Research Supporting Policy Making in Tourism

Research Supporting Policy Making in Tourism Outline the key requirements for good research and identify how research might support policy-making. Research, defined as a broad range of processes designed to provide policy makers and managers with information that is objective, reliable and as reproducible as possible (Bull, 1999) is a vital business tool used to support policy makers in making decisions. Page (2003) also suggests that tourism policy-making is inherently a political activity, affected by the formal structure of government. A wide range of forces affects policy making, and policy does not exist in a vacuum, because various agencies exist to implement it. Drew (1980) suggests that research is conducted to solve problems and to expand knowledge, and stresses that research is a systematic way of asking questions, a systematic method of enquiry (taken from Bell, 1999). As previously mentioned, policy making is a fundamental business tool, however it must be noted that undertaking research is also a very expensive, time consuming and complex task and researchers must be able to select the right information to avoid further implications. Research activity supports policy-making in a number of ways. First of all if a company is deciding to open a new site in a different country for example, they will need to know who their competitors are, how accessible is the place, where will the labour come from, what impact will this have on the locals? How safe is the area? How will the marketing and advertising be conducted to ensure its success? It is clear from this simple example how complicated and time consuming information gathering can be. Primary data, secondary data, or both may be used in a research investigation. Primary data is original data gathered for a specific purpose as for example interviewing the local community, while secondary data is data that has already been collated for similar purposes, i.e. crime statistics. Data here, could be collected either through quantitative, therefore utilising a positivist approach, or qualitative methods therefore adopting a phenomenological approach. Policy makers will need to know whether that policy is going to be successful, politically/legally/ethnically acceptable, the costs involved, the number of staff needed to implement that policy and whether it fits with the wants, needs and aspirations of the people directed at (Ritchie and Goeldner,1994). Taking into consideration the fact that research can be an expensive and time consuming task and that this may make or break policy decisions, some key requirements for good research have been identified. Bell (1999) suggests that the following are to be considered as key requirements for good research to be conducted: the utility of data, therefore the data that can be used, the cost-effectiveness whereby benefits must be greater than costs; timeliness therefore data that will be there when needed; accuracy, data will need to be accurate; and finally whatever procedure for collecting data is selected, it should always be examined critically to assess to what extent it is likely to be reliable. Reliability is the extent to which a procedure provides similar results under constant conditions on all occasion, however due to the nature of tourism this is not always the case. Three policies examples will now be provided to show how research generated the information that was needed to make those policy decisions. The first policy considered is that of Stonehenge. As suggested by Chris Blandford Associates (2000) this World Heritage Site survived for thousands of years and not so long ago two roads were introduced into the landscape, bringing with them ever increasing traffic and serious environmental problems. Governments proposal to close the A344 and to place the A303 in a 2 Kilometre tunnel where it passes the stone has raised many arguments. The policy for Stonehenge all started with the vision to save this site from environmental degradation and placing it back in its original and unique settings, by eliminating the impact on the environment made by the noise and sight of traffic. The way in which this could be achieved was by closing one road, the A344, and introducing a two kilometre tunnel. It is important to stress that the decision of policy mak ers to close the road and introduce the tunnel to solve the problem, has not been decided overnight, but has been the result of extensive study and consultation since 1991, and alternative ways have been considered prior to the decision. Between 1991 and 1993 other 50 possible routes were considered. At this stage researchers decided to gather primary data, by means of a panel, from local bodies and organisations in order to have their views on the matter. Each representative gave their own view, and during the process all the possible alternatives were considered and discussed. A Public Consultation was held in April 1993, whereby four routes were put forward as a possible solution to the problem. In 1994 two national bodies organised a one-day international to debate solutions for both a road improvement and a new visitor centre for Stonehenge (Chris Blandford Associates, 2000). A Public Exhibition was held in September 1995 and a Planning Conference followed in November 1995 to understand publics and other interested organisations perceptions and ideas of the proposal. A further public consultation was held in 1999, and once again households in the vicinity were consulted (Chris Blandford Associates, 2000). In Nov ember 2000, the Highway Agency conducted primary research to gather qualitative and quantitative data by means of desk study and field

IT and Customer Relationship Management Essay

Read the Harvard Business School case for Maru Batting Center, # KEL688. The optional technical note, Using Customer Relationship Management to Analyze the Lifetime Value of a Customer #KEL695, can also help walk through the exercises. The data in Excel format is available for download in the course package, #KEL691. Answer the questions below based on only information presented in the case and your understanding of the case. You may answer the questions in either essay or bullet points form. Be concise and substantiate your answers with logical arguments and flow of thoughts. Question 1 What is the customer acquisition cost for Maru Batting Center (MBC) for the following customers? a) A Little Leaguer b) A Summer Slugger c) An Elite Ballplayer if MBC places the ad in the local baseball enthusiasts magazine d) An Elite Ballplayer if MBC purchases the List and invites all target customers to the gala event e) An Entertainment Seeker Question 2 Without discounting cash flows to take into account the time value of money, how soon will MBC break even on the following customers? a) A Little Leaguer b) A Summer Slugger c) An Elite Ballplayer if MBC places the ad in the local baseball enthusiasts magazine d) An Elite Ballplayer if MBC purchases the List and invites all target customers to the gala event e) An Entertainment Seeker Question 3 Taking into account the time value of money and assuming that 100 percent of a customer segment will have experienced attrition once the net present value of annual profits per customer falls below  ¥100, what is the lifetime value to MBC of the following customers? a) A Little Leaguer b) A Summer Slugger c) An Elite Ballplayer if MBC places the ad in the local baseball enthusiasts magazine d) An Elite Ballplayer if MBC purchases the List and invites all target customers to the gala event e) An Entertainment Seeker Question 4 Little League representatives have approached MBC from the nearby Chiyoda ward who are eager to gain the jersey subsidy the Minato ward has enjoyed due to the company’s sponsorship. Because the parents of Chiyoda Little Leaguers will have to travel a greater distance, Maru believes there will be a lower response rate (8 percent) and a lower retention rate (65 percent), which she can make up for by purchasing slightly lowerquality jerseys, reducing the cost of sponsorship to just  ¥600 per player. However, the Chiyoda ward representatives demand that theirs be the only ward receiving such a sponsorship, which means MBC must choose between the two wards. The Chiyoda representatives argue that because their ward has twice the number of Little League customers, it is more attractive than the Minato ward. Should MBC pursue the Chiyoda ward sponsorship? Explain your reasoning.

Organisational Change Management Essay

Organizational Change Management encompasses all activities aimed at helping an organization successfully accept and adopt new technologies and new ways to serve its customers. Effective change management enables the transformation of strategy, processes, technology, and people to enhance performance and ensure continuous improvement in an ever-changing environment. A comprehensive and structured approach to organizational change management is critical to the success of any project that will bring about significant change. Fig I. Adapted from State of Oklahoma CORE Project Change Management Plan In any large implementation, the Project Team can expect to experience resistance and reluctance to change. The Organizational Change Management will provide the various stakeholder groups information about the project’s purpose, scope, benefits, timeline and training opportunities as well as how the individual job environment will change due to the implementation of the applications. The messages we will provide via this plan will be customized, based on the specific needs of each group affected by the project. It is the intent of the project team that this Organizational Change Management effort will lessen the â€Å"Production Dip† that is inevitable in any varied and complex project. 2. Objective †¢ Discuss the Organizational Change Management team and explore ways Organizational Change Management can work with Apps Delivery †¢ Cover Organizational Change Management tools †¢ Explain Organizational Change Management metrics 3. Organizational Change Management Scope – Overview a. Stakeholder Management The impact of organizational change imposed by implementation of a project should always be taken into account. To promote a successful delivery, identify who will be affected by the business process and technology changes that the project will cause. 1* For each stakeholder, determine their degree of support for the project and their influence on the organization. Develop a plan for how to build greater support among those with the most influence. 2* Identify stakeholders’ current and target level of project awareness. Ensure that stakeholders have an accurate understanding of the goals and anticipated impact of the project. 3* Assess your organization to identify enablers and challenges to implementing the project 4* Enroll stakeholders to participate in initiatives and to advocate/facilitate change. b. Communication Good communication is the lifeblood of any project. It is essential that the Project Manager provide timely and high quality information about the project to all stakeholders. It is equally important to listen to the stakeholders. Actively solicit their feedback and then respond constructively. 5* Identify the stakeholder groups in your project (e.g., senior management; end-users; sponsor) 6* Develop a communication plan that specifies who will get what information at what time, in what format and through what means of delivery (See section on Communication below) 7* Monitor feedback and respond in a constructive manner Discuss and record lessons learned throughout the project. Use them to improve how the next project may be carried out. c. Training Many IT projects fail because the user community receiving the product of the project (or the IT group responsible for maintaining it) does not receive adequate or properly focused training. It is important to understand the training needs of each stakeholder group, develop targeted training activities, and deliver content with the appropriate method. A good training plan will serve as an effective road map for training activities. d. Stakeholder Objectives An Audience Assessment will help you to determine the best feedback channels for each identified stakeholder group. It is important to understand the major questions and concerns that these groups may have, so that adequate attention can be paid to correcting misunderstandings, filling in the gaps, undoing rumors, etc. If you understand what the potential barriers to acceptance are, you will be better prepared to take proactive action to eliminate them. On the basis of these data, the project team will take appropriate steps (e.g. meetings with stakeholder groups, set up an information web site, distribute a newsletter) to alleviate the concerns of our Stakeholders and ensure that additional difficulties with perceptions about the project do not arise. These actions are detailed in the project’s Communication Plan. 4. Communication Objectives Effective strategic communication is the key to successfully implementing large-scale organizational initiatives. Interview your major stakeholders and find out what information they need. Based on this information, establish a formal Communication Plan that spells out in detail who requires what information, how they will get it, who will provide it, and the means and timing of all regular communications including reports, meetings, postings on web sites, etc. Consider every means of communication at your disposal to get the work out about the potential benefits, timing and training opportunities associated with your project. Make the Communication Plan available to all stakeholders, and be open to modifications in it as your needs change. Communication is the glue that binds internal and external stakeholders to the vision, mission, goals and activities of the project. Effective communication engages the hearts and minds of all stakeholders by facilitating movement along the continuum presented below. Fig II. Taken from State of Oklahoma CORE Project Change Management Plan 5. Training Objectives As stated earlier, training may be a crucial component of your Organizational Change Management Plan. Especially where business process is changed or new skills are required, it is paramount that employees be fully prepared before they are expected to perform new duties. The following steps will help you establish a training program appropriate to your project: Review your organization’s policies and procedures and determine which of them may require modification. Work with the organization to help them adapt to the changes. Learn the impact your project will have on individual jobs and workflow. Where impact is substantial, ensure that focused training is available. In the tables that follow, record the groups relevant to your project, their specific training needs and information about the training materials and facilities that you will use. Establish an appropriate curriculum. It is possible that the same material should be presented in very different ways depending on the background and skill level of the audience (e.g. business staff may require a less technical presentation than IT staff). Find or develop well qualified trainers. Create a plan for the post-implementation training support that may be required as new employees come into the organization, or as existing employees change jobs.) The project is expected to require significant modifications in the organization’s workflow and policies. So that the employees will be properly prepared when the new system comes on line, the project team has conducted extensive analysis of training needs. Based on this, the team has produced a plan that should smooth the way to a successful implementation. Steps taken include the following: a. Perform and Analyze the Results of a Job/Workflow Impact Analysis This system implementation will result in changes to business workflow. These changes will have a significant impact on the skills required of some of the people who will use the new system. In order to ensure that adequate training is provided, the project team performed a gap analysis between skills available and skills required, as follows: 8* Identify those positions (i.e. jobs) affected by the new system 9* Used specific tasks to link positions to new workflows (i.e. linked tasks required in the workflows to tasks performed as part of individuals’ jobs). 10* Noted those tasks that have changed. 11* Listed the skills required to perform each task 12* Determined if existing employees already have the skills needed to perform the new or changed tasks 13* Have arranged for training where skill gaps exist 14* Mapped positions to components of the new system 15* Are taking steps to ensure that each individual receives training for the components they will use 16* Will modify recruiting profiles to reflect new skill sets b. Provide the Organization with Information Necessary to Prepare for Upcoming Changes 17* Reviewed the policies and procedures of each major group in the organization that will be impacted by the new system (e.g., divisions, departments, etc.). 18* Identifed those policies and procedures that will change as a result of the new system. 19* Provided a checklist of needed changes to each organizational unit. 20* Assist organizational units in development of plans to adapt to the changes. c. Develop Curriculum and Content It proved necessary to develop very focused training programs for the various stakeholder groups in this project. Therefore, the training team has tailored the curriculum (topics covered, reference and other training materials used) and the content (specific information to be delivered) for each group. The training will be provided in settings appropriate to the content and group responsibilities (e.g., Technical group in the computer room; office personnel in a training room). The training team has paid serious attention to methods of delivery, and as a result while most employees will receive classroom presentations, certain groups will receive hands on training. In addition, several Powerpoint-based presentations will be made available on the project web site as a means of distributing key information about the project to all stakeholders. The following list was used as a guide in development of this training program: 21* Staff will receive training on new business processes prior to technology training, in order to help understanding and acceptance. 22* Advance arrangements have been made for all facilities and equipment required for training. 23* The training team will hold overview sessions with employees to explain conceptual differences between existing system and the new system. 24* Focused hands-on training will be provided where it can be expected to have significant impact. 25* Given the extensive nature of this implementation, the training team has developed module-specific curriculum outlines with learning objectives, agendas, materials, instructors, etc. 26* Training materials will be made specific to each audience. 27* We will use the train-the-trainer method as a means of cutting cost and also ensuring that training can be made available in the future. 28* The training team plans to develop job aids (checklists, workflow summaries, etc.) for use after rollout. 29* The training team w ill conduct surveys to evaluate the effectiveness of training. The organization will use this information to improve the training program in future implementations. 6. Training Plan Strategy Identify different audiences who require training Conduct training needs assessment and skill gap analysis Document requirements for the training team –Training development Schedule Prepare managers and supervisors to coach their employees through the change Develop Transition plan Train Organization resources 7. Organizational Change Management: Approach and Resources For best results, the entire project team and all new users of the system should adopt the role of Change Agent for the project. Following are some of the tools identified for Organizational Change Management to be effective in a large and complex implementation project. Review these tools with the project team. Select those that will provide the most benefit to your project and summarize how you intend to use them.

My Dream Home - 1012 Words

My dream house may be a little different from what other people may like but I will tell you that my heaven would be no different than what I experience everyday here. I love the adventures that I am able to experience everyday, there is not one dull moment Of all of my wildest dreams there is not one hobby that I would not be able to manifest. Most of my time is spent outside so I do need an awesome landscape where I can get exercise while having fun. My yard is the second greatest place in my house. This is where my few visitors are the most besides my play room. They thought that I was crazy when I said I would live in a volcano, but obviously no one has ever tried to jump into an erupting volcano. The hard part is finding out when the next eruption is which takes years of study and know that if you miss it you have to wait until the next one. They say volcano’s are the gate of hell, but for me it’s just the opposite. You may say â€Å"how can you jump into a erupt ing volcano you would burn alive†. But that isnt true, when magma spews from the crater it isnt hot until it has been in the air for 30 seconds or until it has been on the ground for at least 30 seconds. So here is how it works, before an eruption you jump inside Mount. Fiji. When the magma blows and breaks open the crater you need a scuba diving suit because there is a lot of swimming (approximately 1 mile). It takes about 20 minutes to get there, but just go straight down (there will be a lot of earShow MoreRelatedMy Home Now Vs. My Dream Home1454 Words   |  6 Pagesrock home, with a beautiful view on a hill, and a backyard with a pool are just a few amenities I envision in my dream home. HGTV is my go TV station. This TV station allows me to be creative and enjoy planning out my dream home. The show House Hunters International is probably my favorite. Getting amazing ideas on my â€Å"someday† dream home excites me. 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