Free online training tourism tool now available – SMARTOUR

Thinking about going into the tourism industry ? Or maybe you work there already but have never had training?

We have a free online tool to help you develop. It was developed by and with the tourism industry – here is the list of topics available:

  • Accessibility – what is the scope and potential of this growing market for those with access needs?
  • Sustainable Supply Chains – what are the actions needed to get the most from your local supply chain?
  • Sustainable Food and drink tourism – how important is food and drink for the tourist offer? and what simple low cost actions can you take
  • Social media and marketing – developing your markets and guidance on social media
  • Seasonality – developing a plan for seasonality
  • Quality – what is service quality and how does it link to the visitor experience?
  • Training – planning and thinking about training for staff
  • EU Quality Principles – a simple and practical guide to EU Quality principles
  • Energy Controls – why you need to control energy
  • Interpreting Energy Bills – looking at energy bills and saving money
  • Indoor Air Quality – what affects customer comfort in rooms?

Each unit last between 30 mins and 1 hour – a simple test is available at the end of each module.

The tool can be found here smartour.dcnet.eu

and here is some guidance on the registration process to get started. Fill this out correctly and the tool will generate a certificate you can print out (depending on your results).

SMARTOUR Online Training Tool ppt 

Useful links

Project website – http://www.smartourproject.eu/

Twitter @tourismsu   #SMARTOUR

Facebook page -Sustainable Tourism in Europe https://www.facebook.com/smartourproject 

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Tourism: large scale funding opportunities

“To travel is to discover that everyone is wrong about other countries.” Aldous Huxley

In my opinion Aldous Huxley is correct when he said that tourism is a way to learn and get about other countries. In fact, tourism is a major economic activity in the European Union with wide-ranging impact on economic growth, employment, and social development. A demonstration that in Europe there is a lot to learn!!

Tourism has been recognised as a powerful tool in fighting economic decline and unemployment. Nevertheless the tourism sector faces a series of challenges. These are due not only to the classic economic issues Europe faces nowadays. The fact is that tourism is a very diversified economic activity and it encompasses a great variety of sectors and sub-sectors.

Culture, Sport, Food and Beverage, Industry, Agriculture, Arts&Crafts, Blue economy are just a few topics which can be collected under tourism umbrella. What about the opportunities in this sector?

What is out there for tourism businesses and services providers?

The European Union sets a series of funding scheme which can help tourism and its sub-sector to develop and growth.

Here we will analyse some of them which might be interesting. For a full information you can check this publication: EU FUNDING FOR THE TOURISM SECTOR 2014-2020

 

EUROPEAN FUND FOR STRATEGIC INVESTMENTS

Any type of useful transaction or investment for the development of legitimate (SMEs) activities. Everywhere in the EU, including cross-border projects (no geographic quotas).

 

EUROPEAN REGIONAL DEVELOPMENT FUND

These programmes may for instance support:
– Tourism-related research, technological development and innovation, including service
innovation and clusters (tourism service incubators, living labs, demonstration projects)

– The development of tourism-related ICT products (apps, data mining)

– The development of innovative tourism services, in particular in less favoured and peripheral regions with underdeveloped industrial structures and strongly dependent on tourism (new business models, exploitation of new ideas)

– The development of high value added products and services in niche markets (health tourism, tourism for seniors, cultural and ecotourism, gastronomy tourism, sports tourism, etc.) by mobilising specific local resources and therefore contributing to smart regional specialisation

– Clustering activities among different tourism industries as well as with creative industries, to diversify regional tourism products and extend the tourism season (e.g. in the nautical and boating tourism industry, as well as for the cruise industry).

– Activities connecting the coastal regions to the hinterland for more integrated regional
development

– Measures to improve energy efficiency and renewable energy use among tourism SMEs

– The protection, promotion and development of natural and cultural tourism assets and related services

– Small-scale cultural and sustainable tourism infrastructure

– Measures in favour of entrepreneurship, self-employment and business creation as well as the internationalisation of tourism SMEs and clusters

– Vocational training, skills upgrading

 

EUROPEAN SOCIAL FUND

ESF is providing grants. All projects have to be co-financed, with a maximum EU contribution of 50% to 85% (95% in exceptional cases) of the total project costs depending on the relative wealth of the region (“More developed regions”, “Transitions regions” or “Less developed regions”). The level of funding varies widely, depending of the project and the Operational Programme. Examples listed below range from EUR 50.000 to EUR 3 million.

EUROPEAN AGRICULTURE FUND FOR RURAL DEVELOPMENT

– Vocational training and skills acquisition actions (courses, workshops, coaching for instance on how to develop rural tourism), demonstration activities and information actions

– Advisory services to help farmers, forest holders, other land managers and SMEs in rural areas to improve their economic performance

– Business start-up aid as well as investments for non-agricultural activities in rural areas (rural accommodation, shops, restaurants, guided tours)

– Drawing up and updating of plans for the development of municipalities and villages in rural areas

– Investments for public use in recreational infrastructure, tourist information and small scale tourism infrastructure

– Studies and investments associated with the maintenance, restoration and upgrading of the cultural and natural heritage of villages, rural landscapes and high nature value sites, including

– Related socio-economic aspects, as well as environmental awareness actions
co-operation involving at least two entities (creation of clusters and networks; co-operation
among small operators in organising joint work processes and sharing facilities and resources and for the development and/or marketing of tourism services relating to rural tourism)

 

EUROPEAN MARITIME AND FISHERIES FUND

– Studies
– Projects, including test projects and cooperation projects
– Conferences, seminars, fora and workshops

Public information and sharing best practice, awareness raising campaigns and associated communication and dissemination activities such as publicity campaigns, events, the development and maintenance of websites, stakeholder platforms;

– Professional training, life-long learning and the acquisition of new professional skills enabling professionals of the fisheries sector or their life partners to enter into tourism activities or to carry out complementary activities in the field of tourism.

 

LIFE

– Pilot projects assess the effectiveness of a method/approach that is new or has been used in a different (geographical, ecological, socio-economic) context; they compare its results with those produced by best practices, in order to determine if the method should be tested on a larger scale (i.e. in a demonstration project) and inform stakeholders

– Demonstration projects test and evaluate a method/approach that is new or has been used in a different context; they inform other stakeholders of the results and, where appropriate, encourage them to apply these methods/approaches

– Best practice projects apply appropriate, cost-effective and state-of-the-art techniques,
methods and approaches taking into account the specific context of the project

– Information, awareness and dissemination projects related to one of the priority areas.

 

HORIZON 2020

LEIT & REFLECTIVE. For “Research & Innovation Actions”, grants for projects typically lasting 36 to 48 months, with an average EU contribution of € 2 to 5 million over that period. The grant may cover 100% of the total eligible costs. For “Innovation Actions”, grants for projects typically lasting 30 to 36 months, with an average EU contribution of € 2 to 5 million over that period. The grant may cover 100% of the total eligible costs for non-profit organisations and 70% maximum for profit-making entities (companies …). For “Coordination and Support Actions”, grants for projects typically lasting 12 to 30 months and an average EU contribution of € 500.000 to 2 million over that period. The grant covers 100% of the total eligible costs.

SME INSTRUMENT. For feasibility assessment, grants of € 50.000 (lump sum) with a typical duration of 6 months, covering maximum 70 % of total cost of the project. For innovation development & demonstration projects, grants of € 500.000 to 2,5 million (indicative range), with a typical duration of 1 to 2 years, covering 70 % of total cost of the project as a general rule). As for risk finance, this instrument allows financial intermediaries to offer SMEs better loans, guarantees or counter-guarantees as well as hybrid, mezzanine or equity finance.

 

COSME

TOURISM ACTION PLAN

Some of the Tourism Action Plan’s objectives are pursued through calls for Proposals and calls for tenders open to the tourism sector. These may concern, among other things:

– The development and/or promotion of sustainable transnational thematic tourism products (linked, for instance, European routes dedicated to specific aspects of our cultural and industrial heritage, cycling trails, eco-tourism, maritime and sub-aquatic areas, etc.).

– The development and/or promotion of niche products exploiting synergies between tourism and creative industries at European level (e.g. European Route around high-end products)

– Transnational public and private partnerships developing tourism products targeting specific age groups (e.g. seniors and youth) to increase tourism flows between European countries during the low and medium seasons

– Capacity building schemes for “accessible tourism” (i.e. to all, regardless of their physical limitations, disabilities or age) whereby destination managers, entrepreneurs, can learn from experienced and successful ‘accessible’ operators, create synergies with other operators along the supply chain, explore new market opportunities and way to make business.

 

CREATIVE EUROPE PROGRAMME

TRANSNATIONAL COOPERATION PROJECTS
The “Culture sub-programme” funds transnational activities within and outside of the EU, aimed at developing, creating, producing, disseminating and preserving goods and services which embody cultural, artistic or other creative expressions. This encompasses activities to develop skills, competences and know-how, including how to adapt to digital technologies; to test new business and management models; to organise international cultural activities, such as touring events, exhibitions, exchanges and festivals; as well as to stimulate interest in, and improve access to, European cultural and creative works. The programme will not support projects including pornographic or racist material or advocating violence.

EUROPEAN NETWORKS
The “Culture sub-programme” supports European networks (i.e. structured groups of organisations) that strengthen the capacity of the cultural and creative sectors to operate transnationally and internationally, adapt to change and promote innovation. A limited number of networks with broad coverage will be supported across a balanced range of sectors. Greater synergies between existing networks are welcomed in order to reinforce their organisational and financial structure and avoid duplication of efforts.

EUROPEAN CAPITALS OF CULTURE
The title of “European Capital of Culture” is awarded each year to one city in two Member States, according to a chronological list of eligible Member States set for 2020-2033 (Croatia and Ireland in 2020; Romania and Greece in 2021 …). These cities have to create a cultural programme specifically for that year. The “Culture sub-programme” supports the implementation of this programme which has to highlight the richness and diversity of European cultures and the features they share, as well as to promote greater understanding between European citizens.

 

ERASMUS+

– Learning opportunities for individuals through Mobility Projects for Higher Education Students and Staff, a loan guarantee scheme to help Master’s degree students financing their studies abroad and Mobility Projects for VET Learners and Staff (Vocational Education and Training)

– Cooperation between educational institutions, businesses, local and regional authorities and NGOs, mainly through Joint Master Degrees (i.e. high-level integrated international study programmes of 60, 90 or 120 ECTS); Strategic Partnerships (allowing organisations from different socio-economic sectors to develop and disseminate, among other things, innovative practices leading to high quality teaching, – training, learning and youth work); Knowledge Alliances (a/ to develop innovative and multidisciplinary approaches to teaching and learning; b/ to stimulate entrepreneurship and entrepreneurial skills among teaching staff and workers; c/ to facilitate the exchange, flow and co-creation of knowledge between higher education and enterprises); and Sector Skills Alliances (to design and deliver joint vocational training programmes and teaching / training methodologies, with particular focus on work-based learning, providing learners with the skills required by the labour market);

– Not-for profit European sport events encouraging participation in sport and physical activity.

 

Antonella Tozzi, Project Manager at Eurocrea Merchant SRL

About me: https://www.linkedin.com/in/antonella-tozzi-7ab49645

 

Useful links

Project website – http://www.smartourproject.eu/ includes links to our online training tool and events in England and Italy

Twitter @tourismsu   #SMARTOUR

Facebook page – https://www.facebook.com/smartourproject/

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Seasonality pressures and the tourism industry

During the high season, service inconsistency and reduced levels of customer satisfaction can be experienced.

Getting the right products in the right place at the right time is crucial in the holiday season. Holiday stress can be felt by the accommodation industry as the holiday season places pressure on getting it right where a large proportion of revenue is earned in a very short time.

The tourism industry is characterised by tight capacity in the high season, affected by competition from favourable commissions and loyalty discounts offered to customers by the large chains, rising fuel prices, rising import prices in general, a shortage of quality seasonal workers and currently inflation rising above earnings growth. All of these factors place pressure on profitability and sustainability.

During the seasons, the industry is impacted by competition from favourable commissions and loyalty discounts offered to customers by the large quality standardised chains such as Marriott, Starwood and Intercontinental.  These large scale providers agree commissions with popular travel websites such as Expedia to favourably promote their services. In addition, the large scale accommodation providers retain customers by the use of attractive loyalty schemes across the world. This competition can make it difficult for Small and Medium size Enterprises (SMEs) to survive.

However, it is believed that SMEs have better scope for creativity and have a special identity where there is no need for standardisation of brand guidelines that lack local relevance. Customers are savvy and are often willing to shop around for a unique experience.  Knowledge of and adoption of the role of points of local interest in tourism can provide a personal experience. Additional extras that do not focus on price such as local excursions, local food and drink, complimentary services such as spa facilities and free wi fi can help to satisfy customers and retain them.  In order to combat fierce competition from the large scale accommodation providers, a number of SMEs have joined forces with consortiums like for example the Leading Hotels of the World and the Small Luxury Hotels of the World groups to benefit from marketing economies of scale where search engine optimisation plays a role in sustainability of bookings.

Brexit has heightened the problem of obtaining quality seasonal workers as the number of people entering employment in the UK faces decline. This in turn puts pressure on the demand for higher wages and sinks into profit margins. The fall in the value of the pound following the announcement of Brexit is a factor which has led to inflationary pressures due to increased import prices and we now face a situation where price rises are above earnings growth; thus resulting in a turbulent business environment.

So, how can capacity challenges be met during the holiday season and during such an uneasy economic period?

  • Forecast key events and seasonal events and how to resource them.
  • Start online promotions early as this will attract customers in advance, create positive cash flow, enable the business to invest and enable the business to accurately anticipate demand.
  • Recruit staff with the ability to multi task as this will lower overall staff costs and enable customer needs to be more effectively met during the peak season.
  • Invest in staff by training them so waste is keep to a minimum, cost savings are made and customers remain satisfied. Encourage staff to take holiday during the low season.
  • Invest in facilities so that customers are not disappointed by out of date or poorly maintained provision. Refurbish in the low season when there is less demand on resources and during the low season take idle accommodation out of use to conserve.
  • Make use of lean production management principles to include developing long term strategies with suppliers. Just In Time (JIT) techniques gained momentum in businesses over the past decade based on having close relationships with suppliers where supplies are delivered at the moment they are needed, reducing waste and adding value.  Reducing the levels of stock can prevent waste if items are not needed or if tastes change. It also helps cash flow and limits the cost of warehousing and insurance.

Unneeded staff, unneeded processing steps, non-value adding activity should be removed to ensure maximum efficiency. In advocating lean production principles, a focus on quality and continuous improvement is needed; increased responsibility in employee roles in involving staff in decision making is integral.  If products are quality assured before reaching the customer by dedicated employees, then customer satisfaction should be fulfilled. Employees can also be encouraged to take a full part in evaluating the need for improvement whilst tasks are completed.

  • Be energy efficient – see energy training module: www.smartourproject.eu
  • Make use of market segmentation with identification of niche markets including markets with local relevance to maximise revenue where concentration on the needs of such a market can bring competitive gains. Promoting the benefits of low season which include promotional pricing, reduced congestion and quieter relaxation to target markets such as the older generation or empty nesters that are not limited to taking a break during school holidays can be beneficial in controlling demand.
  • Concentration on customer relationship marketing by actively listening to customers, closely meeting their needs and taking action where there is customer dissatisfaction should lead to repeat business.

Coping with seasonal fluctuations in demand presents challenging decision making. Smartour has been developed to provide an insight into these challenges with training modules and an opportunity to share in developing sustainable tourism:  www.smartourproject.eu

By Vicki Disley, Newcastle under Lyme College

UPDATE – The SMARTOUR Tool is now online and covers this topic if you want to learn more 

Useful links

Project website – http://www.smartourproject.eu/ and links to our online training tool and events across England and Italy

Twitter @tourismsu   #SMARTOUR

Facebook page – https://www.facebook.com/smartourproject/

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EU Tourism Quality principles

Unhappy customers that are not listened to, untrained staff that are unable to complete tasks, poor cleanliness, poorly maintained accommodation, staff that lack knowledge of the local area, inability to communicate with the accommodation provider in a common language……

The EU Tourism Quality principles are a much needed approach in promoting consistent standards in tourism for accommodation providers across the EU and for them to be sustainable as a result.  The standards  should be of particular benefit to the sustainability of Small and Medium size Enterprises (SMEs)where frequently the larger accommodation chains  have standardised a quality that has become acceptable to customers.

However the standards are only voluntary and were introduced  in 2014 when the EU Commission proposed a set of European Tourism Quality Principles to ensure tourists travelling within the EU get value for money.

The principles, if acted upon and promoted should provide a confidence to customers when booking accommodation in terms of customers being listened to with actions enthusiastically taken to improve the customer experience, helping language barriers to be removed, training of staff in maintaining standards of service, ensuring standards of cleanliness and maintenance.

Providing information and making use of local amenities and points of special interest that the larger conglomerates often lack in their aspiration for a standard corporate look should give SMEs a competitive edge.

To find out more about how to implement these standards and share in developing sustainable tourism see www.smartourproject.eu

By Vicki Disley Newcastle under Lyme College

UPDATE – The SMARTOUR Tool is now online and covers this topic if you want to learn more 

If you are interested in service quality  issues as a manager or want some service quality training yourself then sign up to our FREE half day event on 17th May at Staffordshire University

Useful links

Project website – http://www.smartourproject.eu/

Twitter @tourismsu   #SMARTOUR

Facebook page – https://www.facebook.com/smartourproject/

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Service Quality in Tourism – The Road Less Travelled?

BY Carol Southall – Award Leader for Tourism Management 

It is often purported that customer service is common sense. After all we know how to look after people; we know how to deliver good customer service. There are however two questions here, if we ‘know’ then how do organisations get it so wrong, and if it is common sense, why isn’t everybody delivering? In 2009 only 19% of visitors to Britain felt extremely welcome and whilst perceptions have improved significantly since 2009, Britain still ranks only 12th out of 50 Nations for welcome (Anholt Nations Brand Index in Visit Britain, 2017). Making visitors feel welcome however, is fundamental to customer service and enhances perceptions of service quality.

In an increasingly competitive marketplace, the pursuit of quality is an organisational imperative, regardless of industry sector, and yet the attainment of quality is increasingly difficult, not least because of the difficulties in reconciling different perceptions of quality. Organisations offering similar products and services are increasingly forced to review their quality of service, as it is often the only differentiating factor between organisations. Thus, the challenge for organisations is to enhance the overall experience to such an extent that customers, both prospective and current, will become and remain loyal.

Happy customers are more likely to be loyal and generate repeat business

Within the service sector and more specifically the tourism industry there is the additional problem of the temporal, spatial and fragmented nature of the industry. It is also characterised by inseparability, in that customers are part of the product, and further complicated by the nature of the intercultural encounter in tourism. Tourism organisations that realise the benefits of enhancing the cultural awareness of both their staff and customers in order to facilitate the service exchange, are more likely to retain the loyal custom so essential for businesses to survive. Additionally organisations that take into account cultural differences when gleaning feedback from customers are most likely to have a strategic advantage over those organisations that do not.

service

Customers of tourism services now require a range of services at times and in places convenient to themselves. The challenge for tourism organisations today, of providing a flexible, convenient and appropriate service, has never been greater. In today’s highly competitive tourism market, those organisations that fail to continuously meet and exceed customer expectations will be unlikely to survive in an industry highly dependent on repeat business and loyal customers. It is impossible to meet customer expectations without firstly ascertaining those expectations (Zeithaml, Parasuraman and Berry, 1990) and customer feedback has become a vital tool in the identification of customer needs, satisfaction and expectations (Crotts and Erdmann, 2000; Zeithaml, Parasuraman and Berry, 1990). Knowing what customers want makes it far easier to meet and even exceed their expectations.

The tourism industry, by its very nature, involves a very high degree of employee-customer interaction and consequently facilitating that interaction in order to enable as smooth a process as possible must be the prerogative of every tourism organisation. The opportunities for service failures to occur within such an interactive context are high and dissatisfied customers frequently switch between service providers in order to gain satisfaction. The highly competitive marketplace within which tourism organisations operate makes it very easy for customers to change allegiance very quickly if they feel dissatisfied. The tourism industry may be considered as the sum of its interactive and interdependent parts, and thus consistency in quality is even more difficult to attain.

UPDATE – The SMARTOUR Tool is now online and covers this topic if you want to learn more 

If you are interested in service quality  issues as a manager or want some service quality training yourself then sign up to our FREE half day event on 17th May at Staffordshire University

Useful links

Project website – http://www.smartourproject.eu/

Twitter @tourismsu   #SMARTOUR

Facebook page – https://www.facebook.com/smartourproject/

SMARTOUR logo

Training and the hospitality industry – don’t get left on the platform !

The UK hospitality industry contributed an estimated £57 billion to UK GDP in 2014’ (BHA 2015) and still, in my opinion, we can’t seem to be able to train our employees. Is training too expensive, does it take too much time or is it due to our industry’s high staff turnover. When an employee is recruited and gets their ticket isn’t that a guarantee to training?

I was working behind a bar once and I asked an employee to cut a lemon (I was making a gin and tonic). The employee came back and had literally cut the lemon in half! Lesson learnt – communicate precisely and don’t assume that they know what you know! Just because someone is on the train it doesn’t mean they know where they’re going. All employees need training; it makes them feel part valued and part of a team and in turn we’re getting the best out of them. Investing in someone could mean a simple five minute lesson on till procedures or a full day of health and safety.

I often compare the hospitality industry to the music industry. Many people think they can sing- but how many can actually sell records? Many people think they can work in our industry but how many people can be motivated and passionate about their customers and team during the first hour and the 13th hour of a shift? Employees are predominately practical people and this is why on the job training works. Training should be a continuous activity throughout an employee’s journey. Training on the job is about observing others and doing, it doesn’t always have to be formal and structured.

Our service industries are essential; not only to the economy but also to communities, commercial business and relationships! We create opportunities for people to dress up, meet up, relax and enjoy whether it’s latte or lobster! Each service is unique and our employees create that uniqueness to achieve a stand-alone experience that someone will keep coming back for. But we can’t create those experiences without truly investing in our people.

Training is just like being on a busy train – once you have your ticket you have to fight your way to the front to get trained and a seat. You know the journey is going to be long- so let’s make it comfortable. It doesn’t matter if your train isn’t on the fastest or direct route what matters is that you’re heading for the right destination!

train picture

By Tonia Barrett

UPDATE – The SMARTOUR Tool is now online and covers this topic if you want to learn more 

If you are interested in training issues as a manager or want some training yourself then sign up to our FREE half day event on 17th May at Staffordshire University

Reference -The British Hospitality Association (2015) The Economic contribution of the UK hospitality industry. A report prepared by Oxford Economics for the British Hospitality Association. [Online]

Useful links

Project website – http://www.smartourproject.eu/

Twitter @tourismsu   #SMARTOUR

Facebook page – https://www.facebook.com/smartourproject/

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The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Event – Tourism Management the ‘Smart’ Way 17th May

SMARTOUR logo

UPDATE – The SMARTOUR Tool is now online ! 

 

Do you have staff that would benefit from some training? Maybe you would like to develop some knowledge in a new area such as social media or service quality? Would you like to strengthen your links in your region?

We carried out an international survey with managers and staff in the tourism industry to identify the topics that the tourism industry wanted to produce a set of learning materials, workshops and an online training tool. On the day, we will also demonstrate the online tool that has been developed so that after the event you or your staff can do the training at a time that is suitable for you.

Come along to this FREE event to network, update your skills and learn about future opportunities.

Venue: Ashley Building, Staffordshire University, Leek Road, Stoke on Trent, ST4 2DF

Schedule

9.00 Registration (teas and coffees) LT111/3

9.30 Introduction and welcome Prof Jon Fairburn

9.50 – 11.00 Workshops

Workshop 1 –– Managing service quality in tourism – Carol Southall and Tonia Barrett LT14

Workshop 2 – Saving money on your energy costs – Neil Packer LT 111/113

Workshop 3 – SMARTOUR Online learning tool – Prof Jon Fairburn and Tom Ward LT 12

Workshop 4 – Food for thought – Tom Pridmore LT11

11.00 – 11.15 Time to register for online tool or network

11.15  Promoting and sustaining your business with Ron Lawrence owner of Colton House, Lichfield and Gillian Thomson from the Green Tourism Awards LT111/113

12.15 Lunch LT111/113 and LT 115 if needed

1.00 Close

Please register on the link https://smartour.eventbrite.co.uk if you have any queries about registration please contact Tom Ward t.ward@staffs.ac.uk or 01782 294902

About the presenters

Ron and Gay Lawrence have won many tourism awards including Green Tourism Gold Awards and Gold Tourism Awards from Enjoy Staffordshire and Visit England. Colton House is a luxury 5* Gold rated B&B, with awards for breakfasts and dinners from VE and the AA. Colton House is the highest rated accommodation provider in Staffordshire, with the facilities of a boutique country house hotel. www.coltonhouse.com  Tel: 01889578580

Prof Jon Fairburn leads the SMARTOUR project, teaches on the MSc Digital Marketing Management and runs the No1 twitter account for Business Schools in the world (according to Edurank) @BusinessStaffs

Carol Southall is a senior lecturer and the Award Leader for Tourism Management courses at the University she has also worked extensively in the tourism industry over the last 20 years. @cdesouthall

Tonya Barrett has previously worked in the tourism and hospitality industry and current lectures at Staffordshire University

Neil Packer is a Senior Lecturer in Engineering he has previously worked in the private sector and public sector on energy issues before joining the University.

Tom Pridmore has worked in the tourism industry for over 30 years. He is currently a Ribble Valley Tourism Officer and a director of TEAP Associates and a leading member of the Tourism Management Institute 

If you are a member of a professional organisation then attendance should count as 4 hours CPD accreditation (more details to follow soon)

Useful links

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