An analysis of Chinese tourists’ experiences in Milan and Florence - Managerial guidelines for the Improvement of the Chinese Tourist Experience Project Work of the students of the Master in Tourism Management of IULM Uiniversity (milan, Italy), with the methodologicl support of Andrea Rossi, lecturer and co-author of the Tourist Experience Design Methodology

1. Master in Tourism Management – VIII edition – 2011-2012
An analysis of Chinese tourists’ experiences
in Milan and Florence
Managerial guidelines for the Improvement
of the Chinese Tourist Experience
1
Faculty Tutor: A. Rossi
Team Group: A. Cini, A. Corti, F. Di Muoio, V. Passalacqua, V. Polloni, M. Rega
With the support of: F. Mencarelli, Z. Yu
Milan, May 27th 2013

2. Master in Tourism Management – VIII edition – 2011-2012
Table of Contents
• Objectives
• Methodology
• Results
– Direct interviews
– Direct experience assessment
• Managerial guidelines
• Conclusions
2

3. Master in Tourism Management – VIII edition – 2011-2012
Objectives /1
3
The objectives of the project are:
• to assess the experience of Chinese tourists in large Italian cultural destinations
according to theoretical models on tourist experience design;
• to identify areas for experience improvement for Chinese travellers in Italian
Cultural destinations;
• to provide Italian operators with useful guidelines to redesign their tourist offer;

4. Master in Tourism Management – VIII edition – 2011-2012
Objectives /2
4
• The project has been focused on the Chinese travelers’ visiting experience
in the Duomo sites of Milan and Florence
• The Chinese travellers’ experience has been evaluated, both with direct
interviews and a direct assessment based on two theoretical models;
• A SWOT analysis has been made in order to identify the improvement
opportunities for the experience of these attractions;
• Some useful guidelines have been written, taking into account the SWOT
analysis, to provide suggestions for improving the tourist experience in the
Duomo sites of both Milan and Florence ;
• The guidelines have shown general results that can be used by Italian
operators also for other tourist attractions .

5. Master in Tourism Management – VIII edition – 2011-2012 5
Methodology /1
1. Literature review and selection of the theoretical framework
• Orchestra model of on-site experience (Pearce 2011)
• Destination appraisal model (Pritchard, Havitz, 2006)
2. Field analysis of the attraction experience in Milan and Florence*
• Direct interviews (supported by a Chinese speaking person) at the end of the visit,
based on a questionnaire by Philip L. Pearce and Mao-Ying Wu
• Direct experience assessment of the attraction areas according to the two theoretical
models, adapted and combined together
3. Analysis of results
• Direct interview evaluation
• Direct experience assessment evaluation
• SWOT analysis based on the two field analyses
4. Definition of guidelines to improve the experience
• Prescriptions of improvement according to the SWOT analysis
*June-July 2012

6. Master in Tourism Management – VIII edition – 2011-2012
Visual
Hearing
Smell
Touch
Taste
Relationship with
employees
Relationship among
Chinese etc.
Learning
Perceiving
Thinking
etc.
Happiness
Surprise
Fear
Indifference
Anxiety
etc.
Movement in space
Technology linked to
behaviour etc.
6
(Pearce 2011) Philip L. Pearce “Tourist behaviour and the contemporary world”, Channel View Publications, 2011
The orchestra model of on-site experience (Pearce 2011)
For the participant, experience is a holistic
and integrated flow of reactions and
emotions as they move through space
and time.
Tourists' experiences can be understood as
analogous to the multiple contributions
which make up listening to an orchestra.
The contributing elements to tourist
experience include:
•the sensory inputs,
•the affective reactions,
•the cognitive mechanisms,
•the behaviours available,
•the relevant relationships.
Methodology /2

7. Master in Tourism Management – VIII edition – 2011-2012 7
Destination appraisal model (Pritchard, Havitz, 2006)
(Pritchard, Havitz, 2006) Mark P. Pritchard, Mark E. Havitz, “Destination Appraisal - An Analysis of Critical Incidents”,
Annals of Tourism Research, Vol. 33, No. 1, pp. 25–46, 2006,
The destination appraisal model is based on two main aspects:
critical incident technique and importance-performance analysis .
Critical incident technique
Requesting open-ended responses about positive or negative experiences has
been referred to as the critical incident technique, that is the recounting of
‘spectacular case stories’ or ‘critical events in the tourists’ own words and
providing a coherent interpretation of their complaints.
Importance-performance analysis
Importance-performance analysis (IPA) is a frequently used quantitative
approach to rate consumer (product) evaluations.
Consumers are surveyed and asked two questions about each attribute,
•‘How important is this feature?’
•‘How well did the particular product feature perform?’
Responses are typically recorded on quantitative bipolar rating scales.
Methodology /3

8. Master in Tourism Management – VIII edition – 2011-2012 8
SAMPLE PROFILE
•Chinese interviewed: 141 in Milan, 130 in Florence
•Main city of origin: Beijing (30%), Shanghai (27%) and Hong Kong (10%)
•Gender: 50% female – 50% male
•Age range: between 20 and 34 years old (65%), between 35 and 49 y.o. (22%), 50 y.o.
and older (9%), 19 y.o. and younger (4%)
•Independent vs. tour group: Independent travellers (67%) – Tour group (37%).
Actually, it was difficult to approach the groups, so maybe our data regarding this
point is constrained.
•Main duration of the stay in the city: 1 day (37%), 2 days (26%)
•Main duration of the visit (cathedral and shopping site ): 1-2 hours (39%), 0,5-1 hour
(25%), 3-5 hours (20%)
Direct interviews

9. Master in Tourism Management – VIII edition – 2011-2012 9
For the Chinese both culture and Italian lifestyle are important: visiting heritage sites
(73%), experiencing the Italian culture and lifestyle (64%), shopping and fashion (48%)
In particular for Milan, Football Games are a source of motivation for Chinese tourists
(25%)
Question: What are your motivations for visiting the city?
Direct interviews

10. Master in Tourism Management – VIII edition – 2011-2012
Question: Please evaluate your sensory experience in Milan Duomo and the shopping
gallery
10
The visual aspect is the most pleasant of all the experiences, while the
sound, space and weather conditions represent the least pleasant
The experience redesign must take into account all the sensory components
Florence evaluation is slightly better in every aspect
1 “very pleasant” – 5 “not pleasant at all”
Direct interviews

11. Master in Tourism Management – VIII edition – 2011-2012
Question: Which activities did/do you enjoy most at this site?
11
Photography is the activity that the Chinese tourists enjoyed most in both cities (59%)
Food experience is another aspect enjoyed by Chinese (30%), especially in Florence (35%)
The fashion shopping experience (enjoyed by only 24% of tourists) should be improved, expecially
in Florence, in order to exploit the full potential of the Italian fashion icons
The souvenir shopping experience should be redesigned, as the evaluation is very low for the
cities (only 10% of the tourists enjoyed it).
Direct interviews

12. Master in Tourism Management – VIII edition – 2011-2012 12
Open question: What kind of facilities and services do you think the Duomo and
Shopping Gallery should consider to provide you a better experience?
It’s important to use the Chinese language in information points as well as in
signposting, printed materials and in guided tours (34 comments)
Safety is the major concern of Chinese tourists: illegal vendors and personal security
represent the main issues (32 comments); pigeons are perceived as dangerous for
health
Main results
Direct interviews

13. Master in Tourism Management – VIII edition – 2011-2012
The direct experience assessment was carried out by the research team giving an
evaluation of the specific experiential points.
Experiential points are the most important aspects that tourists encounter during the
visit.
We defined:
•30 experiential points in Milan (from the arrival at Duomo underground station to
Duomo terraces and the shopping tour in Corso Vittorio Emanuele) (1),
•26 experiential points in Florence (from the arrival at Duomo Square to the Giotto Bell
tower and the shopping tour in Via de Tornabuoni )(1)
The evaluation of each experiential point was given along the 5 dimensions of “the
orchestra model of on-site experience” (sensory, affective, cognitive, behavioural,
relationship) (Pearce 2011).
For each dimension of each experiential point, an appraisal was given of the
(experiential) performance and of the importance (Pritchard, Havitz, 2006) based on
the research team’s direct observation and judgment(2) on a scale -3/+3.
The evaluation of the critical incidents (Pritchard, Havitz, 2006) which happened to the
Chinese tourists (and documented with pictures) have also been taken into account.
13
(1) See annex I for the complete list of the experiential points
(2) Instead of the use of a questionnaire-based interview, as in (Pritchard, Havitz, 2006)
Direct experience
assessment

14. Master in Tourism Management – VIII edition – 2011-2012 14
Performance scale Importance scale
+3 Very positive experience +3 Highly important for the experience
+2 Positive experience +2 Important for the experience
+1 Quite positive experience +1 Quite important for the experience
0
Neither positive nor negative
experience 0 Irrelevant
-1 Quite a negative experience -1 Slight obstacle for the experience
-2 Negative experience -2 Obstacle for the experience
-3 Very negative experience -3 Significant obstacle for the experience
The average of the performance of the 5 Pearce dimensions gave the overall
perfomace value of each experiential point.
The average of the importance of the 5 Pearce dimensions gave the overall
importance value of each experiential point.
The following tables show the perfomance and importance scales.
Direct experience
assessment

15. Master in Tourism Management – VIII edition – 2011-2012
Underground exit
Performance: -1,8
Importance: 1,0
Approach to the attraction
Performance: 2,4
Importance: 2,6
Duomo square
Performance : 2,6
Importance: 2,8
Illegal Vendors
Performance: -3,0
Importance: 3,0
Duomo info point
Performance:-2,2
Importance: 1,0
Performance: 0,4
Importance: 1,2
Duomo porch
Performance: 2,0
Importance: 2,8
Duomo entrance
Performance: -0,2
Importance: 0,6
Entry
Performance: 0,8
Importance: 0,8
Audioguide point
Performance: 0,4
Importance: 1,2
Arrival at Duomo
underground station
15
Some examples of the 30 experiential points in Milan /1
Direct experience
assessment

16. Master in Tourism Management – VIII edition – 2011-2012
Souvenir shop Right side of the Cathedral
Performance: 2,2
Importance: 1,2
Performance: -0,2
Importance: 1,2
Performance: 1,2
Importance: 0,6
Middle of the church
Performance: 2,4
Importance: 2,8
Staying in front the church
window
Performance: 2,4
Importance: 2,4
S.Carlo crypt
and Treasure
Performance: 0,4
Importance: 0,6
Performance: 0,2
Importance: -0,4
Forced stop behind
the altar only audioguide
equipped
Performance: -1,0
Importance: 1,8
Performance: 1,6
Importance: 1,2
Guided tours just for
audioguides
Performance: 1,8
Importance: 1,4
Visit to Glorie della
Vergine
Duomo terraces
Performance: 2,6
Importance: 2,4
Santa Caterina
d'Alessandria's church window
16
Some examples of the experiential points in Milan /2
Direct experience
assessment

17. Master in Tourism Management – VIII edition – 2011-2012
Arrival at Duomo Square Duomo square
Performance: 0,6
Importance: 2,2
Performance: 1,4
Importance: 1,8
Stop at Baptistery
Performance: 2,4
Importance: 2,8
Duomo church square
Performance: 2,2
Importance: 2,8
Entrance (queue)
Performance: -2,2
Importance: 3,0
Gypsies
Performance: -2,2
Importance: 1,6
Coach Rides
Performance: 1,0
Importance: 1,6
Audio Guide
(Not in Chinese)
Performance: -1,0
Importance: 1,4
Left aisle
Performance: 1,2
Importance: 1,2
Central nave
Performance: 1,2
Importance: 1,2
17
Some examples of the 26 experiential points in Florence /1
Direct experience
assessment

18. Master in Tourism Management – VIII edition – 2011-2012
High altar
Performance: 1,2
Importance: 2,2
Right aisle
Performance: 0,2
Importance: 1,4
Performance: 1,4
Importance: 1,6
Performance: 0,2
Importance: 1,2
Brunelleschi Dome
Exit
Performance: -0,2
Importance: 0,8
Giotto Bell tower
Performance: 2,2
Importance: 1,4
Performance: 2,8
Importance: 2,8
Santa Reparata Crypt
(Souvenir shop)
Shopping Tour in via
Tornabuoni
18
Some examples of the experiential points in Florence /2
Direct experience
assessment

19. Master in Tourism Management – VIII edition – 2011-2012
Importance
Performance
Accessibility
Attractions
Activities
Info/service
Disturbing factors
Attractions around
the Duomo
MILAN
1
2
28
3
5
Approach to the attraction
10
11
6
Duomo Square
9
13
21
15
16
17 S.Caterina window
25
18
19
20
26
27
14
23
29
Duomo Terrace4 Wi-fi
8 Info Point
12 Audioguides
7 illegal vendors &
pigeons
22
24
10 Vittorio Emanuele Gallery
19
See Annex I
The positioning of the experiential points in the importance-performance
space gave us a clear understanding of the strength and the weakness of the
Milan Duomo area.
The results were synthesized , together with the results of the direct interviews,
in the following SWOT analysis.
Some examples of strength elements are the attraction itself and the shopping
area, some examples of weakness elements are illegal vendors, pigeons and
the absence of the free wi-fi connection (many Chinese tourists had mobile
devices).
Direct experience
assessment

20. Master in Tourism Management – VIII edition – 2011-2012
Importance
1
2
8 Entrance (queue)
24
3
7 Duomo
Church square
FLORENCE
15
17
18
25
19
20
21
22
23
11
Souvenirs
26 Shopping
10
5 Baptistery
9 Gypsies
12
Illegal
vendors
13 Entrance Controls
6 Duomo infopoint 4 Wi-fi
access
14 Guide book
16 Audioguide
20
The positioning of the experiential points in the importance-performance
space gave us a clear understanding of the strengths and the weaknesses of
the Florence Duomo area.
The results were synthesized , together with the results of the direct interviews,
in the following SWOT analysis
Some examples of strength elements are the attraction itself , the shopping
area and the free wi-fi connection, some examples of weakness elements are
the queue to enter the Duomo, the absence of the accessibility for disabled
people and gypsies.
Accessibility for disabled people
Direct experience
assessment
See Annex I
Performance
Accessibility
Attractions
Activities
Info/service
Disturbing factors
Attractions around
the Duomo

21. Master in Tourism Management – VIII edition – 2011-2012
STRENGTHS
• heritage sites;
• magnificent cathedral;
• visual experience;
• beautiful architecture and panoramic view;
• love for Italian culture and lifestyle;
• shopping sites (mostly in Milan);
• good cuisine (mostly in Florence);
• romantic and relaxing atmosphere;
• free Wi-Fi (working well only in Florence).
WEAKNESSES
• impolite staff and local vendors;
• lack of Chinese speaking staff;
• lack of information materials and signs
in Chinese;
• noisy and overcrowded places;
• space experience;
• weather conditions;
• short average length of stay (around 1 day);
• little time spent in visiting the Duomo sites
(1-2 hours in Milan, 0.5-1 hour in Florence).
21
The main strength elements are:
1.the attraction itself and the visual
experience of the surrounding area;
2.the made in Italy icons (lifestyle,
shopping, food);
3.the romantic and relaxing
atmosphere;
4.the free wi-fi (Florence only),
We suggest to continue working on
them in order to maintain the standard
of excellence.
The main weakness elements are:
1.lack of politeness of people
(according to the Chinese culture) and
no use of Chinese language;
2.sensorial disturbing aspects and
weather conditions;
We suggest to develop strategies
and projects to raise the standards and
to improve the present situation.
SWOT analysis

22. Master in Tourism Management – VIII edition – 2011-2012
OPPORTUNITIES
• photography;
• shopping addicts:
• mobile devices;
• brand lovers;
• better consideration of heritage sites
(compared to Europe);
• high revisiting intention;
• majority of independent travelers;
• surprise as one of the main feelings.
THREATS
• unsafe environment (e.g. pickpockets,
aggressions);
• some tourists feel stressed, bored and
annoyed;
• counterfeit goods;
• negative perception of smell and sound;
• many consider these sites as similar to other
European cities (around 35%);
• cultural distance between Chinese
and Italian.
22
The main opportunities are:
1.leverage on activities which Chinese love
(e.g. photography, shopping);
2.communicate effectively the common DNA
shared by the attraction and the Italian icons
as a unique lifestyle that tourists can
experience only in Italy.
The main threats require the following
actions:
1.Improve safety for tourists , according to
Chinese culture;
2.Create a cultural bridge, using
storytelling and printed material;
3.Limit disturbing noise and smell,
according to Chinese culture;
4.Design specific experiential elements
minimize stress, boredom and annoyance.
SWOT analysis

23. Master in Tourism Management – VIII edition – 2011-2012
23
• The analysis of the direct interviews and the direct experience assessment, together
with the SWOT analysis synthesis, gave us the elements to define some specific
actions in order to improve the attractions and the surrounding area experience.
• The comparison between “what is already done” in the Milan and Florence
attractions
and “what should be done” to improve the experience, gave us some practical
managerial guidelines, which can be applied to a wide range of Italian attractions.
• The guidelines are divided into specific chapters, as shown in the following slide.
Mangerial guidelines

24. Master in Tourism Management – VIII edition – 2011-2012 24
1.Tourist information and signposting
1a. Tourist information service
1b. Info point location and characteristics
1c. Information board
1d. Information material
1e. Personnel
2.Internet
2a. Attractions website
2b. Additional services
3.Attraction
4. Accessibility and transportation
4a. Subway
4b. Bus
5. Additional Services
5a. Public toilet
5b. Lighting system
5c. Maintenance of the site
5d. Safety
5e. Relaxation areas
5f. Customer satisfaction and complaint
gathering
6. Shopping experience
Contents of the guidelines
The guidelines are in Annex II
Some examples will be shown in the next slides
Mangerial guidelines

25. Master in Tourism Management – VIII edition – 2011-2012 25
1a. Tourist information service
• efficient service providing the client with ad hoc
assistance and indications in their mother tongue
(Chinese) in order to facilitate comprehension. ✗✗
• […]
1d. Information material:
A good selection of information includes:
• a map/brochure with itineraries of the most
beautiful sceneries to shoot, in order to exploit
Chinese tourists’ passion for photography. ✗✗
• brief with storytelling of the importance of the food
in Italian culture and a list of the most interesting
restaurants nearby together with suggestions to
discover and experience the typical Italian lifestyle;
✗✗
•[…]
MILAN: ✔ Present; ✗ Not Present
FLORENCE: ✔Present; ✗Not Present
Guideline example
The lack of Chinese speaking
personnel and Chinese
printed materials and
signposting is a relevant
weakness that must be solved
The great passion of Chinese tourists
for photography is an opportunity that
must be exploited designing for them
specific photographic itineraries,
maps of interesting places/elements to
shoot, etc.
The food experience is a strength
element. Leverage on this, designing
specific itineraries and, above all,
telling an engaging story about food,
Italian lifestyle, in order to connect
Italian culture with Chinese culture
and stimulate interest and passion
EXAMPLES
SWOT analysis element
Mangerial guidelines

26. Master in Tourism Management – VIII edition – 2011-2012
3.Attraction
• It is useful to create Chinese captions inside the
attraction at least for the most famous
paintings/sculptures and generate similarities
and links between Italian culture and the
ancient Chinese one (cultural bridge). It’s
better not to insist with too many works of
art, but to create a fascinating storytelling to
enrich the experience;✗✗✗✗✗✗✗✗
• QR codes which refer directly to explanations
of the work of art in the Chinese language, with
the possibility to select the level of information
desired; ✗✗✗✗✗✗✗✗
26
The cultural distance between
Chinese and Italian is a
relevant threat that must be
managed, for example with
captions creating a link
between the two cultures…
… and, leveraging on the
opportunity given by mobile
devices of Chinese tourists,
preparing QR codes with
richer information than in the
captions
(1) G. Dall’Ara “Come accogliere i turisti cinesi” Francoangeli
Mangerial guidelines
Guideline example
EXAMPLES
SWOT analysis element

27. Master in Tourism Management – VIII edition – 2011-2012
27
5d. Safety: ✗✗✗✗✗✗✗✗
• Activate serious measures to solve the disturbing
factors’ problem
(illegal vendors, pigeons, gypsies).
• Provide more police control in order to prevent
frauds and illegal vendors' impolite manners.
• Provide a vade-mecum including suggestions
on how not to encounter frauds .
• […]
Unsafe environment is a
relevant threat that must be
managed. Chinese are not
used to dealing with illegal
vendors and gypsies and also
pigeons represent, for them, a
health risk.
Mangerial guidelines
Guideline example
EXAMPLES
SWOT analysis element

28. Master in Tourism Management – VIII edition – 2011-2012
28
• The tourist experience is a complex issue that needs to be managed with a holistic
approach, trying to go beyond the single attraction and looking into a wider system of
tourist experience management;
• The final objective of the project was to improve each dimension of the experience in
order to reach an excellent level of satisfaction in every aspect;
• The use of the guidelines will be useful to improve the Chinese tourists’ experience with
a great advantage for the overall satisfaction and a positive word-of-mouth by:
• Minimizing negative elements such as the lack of Chinese language capabilities,
the scarce sense of safety, the disturbing sensorial aspects, etc;
• Bridging the cultural gap, allowing them to understand our culture in more depth
and to make a comparison with their own ;
• Leveraging on Chinese tourists’ passions such as photography or Italian icons
(fashion, food , shopping, lifestyle);
• Developing an integrated experience, putting together operators that usually
work autonomously (info point, attraction managers, public works, public security,
guides, tour operators, restaurants, shop manager, etc);
• The adoption of the managerial guidelines requires a change of mentality and
behavior of tourism and non-tourism operators, in particular about collaboration.
Conclusions

29. Master in Tourism Management – VIII edition – 2011-2012
Annex I:
Experiential points
29

30. Master in Tourism Management – VIII edition – 2011-2012
1. Arrival at Duomo underground station
2. Disabled access
3. Underground exit
4. Wi fi access
5. Approach to the attraction
6. Duomo square
7. Presence of illegal vendors and pigeons
8. Duomo info point
9. Duomo square
10. Duomo entrance
11. Entry
12. Audioguide point
13. Starting point of itinerary
14. Shop
15. Right side of the Cathedral
16. Middle of the church
17. Stop at Santa Caterina d'Alessandria's
church window
18. Staying in front the church window
19. Downstairs at Carlo Borromeo
crypt and treasure
20. San Carlo Borromeo crypt
21. Treasure
22. Forced stop behind the altar (only
audioguide equipped)
23. Guided tours just for those with
audioguides
24. Closed walk after the semi-corridor,
allowed only for prayer and
confessions (available in English,
Spanish, Italian)
25. Visit of the left side of the church
26. Visit of Glorie della Vergine
27. Visitof S. Giuseppe
28. Exit from the main door
29. Climb up to Duomo terraces (on
payment of 7€) and visit,
“Madonnina” under restoration
30. Start of the shopping tour mainly in
V. Emanuele Gallery
30
Milan Experiential points:

31. Master in Tourism Management – VIII edition – 2011-2012
1. Arrival at Duomo Square
2. Accessibility for disabled people
3. Duomo square
4. Wifi Access
5. Stop at Baptistery
6. Duomo Infopoint
7. Duomo church area
8. Entrance (queue)
9. Gypsies
10. Coach Rides
11. Souvenir shop at the square
12. Illegal vendors
13. Entrance controls
14. Free guide book (not in Chinese)
English version not available at certain moments
15. Paolo Uccello Painted Clock
16. Audio Guide (Not in Chinese)
17. Left aisle
18. Temporary display (Restored glass window)
19. Central Nave
20. High altar
21. Right aisle
22. Santa Reparata Crypt (Souvenir shop)
23. Brunelleschi Dome
24. Exit
25. Giotto Bell tower
26. Shopping Tour in via de Tornabuoni
31
Florence Experiential points:

32. Master in Tourism Management – VIII edition – 2011-2012
Annex II:
Welcome Guidelines
32

33. Master in Tourism Management – VIII edition – 2011-2012 33
1.Tourist information and signposting
1a. Offering tourist information:
• presence of a designated area for Chinese tourists welcome and management
of information flows (increasing awareness of the wide range of
opportunities, services and resources available on request); ✗✗
• efficient service providing the client with ad hoc assistance and indications in
their mother tongue (Chinese) in order to facilitate comprehension. ✗✗
Areas of improvement: Cognitive, Relationship (with employees)
1b. Info point location and characteristics:
• strategic location (on the main access or right in front of the attraction); ✗✔
• be visible in order to identify the Chinese client’s arrival and thus prepare for
him/her the first step of the itinerary; ✗✗
MILAN: ✔ Present; ✗ Not Present
FLORENCE: ✔Present; ✗Not Present
Principles for a great
Welcome:

34. Master in Tourism Management – VIII edition – 2011-2012
• guarantee the tourist the right kind of info to let him/her experience the attraction in
a pleasant manner; ✗✗
• should provide free water, coffee and comfortable seats; ✗✗
• visible and up-to-date information (even if the info point is closed);✗✗
• point of sale of tickets (both for the attractions and other available activities) in order
to improve the purchase cycle experience; ✗✗
Areas of impact: Cognitive and Affective
1c. Information board. ✗✗
• Detailed maps of the attraction and the destination in general; the board should
include info about public services with related numbers
(transportation, pharmacy, ATM, health assistance, free public toilet).
Other essential info:
• ticket prices;
• reductions and facilitations for group visits;
• up-to-date events calendar;
Particular attention should be given to the Chinese language.
34
Areas of impact: Cognitive and AffectiveAreas of impact: Cognitive and Affective
Principles for a great
Welcome:

35. Master in Tourism Management – VIII edition – 2011-2012
1d. Information material: should be updated, comprehensive and complete and
must be available and on display not only upon request.
A good selection of information includes:
• a map/brochure with itineraries of the most beautiful sceneries to (shoot at) film or
photograph in order to exploit the Chinese tourists’ passion for photography; ✗✗
• brief with storytelling about the importance of food in Italian culture and a list of the
most interesting restaurants nearby together with suggestions to discover and
experience the typical Italian lifestyle (see Annex I sample); ✗✗
• map of the attraction; ✔ ✔
• visiting cards of the attraction (particularly appreciated by Chinese); ✗✗
• audio-guide information in Chinese; ✗✗
• suggestions for possible itineraries inside the attractions; ✗✗
• leaflets about shopping for quality brands nearby with opening hours and location
✗✗
• all kinds of information should be available also on a relevant touch screen around
the attraction (at least 2); they have to develop a FAQ section available in all
languages in order to rapidly solve the most common tourists problems. ✗✗
35
Areas of improvement: Cognitive, Affective and Behavioural
Principles for a great
Welcome:

36. Master in Tourism Management – VIII edition – 2011-2012 36
1e. Personnel:
• availability, competence, credibility and a customer-oriented attitude are
necessary skills for the personnel working in tourism information offices; ✔ ✔
• the personnel represents the first point of contact with tourists and so it is
fundamental that everyone involved in tourist welcoming is qualified and able to
behave with a positive attitude, manage problematic situations, speak both
English and Chinese fluently; ✗✗
• training courses on how to deal with Chinese guests and Chinese language and
culture courses for all the tourism staff involved. ✗✗
Areas of improvement: Relationship and Cognitive
Principles for a great
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37. Master in Tourism Management – VIII edition – 2011-2012
2.Internet
2a. Attractions website: it is fundamental to have an up-to-date and clear website of
the attraction, to promote initiatives, offer useful information and provide guests with a
global idea of the attraction, in order to kindle interest and curiosity in the potential
visitor. The website has to follow these rules:
• Presence on the main Chinese social networks (sina weiboo, douban, ren
ren, kaixin001, tencent weibo); ✗✗
• Clear summary of contents with the most searched voices in evidence; ✔ ✔
• Good selection of events and special appointments given as suggestions
(linked to the Duomo); ✔✗
• Effective and suggestive screen-shoot; ✔✗
• Clear information regarding contacts and the location of the main offices and
attractions; ✔ ✔
• Useful suggestions for other cultural activities; ✔ ✔
• Provide translation in other languages (apart from Italian and English); ✗✗
• Move tourist information to a more visible area on the home page; ✗✗
• Smart on-line booking section; ✔ ✔
• Creation of an application (App) dedicated to smartphones. ✗✗
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Principles for a great
Welcome:
Areas of improvement: Cognitive and Relationship

38. Master in Tourism Management – VIII edition – 2011-2012
2b. Additional services
• presence and positioning of QR code in strategic areas in order to be
simultaneously linked to the attraction site; ✗✗
• free Wi-Fi service in the attraction area (properly working); ✔ ✗
• creation of an application (App) dedicated to smartphones in the Chinese
language; ✗✗
• newsletter to maintain contact with the tourists ✗✗✗✗✗✗✗✗
3.Attraction
• It is useful to create Chinese captions inside the attraction at least for the most
famous paintings/sculptures and generate similarities and links between Italian
and the ancient Chinese culture (cultural bridge). It’s better not to insist with
too many works of art, but to create a fascinating storytelling to enrich the
experience; ✗✗✗✗✗✗✗✗
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Areas of improvement: Cognitive and Relationship
Principles for a great
Welcome:

39. Master in Tourism Management – VIII edition – 2011-2012
• QR codes which refer directly to explanations of the work of art in the Chinese
language, with the possibility to select the level of information desired; ✗✗✗✗✗✗✗✗
• At the end of the attraction tour, the Chinese tourists will appreciate a certificate
of proof for the visit. ✗✗✗✗✗✗✗✗
• Introduction of mist cooling system and public water distributors during the queue
phase, providing, especially during summer months, a cover to protect tourists
from the heat of the sun. ✗✗✗✗✗✗✗✗
• Supply a free paper cloak in order to be allowed to enter the attraction; ✔ ✗
• The attraction should have a disabled access ramp; ✔ ✗✗✗✗
• The attraction should provide a tour-guide service with Chinese speaking
personnel (at least one);✗✗✗✗✗✗✗✗
• The attraction needs to be cared for and cleaned, including all the surrounding
area; ✔ ✔
• Provide umbrellas and k-ways on payment outside the attraction in case of bad
weather. ✗✗✗✗✗✗✗✗
Areas of improvement: Cognitive, Behavioural and Relationship
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Principles for a great
Welcome:

40. Master in Tourism Management – VIII edition – 2011-2012
4. Accessibility and transportation
4a. Subway:
• Introduction of access facilities, both escalators and lifts in the most crowded exits
of the subway; ✗✗✗✗
• Improvement of air-conditioned systems on all underground lines; ✔
• Adoption of effective and clear direction maps, available also in Chinese, with the
usage of new technologies like interactive panels. ✗✗✗✗
4b. Bus:
• The panels showing the timetables and routes of buses must be well preserved and
located at each bus stop; information should be visible, readable and updated.
✔ ✗✗✗✗
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Areas of improvement: Cognitive and Behavioural
Principles for a great
Welcome:

41. Master in Tourism Management – VIII edition – 2011-2012
41
5. Additional Services
5a. Public toilets: they represent a fundamental service for tourists, they need to be
clean, accessible and correctly located with visible signs. Moreover, they must be
accessible for disabled people. ✗✗✗✗✗✗✗✗
5b. Lighting system: it has to be improved in most of the visited areas of the attraction;
✗✗✗✗✗✗✗✗
5c. Avoid the maintenance of the site if it is open to the public and, above all, during
the most crowded days; it is preferable to do it during the night. ✗✗✗✗ ✔
5d. Safety: ✗✗✗✗✗✗✗✗
• Activate serious measures to solve the disturbing factors related to the problem of
(illegal vendors, pigeons, gypsies);
• Provide more police control in order to prevent the sale of counterfeit goods and
illegal vendors' impolite manners;
• Provide a vade-mecum including suggestions on how not to encounter frauds (see
Annex I sample).
Principles for a great
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42. Master in Tourism Management – VIII edition – 2011-2012 42
5e. Relaxing areas: The site should be surrounded by comfortable benches and green
areas. ✗✗✗✗✗✗✗✗
5f. Customer satisfaction and complaint gathering: the site should organize attraction
ratings (available on the website) and provide a free-phone number to assist tourists
while on vacation (see Annex I sample). ✗✗✗✗✗✗✗✗
6. Shopping experience
• importance of a shopping site built around the attraction in order to enrich the
experience; ✔ ✔
• Chinese speaking staff in the famous brand shops; ✔ ✔
• create a real Italian brand to promote and make tourists aware of Italy abroad; ✗✗✗✗✗✗✗✗
• it is better not to give importance to souvenir shops since they are not so relevant for
the Chinese. ✗✗✗✗✗✗✗✗
Areas of improvement: Cognitive, Affective and Relationship
Areas of improvement: Affective and Relationship
Principles for a great
Welcome:

43. Master in Tourism Management – VIII edition – 2011-2012
Thank you for your attention!
43