Seaside resorts refers to any purpose-built destination, mostly characterized by under utilized capacities and are always readily available for use for tourism purposes. Seaside resorts are a common feature in Western European countries offering a very sustainable alternative for optimal absorption of the rising growth in the leisure markets of this region. In fact, seaside resorts represent the biggest sector within the tourism industry of England. However, like in many other business ventures significantly affecting the economical growth of the Western European economies, seaside resorts managers are faced by various key issues the concur with the trends in the contemporary world. These key management issues are clearly portrayed through the management uniform objectives common to all managers of the seaside resorts in this region.
The Management Issues
“Seaside resorts and beach holidays plays a central role in the development of tourism industry as agents of social and economic transformation and facilitators of deepening environmental strategies across the globe” (Walton, 2005). It is necessary for seaside resorts to adapt in their quest to maximize on their potentiality in facilitating local and national economic growth. With this in mind, the managers of the seaside resort across the Western European frontier have to deal with the resulting management issues, so as to effectively meet initial goals, missions and visions that culminated into the establishment of these resorts. The first key management issue is raising enough awareness towards the importance of the seaside resorts in the respective tourism industries of these Western European countries, as well as the overall contribution of the seaside resorts to their respective economies. In light of this, the management should embark on the provision of centralized resources concerning any materials that effectively demonstrates the economic and social importance of these resorts, economic wise (Middleton, 2001). More so, the management should make adequate use of elaborate case studies of resort management models so as to facilitate the understanding and sharing the best practices suitable for application in individual resorts.
Another important management issue surfacing in the course of running a seaside resort in the Western European region is deciding the exact activities or operations to implement in order to build on the success of the vacation revenues as well as transforming the experiences provided in these seaside resorts. This challenge requires the management to indulge in in-depth brand development and brand awareness activities (Morgan & Pritchard, 2012, p. 258). This calls for the management to find out and apply the most appropriate marketing collaterals, such as a branding toolkit and guidelines. Still under this challenge of succeeding in improving the staycation effect and seaside resort experience, the managers of the Western European seaside resorts should also encourage and facilitate in sharing market intelligence, including the trending innovations and developments concerning new technologies readily applicable in the day to day running of a seaside result (Agarwal & Shaw, 2007, p. 43). In addition, there should be adequate provision of data, seaside specific, from all accredited sources that include the national databases since the information received from that data is quite helpful in setting up promotional and public relation strategies that help in realizing the above mentioned issue.
Establishing the best ways possible to innovatively secure the seaside resort infrastructure is another key issue faced by the management of the seaside resorts operating in the Western European region (Jones & Phillips, 2012, p. 192). Like most facilities that serve the tourism industry, the seaside resort also have peak and off-peak seasons. While it is relatively easy to maintain the resort infrastructure during the peak seasons, it is always a challenge to do so during the off-peak seasons. The reason behind this is because the low revenue generated during such periods is not enough to service the facilities in use as well as cater for the unutilized ones. This is quite a challenge facing almost all seaside resorts in Western Europe. In light of this, the management should critically explore and analyze the most suitable social enterprise options that can help in sustaining and managing the seaside resort infrastructure every time the conditions call fro ; such as during the off-peak seasons. This means that to overcome this challenge, the management has to indulge in strategic decision making and come up with techniques capable of minimizing or completely solving this problem (Proctor, 2009, p. 165). A good method would be promoting strong community-based partnerships that would help in managing some of the seaside resort sites under strategic voluntary management plans.
Lastly, another key issue is creating national strategic approaches towards events and activities in the seaside resorts, as well as establishing proper ways to effectively disperse benefits accruing from those activities all year long. This calls for the management to develop the seaside resorts as a basic theme of the marketing brand in the respective Western European countries where this seaside resorts are located. For instance, “the seaside resorts in Holstein are neglected to obtain a concentration on the places within Pomerania,” (Weinert, 2007, p. 46). This means that, the management should develop year long programs with detailed events that provide reasons and opportunities to visit the seaside results at any time of the year. This will help to successfully establish sustainable all year events programs across all the seaside resorts in the Western European region. In addition, the management should lay more focus on off-peak thematic marketing campaigns so as to reduce the seasonality effect that differentiates the peak and the off-peak seasons (Reddy & Wilkes, 2012, p. 112). Consequently, this will lead to increased occupancy as well as day visits during the shoulder and off-peak seasons.
Managing the contemporary Western European seaside resorts involves tackling a number of key issues necessary for the optimal success of such ventures. The managers must raise enough awareness towards the importance of the seaside resorts in the respective tourism industries of these Western European countries, as well as the overall contribution of the seaside resorts to their respective economies. They also have to decide on the exact activities or operations to implement in order to build on the success of the vacation revenues as well as transform the experiences provided in these seaside resorts. More so, they must establish the best ways possible to innovatively secure the seaside resort facilities and infrastructure. Lastly, they must create strategic national approaches towards increasing events and activities in the seaside resorts, as well as establish proper ways towards effectively dispersing all the benefits accruing from those activities, all year long. However, with flexible management teams armed with strategic solutions and ideas as illustrated above, it is easy to overcome all these issues and profitably operate the Western European seaside resorts.
- Agarwal, S., & Shaw, G. (2007). Managing Coastal Tourism Resorts: A Global Perspective. Clevedon: Multilingual Matters.
- Jones, A. L., & Phillips, M. (2012). Disappearing Destinations: Climate Change and the Future Challenges for Coastal Tourism. London: CAB International.
- Middleton, V. T. (2001, May). English Seaside Resorts – Tomorrow’s Tourism or all our Yesterday’s? Retrieved June 23, 2013, from Tourism Insights.org.uk: http://www.insights.org.uk/articleitem.aspx?title=English+Seaside+Resorts+-+Tomorrow%2527s+Tourism+or+all+our+Yesterday%2527s%3F
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- Proctor, T. (2009). Creative Problem Solving for Managers: Developing Skills for Decision Making and Innovation. New York: Routledge.
- Reddy, M. V., & Wilkes, K. (2012). Tourism, Climate Change and Sustainability. New York: Routledge.
- Walton, J. K. (2005). The Seaside Resort: A British Cultural Export. Retrieved June 25, 2013, from History.ac.uk: http://www.history.ac.uk/ihr/Focus/Sea/articles/walton.html
- Weinert, S. (2007). Marketing the Destination Kühlungsborn in Switzerland: A Marketing Concept. Norderstedt: GRIN Verlag.
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