Michigan State University Extension
Tourism Educational Materials - 33520067
06/06/02
Enhancing Kansas Communities Through Tourism
Author: Albright, Kenneth
ID: L839 Year: 1991
POTENTIAL INDUSTRY
Tourism in rural areas needs to be recognized for what it
is-legitimate means to enhance economic development. By the
year 2000, tourism may become the world's largest industry,
a fact that cannot be ignored by the smallest community.
Already more dollars are being sent out of the country
(exporting) through tourism than any other business
industry. Tourism is also the second largest employer
following health services.
People usually associate industry with smokestacks, conveyor
belts, and large machinery. Industry evokes images of
noise, heat, and sweat. However, tourism is referred to as
a "clean industry" one that does not require bond issues,
sewer lines, or buildings. Visitors come, visit, distribute
new dollars, and then leave. Surprisingly, nationwide,
tourism is now recognized as the number three force in the
economy, behind food and auto sales. Tourism ranks among
the top three industries in 39 states, including Kansas.
Tourism development is a bright spot in the Kansas economy,
but is overlooked by many people. An impact study conducted
by the U.S. Travel Data Center in Washington, D.C., shows
tourism generated $2 billion for the state of Kansas. This
means that tourism generates approximately $47 million state
tax revenue and $15 million local tax revenue, or about a
$65 reduction from each Kansas family's tax load.
Economic planners point out the non-metropolitan counties
depending on tourism, retirement income, and specialized
government spending, showed greater stability during the
"turbulent eighties" than areas dependent upon farming,
rural manufacturing, or oil.
According to the U.S. Travel and Tourism Administration,
tourism has recently surpassed all other industries in
generating foreign spending in the U.S. In 1989, the study
estimated tourism brought $43 billion in foreign money into
the United States, far ahead of agriculture goods and
chemicals. The year, 1989, was the first time foreign
travelers spent more money in the United States than
Americans spent abroad.
Not too many years ago, people viewed tourism as a frivolous
activity available only to the rich. With the realization
that a number of people are spending vast amounts of money
to travel, many recognize that tourism is a vital means of
economic development.
On the other hand, tourism should not be viewed as a panacea
for economic development. Tourism is primarily dependent in
part on the local economy. Tourism does not just happen. A
community must meet certain criteria to be successful in
attracting visitors. That is, the community must have the
infrastructure, attractions, and people necessary to support
the industry.
YOUR COMMUNITY
Is your community ready for tourism? How can your community
take advantage of this big business? Are you willing to
devote time, money, and energy to such a project? These
questions, and many more like them, can only be answered by
your community.
Kansas communities can improve their economy through
tourism-even the most remote areas that don't believe they
have anything worthwhile to offer. Every community has it
own special inducements to attract visitors. These
resources need to be identified and developed. There must
be a reason to attract people to your community in order to
have a tourism industry.
Tourism is a complex industry. The list of what attracts
and interest people is long and varied. Basically, you can
categorize attractions into four main areas: Natural or
Unique; Historical; Man-made; and Events. A local committee
must study, research analyze and then prioritize the
potential list of attractions. Ask yourselves: Which of
these four categories are developed, partially developed, or
could be developed? What about the other areas; do they
have the potential to be developed?
Checklist
Developed Partially Could Be
Developed Developed
Historical
Natural/Unique
Man Made
Events
Stories are related the world over about communities that
never made a decision, versus those communities that did
commit themselves and their successes in that new industry
(tourism).
It is easy to rationalize reasons not to pursue the tourist
dollar. "Our town is not on a major highway... We do not
have a good restaurant....We don't want strangers in our
town."
There is no such place as too far off the "beaten path." In
fact it can add to that air of mystery and intrigue.
"Just whose responsibility is it to promote tourism?," you
ask? It is your responsibility, or anyone else's that has
an idea. All programs start with one person's idea. Any
citizen with a vision of the community's potential that can
feasibly be developed should initiate the action.
A successful tourism development effort must have the
support of the local citizens. Many people feel that
citizen participation slows down and complicates the
planning and implementation process. This is short-sighted
philosophy. Citizen participation must continually be
encouraged. In the end, it will pay off in support and other
types of dividends.
The development of a tourism program has to be part of the
overall development of a community, county, or area. It can
seldom be done by itself. Every community has the potential
for developing and attracting tourists or visitors. Some
communities are more blessed with natural potential than
others. Other communities may have to work a little harder
in discovering their niche.
At least five areas need to be considered by the community.
1. An attraction or several attractions to induce visitors.
2. An informational or directional program, including
literature, advertising, promotion, signage, tourism center,
etc.
3. Service and facilities to sell to tourists. (These are
what produce income)
4. Well trained service people.
5. Environmental quality.
Planning is essential. The time, energy, and effort devoted
to the planning, organization, and promotion cannot be over-
emphasized. Communities with the proper attitude,
knowledge, and skills will get the largest share of the
tourism dollar.
Many communities fail to reach their tourism potential
because they have never planned or evaluated their program.
First, do your homework, which includes self-analyses and
self- evaluation. Complete a comprehensive inventory of
resources.
Put yourself in the visitor's shoes. Quality should be so
high that an honest "yes" can be given to the question:
"Would I spend my hard-earned dollars in this community?"
Tourism is everybody's business. There are three major local
stakeholders.
1. Government - responsible for the infrastructure
(streets, parks, signage, water, sewer, etc .)
2. Volunteers - those citizens that make up the non-profit
groups, recreation commissions, special events committees,
museum boards, etc.
3. Commercial - this sector goes beyond motels, food
suppliers, or filling station operators and should include
active participation from others such as bankers, lawyers,
doctors, mechanics, media, etc.
A mechanism needs to be put in place to bring all those
entities together.
MARKETING YOUR COMMUNITY
On the whole, travelers represent an upscale of the
population. The growing experience and sophistication of
American tourists have created a rise in demands that take
the fun-seeker off the beaten path, or provide a new
prospective or destination.
Who is traveling and what does that person want to see?
This is a primary question that needs addressing. More
traveling is taking place due to:
1. Increased discretionary income.
2. More leisure time.
3. Higher value being placed on education through travel.
4. Shorter work week.
5. More people in retirement.
6. Higher education levels.
7. Greater interest in culture and history.
8. Faster transportation.
A community must market its image.
What is the image your community desires? Select, develop
and guard your image. The five qualities necessary to go
along with this image are:
1. Organization
2. Attraction
3. Services
4. Promotion hospitality
5. Infrastructure
People today are searching for scenery, heritage, and
culture. The new tourist finds roots in all of what is
America. This new type of tourism can provide benefits not
only for the guest, but also for the community that develops
the program. It can enhance a community's sense of place and
make it a better place in which to live. Towns that are
attractive to tourists are also attractive to industry; the
spirit shows through.
Most rural communities cannot afford mass production,
scatter-shot advertising, or second-guessing developments
and events to attract the general traveling public.
As in the development of any business, it is important to
know your product and who its customers are, where they are
located, and what their desire is.
A promotion campaign might consist of printed materials,
newspaper stories, radio and television commercials,
videotapes, etc. Promotional efforts within a radius of 200
to 300 miles of the nearest metropolitan area achieve the
best results.
In your marketing strategy for bus tour groups, target your
efforts in terms of hours from your community. Inform bus
tour operators that your community could provide a coffee
break stop, as you are located within two or three hours of
the tour's origin. A lunch stop could be provided for bus
groups originating four hours away. Overnight lodging could
be promoted to those groups eight to ten hours distant.
National figures show that for each full day and night spent
in a city by a bus tour, about $3,000 is generated in
revenue. That's big business.
Regardless of the promotional method selected, those
involved in tourist promotion need to remember that the best
advertising is by word of mouth from satisfied customers.
Remembered also that, even at best, this form of advertising
is extremely slow. Therefore, it is important to also
develop brochures, feature stories, etc. Keep these thoughts
in mind. Brochures have a high market penetration but low
credibility. Feature stories, articles, and general mass
media usage (second party endorsement) have medium market
penetration and medium credibility. Word-of-mouth
advertising, as stated previously, has a very high
credibility value, but a very low market penetration.
Misleading advertising, or advertising promising an
experience that is not available, can quickly turn all
promotional efforts sour. People go where they are invited,
but only stay or return where they are wanted. It is
important to have your house in order before guest
invitations are sent out.
Remember, the traveling public today is sophisticated. A
straightforward invitation is a much better sales tool than
an overly cute one.
GREETING AND SERVING VISITORS
Communities get what they work for-the dollars left behind
depend on the recognition, courtesy, and hospitality shown
to their guests, plus a quality product.
The courtesy and hospitality your front-line workers show
cannot be overemphasized. These individuals are the first
contact, the first impression, and the first opportunity for
a guest to evaluate the community.
The hospitality and courtesy shown to travelers leaves them
with the impression that they are wanted and appreciated.
The visitors will tell others about the friendly, helpful,
enjoyable community. The visitor is the most important part
of your business; visitors are your business.
Education of retail service people, both business owners and
employees, is essential. The training will help the
participants recognize travelers and provide the service and
information that will make their visit more enjoyable.
One program designed to reinforce hospitality skills in
employers and employees is a Hospitality Workshop.
A model agenda for a half-day session could include these
topics:
1. Economic Impact of the Travel Industry
2. Knowing Your Community
3. Value and Responsibility of Serving the Visitor
Contact your County Extension Office or your area Extension
community development specialist for details and assistance.
Other tourism resource contacts include:
Travel & Tourism Division, Kansas Department of Commerce
Travel Industry Association of Kansas
Department of Wildlife and Parks
Kansas Historical Society
Chamber of Commerce
Regional and Sub-Regional Tourism Organizations
Resource Conservation and Development Districts
Regional Planning Commissions
Tourism development can be one of the keys to local economic
growth. The act of practicing good hospitality is an
important ingredient for every community that wishes to
improve its local economy this way. Most communities could
enhance these opportunities by doing some homework, such as
a self evaluation and analysis of their hosting and customer
relations qualities.
SUMMARY
1. Obtain leadership commitment by a responsible local body
as the primary sponsor. Recruit and involve support from
other relevant organizations.
2. Assess your tourism potential:
Analyze your present tourism potential.
Evaluate your market and market potential.
Evaluate your resources (human/time/ money).
3. Develop a mission statement:
Establish reasonable goals.
Establish committees, projects.
4. Conduct an effective educational program (hospitality
training):
Develop awareness of tourism importance.
Enhance hosting capability.
Build pride and cooperation in local citizens.
5. Expand horizons:
Initiate new investments (public/private).
Improve environmental and aesthetic qualities on a
continual basis.
Develop system of information/direction/interpretative
programs.
6. Manage and evaluate:
Maintain quality.
Update promotional material.
Repeat educational workshop.
Re-exam mission statement.
Make systematic inventory or community services,
attractions, and special features.
Kenneth B. Albright
Extension Specialist
Community Development, South Central
Layout and illustrations by Darla Whipple-Frain
Cooperative Extension Service
Kansas State University
Manhattan, Kansas
L-839 September 1991
issued in furtherance of Cooperative Extension Work, acts of
May 8 and June 30, 1914, as amended. Kansas State
University, County Extension Councils, and United States
Department of Agriculture Cooperating, Walter R. Woods,
Director. All educational programs and materials available
without discrimination on the basis of race, color, national
origin, sex, age, or handicap.
File Code: Community Development, 6
CB 9-91-5M
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