Visitor behaviours and visitor effects: a case study on the white-crowned mangabey (cercocebus atys lunulatus) of ZSL London Zoo

Tese de mestrado em Antropologia, especialização natureza e conservação

Corpos (Dócies)

Trabalho de Projecto apresentado para cumprimento dos requisitos necessários à obtenção do grau de Mestre em Antropologia, Especialização em Culturas Visuais

Heuristics and policies for online pickup and delivery problems

Master Thesis

How to increase and attract more tourists into Kenya throught experiental marketing

This marketing plan project is a culmination of extensive strategies with the use of experiential marketing to address issues confronting the Kenyan tourism industry in order to have a sustainable tourism sector. Following the terrorist attack carried out by Islamist militants’ belonging to al-Shabaab terrorist organization on Nairobi’s Westgate shopping mall in September 2013, tourist forecast has gone down sharply with an average of 20% fall in tourists’ arrivals which is likely to have an impact on the tourism sector in Kenya. Even before the deadly attack on Westgate, the most lethal attack by Islamist terrorists in 15 years in Kenya, the government through the Kenya tourist board had announced that in 2013 tourist arrivals were down by 12%, at 495,978, according to an October 2013 report by Bloomberg. Tourism revenues were also down by 7.4%, over FY12/13 (July-June) to reach KES96.24bn, according to a September 2013 report on the local Capital FM website. Beyond 2013, much will depend on how quickly the Kenya tourist board can regain control of the situation. The Kenyan government believes that the Westgate mall attack was a 'one-off' incident, with a low probability of a similar event happening again over the short term period. Germany, United States, United Kingdom, Australia, Italy, France and Canada continue to be the key source market however; the Kenya tourist board can make continued growth stronger from new emerging markets in order to increase new arrivals into the country. The marketing plan outlines the objectives to be implemented and provides the implementation strategy, activity plans, monitoring and evaluation plans, financial requirements projections and proposes a new structure of experiential marketing. A number of regional forces are identified that will impact tourism into the country including global, social and economic forces, emerging trends in visitor motivations and behavior, emerging forces in experiential marketing. A major component of the strategy identifies target markets for Kenya to commensurate with the level of resources that will be available for marketing and promotion, in keeping with the forces and trends identified and the nature of the Kenya tourism environment. The agreed upon target market segments are: generic/mass travel, experiential travel, creative travel, adventure seeking travel, senior/extended/long stay travel, and business related travel. The strategy phases the development of the target markets over the years of the marketing strategies in order to yield the best opportunity for results. A core activity in developing a marketing strategy is determining the nature of experiences Kenya offers in tourism. The strategy’s experience development process will continue to develop within the context of the products identified which will be promoted regionally: culture/heritage, nature, community-based. Each county in the country has a significant number of attractions and experiences and the challenge of the country is to bring these together in a creative and innovative way in order to encourage tourists to visit more than one county in Kenya.

"Managing the impact of tourism in historic urban destinations. A sustainability approach: Case study of Sintra"

In this Work Project, it will be assessed how Sintra’s sustainability is affected by the consequences of the visitor flow on its urban historical center. Two research questions will support this case study: What is the main problem affecting Sintra as a tourism destination? How sustainable will Sintra be in the next 10-15 years? The main findings suggest Sintra faces an intense seasonal pressure on its historical city center and its sustainability might be seriously affected in the near future, whereby three domains of the destination deserve a serious strategy reassessment: promotion, management, and supply.

Um Arquivo

Um Arquivo tem como ponto de partida a experiência de um processo de criação teatral – Projeto de Criação Teatral com a Comunidade “Na Fábrica”. Ao longo dos diferentes períodos do trabalho, diversos materiais, conteúdos e documentos de diferentes naturezas emergem - uma espécie de arquivo em trânsito, em permanente transformação. Que formas de organizar e dar a ver a memória de um processo de criação teatral? Pretendeu-se refletir, analisar e experimentar formas de preservar e partilhar este percurso de criação. Foi elaborado Um Arquivo online (http://www.nafabrica.pt/) que coloca à disposição do visitante uma coleção de documentos composta por uma extensa quantidade de registos digitais que inclui vídeo, áudio, imagem e texto. Através de um exercício de seleção e reescrita criouse, também, a oportunidade de ampliar a compreensão dos processos criativos, e de nós mesmos enquanto sujeitos de uma prática e discurso artísticos.