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Satisfied guests come back and do word-of-mouth advertising. This leads to a higher average infrastructure utilisation and at the same time leads to reduced advertising costs. Wehrli et al. (2011) stated that Lucerne gets over a million overnight tourists every year not counting the number of tourists who just stop by the city during the day. This staggering number can only take place if the visitors kept coming back to the city as the numbers do not at all imply that these million visitors perform their journey once to never come back. The WTO (2004) lists a number of factors influencing guest satisfaction, e.g. meeting tourists‘ expectations, providing a sense of good value for money, ensuring a clean, safe and secure environment, hospitality, quality of sites, events, attractions and services related to them, expectations and interests. However, many individual responses depend on personal interests and individual perceptions and are not objectively measurable indicators: e.g. did the skier obtain his preferred, snow conditions, was the local festival interesting to the visitor, was the food to the taste of the tourist? However, it can be determined that overall Lucerne manages to meet the multitude and varied desires and expectations that people have coming into
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Frommer (2012) cites that it was during this era that Lucerne has managed to establish a balance between the established culture which existed at that time and is very attractive to conventional tourists who seek to engage in authentic traditional culture along with alternative culture which is more attuned by younger, hip tourists who seek adventure and a glimpse of something different. This consensus or balance that has been reached has inspired a new Swedish term that is called Kulturkompromiss – otherwise known as culture …show more content…
In fact, McKercher and Du Cros state that in many places, cultural heritage management and the torusim industry are often at odds with on another, and in fact, remarkably little dialogue occurs between the two even though they both share mutual interests in the ‘management, conservation and presentation of the culture and heritage assets’. Richards (2007) further supports this thesis by stating that places where there is a functioning culture heritage management and a booming tourist sector as can be in Lucerne, the two will tend to complement one another rather than choose to isolate the other and thus result in poor consumer experiences and diminish the value of cultural
Frommer (2012) cites that it was during this era that Lucerne has managed to establish a balance between the established culture which existed at that time and is very attractive to conventional tourists who seek to engage in authentic traditional culture along with alternative culture which is more attuned by younger, hip tourists who seek adventure and a glimpse of something different. This consensus or balance that has been reached has inspired a new Swedish term that is called Kulturkompromiss – otherwise known as culture …show more content…
In fact, McKercher and Du Cros state that in many places, cultural heritage management and the torusim industry are often at odds with on another, and in fact, remarkably little dialogue occurs between the two even though they both share mutual interests in the ‘management, conservation and presentation of the culture and heritage assets’. Richards (2007) further supports this thesis by stating that places where there is a functioning culture heritage management and a booming tourist sector as can be in Lucerne, the two will tend to complement one another rather than choose to isolate the other and thus result in poor consumer experiences and diminish the value of cultural