Tourism

1. It is a tactic used by hotel managers to increase occupancy. Guests are required to stay for a certain number of nights. It increases the revenue as it makes sure the hotel is booked throughout even when there could have been fewer reservations.

2. The types of establishments in hotel industry are hotels, motels and restaurants. Motels are usually designed for motorist for instance Lorraine motel in Memphis,U.S.A.
A hotel on the other hand is a business that offers paid lodging on short term basis. Hilton hotel is a good example of a hotel and hard rock caf international in New York is an example of a restaurant. A restaurant is an establishment where food and drinks are normally served inside the premises.

3. Food in the ancient Roman Empire was cooked over open fires in pots and was done by Grecian slaves. Meat was roasted on spits whereas the cuisine was heavy and extremely spiced. It consisted of fish, meats, vegetables and fruits. Romans generally adopted culinary arts, food and cooking from the countries it conquered.

4. The two terms are a l arcate and table d hote. A l arcate is a French term referring to the act of choosing different food items from a menu and was preserve of the wealthy travelers at the time. Table d hote meaning table of host was for poor travelers and was ordinary food in the seventeenth century.

5. A station is a preparation sector with the suitable equipment for the appropriate menu and the number of meals to be served. It serves as a mini production division in the kitchen design. For efficiency a small kitchen will have a station for hot-food preparation and another for cold food preparation.

6. When a hotel has no concierge then the guest service representative is responsible of helping guests find their destinations although other staff at the front office may as well assist in directing the guests. The guest service representative is positioned at the rooms division, in the front office department.

7. The members of wait staff should be familiar with the item on the menu as they are the ones who feed the guests and thus are required to offer solutions to customers needs. They are in direct contact with the customers and thus they should be well trained on the menu and should be knowledgeable on all the front-of-the-house procedures. Besides they should be aware of guests special requests and talk to the supervisor for a solution.

8. When forecasting the manager should look at the activity at the same day of the same week in the preceding year and not at the same date of the preceding year. For example in forecasting the February 5 of this year which was on a Friday the manager should have looked at the activity of February 6, 2009.  This is because February 5, 2009 was a Thursday and the Friday of that week was February 6, 2009.

9. Of the four service traditions its the French one which gives the customer the most personal attention. The Russian service tradition on the other hand is the one mostly used in superior restaurants and hotels whereas the American service is the least elaborate and showy. The fourth is the British service tradition and it comes with similarity of a family style dining.

10.The target market of interstate hotels is usually the travelers in transit and those on  vacation and just need one or a few days stay. They may also attract relatives who have visited the town and looking for an inexpensive place to stay for a few days. It derives its names from the fact that these types of hotels are located on interstate highways.
                     
1.       Firstly, incase of in-person reservations one should personally take the customers to viewing of the rooms and other facilities and answer any queries that they may have. I would also ensure timely reservations while at the same time humbly and courteously apologize in case of any cancellations or no-show billings. One should also have a cordial relationship with travel agents to ensure inflow of guests. With arrival of the customer awaiting registration, one should be well acquainted with all the personal details and subsequent processes. One is expected to ensure the customers comfort and assure him of splendid service. The rest of the staff members are very important as they ensure guests have a nice stay. To guarantee guests have a pleasant stay one should motivate the staff and ensure guests are timely served with a smile and a friendly hello. After ensuring hisher pleasant stay, thankfully check the customer out while offering to make a reservation for himher next time. However any complaints by the guest should be addressed to ensure customer retention and ensure any discrepancies in payments are amicably settled. In future one should follow-up on the customer by way of offering special offers and sending mails. Thus a reliable a reliable database and an efficient one should be maintained to ensure business generation in future and security of guests information.  

2 There are key events that affected the hospitality industry in the twentieth century. In the first half of the century affordable automobiles were mass produced and airplane was invented by Wright brothers in 1903. This resulted in expansion of hospitality business as distance traveled became expanded. Moreover hotels for middle class became available but in 1920s the government outlawed consumption of alcohol in U.S.A leading to underground establishments being created. When great depression hit in 1929 many hotels were closed and affected service related businesses and aviation industry. Gambling lead to establishment of big hotels especially in Las Vegas.
       
With the end of war U.S.A. emerged as the most powerful nation and most prosperous leading to mushrooming of hotels and other service related businesses. In the second twentieth century there emerged credit cards which proved useful to hospitality industry. Hospitality businesses faced lawsuits because of discrimination against the blacks which ended in 1964 and with oil crisis in 1970s the hospitality industry had to observe energy saving policies.

3 The candidate should possess the following attributes. Firstly the candidate should be able to motivate and organize people besides planning menus and kitchen production considering the purchasing needs, equipment and the cost. Heshe should then be in possession of technical skills necessary in cooking various foods and be acquainted with all proper preparation techniques. Moreover the candidate should be a team player and thus should be able to work harmoniously with the rest of the staff members. Specifically though, the candidate should have the following professional attributes. Heshe should have been in an entry level position working his way up the ranks. Alternatively, the candidate should have graduated with a certificate in either a one or two year in cooking or in food production. Lastly the candidate could also have gained experience in cookery. The candidate with the above attributes would really make a good chef.

According to Hospitality Trends (2010) the fourth quarter of 2009 found 11 increase in touristic market in Turkey. For the past several years France, U.S.A, Germany, the UK, Russia and Italy have remained vital markets for Turkey. However it decided to further expand the concept among other nations while enlightening the image of the country. Moreover the 4 decrease was noticed among foreign tourist towards the hospitality sector of Turkey. The recent attempts have highlighted to increase its importance as well. It is also being predicted that lira will appreciate against Euro in near 2011 and this will constrain the scope of Germany and Russia and UK markets.  Last year Ritz-Carlton said that it will establish two more hotels in Bodrum and Istanbul while considering it as a lucrative market.

Turkey Tourism Campaign Analysis

Current situation of Turkey Tourism
According to UN (2009) the environment of Turkey is different from other countries. About 6 million Turkish live in Europe and 3 million in Germany and every year they come to Turkey to spend their holidays. More importantly foreign visitors are allowed to purchase houses in Turkey. In recent years security has further tightened to allow visitors to visit different cities fearlessly. The modern Turkey tourism comprises of well known resorts and cruise tours. About 0.2 million Spanish visited Turkey on tourism in 2007. In 2008 about 30.9 million foreign visitors toured Turkey. Today it is the 10th biggest revenue generator in tourism business worldwide.  
         
According to Tourism Turkey (2009) some of the key elements in advertising are as follows

Primary Objective To promote specific destination in Turkey
Marketing goals To expand turkey market share in international touristic market by increasing the number of visitors and gross profit by 10 and 12.

Communication goals The focus remains on events and festivals like Christmas, New Year, Easter, and holidays. The campaign portrays Turkey as an important place for international sports events.
Appeals The campaign focuses on SOL (slice of life).

Product specification The campaign highlights specific destinations like Istanbul, Ephesus, Black Sea Region, Anatolia and Antalya. The prominent sports like Golf, Surfing, Cave tours, Underwater sports, Trekking and Rafting are specifically highlighted.

Target Market It basically targets middle and higher education and income groups who consider product quality chief other than price factor. The age group comprises of young and middle age potential segments. Some of the important segments include (seasonal travelers with 40 plus age and annual income of 50, 000 or more, tour agents, families and travel agents).  

ATL (above-the-line) activity ATL activity basically comprises of television commercials, print media and radio channels.  Comprehensive Istanbul TV commercials and Turkey TV commercials are developed and Television, print and radio channels have remained the significant concern. VIP tourism (2010) acknowledged that the recent Turkish publicity is aired across 83 different countries. The key channels are as follows

In Russia TV key channels focused were (STS, ORT, ONT, Rossiya and Domashniy), magazines include (GEO, Afisha Mir, Liza Good and Turism Practic).

In Ukraine the campaign was launched at 9 TVCs and 12 print ads. In Moldova the campaign was launched at 5 TVCs and 4 print ads. In Poland it includes 15 TVCs and 15 magazines.

The campaign also focused on Middle East, North Africa, South Korea, China, Japan, India, Thailand, Indonesia, Singapore and Malaysia. Emirates Business (2010) instigated that Turkey opt for Dh 15 million investments for the advertising plan while focusing on U.A.E, Qatar, Kuwait and Bahrain. More importantly number of visitors from Saudi Arab, Morocco and Kuwait increased by 16.45.

BTL (below-the-line) Activity BTL activity basically focuses on one-to-one marketing where target specific segment or niche segment specifically comprising of POS (point-of-sale), exhibitions, events and many more. Different BTL activities are going to take place at shopping centers, sub ways, theatre, opera, art gallery and international buildings. The insight acknowledged that the management went for one-to-one edification along with 1.200 travel agents about the tour and the second largest exhibition with 26 exhibitors took place along with resorts, airlines and hotels.  

Positioning Turkey has positioned itself as a place for those who prefer experience for historical existence and glamour of European culture.

Creative, Media Planning and Media Buying Global Advertising Strategies and OYKU Agency were awarded the responsibility for creative, media planning and shopping in case of North America. According to YNetNews (2010) Turkey invested 2 million and Merhav Shaked, Inbar and PR Agency have been awarded the responsibility to convince Israeli citizens about the tourism to Turkey. The key emphasis is given to Istanbul which is honored as a cultural capital of Europe in the year 2010.

Future Strategy
The key focus should be given to competitive structure. The country needs to promote cultural heritage and further enhance the capability of natural resources. The creative must portray the delightful and fine-looking social environments in accordance with the visitors. Three crucial factors which can enhance Turkey credibility include quality service and facility and hospitality services while highlighting the importance of being cost efficient. Some of the key improvement factors are as follows

They need to promote local businesses and SMEs.
Instead of focusing mass tourism they must focus on niche markets.
E-tourism along with simulation must be practiced.
Transport facility must be given prominence.

Conclusion
It can be concluded that the recent tourism campaign by Turkey intrinsically focused on IMC (integrated marketing communication) plan. It was a 360 degree plan and it remained successful in communicating the key objectives of the advertising strategy.

The focus of this study is to examine the reason and motive of people who traveled internationally to take part in an Australian running event which was a hallmark and was held at Gold Coast in 2005. The event provides us with a chance to study the drive for a combination game and dynamic game types. The study used consumer acculturation framework (C.A.F) and structural equation modeling (S.E.M) analysis in investigating the specific aspects of cultural experience.
 
Several scholars have studied travel motivation by using various different approaches. Several motives could influence the participants in the marathon in inducing their travel. Subsequent studies though, have differed on the proposal and have adopted a more different framework for studying such motives namely push and pull. Despite these diverse proposals, the former framework in examining psychological, social and also the cultural educational motivation remains relevant in examining the taking part in an international marathon event working at the peripheries of a certain range. Together, the motivation and participation in a running event, combined with learning knowledge and not forgetting the culture experience can convincingly induce someone to travel and take part in a global running event. The dedication required attending the event is a true measure of liking a certain sporting activity. The study uses the large-scale approach in examining social together with psychological motives and how they relate with other main factors. (Zaichkowsky, 1985).

Several factors could be used in measuring the social and more so psychological aspect for the participation. The study limits itself to the outlook the participant may have of the host country. It also delves into cultural factor and the drive to participate. The following research questions were developed to help in guiding the investigation

a. how does social, psychological with cultural-education factors motivate someone to participate in an international event and in what degree                                                  
b. To what extent do the above factors differ by cultural background
c. Can a generic listing of cultural aspects be developed from consumer acculturation in measuring cultural experience
         
Data was collected from 239 respondents (47 female and 53 male), selected from international entrants in the Australian marathon. A third of the respondents were between forty and fifty years having also graduated from high school and with an earning of between five hundred and a thousand dollars. Australians were a third of the respondents interviewed. Besides, half of those interviewed participated in marathon, a third in the half marathon with the rest in ten kilometer run and seven and a half kilometer walk. The majority of those interviewed (two thirds of the sample) had never participated in that Australian marathon before. The study used paper questionnaires and online resource to collect data from the entrants.
                                                       
Results
There were respondents reported to frequently run for hobby (SD1.27, M5.21), those had taken part in previous global events (SD1.78, M5.14) and with the rest having traveled locally for running events. For international travel most of them did it for pleasure (SD1.78, M4.98) but others did it for attending running events (SD2.04, M3.44). Most of them had purposely visited Gold Coast for participating in marathon event only (SD2.03, M5.83) with three-fifth having previously visited Gold Coast and three quarter having previously visited Australia. They also wanted to extend their visit with a third in Australia for two to seven days and two-fifth in Gold Coast for two to four days.      
                                 
Discussion and implications
 Indeed in studying the traveling pattern the tourism has to consider the psychological and social reasons. The study shows the benefits of adopting an approach that integrates travel motives to examine participation in a sporting event (Gibson, 1998a,). The analysis confirms Cromptons theory. In the first research question the S.E.M analysis confirmed that level of attachment when running, the incentive and the feelings towards the venue of the hosting the event, are extrapolative of psychological and social aspects.

The destination image does represent beliefs based on information someone has leading to feelings about that destination ( Baloglu  McCleary, 1999). In the second question, results showed that psychological and social reasons did not vary with cultural conditions and indeed tourism structure does present an idea of the cultural understanding ( Penaloza, 1994). The following discussion questions would be of practical essence in arousing more interest in this research findings.

How practical are the above findings on divergent cultural tactic as a promotional method in organizing future international events

To what extent do you think the involvement factor could contribute in influencing the turn out of an event and how can it be enhanced to encourage participation    

iii)        What areas should event organizers in sport tourism explore in image    improvement of a destination
Limitations and directions for further research

The whole population of entrants was not accessed as some entrants were registered through secondary agents thus potentially reducing the sample size. Secondly, 3 days before the event the Coastal region was declared a national catastrophe negatively impacting on sample size. Ideally the result of the research could be simulated in a future running affair taking place at a scene on a coast and a running event in a different venue. Moreover, it may further help in demonstrating the influence the venue in a sporting episode plays. The research encourages use of C.L.I in evaluating various cultural aspects in future global affairs and in future the studies should espouse such (C.A.F) structures. Finally the disparity and the degree the tourism businesses offer learning and experience aspects as compared to the degree to which the tourists like not only to experience these aspects but also to learn about them should be of essence in future researching.      

Ecological tourism is about sustainable travel whose main objectives include building of environmental and cultural awareness appreciation and respect for both visitors and the host community. Australia celebrates diversity of its people, animals, plants and culture. The diversity of the Australian people, culture, animals and plants creates room for a unique ecotourism experiences for the visitors and the local community.

Australia is endowed with amazing world heritage sites and other indigenous ecotourism sites such as Kakadu National Park and Ayers Rock ecotourism. Kakadu national Park is situated in the northern territory of Australia. It has unique and complex ecosystem which include tidal flats, plateaus, and lowlands. It is an habitat of diverse species of plants and animals. Traditionally, the land where the park is located is owned by the Aboriginal clans, the Bininj and Mungguy people. Ayer rock ecotourism is another world heritage site in Australia. Uluru is the largest solid monolith in the world. It is a religious site sacred to the Anangu, their traditional owners who view it as their Tjukurpa (dreaming, dreamtime, the creation). Uluru is part of Uluru-Kata Tjuta national park which was declared as the heritage area due to its geological and cultural significance.

An Executive Information System (EIS) is a set of management tools supporting the information and decision-making needs of management by combining information available within the organization with external information in an analytical framework. The information collected using EIS includes purchase order backlog, shipments and receipts and pending orders.

Decision Support Systems (DSS) are a specific class of computerized information system that supports business and organizational decision-making activities. The information collected using DIS includes accessing ones current information asset such as legacy and relational data sources, comparative sales figures between one week and another and projected revenue figure based on new product sales assumptions.

Strategic Planning
The information collected using EIS and DIS provides hotel managers with information regarding the sales made in one particular period such as particular season that is to say the number of customers visiting in a particular season. This helps the managers to forecast the number of people coming in that season for further years to come. Hence, using this data they can manage their employee type and density and at the same time assume the amount of inventory needed in that season for a particular time period. This ensures a well managed supply chain with fewer flaws. This helps the managers to understand the market dynamics, now they can plan accordingly for the whole year in advance which saves time and if the plan is properly implemented than there are fewer chances of getting a difference between forecasted and actual budgeting which includes sales and revenues.

Competitive Advantage
The information collected can be used to understand the customer insights and psyche, which helps the managers to give the customer what he or she wants through their past record. The customer feels that they are being treated special and some degree of priority is being given to them. This ensures a greater customer satisfaction and hence increases customer loyalty towards the organization. The information gives the organization a competitive advantage over others as now they now what their customer needs and wants are how they can fulfill it in the best possible manner than their competitors do. It is known by all organizations that the best way to lead any market is to increase customer loyalty and that can only happen if you do the right things at the right time for customer satisfaction. For example if an organization or a company keeps a past record of all their frequent customers through EIS and DSS, then the organization can keep a competitive edge by providing service that the customers want before they speak out. This not only keeps the customer satisfied by providing services beyond their expectation but also spreads good word about the organization by the satisfied customers.

Financial Advantage
As mentioned earlier that using these two systems, the organization is well aware of the trends. This helps them in managing their supply chain and avoiding any sort of financial mismatch due high or low inventory turnover. A well forecasted budget is generated using the information collected using EIS and DSS, which results in greater efficiency and work performance.

Complete Picture
The information in the end helps the managers evaluate and analyze the performance of the hotel which in turn gives a complete picture where the hotel stand compared to past and compared to their competitors.

Outback Steakhouse is a casual dining chain of restaurants that operates internationally in more than 900 locations across 21 countries within North America, South America, Asia, Europe and Australia. Founded and based in Tampa, Florida, Outback Steakhouse had gained popularity all over the world for its USDA Choice and Premium steaks along with many other sumptuous treats on their menu. This paper will study the various aspects and qualities of this restaurant chain that contributed to its worldwide popularity and unwavering success.

Just like many other casual dining restaurants all around world, Outback Steakhouse offers a wonderful and wholesome dining experience ideal for families and groups of people like friends and co-workers. Full table service is also being offered to guests. Their ambience is Australian-inspired with a wholesome and casual atmosphere. This restaurant chain highlights consistent high quality service to all its guests which is the companys strategy in order to set it apart from other restaurants with a similar concept. Moreover, it also emphasizes on its friendly service that provides a lasting impression to all its guests. Excellent service coupled with a warm, suitable ambience is something that is being offered by Outback Steakhouse. While it is apparent that this factor contributed to its overwhelming success, it is not the only reason why it conquered the other parts of the world besides the U.S. And besides, many other casual dining restaurants would probably claim the same level of service to its guests. From this perspective, anyone can conclude that there must be something more beyond service excellence that positioned Outback Restaurant to such particular level of success in the restaurant chain industry.

People go to restaurants primarily to satisfy their hunger and need for food while others consider it as the best venue to celebrate special occasions with their family and friends, conduct an informal gathering with colleagues, have a casual date, meet new acquaintances and conduct corporate events like business meetings among many others. Outback Steakhouse offers an ideal venue for all these occasions and events. The place itself is versatile and caters to all people from all walks of life across all ages. These aspects make it a very accessible place to dine for everyone whatever the purpose or occasion  whether to simply have a meal or to celebrate an event. Accessibility is one factor that a restaurant must have in order to attract more people apart from what it offers in its menu.

Outback Restaurant, being a family-oriented and wholesome place to dine, also offers superior cleanliness. It is apparent that every store or branch pays enough attention to its sanitation and cleanliness. The store facilities and the entire area are well-kept and well-maintained to ensure their guests satisfaction and comfort.

Now, let us examine the best part  what is in their menu and what is the price range
People naturally want to go for something that is reasonably-priced and guarantees value for their money. Secondly, they prefer a restaurant that has a lot to offer in their menu with delightful specialties that serve as all-time favourites. Thirdly, since consumers have different preferences when it comes to food, a wide variety of choices (vegetarian, seafood, high protein etc.) should be available. Outback Steakhouse can offer all of these. The huge amount of success it has earned over the years can be attributed to its delicious and mouth-watering offerings ranging from juicy steaks, freshly cooked vegetables, tempting sea foods like prawns and succulent Snow Crab, dressed baked potatoes flame grilled chicken, fall-off-the-bone baby back ribs, a variety of shrimp dishes and their famous Aussie fries and coleslaw among many others. Clear enough, what is on Outback Steakhouses menu is a major contributory factor to its success. Adding up to this is their wide selection of beverages and cocktails and topping off a satisfying meal are the mouth-watering desserts which include key lime pie. Outback Steakhouse created a name for itself because it offers delicious food that caters to all taste buds. On top of that, this restaurant also provides reasonable amount of servings. Prices are moderate to high end but are perfectly at par with the quality of the food and service. Customers will not feel deprived at all nor will they feel that they did not get value for their money.

Outback Steakhouse also holds special promotions for special occasions that further attract consumers. The company highlights occasions such as Mothers Day, Fathers Day, Thanksgiving and other occasions with special productsmenus specifically for these events. Rewards programs are also implemented to gain customer loyalty and to get the attention of new ones. Outback Steakhouse gives importance to its target market and continues to reach out by initiating special menus such as Spanish menu and Gluten-free menu. Another key to its success is that it continues to create innovations in the form of new products. Furthermore, it acknowledges the special needs of certain consumers who follow a specific diet. In this manner, Outback Steakhouse broadens its target market as its productmenu line grows.

Multi-media advertisements also play a great role in generating promotions and building awareness among its target consumers. Outback Steakhouse has billboards, magazine print ads and official website and to date, the presence of social networking sites gave rise to a new level of online marketing through fan pages. There are also TV ads and radio ads but they are not strongly implemented.

Finally, the strongest selling point of Outback Steakhouse is the name itself. It had created strong identifying characteristics that represent everything it has to offer  food, service, ambience and dining experience. Its name also speaks out the brand image that it managed to build over the years across different locations.
Outback Steakhouses positioning in the casual dining segment of the restaurant industry along with its over-all concept, menu and product line, accessibility to a wide range of customers, multimedia advertisements and marketing strategy had all contributed to its success. With proper treatment of all of these aspects, it is expected that Outback Steakhouse will continue to become more competitive in its playing field in the years to come.

The recent news article published online by the Chicago Breaking News Center indicates that The International Home and Warehouse Show had been already in talks with other States for their relocation prospects. No straightforward reason was stated in the news except that it hints that the cost of having to operate tradeshows maybe the factor to blame (Bergen n.p.). Still, it is possible that the role played by the Unions, or Labor Union organizing, may be partly to blame for the tradeshows decision to explore other sites for operation. The reason why Labor Unions can cause companies serious problems is diverse. But this could be primarily because the cost of operating a tradeshow is dependent on certain demands that are being made by employees or workers, especially when they become a significant force thru Labor Unions.

The case of The International Home and Warehouse Show is just one example of the growing impact of Labor Unions in the hospitality industry. According to UNITEHERE  a Labor Union for Hospitality Workers, and a major force in the organization of laborers of the Hospitality Industry  the hotel industry remains fundamentally profitable despite the recent economic slowdown. And the fact that these businesses are moving to systematically reduce their workforce makes a case for Labor Unions to get their act together against some hotel industries (UNITEHERE 2). Here, it would be good to assess the pros and cons of Labor Unions, when applied particularly to the case of hospitality industry.

The first advantage of joining Labor Union lies in its ability to protect workers. Mary Tanke (386) believes that historically, the United States has had a low union membership from among hospitality industry workers. But this does not mean that it remained low until recently. According to statistics, there has been a very high increase in the number of hospitality workers that opted to join a Labor Union. The reason for this lies in its very good benefits.  Tanke writes

For many of our employeesunions can provide job security, increases in compensation, extension in benefit offerings, protection from arbitrary management decisions, reasonable workloads, and a process to grieve what they perceive are unjust practices (Tanke 388).

Secondly, many workers in the hospitality industry join Labor Unions since they are more likely to be victims of labor malpractice in their field of work. Unlike corporations that employ persons with high academic degrees, the hospitality industry does not generally require the caliber of those in the business or management fields. Most of the workers of the hospitality industry are manual laborers  e.g., they fix beds, they clean room, they maintain lobbies, they serve food, they log reservations, among others. These jobs do not require high degrees or long professional training. That is why these workers are more susceptible to injustice.  UniteHere writes, for instance, that hotels hotels have added more amenities and heavier linens to the rooms  increasing the workload, even as the number of workers doing it has fallen (UNITEHERE p.2). Indeed, having a Labor Union to check these abuses can help workers perform their jobs in a just working environment.

However, there are disadvantages in having to deal with Labor Unions. One disadvantage lies in how companies can suffer financially  or even shut down  when they are unable to meet the demands of the organized workers.  When Labor Unions become too strong, they can demand so many things from the company i.e., pay increase, reinstatement of removed workers, working hours, workloads. And sometimes, these demands can be too much for the companies to handle, and they either have to suffer massive deficit or completely shut down.

Secondly, there is also a disadvantage to the very employees themselves. According to Tanke, some Labor Unions are demanding complete membership from employees before they can obtain the job of their interest (Tanke 388). This means that, in order for someone to obtain the job that he or she wants, that someone has to join the Labor Union first before being hired. This is especially true for many hospitality industry workers. Labor Union memberships have become compulsory in obtaining a job in the hospitality industry. Accordingly, these workers have to pay certain dues to the Labor Union before they can acquire full membership. In principle therefore, they have to shell out some amount first before being hired.

To sum, it would be good to acknowledge that there are both good and not-so-good factors that must be considered before joining a Labor Union. On the one hand, Labor Unions can work for workers protection. They can provide security of tenure for workers, inasmuch as they can negotiate salary increases and bonuses. On the other hand, it can be taxing to the overall health of the company as well.

Which is why, if I were to be offered a job in the hotel or restaurant outfit, I would first study the benefits of joining a Labor Union. I would study the conditions thoroughly. If I would see that, in paying for the corresponding amount to join the Labor Union, I would be compensated greatly by its service, then I might get the job being offered. But if, in studying the matter closely, I see that the company and the Labor Union have had serious disputes in the past, I would, most likely, turn down the job. This is especially true if I would discover that such disputes may have affected the conditions of both the company and the workers in a bad way.

A backup practice is the process of creating new copies of data which serve to restore the original important ones in an event of data loss.  A best practice is a technique or methodology of achieving a certain objective, which through practice and experience, has reliably proven to generate the desired results. A redundant hardware is one in which the primary system is guarded from failures and errors by the provision of multiple components which are used interchangeably. This paper will therefore focus on some of the best backup practices in use and also determine whether a good backup strategy is better than a redundant hardware.

A number of backup practices are employed to ensure a reliable way of recovering data some of which are elucidated below. Developing backup and restore plans and testing them is a major milestone in ensuring that all the stored data is secure. Planning on when, where, and how data is stored and backups performed is critical in quick recovery after a disaster strikes (Amini, Peiris,  Khnaser, 2006). Training of personnel on backup and restore procedures can never be overlooked. Basically, this depends on the level of security of the network system in which such roles are assigned to members of the Administrators group for high security networks while for minimum and medium security situations, other staff members can be thoroughly trained.

Both the storage devices such as tape drives and storage media such as tapes and disks should be highly secured so as to use them together with computer backups in case of data loss as long as one has administrative privileges for their access. One should always opt to create a backup log, print it and store it in order to assist in locating specific files if the drive or system fails (Amini, Peiris,  Khnaser, 2006). A good backup strategy is only reliable if the knowledge of data recovery is not held by only a single person since this can lead to trouble in case of breakdown of the IT system and the person is not available. According to Schnig  Geschwinde, if the people working with a system have redundant knowledge about how it works and what should be done in case of failure, it does not help no matter how redundant and reliable the IT system is (2002).

A redundant hardware still does not save the situation in case of fire or any other disaster and especially if both the backup and the original data are all stored in the same location. In such as case everything ends up being destroyed in which case the data is lost and cannot be retrieved. Where only the most recent backup is available, something might go amiss in the system unnoticed resulting in errors and difficulties in data recovery. Therefore, a redundant hardware is greatly advantageous only if a good backup strategy is constantly adopted by ensuring that the best backup or restore practices are in place.

I. Introduction
What is a leader and how is a leader identified This is a complex question that merits an equally complex answer. Identifying and characterizing a leader is best addressed through the use of an example, through the investigation of a life of a known leader, someone like the hospitality industrys Georges Auguste Escoffier. The French chef Escoffier is a leader. The question is how and why he is considered as a leader. This will bring to the fore the aspect of leadership being complex and multi faceted. In the case of Escoffier, the idea of leadership points towards two different important things. First, Escoffiers leadership pertaining to how his pioneering actions led to the creation of and the institutionalizing of practices, methods and beliefs involved in cookery as well as kitchen management. Basically, how he was a leader in the industry because of how his actions lead the industry towards the direction of progress. The second aspect of leadership leans towards leadership as a people skill how Escoffier actually managed his staff while they are all working, what he did as a leader to answer the problems that he witnessed and faced, problems that he and his staff have experienced basically how Escoffier was a leader to his followers. In both cases, Escoffier is decorated by history as a man who passed both challenges in flying colors. He is now known as someone who has made important innovations while at the same time someone whose people skills allowed him to be a great leader everyday inside the workplace. Escoffier is the perfect example in the investigation of leadership, particularly, the leadership style he employed and how this manifested during his professional career.

II. Discussion
Like every other professional and business aspect of the society, the hospitality industry - in particular the management of hotels and high-end restaurants - is something that relies heavily on the efficacy of the leader and his or her leadership style. In the hotel and restaurant industry, effective leaders are just as important as they are important in other fields of work. In restaurant and hotel management, there are people and resources to handle and manage the long standing and day to day problems that needs to be addressed and resolved. Inside this particular work environment, individuals performing different tasks are found. Success depends on how well the leader can effectively manage every individual in such a way that there is harmony in work resulting to productivity and efficiency, less friction and less tension. What sets the average leader and the outstanding leader apart one another is the manner by which they have impacted leadership, and in the process changed many things in how the way things worked. It is in this aspect that Auguste Escoffier stood out. There are indeed many good leaders in this particular field. It was Escoffier who provided the leadership style and approach that radically changed the practice in the hospitality industry. This is the reason why his leadership style and principles are being analyzed and discussed even until today.

A. Auguste Escoffier leadership principles and his leadership style

i. Leadership principles - Auguste Escoffiers leadership is motivated by his principles. These principles that serve as the driving force in his career and everyday work became important foundation of his approach to leadership. These principles can be traced from different origins in the life of Escoffier. Some individuals may be inspired by Escoffiers personal life and his experiences, while others may have been inspired by what he learned during his years of working in the hospitality industry. Others can be a result of his natural tendencies. The mix-and-mash of all of these factors created these principles that have consciously affected the way Escoffier undertook the task of leadership and management.

a. Treating subordinates with respect - One of the noticeable principles of Escoffier when it comes to leadership is his treatment of his subordinates. Escoffier was never popularized for his ill treatment of his staff and subordinates. On the contrary, how he treated this people helped made Escoffier popular and well respected. While some leadership are very hard, harsh and strict on their subordinates bordering being antagonistic, sadistic, cold-hearted and unfeeling, Escoffiers approach to leadership is affected by his principle of treating subordinates with respect in the workplace. As a leader, it is important for the leader to be the one who is the most capable in manifesting control over emotions and to not let emotions get the better of the individual. This can result to strained relationships inside the work environment which, in the long run is not healthy for the business.

Escoffier, considered as Father of 20th century cookery (Brown, 2007, p. 100), built his reputation as a leader characterized by his genuine sense of respect towards not just his colleagues but also his subordinates. This is in the belief that such principle in leadership is key in creating the type of working environment wherein everyone is productive and the goal of the entire team is realized in the long run. James (2002), in his book Escoffier the king of chefs quoted Escoffier as saying that everyone is expected to be polite in the workplace and that any other behavior is contrary to our practice (James, 2002, p. 72). Escoffier was polite at all times to his staff and colleagues (James, 2002, p. 72).

b. Practicing what he preaches - Escoffiers leadership principles also include practicing what the leader preaches. What Escoffier asks of his staff and subordinates, he also takes as his own task as well  from decorum to hygiene to perfection in the art of cookery, etc. While other leaders think that they are above rules made for people beneath their status, Escoffiers leadership is characterized by his tendency of practicing what he preaches. For example, when he demanded better from his subordinates in the kitchen, he also makes sure that he always put his best foot forward while working. This is the reason why Escoffier became not just successful but also well esteemed by many people.

Escoffier never considers himself as an exemption to the rule. He is always the first to follow the rules that he sets for the kitchen team. Because of that, his subordinates find it easier to follow Escoffiers rules in the kitchen, making Escoffier and his team very productive and successful and realizing the short term and long term goals of the kitchen team. As writer and historian James (2002) noted, Escoffier followed his own rules meticulously (James, 2002, p. 72).

c. Accepting the pressure and challenge - An important principle in the leadership of Escoffier (as a leader per se and as a man who became a leading personality in the hospitality industry) is Escoffiers being undaunted by pressure and challenge. When he was picked to lead the kitchen in Savoy, Escoffier met the challenge head-on, knowing the challenges and pressure that lay ahead of him and meeting it with work ethic, dedication and vision that allowed him to be successful.

Had it been other men or women, the outcome would have been different considering how they responded to the challenge and to pressure. Escoffier has proven that ones sense of leadership should include being resolute and firm in meeting the challenges and pressure found in a workplace found in the hospitality industry, like in restaurant and kitchen management. Escoffier is described as the greatest chef of his time (Gisslen, Griffin, 2006, p. 5) if not of all time. He is considered by historians as someone who worked hard and aimed at hurdling the challenges and pressure and achieving success with the enviable degree of perfection (Nickerson, Kerr, 2003, p. 39) that he is known for and capable of.

d. The leader as an innovator - Escoffiers leadership is also characterized by his sense of innovation. Kotschevar and Withrow (2007), in the book Management Menu, described Escoffier as an innovator (Kotschevar and Withrow, 2007, p. 10). Escoffier came to the hospitality industry not just as another individual who will maintain the practice and existing status quo. Part of his sense of leadership is the idea that as a leader, one should be able to introduce something new. This is for them to inspire change for the better so that other people can follow a path that is characterized by a sense of improvement and allowing other people a springboard from which they can make new innovations. When history talks about Escoffier as a leader, they often point towards not just what he has done with excellence, but also (and more importantly) to the change and innovation that he inspired and made real.

For example, Escoffier changed the practice of kitchen staff and cooks drinking while at work, substituting non alcoholic beverage instead in exchange for what was commonly consumed in the past beer. Escoffier believes that the behavior of the staff would improve if they are intoxicated while at work. It had marvelous results and reflected the skill for innovation important for leaders to display and that which makes individuals effective leaders in the first place, like Escoffier (James, 2002, p. 72). Auguste banned alcohol in the kitchen and, taking medical advice, made barley water available at all times. There was a dramatic improvement, but he kept a careful eye (James, 2002, p. 72).

Indeed, innovators in the society like Escoffier are leaders in their own rights. At some point, he was considered not just a mere innovator but even as a scientist (Kotschevar, Withrow, 2007, p. 10) largely because of his meticulous and scientific approach to learning the details of food preparation and kitchen management. This resulted in data he put in books and articles he wrote which in turn inspired and helped other people do better in the management of their own food and kitchen. Escoffier as a leader and innovator resulted in Escoffier making significant contributions in the changing of two important things in his field of work, and those are menu and kitchen organization. His two main contributions were (1) the simplification of classical cuisine and the classical menu, and (2) the reorganization of the kitchen (Gisslen, Griffin, 2006, p. 5).

ii. Leadership style - The examination and assessment of Auguste Escoffier and his leadership style reveals that his leadership style is similar to the transformational leadership and transformational leader model.  Among leaders, transformational leadership style is often very rare to find considering how difficult this style is for those who are not predisposed to the emotional and personality requirement of such style in leadership. In the hospitality industry where Escoffier belongs, it is believed that such characteristic is appreciated here (Kusluvan, 2003, p. 624). Transformational leaders are often liked very well by the people around them. Escoffier had this capability in him, which made him a person that people easily like (Shaw, 1994, p. 24).

Escoffier is known as someone who partnered with Ritz. The partnership resulted in long productive work because of the sense of excellence in leadership that these two people are known for, and easily, a testament to Escoffier being liked because of his personality as well as his skill and leadership (Kotschevar, Withrow, 2007, p. 14). Ritz oversaw the front of the house and hotel management, while Escoffier saw to the kitchen and dining services. They made an unmatchable team both had the highest standards (Kotschevar, Luciani, 2007, p. 14). In the examination of Escoffiers style and in consideration to how he worked with his subordinates and colleagues, it is clear that Escoffier manifested the classic characteristics of the transformational leader.

The transformational leader is a leader who has the ability to transform the people around him or her, and the practices as well as traditions and beliefs, etc. He or she does this through wisdom, through making wise and correct decisions and through the personal guidance of virtues which manifests in the directions he gives as a leader. For example, Escoffier was a leader who put importance to the sense of basic decency and decorum in the work area (Kotschevar, Withrow, 2007, p. 10). Escoffier insisted that his men dress neatly, never use profanity and work quietly, with decorum and gentlemanliness (Kotschevar, Withrow, 2007, p. 10).

As a leader, Escoffier was not just merely demanding from his staff their best foot forward at all times. However, he was also looking after their welfare and safety, considering the fact that the kitchen is a very dangerous place of work. This brings out what observers believe as Escoffiers natural tendencies of being protective of his staff (Civitello, 2007, p. 286), which again is a sign of leadership. Change is an important characteristic of transformational leader. Change is something that is strongly attributed to Escoffier and his leadership and management in the hospitality industry during his time. According to Bernard Bass, an important individual who pioneered this style, transformation leaders often have charisma as well as vision and the necessary intellectual capability to realize such vision (Civitello, 2007, p. 286). After understanding the idea of transformational leader and transformational leadership, it is now important to explain and analyze how this relates to Escoffier and his professional life.

First and most important of all, the transformational leader influences change. This is what Escoffier had done as a leader - inspire and create change. In the restaurant industry wherein he has become an icon, he is strongly remembered because of how he influenced change. Big and small changes have made significant impact in the practice of kitchen management. These changes happened because Escoffier was trying to be a good leader and manifesting the actions expected of him being a good leader.

For example, Escoffier noticed the impact of the practice of people shouting at one another during the peak hours in the hotel when they facilitate and manage food orders. Escoffier, as a good leader, knew that something has to be done and so he made a simple change - changing the title from barker to announcer. With that small change, the kitchen and the usual grind there has transformed dramatically (James, 2002, p. 72). He changed the title of the man who shouted the waiters orders to the kitchen from barker, aboyeur, to spokesman, annonceur, a term from the theatre. The annonceur was forbidden to shout - so shouting around the kitchen had to stop to hear the orders (James, 2002, p. 72).

He also influenced and introduced other changes. More importantly, he did this not by brute force but by using his own charisma among his subordinates. This charisma is heightened by Escoffiers natural good and positive qualities as a person. The use of charisma to influence change is just one of the many characteristics of the transformational leader (Pizam, 2005, p. 380), something that Escoffier is.

When Escoffier came in the industry, there was already an existing practice, but he knew outright that something was lacking or missing. As a transformational leader, he undertook this challenge and task. In the end, this allowed Escoffier to be the person credited for establishing important changes and developments in the field of kitchen and restaurant management. Many critics, writers and historians who wrote about the hospitality industry also made mention of these many different achievements of Escoffier which transformed the industry (Kotschevar, Withrow, 2006, p. 10).

It was Escoffier who perfected the classical or continental organization of workers in the kitchen and precisely defined the responsibility of each one. Escoffier was the first to use a food checker and to establish the close coordination that an executive chef must have with the chief steward (Kotschevar, Withrow, 2006, p. 10).

The transformational leader makes possible change, but unlike other things, change in this context is not merely a matter of developing something or introducing something new. The concept of change as affected by transformational leaders addresses change and transformation in deeper and more complex situation. Escoffier made changes in the industry, but he is a transformational leader because of how he impacted change in a different level. Roth (2004) explains that transformational leadership work is more complex and is characterized by the transforming leader seeking to satisfy higher needs, and engages the full person of the follower (Roth, 2004, p. 21). Roth added that the result of transforming leadership is a relationship of mutual stimulation and elevation that converts followers into leaders and may convert leaders into moral agents (Roth, 2004, p. 21).

This is what happened as a result of Escoffiers transformational leadership - he inspired change, inspired peoples actions because of that change, made leaders out of followers and converted leaders into moral agents. In his own right, Escoffier has transformed from being a leader to a moral agent. Through Escoffiers work, what is acceptable practice, the good and bad or right and wrong in the kitchen is measured based on what he set through his actions, directions and leadership.

a. The pros and cons of the transformational leadership style -Transformational leadership style has its own set of pros and cons. The good thing about transformational leadership is that it allows change to happen. Second, the change impacts individuals and empowers and inspires them. Transformational leaders appeal to the followers as well as fellow leaders in such a way that there is a noticeable impact and effect on those who come in contact with a transformational leader. The negative side of this is that transformational leaders can come in different forms and can sometimes make monsters out of men because of their desire to transform an individual or a practice, the society and its aspects, etc. When pushed to the edge, transformational leaders can succumb to exercising excessive and uncontrollable use of powers because they are motivated by the desire to have their visions and plans and goals realized no matter what.

B. Auguste Escoffier negative points as a leader
While transformational leaders are heralded, transformational leaders is a style that also comes with its own negative side. Transformational leadership is not characterized by polar good or bad. It is ascertained based on what happened as a result of the leadership. And like everything else, it is not perfect. For that, Escoffier and his transformational leadership also brought about negative points to raise and discuss.

If there are some negative points in Escoffiers being a transformational leader, it may include the tendencies of Escoffier in many instances to manipulate (Gubler, Glynn, 2008, p. 143) the kitchen because of his desire for change. While there is nothing wrong with what he wanted to accomplish, the act of manipulating per se resulting from the desire to transform something is, at times, a negative characteristic. It is not difficult to imagine how Escoffier can, at times, tend to manipulate just to get the results he desired. After all, he is considered as a perfectionist and nothing will get in his way in achieving this kind of perfection in the end result, something which, in the long run, can be a negative point.

Another possible negative point in the transformational leader style is the possible tendencies of the transformational leader to want to change a lot of things at the expense of having other people struggle with such changes in the process. Change is ideal especially if something good is expected to come out of it. At times, the danger here lies in the possibility that people can and may find the process of transformation difficult, taxing. It can impact their work and productivity, especially if they do not share the vision of the leader and do not understand why such change or transformation is important or necessary in the first place.

III. Conclusion
Georges Auguste Escoffier was dubbed as roi des cuisiniers et cuisinier des rois (Gubler, Glynn, 2008, p. 143), a French term which in English meant King of chefs and chef of kings. This accolade was largely a result of Escoffiers rise in popularity among the social elite that he feeds with his cooking. While Escoffier, no doubt, is a talented chef, it is also important that history sees Escoffier for his skill not just in cooking but for other things, particularly his skill in leadership. Escoffier is one of the ideal individuals to be examined when it comes to how they used leadership to become extraordinary individuals. Escoffier was a leader because of his innovations. He was also a leader who led men and displayed his own brand of leadership. Escoffier was a transformational leader, a person responsible for change and transformation as he was responsible for innovation in the practice of cookery and kitchen management. In closer investigation of his life and career as a leader, there have been many proofs about how Escoffier handled leadership well, about how he effectively managed his subordinates and how this action. This, in the long run, allowed him, his subordinates and the place he worked for to be productive and effective in the end.

Ibiza is the third in size among the islands of the Balearic archipelago the island covers about 572 km2 area. Combined with the small islands of Formentera, it forms the Pitiusas Islands. Ibiza has a population of about 83,912 inhabitants. The main economic activity of the town is sun and sand tourism. In addition, the masses are always euphorically carried away in the current of music and discotheques, the nightlife is simply amazing.  The tourism industry in Ibiza is seasonal the high season traditionally commences early of June and ends early October with closing parties. The capital city of Ibiza, Eivissa is famous for its exquisite port and the medieval walls that surround the itu (Dalt Vila) among other beautiful sites. In 1999, this site was declared a world heritage site by UNESCO. The local government is currently working towards modifying, its touristic model, this is aimed at incorporating most of the patrimonial and cultural values of Eivissa, the city of Ibiza so that tourists can enjoy their visit to Ibiza. This strategy is aimed at getting more of the summer season-which is the high season and spreading the concentration of tourists throughout the year thus improving the tourism benefits to the local society. Ibiza has now become a colony of Europe, predominantly British. A larger portion of the environment is still natural. However, a significant part has been lost completely to the party animals. It is utterly impossible for Ibiza to get rid of this new culture-it defines Ibiza. In such a sleazy scene, the environment and culture tend to take a back seat, while development drives. Ibiza has not been despoiled as many would argue. There are still many alluring scenes the breathtaking view of Es Vedra rock, medieval defense towers and churches and the beautiful beaches are among the largely unspoiled sceneries (National Geographic Society 2008).

INTRODUCTION
Tourism has been termed a key element of economic growth on a supranational level. The coastal areas have been the main focus of environmentalists advocating for sustainable development. Tourism is normally assumed to be putting increasing pressure on coastal landscapes, the ecosystem and cultural heritage sites, specifically their management. In Ibiza, tourism is largely dependent on nature to attract visitors (see Appendix-1). Hence, protection of cultural and natural heritage is a prerequisite for sustainable coastal tourism. These cultural and natural heritage sites should be protected in an efficient manner so as to ensure that the tourism activity continues to be productive even in the long run. This implies that sustainable coastal tourism should be able to achieve both the objectives of protection and development concurrently.  This is the reason why many countries of the world are increasingly committing themselves to the improvement of their natural resources and cultural heritages by ratifying supranational agreements on sustainable tourism. In Eivissa the natural heritages is represented in the citys biodiversity, value of its recreational amenities, etc. These sites are managed in tandem with the regulations and requirements of the ratified Convention on Biological Diversity. This convention has two main objectives conservation of ecological diversity and sustainability of its elements (COASTLEARN 2010).

ANALYSIS
Environmental impacts
Tourism activities can create enormous pressure on local resources, e.g. energy, land, and water which in most cases may be in short supply. The Third Assessment of Europes environment has documented that, the concentration of tourists in time and space directly impact on people and the environment at the tourist destinations. Eivissa is no exception since it remains to be one of the leading tourist destinations in the world. Ibiza has been one of the most popular holiday destinations for many young Europeans. Local resources are pressurized in various ways such as intensive use of land and water and leisure amenities. The utilization of energy, changes in landscape due to construction of infrastructure and waste pollution. In addition, environmental impacts include destruction of the flora and fauna, and disturbance of the local community due to noise pollution (Ecociencia 2010).

Ibiza has been receiving an increasing number of tourists, who are visiting the sensitive areas- port and the medieval walls, may jeopardize concerted efforts towards nature conservation.  In other areas, conflicts may arise in some cases-especially between tourism development programs and other economic sectors say agriculture and forestry. Agriculture has shaped and changed the way of life of the people of Eivissa (TOUREG 2009).

Socio-cultural impacts
The socio-cultural impacts of Ibiza tourism are the effects on the local community, direct and indirect associations with tourists and the interaction with the entire tourism industry. For a number of reasons, local communities in Ibiza are the weaker party in interactions with their visitors. These impacts occur since tourism has brought about several changes in the way activities are done and in the societys value system. Tourists have changed the behavior of the society, hence has threatened indigenous identity. In addition, these changes have touched on community structure, ceremonies, family relationships, and morality. These have occurred in several ways
Crime, Violence and substance abuse
Ibiza has now become famous for a number of criminal activities which are on the increase especially due to the urbanization and growth of the Island as a result of an influx of tourists. Researchers have posited that, increased mass tourism is mostly accompanied by increased crime rates. The presence of a of tourists in large numbers with lots of money to spend, who usually carry valuable items such as jewelry and cameras catch the attention of criminals. Such activities come with vices like robbery, substance and sexual abuse. Tourism may not be a primary cause of sexual exploitation, but it is a channel to it. Crime and violence in the Balearic Islands, notably Ibiza is majorly associated with the thriving nightlife environment. Nightlife activity has been largely reported in the media as having serious incidents of violence- which is a major issue in the islands during the peak season (summer). The experience of violence among holidaymakers is yet to be previously explored. Ibiza has notably been somehow tolerant towards misbehavior, especially from young adult tourists the tourist hub has even been labeled the Gomorrah of the Med (Hauritz M, et al., 2004).
Table-1, Appendix 1 shows the reasons for visiting Ibiza. First you will note that Most tourist go to Ibiza due to the night life activity then due to weather and culture. Here it is notable that nightlife activity is the most attractive factor to Ibiza as a tourist destination.

Ibiza is a location that contains popular nightlife hence one could argue that her resources are relatively stretched in terms of dealing with violence linked to the nightlife activity (Hughes  Bellies 2007). The police and criminal justice agencies must be able to deal with the violent activities that are very prevalent in Ibiza. Their duties of investigating violence and prosecuting the offenders should be conspicuous in order to maintain the reputation of Ibiza as an attractive tourist destination (Bellies  Hughes 2008 Mayor of London 2008). In such as setting where nightlife violence has been recognized as a major issue, authorities should devote more resources to prevention through the provision of additional policing and security in the nightlife areas and should partner with nightlife industries to enhance safety in the tourism sector (Wallin, Norstrm  Andrasson 2007).

Economic impacts
The costs of conventional tourism are intrinsic and are unfavorable to the local community. These impacts can be analyzed as follows with respect to Ibiza

Infrastructure costs
Tourism development costs the local taxpayers and the government huge sums of money. When developing tourism, the government is responsible for improving the airports, security and roads among other infrastructure. Public utilities spent on subsidized infrastructural goods or tax breaks may cause the government to reduce investment in other vital areas such as healthcare and education (COASTLEARN 2010).

Increase in prices
There is an increasing demand for basic commodities from tourists which has led to an increase in prices, this has affected local residents negatively-their incomes have not proportionally increased in response to this. This is mostly related the rise in demand for real estate, characteristically leading to land values and building costs. This impact on the local community in two ways first, they are not able to meet their basic needs, and second it may result into a dominance of the property market by outsiders who may eventually erode economic opportunities for the local residents. When tourists live in their second homes for longer time prices in these new homes rise, especially if their numbers are quite significant (COASTLEARN, 2010).

Economic reliance on tourism
It is clear that Tourism in Ibiza is the main (if not the sole) economic activity. This puts Ibiza in a more vulnerable position, anything that negatively impacts on the tourism industry (e.g. terrorist threats, insecurity, and impacts of natural disasters among others) will have devastating impacts on entire economic climate.

Seasonality in character of jobs
Seasonality in the Ibiza tourism industry affects the economy since the tourism is the key economic driver of the economy, due to overreliance on it. Problems of seasonality are mostly depicted in seasonal workers who face a myriad of issues ranging from job insecurity to low incomes this is because the worker is simply not guaranteed of employment as the industry transits from one season to the other other difficulties include getting training, flexibility benefits, experience, poor quality housing and unfavorable working conditions (Butler, 1980).

RECOMMENDATIONS
Quantifying the benefits of sustainable tourism
Tourism is significantly part of the economy of Ibiza. Since the environment is a basic element of the tourism industry in Ibiza, resources (assets and revenues from tourism) should be engaged in measuring the economic value of the reserved areas. This will help in quantifying the benefits of sustainable tourism in Ibiza and henceforth the drafting of a clear and implementable policy on sustainable tourism. Another problem that should be looked at is the collection of tourist expenditure data which should be recorded as a vital macro-economic statistic. However, the tourism industry is quite challenging since, revenues from tourism are mostly earned through the informal economic sector, such as street vendors, taxis, and informal guides inter alia. The good side of this is that, the informal sectors money is returned to the local economy and has what economists refer to as a multiplier effect as it is keeps circulating in the economy.  It is estimated that, tourism an indirect contribution equal to 100  of direct tourism expenditures (World Travel and Tourism Council 2008).

Environmental sustainability
The last century has witnessed the roles of Ibiza beaches being completely reversed beaches are mow regarded as key drivers of economic welfare and not inhospitable place. However, the pressure and the overuse of these facilities have raised a lot of concern. It has become more like complex to maintain the natural allure of these attractions and at the same time enjoy the revenues (talk about having your cake and eating it at the same time). However, sustainability of Ibiza tourism can be enhanced as follows First, Ibiza should form an integrated authority to manage the beaches. This authority should be responsible for the reorganization of the entire territory including its periphery, in a manner that the natural sites can gain from that process and have capacity to cater for a concentration of tourism in a particular area. This should also be accompanied by the incorporation of environmental costs into the prices of the tourism products.

Secondly, existing information should be disseminated effectively. The government should coordinate accordingly with all the stakeholders that are associated with the costal bodies (Ecociencia (2010). As a matter of fact, information should be made public this includes information on the latest aspects of sustainable tourism, the protected and the favored sites and on seminars. This will allow for easier exchange of opinions, findings and methodologies. As a result, Ibiza will be enhancing environmental education (UNESCO 2002).

Implementation
Ibiza should have an action plan that clearly stipulates the implementation strategies and address the various questions posed. The plan should clearly state who is responsible for what, how and when should they implement the objectives. The actions should be tailored to suit specific circumstances. In general, action plans include measures in the following areas

Administration this where co-operation between stakeholders sectors and developmental models across all sectors this includes the local people in making tourism policies and decisions
Socio-economical sector this can be done through the  promotion of local purchasing of basic commodities and building material the respective authorities crates a network of local service providers so as to enhance marketing the creation of new tourist products that meet the specific needs of tourists.

Environment this can be done through the identification of habitats construction of perimeter walls around sensitive natural areas enactment of environmental laws that prohibit environmentally harmful activities among other actions.

Knowledge People should be trained and involved in coastal tourism especially about the value of historical sites. Other forms of training should be in areas of environmental protection and management. This will help in raising environmental consciousness among the local populace (The joint world heritage centre 2009).

CONCLUSIONS
Tourism is a diverse sector that is inter-linked to various economic activities, services and even industries. The tourism industry impacts on sectors such as construction, transport, retail industry and on the various sectors that offer holiday products, leisure and business travel-related services (The Valencia Tourist Agency 2003).  In Eivissa, the tourism industry is dominated by SMEs. The key successful element of sustainable tourism industry is the capability to identify and deal with various changes that occur in the industry.  These types of changes take place in the global tourism industry, and they present both threats and opportunities to the private and the private sectors. These are the stakeholders that are working towards achieving a sustainable tourism industry that is also innovative.  In examining the primary elements of Eivissa, research results have indicated that, the slow and continuous changes are taking palaces in the contemporary tourism industry, tourism experiences are changing due to innovations that mainly involve individual tourism products. In order to have a tourism industry that is responsible, there should be a proper environmental planning and management, and assessment system that is responsible for evaluating the economic viability of investments in the tourism industry and their impacts on nature (since nature is a tourism product) the types of benefits for the tourism activity for nature and the local populace. Positive economic impacts of sustainable tourism are in the form of foreign exchange earnings, increased government revenues, the creation of business and employment opportunities (World Travel and Tourism Council 2010).

Sounds of Silence is a business situated at Ayers Rock Resort, Northern Territory. It was established as a licensed restaurant in July 1993 after a thorough market survey and concept development. It aims to offer a unique dining option to the restaurants within Ayers Rock Resort as well as increasing demand for restaurant seating capacity due to the enormous increase in Resort occupancy. This study will seek to give an evaluation of the business. It will evaluate certain aspects of the business in terms of the following  its tangible and intangible assets, development of the new product, product mix strategy, and intellectual property market testing and finally a discussion on the research methodology and the result findings. This collected data will be illustrated in form of tables and charts which will mainly capture the age groups, reasons for travelling, off-site dining and dining options.

Tangible vs. Intangible Assets
Every business has got assets that are not physical in their nature but still provide value to the business (Garger 2010). Among the intangible assets of a business are contracts, goodwill and patents that is, assets that involve use of money to acquire but lack a ready market through which they can be bought and sold (Garger 2010). On the other hand, tangible assets possess a physical existence and somewhat give the holders particular financial rights. Such assets refer to land, machinery, bank deposits and investments (Money Terms 2010).

It is believed that Sound of Silence has enjoyed a tremendous growth in revenue covers and average spend. In addition, its sales go as a set four-hour package at 95 for every client, which extends to cocktails, canaps, and buffet dinner, just to mention a few. This serves as an income avenue for the business as well as its investments. The site location contributes to its asset value as it is used by the guests for more explorations and enjoyments. For instance, the guests on board leave the resort and journey into the desert an indication that the firm have ownership to some parts of their environs. This can be looked at as an asset of land. The guests cannot be comfortable with the services offered to them if there are no relevant equipment or machinery, for instance, transportation facilities, and house facilities just to mention a few. In addition, its intellectual property rights serve as its intangible assets. For instance, the Resorts specialty which consists of macadamia nut bread and butter pudding can be patented it will not only serve as a real product, but the invention behind it translates to an intangible asset. In addition, the Resort enjoys copyrights to the poem which is recited to a background of wind gently rustling through the desert oaks. In general, the richness of the unique products developed by the chefs and the food and beverage attendants entail involves a lot of innovation which should be contained in their patent contents. All these serve as intangible assets.

Success of New Product
Product development is very fundamental in the satisfaction of tourists needs as well as their changing demands and expectations. In Tourism Marketing, research on product development is dominated by research on destination development which in most cases represents planning approach (Gunn 1998). The key foundation of any tourism product is the physical plant, which encompasses the settings and conditions of the physical environment, for instance, weather, water, and infrastructure and so on and so forth (Smith 1994). In addition, the physical plant demands the services input in order to provide ample satisfaction to tourists. These services relate to those specific tasks needed to meet the needs of tourists, for instance, front office operations, food and beverage provisions just to mention a few. (Smith 1994). Again, the aspect of hospitality in tourists products is very important if their expectations are to be addressed accordingly.

Freedom of choice comes in order to provide various acceptable range of option so that the experience can be more satisfactory. In the long run, there should be a customer involvement strategy which not only focuses on physical participation but also creating a sense of engagement (Komppula 2001).

It is important to scrutinize the different experiences and activities that visiting tourists would expect while at the Resort and ensure that they fulfill their needs. The research should examine the customer utility and the benefits that tourists can acquire from the new product. Furthermore, suggestion provisions, customer involvement programs and comparison strategies from existing tourism business can provide more insight in this process.

Product Mix
Product mix is a diversity of an association of products which yield larger sales revenue when marketed as a whole than when marketed in isolation (Business Dictionary 2010). Sound of Silence in its entirety is just as much of a product as the individual packages of offerings it makes. In addition, in the process of developing the new product, it should take into account the reputation of the business in the eyes of the travelers. According to Seaton (1996) corporate image is composed of the perceptions made up by the external audiences of every bit of activity a business undertakes. Inasmuch as Sounds of Silence seeks to come up with good branding at the level of the new product, so will it need to do in its corporate identity at the level of the firm. When their clients turn to the activity operator, they will expect to be provided with experiences, which have been created by the company and them as clients. It is the initiative of the management to provide the best possible prerequisites for the said experience, appealing ideas and description of the products, effective service process as well as functioning service system.

Intellectual Property
Intellectual Property (IP) refers to creations of the mind inventions, literary and artistic works, and symbols, names, images, and designs used in commerce (WIPO n.d.). Patents, trademarks, designs, and geographic indications of source as well as copyright in the case of artistic works, like novels, poems, plays, films, musical works, drawings, paintings, sculptures and architectural designs fall under intellectual property of a firm (WIPO n.d.). It is always a business rule to file first then launch second. In the development of a new product it is important to note that potential patent rights may be lost if one rushes a new product concept to the market without sufficient patent protection. Considering the fact that Sounds of Silence is not immune to competition, there would be a possibility for other tourist companies hijacking their new developed product, especially if it is noble, useful and on demand in the market. In order to prevent any risk, the firm can consider filing a patent application as provided in the law before launching the idea fully.

In addition, they can go further and file their new invention with the patent attorney where they can be updating the patent portfolio to reflect product changes in the future furthermore, this will ensure that their patent portfolio supports their new product at a given product line. They should not forget to do an intensive research so that they can establish if the new invention exists elsewhere. These will eliminate chances of confusion if there are similar products in the tourism industry. This can be achieved through a trademark search which will not only establish the existence of a similar product but also establishes the non-existence of such a product (Mark P  Weber B 2010). In this regard, they will have protection from others utilizing their identity in specific geographical areas.

Market Testing, Network and Activities
Test marketing is a stage in product development where the product and its marketing plan are exposed to a carefully selected sample of the population in order to decide if to adopt the new product or reject it (Business Dictionary 2010). The management of Sounds of Silence could let a sample of travelers enjoy free services under the new product as they give their feedback for evaluation. They however, should not let the travelers think that they are undergoing an evaluation exercise. It is however important to note that test marketing is not market testing, since the former is just among the many forms of market testing. There are certain benefits obtained from market testing namely estimation of sales and product adaptability as well as diagnostic information which makes it possible to revise and refine any aspect of the launch.

It is evident that several test runs were carried out prior to the opening of Sounds of Silence. The project was made available to the general public for their scrutiny and feedback. It is also noted that a series of test runs and trials were undertaken which included Resort staff, community residents, tourism industry personnel and tour operators. In so doing, their views, opinions and sentiments about the product were incorporated into the development of the final product. The figure below illustrates a general view of when a business can consider running a market test for its new product.

EMBED PowerPoint.Slide.12

Sounds of Silence can consider reaching out to other similar restaurants or tourist business and propose to them their new product.  In this process, they can recommend the product to other firms and evaluate if they would recommend the product to their clients. On the other hand, they can create a false buying situation and observe the behavior of the clients. They can consider coming up with follow-up procedures in a bid to assess likely repeat sales. Furthermore, they can consider using media advertisement through brochures, screen advertising, post-exposure questionnaires or self-administered questionnaires, phone follow-ups and offer to buy more strategies, just to mention a few.

Market testing cannot achieve its goal if it ignores the opinion of others particularly the experts in the tested product. The establishment of this project would not be successful at all if the stakeholders failed to consider specialist assistance in the development phase of the operation. Firstly, they needed to be advised if at all the product would be viable in the said location otherwise it would be like building a house in the sand. They could consider the following a land surveyor who would guide them on the potential geographical adversities of the site selected. This would guide them in putting in place remedies to such potential environmental risks. This will help the management consider having artificial paths in case vehicles cannot drive during rainy seasons. It is impressive to note that during the extensive period of market research and concept development, the management did carry out consultations with Parks Australia North (PAN) in a bid to identify a suitable location.

Another important factor is the cultural factor. They cannot overlook the cultural tenets of the host community and the environment in which they are operating. By so doing, they will be sure that their product is not in conflict with the people living around. In the long run, this will boost the Resorts confidence in doing business among those communities.

As mentioned earlier, the Resort is not only a domestic enterprise but also an international one. That means there will be multi-cultural and inter-cultural state of affairs. This can lead to either cultural cohesiveness or cultural conflicts. Whichever the case, the Resort must endeavor to find out what this would mean to the local residents. Again, it is upon them to ensure that the internationality of the services offered at the Resort do not conflict with the culture of the guests and of the communities around. They can consider having concerts and cultural parties where the local communities come and present their cultural values and practices this can be an entertainment mechanism to the visiting guests as well.

The Resort can establish a network strategy in its quest to popularize its product in the wider market. It can liaise with the media to enhance its network boundaries. In this regard, the public can participate in question-answer activities to win tickets to the Resort. Use of media is the best method to capture the wider population especially in the locality. In addition, use of internet media will help capture populations in the Diaspora. The Resort can expand their network boundaries through their existing clients. They can offer attractive discounts to those clients who bring new clients to the resort. In this regard, existing clients will focus on promoting the product to other clients to enjoy the discounts.

Research Methodology  Findings
As mentioned earlier, use of questionnaires is among the many ways the Resort could evaluate its new product. The responses provide a concrete base that the management can use to make decisions. It clearly reflects what the population would do if they were presented with a certain product. There was a survey conducted by students from GCIT as part of the Product Development subject. The aim was to determine the level of interest in the population in a Unique Dining Experience near Uluru. The questions used can be considered as an overall guide whenever considering coming up with other set of questionnaires. They are well set and exhaustive. See appendix A for the list of the questionnaires and their response results will be illustrated in Appendix B. The charts in appendix C will capture age, reason, off-site dining and dining options.

The results indicate that most of the interviewees were males scoring 75 and females scoring 25. The age group ranged between 18-35 years. There were no responses fro ages 36-60 years. Most of the respondents (50) preferred to travel to Uluru for family holidays while 30 expressed no reason for it 10 did it for the sake of romantic experience and 10 travelled to Uluru on business mission. It seems that most of the respondents would take a trip to Uluru with their families andor loved ones (couples). Surprisingly, 80 of the respondents expressed desire for an off-site dining experience, accompanied by hot and cold buffet. Some respondents would prefer star talk others live musicband, sand surfing, and cultural face painting just to mention a few.  In addition, some would prefer a casual relaxed environment, cocktail, adventure, cultural presentations et cetera. Notably, a greater part of the respondents would not prefer to have a dining experience that exceeded two hours and the preferred time being at 7p.m. In terms of dressing code, they prefer staff in casual dressing. In terms of spending, no respondent would prefer to go past 110. Overall, the majority of the respondents see Uluru as a good place for a family outing vacation.

Itinerary Management
Based on the research findings the Resort needs to develop a full itinerary that would ensure a well coordinated movement of the visitors. It should focus on timely movements to avoid unnecessary inconveniences. The planning should take place between the client and the Resort. The client should propose their time schedule that should guide the Resort in the arrangement of proper departure and arrival of the clients. The itinerary schedule should make it easy for international visitors find their way within and without the Resort. A fully equipped itinerary system should avoid the following arbitrary inconveniences, vehicles in poor conditions, vague communication between the client and the itinerary department. It should include competent and hospitable personnel, consistent communication between the two parties and optional mechanisms in case of possible inconveniences. It can provide geographical maps to guide the travelers to all points of destinations manually and electronically, for instance, launching a website with such details.

Distribution Network
Distribution network entails the chain of distribution right form the supplier to the consumer (Business Dictionary 2010). It involves a well planned criterion for the delivery of goods or services from a particular manufacturer to the targeted delivery locations. In some cases it can use agents or other means necessary for the conveyance of the product or service.

The essence of any distribution network is to ensure effective access to a product from the supplier to the end user. At Sounds of Silence, there should be well managed hospitality procedures. The guests should feel at home from the very moment they arrive at the Resort. The management can consider recruiting few ushers whose work is just to accompany the guests as well as ensuring all their needs are adequately met.

The Resort can consider two potential supplier agreements in order to have a satisfactory distribution network. First of all, it can consider outsourcing itinerary services. This will establish an effective movement of the visitors to and from the resort. This will relieve the Resort from itinerary hustles that might create inconveniences to their clients. Secondly, it can outsource catering and entertainment services both form the local community as well as international community. This will enable the experience of travelers be more vibrant and meaningful. Considering that families prefer to visit the resort, the management can consider outsourcing entertainment services from interested parties. This will relieve the m from hustles associated with entertainment of the guests. In addition, it can incorporate food supply as well as catering services since this will add more creativity and diversity in this function.

Competition Analysis
Just as how the core service for a hotel is lodging so is outdoor catering for Sounds of Silence. The same case applies to airlines whose core service is transportation. As can be seen, the new product is an improvement of the Resorts prior product hence the reason for being in the market. It does not have any other product apart from outdoor catering. However, the Resort can complement its core service with other services in order to make their customers utilize it. It can consider putting in place effective front office services, check-in services especially for the international customers. The additional services will facilitate the use of the core service otherwise the customers may end up not consuming it.

Normally, the evaluation of the trends in the market determines the kind of sales strategy a business will consider using. This is what translates to the unique Selling Proposition (USP) of a business. In general, Unique Selling Proposition is defined as the factor or consideration a seller goes by in defending why hisher product or service is unique from or better than that of a competitor (Entrepreneur Media 2010). It is argued and justifiably so that one must first sell himself before even considering selling the product. This is useful if the product is similar to others around. If Sounds of Silence are to emerge successful in pinpointing their USP, they must do a thorough soul-searching and creativity.

The USP of Sounds of Silence can be summed up as follows the unique restaurant that offers unique outdoor experience at the dawn of the sunset. Certainly, the potential competitors are those that share in the same product. Other tourism firms may come up with better strategies that would outdo those at Sounds of Silence. The advantage is that the Resort is not only domestic but international. This makes potential competition a bit wider. If it were only a domestic enterprise, the locals would easily duplicate it by coming up with better services that would suit the communities around. The settings of the Resort are very impressive and eye-catching anybody would be quick to share in the experience. This in itself serves as a unique selling touch point due to the purported experience in it. Indeed, it qualifies as a USP for the Resort. As mentioned earlier, the creativity of the staff and the management in the design of the product makes it difficult for competition to duplicate. Remember, this creativity exists as an intangible asset of the Resort hoping that it is legally protected. This in itself prevents competitors from duplicating the product per se. In the event that this suffices, the Resort can take a legal action which will not only ensure that no competitor duplicates the product but also get compensation in cases when a competitor duplicates the product.

The management should constantly aim to improve the product on a remote basis. They should aim at eliminating anything in the product that is not acceptable in the Diaspora. Their hospitality should be without bias to this or that nationality. The product can include both domestic elements and international elements but this should not block the guests in making choices. The two aspects can be treated as symbiotic and as ends in themselves although may inhere in separate product packaging.

Product Differences
The site settings for Sounds of Silence are superb. It captures the spectacular sunsets, brilliant night skies. Notably, conducted research indicated that such a setting would offer an experience that would appeal to the tourism market, both domestic and international. The site is within the boundaries of the Resorts land. The site selected attains its desired value if and only if the physical settings are in its favour. In principle, a good site rests on a good physical setting. It would be impossible for the guest to have a good view of the southern skies through the telescope if the physicality of the site was not well positioned. In other words, to consider the selection of a site is to consider the physical setting of the same site. The physical location can be traced in the Ayers Rock Resort in the Northern territory.

The uniqueness of the Resort is also reflected in the staff. They are trained in first aid practices to add to their skills and be more productive. In outdoor catering, there can be cases of injury which may require maximum supervision. In the pursuit to be more unique the staffs no longer ware uniforms that include Akubra hats and boots, but ware more formal traditional white and black attire. The aspect of service difference and image difference rests on the services accorded by the staff to the visitors. This includes the management. The kind of perception the visitors make about their experience becomes their image about the Resort. This is what will determine if they will come again or not. In the long run, that perception is what translates to the reputation of the company.

Conclusion
The essence of any tourism business is how much it can offer hospitality to its clients. It is very impressive to note that Sounds of Silence takes all this into consideration. There seems to be a constant flow of visitors from one season to the next. The market research indicates that it is a concept appealing to many. The most beautiful thing is to note the zeal people have in taking vacation with their families to such an experience. This adds credibility and moral quality to it. There is still a lot that needs to be done at the Resort so that they can retain a good position in the eyes of its competitors by ensuring a persistent product development.