Cultural Tourism Development Essay Example for Free

Cultural tourism Development EssayWith its modern sky statement and quality infrastructure, it is difficult to believe that Dubai in the United Arab Emirates was once a small town of Bedouin traders. Exotic animals used to inhabit the grounds occupied by the present-day Nad al Sheba racetrack Contemporary Dubai has been built beyond reasonable expectations, to a greater extent so from the stigma which befell a post-Gulf War Arabia. High-technology and high-fashion shops are at once as commonplace as the gold souks. Modern Dubai is an eclectic mix of old and new, ancient and modern. Tourism, ethnic touring carry particularly, is considered one of the fastest-growing industries globosely with fierce competition being its natural corollary. Dubai is viewed as one of the prime tourer destinations, giving the country a distinct vantage in the arena. Dubais relative advantages pertinent to touristry are manifold. First, tourism is a rapidly-growing, huge constancy it is, the refore, a crucial sector that Dubai can take advantage of. Dubai is aptly capable in meeting global standards, being in itself, a set of mints.Dubais global position, as predicted, volition be that of an internationally-recognized hub and destination of choice for cultural tourism. Dubais 2010 vision reiterates this notion, stating a threefold agenda for its long-term goal of becoming an international tourist hub (1) creating a quality environment conducive to immigration and investment inflows, necessary for enticing a technologically-knowledgeable/skilled human capital base, (2) launching a policy of arts and culture developments, with the creation of an arts aggregate in Dubai, (3) initiating an annual program of cultural activities (e.g. expositions, concerts, trounceing artist death penaltys) to mark its reputation as a modern nightclub. Second, tourism is a highly-unpredictable industry, with trends and factors influential of tourist influx. Factors that positively aff ect tourism are disposable income increase, transportation cost decrease, tourism package cost decrease, and political stability presence. Travel distance has do an irrelevant tourism factor. Third, competition has spurred creative grocerying strategies on the part of tourism providers.They have started providing leisure and business packages in greater variety, higher quality, and more(prenominal) competitive pricing scheme- thereby boosting the market direct for tourism. With the current trends in tourism at work, the demand being on the favorable side, it is projected that the $ 3. 3 trillion global tourism industry will grow at a 6. 8 % annual rate for the next 10 years. Fourth, the tourism industry is challenged by a body of better-informed and discriminating clientele.Tourism providers, therefore, need to package destinations in a detail-specific and compelling manner, categorized on the basis of market segmentation, in order to lure prospective tourists. The package desti nations can to a fault aim at a wider range of tourists for particular destinations in order to satisfy the market demand. In view of these trends, Dubai must adhere to the aforementioned steps to be able to take advantage of the tourism sector to its fullest. Dubai must chief(prenominal)tain research- ground sense of equilibrium values per tourist segment, from where tourism providers can base tourist package offers from.The move is expected to optimize Dubais gain from possible tourism-generated revenues. It must also continue upgrading its get services in order to be able to service the increasing flock of tourists, broaden the basis of their motivation for tourism, and eventually, draw more tourists into visiting. A study of tourisms framework is a requisite for understanding it. According to the Singaporean Board of Tourism website, the tourism landscape is composed of two sections motivating attraction and supporting services.Motivating attractions include business tourism , cruise events, honeymoons, and especially, cultural tourism. livelihood services, however, include IT Communication systems, travel agencies, hotels, entertainment concern companies, and computer reservation systems. Cultural activities, in addition, are part of a broader tourism framework by building on both Motivating Attractions and Supporting Services, Dubai will be able to attract tourists and encourage repeat visits. Cultural TourismCultural tourism is the type of tourism intent on an geographic expedition of and education on the culture of a particular state. The motivating attraction components of cultural tourism are cultural/historical heritage, performing arts (theatre), visual arts and music. The CulturalHistorical Heritage component includes parks sightseeing, tours, cultural events, festivals and fairs. acting Arts (Theatre) includes musicals, operas, ballet and dance exhibitions, and dramatic and classical performances.The Visual Arts component includes museum s, picture galleries, craft exhibits, and film and photography showcases. Music, however, includes symphonies, orchestras and concerts. Supporting Services for cultural tourism comp revive of marketing organizations to promote the Arts and Dubais position as a center for the arts in the region, operational organizations to collaborate with performing arts talents and IT specialists for marketing, state-of-the-art venues like auditoriums, screening rooms, seminar rooms and staging arenas, and the technology that allows for world-class performances and shows.This US-based selective information on cultural tourism illustrates some line characteristics of the tourism demography (regular/cultural tourists), with important implications on the possible benefits from cultural tourism. Research suggests that promoting cultural tourism in Dubai will attract an extremely valuable clientele that will be willing to spend more ($ 174 average difference) and leng thusly the duration of their vis it (4% difference). Cultural tourism onward motion, research also suggests, increases the likelihood of drawing clients with more advanced ages (48 vs.46 average, 3% difference in retired tourists demography) and educational backgrounds (3% difference in graduate degree-holding status). Hosting such a demography is a boost for promoting Dubai as the image leader in the region, an great contri unlession to the knowledge economy. The National company of State Arts agencies website asserts that some economic and cultural trends has had a huge impact on cultural tourism statistics. First, there has been a general rise in affluence and education level trends.Second, the United Arab Emirates has bore witness to cultural diversity with expatriates now accounting for more than 75% of the UAE population. Third, an increase in the economic role and education of women had women typically setting up vacation plans. Fourth, a lesser time for leisure which is a mark of modern society increased the demand for and placed emphasis on shorter and value-added trips. Lastly, there has been an intensified influence of technology in every domain an increased awareness of cultural issues therefore effected in tourists demanding a greater variety of cultural activities.These trends imply favorable growth prospects for cultural tourism in Dubai. Analyzing Dubais situation, it is discernable that the current cultural tourism landscape is insufficient. Cultural Tourism Activities in Dubai are on a small-scale, fragmented, and uncoordinated way, and bereft of independent quality aim and strategic guidance. The Dubai Explorer 2002 has it that the only activities/ raisements which garnered a medium rating on the concentration graph were Dubais six (6) parks (Creekside Park, Mushrif Park, Rashidiya Park, Safa Park, Al Mamzar Beach and Jumeira Beach Park).The Performing Arts Division (comprising of nine (9) groups and clubs), the Visual Arts Sector (composed of four (4) galleries) and F alconry Divisions three (3) centers were noted as having the lowest concentrations. Dubai, however, is not unequal in Venues for Musical and Theatrical Performances which include seven (7) venues for Classical Concerts (e. g. Crowne Plaza Hotel), six (6) venues for Theatrical Performances (e. g. a 500-seat Community Theater built in 2002 cheeseparing Nad Al Sheba) and fifteen (15) venues for Dance/Pop Concert Events.These numbers are suggestive of the budding need for appropriate staging facilities and equipment the demand for performance venues having been predicted. Comparing the aforementioned figures to a cultural tourism-investing countrys infrastructure statistics will reveal some startling differences. The data has it that Dubai has 80% the GDP/capita of Hong Kong but pales in comparison with regard to cultural infrastructure- with only 15% the number of museums and 0% the number of theaters and arenas.Based on these ratios, Dubai should have at least 10 museums and 5 theat ers in order to parallel Hongkongs status as a tourism spot. The Cultural Tourism Industry Group and the National aggregation of State Arts Agencies websites specify the apparent quality and tourism potential of museums, art galleries, concert halls, historic sites, and national and state parks as main considerations influencing cultural tourists. The organization of cultural events, festivals and fairs is a consideration too. With an understandably hectic itinerary, the logistics scheme and accompanying amenities also count.Some of these features have already been instituted/ create in Dubai such as national and state parks, cultural events, festivals and fairs. These institutions/affairs are considered highly-competitive and very manageable. On the other hand, theaters, concert halls and archeological sites are fundamentally non-existent. The construction of theaters and concert halls are reasonable, achievable objectives as exemplified by the construction of a 500-seat Community Theater (built in 2002 near Nad Al Sheba).The foreign holds for establishing archeological sites, a challenging feat. The creation of and investment in organizational networks in Dubai that promote cultural activities will beget ample dedication which will enable cultural organizations to fund, foster and implement innovative ideas crucial to the development of cultural activities. In addition, the implementation of high-impact activities will command the highest visibility and draw a satisfying number of tourists.Those projects are intent on Cultural Tourism which is currently unavailable in Dubai. Cultural Tourism necessitates the creation of a use oversight committee within the DTCM structure to (1) coordinate with the private sector regarding the development of projects, (2) fund and foster the development of different project concepts, and (3) assist in projects implementation to foster the development of cultural activities. Possible High-Impact Projects Cultural Tourism n ecessitates an identification of viable high-impact activities for implementation.Possible projects include (1) the construction of a culture labyrinthian (Barbican or Lincoln Center model-based), (2) the construction of an opera house (Londons Royal Albert Hall-modeled), (3) erection of a major performing arts venue (in enunciate effort with the private sectors Community Theater project currently underway), (4) the erection of a concert hall (in partnership with Moscow for purposes of deed and guidance), (5) the initiation of a desert arena, (6) hosting cultural events and activities, and (7) erection of art cinema houses for Indie Films (NYCs Angelica Theater-based).Moreover, there is an apparent need for an amendment in Dubais existing laws on private ownership to further the development of cultural tourism in this region. In a 1999 DTCM survey, as posted in the HK vacuous and Cultural Services Department website, a majority of the respondents specified the scarcity of peculi ar activities and sightings in Dubai. The respondents criticized the offered cultural activities as being small-scale, fragmented and uncoordinated.These survey results support the need for improvements in cultural tourism infrastructure, developments in ongoing cultural activities, and initiation of high-impact projects. The DTCM, with its current organizational setup, is ill-equipped for a full development of cultural services. A labor force comparison between the DTCM and the HK LC Services Department yielded startling results the HK LC Services Department has 26 times more employees.There is an immense need to foster a dedicated organization, in charge of coordinating the development of cultural activities in the region. The organizational setup will be based on the Hong Kong model where its primary role would be to act as the central node of cultural activities in the region. Other organizational responsibilities include (1) promotional material of cultural performances, (2) p rovision of support to festival organizers and private companies, and (3) offer of audience-aimed educational programs, and (4) overall logistical operations (e. g.venues and ticketing). Conclusion It is evident that the dearth of cultural facilities and cultural activities has brought Dubai to a tourism disadvantage. Cultural facilities/activities have been described, aptly or otherwise, as being small-scale, quality control-bereft, and seemingly uncoordinated with other cultural tourism authorities. naturalized institutions, however, such as the Dubai Museum, Sheikh Mohammed Center for Cultural Understanding, and the Dubai Natural History Group have potentially important roles in boosting Dubais cultural tourism prospects.Currently, there is an insufficient giving medication emphasis in Cultural Tourism, although an AED 10M Dubai Community Theatre project which is currently underway is definitely a step in the right direction. An expedient cultural tourism infrastructure will fa cilitate Dubais agenda of drawing a desirable demographic, generating ample revenues from increased expenses and extensive travel duration on tourists part, and according Dubai the status of an image leader in the world.Furthermore, it is expected to heighten students thespic awareness and enthusiasm, sufficient encouragements for the scholarly and professional pursuit of the Arts. An overall improvement in the quality of life is expected with the creation of an inculturated tourism experience creative arts specialists and cultural promotion companies will then be drawn to Dubai. Implications The magnitude of Dubais long-term agenda has various implications for the government and support systems, and marketing and return logistics.For one, a high degree of government support is entailed, more so that the need to institute a governmental agency for cultural promotion purposes presents itself. Secondly, creating partnerships with relevant local anaesthetic and overseas organizatio ns is required for the promotion and improvement of Dubais Art and Culture. Third, the creation of specialized umbrella organizations, like a National Heritage Board or an Arts Council, is a significant assistance to the government for a more focused management.Fourth, the government has to support, subsidize and grant incentives to private sector initiatives in support of Dubais cultural tourism agenda (e. g. museum foundation, arts organizations). Lastly, there is a need for the government to set guidelines and policies directed on an effective management of cultural facilities, heritage conservation and tourist education. Support services have their own share of responsibilities. First, the management of major facilities, such as stadiums and performance venues, will ensure organizers a constant initiation access and facility maintenance.Second, there is a need for the implementation of an accessible and automated ticketing system, possibly with the use of the Internet, to ensur e a widespread distribution and expediency. Third, the gift of financial support to festivals, events organizers, museums administration and arts organizations can be a tourism marketing tool. Lastly, the Internet is an effective marketing instrument with a global domain therefore, creating websites and publishing electronic newsletters on cultural tourism is an information dissemination option.Dubais cultural tourism agenda has peculiar implications for marketing and production logistics. First, ticket pricing has to be reasonable and demand-based with discount offerings for senior citizens, students and children, and price markdowns on special occasions and for promotional means. Second, an effective marketing strategy is key to succeeding in this arena to participate and organize sales missions, trade and tourism fairs, consumer fairs and other promotional events is therefore necessary.Third, cultural organizers have to be creditworthy for audience-briefing on cultural themes in order to help the audience appreciate different cultural performances. Lastly, an educated domain is a boost to cultural tourism therefore, the provision of educational programs addressed to students (lectures, workshops, seminars and symposia) and the encouragement of learning institutions to participate in cultural activities will significantly bolster Dubais tourism agenda. Dubais vision has crucial implications for production logistics too.First, affairs organizers have a wide array of production options ranging from traditional repertoires to avant-garde creative performances. Organizers have a corollary responsibility of heeding consumer demand and garnering independent ideas providing a means for the submission of independent project proposals is therefore requisite. Second, it is the organizers privilege and responsibility to provide performance opportunities to both established and upcoming local artists and groups.Third, there is an organizer responsibility for a performa nce venue planning and management, with a corollary need for the constant enhancement and upgrading of performance facilities. Lastly, production organizers have to establish and be of support to local professional artists groups like philharmonic societies, dance companies and orchestras. With a competent strategy and ample guidance, Dubais 2010 Vision of Cultural Tourism need not be an impossibility