Essay On Indigenous Tourism Free Sample

Selected Tourist Attraction: Manitoba Museum

Indigenous Tourism attraction

Being the land of the Ojibway, Cree, Ojibway-Cree, Metis, and Dakota, the province of Manitoba has a strong indigenous heritage and culture. The Manitoba Museum is one of the many indigenous tourist attractions, which is a premier cultural and historical institution. Located in Winnipeg, it has a long history as an important educational resource for generations of Canadians. It opened in July 1970 after the incorporation of two Manitoba Legislatures in 1965 (Manitoba Museum n.d). Over the years, the museum has developed a comprehensive collection of artifacts that document Manitoba’s history from pre-contact to the present day. The museum is home to an impressive collection that includes exhibits on natural history, science and technology, world cultures, and indigenous culture. The latter display was created with input from local indigenous peoples to ensure accuracy; it focuses on First Nations history within the province’s borders. Additional experiences include live performances such as planetarium shows and various events like lectures by guest speakers or family-friendly activities such as workshops or music concerts. The main building houses three floors filled with permanent galleries such as the Indigenous Peoples Gallery and Non-such Gallery that explore different aspects of local history like artistry, exploration, industry, and more (Manitoba Museum n.d).

Who are the people?

Manitoba Museum showcases the indigenous people’s culture of people within the province. Indigenous people are an integral part of the Manitoba landscape. There are four main indigenous communities in the Province: Cree, Ojibway, Dakota, and Ojibway-Cree. The largest group is the Cree, numbering around 85,000 people in Manitoba alone. This is followed by the Ojibway at almost 40,000 people and then the Dakota at over 8500. Lastly is the smaller community of Ojibway-Cree, with roughly 1000 members. There are other smaller communities that include Northern East Cree, Wood Cree, Plain Cree, and Dene (Statistics Canada, n.d).

Organization supporting Manitoba Museum

The Winnipeg Art Gallery (WAG) is a major partner working with Manitoba Museum to provide more diverse perspectives on Indigenous culture and art in the province. Through programs like WAGx Manitobah Mukluks Story-boot School, they facilitate workshops by local artists who pass down traditional beading techniques while fostering discussions on contemporary Indigenous art movements. Another one is the Association of Manitoba Museums (AMM) which has been a leader in supporting the indigenous experience in Manitoba museums for more than 50 years. This organization has provided an invaluable service to the province’s museums, enabling them to connect with indigenous culture and traditions and provide meaningful experiences for visitors (Manitoba Museum, n.d).

Associated Stakeholders

There are many stakeholders involved in the organization. These range from politicians and funders who provide financial support for its operations to educators and academics who use the museum’s collections for research purposes. The museum’s staffs of about 200 employees are also key stakeholders as they work hard to ensure that Manitoba Museum can continue to offer engaging and educational experiences to visitors (Manitoba Museum, 2022). Local Indigenous peoples are an especially important stakeholder group, as their stories form an integral part of Manitoba’s past that must be accurately represented at the museum. Finally, members of the general public are essential stakeholders since they provide much-needed financial support through donations and memberships while also visiting the museum on a regular basis (Manitoba Museum, 2022).

Mission and Vision

Its mission is to preserve Manitoba’s heritage for all generations and seek the acquisition of knowledge of Manitoba’s culture, history, and the natural world. It also strives to create a community where people can explore their individual stories and cultures while learning about shared experiences that connect all Manitobans. The museum’s vision is to shape the future of Manitoba by sharing stories, expanding knowledge, and encouraging discoveries (Manitoba Museum, n.d).

SWOT analysis

Table 1: SWOT Analysis (Source: Kynman, 2021)


  • Diverse offerings- planetarium, nine permanent museums, and a science gallery
  • Over 300 volunteers
  • Largest museum in the region
  • Strong product development with seven permanent curators


  • Limited hours open to the public
  • It depends on donations
  • It only has 50 positions that are paid and full-time
  • It has temporary exhibitions


  • Special programs
  • Room for technological advancements – for the people living with disabilities
  • Can use legal means to protect its artifacts


  • Rise of other museums
  • High admission price
  • Visitors cannot take photos because of copyright rules
  • Competition from the Canadian Museum for Human Rights which is a high-technology

Profile of the Tourism industry in Manitoba

Manitoba has a long history of tourism and offers visitors a wide range of experiences. From beautiful natural attractions to vibrant urban areas, Manitoba is truly one of Canada’s premier tourist destinations. It supports over 20 460 jobs, and it generates annual revenue of over $625.1 million (Travel Manitoba, n.d). Over the years, the profile of tourism in Manitoba has grown immensely. According to Statistics Canada, the number of international visitors in 2022 was 1,033,000, which was an increase from 471,000 in 2021 (Statistics Canada, n.d). This growth can be attributed to increased investment by the province into marketing campaigns that target international travelers, as well as offering more convenient and affordable transportation options such as rail passes to get around the province. Furthermore, there are many festivals and events that attract large numbers of tourists year-round, such as Folklorama, Festival du Voyageur, and The Red River Ex, which further contribute towards growing tourism numbers in Manitoba (Travel Manitoba, n.d).

Development and planning for Manitoba Museum’s future

According to the 2021/2022 Annual Report, the museum has been making plans for its future, looking at both challenges it must face and opportunities that will help shape what it will become in the 21st Century. One of the significant issues that the museum must overcome is continuing to provide access to its diverse content collections while also meeting growing audience expectations around digital engagement and interactive experiences with technology. To ensure they are meeting this challenge, The Manitoba Museum has increased its focus on utilizing new technologies such as virtual reality tools, augmented reality capabilities, and 3D printing products. These tools have allowed them to create immersive educational experiences for visitors allowing them to explore beyond what could be presented within a traditional exhibition space (Manitoba Museum, 2022).

Who is the target market?

The target market of the Manitoba Museum is broad, with visitors coming from all walks of life. The majority of visitors range in age from young children to seniors, while the average visitor age usually lands around 30-50 years old and hails from within Canada or the United States. As a family-friendly attraction, many families visit the museum together to explore its various exhibits and educational activities. Furthermore, solo travelers often come by for an afternoon spent learning about local history and Manitoba culture. These visitors tend to have a higher income than the average local, as admission rates are relatively expensive compared to other attractions near Winnipeg (Manitoba Museum, n.d).

Marketing and promotion

The museum has an extensive marketing team that works hard to promote its products across a variety of channels. They use a variety of tactics, including traditional media such as print and radio advertising, digital platforms such as website campaigns and social media initiatives, and experiential marketing events like educational workshops and seminars. The museum also offers promotional discounts for memberships or tickets to certain attractions throughout the year, which helps with customer retention. Furthermore, they have a number of partnerships with corporate sponsors, which help support their mission while enabling additional engagement opportunities for potential customers (Manitoba Museum, n.d).

Critical success factors

Manitoba Museum has been a leader in the museum industry for decades. It is one of the most visited cultural institutions in Canada, and its success relies heavily on several critical success factors. The first factor is offering a unique, diverse, and engaging experience for their visitors. This includes creating exhibits that captivate audiences with both interactive displays as well as educational opportunities about local history and culture. Additionally, Manitoba Museum’s staff should have the necessary qualifications to properly inform and educate visitors about what is on display. The second factor is building relationships with local businesses or organizations (such as WAG and AMM) so that they can create programming or other initiatives to promote engagement with their guests (First Nations Education Resource Center Inc, 2022).

Tourism initiatives it has introduced

The museum has introduced new and innovative initiatives to promote tourism. One such example is the “Explore MB” app, which allows visitors access to information about Manitoba’s attractions, history, culture, and experiences. This interactive platform aims to make planning activities for visitors easier and more accessible. Additionally, the museum offers a number of virtual tours that allow people to explore various exhibits from their own homes. The “Behind-the-Scenes Tours” provides an in-depth look at some of Manitoba’s most iconic artifacts while also highlighting how they are cared for by experts in conservation science (2021/2022 Annual Report, 2022).


It provides a wide range of benefits to its community, both economically and culturally. From an economic perspective, the museum creates employment opportunities for many people in the form of paid staff and student volunteers. In addition, it brings much-needed revenue to the area by hosting events such as concerts and festivals, with annual revenue generation of $21.1 million and $ 6 million in taxes (Manitoba Museum, n.d). Culturally, the museum preserves indigenous culture by displaying artifacts and artwork from dozens of first nations cultures from around Manitoba. Additionally, it serves as an educational tool through its interactive exhibits that teach visitors about these ancient cultures and their values. The museum also hosts workshops where guests can learn traditional skills such as basket weaving or pottery making which further strengthens cultural ties among indigenous peoples in the province (Manitoba Museum, n.d).

How are trends affecting this Indigenous tourism product?

The main trend affecting Manitoba museum is the increased popularity of technology-based entertainment. People are no longer content with just visiting a museum; they now expect interactive displays that involve digital media or high-tech gadgets. To meet this demand, it has been working on incorporating new technologies into its spaces, creating an innovative hands-on experience for visitors (Schiele, 2021).

What part does the government play in your destination and product?

The Manitoba Museum is a cornerstone of the province’s history, culture and science. As such, the government plays an important role in funding and supporting the museum’s operations. The government provides financial assistance to help cover operating costs for essential services, as well as special grants for specific programs that support educational and cultural initiatives. This support helps ensure that visitors from all backgrounds have access to quality programming offered at the museum. In addition to providing annual operating funds, the government also assists with capital projects like improvements to infrastructure or technology upgrades. For example, in 2021, museums in the province received $166,000 in provincial funding to support these institutions (Thompson, 2021).

Tourism strategy

Manitoba Museum’s tourism strategy is designed to bring both locals and visitors to the museum. By offering a variety of events, activities, and exhibits, they create experiences that draw in people from all over Manitoba and beyond. Through strategic marketing campaigns that target specific groups, the museum is able to promote their offerings and tailor them to the needs of different audiences. For example, their new “Backyard Explorers” initiative encourages school-aged children to explore science at home with free online activities (Manitoba Museum, n.d).

Authenticity vs. cultural commodification

Manitoba Museum actively engages in conversations about authenticity vs. cultural commodification. The museum often has exhibitions that challenge visitors to consider how their identity as Manitobans is both shaped and preserved through the various ways in which culture can be commoditized or remain authentic. For example, one exhibition may focus on traditional Indigenous crafts and artwork that have remained untouched for centuries before being put on display at the museum. On another floor, there could be a series of modern art installations that explore how popular culture has influenced Manitoban identity over time. In between these two extremes lies a wide range of examples of how culture is embodied within Manitoba’s borders (Manitoba Museum, n.d).

Recommended best practices

Firstly, museums need to ensure they have adequate staffing. An appropriate amount of staff will be able to provide quality customer service as well as maintain the museum’s collection and displays. Secondly, it is essential for museums to develop engaging content for visitors. This can include interactive displays or educational materials such as videos or audio guides which help people enjoy their visit and learn more about what the museum has to offer. Finally, developing partnerships with other organizations like libraries or universities can broaden a museum’s reach and attract different audiences from around the globe.

Recommendations based on best practices of other destinations

Manitoba’s museum can benefit from the best practices of other institutions, particularly Canada Museum of Human Rights. The museum should focus on prioritizing accessibility and inclusion for all visitors, regardless of physical or mental abilities, as practiced by Museum of Surrey. This could involve providing tactile models for visitors with vision impairment, or offering audio tours for those who are hearing impaired. Additionally, the museum should strive to provide educational opportunities that appeal to public interests and cater to multiple age groups. Through hands-on exhibits, interactive activities, and even special events like costume days, children and adults alike can learn about history in an engaging manner that is both fun and enriching.

The museum should also learn from Canada Museum of Human Rights (CMHR) in incorporating technology in its activities. CMHR has advanced technological processes and equipment that improves its consumer experience. For example, it has an audiovisual design that is integrated into all its systems in all the 11 galleries. Other technological advancements include a 360⁰ theater, edge-cutting video projection, motion tracking technology, among others. These practices will help increase practices into the museum (Carter, 2022).


The Manitoba Museum has become a popular destination for its Indigenous cultural displays. As one of Canada’s largest human history museums, the museum works hard to ensure that the stories and culture of indigenous peoples are accurately portrayed. The museum has actually been undergoing renovations for several years in order to accommodate more Indigenous artifacts and interactive experiences. Through this process, it is showcasing both pre-contact and contemporary Aboriginal cultures from across Manitoba in various forms such as photographs, artwork, oral histories with Elders and much more. The museum takes great strides to work closely with many Indigenous communities in order for their voices to be heard through how their stories are represented at the facility. This assignment has not only been educative but enlightening.


Carter, J. (2022). Human Rights Museums: Critical Tensions Between Memory and Justice. Taylor & Francis.

First Nations Education Resource Center Inc., (2022). ‘’Research & Development Team Creating Potential Partnership in Educational Programming with the Manitoba Museum. ‘’

Kynman, T. (2021). Renewed Nonsuch Gallery, Manitoba Museum. Manitoba History, (88), 32-33.

Manitoba Museum. (n.d). About Us.

Manitoba Museum. (n.d). VALUE & BENEFIT.

Manitoba Museum (2022).2021/2022 Annual Report.

Schiele, B. (2021). Science museums and centres: evolution and contemporary trends. In Routledge handbook of public communication of science and technology (pp. 53-76). Routledge.

Statistics Canada. (n.d). Focus on Geography Series, 2016 Census.

Thompson Sam. (September 20, 2021). ‘’Seven local museums get Manitoba 150 funding to help preserve province’s history’’. Global News.

TravelManitoba. (n.d). TOURISM INDUSTR.

Individual Report: Tourism/Events Start-Up Idea Sample College Essay


Information communications technology (ICT) has become critical to every aspect of human life. Ratheeswari (2018:45) defines ICT as technologies that provide access to information through telecommunications, including the internet, wireless networks, mobile phones and other communication mediums. On the other hand, entrepreneurship refers to the process of initiating a new venture, organising the needed resources, and assuming the risks it entails (Agarwal and Mehta, 2016). Entrepreneurship is essential to change and transformation in the tourism or events industry. Since ICT has become a critical aspect of daily human life, it is essential to successful tourism entrepreneurship. Admittedly, ICT helps organisations to acquire a sufficient amount of data that ensures flexibility and efficient operations. Żemła (2020) maintains that the tourism industry has experienced rapid growth in the past two decades, causing various social, economic and environmental challenges. However, new start-ups have emerged through tourism entrepreneurship to solve some of these challenges. Therefore, the report presents the interactive attraction assistant as an event or tourism technology start-up proposition. The report will be structured as follows: introduction, start-up details, target market, strategic consideration, reflection, and conclusion.

Start-Up Details

The start-up aims to address the environmental impact associated with the rapid growth of tourism in the past two decades. Żemła (2020) indicates that various tourist destinations are already experiencing the social, cultural and environmental challenges associated with the fast growth of the tourism industry in the past two decades. The influx of tourists in different destinations and aggressive marketing by tourist or events companies has significantly resulted in severe environmental degradation. Wang et al. (2021) attribute this growth in tourism to an increase in living standards, disposable income, and leisure time. However, this influx of tourists to different destinations and irresponsible behaviour from tourists has resulted in severe environmental degradation, forcing tourist or events organisations to encourage pro-environmental behaviours, such as decreased use of modern brochures. Therefore, this new start-up idea aims to cut the environmental impacts associated with tourism through effective transport planning and waste elimination.

The interactive attraction assistant looks like a self-check-in machine that allows guests to purchase tickets to different attractions and plan travel to and from the attractions. Unlike the existing technologies, the proposed interactive attraction assistant offers information about different attractions and booking capabilities, which increases travel efficiency. The technology comes with an interactive map of the local area and a range of attraction types, allowing them to browse information about these attractions. The machine also allows guests to print tickets to different locations, promoting pre-travel planning. The technology will help companies in the tourism and event industry to get rid of modern brochures, which are impossible to recycle due to their glossy coatings. Wang et al. (2021) indicate that tourism or event companies use printed brochures and guides to provide guests with information about particular locations. However, due to the environmentally irresponsible behaviour of most tourists, these materials often end up thrown everywhere at tourist destinations, causing severe environmental pollution. Wang et al. (2013) indicate that brochures with glossy coatings and other newsprints do not decompose quickly, posing a severe environmental danger. Therefore, the technology provides these companies with an environmentally friendly alternative to disseminating information to customers.

Most tourist or events companies have started adopting such technologies to promote efficiency and ensure proper travel and stay management. For instance, Hilton Honours allows customers to choose rooms, make payments, check-in, and check out without going through the front desk (Hilton, 2023). Moreover, the technology allows the customers to redeem their loyalty points for booking eligible airlines such as Emirates Skywards, Etihad Guests and Virgin Atlantic Flying Club, which allows customers to plan their travels equally. The technologies are already improving service delivery in the industry. The new start-up idea will significantly promote travel planning and service delivery since it offers information about different tourist attractions and has booking capabilities, which sets it apart from the existing technologies. In this regard, the technology will provide information to guests about different attractions within a specific local area, allowing for transport and hotel booking.

The proposed technology is unique and designed to benefit businesses, customers, and the environment, with the ultimate goal of reducing negative environmental impacts. Teng et al. (2021) argue that the rapid growth of the tourism industry has resulted in severe environmental degradation, compelling companies in the industry to adopt environmentally friendly approaches. The business benefits include eliminating printed brochures, reducing the need for holiday representatives, creating an opportunity for collaboration between local hotels and transport companies, and increasing the visibility of local attractions and restaurants without the need to print expensive brochures. The benefits to guests include access to a wide range of attractions and restaurants, reduced need for pre-visit planning, and enables them access to trusted transportation to and from the attractions to the hotels. Furthermore, finally, the technology aims to reduce the use of printed brochures through the provision of digital information about different attractions, reducing the amount of municipal solid waste stream since most modern brochures used in the industry are difficult to recycle due to the glossy coating; hence, ends up in the landfills.

Target Market

The start-up targets customers and companies within the tourism or events industry, including airports, train stations, accommodation, and large transport hubs. Moreover, the technology is also applicable to theme parks and other prominent attractions. As mentioned earlier, technology is already prevalent in the hotel and hospitality industry; therefore, this new start-up idea aims to expand its application to other sectors of the tourism or events industry by offering information and booking capabilities. Rahman et al. (2022) observe that adopting digital technologies helps them deliver unique services and address industry challenges. The tourism sector has significantly grown, presenting new challenges. Tourism has evolved significantly to provide information about different attractions alongside the opportunity to travel to different destinations. For that reason, the new technology ensures that companies in the tourism and events industry provide experience-based products and services.

The tourism sector has significantly grown over the years, accounting for about 10 per cent of the global economy. Statista Research Department (2023) approximates the market size of the global tourism industry to be around $1.67 trillion. The industry’s growth is attributed to the increase in wealth in different parts of the globe, increasing the number of tourists visiting different destinations across the globe. Alsos and Clausen (2014) indicate that rapid growth in the tourism industry has significantly grown over the past two decades, changing the focus to experiences. Notably, these experiences include economic offerings that engage the customers in inherently personal ways. Delivering these services require organisations to employ modern technologies to allow customers to access them efficiently. Therefore, the new start-up idea aims to offer information and booking capabilities to help tourism and events companies ethically provide different services to their customers.

Strategic Considerations

The new start-up idea is different from the existing technologies because, alongside providing information about various attractions, it also comes with booking capabilities, which increases the ease of use. Moreover, integrating booking capabilities in the technology enables it to differentiate itself from others. For that reason, the strategic considerations of the start-up will be arrived at by developing the innovation’s business canvas model and risk assessment.

Business Model Canvas

The business model canvas is a strategic template organisations use to develop new business models and document existing ones. Keane et al. (2018) argue that it helps entrepreneurs understand how to do business. The business model canvas contains nine related elements that constitute the “what” of doing business. The table below presents the new start-up’s business model canvas.

Key Partners

The start-up’s key partners will include hotels, restaurants, airports, train stations, large transport hubs, theme parks, and significant tourist attractions.

Key Activities

Updating attractions, helping guests find efficient transportation, organising transportation to and from the attractions, printing tickets, provision of real-time information about different attractions, and collaborating with local restaurants, hotels and attractions

Value Propositions

The company offers information and effective booking capabilities that allow guests to easily purchase different attractions and organise their travel to and from the attractions, thus, eliminating the need for hectic pre-visit planning, and helping tourism and event organisations cut down negative environmental impacts, emanating from the increased use of printed brochures, that contributes to the millions of tomes of municipal solid wastes reaching the landfills.

Marketing & Sales Communication

The start-up business will mainly rely on digital marketing to create awareness of the technology’s effectiveness and its numerous benefits to businesses, guests, and the environment.

Customer Segments

Tourists from all demographics, local attractions and restaurants, hotels and hospitality companies, transportation and travel companies, and event companies

Key Resources

The start-up’s key resources include powerful interactive technology, a strong internet connection, and committed staff to ensure an excellent customer experience.

Product & Service Delivery Channels

The services will be accessible through the company’s website and other digital devices placed in different accommodation places, airports, train stations, transport hubs, theme parks, and other prominent attractions.

Cost Structure

The critical costs of starting the business will include the cost of developing the technology, the cost of setting up the interactive hubs, system maintenance costs, the cost of installing a solid internet connection, the cost of marketing the technology to different customer segments, and the cost of hiring and training staff to ensure seamless delivery of services.

Revenue Streams

The business’s revenue streams will include monthly and yearly fees charged to various organisations for using the technology.

Risk Analysis

The tourism and events industry is highly uncertain due to the emergence of new technologies to address changing customer needs, posing significant risks to the new technology start-up. The tourism and events industry analysis indicate that the new start-up will likely face heightened competition and legal risks. The new technology start-up is likely to face fierce competition from companies like Airbnb. Blal et al. (2018) argue that Airbnb provides hosts with an online community and marketplace through which they can access accommodations and attractions across the globe. Like the new start-up, customers can access information about various tourist attractions and book services of interest to them. Unlike the new start-up, whose revenue will only come from leasing fees charged by the company, Airbnb generates its income from up to 15 per cent of the service fees charged to hosts and guests (Lee and Deale, 2021; Guttentag, 2015). The inability to compete effectively is among the critical causes of business failure in new markets. Shapira (2017:h1416) observes that most start-ups fail in new markets due to their inability to cope with competition in the market. The start-up is highly likely to face legal risks since laws and regulations that companies operating in the tourism industry must comply with vary from one city to another. Shapira (2017) observes that the inability to overcome challenges in a new market is a critical source of failure for many new start-ups entering new markets. Therefore, the start-up will address these risks to ensure successful performance.


The presentation assignment appeared challenging at the beginning since it involved coming up with a new tourism and events start-up idea. However, the group brought together individuals from diverse backgrounds and with unique abilities, which promoted a quick generation of compelling ideas from which we settled on this business idea. Van Werven et al. (2019) indicate that pitching a new business idea involves different steps ranging from problem identification to developing the new venture. The comments at the end of the presentation made me understand that teamwork is critical to solving complex challenges facing today’s life. Mullins (2016) maintains that teams promote mutual support and trust, leading to successful outcomes. Moreover, Cai et al. (2019) maintain that teamwork promotes creativity leading to quality ideas. However, the success of teamwork depends on effective leadership to ensure that every member gets an equal opportunity to participate. For this reason, I will adopt a participative leadership style while working in a group to ensure a successful outcome.


The report indicates that technological innovations are critical to providing solutions to the current challenges facing the tourism and events industry. Notably, the industry has experienced rapid growth in the past two decades due to increased household wealth in different parts of the world and increased leisure time, leading to an influx of guests to different destinations. The growth has resulted in negative environmental impacts, forcing companies operating in the industry to embrace new technologies to promote environmentally friendly operations. Therefore, the new technology aims to reduce the negative environmental impacts of tourism by cutting down wastes originating from the aggressive use of printed brochures and guides and promoting planning in different attractions by providing customers with real-time data. Despite risks of fierce competition and legal challenges, the company’s unique positioning places it at a vantage position. Therefore, the new start-up will significantly transform the tourism and events industry.

List of References

Agarwal, R.C., and Mehta, B. K., 2016. Entrepreneurship and small business. SBPD Publishing House.

Alsos, G.A. and Clausen, T.H., 2014. The start-up processes of tourism firms: The use of causation and effectuation strategies. In Handbook of research on innovation in tourism industries (pp. 181-202). Edward Elgar Publishing.

Blal, I., Singal, M. and Templin, J., 2018. Airbnb’s effect on hotel sales growth. International Journal of Hospitality Management, 73, pp.85-92.

Cai, W., Lysova, E.I., Khapova, S.N. and Bossink, B.A., 2019. Does entrepreneurial leadership foster creativity among employees and teams? The mediating role of creative efficacy beliefs. Journal of Business and Psychology34(2), pp.203-217.

Guttentag, D., 2015. Airbnb: disruptive innovation and the rise of an informal tourism accommodation sector. Current Issues in Tourism, 8(12), pp. 1192-1217.

Hilton., 2023. Benefits of Hilton Honours. [Online] Available at: <> [Accessed 13 January 2023].

Keane, S.F., Cormican, K.T. and Sheahan, J.N., 2018. Comparing how entrepreneurs and managers represent the elements of the business model canvas. Journal of Business Venturing Insights9, pp.65-74.

Lee, S.H. and Deale, C., 2021. Consumers’ perceptions of risks associated with the use of Airbnb before and during the COVID-19 pandemic. International Hospitality Review, 35(2), pp.225-239.

Mullins, L.J., 2016. Management and organisational behaviour. Pearson Education Limited.

Rahman, M.K., Hossain, M.M., Akter, S. and Hassan, A., 2022. Technology Innovation and Social Media as a Global Platform for Tourism Events. In Technology Application in Tourism Fairs, Festivals and Events in Asia (pp. 121-132). Springer, Singapore.

Ratheeswari, K., 2018. Information communication technology in education. Journal of Applied and Advanced Research3(1), pp.45-47.

Shapira, Z., 2017. Entering new markets: The effect of performance feedback near aspiration and well below and above it. Strategic Management Journal, 38(7), pp.1416-1434.

Statista Research Department, 2022.Tourism sector’s market size worldwide 2011-2022. [Online] Available at: <> [Accessed 13 January 2023].

Teng, Y., Cox, A. and Chatziantoniou, I., 2021. Environmental degradation, economic growth and tourism development in Chinese regions. Environmental Science and Pollution Research28(26), pp.33781-33793.

Van Werven, R., Bouwmeester, O. and Cornelissen, J.P., 2019. Pitching a business idea to investors: How new venture founders use micro-level rhetoric to achieve narrative plausibility and resonance. International Small Business Journal37(3), pp.193-214.

Wang, S., Ji, C., He, H., Zhang, Z. and Zhang, L., 2021. Tourists’ waste reduction behavioural intentions at tourist destinations: An integrative research framework. Sustainable Production and Consumption25, pp.540-550.

Żemła, M., 2020. Reasons and consequences of over-tourism in contemporary cities—Knowledge gaps and future research. Sustainability, 12(5), pp.1729.

Industrial Revolution And The Industrious Revolution Sample Essay

The overall structure of this article is quite compelling, as the writer starts with an abstract. The abstract is important because it summarizes the whole idea of the essay hence essential for the reader. The author goes on to explain the concept through the paragraph and supports the evidence with logical evidence. At the end of the article are references which indicate the outside sources used in the article. Jan De Varies’ primary central idea in this article is to demonstrate the difference between the industrial and industrious revolutions based on the concepts of demand and supply. The industrial revolution’s positive effects included increased wealth, product creation, and higher living standards. Without such, people may have better housing, more affordable goods, a healthier diet, etc. The industrial revolution also saw a rise in schooling. During the industrial revolution, there was an adequate surplus of goods, resources, and money, resulting in new technology. To support this idea, this article proposes the issue of increased population, urban development, and the rise of civilization.

The accomplishments of demographic history during the industrial revolution are evident. It is simply by noting that no one can draw the broad curves of declining mortality and fertility that make up the demographic transition of the 19th and 20th centuries by not observing the starting point of those trends; pre-transition culture was never there. Early modern Europe was endowed with significant mortality and historical fertility change due to due increased marriage patterns in Europe; thus, population increased almost accidental discovery of ubiquitous immigration, and other accomplishments linked to improving households and from a stale history,” “although the great enforcer—the Malthusian positive checks that kept society in check—was not entirely gone” (De Vries, p. 252)

Iren’s current history, the premise that Europe’s cities, which had ancient vitality, had vanished. It was confronted with the dreadful option of immobility till manufacturing civilization roused them from their slumber to usher in urban expansion has been abandoned. Hopefully, Europe’s cities’ work in Europe, tying them together within concepts of advertising intercultural activities, was a success in the contemporary modern period. It created a local economic growth system where industrialization could occur. That was better, instead of merely a natural consequence of that industrialization (De Vries, p. 250).

Ultimately, a new tradition of civilization that emerged during the Industrial Revolution has developed over the last twenty-five years to adopt a renowned but peculiar book title from Germany. Few of us would challenge the importance of the discussion concerning the term “quasi-rapid urbanization” in revealing the substantial underwater part of the ‘glacier.’ It was, before rapid industrialization, wholly immersed in a primarily rural setting where anyone could work. It is accurate that sure researchers discovered the delayed Mendel’s description of “proto industrialization” is one of the impacts of civilization. The Great Awakening is the only idea in American civilization with the socio-historical significance to warrant a connection to the Industrial Revolution in development economics. Similar to the manner that the Industrial Revolution purported to characterize the fundamental driving forces behind the rise of industrial civilization, it asserts to describe the beginning of modern civilization and its enduring features.

However, the industrial revolution faces controversy, and some believe it has more negative effects than positive. The industrial revolution resulted in negative aspects such as child labour, poor living conditions, and poor working conditions. Bouwsma compares the industrial revolution to the Renaissance and the mediaeval periods. Bouwsma described the breakdown of the Renaissance’s conceptual underpinnings, which removed the main support structure for western history’s spectacular system. Further on, he claimed that “the Medieval historical appellation is becoming somewhat of a political expediency, a type of cover under which we snuggle around. It is like one fruit, pounded three times, and nothing more. Consequently, the beloved Industrial Revolution is condemned to a similar destiny. The Industrial Revolution is criticized as a “meaningless phrase,” a “fantasy” in the colloquial and historical connotations, and labelled as one of a “dubious series of upheavals,” as per Patrick O’Brien (De Vries, p. 250).

The author’s motive is to bring to light what the industrial revolution is. Understanding the industrial revolution concept has been a great challenge for many writers. Despite these difficulties, academic research on the subject has continued apace; there have been a remarkable lot of literature, articles, and scholarly journals lately. However, it is abundantly evident from this article. De Vries aims to shift the subject of this discussion into specifics and demonstrate the true nature of the industrial revolution. What causes the slump? The revolutionary economic and financial study that resulted in a substantial decrease in an adjustment of the degree of development of the “British economy” appears to be the primary reason for the late crisis in the “industrial revolution” (De Vries, p. 250).

With the help of other researchers, De Vries successfully addresses the issue of the industrial revolution through a historical context. These researchers, however, were not working on a cynical undertaking that would leave us hunched beneath a cover without anything to munch but fruit that had been squeezed three times, except if I had significantly misinterpreted their research. Most individuals are excellent people with a healthy dose of optimism. They weren’t concerned with ripping down the structures; instead, they wanted to rid the sanctuary of the “pseudo deity of the rip away.” Suppose their predictions of lesser 18th-century growth and, consequently, a previously appeared industrial production in Britain have loosed the lips and sparked the writing of a swarm of sceptics. In that case, it is due to their significant contributions that encouraged new analyses of a rising corpus of study on the economics of eras that preceded and followed the traditional British Industrial Revolution as well as territories beyond it. It is as if a plant’s cutting enabled for the inaugural moment the flourishing of seedlings that the gloom had previously restricted. The ramifications of these theories—which aren’t so much new as they are more confident to communicate to an audience who are more open to hearing them—go far beyond the consequences of the updated development on the basis alone (De Vries, p. 251).

De Vries’s article is in the historical context because it gives the reader information about past events. The planners at the Italian conference in Plato declared the concept to be a summary of the achievements of those 20 years in the disciplines of agricultural society collective memory. A segment of the population changes, cities genealogy, and the practical approach of producing in the Early contemporary era as it was to be the 20th commemorative conference, “Club Med” for professional economists. These achievements included the majority view that a renaissance and the Industrial Revolution happened simultaneously started to crumble two decades ago in the face of believable assertions that a rise in agricultural output deserving of the moniker “agricultural revolution” took place in the 100 years before the start of the Industrial Revolution. A few agricultural revolutions have been declared since then. Notwithstanding the chaos brought on by this plenty, one fact is inevitable: the notion of a functioning society wherein traditional peasants was encouraged to take the lead by legal changes and improved landlords following 1750 has now irrevocably been destroyed (De Vries, p. 251).

To conclude, the author brings out the aspect of the industrial revolution and its positive effects, including wealth increases, the production of products, and improved living standards. Additionally, education increased during the industrial revolution. With the help of other researchers, the concept of the industrial revolution is brought to light. However, there have been some controversies regarding the industrial revolution, such as; child labour, poor living conditions, and poor working environment.

Work Cited

De Vries, Jan. “The industrial revolution and the industrious revolution.” The Journal of Economic History 54.2 (1994): 249-270.