Risk & Crisis Management in Tourism Sector:
Recovery from Crisis
in the OIC Member Countries
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 The DCMS has a low profile within government compared to other ministries, while
tourism has a low profile within the department, and the minister with responsibility
for tourism does not always have this role reflected in their title. One consequence of
this is the lack of strategic direction and leadership noted by the industry.
 Nearly half of all inbound tourists only visit London, which receives around 17 million
tourists per year. Apart from a few other heavily visited cities (e.g. Stratford, Oxford,
York) it remains a challenge to encourage visits to other parts of the country (Mintel,
2014).
 At regional level, the Local Enterprise Partnerships (LEP) which replaced the RDAs in
2012 are often too small to include a tourism specialist and as a result the profile of the
industry is lower than it was under the RDAs. Some destinations have a good-quality
DMO which provides good leadership, while others are weak. Until the 9 RDAs were
abolished, VisitEngland had been able to work closelywith them. Now, there are 39 LEPs
and around 200 DMOs, making for weaker relationships. Partly as a result of this lack of
expertise and focus, seaside destinations are often in decline, as their traditional
markets grow older or find it cheaper and with more reliable weather to holiday abroad.
 Another weakness related to the fragmentation of leadership at regional level is that
rural businesses in particular often struggle with marketing andmanagement skills, and
are uncertain who they should turn to for help (Briedenhann, 2008).
 The quality of welcome accorded to tourists at major entry points is often below visitor
expectations, and the quality of service skills and quantity of people with appropriate
skills is inadequate. This is partly because tourism is perceived as a low-skilled and
poorly paid sector, offering only seasonal work in many places. There is concern that
once Britain leaves the EU the problem will be exacerbated because around 20% of the
workforce is from Central and East European EU member states.
 Businesses perceive a significant regulatory burden on their operations. For instance,
taxation raises costs for overseas visitors and may deter some people from visiting.
These taxes and fees include VAT, Air Passenger Duty, and visa costs. When visa prices
were increased in 2005 by a considerable amount for visitors from many countries, the
inbound tourism industry was taken by surprise as it had not been consulted. Visas to
the UK are more expensive than to other European countries and the cost is seen by the
industry as a major deterrent to prospective visitors.
 Obtaining tourist visas can be onerous, and entry arrangements at borders can be time-
consuming for non-EU citizens.
 The cost of hotel accommodation is not competitive in comparison with other countries.
 There is a need to increase skills and training within the sector. Currently around 20%
of jobs are filled by migrants from elsewhere in the EU, and once the UK has left the EU
it will be more difficult to fill these posts.
 Historically there has been a lack of policy attention to tourism from the government
and civil service. While this was to some extent rectified after the FMD crisis in 2001,
there remains a view that the private sector should take principal responsibility for
developing the sector.
 Some key visitor attractions, such as national parks, have a haphazard approach to
tourism provision. This is partly because of funding cuts affecting the public sector since