Accessibility is critically important for any tourist destination. Infrastructural accessibility refers to the availability and quality of transportation linkages such as air routes, highways and ferry links within transit regions, and of gateway facilities such as seaports and airports within the destination and origin regions. (Weaver,)
No access,no tourism!
As a destination, if the transport part is difficult, the visitor will not come to see it. I will design some types of transport patterns in order to make it comfortable for travellers to arrive.
1.Shuttle bus
I get this idea from my group mate Mick. He told me that Dunedin used to have shuttle bus so it can be a attraction. A good idea is establish shuttle bus between Octagon and the Gas work Museum. Because Octagon is the central of Dunedin, there will be many visitors come there, once they saw the shuttle buses, they would pay more attention to them and expect to get information about where it could go. The reason why choosing shuttle bus is that shuttle bus and gas work museum are all items that used to exist in Dunedin. So the gas work museum as a heritage destination can draw more travellers' attention.
2.Public bus
Public bus is helpful, there is only one bus can pass nearby the gas work museum, which influences visitors number. Many travellers prefer using public bus as their transport tools because their do not know anything, the public bus can guide them to know this beautiful city. Not only add bus but also add the number of bus stops so that there will have more buses pass by gas work museum.
3.Railway
This is a crazy idea, the first time I invest Gas work museum, I am thinking about making a railway from the railway station to the gas work museum. The reason why I connect these two destinations is that both of them are heritage destination, and the style is quite similar---really old fashion. The railway station as a good sights is well-known all over the world, many people come here to visit it, so maybe it can be used to excite visitors to have a look at another similar fashion heritage sights---gas work museum. The transportation can be the train which Otago University used to take new students to travel around, quite interesting and comfortable.
4.Working tour/ Study tour
Gas work museum manager can communicate with some companies or schools(for example, Language Centre). Gas work museum can introduce to workers and students. It has so much information to tell, and also many stories. Get more domestic visitors to know, and to come there, is easier than attract international travellers.
5.Virtual tour
It is not about real transport, just create some video material on the internet, recently internet is a huge data base, almost everything can be contained in it. Although the gas work museum kept the equipment and tools, but they did not work now. If visitor clicks the website, then they can get a interview on how the equipment used to work, they could find it interesting.
6.Tourism area
DCC can divide gas work museum as a tourism area, recommend and create advertisement about it in order to raise its prestige.
There are six strategies about considering the accessibility to markets to help the gas work museum.
Our group have five scopes, and the others are marketing, management, development and fonding.
9/25/2011
Information about shuttle bus
Definition: Shuttle Bus: A shuttle bus is a bus that is used for short distance transfers. Best known are the buses that take hotel guests to and from airports.
Product Development
Definition: The overall process of strategy, organization, concept generation, product and marketing plan creation and evaluation, and commercialization of a new product.
Innovative new products are the fuel for the most powerful growth engine you can connect to. You can grow without new products--AT&T sold essentially the same telephones for decades while becoming the world's largest telecommunications concern--but most small companies will find it difficult to grow at all, much less rapidly, without a constant stream of new products that meet customer needs.
How do you know when you need new products? Early detection of a problem with existing products is critical. The following eight symptoms of a declining product line will provide clues far enough in advance to help you do something about the problem before it's too late. Not all the symptoms will be evident in every situation, but you can start suspecting your product line when more than just one or two crop up.
1. You're experiencing slow growth or no growth. A short-term glitch in product sales can happen any time. If, however, company revenue either flattens or declines over an extended period, you have to look for explanations and solutions. If it isn't the economy or some outside force beyond your control, if your competitors didn't suddenly become more brilliant, if you still have confidence in your sales force, and if there are no major problems with suppliers, examine your product line.
2. Your top customers are giving you less and less business. It may not be worth your trouble to determine your exact market share when a rough idea of where you stand will suffice. But knowing how much business you get compared to your competitors is critical. Every piece of business your competitors are getting is business you aren't getting--and may never get. If your customers' businesses are growing and the business you get from them isn't, your product may be the culprit. Chances are, someone else is meeting your customers' needs.
3. You find yourself competing with companies you've never heard of. If you've never heard of a new competitor or don't know much about them, watch out! They have found a way to jump into a market with new products and technology that could leave you wondering what hit you. It might not be that your product has a fundamental flaw. It's more often the case that someone has brought innovation to the industry. You earn no points for status quo thinking.
4. You're under increasing pressure to lower your prices. No one likes to compete strictly on price. When your product is clearly superior and offers more value than lower-priced competitors, you don't have to. Everyone understands that great new products eventually run their course and turn into commodities. One day, a customer tells you she can't distinguish the benefits of your widget from those of one or more of your competitors, and now you are in a price squeeze. If you want the business, you have to lower your prices to stay competitive. If that was where it ended, things might stabilize, although at a lower price level. But lower prices usually mean lower profit margins, which usually mean less investment in keeping the product current, which means more price pressure, lower margins?and so it goes.
5. You're experiencing higher-than-normal turnover in your sales force. Good salespeople want to win customers so they can make more money. When they have trouble competing, they can't win customers or make money. So they look for new opportunities and challenges that will bring them what they want. You'll always have turnover, but heavy turnover is a symptom of something very wrong. It could be an ill-advised change in the compensation scheme or a new sales manager coming in with a negative attitude. But it could also be that members of your sales team are frustrated because they're having trouble selling your products. When business owners start to pressure their sales forces to get order levels up, morale drops because the salespeople know there isn't much they can do.
6. You're getting fewer and fewer inquiries from prospective customers. We all dread the time when the phone stops ringing and prospects stop coming in. When advertising or other forms of promotion aren't creating the results you want, and you see fewer positive results from the money spent, something could be wrong with the way customers see your company. An obsolete product line positions you as an obsolete company.
7. Customers are asking for product changes you can't or don't want to make. Here is a not-too-subtle sign that your product may no longer meet market needs. There will be times when you have to decide whether filling a customer's request is in your company's best interests. When customers say "I want it this way," you may want to say no because you doubt you could ever recover the costs of the change, even by raising the selling price. But when the customer says "I want it this way, and it's standard at ABC Widgets," you should suspect you aren't keeping up with changing customer needs. When your competitors have leapt ahead of you in features and benefits, you must either catch up or leap ahead of them with innovations of your own, or you'll fall so far behind you become a marketplace postscript.
8. Some of your competitors are leaving the market. In the short term, this sounds great. Your competitors drop out, and you pick up the business they leave behind. The pie is shrinking, and as it does, business gets better than ever. But beware: This is a classic signal of a declining market. Nobody walks away from a growth business. Vibrant growth markets attract new competitors; they don't discourage them.
If you decide to develop new products as part of your growth plan, you're in good company. Small companies like yours contribute at least half of the major industrial innovations occurring in the United States, according to the SBA. At the same time, approximately one-third of all new products are unsuccessful, and in some industries the percentage of failures is much higher. The way to increase your chances of coming up with good ideas is to follow the tested track to new product development success.
New product development can be described as a five-stage process, beginning with generating ideas and progressing to marketing completed products. In between are processes where you evaluate and screen product ideas, take steps to protect your ideas, and finalize design in an R&D stage. Following are details on each stage:
•Generating ideas. Generating ideas consists of two parts: creating an idea and developing it for commercial sale. There are many good techniques for idea creation, including brainstorming, random association and even daydreaming. You may want to generate a long list of ideas and then whittle them down to a very few that appear to have commercial appeal.
•Evaluating and screening product ideas. Everybody likes their own ideas, but that doesn't mean others will. When you are evaluating ideas for their potential, it's important to get objective opinions. For help with technical issues, many companies take their ideas to testing laboratories, engineering consultants, product development firms, and university and college technical testing services. When it comes to evaluating an idea's commercial potential, many entrepreneurs use the Preliminary Innovation Evaluation System (PIES) technique. This is a formal methodology for assessing the commercial potential of inventions and innovations.
•Protecting your ideas. If you think you've come up with a valuable idea for a new product, you should take steps to protect it. Most people who want to protect ideas think first of patents. There are good reasons for this. For one thing, you will find it difficult to license your idea to other companies, should you wish to do so, without patent protection. However, getting a patent is a lengthy, complicated process, and one you shouldn't embark on without professional help; this makes the process expensive. If you wish to pursue a patent for your ideas, contact a registered patent attorney or patent agent.
Many firms choose to protect ideas using trade secrecy. This is simply a matter of keeping knowledge of your ideas, designs, processes, techniques or any other unique component of your creation limited to yourself or a small group of people. Most trade secrets are in the areas of chemical formulas, factory equipment, and machines and manufacturing processes. The formula for Coca-Cola is one of the best-recognized and most successful trade secrets.
•Finalizing design research and development. Research and development is necessary for refining most designs for new products and services. As the owner of a growing company, you are in a good position when it comes to this stage. Most independent inventors don't have the resources to pay for this costly and often protracted stage of product introduction. Most lenders and investors are trapped by a Catch-22 mentality that makes them reluctant to invest in ideas until after they're proven viable in the marketplace. If you believe in your idea, you can be the first to market.
R&D consists of producing prototypes, testing them for usability and other features, and refining the design until you wind up with something you think you can make and sell for a profit. This may involve test-marketing, beta testing, analysis of marketing plans and sales projections, cost studies, and more. As the last step before you commit to rolling your product out, R&D is perhaps the most important step of all.
•Promoting and marketing your product. Now that you have a ready-for-sale product, it's time to promote, market and distribute it. Many of the rules that apply to existing products also apply to promoting, marketing and distributing new products. However, new products have some additional wrinkles. For instance, your promotion will probably consist of a larger amount of customer education, since you will be offering them something they have never seen before. Your marketing may have to be broader than the niche efforts you've used in the past because, odds are, you'll be a little unsure about the actual market out there. Finally, you may need to test some completely new distribution channels until you find the right place to sell your product.
Reference: http://www.entrepreneur.com/encyclopedia/term/82414.html
Innovative new products are the fuel for the most powerful growth engine you can connect to. You can grow without new products--AT&T sold essentially the same telephones for decades while becoming the world's largest telecommunications concern--but most small companies will find it difficult to grow at all, much less rapidly, without a constant stream of new products that meet customer needs.
How do you know when you need new products? Early detection of a problem with existing products is critical. The following eight symptoms of a declining product line will provide clues far enough in advance to help you do something about the problem before it's too late. Not all the symptoms will be evident in every situation, but you can start suspecting your product line when more than just one or two crop up.
1. You're experiencing slow growth or no growth. A short-term glitch in product sales can happen any time. If, however, company revenue either flattens or declines over an extended period, you have to look for explanations and solutions. If it isn't the economy or some outside force beyond your control, if your competitors didn't suddenly become more brilliant, if you still have confidence in your sales force, and if there are no major problems with suppliers, examine your product line.
2. Your top customers are giving you less and less business. It may not be worth your trouble to determine your exact market share when a rough idea of where you stand will suffice. But knowing how much business you get compared to your competitors is critical. Every piece of business your competitors are getting is business you aren't getting--and may never get. If your customers' businesses are growing and the business you get from them isn't, your product may be the culprit. Chances are, someone else is meeting your customers' needs.
3. You find yourself competing with companies you've never heard of. If you've never heard of a new competitor or don't know much about them, watch out! They have found a way to jump into a market with new products and technology that could leave you wondering what hit you. It might not be that your product has a fundamental flaw. It's more often the case that someone has brought innovation to the industry. You earn no points for status quo thinking.
4. You're under increasing pressure to lower your prices. No one likes to compete strictly on price. When your product is clearly superior and offers more value than lower-priced competitors, you don't have to. Everyone understands that great new products eventually run their course and turn into commodities. One day, a customer tells you she can't distinguish the benefits of your widget from those of one or more of your competitors, and now you are in a price squeeze. If you want the business, you have to lower your prices to stay competitive. If that was where it ended, things might stabilize, although at a lower price level. But lower prices usually mean lower profit margins, which usually mean less investment in keeping the product current, which means more price pressure, lower margins?and so it goes.
5. You're experiencing higher-than-normal turnover in your sales force. Good salespeople want to win customers so they can make more money. When they have trouble competing, they can't win customers or make money. So they look for new opportunities and challenges that will bring them what they want. You'll always have turnover, but heavy turnover is a symptom of something very wrong. It could be an ill-advised change in the compensation scheme or a new sales manager coming in with a negative attitude. But it could also be that members of your sales team are frustrated because they're having trouble selling your products. When business owners start to pressure their sales forces to get order levels up, morale drops because the salespeople know there isn't much they can do.
6. You're getting fewer and fewer inquiries from prospective customers. We all dread the time when the phone stops ringing and prospects stop coming in. When advertising or other forms of promotion aren't creating the results you want, and you see fewer positive results from the money spent, something could be wrong with the way customers see your company. An obsolete product line positions you as an obsolete company.
7. Customers are asking for product changes you can't or don't want to make. Here is a not-too-subtle sign that your product may no longer meet market needs. There will be times when you have to decide whether filling a customer's request is in your company's best interests. When customers say "I want it this way," you may want to say no because you doubt you could ever recover the costs of the change, even by raising the selling price. But when the customer says "I want it this way, and it's standard at ABC Widgets," you should suspect you aren't keeping up with changing customer needs. When your competitors have leapt ahead of you in features and benefits, you must either catch up or leap ahead of them with innovations of your own, or you'll fall so far behind you become a marketplace postscript.
8. Some of your competitors are leaving the market. In the short term, this sounds great. Your competitors drop out, and you pick up the business they leave behind. The pie is shrinking, and as it does, business gets better than ever. But beware: This is a classic signal of a declining market. Nobody walks away from a growth business. Vibrant growth markets attract new competitors; they don't discourage them.
If you decide to develop new products as part of your growth plan, you're in good company. Small companies like yours contribute at least half of the major industrial innovations occurring in the United States, according to the SBA. At the same time, approximately one-third of all new products are unsuccessful, and in some industries the percentage of failures is much higher. The way to increase your chances of coming up with good ideas is to follow the tested track to new product development success.
New product development can be described as a five-stage process, beginning with generating ideas and progressing to marketing completed products. In between are processes where you evaluate and screen product ideas, take steps to protect your ideas, and finalize design in an R&D stage. Following are details on each stage:
•Generating ideas. Generating ideas consists of two parts: creating an idea and developing it for commercial sale. There are many good techniques for idea creation, including brainstorming, random association and even daydreaming. You may want to generate a long list of ideas and then whittle them down to a very few that appear to have commercial appeal.
•Evaluating and screening product ideas. Everybody likes their own ideas, but that doesn't mean others will. When you are evaluating ideas for their potential, it's important to get objective opinions. For help with technical issues, many companies take their ideas to testing laboratories, engineering consultants, product development firms, and university and college technical testing services. When it comes to evaluating an idea's commercial potential, many entrepreneurs use the Preliminary Innovation Evaluation System (PIES) technique. This is a formal methodology for assessing the commercial potential of inventions and innovations.
•Protecting your ideas. If you think you've come up with a valuable idea for a new product, you should take steps to protect it. Most people who want to protect ideas think first of patents. There are good reasons for this. For one thing, you will find it difficult to license your idea to other companies, should you wish to do so, without patent protection. However, getting a patent is a lengthy, complicated process, and one you shouldn't embark on without professional help; this makes the process expensive. If you wish to pursue a patent for your ideas, contact a registered patent attorney or patent agent.
Many firms choose to protect ideas using trade secrecy. This is simply a matter of keeping knowledge of your ideas, designs, processes, techniques or any other unique component of your creation limited to yourself or a small group of people. Most trade secrets are in the areas of chemical formulas, factory equipment, and machines and manufacturing processes. The formula for Coca-Cola is one of the best-recognized and most successful trade secrets.
•Finalizing design research and development. Research and development is necessary for refining most designs for new products and services. As the owner of a growing company, you are in a good position when it comes to this stage. Most independent inventors don't have the resources to pay for this costly and often protracted stage of product introduction. Most lenders and investors are trapped by a Catch-22 mentality that makes them reluctant to invest in ideas until after they're proven viable in the marketplace. If you believe in your idea, you can be the first to market.
R&D consists of producing prototypes, testing them for usability and other features, and refining the design until you wind up with something you think you can make and sell for a profit. This may involve test-marketing, beta testing, analysis of marketing plans and sales projections, cost studies, and more. As the last step before you commit to rolling your product out, R&D is perhaps the most important step of all.
•Promoting and marketing your product. Now that you have a ready-for-sale product, it's time to promote, market and distribute it. Many of the rules that apply to existing products also apply to promoting, marketing and distributing new products. However, new products have some additional wrinkles. For instance, your promotion will probably consist of a larger amount of customer education, since you will be offering them something they have never seen before. Your marketing may have to be broader than the niche efforts you've used in the past because, odds are, you'll be a little unsure about the actual market out there. Finally, you may need to test some completely new distribution channels until you find the right place to sell your product.
Reference: http://www.entrepreneur.com/encyclopedia/term/82414.html
Reference about tourism accessibility
Introduction
The system of tourism regions in Hungary was established in 1998. During the setting up of these regions, the NUTS2 level of European planning-statistical regions was used as a reference. However, the boundaries of these European regions were modified when the tourism regions were established, as the latter made use of existing and coherent holiday districts. As a result, nine tourism regions were established by altering the seven planning-statistical regions (Fig. 1). The most important difference between the NUTS2 and the resulting tourism regions is that the Lake Balaton Tourism Region, being the second most relevant destination after the Budapest–Central Danube Basin Region, was established from parts of the Central and South Transdanubian and the West Pannonian planning-statistical regions. Additionally, the Lake Tisza Tourism Region was
established of settlements in the NUTS2 level Northern Hungarian and Northern Great Plain Regions. Though the smallest of such regions, the Lake Tisza Tourism Region underlined how its touristic character differentiated it from its surroundings. Finally, another important difference occurred in the Budapest–Central Danube Basin Tourism Region, which includes not only the NUTS2 level Central Hungarian Region, but further incorporates settlements from the Danube Bend Resort District in the Northern Hungarian and Central Transdanubian Regions.
Transport and tourism
Transport is one of the fundamental preconditions for the existence of tourism. It is a key element that links tourists to destinations to be accessed. Though the connection between tourism and transport has been widely examined previously there are
still significant gaps in this research topic. As pointed out by Knowles (1993), in many cases researchers have taken transport into account as a passive element in tourism, not as an integral part of tourism activities. Otherwise as analysed by Page and Getz (1997) ‘‘To some individual rural tourism businesses, like restaurants and retailing high volume accessibility is essential.’’ At the interface of transport and tourism, Hall and Page (1999), Kwan andWeber (2008) identify four fields to be studied: the link between source market and host destination, mobility provision and access within the destination, mobility provision and access within an area with a relevant tourist attraction, and the advancement of journeys along a recreation route itself also representing a tourism experience. One of the methodologically most complicated issues of studying the connection between transport and tourism is how to separate tourist flows from transport capacities. There are several branches of transport that are used by residents by choice, therefore, it is rather hard to have roles divided.
From Tourism and accessibility: An integrated approach.
The system of tourism regions in Hungary was established in 1998. During the setting up of these regions, the NUTS2 level of European planning-statistical regions was used as a reference. However, the boundaries of these European regions were modified when the tourism regions were established, as the latter made use of existing and coherent holiday districts. As a result, nine tourism regions were established by altering the seven planning-statistical regions (Fig. 1). The most important difference between the NUTS2 and the resulting tourism regions is that the Lake Balaton Tourism Region, being the second most relevant destination after the Budapest–Central Danube Basin Region, was established from parts of the Central and South Transdanubian and the West Pannonian planning-statistical regions. Additionally, the Lake Tisza Tourism Region was
established of settlements in the NUTS2 level Northern Hungarian and Northern Great Plain Regions. Though the smallest of such regions, the Lake Tisza Tourism Region underlined how its touristic character differentiated it from its surroundings. Finally, another important difference occurred in the Budapest–Central Danube Basin Tourism Region, which includes not only the NUTS2 level Central Hungarian Region, but further incorporates settlements from the Danube Bend Resort District in the Northern Hungarian and Central Transdanubian Regions.
Transport and tourism
Transport is one of the fundamental preconditions for the existence of tourism. It is a key element that links tourists to destinations to be accessed. Though the connection between tourism and transport has been widely examined previously there are
still significant gaps in this research topic. As pointed out by Knowles (1993), in many cases researchers have taken transport into account as a passive element in tourism, not as an integral part of tourism activities. Otherwise as analysed by Page and Getz (1997) ‘‘To some individual rural tourism businesses, like restaurants and retailing high volume accessibility is essential.’’ At the interface of transport and tourism, Hall and Page (1999), Kwan andWeber (2008) identify four fields to be studied: the link between source market and host destination, mobility provision and access within the destination, mobility provision and access within an area with a relevant tourist attraction, and the advancement of journeys along a recreation route itself also representing a tourism experience. One of the methodologically most complicated issues of studying the connection between transport and tourism is how to separate tourist flows from transport capacities. There are several branches of transport that are used by residents by choice, therefore, it is rather hard to have roles divided.
From Tourism and accessibility: An integrated approach.
Accessibility to markets
The effect of distance can be reduced by developments that make destinations more accessible to origin regions. Infrastructural accessibility refers to the availability and quality of transportation linkages such as air routes, highways and ferry links within transit regions, and of gateway facilities such as seaports and airports within the destination and origin regions. The level of infrastructural accessibility in a destination depends on many factors, including the availability of funds, physical barriers (including distance itself) and cooperation with other destinations as well as intervening jurisdictions in the transit region to establish effective air, land and/or water linkages.
Political accessibility refers to the conditions under which visitors are allowed entry into a destination. Except in authoritarian states such as North Korea, where restrictions on internal travel are imposed, political access is not a significant issue in domestic tourism.
Citizens and permanent residents of Australia and NZ, for example, share a reciprocal right to reside in each other's country for an indefinite period of time. On a larger scale, the 1993 opening of boundaries between the countries of the European Union has meant that travel between Germany and Danmark or the UK and France is no longer mediated by any border formalities, and is therefore equivalent in effect to domestic tourism.
Government and the tourism industry often differ in their perceptions of the degree to which borders should be opened to inbound tourism. The immigration and security arms of national governments tend to favour less open borders, onb the assumption that some international visitors may attempt to gain illegal entry or constitute a potential threat to the state in terrorism-related or other ways.
David Weaver & Laura Lawton: Tourism Management pp. 98-99
Political accessibility refers to the conditions under which visitors are allowed entry into a destination. Except in authoritarian states such as North Korea, where restrictions on internal travel are imposed, political access is not a significant issue in domestic tourism.
Citizens and permanent residents of Australia and NZ, for example, share a reciprocal right to reside in each other's country for an indefinite period of time. On a larger scale, the 1993 opening of boundaries between the countries of the European Union has meant that travel between Germany and Danmark or the UK and France is no longer mediated by any border formalities, and is therefore equivalent in effect to domestic tourism.
Government and the tourism industry often differ in their perceptions of the degree to which borders should be opened to inbound tourism. The immigration and security arms of national governments tend to favour less open borders, onb the assumption that some international visitors may attempt to gain illegal entry or constitute a potential threat to the state in terrorism-related or other ways.
David Weaver & Laura Lawton: Tourism Management pp. 98-99
A review about Dunedin Gaswork Museum
This report I've written for a long time, but unfortunately my labtop didnot work very well so i just borrow my friends' labtop and put all my works in one day,sorry for that.
Its just a investment about the gaswork museum, as i knew before it will not be too many people come there. Here are some photos about gaswork museum taken by me.
Quite interesting I think, because I've never seen gaswork before.Although I studied Physics in China, I could not quite know how it works.
Again, this museum need to be managed and protected,I think maybe there is not enough support for museum, DCC should draw there attention to here.
After the visit, our group decide some patterns to deal with this product, and my task is accessibility, transport.
Its just a investment about the gaswork museum, as i knew before it will not be too many people come there. Here are some photos about gaswork museum taken by me.
Quite interesting I think, because I've never seen gaswork before.Although I studied Physics in China, I could not quite know how it works.
Again, this museum need to be managed and protected,I think maybe there is not enough support for museum, DCC should draw there attention to here.
After the visit, our group decide some patterns to deal with this product, and my task is accessibility, transport.
8/07/2011
Scoping in detail
My scoping can be summarized below:
1.Marketing
This scope will focus on transfering of risk and cost, these two main points. Marketing is a significant element for gaining the benefits through it. As it isis shown, the cost more relates to customers, and the dangerous is a potential menace. More details need to be researched.
2.Financial
This scope will focus on funding, donation and incorporate. If Gaswork Museum
wants to continue improving, funding is one of the best way to do so. Mostly from the government, it is true that government have responsibility to support Gaswork Museum. Second one is donation, which means that not only the government, each person has duty to assistGaswork Museus. The third one is to incorporate with business entity. Actually they can mix together and try to create a "win-win situation".
3.Management
Three factor is mentioned,First is strategical---the survival of museum keep the budget in balance. Another one is operational, such as finding the entity are willing to work with museum, and also raise the social recognition; the last one is tactical---keep the museum running smoothly and increase local reputation.
4.Concept
It can be devided into two side: product and service. The former one like exihibition,enlisted collections and heritages; the latter one likes touring guide and providing brochure.
5.Technology
Theories or examples is interesting for many visitors, so introduce the recreation of the gas light may attract more people. Computerized sounds very amusing, information centre is really helpful. Moreover, advertisment is becoming more significant in our daily life, it can be a valuable investment.
6.Goals
It is devided into long term, middle term, short term and daily goals, which have more connection with management point.
7.Risk
Two points need to be considered, insufficiant fund and the damage of the inheritage. It is important for gaswork museum to understand the harmful of these.
Most views come through our group meeting and some from my brainstorm. If there are many fearless or reckless opinion, we can communicate in the next few weeks to fix them or make them better than now.
Reference:
http://www.inc.com/guides/2010/06/setting-business-goals.html
http://www.dunedin.govt.nz/your-council/dunedin-history/architectural-history/gasworks-museum
1.Marketing
This scope will focus on transfering of risk and cost, these two main points. Marketing is a significant element for gaining the benefits through it. As it isis shown, the cost more relates to customers, and the dangerous is a potential menace. More details need to be researched.
2.Financial
This scope will focus on funding, donation and incorporate. If Gaswork Museum
wants to continue improving, funding is one of the best way to do so. Mostly from the government, it is true that government have responsibility to support Gaswork Museum. Second one is donation, which means that not only the government, each person has duty to assistGaswork Museus. The third one is to incorporate with business entity. Actually they can mix together and try to create a "win-win situation".
3.Management
Three factor is mentioned,First is strategical---the survival of museum keep the budget in balance. Another one is operational, such as finding the entity are willing to work with museum, and also raise the social recognition; the last one is tactical---keep the museum running smoothly and increase local reputation.
4.Concept
It can be devided into two side: product and service. The former one like exihibition,enlisted collections and heritages; the latter one likes touring guide and providing brochure.
5.Technology
Theories or examples is interesting for many visitors, so introduce the recreation of the gas light may attract more people. Computerized sounds very amusing, information centre is really helpful. Moreover, advertisment is becoming more significant in our daily life, it can be a valuable investment.
6.Goals
It is devided into long term, middle term, short term and daily goals, which have more connection with management point.
7.Risk
Two points need to be considered, insufficiant fund and the damage of the inheritage. It is important for gaswork museum to understand the harmful of these.
Most views come through our group meeting and some from my brainstorm. If there are many fearless or reckless opinion, we can communicate in the next few weeks to fix them or make them better than now.
Reference:
http://www.inc.com/guides/2010/06/setting-business-goals.html
http://www.dunedin.govt.nz/your-council/dunedin-history/architectural-history/gasworks-museum
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