Fred R Schumann

Many small islands around the world rely on tourism from mainland communities as a primary revenue source. Tourism in small islands, with populations of less than one million, can be considered the most viable engine for development, producing many positive impacts, from retail and service trade, tax revenue generation, to employment. At the same time, tourism can produce many negative impacts on the islands because it is configured according to the model of a linear economy. The common linear economic model, relying on the take, make, and dispose sequence, takes materials from the earth, makes something out of it, and then disposes of it after use, while the three circular economy principles are 1) design out waste and pollution, 2) keep products and materials in use, and 3) regenerate natural systems (Ellen MacArthur Foundation, 2017). Guam, the largest island in Micronesia, has an economy that is primarily supported by tourism as well as military and government spending. Because Guam is import-dependent with 90% of the island's needs coming from offshore and with the resulting substantial amounts waste materials associated with the imported products, its current economic model is not conducive to maintaining the island's pristine natural environment. Efforts are currently underway to develop an economy that is greener and more sustainable. This paper examines the relevance of circular economy principles in small island tourist destinations and reviews steps being taken on the island of Guam to cultivate a circular economy business model for the tourism industry. A case study methodology is utilized, and examples of circular economy initiatives are presented to provide potential lessons for similar island tourism destinations.

Keywords: Circular Tourism, Islands, Guam, Asia Pacific, Sustainability, Economic Development

This book reviews employment and leisure trends in Japan from the post-war era to the present. In addition, it also examines how these trends will affect tourism destinations and businesses that rely heavily on Japanese overseas tourism. Topics that are of particular interest to readers include the most current Japanese employment and leisure data and how the data compares with the earlier, postwar era that made up the boom-years of Japanese overseas travel. The latest data provides insight into how today’s working and living conditions in Japan impact overseas travel expenditures today. Readers, ranging from academics to business practitioners, will benefit from the book that provides the latest information that can be used in a practical manner to assist tourism-related businesses and organizations meet the current and future needs of the Japan overseas travel market.

Demography is the most important external factor that will shape the future of the tourism. Current demographic trends will change the demand for tourism and the available workforces, which will fundamentally impact on how the industries are structured, how they operate, and how they develop in a sustainable manner. The tourism industry has to know how, why, when and what will occur, the consequences for the industry, and the strategies that need to be put in place now to combat this change.

Tourism and Demography sets out to answer these questions through a collection of informed expert opinions about demography trends and how they will shape the future of the tourism industry. Written by a team of international and well respected practitioners and academics, it explores the trends and their implication in a variety of tourism contexts, addressing issues such as:

population growth, declining fertility rates, increased longevity, and immigration and labour migration;
Generation Y in the context of Travel Futures, Volunteer tourism and global citizenship;
International contexts and the need for change strategies; such as Arizona and US Tourism, Asian tourism and Micronesian islands.

While demographic change occurs slowly, it shapes workforce structure, levels of disposal income, retirement, and motivational drivers of different cohorts, health, activity, what we consume and more. This book is vital for all students, academics, operators and researchers to further understand the phenomena of demography and tourism, the changes that will occur and the strategies that need to be adopted.

The Internet is considered to be one of the most effective search channels for people to get a variety of information. This is especially true, for young tourists within the 18-30 year range, who prefer free independent travel tours. Many tend to have strong information needs about their travel destinations and the use of mobile technology for information search is rapidly becoming a popular trend, especially with this demographic. This study aims to investigate the associations between the mobile device usage preference and information search behavior of young travelers, between the ages of 18 and 30, in the People's Republic of China (PRC). For this purpose, a sample of 133 respondents is used. Results of the survey are provided and followed by a discussion of the overall context. Study limitations and directions for future development are suggested.

Objective: Popular tourist destinations like Hawaii and Guam are exploring ways to increase numbers of tourists by examining niche markets that involve the consumption of unique experiences, such as those associated with Sports Tourism. There are a number of international marathon events that provide a positive economic impact on these destinations via direct and indirect spending from participants and their families (Agrusa, J., Lema, J., Botto, T., & Cho,Y. 2008). More than just economic benefits for host destinations, these events provide an avenue for participants to engage in an overseas group activity that provides a heightened sense of well-being. This paper will examine how tour companies package these experiences for Japanese marathon runners. Methods: This paper provides a case analysis of online marketing literature from a major Japanese tour company, Club Tourism International (CTI), which specializes in marathon tours for Japanese consumers. By reviewing the menu items ...

CASE DESCRIPTION The primary subject matter of this case is differentiation of products and services in a relatively competitive market during challenging economic periods. In particular, this case highlights how business owners identified a specific market segment on which to focus their efforts without incurring additional marketing costs in traditional media channels. This case has a difficulty level of three and up, appropriate for junior level and beyond. The case is designed to be taught in two to three class hours in a management, strategic marketing management, or an entrepreneurship course, and is expected to require about three hours of outside preparation for students, consisting mainly of reading the case and familiarizing themselves with the business environments on the U.S. territory of Guam in the Western Pacific region. CASE SYNOPSIS The case is about Diana's Floral Studio, a small family-owned business on Guam that today provides floral arrangements and consulting services for the island's functions and events. The case traces the business through the early years of Diana's Floral Studio as a small flower shop to a business that specializes in floral design services. The business had undergone a transformation in focus and strategy in response to trends in the marketplace resulting from macroeconomic conditions affecting Guam's tourism dependent economy. This reorientation of its business operation also resulted in a change from originally serving mainly a clientele of individuals to entering into contractual agreements for business services with larger clients like the island's major hotels. As such, Diana's Floral Studio has changed its marketing strategy from utilizing traditional media channels to reach individual customers to one that relies on word of mouth advertising from existing large clients. With Guam's highly transient population and the impending military build-up, the business owners must continue exploring new marketing strategies to maintain its position as one of the island's leading floral design studios. BACKGROUND Diana's Floral Studio, also known as Diana's Florists, began as a small flower shop retailing fresh flowers and floral accessories on Guam. They catered to a limited customer base with average annual revenues of approximately $18,000. The business began operating in 1991 at its first location, which was out of a retail store with a small window space totaling approximately 1100 square feet. Slowly, the small studio blossomed and made a name for itself among its competitors, many of which were much larger in size of operation and volume of business. The business eventually moved to a second location consisting of a space where there was a large store front studio section displaying various floral arrangements, accessories, and props, staged for prospective clients to preview. In the new location, Diana's had a very retail-like atmosphere in the early years of operation. In the early 2000s, the floral studio moved to a third location where it currently operates, and along the way adopted a new business strategy. This new business strategy led to a change in their marketing strategy, from one that mainly targeted retail sales with individual customers to one that focused on selling floral design services to large clients like the island's well-known hotels. At this location Diana's Floral Studio utilizes 2,500 sq ft, which is one-third of a shared warehouse building located in an industrial area in the central Guam village of Tamuning. These changes were made in response to changes in Guam's economy. From the early 1990's, Guam experienced severe hardships in the economy. Some of these came in the form of disasters, such as Typhoon Chata'an in July 2002 and Typhoon Pongsana in December 2002, which was recorded as the strongest typhoon to hit Guam in the past century. Even before these two major typhoons, Guam was just in the process of rebuilding and recovering after being devastated by Typhoon Paka in 1997. …

... August 2008 written by Xuan Jiang Graduate Research Assistant Institute for Public Administration College of Human Services, Education & Public Policy University of Delaware and ... Planner at IPA, Dr. David Ames, director of CHAD, and Omar Griffith and Rebekah ...

A number of destinations that depend on Japanese overseas visitors have recently experienced declining visitor arrivals from the record high levels of the 1990s. Popular tourist destinations like Hawaii and Guam are exploring ways to increase numbers of tourists by examining niche markets that involve the consumption of unique experiences, such as those associated with Sports Tourism. There are a number of international marathon events, including the Honolulu Marathon, Gold Coast Marathon, and New York City Marathon that fall into this category of Sports Tourism. These urban gatherings of runners from around the globe have incredibly large numbers of runners from Japan who travel to enjoy the experience of participating in a major sporting event. These events provide a positive economic impact on these destinations via direct and indirect spending from participants and their families (Agrusa, J., Lema, J., Botto, T., & Cho,Y. 2oo8). This study examines a niche market of Sports Touri...

ABSTRACTGuam is a small island state in the western Pacific Ocean. The island's tourism industry has served as an engine for its economic growth. However, the local community of Guam is not maximizing the benefits of tourists' spending due to a high level of leakage. This paper proposes that the One-Village-One-Product (OVOP) strategy be implemented on Guam so that Guam residents may benefit more from the tourism industry by building up linkages with goods and services suppliers on Guam. Candidate products for each village on Guam are identified, indicating that Guam is ready for a One-Village-One-Product strategy. Policy recommendations are given for fostering Guam's tourism industry.INTRODUCTIONGuam is a tropical island in the western Pacific Ocean. It is the southernmost and largest island in the Mariana island chain. It is also the largest island in Micronesia. Yet Guam is still considered a small island state measured by its geographical size and population. Guam ha...

Small island destinations with populations of less than one million, typically rely on tourism for economic development and employment
generation. Monitoring resident attitudes toward tourism is critical to ensure that government, private sector, and other stakeholders
are aware of the perceptions held by residents about the tourism industry and its effects on their quality of life. This paper is
a case study of the most recent survey of resident attitudes towards tourism on the Micronesian island of Guam and the use of both
quantitative and qualitative methods to measure these perceptions. Results of the survey will be discussed as well as recommendations
for destination stakeholders in small islands and rural destinations to prepare for future resident attitude surveys. Special considerations
for these less-populated destinations in the post-COVID world will also be examined to ensure that resident perceptions
are monitored as a key to maintaining a well-managed tourism destination.

This paper provides a brief case study of the University of Guam’s Professional and International Program’s (PIP) successes and challenges faced in the management of inbound non-credit seeking international students, mainly from East Asian nations, such as Japan, South Korea, Taiwan, and China. This case was selected due to the University of Guam’s proximity to the major source markets in Asia, its standing as an accredited US institution located in the West- ern Pacific, and its recent experience in the field of educational tourism with international markets.

"Small island destinations in Micronesia are increasingly seeing a more diversified group of travelers visiting their destinations. While Japanese still make up a significant percentage of visitors, Micronesian island destinations are beginning to experience increasing numbers of visitors from other large source markets. Properties in these island destinations conduct guest surveys, using them as tools to ensure that guests are satisfied with their experience during their stay. This is usually done for the primary market, which in the case of many Micronesian destinations, has been Japanese overseas visitors. Unfortunately, because most survey forms are presented in English and/or Japanese, very little information has been reported on service perception of consumers from other countries and how operations can be improved with this type of information. The lack of research on the impact of cultural differences on perceptions of hotel guest satisfaction, along with the need to give attention to the cultural dimensions of service in today’s competitive environment, form the basis of this paper. Survey results from an 800-room waterpark resort on Guam are presented to examine how the property measures perceptions of guest satisfaction and breaks down the satisfaction ratings by source market. This paper will then discuss how results from the survey can be used to enhance guest experience via improved operational measures introduced by front-line staff.
Keywords: Guam, Tourists, Micronesia, Hotels, Guest Perception