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The Great Barrier Reef in Queensland is a prime example of a natural environment being ruined by tourism. Coral reefs are delicate, vulnerable ecosystems that live and grow below sea level. The Great Barrier Reef has been under sustained attack from development, tourism and natural factors. And it is not just the destruction of the idyllic reef settings at risk but also the extensive range of wildlife living in the reef. The first solution is to place a limit on the amount of tourism operators in the Great Barrier Reef region. If there are too many tourism operators at the reef, it is creating overcrowding and pressure on the reef. Also having a limitation of visitors on each vessel would reduce the pressure. Operations like snorkeling and scuba diving should have to be registered and undergo specific training programmes that educate people on reef protection. Legislation should be introduced reflecting the collection of coral souvenirs. It should become illegal to break off pieces of coral from the reef.
Since visitor numbers are relatively high one can imagine there would be no coral left if every visitor took home a chunk. The third solution would be to build or create specific reef viewing areas. It would be like land zoning and therefore some areas would be ‘out of bounds.’ This would help protect certain endangered areas and allow for future generation’s use. Finally education is an important and effective management tool. Education could be included in tourist activity pamphlets, distributed through travel agents and information centres, to illustrate how important it is to care for the reef. Tourists then have a chance to understand the appropriate behaviour expected by the operators before arriving to the activity. The expected behaviour would then be repeated verbally upon arrival to the activity to signify the importance of protecting the reef. Glen Burns is an employee of a Great Barrier Reef scuba diving operation and he believes that educating tourists is very successful. The last example is about the economic impacts caused by tourism. Typically concerned with the monetary costs and benefits created by tourism development and operation, people generally associate high revenue to popular tourist attractions.
In late 2000 Ruapehu Alpine Lifts (also the owner of Whakapapa skifield) bought Turoa Ski Resort due to Turoa’s poor financial status. Turoa ended up in receivership early last year, resulting from poor snowfalls and the issue of seasonality. A ski resort is typically a winter-orientated operation and a season can be as short as three months. So with huge set-up and operational costs and the addition of hiring and training mainly seasonal staff, it can be seen that it is a pricey attraction to run. For any tourism operator receivership would undoubtedly be the worst economic impact of tourism. The first problem Turoa Ski Resort faced was the issue of seasonality, which contributed to the negative economic impacts. The mountain would be packed in the winter season but as soon as the winter season ended the tourists would disappear. In order to even out the seasonal peaks and troughs it is necessary for the tourism managers to work out ways to attract more people in the off peak season. Offering reduced chairlift rates might attract more tourists and the resort could work in conjunction with local accommodation outlets to provide cheap packages.
Advertising may need to be increased, as people may be unaware of the summer activities at the resort. Maybe the option of complete closure over the summer could be the most feasible solution. The second problem that caused negative economic impacts on Turoa was the reliance on weather. Unfortunately for the last five years there has been a series of poor snowfalls. The lack of snow resulted in many closed days and with the addition of the 1995 volcanic eruption Turoa suffered financially – big time. The first important prerequisite to buying a ski resort would be to have experience in how the resort operates or to have done substantial background research. Since the weather determines greatly how many visitors the resort receives, tourism managers should be aware of ways to cope with bad seasons. Since the main economic problem in operating a ski resort is the possibility of financial hardship, the most effective management tool would be to have excellent accounting skills. If managers know where the money is being spent and areas where it could be saved they find themselves financially stable. This also included selecting the right employees and making sure they are being as productive as possible. 10 per page. You can order a custom essay on Tourism now!