developing good practices for ecotourism tour operatorsliblog.dpu.ac.th/article/upload/b156.pdf ·...

Aswin Sangpikul

Developing Good Practices for Ecotourism Tour Operators

The purpose of this study is to develop good practices for eco-tour operators. Due to the gap of knowledge on this issue, this study has analyzed and synthesized the existing literature in order to determine the criteria for ecotourism and indicators to serve as the theoretical model. The model is named the '6 Elements of Ecotourism Model for Tour Operators' (EMTO) comprising 6 criteria and 27 indicators. The good practices are developed on the frame of the EMTO and the actual practices examined in the study. They are expected to assist eco-tour operators to be competitive in the global market and to serve as the quality control mechanism for the tourism industry.

Key words: Ecotourism, Good Practices, Ecotourism Tour Operators, Thailand

1. Introduction

U ring the past decade, ecotourism in Thailand has received significant attention at all levels including government, educational institutions, and business sectors. This is because ecotourism has been widely recognized as fundamental to sustainable tourism development, contributing to both natural resources conservation and community development. Based on the current situation analysis, three main issues are associated with this research, all of which lead to the foundation of the research background. The first issue concerns the current ecotourism market in Thailand. Previous studies indicate that Thailand is currently facing several problems in the ecotourism market, including the

D r. Aswin Sangpikul is the Director of Tourism Management Graduate Program and an Assistant Professor of Tourism and HospitalihJ at Dhurakij Pundit University, Bangkok, Thailand.

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mis-conduct of ecotourism, poor quality of eco-tours, tourist dissatisfaction, and misuse of natural resources by tourists and tour operators (e.g. Asasupkit 1999; Sangpikul 2008; Srisuwan 2004; Thiengvibonwon 1999). In viewing the business setting, many tour operators are attempting to take advantage of ecotourism by using the word 'ecotourism' as a marketing tool or advertisement to sell their products (green washing) rather than offering the real ecotourism experience. In particular, many companies that label their business

I t I I 1 as eco- ours or green-tours attempt to capture this growing segment by offering only sightseeing tours in natural areas without any ecotourism implementation. Some studies found that the companies who claim they are ecotourism operators have not implemented any ecotourism principles in their operations (mis-conduct of ecotourism) such as nature study, low impact activity, or social contributions to the local community. Moreover, several tour operators reduce the quality of their services to reduce costs, resulting in tourist dissatisfaction and poor image of the

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industry. In other cases, many tour companies do not care about the environment in which they operate (mis-use of natural resources), and also generate negative impacts to the environment. All of these practices mentioned in previous research contribute to the current critical situation in Thailand's ecotourism market. The second issue involves the challenges facing the tourism industry concerning competition and the demands for product quality, tourism standards and sustainable tourism development (Hong 2009; Kasim 2006; Matysek and Kriwoken 2003; Sangpikul 2010; UNWTO 2010; Wober 2002). In the near future, it can be expected that global tourism will be more competitive on these issues, particularly the increasing public demand for 'environmental-friendly products' or 'green products' (Hong 2009; Sangpikul 2010). In recent years, many destinations (e.g. developed countries) have responded to concerns about the environmental impacts from tourism activities. Several tourism organizations (e.g. UNWTO, WWF, ecotourism associations) in many parts of the world have urged the world community to realize the importance of responsible tourism (e.g . ecotourism operators, eco-lodges, green hotels). They have attempted to educate or encourage tourists to choose tourist agencies which have a written policy and proven practices to conserve natural resources and the environment. In the meantime, the public has also demanded that the tourism business take more responsible actions to conserve the environment w here they operate because they directly consume the tourism resources both naturally and culturally. Looking back to Thailand, have we seriously prepared for these challenges in the global tourism situation? When will we be ready to respond to the world's needs / changes as the others have been doing? The third issue relates to academic knowledge. Although there is an abundance of ecotourism research in international and Thai contexts, tourism scholars are still suffering from limited knowledge on some important issues such as ecotourism standards or good practices for the business

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sector (Rangsit University 2004; Sangpikul 2008). The lack of research-based knowledge on such topics seems to be similar in many countries, including Thailand. A review of the literature indicates that most ecotourism research was conducted over a wide range of topics such as community development, natural resources, environmental impact, ecotourists, and tour guides (Sangpikul 2008). However, very few studies have examined the ecotourism business sector, particularly the issue of good practices or quality control for tour operators. Therefore, a research gap exists in the current ecotourism literature.

In view of the above analysis, how will Thai tourism practitioners respond to those challenges, particularly the ecotourism market? And what can we do to help them as tourism scholars? This highlights the need for current research with the main purpose of developing good practices for eco-tour operators, starting by examining the current practices of those claiming to be eco-tour operators offering ecotourism products. Good practice is regarded as the quality control mechanism to guide the business in an environmentally and socio-culturally sustainable way (Weaver 2001). It's expected that developing good practices through a research process would fulfill the above needs and knowledge gaps as earlier mentioned. Importantly, the good practices developed from this study would lead to the further implementation of other quality control mechanisms in the ecotourism sector such as industry standards, benchmarking, and certification, thereby helping increase the competitiveness of the ecotourism sector in the long-run in terms of product quality, branding, the country's image and marketing promotion in the global market (Rangsit University 2004; Sangpikul 2010; Srisuwan 2004). Also, the results of the study will contribute to the body of knowledge in ecotourism literature. It should be noted that this article is part of a research project titled 'Good Practices for Ecotourism Tour Operators for the Sustainable Tourism Development of Thailand'.

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2. Literature Review its scope and criteria. Consequently, this challenges us when discussing the ecotourism concept. What exactly does it mean and what makes up ecotourism? In order to understand ecotourism and its characteristics, it is first necessary to review various definitions of ecotourism from both academic and non-academic sides. This review will help us get a better idea of what ecotourism is, including its scope and components (elements). Table 1 shows selected ecotourism definitions from various sources.

2.1 Ecotourism Definitions and Elements

Ecotourism has been defined in numerous ways in related literature due to different stakeholders' points of view (e.g. tourism scholars, environmentalists, government agencies, business sector). In other words, we may argue that there is no broadly accepted definition of ecotourism as well as

Table 1: Selected ecotourism definitions based on various sources

Sources Ecotourism definitions and descriptions Boo (1991, p. 4) Ecotourism is a nature t01.uism that contributes to conservation,

tlu-ough generating funds for protected areas, creating employm.ent opportunities for local comm.unities, and offering environmental education.

Buckley (1994, Ecotou1ism refers to an integration of nature based products and p. 664) markets, sustainable management to minill1.ize impacts, financial

support for conservation, and environment attitudes and education of individual people.

Hugo (1999, Ecot01.uism is an enjoyable, enlightening, but responsible, travel p. 139) experience to environments, both natural and culh.ual that

ens1.ues the sustainability of these environmental resources, whilst producing economic opportunities for the to1.uism indush-y in general and the host communities on a sustainable basis.

Weaver (2001, Ecotourism is a form of tourism that fosters learning experiences p. 15) and appreciation of the natural environment, or some

components thereof, within its associated culh.ual context. It has the appearance of being environmentally and socio-culturally sustainable, preferably in a way that enhances the natural and cultural resource base of the destination and promotes the viability of the operation.

Fennell (2003, Ecotourism is a sustainable form of natural resource-based p. 25) tourism that focuses primarily on experience and leanUJ."lg about

nature, and which is ethically managed to be low-impact, non-consumptive, and locally oriented. It typically occurs in nah.ual areas, and should contribute to the conservation or preservation of such areas.

Ecotourism Ecotourism is ecologically sustainable tourisn1. with a p1imary Australia, 1994 focus on experiencing nah.rral areas that fosters environmental

and cult1.ual1.mderstanding, appreciation and conservation. The International Ecotourism is responsible h·avel to nah.ual areas that conserves Ecotourism Society the environment and improves the well-being of local people. (U.S.A.), 1993 Tourism Authority Ecotourisn1. is responsible travel in areas containing nah.ual of Thailand (TAT), resources tl1.at possess endemic characteristics and culh.ual or 1997 histmical resources that are integrated into the area's ecological

system. Its p1.UpOSe is to create an awareness among all concerned parties of the need for and the measures used to conserve ecosysten1.s and as such is oriented towards community participation as well as the provision of a joint leaTning experience in sustainable tourism and environmental management.

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Given this wide range of ecotourism definitions, we will now identify the common or core elements of ecotourism. To do so, the various ecotourism defini-

Ecotourism defirri tions

tions shown in Table 1 were analyzed to identify their core elements as presented in Figure 1.

Nature element

Education element

Conservation element

Impact element

Community element

Figure 1: The identification of ecotourism elements based on the definitions

The identification of the five key elements of ecotourism synthesized from the literature is relatively similar to what a well-known ecotourism scholar (David Fennell) reported in his study. Fennell (2001) analyzed ecotourism definitions and isolated approximately 20 key words which were used to define ecotourism in an international context. These words were natural areas, protected areas, undeveloped areas, education, understanding, learning,

study, interpretation, conservation, preservation, protection, local community development, well-being, benefits to locals, local culture, indigenous people, low impact, minimum impact, non-consumptive, and sustainability. However, the words most frequently cited were natural areas, conservation, local culture, benefits to locals, education, sustainabili ty (conservation and development), and low impact, respectively. Table 2 shows the linkage of

Table 2: The linkage between ecotourism keywords and the five elements of ecotourism

Ecotourism key words Five elements of ecotourism

(analyzed by Fennel2001) (identified by current study)

natural areas, protected areas, Natm·e element undeveloped areas education, understanding, learning, Education element study, interpretation conservation, preservation, protection Conservation element

low impact, minimum impact, non- Impact element consumptive local community development, well- Community element being, benefits to locals, local culture, indigenous people

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the ecotourism key words and the five elements of ecotourism identified by the current study. With this justification, it is appropriate to argue that what this study (literature review) has found regarding the five elements are suitable and acceptable in the academic community.

Dictionary 2006). In ecotourism, apart from ecotourism definitions, it is important for us to review the key principles (important parts) supporting the ecotourism concept. Why should we learn about ecotourism principles? This is because ecotourism is a multidimensional philosophical concept requiring key components and strict guidelines that will enhance its sustainable operation (Ceballos-Lascurain 1987 cited in Diamantis 1999). Moreover, ecotourism has social, environmental and economic implications, and therefore it needs some principles to achieve sustainability. In this study, selected ecotourism principles (defined by various

2.2 Ecotourism Principles - How are they related to the five elements of ecotourism?

A principle is a basic rule or idea that a plan or a system is based on (Longman

Table 3: An analysis of relationships behveen ecotourisnt principles and the five elements of ecotourism

Sources Wight (1993)

Wallace and Pierce (1996)

Tourism Authority of Thailand (1997)

Ecotourism principles proposed by international scholars • ecotourism should not degJ-·ade the resources and should

be developed in an environmentally sound manner. (conservation and impact elements)

• ecotourism sho1.1ld provide enlightening experience. (education element)

• ecotourism sho1.1ld involve education among all parties -local communities, government, non-government organizations, industry, tourists (before, du:ring, and after the trip). (education element)

• ecotourism should encourage all party recognition of the intrinsic values of the resource. (natural and education elements)

• ecotourism should promote moral and ethical responsibilities and behaviors towards the nattu·al and cultural envhonment. (education and impact elements)

• ecotourism should provide long-term benefits (e.g. conservation, social, C"Llitural or economic) to the resource, to the local community, and to industry. (conservation and communittf e l ements)

• ecoto1.uism is low-impact tomi.sm that should be managed in such a vvay that it contributes to the conservation of the flora and faurta of natural areas. (impact and conservation elements)

• ecoto1.uism should encourage local participation and control in developing tourism that is of sustainable socioeconomic benefits to local communities. (community elements)

• ecoto1.uism should provide opportunities for learning and n1.eaningful encom<ters between tou.dsts, the environment, and local comm1.U'lity. (education, natural and community elements)

• ecotourism should focus on natural and ecological resources-based areas.

(natural element)

• ecotourism should incorporate sustainable management principles into its activities.

(education, conservation, a11-d community elements)

• ecotourism should promote envhonmental and educational learning activities for visitors and hosts. (education element)

• ecotourism should provide socio-econontic benefits to local people and enhance community participation. (community element)


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scholars) will be content analyzed in relation to the five elements of ecotourism to demonstrate the relationships between them as shown in Table 3. The words in parentheses indicate the relationship at the end of each principle.

2.3 Ecotourism Code of Conduct

In addition to reviewing ecotourism literature from scholars, it may be worth reviewing the ecotourism code of conduct from the industry. What is a code of conduct? It is a set of guidelines for appropriate social, cultural and environmentally responsible behavior (Wearing and Neil 1999). It provides travelers with dos and don'ts for responsible ecotourism. The aim of the code of conduct is to limit the negative impact of human presence on the natural habitat and to promote the

After reviewing the ecotourism principles, it was found that they are interrelated to the five key elements of ecotourism as indicated in the parentheses. This suggests that the ecotourism principles fall within the boundary of the five elements of ecotourism.

Table 4: An analysis of relationships betw"een ecotourism code of conduct and the five el e ments of ecotourism

Sources Code of conduct International • Prepare travelers to minimize their negative Eco tourism Society, impacts while visiting sensitive environments and U.S.A. (1993) cultures before departure. (impact element)

• Minimize visitor impacts on the environment by offering literature, briefings, leading by example, and taking corrective actions. (education and impact elements)

• Bli.ef visitors on proper behavior - on trails, in camp sites, around wild animals, around fragile plants -and with trash, with human waste, with fires, and with soaps. (education and impact elements)

• Ensure managers, staff and contract employees know and participate in all aspects of company policy to prevent impacts on the environment and local cultures. (corporate element)*

• Give managers, staff and employees access to programs that will upgrade their ability to communicate with and manage clients in sensitive natural and cultural settings. (corporate element)""·

• Be a contributor to the conservation of the regions being visited. (conservation element)

• Provide competitive, local employment in. all aspects of business operations as well as provide local people with a full range of opporhulities beyond the service employment sector. (community element)

• Advise against purchasing specific crafts that are produced from threatened natural reso1.rrces. (education and conservation elements)

• Protect the integrity of the cultures being visited by minimizing visitor contribution to acculturation and the decline of local values. Enhance visitor understanding of local cultures but avoid improper intrusions into the private lives of others. (impact and con-r.munity elements)

• Establish an operator consortium for training or establish a relationship with a local educational facility and work to integrate needed training components into the curriculum. (corporate element)*



protection of natural and cultural heritage (Tourism Quebec 2010). Reviewing the code of conduct together with the five elements of ecotourism may help us determine more linkages/relationships between academic concepts (what academics say) and practical aspects (what industries say). The code of conduct from the International Ecotourism Society (U.S.A.), one of the leading ecotourism agencies, was selected as the example. To analyze the linkage, the code of conduct will be examined against the five elements of ecotourism. Like the analysis of ecotourism principles, parentheses with highlighted italics (after each code of conduct) will be used to indicate their relationship as shown in Table 4.

The above analysis shows that the code of conduct generally falls within the scope of the five elements of ecotourism such as learning opportunities, natural or ecological conservation, tourism impact and community development. They support the five elements in that they provide more details of what the tour operators should do when conducting ecotourism. More importantly, the above analysis has identified an additional key element that is associated with eco-tour operators and is crucial for business success. It is the 'corporate element' which involves the management of the company and includes such activities as communicating the company's policy to staff and customers as well as providing proper ecotourism training for guides and managers. According to Table 4, it seems that the sixth element plays an important role to supplement the ecotourism practices since it is added (proposed) as part of the ecotourism code of conduct. It therefore should be regarded as the sixth element affecting eco-tour operators.

2.4 Ecotourism Construct forT our Operators

In this section, we develop an ecotourism construct for tour operators. The construct will be used to build the theoretical framework. A construct is an idea or concept established by combining several


pieces of information or knowledge (Longman Dictionary 2006). In this study, the ecotourism construct for tour operators will be an idea established by the theoretical background (literature) to explain the characteristics of eco-tour operators (what they should do). This construct has been formed by combing several pieces of knowledge from the existing literature including Tables 1, 2, 3 and 4 to derive the ecotourism construct (Table 5) that can help explain the characteristics of eco-tour opera tors. As previous! y discussed, it consists of six key elements of ecotourism, namely, 1) nature element 2) education element 3) conservation element 4) impact element 5) community element and 6) corporate element. Each element will guide the practices for eco-tour operators. Moreover, the construct will assist in the establishment of the ecotourism model for tour operators (theoretical framework) which encompasses the components of social, economic, and environmental dimensions reflecting the fundamentals of sustainable ecotourism.

2.5 Theoretical Framework

Once we have developed the ecotourism construct, the next task is to establish the theoretical framework (research model) based upon the construct. We call it the theoretical framework because it is the foundation on which the entire research project is based (Cavana, Delahaye, and Sekaran 2001). The framework will help us better understand the relationships between the independent and dependent variables in relation to the characteristics of the eco-tour operators. According to Figure 2, the independent variables are the six elements of ecotourism while the dependent variable is the degree (level) of being an authentic eco-tour operator. It is expected that this framework will ultimately help us develop good practices for ecotour operators. In this regard, we label the framework as the '6 Elements of Ecotourism Model for Tour Operators' (EMTO). It should be noted that each element below has its own practices (guidelines) as shown in Table 5.

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Table 5: Ecotou.rism construct f'or tour operators

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Core elements and literat1..tre so1..trces

1. Nature element Sources: Boo 1991; Buckley 1994; Fennell 2003; Hugo 1999; VVight 1993

2. Educationjleaming element Sour ces : Boo 1991; Ecotourism Australia 1994; Fennell 2003; Interrtational Ecoto~ui.sm Society 1993

3. Conservation element Sour ces: Blamey 2 001; Boo 1991; Ecotourism Australia 1994; Feru"tell 2003; Int ernational Ecotourism Society 1993

4. Impact elen1.ent Sources : Blamey 2001; Fennell 2003; Int ernational Ecotourisn:1. Society 1993

5. Community element Sour ces: Blamey 2001; Boo 1991; Hugo 1999; VVight 1993

6. Corporate element Sources: Ecotourism Australia, 1994; International Eco touri= Society 1993


Characteristics of ecoto1..trism practices

- 1.1 a visit to uncontaminated natural areas or protected areas - 1.2 nature- based activities - 1 .3 a visit to associated culh=al attractions in the areas - 2.1 providing travelers the opportunity to learn about na~=e - 2.2 providing ecotou.rism interpretation (educational activity to promote responsible travel) - 2.3 promoting natural appreciation, awareness or respect of the areas visited (among stakeholders) - 2.4 providing nahrre edu cation/learning (including local c ulture) by offering literan=e, briefiTtg or leading examples -3.1 wildlife andjor plant conservation - 3 .2 controlled use and sustainable management of natural, culn=al and environmental resources - 3.3 collaborative efforts between providers and con:1.n:1.unity in natural co:nserva tion - 3 .4 n,_a:intenance and/ or e nhancement of ecosystems and e nvironment -3.5 incorporation and for :in:l.plen,_entation of preservation/ conservation into management plans - 3.6 contributions to conservation of na n=al areas or biodiversity in terms of physical, firtancial or other assistance - 4.1 complying with the rules and regulations of protected areas - 4.2 causing low or min:in:l.al :in:l.pact to the environment and local comm l.lluty - 4.3 non consumptive activities (e.g. no fishing, hl.ll"tting or collecting plant species) -4.4 non intrusive exploitation of nanu·alreSOUTCes - 4.5 not disturbing wildlife or wildlife habitats - 4.6 proper waste n,_anagement d~=ing the trips - 4.7 area's carrying capacity consideration - 4.8 scale of activity consideration - 4.9 sn,_all group consideration (e.g. l ess than 20 persons) -4.10 promoting recycling of materials - 5.1local employment relating to business operations - 5.2 local involvement and partnership in related activities - 5.3 local empowem,_ent - 5.4 local culture appreciation - 5.5 purchase/use of local products and services - 5.6 :in:l.provement of life of local community - 6.1 setting company policies and objectives on responsible tol.ll·ism, ecotourism or sus tainable t o"L"tTism (e.g. written doc-umentsjpla1"1.S) - 6.2 promoting staff's awareness on company's policy and code of conduct for to~= activities - 6.3 providing staff training on ecotourism or natural environment


Independent variables Dependent variable

Corporate element

Figure 2: Theoretical framework developed for this study

3. Research Methodologies

The main purpose of the research was to examine the existing ecotourism practices of tour operators who label their businesses (or products) as 'ecotourism' or 'eco-tours' through the marketing media (e.g. magazines, brochures, the Internet, travel books, etc.). Four companies were examined in this study. The first two companies were purposively chosen in Phuket area (purposive sampling) because they were identified in previous research (Kontogeorgopoulos 2004) as having practices that are relatively congruent with ecotourism principles. These two companies also received environmental awards for their responsible practices with regard to preserving the natural environment. Meanwhile, two other companies that offer eco-tours in Phuket were chosen for comparison purposes. The latter were selected by a simple random sampling from a list provided by the Phuket Tourist Association. The four companies were labeled A, B, C and D for confidentiality reasons.

There were three research instruments involved in this study (i.e. tour observation, company interview, and tourist questionnaire). However, only the observation and interview findings are presented in this


paper as they comprise the major results. The tourist questionnaire survey was merely used to support the observation results (corroborating what we observed). The observation and interview forms were based on the ecotourism construct (Table 5). Since the construct (developed from the literature) was important to the develop- • ment of the observation and interview forms, it was therefore reviewed by the concerned parties (academics and industry practitioners) to determine its appropriate-ness, validity and practical application through the content validity, face validity and pre-test with similar eco-tour operators in Bangkok. Corrections and modifications were made accordingly based on those tests, and finally the modified construct was operationalized for measurement purposes as shown in Table 6.

For data collection, due to research constraints, it was impossible to observe all trips of the four companies. Having discussed this issue with tourism scholars, it was decided to observe two trips per company to collect the required data for exploratory research (total 8 trips). Simple random sampling was used by drawing two trips from the tour lists of each company. Each tour was booked directly with the company, with the researcher acting as a normal customer. The observation was undertaken from the beginning of the

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Table 6: Operationalization of' the Ecotourism Construct (modif'ied construct)

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Criteria and indicators

1. Nature elen1.ent 1.1 a visit to uncontan1.inated natural areas or protected areas 1.2 provicl:il.<g nature-based activities 1.3 maintaining low or noncons"Lrmptive activities 1.4 a visit to associated cult"L=al attractions or local commu :nity loca ted nearby ecoto•:u·ism areas

2. Education element 2.1 providing travelers the opporn:u1.ity to learn about nat"L=e 2.2 provicl:il.<g travelers ecotourism interpretation (education activity) a t ecotourism destinations 2.3 Encouraging natural appreciation, awareness or respect for nah.=e among travelers 2.4 promoting natural education/learning as well as natural appreciation, awareness or respect for nature among local residents

3. Conservation elen'"tent (in the areas visited) 3.1 conservation of wildli£e, plant or natural resources in t e rms of physical, .fil.:""lartc ial or other assis tance 3.2 collaborative efforts between busil..tess and comm'l..l.rrit~y /state age1lcies irt nat1..1ral conservation 3.3 mail.ltert a1'"1Ce or enha1L Cement o£ ecosystem..s a.n.d envix01'"1.me.rtt 3.4 incorporation of preservation/ conservation llLto ma:nagen,_ent pla1lS

4. Impact elern.ent 4 .1 complying with the rctles <u1.d

regulations of protec ted areas 4.2 cau.sing low or mi.rrimal personal

i..l::n.pact to the enviro1~e.rtt m "ld local con1.mu.rrity 4.3 avoid dist"L=bing "Vildli£e or

wildli£e habitats 4.4 proper waste management during the trips 4.5 area's carrying capacity

co1Lsidera tio:n 4.6 small group consideration (e.g . less than 20 persons)

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\IVhat to investigate (n1.easurable indicators)

•:• 1.1 Does the con1.pany provide a trip to visit uncontaminated natural areas or protected areas? (observation)

•:• 1 .2 Does the ompany provide any nature-based activities? (observation)

•:• 1.3 Does the con1. pany n1.aintai.n low or non-consumptive activities? (observation)

•:• 1.4 Does the compcu<y provide a trip to visit c ulnrral heritage or local con1.n1.u.rrity located nearby ecoto•=ism areas? (observation)

•:• 2.1 Does the company provide information for touris ts to learn about nature, the areas visited or surrounding environment? (observation)

•:• 2.2 Does the company provide e ducational activity for tourists to learn or understand the ecosysten1., nature or the environn1.ent? (observation)

•:• 2.3 Does the con1. pany provide any inforn1.ation to encourage tourists to appreciate or respect the natural environment? (observation)

•:• 2.4 Does the company provide education or knowledge for local residents regarding natural avvareness or conservatiort? (interview)

•:• 3.1 Does the company have any activity /project to help protect or co1tserve ~dlife, plants or 1latural resources in tern"l..S o£ physical, £irta1lCial or other assistance? (interview)

•:• 3.2 Does the con:>.pany have any activity /project with local co:o:l..n"l.rmity or state ager1cies in. 1latu.ral co1lservatio1, ? (interview)

•:• 3.3 Does the company have any activity /project to maintain or erthance the ecosystem or e:nvirorrrn .e:n t o£ t:h.e areas visited? (interview)

•:• 3.4 Does the con"Lpcu<y incorpora t e preservation/ C01'l..Serva tion ll."lto management plans? (interviev.r)

•:• 4 .1 Does the company compl y with the rules/regulations o£ the areas visited? (observation)

•:• 4.2 Does the compcu-.y maintain low or redLl.Ce tourists' impact on tl'"le e n vironment /local comm u.rrity? (observation)

•:• 4 .3 Does the company avoid disturbing wildli£e or wildlife habitats? (observation)

•:• 4 .4 Does the company have a proper -way to manage waste/ garbage during the trip? (observation)

•:• 4 .5 Does the company consider the area's carrying capa ity? (i:nterview)

•:• 4 .6 Does the con:1.pany maintain a small group of travelers when visiting the destinations? (observation)


5. Community elen-.ent 5.l l ocal employment rela ting t o

business operations 5.2 local :b:1.volvement in tour activities 5.3local in.volvement in tour planning 5.4 purchase/use of local products and

service 5.5 promoting local culture l earn:b<g or

appreciation among travelers 5.6 conu·ibution in local education,

e n vironment or conservation

6. Corporate elen-.ent 6.l setting company policies and/or

objectives o n sustainable tour ism, ecotourism or responsible tourism 6 .2 providing a cod e of conduct for

t our activities 6 .3 providing staff tra:b<ing on

ecotourism or relate d u·aining

Total6 criteria and 27 indicators

tour until the end. During each tour, an observation form (adapted from Table 6) was used to evaluate the tour practices. Additional information was also noted during the trips. The purpose of the company interview was to gain additional information that was not available from observation, particularly concerning the company ' s policy and tour operations. Interviews were conducted on the day following each field trip. Key people to be interviewed were recommended by company staff such as owners or general managers, operation managers and tour guides. To facilitate the interview process and collect required data, a semi-structured interview was employed by using an interview form (adapted from Table 6). The interv iews were conducted at the tour company's offices (3-4 key informants per company) b y appointment, and ranged from 30 - 40 minutes each. The interviews were taped and the interviewer took brief notes as well. The data were collected during the month of October 2009.


•:• 5 .l Does the con,_pany hire local people in relation to business operations? (interview)

•:• 5.2 Does the company involve local people in any to-ur activities? (observation)

•:• 5.3 Does the company involve local people in any tour plann:b"lg? (interview)

•:• 5.4 Does the company encourage local use or purc hase of local produ cts/services? (observation)

•:• 5.5 Does the company provide any activity for travelers to learn or appreciate local c ultu.re? (observation)

•:• 5.6 Does the company assist local community il< terms of e ducation, environment or conservation? (interview)

•:• 6 . l Does the company have a policy or s tatement to promote sustainable tourism, eco t ou.rism or responsible t ourism? (interview)

•:• 6 .2 Does the company provide staff with a code of conduc t for conducfu<g tours? (interview)

•:• 6.3 Does the con,_pany provide e mployees with tra:b<:b<g on ecotourism or th e environment? (interview)

27 measurements

To analyze the data, this study used a qualitative approach due to the characteristics of the data presented in this paper. Data from the observation were content analyzed to determine how the tour operators conducted their tours and to find out whether those practices corresponded to the ecotourism principles and the established construct (Table 6). Likewise, the data from the interview were content analyzed to determine if the company's policy and operations were parallel to the ecotourism concept. Content analysis is a common method used to analyze contentbased data in several ecotourism studies such as ecotourism definitions (Fennell 2001), ecotourism marketing (Lai and Shafer 2005), and ecotourism messages (Donohoe and Needham 2008) .

4. Findings

To facilitate the findings section, only major results based on the observation and


Company A

Table 7: Observation and intervieW" results of company A

Criteria

1. Nature element (observation)

2 . Education element (observation and interview)

• 3. Conservation element (interview)


Tour 1 (W"hat they did and lacked)

The company provided a day trip (travel by boat) to visit natural areas around Phang Nga bay national park by arranging canoes as a nature-based activity to enjoy the scenery as well as to learn about the natural environment. Tour 1lacked only the local visit.

In general, the company did a good job on this element. It was observed that the tour guides provided tourists with knowledge and natural education during the trip by briefing an introduction of the areas visited, presenting a booklet on marine animals and plants. While canoeing, tour guides explained about the ecosystem of the areas. At certain points of interest, they stopped to explain more information. However, it was observed that little effort was made to encourage tourists to appreciate or respect nature.

Besides educating the tourists, based on the interview, the company also educates local residents to care about and protect natural resources of their areas, particularly at ecotourism destinations (Yao Noi and Yao Yai islands).

Based on the interview, the company does several things in relation to conservation, particularly on the islands (Koh Y ao Y ai and Y ao N oi) where the overnight tours operate. It has encouraged local residents to care about/ for and protect the natural resources by not destroying them. In the meantime, the company has attempted to persuade local residents to plant beach forests and mangrove forests on the islands. According to the interview, the company has also funded a wildlife conservation project (i.e. monkeys and birds) on the islands. Furthermore, the staff revealed that the company has set up a big cleaning day annually to work with the local con:ununity to clean up the areas where the tours operate (piers, beaches and ecotourism destinations).

Tour 2 (W"hat they did and lacked)

Most practices were similar to tour 1. Additionally, the company arranged an overnight trip to visit and stay on an island (local co=unity).

Most practices were similar to tour 1. However, it was observed that little emphasis was placed on the importance/ value of the areas visited and natural appreciation.

Same as tour 1


4 . Irrtpact ele:rnent (observation)

5 .Co=unity e lement (observatio n and interview)

6 . Corporat e e l en,_ent (int erview)

Sasin Journal of M anagement Vol. 17, No. 1, 2011

During the observation, there were several procedures that the company att e:rnpt ed to reduce i t s impact on the environment . For example, it was observed that the company alvvays complied ·with the rules and the regLllations of the areas visit ed (e.g. national parks or protected areas). During the trip, t our guides advised tourists regarding proper behavior w h en visiting the natural areas as well as what they could do and should not in order t o reduce the impact on the environment. During the surveys, the company limited the number of touris ts (2 peopl e) on a canoe t o provide a person alized service, safety and reduce area impact. Food and drink (including any plastic ite:rn) was not allowed to be taken w h en canoeing t o prevent garbage impact . The garbage on board was prop erly collected during the trip.

Based on the observation, there was no local visit in t o ur 1 . However, in the int erview, the company argued that i t supports local employment by recn:riting local peopl e from Phuket and Yao Noi/Yao Yai isl ands to work with it. Many of them are employed as t o ur guides, some are bus drivers, b oat captains, boat assistants, and cooks. According t o tour guides, vvh en visiting the local village, t ot.u-ist s are encouraged to buy l ocal produ cts and s ervices. On most overnight tours, tour guides will arrange activities for touris ts to expose them t o the l ocal life and culture such as teaching local lan guage, cooking and local performances. On some trips, the company arranges a volunteer group t o v i sit the island t o build or maintain school facilities (e.g. t oilets, hbrary, classrooms). However, the company revealed tha t most tours are organized by the company there was no local invol ve:rnent in tour planning.

Based on the interview, the company has a poh cy to promot e sust ainabl e/ respon s i b l e touri sm in Phu ket and nearb y areas w h ere the tours operate. It also h as a written code of con duct for t o ur activities. F urtherm ore, the company provi des tour guides vvith both professional and environmen tal tra ining .

Most practices were s:in:tilar to tour 1 .

According to the observation, there was a local visit associated with this tour, and it was observed that several activities were concerned '"'ith the local co= unity-W h en arriving at the island in the aftemoon, • tourists were given some free time to explore the village where they had chance to meet and int eract with local people. Tourists were encouraged to buy or use local products and services. In this trip, upon request, tour guides can arrange the activities for tourists t o expose them to the local life and culture such as teaching local language, cooking and local perfor-mance. It was observed that, at night, tourists had a chance t o vvatch and learn Thai boxing performed by local residents. Most tourists took this opportunity to interact with the local residents.

Same as tour 1

., .. Developing Good Practices /13

Company B

Table 8: Observation and intervie-w results of company B

•

Criteria


2. Education element (observation and interview)

3. Conservation element (interview)

4. Impact element (observation)


Tour 1 (-what they did and lacked)

The company provided a day trip (travel b y bus) to visit a forestry area and an elephant camp near the national park in Surat Thani. There were some nature-based activities provided for tourists (i.e. canoeing and elephant riding). Tour 1lacked an actual local visit.

It was observed that there was a short introductory briefing about the areas visited. Moreover, during the trip, there was no vvritten document given to to1.rrists to learn about the nature. No effort was made to promote na turallearning or appreciation among tourists. Based on the interview, no information was given regarding educating the local community.

Tour 2 (-what they did and lacked)

The company provided a day trip (travel b y bus) to visit an elephant camp in Phuket. It was observed that there were elephant riding and local activities for tourists. However, tour 2 also lacked a real local visit.

Most practices were sin1.ilru.· to tour 1 including what they did and lacked.

A ccording to the interview, the Same as tour 1 company is currently running an elephant conservation project in Phuket and Surat Thani. It also sends the staff to participate in an event of cleaning tourist attractions in Phuket (piers, beaches, islands). However, the company still lacks actual conservation efforts at ecotourism destinations.

During the observation, the company implemented son1.e impact considerations. For example, there vvas a short guidance advising tourists on proper behavior when visiting the nanu·al area. Garbage was properly collected during the trip. There was a consideration of small groups while doing some activities (canoeing, elephan.t riding) based on group arrangement of the company. However, it was observed that other relevant prac tices were rarely undertaken during the trip.

It was observed that most impact conservation was ign.ored on this tour. There was no guidance advising tourists on proper behavior when visiting the natural area. h< addition, other relevant practices were not implemented.

II* Developing Good Practices /14

5. Community During the trip, there was a visit Most practices were s:irrtilar element at the elephan.t camp where to tour 1 including the lack (observation and there were souvenirs for sale. It of actual commmnty interview) was observed tha t most people involvement.

at the camp might n ot be local residents. According to the interview, some locals are employed in business operations. However, actual community involvement or participation was not implemented.

6 . Corporate A ccording to the interview, the Same as tour 1 element company has a policy to (interview) promote

sustainable/responsible tourism in Phuket and nearby provinces. It has a written cod e of conduct for tour activities. The company provides tom· guides vvith professional training including training on the natural e n vironment.

Remark: It should be noted that currently (at the time of survey) company B 1s offering/focusing on nature tours rather than ecotourism.

Company C

Table 9: Observation and interview results of' company C

Criteria Tour 1 (what they did and Tour 2 (what they did and

lacked) lacked)

1. Nature elemeJ."l.t D ·uring the observation, the Most practices were similar (observation) company provided a day trip to tour 1. However, there

(travel by boat) to visit :natural was :no local visit. a r eas around P ha:ng N ga bay :national park. The company arranged canoes as a :nature-based activity for touris ts to lean,_ about :nature and enjoy the s cenery. There was a visit to a fishing village.

2. Education Based o:n the observation, a Most practices were similar element brief introduc tion about the to tour 1 including the lack (observation and areas visit ed was given to of educating related inter view) touris ts including some stakeholders.

information about the natural environment. However, it was observed that little effort was made to educate tourists. According to the interview, information to educate the local community o:n :natural awareness was rarely given.

3 . Conservation According to the interview, the Similar to to"Lrr 1 element company has sent the s taff to (interview) participate in a:n annual event

of clea:n:i.:ng tourist attractions in Phuket (piers, beaches, islands). Yet, it still lacks specific conservation activities at ecotourism destinations.


•

4. Impact element It was observed that there were Almost similar to tour 1.

(observation) some efforts on impact considerations. For instance, there was a short guidance advising tourists on proper behavior when visiting the natural area. Garbage was properly collected during the trip . However, the consideration of small group conduct was rarely implemented. Furthermore, no other relevant practices were undertaken durin.g the trip.

5. Community During the trip, there was a There was no local visit in

element visit to a fishing village. tour 2, and no local (observation and However, it was observed that involvement or

interview) there was no interaction part:icipa tion. between tourists and the locals. According to the interview, several community elements were ignored (local use, community partidpat:ion)

• 6. Corporate Following company staf( the Same as t01.u 1 element company sets a company policy (interview) to be a responsible tourism

operator. However, a code of conduct for tour activities was not given/ presented. Environmental or other related h·aining for tour guides was not emphasized.

Company D

Table 10: Observation and interview results of company D

Criteria



Tour 1 (what they did and lacked)

The company provided a half-day trip to visit natural areas in Phang Nga bay by speed boat. It was observed that there was no nature-based activity for tourists nor a local visit.

Tour 2 (what they did and lacked)

The company provided a day trip (travel by boat) to visit natural areas in Phang Nga bay. The company arranged a nature-based activity (canoe) for tourists. However, there was no local visit.


2.Education element (observation and interview)

3. Conservation element (interview)

4. Impact element (observation)

5. Community element (observation and interview)

6. Corporate element (interview)


It was observed that a brief introduction to the areas visited was given to tourists. Hovvev er, no other information was provided during the trip including no emphasis on natural education and appreciation. According to the interview, there was no concem on the local community.

According to the interview, the company has sent staff to participate in an annual event of cleaning toUiist atb_-actions in Phuket (piers, beaches, islands). However, the company had no particular conservation project.

Based on observation, no advice was given to tourists on the impact element. However, it was observed that the garbage on boat was properly managed during the hip.

It was observed there was no local visit on this trip . According to the interview, the company has a policy to employ local staff. Howev er, there was no participation with a particular local community.

Following staff interview, the company sets a company policy to be a responsible tourism business as well as an ecotourism operator. However, a code of conduct for tour activities was not emphasized including staff training on natural environment.

During the trip, it was observed that tour guides briefly provided tourists with some :iJ.Lformation regarding the areas visited and proper behavior when visiting natural areas. But no other information was given during the trip including no emphasis on nahu·al education and appreciation.

Same as tour 1

During the trip, it was observed that there was a brief introduction advising tourists of what they could do and should not do when visiting natural areas. • Garbage was properly managed during the h·ip. But other practices were not implemented.

Same as tour 1

Same as tour 1


•

Table 11: Summary of k ey f indings f rom Table 7, 8, 9 and 10

Company What they did (good practices) Whattheylacked(needs

improvement)

A Nature-based activities with low Creating natural awareness and impact, local visit, providing trip appreciation, supporting local knowledge and education, involvement in. tour planning encouraging natural resources and participation conservation, corporate social responsibility, impact consideration, limitation of visitors, local employment, supporting local learning and appreciation, company's policy on ecotourism/ responsible tourism, staff training

B Nature-based activities with low Creating natural awareness and impact, partial local visit, impact appreciation, promoting trip consideration, wildlife conservation, education, providing actual corporate social responsibility, local local visit, supporting local employment, company's policy on involvement and participation ecotourism/ responsible tourism, staff training

c Nature-based activities with low Creating natural awareness and impact, partial local visit, impact appreciation, promoting trip consideration, partial corporate social education, providing actual responsibility, company's policy on local visit, supporting ecotourism j responsible tomism

D Nature-based activities with low impact, partial corporate social responsibility company's policy on ecotourismjresponsible tourism

interview methods (what they did an d lacked) are combined and presented together. Table 7 to Table 10 present the individual findings while Table 11 summarizes the key findings of the four companies. It should be noted that a survey of customers' perceptions of the tour were conducted during th e survey as well;

conservation, guiding tourists' behavior, local focus, supporting local involvement and participation, staff training

Creating natural awareness and appreciation, promoting trip education, providing actual local visit, supporting conservation, guiding tourists' behavior, impact consideration, local focus, supporting local involvement and participation, staff training

however, it is not presented in this paper. Also, keep in mind that the following are the research results collected during the surveys and are not intended to negatively criticize any company's operation and practices. The objective of the research is to better understand the current practices of companies that are involved with ecotourism.



5. Discussions

This section will discuss the findings (Table 7 - 10) b y referring to the ecotourism literature. The discussion will be based on the six elements of ecotourism.

5.1 Nature element

According to the findings, it seems that all four companies provided a low impact nature-based activity which w as canoeing around the Phang Nga Bay National Park (marine ecotourism). In the ecotourism literature, it is widely accepted that canoeing is a low consumptive activity because it rarely damages the natural environment, and organisms are not affected by human interaction (Duffus and Dearden 1990; Weaver 2001). The tour activ ity provided (canoeing) is relatively consistent with ecotourism principles, in that any ecotourism activ ity should have minimal or low impact on the environment. At the same time, it should provide some kinds of natural learning experience (Goodwin 1996; Weaver 2001) . Moreover, tourists participating in this tour refrained from consumptive activity such as fishing or collecting shells, plants or other nature souvenirs. In spite of the tour similarities among the four companies, there were some differences among them, especially the issue of promoting a local visit. Among the four companies, company A was the only one that provided an overnight trip to promote local culture. Based on the ecotourism concept, local community involvement is regarded as a key part of ecotourism development in terms of promoting cultural appreciation and the local economy (Fennell, 2003; Sangpikul 2008). During the overnight trip of company A, tourists had a chance to interact with local residents as well as learn something from them. During the stay, they were exposed to Thai culture through the learning of Thai boxing and a cooking class. Joining these activities with local residents may be considered as a part of local involvement/ participation in ecotourism


(Fennell2003). In terms of the local economy, many tourists u sed local services such as hiring a long tail boat or a pick-up to travel around the island. Some purchased local souvenirs from the market. With regard to the socio-cultural dimension, doing these activities, tourists had a chance to interact with local people by talking and learning from each other, thereby promoting a mutual and a better understanding betw een hosts and visitors. In case of company B, although there w as a local v isit (day trip), the tour provided did not qualify as an ecotourism experience because it was just an elephant camp owned by the tour company. The tour lacked the component of a genuine natural environment and learning opportunity. Meanwhile, companies C and D lacked this element (local v isit) as well. These two companies seemed to focus on day trips around the national park.

5.2 Education element

Amon g the four companies, it seems that company A did better than the others on this element. For example, tourists joining company A w ere informed regarding the areas v isited such as location and geographical environment of the destinations. They w ere also adv ised regarding the rules and regulations in visiting the marine sites . Tourists received a map of the destinations and a folder on the marine ecosystem containing rich information about the marine and coastal env ironment, its ecosystem, and marine wildlife and plants. When canoeing, tour guides explained about the marine ecosystem and its environment such as sea plants, fish, corals, beach forests and mangrove forests. They gave an explanation onsite to provide tourists with a better understanding of the marine environment. What company A did seems to correspond to the literature and generally covers the basic requirements on the education element of ecotourism such as nature education, environmental learning, and interpretation (Armstrong and Weiler 2002; Weaver 2001) . It seems that company A has attempted to create an ecotourism experience for tourists by having them learn


•

•

about the nature, while at the same time enjoying the beauty of the natural attractions. The education element is an essential component of the ecotourism experience because it can foster natural learning and provide tourists with a better (or deeper) understanding of the relationship between nature and the environment (Diamantis 1999; Weaver 2001). It is, therefore, the key part that distinguishes ecotourism from nature tourism (Diamantis 1999; Weaver 2001). However, there is one issue that company A may consider to improve on regarding the education element: urging travelers to appreciate or respect nature. Based on observation, tour guides rarely implemented this practice. All four companies ignored this element. Indeed, educating tourists to appreciate or respect nature may be conducted in several ways such as telling them the importance or the value of the natural resources or the destinations visited or informing them about what would happen if these resources were destroyed (Weaver 2001). Moreover, the tour companies could urge the tourists to appreciate the beauty of nature and help protect it from deterioration.

5.3 Conservation element

The conservation element could not be observed directly during the trips because it is concerned with company's activities or projects that may not be undertaken during the tour programs. Thus, the interview method was employed (together with evidence from company documents). Based on the findings, only companies A and B implemented this element. Company A implemented several conservationrelated activities contributing to the destinations and local community. The activities included planting beach forests in ecotourism areas, funding a wildlife conservation project in the ecotourism village, and setting up an annual cleaning day at the natural attractions. According to Matysek and Kriwoken (2003), ecotourism is different from nature tourism in that ecotourism focuses on the quality of


the natural environment such as wellpreserved or protected natural areas and wildlife habitat. When assessing the quality of ecotourism destinations, there is no doubt that it should be directly involved with the conservation of those resources (Wall1994 cited in Diamantis 1999). This is because conservation will help maintain, protect and enhance the quality of the ecotourism destinations from misconduct and inappropriate behavior of related stakeholders (e.g. travelers, tourism operators, and local people). Several scholars claim that to be qualified as ecotourism destinations, conservation is needed to protect the natural environment and the resources of the areas (Orams 1995). Thus, the eco-tour operators should be part of ecotourism conservation efforts because they consume natural resources by taking the group of tourists to enjoy and experience nature. The conservation of resources should be undertaken in ecotourism destinations or areas being visited (Wearing and Neil 2009). Company B also has several conservation projects, however, what they did may not be really congruent with the ecotourism concept. Although company B has established elephant camps in Phuket and Surat Thani in order to conserve elephants and help poor people (hill tribes from northern Thailand) by hiring them to work at the elephant camps, this project is more likely to be recognized as corporate social responsibility (CSR) due to the lack of local residents' involvement, community benefits and natural area conservation when compared to company A's efforts. Companies C and D did not have any conservation activity that involved working with the local community on natural conservation, particularly in the areas where they operate. However, company C participated in one small activity which was a cleaning day organized by the city.

5.4 Impact element

According to the results, company A and B did well on this element. In each trip of


company A, tour guides would brief tourists regarding proper behavior when visiting the destinations (e.g. what they could do and should not do). Moreover, tourists were told to avoid disturbing the wildlife (i.e. monkeys, birds and fish) and not to take any food items when visiting the areas including not giving food to the animals at the destinations. It was observed that not even a bottle of water was allowed to be taken when visiting the ecotourism sites. The practice of informing tourists about proper behavior seems to correspond with sustainable tourism's principles in that tourists have basic responsibilities when traveling to obey the rules or regulations of the destination (Swarbrooke 1998). In particular, what company A did regarding advising tourists on what they can do and cannot do is similar to the study of Armstrong and Weiler (2002). In their study, it was found that the most frequent messages given to tour participants during nature trips concerned what visitors should and should not do. This message is important because it can help reduce tourists' personal impact on the environment (Armstrong and Weiler 2002). Thus, telling tourists about what they can and cannot do when visiting natural areas should be taken as a good practice for eco-tour opera tors. Additionally, company A attempted to limit the number of tourists per trip by having no more than 30 people (average per trip was between 24-30). If the number of tourists exceeds this limit (e.g. 30 or 40 people), the company usually divides them into 2 groups by using 2 boats, and sets a slightly different time for conducting the tours to reduce crowding at the destinations. Furthermore, the company is strict about the number of tourists on a canoe by allowing only 2 tourists per canoe to ensure personal attention and low impact. If there are 3 people traveling together, tour guides would provide 2 canoes for them. This practice was observed during the survey, and it should be given credit as a good practice as well in terms of carrying capacity consideration. Overall, what company A did is relatively consistent with ecotourism principles as suggested by tourism scholars on the issue of impact


consideration (Wallace and Pierce 1996; Wearing and Neil 1999). For company B, although most tours were conducted in non-protected areas (on private land), the company did well on this element such as guiding tourists' proper behaviors, proper waste management, and maintaining small groups. With regard to companies C and D, we found that their practices partially corresponded to ecotourism principles such as having proper garbage management and advising tourists about proper behavior. The missing practices of company C and D were the lack of advising tourists to avoid disturbing the wildlife and maintaining a small group. According to the literature, disturbing the wildlife should be avoided in ecotourism because this may affect or change animals' behavior (Weaver 2001).

5.5 Community element

Among the four companies, company A did better than the others on this element. It should be noted that both interview and observation were employed to evaluate the community element. According to company A, it has a policy to hire local residents and have them work in the business operations as tour guides, boat captains, on-board cooks, or bus drivers. Many of them are native residents of ecotourism destinations (Yao Noi and Yao Yai islands) where the tours are operated. Besides direct recruitment, the company also undertakes indirect employment by involving local residents to be a part of the tour activities (e.g. preparing food and accommodation), particularly for the overnight trip. In the case of the overnight trip, while staying on the island, tour guides encouraged tourists to buy or use local products and services such as buying souvenirs, hiring a long-tailed boat or a pick-up to explore the island. In addition, tourists had a chance to experience Thai living and local culture as well as to interact with local residents. This helps promote better mutual or cross-cultural understanding between hosts and visitors as indicated in the literature (Ross and Wall


•

1999). These activities show us how the tour company gets local people involved in the tour activity since this is an essential feature of ecotourism development (Goodwin 1996, Hugo 1999; Sangpikul 2010). What company A did in regard to the community element is consistent with what tourism scholars suggested in relation to local community contribution (Hugo 1999; Ross and Wall 1999). These may include direct and indirect employment associated with the business operations, the involvement of locals in tour activities, encouraging use of local products/services, and promoting cultural learning/ exchange. However, company A lacked an important issue on the involvement of local people in tour planning because all tour planning was solely done by the tour company.

With regard to companies B, C, and D, it was found that their practices on this element were much different from company A. For example, there was no actual local visit or community involvement. As discussed, the community element is an essential part of ecotourism development. If any tour company lacks this element, this would significantly affect the key component of the ecotourism experience and development.

5.6 Corporate element

The corporate element is one of the important elements of eco-tour operators as identified in the literature. According to the findings, it's evident that company A has more of this element than the others. Company A has a company policy to promote responsible tourism and ecotourism in Phuket and nearby areas as can be seen in the company's annual report and website. One of the major reasons for setting this policy is because the owner of the company is a local resident of Phuket. He wants his company to contribute both economically and environmentally to the local areas. He has trained his tour guides to be well-rounded in the natural environment in order to support the


responsible business. Tour guides working with company A were not only trained to be professional guides, but they were also trained about the natural environment (e.g. ecosystem, wildlife, flora, and fauna). According to company A, tour guides are the key persons to implement responsible or sustainable tourism at the destinations. They are expected to advise travelers regarding proper behavior and manage the trips to generate minimal impact to areas visited. Company A not only urges its staff to have a responsible mind, but it also has established a written code of conduct for tour activities to be properly conducted. What company A did was in keeping with the practices proposed by the leading ecotourism associations. These practices may include setting the company policy I objective to include responsible tourism or ecotourism, providing codes of conduct for tour activities, and providing staff training on environmental issues (Ecotourism Australia 1994; Eco-tourism Norway 2009).

Company B did well on this element too. Company B has a policy to promote sustainable tourism by focusing on animal conservation (elephant camps). It also has a code of conduct for tour activities to prevent the degradation of the environment as can be seen from the documents presented during the interview. Tour guides received proper training in the area of environment and nature. With regard to companies C and D, both have a policy of promoting responsible tourism and ecotourism. However, they still lack some important practices like staff training in relation to environment/ ecotourism and a company code of conduct for tour activities. According to the Global Sustainable Tourism Criteria (developed by the United Nations Environment Programme), the code of conduct is important to the sustainability of the business because it at least shows evidence that the company has recognized (or realized) the impacts of its operations on the environment, and has published (or written) guidelines for conducting the business (tours) to minimize these impacts.


6. Recommendations

Although this study examined a particular group of eco-tour operators in a particular area, the writer has attempted to make recommendations that could be applied to and adopted by most eco-tour operators in Thailand and other settings (where appropriate) by referring to the ecotourism principles and the actual practices examined in this study. There are three parts to the recommendations. The first part includes general recommendations based on each element (6 elements), while the second part is a summary (list) of the good practices. And the third part concerns implementation.

6.1 General Recommendations

1) Nature element

According to the findings, most companies did well on this element because they provided a visit to the protected natural areas (mainly marine national parks), and also provided low-impact, nature-based activities (e .g. canoeing / kayaking) for tourists' enjoyment and natural learning. This suggests that eco-tour operators may choose the natural environment that is well maintained or protected to promote natural learning and appreciation. If we travel to contaminated areas, there might not be any natural heritage to learn about or appreciate. According to the literature (Matysek and Kriwoken 2003), the quality of the natural environment and the exposure to the entire ecosystem for learning opportunity form the ecotourism experience (or natural appreciation). In this regard, tour operators may choose undisturbed or uncontaminated areas (e.g. national parks, protected areas or wetlands, coastal / marine areas, wildlife reserves, and other areas relating to flora , fauna, and habitats) to deliver the ecotourism experience. As ecotourism occurs in natural environments, tour operators may consider the activ ities that promote enjoyment,


natural experience and learning by arranging low impact and low consumptive activities. They may include nature or wildlife observation, bird watching, hiking, climbing, biking, trekking, nature education, bushwalking, canoeing/ kayaking, scuba or snorkel diving, cave exploring, etc. According to the ecotourism concept (Blarney 2001; Weaver 2001), ecotourism may not only involve natural attractions but may include cultural components of the areas visited such as local people or cultural attractions associated with that area. This suggestion may be useful for tour operators to design interesting and attractive tour programs.

2) Education element

The education element is the essence of the ecotourism experience. Its purpose is to provide tourists with a better understanding of and respect for the natural and cultural environment of the area visited (Weaver 2001). According to the findings, several • companies ignored this element. Indeed, there are several ways to educate tourists while participating in eco-tours. Basically, at the beginning of the journey, tour guides should prepare general information about the destinations as well as the surrounding environment in order to provide tourists with an overall background and a better understanding of the areas they are going to visit. Tour guides may verbally explain the information. Preferably, they may also prov ide written materials (e.g. sheets, pictures, brochures, folders) about the destinations, the surrounding environment and / or ecosystem. The reason for giving such materials may be: 1) to foster tourists' understanding of the natural environment, and 2) to arouse tourists ' interest in or appreciation of natural attractions. Verbal information can be easily forgotten and less motivating/ interesting when compared to written materials. Given the case of company A, at the beginning of the trips, tour guides gave general information about the destinations as well as a brief about the tour program. At the same time, they also introduced and provided a folder of written materials regarding the marine ecosystem,


•

wildlife and proper tourist behavior when visiting lagoons and sea caves. One of the simple issues that was mostly ignored by the tour guides in this study is informing tourists of the significance or heritage value of the particular area visited (Armstrong and Weiler 2002). This may help create tourists' appreciation or respect for the natural heritage. During the trip or before arriving at the destinations, tour guides may take this time to interact with tourists and give them knowledge or information about the natural environment (e.g. flora, wildlife). At ecotourism destinations, while tourists are doing some nature-based activities (e.g. trekking, bush walking, natural trails, bird watching, canoeing, etc.), this is a great opportunity for tour guides to create natural appreciation or respect by giving additional explanations or interpretation (enriched -educational activity). According to the literature, natural interpretation should be promoted in ecotourism because it is an educational activity that fosters a better understanding by delivering messages about nature and the related environment (Armstrong and Weiler 2002). The appreciation of nature would encourage tourists to behave properly, and this helps reduce the negative impacts of their visit. Educating tourists should be enjoyable/fun, employing a conversational, enthusiastic and interesting style of presentation that might encourage or involve visitor participation (Weaver 2001).

3) Conservation element

Conservation is a complex issue to implement in a real business setting. Several tour companies have overlooked this element. According to the literature, eco-tour operators should be contributors to natural or environmental conservation in the areas where they operate because they consume those resources directly from their tour operations. Indeed, there is no specific form of conservation suggested for tour operators. Thus, eco-tour operators may consider conservation through a wide range of projects or activities (e.g. involving


forests, plants, flora, wildlife, and animals). In order to judge if the conservation is part of ecotourism, there are certain criteria to be considered. First, the goal of the conservation should aim to protect, conserve, maintain or enhance the quality of the nature resources and the environment. Second, the conservation should take place in the ecotourism areas where the tours are operated (or nearby). Third, the way to support the conservation can be either direct or indirect. An example of direct conservation would be for the company to initiate, launch, establish or undertake a project or activity by itself or join with other parties (e.g. local community, government agencies or NGOs) to carryout the conservation project. According to the findings, company A is currently undertaking direct conservation with the local community (wildlife conservation). An example of indirect conservation is the fees that the tour operators pay to the park authorities because these fees usually go to promote conservation activities within the parks. Other indirect conservation efforts may include donating, funding or sponsoring conservation projects (e.g. plant, wildlife or animal conservation projects).

4) Impact element

The purpose of the impact element is to reduce or minimize the negative impacts to the environment that are mainly caused by tourist visitation as well as from tour operations. Based on the findings, some companies did well on this element while the others seem to ignore it. First, we will suggest how tour companies can reduce tourists' impacts, and later we will recommend how the company can reduce its operational impacts. Indeed, impact and education elements are interrelated in terms of knowledge and behavior. According to Wearing and Neil (2009), when tourists are provided with simple and sufficient information about the nature environment (from the education element), they are more likely to have a better understanding about the natural heritage. This may shift their attitudes to feel more positive about and


respectful of the natural environment. Having such attitudes they tend to be more careful of their behaviors when visiting natural areas. Thus, providing tourists with knowledge about the natural environment is directly related to impact considerations. This can be seen from the case of company A. When tourists had a better knowledge and understanding about nature and the environment from tour guides, they tended to be more careful of their behaviors while visiting ecotourism areas including avoiding disturbing wildlife. In contrast, tourists participating in company C and D tours were less careful about their proper behaviors since tour guides did not really motivate them to feel respectful or appreciative of nature (see findings). Therefore, eco-tour operators and tour guides play a crucial role in creating natural responsibility and environmental consciousness. In particular, tour guides should be a role model for tourists to behave responsibly and encourage them to do so (Borelli and Minestrini 1999). According to Swarbrooke (1998), tourists have basic responsibilities when traveling such as the responsibility to obey local laws and regulations. By applying Swarbrooke's notion, tour guides should inform tourists at the beginning of the trip about how to dispose of their personal garbage. Meanwhile, the tour guide should communicate the company's policy on ecotourism or responsible travel. These practices can be done in the form of verbal communication, or by distributing sheets, pictures, or guide books. It is assumed that when tourists clearly understand what the company expects them to do, they will be willing to act accordingly.

5) Community element

Another challenging task is the contribution to the local community. It should be noted that in the actual setting, not all eco-tours contribute to the local community. Given the case of tour 1 of company A, although this tour met most of the criteria as of an eco-tour, it did not really contribute to the


well-being of the local community. It is understandable that the arrangement of tour programs may depend on several factors such as customer demand, cost of operations or difficulty in tour programming. However, including a local visit in the eco-tour is strongly suggested whenever possible. For example, any eco-tour that includes a local visit or overnight stay would significantly contribute to community development that results from tourism related activities. The actual contribution can be seen in the case of tour 2 of company A (eco-tour with overnight stay). If appropriate and possible, the company may offer eco-tours combined with local experience. This type of tour may be a day trip to visit a local community or an overnight trip staying with local residents.

For the tours visiting or staying at the local village, the tour guide should advise or brief tourists regarding the community, local culture and proper behavior (what they can do and shouldn't do). This kind of advice may help reduce cultural conflicts or misunderstanding between the hosts and visitors. Additionally, tour guides should inform them about how they can help the local economy (Borelli and Minestrini 1999). For example, in the case of company A (tour 2), the company worked with the local residents to supply accommodation, meals and local tours for the visitors. In relation to the accommodation, company A selected a localoriented business. The company also provided cultural learning by arranging a Thai boxing performance. This may help promote cultural appreciation and mutual understanding between local residents and visitors. What company A did could be the good model for contributing economic and socio-cultural dimensions to the local community.

6) Corporate element

The corporate element is another challenge for companies aspiring to be eco-tour


•

•

operators. According to the results, only some companies had this element. The first suggestion for the corporate element is that the company should inform the staff regarding the company's policy and objective, and make sure they are aware of it. Given the case of company A, the owner set the company' s policy to be the responsible operator offering quality and ecologically friendly tours. He has communicated this policy to all company staff since the establishment of the company. Today, he still encourages the staff to follow the company's policy by conducting tours in a responsible manner. This can be seen from the actual practices of company A, which are more highly congruent with ecotourism principles than other companies. In addition to that, tour operators should communicate their policy to the customers as well by making them be aware of their role in helping achieving it (Borelli and Minestrini 1999). When the customers are aware of and understand the company's policy, it's expected that they would be willing to comply with the rules and regulations set by the company. Once they adopt appropriate travel behaviors, negative impacts could be reduced. Again, given the case of company A, during the observation, tour guides often informed tourists regarding its policy to be a responsible and ecologically friendly tour by requesting them to refrain from inappropriate behaviors. Because of this, it was observed that many tourists seemed to be more careful of their behavior while canoeing in the lagoons / bays as well as during their stay at the local village. In contrast, companies B, C and D did not communicate any company policies or objectives to their customers. As a result, many customers of these companies were observed to be less concerned about caring for the environment than company A.

Aside from the company's policy, training tour guides in the special areas of nature and environment (e.g. ecosystem, wildlife, geology, botany, fauna) is also


essential to the running of an ecotourism business. Conducting eco-tours is different from other tours since tour guides need to have knowledge about the natural environment and the ecosystem of the ecotourism areas. Company A seems to pay more attention to this issue than other companies. As previously mentioned, tour guides play an important role in educating tourists and act as role models for responsible travel behavior. Thus, the ecotour operators should focus on providing appropriate training for their guides.

6.2 Summary (List) of Good Practices

Based on the general recommendations, Table 12 provides a summary and proposes a list of good practices for eco-tour operators to implement in their business. Due to a lack of research knowledge on good practices, it could be argued that these are the first ecotourism good practices that have been developed from a research-based study . These practices provide a comprehensive coverage of sustainability reflecting the economic, social and environmental dimensions of ecotourism development. Moreover, several of them are based on the actual practices of the tour operators investigated in this study. Therefore, what we will be suggesting should be practical for other eco-tour operators in Thailand and possibly elsewhere.

It should be noted that the abov e suggested good practices are based on the key concepts of ecotourism as identified from the literature. Secondary or minor practices that are not the core principles (indirect components) are not included on the list such as first aid preparation, safety and security practices, and the use of vehicles fuel or energy. However, it is understandable that these items must be considered and implemented by the tour operators since several practices are required b y law or an apart of normal business operations.


Table 12: The proposed good practices for eco-tour operators

Criteria 1. Nature element

2. Education element

3. Conservation element

4. Impact element


,..

,..

,..

,..

,..

,..

>

>

>

>

> ,..

>

>

,.. >

> ,.. ,.. ,.. >

Good practices Offer a trip to visit uncontaminated or protected natural areas covering a wide range of natural attractions In some programs (when appropriate), a visit to associated cultural attractions or local communities should be promoted Arrange a nature-based activity for natural enjoyment, experience and learning purposes, emphasizing low im.pact and lovv /non-consumptive activities Brief tourists about the tour program and inform them about the destinations and the surrm.mding environment including its significance or value Provide tourists with additional knowledge regarding the natural environment of the areas visited (e.g. biodiversity, ecosystem, plants, wildlife) Supply additional information to promote learning or interest in the natural environment (sheets, brochures, books, pictures) Interpretation should be delivered when arriving at ecotourism destinations or while doing nahue-based activities through various techniques (e.g. verbal, picture, reference, comparison or sign) Educate or encourage the local community (where the tour operates) to protect and preserve the natural resources Educate or provide ecoto~u:ism knowledge (when appropriate) to other stakeholders (government, schools, NGOs) Include conservation as a part of business ethics or social responsibility Choose the conservation activity that relates to company' s policy or operation Be a contributor to conservation through various supports (e.g. physical or finm1.cial means as well as direct or indirect method) Encm.uage tourists' participation in conservation (when appropriate) Alternatively, do the conservation with other stakeholders (e.g. community, government, NGOs or private sector) relating to business operation Comply with the existing rules and regulations of the areas visited to reduce unfavorable impacts Advise tourists regarding proper travel behavior during the trips (including what they can and should not do) to reduce negative impacts on ecosystem, vvildlife, flora, fauna, or habitat Tour guides should be a role model for proper travel behavior Manage waste or garbage during the trip in an appropriate way Use biodegradable or recyclable products when possible Keep groups small when appropriate to reduce physical and environment impacts If there is a local visit, proper advice on the community and local culture should be given to tourists


5. Community );;- Promote local employment (either full or part time) element by hiring local people to work in business

operations (emphasizing local community related to tour operations)

);;- Generate local economy tlu·ough local purchase and use by tom·ists and tour operators

);;- Build a good relationship with the local community );;- Arrange activities for tourists to learn and

appreciate local culture or way of life );;- Give an opportunity to local residents to become

involved with tour activities and planning when appropriate (e.g. local guides, guide assistants, service staff, cultural performance)

);;- Consider other community-based tourism experiences such as volLmteer tourism, agria:utural tourism and home stay (when cu:>l'_r~riate)

6. Corporate element );;- Staff should be aware of company's policy and objectives as well as the laws and regulations of the area visited.

);;- Provide tour guides with training in relation to the nature and the environment (e.g. wildlife, ecosystem, geology, botany, flora, and fa1.ma)

);;- Comm1.micate company's policy and objective to customers and make them aware of their role in helping protect the natural environment

);;- Customer satisfaction survey should be conducted on a regular basis

6.3 Implementation

This part will discuss how and why eco-tour operators should implement the proposed good practices. In order to be competitive in the market and stay with the global trend of the green tourism business, it is necessary for them to view or consider those practices as marketing strategy (strategic thinking) in order to run a successful ecotourism business. Basically, in marketing strategy, tour operators need to develop the products (ecotourism and its good practices), identify potential customers (special and general nature-based travelers), communicate their products (marketing media) to attract the target markets, and finally deliver and make them satisfied/ happy in compliance with the company's goal. Since the focus of this research project is developing good practices, the findings may be useful only in certain areas that

deal with good practices or product features. The following recommendations (two issues) may help to motivate eco-tour operators to consider implementing the good practices in their businesses.

6.3.1 Good Practices as Marketing Strategies

Good practices in the first element (nature element) have several marketing implications for eco-tour operators. First, we have to accept the fact that most tourists join eco-tours for rest, relaxation or recreation motives rather than other objectives like natural learning or environmental conservation since several studies have revealed that fact (Kerstetter, Hou, and Lin 2004; Kontogeorgopoulos 2004; Sangpikul 2007). This is also true for the current study. Almost all the tourists



participating in this study said that they joined eco-tours due to those motives, not to learn about or admire nature. Although there might be some eco-tourist groups who want a true ecotourism experience, they represent a tiny proportion when compared to the mass-market tourists joining eco-tours. Another fact is that the way ecotourism is described in the literature (learning, protecting, contributing something) should be the job of the tour operators to get tourists involved. It may not be the actual motivation for most tourists to buy ecotours. The implication is that once they join the tours, it is the duty of the company to make it happen (the ecotourism experience). Based on this fact, when selling eco-tours in the mass market (majority) and to special ecotourist groups (minority), particularly in Thailand, it is important for eco-tour operators to market ecotourism by linking it to the above motives (i .e. rest, relaxation, and recreation, on the other hand, or experiencing nature on the other). In strategic marketing, they may add a selling point by using the special characteristics of ecotourism (well protected areas) to attract customers by conveying the appealing messages of 'unspoiled nature' 'natural beauty', 'natural primitiveness', or 'wild nature '. In the meantime, low consumptive or low impact tourism activities (e.g. trekking, bush walking, bird watching, canoeing, etc.) should be offered to supplement the above motives and promote natural appreciation/learning. To grow in the market, the other five dimensions of good practices will be further discussed to help the tour operators effectively market ecotourism products. In other words, they are the supplements or tools to make ecotourism experiences happen.

The next supplement of making ecotourism experiences happen is the education element which is the major feature that distinguishes ecotourism from other types of nature-based tourism. Ecotour operators should implement the education element to distinguish themselves from imposters. The education element not only provides natural and environ-


mental learning but it also promotes a better understanding of nature through interpretation. According to the literature (Diamantis 1999, Weaver 2001), effective interpretation may be delivered in various forms to add both knowledge and enjoyment during the trip. This enriched educational activity is rarely found or implemented in other forms of tourism. Therefore, it rep resents the product differentiation and value added to ecotourism products. It is the job of the eco-tour operators to point out this key feature to their potential customers in the market.

In relation to the conservation element, there are several reasons why eco-tour operators should undertake conservation. Firstly, it reflects the mindset of the business owner (or manager) in the way they think about nature. If people have the right mindset about nature, they would want to give something back to nature such as maintaining or restoring the areas in which they operate. This is like when people feel grateful (thankful) to someone and then they return the favor when appropriate. Secondly, conservation should be viewed as a part of their business ethics. Business ethics deals with what is right and wrong in doing business. It applies to all types of business including tourism. Business ethics help guide the company to appropriately deal with the world (e.g. customers, public, society, environment). Thus, conservation as a part of business ethics should be a common thing for eco-tour operators who use and consume natural resources as part of their benefits (profit making). Thirdly, as mentioned earlier, eco-tour operators consume natural resources from taking tourists to visit the natural areas. The deterioration of the areas visited may occur from tourists ' visits and their operations. According to a common rule, a business should be accountable to the natural and social environment in which it operates. Thus, the company should take part in social responsibility or corporate social responsibility (CSR) by taking care of the destinations that are the source of


•

•

their income. Today, companies that practice social responsibility have a favorable or good image in the market, particularly the tourism business, due to the increasing public awareness of environmental issues. In terms of marketing, once the companies undertake a conservation project or activity, it depends on them to deliver the message to get public acceptance, recognition, or an improved company image. Companies A and B are good examples of this. They received both international and local recognition (through awards) for their good practices in protecting and conserving natural resources.

According to the literature, the impact element is closely related to the education element in terms of knowledge and behavior. When tourists are educated to better understand about the nature heritage (from education element), they are more likely to have better attitudes toward the natural environment. With positive attitudes, they tend to respect nature and behave more appropriately when visiting natural areas. Therefore, if the tour operators do a good job on the education element, this will significantly support the impact element. When arriving at ecotourism destinations, tour guides should just remind tourists to minimize their personal impacts on the environment. Once the company implements the impact practices, it can call itself a 'responsible tour operator' because it becomes truly responsible for tourists' behavior. Another advantage concerning the management of a small group of travelers (physical/ environmental carrying capacity) is more personal service. A better service tour may generate a buzz (word-of-mouth advertising) among customers. Since a smaller group usually receives better personal services from tour guides than a larger group, this could represent another good point of eco-tours for marketing purposes. Company A is a good example of using this good practice in its advertising campaign to attract customers (e.g. high-end tourists, senior tourists, or honeymooners) who want better service


quality. This practice may be viewed as additional product differentiation for a marketing campaign.

The community element should be viewed as another key selling point, especially in the overseas market, for those who are interested in experiencing Thai ways of life. As mentioned in several sections, only the good practices that relate to marketing benefits will be presented. They may include the opportunities to experience local culture, local learning or way of life, home stay, and volunteer tourism. All of these activities would enhance the ecotourism experience and are worth promoting, especially for the sense of 'local authenticity'. The length of the program may vary from a one day trip to overnight trips (1 night or more). Since ecotourism with a local visit will provide tourists with both nature experience and local exposure, this may be called a '2 in 1' tour program which represents a great marketing opportunity due to its special product characteristics and differentiation. Again, it is the job of the eco-tour operators to decide how to market their products in the international market.

For the final element, it seems that the corporate element also provides several marketing benefits for eco-tour operators. The way the company clearly communicates its policy on ecotourism (or related fields) to the market may get the public's attention/interest. They can do this through a website, brochures or an advertisement in travel magazines. This may help get the attention of travelers who want to experience ecotourism. Based on informal talks with several tourists during the surveys, they said they searched for eco-tours from the Internet or brochures by choosing the one that clearly set out its policy on and commitment to ecotourism. The second implication is the qualification of the tour guides who have been properly trained in nature or environment issues (e.g. ecosystem, wildlife, geology, botany, fauna). This good practice seems to yield

., .. Developing Good Practices I 30

another product advantage in terms of staff expertise over the competitors, and may be regarded as the core competency (strength) of the business since other operators may not easily imitate (copy) or do the same thing. Again, company A is currently using this core competency (highly trained staff) to market its products (via brochure and website). And the last issue is the survey of customer satisfaction. Doing this would help the business to get feedback from customers, which company can use for product improvement.

6.3.2 Soft and Hard Ecotourism Business

The major issue is how the tour operators implement the 6 dimensions of good practices in their businesses. It may not be easy for them to implement all six of them. Managing ecotourism is more difficult than other types of tourism because it encompasses various principles (Ziffer 1989 cited in Fennell 2003). Therefore, the point of proposing good practices (section 5.2) is to provide a road map for tour operators . Now that a road map is available, it will be up to them to implement the good practices when appropriate. In order to implement the road map, it is recommended that in the initial stage, eco-tour operators focus on soft or shallow ecotourism by implementing the first four criteria first namely, 1) Nature element 2) Impact element 3) Corporate element and 4) Education element (NICE). The meaning of 'NICE' here conveys the sense of 'good' or 'good to do' . Therefore, this is the key point that would be suggested at the beginning stage of running the ecotourism business. The company may implement these four criteria when conducting eco-tours and be qualified as a provider of soft ecotourism (soft sustainability). In the real setting, there are many levels of ecotourism development from mass nature tourism, soft ecotourism, and hard ecotourism. Hard ecotourism (full implementation of all 6 elements) is rarely found in the actual setting, particularly in developing nations. In an attempt to enhance the expansion of eco-

Sasin Journal of Management Vol. g No. 1, 2011

tour operators, it's better for tour operators to start conducting soft eco-tours than to do nothing (with regard to good practices). If any company wishes to be a full-scale eco-tour operator (genuine one), they may implement the other two criteria which are the 2 Cs: Conservation and Community. The good practices represented by the 2 Cs are more challenging to implement as we can see from the actual case of companies B, C, and D w ho did not do well on these two criteria.

7. Conclusion

This study has achieved its objectives by developing good practices for eco-tour operators. It provides both academic and practical contributions. In terms of the academic contribution, the study has developed the Ecotourism Model for Tour Operators (EMTO), consisting of 6 criteria and 27 indicators. The determination of EMTO's criteria / indicators and the development of the good practices have extended the existing knowledge on the ecotourism literature by filling the current gap. For the practical contribution, the EMTO could be developed as the important instrument to distinguish real eco-tour operators from fake ones. Furthermore, the proposed good practices w ould assist the business to be competitive in the global market and to serve as a quality control mechanism for the tourism industry. The good practices not only contribute to ecotourism development but also have the marketing implications for tour operators who want to market ecotourism as a unique travel experience. Indeed, the proposed good practices do not really incur additional costs for the tour operators. Most of them are concerned with the w ays they manage or conduct the tours (tour management) . What we suggest is just to make some changes or improvements in their current practices which require more effort with regard to tour management and staff training. The overall good practices (6 dimensions) should be v iewed as the value added components and the strengths that


•

distinguish ecotourism from other nature tourism products. They may assist the tour operators in product positioning and competitiveness in the tourism market. Several good practices mentioned above may represent the core competency of the company since other competitors (fake ones) cannot easily imitate them such as interpretation, commitment to conservation, small group tours, and specialist tour guides. The key point is that tour operators should adopt strategic thinking on product development by adhering to the true concept of ecotourism and applying the good practices into their planning and management. It is hoped that the above recommendations will help the business to better understand the benefits and the importance of the good practices in order to improve the product quality and enhance the chance of business success, thereby promoting sustainable tourism business. If they hesitate to improve, they may lose the opportunity to newcomers (new competitors) who are better prepared to serve the needs of eco-tourists.

8. Limitations and Future Research

Firstly, due to research constraints, this study investigated only four tour operators based in Phuket (one area), with a total of eight tour programs. The number of samples (four companies) may be small when compared to the total number of selfclaimed ecotourism operators in Thailand. Thus, the results of the study may not represent the overall population in Thailand. Future research, with appropriate budget, may explore on a larger scale by examining self-claimed eco-tour operators in other parts of the country. Secondly, this study investigated the good practices of those who offer the ecotourism products in Thailand. Future research may be conducted in other settings (countries) to learn the good practices outside Thailand. Thirdly, although this study specifically aimed to develop the ecotourism model and good practice for eco-tour operators, the main contents and the key criteria resulting from this study may be further developed


and used for other ecotourism businesses (e.g. eco-lodges) and destinations. Future research may focus on the development of a specific ecotourism model or the good practices for eco-lodges and ecotourism destinations. Finally, some other issues such as the good practices for transport, fuel or energy use were not examined in this study because they were not included in the research scope. Future researchers may objectively involve such issues in their examination.

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