other recreational activities, as well as designate marine conservation zones to protect them from damaging activities (direct.gov.uk). . Various different eco-tourism operators promote destinations which are fulfilling -or partially fulfill the components for ecotourism. Patterson (2007) relates that the growth of the ecotourism market has stimulated the development of eco-operators. An example of this is the growth of seal-watching at spots on the UK coastline. The Wales Tourism Board is offering through operators wildlife adventure boat trips to experience the landscape scenery and see seabirds, seals, whales and dolphins. These are stating on their website that they are acutely aware of their responsibility to the unique eco-system within which they operate and follow the codes of conduct to provide a low impact, educative (visitpembrokeshire.com). The difficulties to generate Ecotourism in UK The problems ecotourism operators are facing when they are looking for a possible destination is that there are not a lot of natural relatively untouched areas left within the UK. Consequently it cant actually satisfy the criteria of low impact and small scale orthodox tourism. There are approximately 62 million people living in the UK and the population density amounts to 659,6 people per square mile , which is the 51st highest rate in the world. Furthermore, the Office for national Statistics predicts that the UK population will increase by 4,3 million by 2018. If that trend continues, in 2033 there will be 71,6million people living in the UK (statistics.gov.uk). Beeton (1998) identified that the main ecotourist group are the 20-40 year old, followed by a second large group, 55 years and older. She indicates that people of this age are seeking for different types of holiday. In addition to that she states that ecotourists tend to be higher educated than other tourists and having a higher incomes, which is generally linked with that. Due to the fact they have a higher income, they have therefore the money to spend it on more expensive and exotic ecotours abroad. In destinations abroad they can full fill their desire to see nature and wildlife which they cant see in the UK. Trends and Potential in the UK Responsible travel has been receiving quite strong coverage in UK travel media. Ecotourism is rising as a considerable market trend in the UK, as wider consumer market trends towards lifestyle marketing and ethical consumption spread to tourism. and places this in the context of campaigns by Voluntary Service Overseas and Tearfund. Between 1999 and 2001 the percentage of UK holidaymakers aspiring to be willing to pay more for an ethical holiday increased by 7 per cent from 45 per cent to 52 per cent (sagepub.com ). There have been many developments in the UK with regard to the adoption of sustainable practices and techniques amongst tourism providers. Case Study: Paradise Wildlife Park, Broxbourne, Hertfordshire Paradise park is a Zoo located in Broxbourne, Hertfordshire and has a passion for wildlife conservation and is involved in various breeding programmes for endangered species. They even managed to rear two White Lion Cubs, of these just a few ones are existing in the world. The Park has recently opened a new Discovery Centre which is committed to educate visitors in their new classrooms. The Park is making constant efforts to become more green and sustainable, it introduced recycling of rubbish throughout the park. Paradise Park became the number one visitor attraction in Hertfordshire if looked at number of visitors, and is providing not just Jobs inside the park, it also contributes to the local community by bringing tourists into the city. (pwpark.com) Conclusion Ecotourism has the characteristics of sustainability, conservation and appreciation of the attraction being visited. Due to the named reasons completely orthodox ecotourism in the UK is unlikely, but if the more passive objectives like natural environment were removed, there is a great potential to generate more ecotourism. These may satisfy all the criterias of other active components (i.e. environmental education, contribution to conservation), even it is a more artificial type of ecotourism. There are many ecotourism activities taking place in the UK but it doesnt get promoted as a major market because not that many ecotourism destinations are existing. The trends reveal that the customer demand is changing to more sustainable types of holiday which offers a great potential to eco-tourist operators to promote and sell more of their tours.

Propolis to be selected for winter promotion Essay

1. Introduction In view of the growing sense of health, it decided to promote Propolis in the coming winter. The purpose of this report is to introduce the Comvita Propolis Capsules for the winter promotion. The report is including the research of this supplement, the basic functions of it and evaluation of this product. 2. Methodology Before conducting the market study, there were different information was compiled from some researches and reviews. A literature was reviewed about the function of the propolis, it’s explained the basic functions clearly. Also, some opinions of the propolis were commented on internet forum. 3. Finding 3.1 Popularity of propolis as a health supplement product The popularity of propolis as a health supplement product has been existed long time ago. Some of the website has mentioned that propolis has a long history of medicinal use, dating back to the time of Aristotle. However, propolis becomes common as a health supplement product in the last twenty years and more propolis product exist in the market. 3.2 Basic functions of poprolis According to the attachment, there are two main functions of propolis, which are strengthening and accelerating regeneration of cells and it is an immune system boosters. Strengthening and accelerating regeneration of cells can slower the speed of aging and let people look even younger. Then, the other function is boosting the immune system. It can immune anti viruses, bacteria, fungi, inflammation. Also it is including the anti-allergy, such as asthma, nasal, allergy, etc. Therefore, consumer can have a healthy body. 3.3 Evaluation of Comvita Propolis Capsules, the best seller on market A research of Comvita Propolis Capsules was researched. It is about the nature’s powerful defense system. Comvita Propolis Capsules guarantee  flavonoid levels, which is good for human body, such as reduce the bad feeling of anti-oxidant. Therefore, the product has powerful antioxidant and supports immune system. Secondly, it is about the reputation. There are different good reviews by users on various local website. For example there is a review on â€Å"CIAO!†, it told that propolis help him to sleep faster and his body got much more healthier. Then, this product listed as a finalist for the Women’s Weekly Health & Wellbeing ‘Product of the year’ in Australia. Although it is quite expensive for Hong Kong, it can be trusted. Therefore, consumer will be willing to pay for having a good body. 4. Conclusion This report accounts for the details of Comvita Propolis Capsules which is the selection for the winter promotion. The findings show that this product is functional and well reputation, so it is a suitable product for the promotion.

Everest Simulation Reflection Essay

The Harvard Business Everest Leadership and Team Simulation allow participants to understand and appreciate underlying management concepts which form the basis of any well functioning organisation. Specifically, the simulation required students to work in cohesive teams, display important leadership qualities and to communicate effectively in order to make successful decisions. The Everest task involves the cooperation and cohesion of random individuals through their placement in a team. These teams consisted of five members, where each individual was assigned specific role and goals. These roles included the team leader, physician, environmentalist, photographer, and marathoner. Individuals goals were often contradictory and team members received unique, however important information concerning the task. This simulation aims to discover the way in which teams react in complex and often conflicting situations. Through a series of trials and tribulations, our Everest group were able to increase our score from 22% to 85% in the second simulation. This is a result of the exploration of various behavioural leadership styles including laissez faire and democratic leadership approaches as well as the use of various mediums of communication. In addition, the results of the simulation were highly dependent on cohesive team work through the allocation of individual roles and goals, as well as the organisation of group processes including the decision making process and conflict management. Leadership The role of the leader in the Everest simulation was to motivate, instruct, resolve conflict and achieve group goals. I, as the team leader, made the point of differentiating myself from a manager, to someone who was extraverted, energetic and driven, within and outside of the simulation. This involved organising location times and communication between members, drawing up the team contract and building relationships between team members beyond the classroom. During the simulation however I chose to adopt a less prominent role to minimise conflict and maximise satisfaction. During the initial simulation I implemented a laissez- faire approach to leadership. I adopted this form of behaviour as I was no more skilled or experienced in the Everest simulation than any other team member. Logically, I believed that as all team members had equal ability, all team members should therefore have equal input. Unfortunately, due to the overwhelming presence of freedom, conflict of interests and an abundance of communication barriers due to the poor choice in leadership styles, an environment of chaos and anarchy was created. In effect, the group failed the task. On a positive note, this form of leadership saw the group bond together and the level of satisfaction was high. Furthermore, the level of pressure for team members to perform under this form of management was minimal; hence the lack of success achieved was minute. During the second attempt, I chose to adopt a democratic style of leadership. Once again, I was no more informed than any other member of the group concerning the correct performance of the task; hence I chose not to make autocratic decisions. I did however note the need for structure in any given task. Therefore, the decision making process was composed of a long winded discussion between group members, followed by a vote through a raise of hands. If a consensus was not reached between group members, I would then speak personally to the group member who was in disagreement and explain the decision. This sort of conflict often arose when individual goals, set by the Everest task, conflicted with each other. For example, the photographer’s goal was to rest at Base 1 and 2; however my goal was for the team to rest together at camp 4. Often I voted for other members individual goals to be met rather than my own, when they were of equal worth, in order to avoid conflict. As a result, my individual success was 75%, lower than the team’s success average of 85%. Furthermore, research suggests that conflict in the decision making process promotes creativity amongst group members (Nemeth 1986), higher levels of commitment and satisfaction from group members (Peterson 1999), and group members become more knowledgeable about the interests of their co workers (Peterson 2007). In comparison to the first simulation, this result was evident in the second attempt. On the other hand, the decision making process was time consuming. Luckily, there were no time constraints, however, towards the end of the task, group members including myself, became tiresome and overworked. Eventually, I began to lose control of my group and those with the most useful information provided to them during the simulation began to consult with each other. At this stage, there was no structure in group discussions and people spoke over each other, similar to the first simulation. Naturally, the majority of the group became disinterested until two group members worked together to determine a successful outcome. Hence, a laissez- faire approach to leadership was successful in small groups. Overall, the democratic approach, like the laissez- faire approach, was enjoyable and good for conflict resolution, however using this approach we also achieved a solid team score. In hindsight, I believe a more autocratic approach to leadership should have been employed in order to improve the team score and to minimise time wastage. An article by Judge, Piccolo and Ilies (2004) suggested an initiating structure of leadership is highly correlated to objective outcomes including â€Å"leader job performance and group – organisation performance† (Judge, Piccolo and Ilies 2004 pp36). If I, as leader, were more informed concerning the task at hand, this form of leadership would have been more efficient, in order to avoid the interminable decision making process. Groups and Teams In order to successfully complete the simulation, it was imperative that the group functioned as a coherent and cohesive team. This involved the fusion of task work and team work to create team effectiveness, as â€Å"task work represents what it is that teams are doing, whereas teamwork describes how they are doing it with each other† (Marks, Mathieu, & Zaccaro, 2001, p. 357). As team leader I aimed to create a balance between task work and team work in order to successfully complete the Everest simulation. The Everest task provided the group with specific formal member roles and goals, which were designed to create a cross functional team. However, as no member was particularly skilled or specialised in the literal sense concerning the Everest simulation, the team was slightly dysfunctional. For example, in the first simulation, the physician was unaware of which medicine cures which disease, and when to administer the medicine, and the environmentalist was unable to read a wind chart. Due to the lack of knowledge evident, the task was time consuming, chaotic and unsuccessful. In terms of informal roles, our team actively made the decision to allocate task accomplishment as our main goal, as mentioned in the team contract. This involved clarifying, diagnosing, initiating, evaluating, opinion seeking, gathering information and summarising the task at hand. I however, as the team leader, focused on ensuring that the group interacted in a friendly and cooperative manner in order to guarantee high levels of satisfaction amongst members through handling disputes, and by limiting the presence of self oriented goals which hindered the overall task performance. This was achieved through my encouragement, gate keeping, following and compromising as team leader. Furthermore, the team dealt with issues concerning conformity and groupthink. This occurred on a number of occasions as individuals were often confused and uninformed concerning particular decisions, and wanted to avoid conflict when co members became passionate. This often occurred when the decision came to allow sick individuals to rest or be administered medicine. I, as team leader, aimed to prevent groupthink by encouraging discussion and critical thinking and through asking questions. I also located an individual from outside of the group who had previously attempted Everest to evaluate the situation and to provide a reasoned opinion during our decision making process. This was highly successful as team members, including myself, changed their decision based on an outside opinion. Whilst the team was fairly small, the group processes were complex. The decision making process was led by, for the most part, a democratic leader. As stated previously, a decision was made after a detailed discussion between members, followed by a group vote. If a consensus was not apparent, I, as team leader, would speak to the individual concerning the issue. This process was very effective. The discussion provided more complete information and knowledge, through the diversity of the perspectives of group members. In turn, the group generated more diverse alternatives concerning issues including choosing to rest at different levels, or to administer medicine at different times. Furthermore, a group decision increased the legitimacy of that decision through the democratic process. On the other hand, this process was time- consuming and promoted minority domination and conformity. This may have harmed the quality of the final decision. Fortunately, this decision making process limited conflict. However, as the human relations view of conflict states, conflict is â€Å"a natural and inevitable outcome in any group†. Our Everest team predominately faced task- based conflict, or â€Å"a disagreement over ideas or opinions that are related directly to the content of the task or decision at hand† (Jehn, 1995). For example, the individual goals of certain team members clashed. This meant that if one goal was to be satisfied, the other would be sacrificed. This particular issue was handled through leadership strategies, similar to those proposed by Peterson and Harvey. I, as leader, chose to structure the group in a position whereby I exerted a subtle authority through controlling group discussions in order to â€Å"maximise the useful aspects of task-related conflict† (Peterson and Harvey 2009 pp 286). Additionally, through the democratic leadership style employed, I directed an inclusive group process through a group voting system via a raise of hands and an in depth group discussion whereby every member was asked to participate. Communication Communication refers to the transfer and understanding of meaning. Our Everest group explored this concept informally, through a variety of different mediums, mostly on a trial and error basis. During the organisational stages of the task, our group communicated through various modern technological mediums including a common thread via the social networking site Facebook, group emails, and a forwarded text message informing fellow group members of the final time, location and date. This proved to be a fast and time effective form of communication which increased organisational efficiency and effectiveness. Furthermore, no team member was constrained by time or geography. As stated in an article by the New York Times â€Å"wireless devices are instruments of liberation. They lend an unprecedented degree of flexibility to the workday† (Hafner 2000 pp D1+). There was however no transfer of body language and non verbal communication between group members, which may have contributed to the lack of social interaction and friendship formed during and outside of the task. Due to the success of the organisational efforts via to the use of technology, I as team leader made the decision to conduct the first Everest simulation with team members at separate locations. Therefore, all communication was processed via the instant messaging service provided by the simulation. Unfortunately it was extremely difficult to process information via the instant messaging service alone as each group member was provided with differing, useful and sometimes visual information. Furthermore the instant messaging service provided by the Everest simulation included approximately three seconds of dialogue at any one time. This made it very difficult for me as team leader to instruct an organised group discussion whilst people were ‘typing’ over each other. The presence of noise also made it difficult to focus. The internet is an endless avenue of entertainment, social networking and gaming. Unknowingly, however predictably, team members were not focused on the task due to the lack of self control and discipline evident whilst being on the internet. As a result of the abundance of communication barriers, the team failed the Everest simulation. Due to the failure of the first Everest attempt, our group made the active decision to conduct the second simulation in the same room. This forged the ability for the team to communicate non verbally, through body language and verbal intonation. This was particularly effective during the decision making process where I as the leader could gage the reactions and beliefs of fellow team members concerning particular issues. Research by Alge, Wiethoff and Klein came to the conclusion that ‘face to face teams exhibit higher levels of openness/trust and information sharing than computer mediated teams’ (Alge, Wiethoff and Klein, 2003 pp 26). In comparison, our results in the Everest simulation whilst employing various mediums of communication prove this conclusion. However, whilst the level of noise in comparison to the first simulation decreased, it was still apparent. The second simulation was undertaken in a large public room, and as a result our computers were not side by side. We were disrupted by outside noise and were unable to discuss openly and loudly. This made it difficult to communicate and as a result, group members became disinterested in the task. In both simulations, effective interpersonal communication was interrupted by an information overload. As key information was being delivered by each group member, each member’s informational capacity was becoming strained. As a result, people including myself became disinterested in the task and chose to not participate as coherently as before. In order to overcome such barriers, it was imperative that each member constrained their emotions, watched non verbal cues and listened actively. This involved not over talking, avoiding interrupting the speaker, making eye contact and asking questions, particularly during the decision making process. Conclusion Ultimately, the success of the Everest simulation was highly dependent on efficient communication mediums, effective leadership approaches and cohesive team work. As a team leader, I determined success to be task accomplishment, team member satisfaction, superior conflict resolution and legitimate decision making. Through the democratic approach employed, I deem myself successful as I was able to incorporate individual team members opinions into an effective decision making process whilst dealing with conflict. In summary, the Everest task highlighted the importance of teamwork and the significance of the individual role in any given task.

Similarities Between Aristophanes Lysistrata and...

Similarities Between Aristophanes Lysistrata and Euripides Medea The poetic tone of Aristophanes Lysistrata differs greatly from the poetic tone of the Greek tragedies we have read in class. However, after analyzing this Greek comedy, it seems to share some of the main characteristics of Euripides Medea. Within these plays, we meet shrewd, powerful masculine women who use the art of manipulation to get what they want from others and to accomplish their goals. This theme of manipulation is employed through various means and techniques. The women of these plays also seem to contradict the stereotypical woman and have characteristics similar to the Homeric Greek warrior. In the opening scene of the Medea, the nurse tells the†¦show more content†¦Soon after this, Medea is able to manipulate Creon as well. When Creon banishes her, she tells him of her great concern for her children and eventually convinces him to allow her to stay in Corinth for one more day. This allows Medea to continue with her plan to take out revenge on Jason. Medea acts and speaks like a Homeric Greek warrior, but tricks Jason by acting submissively like the ideal Greek woman Jason wished her to be. Medea approaches Jason with gifts for his new wife, apologizes, and tells him that she realized he was right. This move allowed Medea to remove all skepticism from Jasons mind, and he willingly took the poisoned dress to his bride. In the course of a few hours, Medeas ultimate manipulation skills enable her to exploit four individuals who are crucial to her murder plot. Lysistratas role and her powers of manipulation are very similar to those of Medea. Lysistrata is an Athenian woman who is interested in ending the Peloponessian War and also is upset with the treatment of women in Athens. Lysistrata gathers the women of Sparta and Athens together to solve these problems and uses the art of manipulation to find success and power in her journey. Lysistrata develops a plan to deny sex to the men of Greece and take over the Acropolis, which is the heart of Athenian commerce until they stop the war. She is able to manipulate the women of Sparta andShow MoreRelated Comedic Violence in The Medea, The Oresteia, and Antigone Essay2353 Words   |  10 PagesComedic Violence in The Medea, The Oresteia, and Antigone      Ã‚  Ã‚   Almost no Greek tragedy escapes the use of violence. The Medea, The Oresteia, Antigone, and other classic works of Grecian tragoidia all involve huge components of violence in many prominent places, and for all of these stories, violent action is an integral part of the play. Medea, especially, is a character worthy of note in this regard; her tumultuous life can be plotted accurately along a path of aggression and passionate fits