2006
DOI: 10.1300/j073v19n02_05
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The Impacts of Foot and Mouth Disease on a Peripheral Tourism Area: The Role and Effect of Crisis Management

Abstract: This study reports on the consequences of endemic cattle and sheep disease (2001) on two separate areas on the tourist industry; a) the Grampian Region of Scotland (indirectly affected) and b) Cumbria in England, (directly affected), and secondly on the effects of various crisis management strategies to alleviate the ensuing problems in both areas. Data were collected by a survey of a sample of 200 tourism orientated SME operators in Grampian and 170 businesses in Cumbria.The results show two forms of impact c… Show more

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Cited by 48 publications
(40 citation statements)
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References 45 publications
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“…''Although the actual timing, location, and severity of earthquakes, hurricanes, or avalanches cannot be accurately predicted; it is certainly possible to learn from past crises, to pre-plan emergency procedures, and to mitigate the verity of such events by adopting appropriate building codes, providing alternative escape routes, and develop crisis management strategies.' ' Irvine and Anderson (2005) discuss that the ability of a business to manage the crisis successfully can mean the difference in survival or failure. They note that having a disaster plan is a strong indicator, where 50% of all businesses who do not have one fail.…”
Section: Discussionmentioning
confidence: 99%
“…''Although the actual timing, location, and severity of earthquakes, hurricanes, or avalanches cannot be accurately predicted; it is certainly possible to learn from past crises, to pre-plan emergency procedures, and to mitigate the verity of such events by adopting appropriate building codes, providing alternative escape routes, and develop crisis management strategies.' ' Irvine and Anderson (2005) discuss that the ability of a business to manage the crisis successfully can mean the difference in survival or failure. They note that having a disaster plan is a strong indicator, where 50% of all businesses who do not have one fail.…”
Section: Discussionmentioning
confidence: 99%
“…Much tourism literature has introduced the impacts on the tourism industry of disaster/crisis (see Carlsen & Hughes, 2007;Irvine & Anderson, 2005;Ladkin, Fyall, Fletcher, & Shipway, 2007;Pearlman & Melnik, 2008;Yeo, 2002). Normally, a natural disaster or crisis can affect the tourism industry in various ways.…”
Section: Np Tourism Recovery Marketing After Disaster/crisismentioning
confidence: 99%
“…It is the NP's responsibility and opportunity for positive communications, effective promotion, and strategic marketing to reduce the damage to the destination and to protect, rebuild, or broaden its tourism brand or image in the world for medium or long-term sustainable tourism development via intensive media coverage (Carlsen & Hughes, 2007;Hystad & Keller, 2008;Irvine & Anderson, 2005). Hystad and Keller (2005) completed an analysis of the media coverage and associated portrayal of Kelowna during and immediately after the 2003 disaster.…”
Section: Np Tourism Recovery Marketing After Disaster/crisismentioning
confidence: 99%
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“…For example, the foot-mouth disease outbreak in UK, 2001 was one of the largest crises that the UK tourism industry endured for many years. At the height of the disease, the estimated losses of revenue for the UK tourism industry were to be running at 179 million pounds in a week, or 13% of normal weekly tourism expenditures [3]. Figures released from the International Passenger Survey showed that overseas visitor numbers for UK were lower in the first 6 months of 2001 compared with 2000.…”
Section: Introductionmentioning
confidence: 99%