Travel Tourism And Hospitality

Kaniz Restaurant – Heathrow: A Must-Visit Culinary Destination for Global Travellers

2026-02-26T13:57:33.345+00:00

Kaniz Restaurant – Heathrow: A Must-Visit Culinary Destination for Global Travellers: London: Just 10 minutes from Heathrow Airport, Kaniz Restaurant – Heathrow has emerged as the ultimate stop for international travellers, airline crews, and local food enthusiasts seeking authentic Indian cuisine, fast service, and warm hospitality...

Number of tourists down in Lumbini

2014-01-05T07:33:00.003+00:00

BHAIRAHAWA, JAN 05 -

The number of third country visitors in Lumbini, birth place of Lord Buddha has come down these days.

Local business has also been adversely affected with the decrease of tourists and it is not a good signal as the country is committed to make Lumbini as main destination of world tourism, said Prof. Dr. Gitu Tiwari, a tourism expert.

Though domestic and Indian tourists have increased, the number of tourists from third countries has decreased for lack of proper publicity. Therefore, the government and Lumbini Development Trust should pay due attention, added Prof. Tiwari.

Most of the tourists come from Sri Lanka and Japan to visit Lumbini but due to Bodhgaya incident they are not found interested to come here, said Ajit Man Tamang, member secretary at the Fund.

As many as 125,492 foreign tourists of different 100 countries have visited the Lumbini last year, said Haridhoj Rai information officer at the Trust.

The government had marked 2012 as a Visit Lumbini Year and that has highly attracted the foreign tourists .

Though the Trust has been marking Lumbini Tourism Vision 20 these days, the number of visitors is decreasing. RSS

ekantipur

DARJEELING TEA

2013-09-05T05:05:00.001+01:00

History of Darjeeling tea !!

Tea planting in the Indian district of Darjeeling began in 1841 by Dr. Campbell,[8] a civil surgeon of the Indian Medical Service. Campbell was transferred to Darjeeling in 1839 from Kathmandu, Nepal and used seeds stolen from China (Camellia Sinensis) to begin experimental tea planting, a practice he and others continued during the 1840s. The British government also established tea nurseries during that period (1847). Commercial development began during the 1850s.[9] During 1860-64, the Darjeeling Company was established with 4 gardens.[10]. It is a tea from the Darjeeling district in West Bengal, India. It is available in black, green, white and oolong. When properly brewed, it yields a thin-bodied, light-colored infusion with a floral aroma. The flavor can include a tinge of astringent tannic characteristics, and a musky spiciness sometimes described as "muscatel".[3] Although Darjeeling teas are marketed commercially as "black teas", almost all of them have incomplete oxidation (<90%),[4] so they are technically more oolong than black.

Unlike most Indian teas, Darjeeling tea is normally made from the small-leaved Chinese variety of Camellia sinensis var. sinensis, rather than the large-leaved Assam plant (C. sinensis var. assamica). Traditionally, Darjeeling tea is made as black tea; however, Darjeeling oolong and green[5] teas are becoming more commonly produced and easier to find, and a growing number of estates are also producing white teas.[6] After the enactment of Geographical Indications of Goods (Registration & Protection Act, 1999) in 2003, Darjeeling tea became the first Indian product to receive a GI tag, in 2004-05 through the Indian Patent Office.[7]

The Chantry House in Henly on Thames

2013-09-03T15:59:00.001+01:00

The Chantry House is a late medieval listed building in Henley, dated from about 1400. It is now used as a church hall. This is a magnificent 14th-century Grade I listed church hall. Its timber-framing is typical of the late medieval period, and the hall found lying close to the church, was formerly used as a school.Its main two floors open into the churchyard; below is a bottom floor which, because of a sharp drop in ground level, faces only eastwards to the river, and is accessed through the yard of the Red Lion inn.

The name suggests that it housed some of Henley's medieval chantry priests, but in fact the name originated only during the early 20th century. Others have suggested that it fulfilled a commercial use associated with the river, or a communal one associated with parish life. Either way it is the finest timber-framed building in Henley, and on the churchyard side was clearly designed for show.The Chantry House is a very old, Grade I listed building connected to the church and used as a church hall. Over the centuries, it has had many uses including being a school, and was recently restored after falling somewhat into disrepair.

(Source different google source )http://www.youtube.com/watch?v=sAB6DYwryC0

Chain versus Independent Hotels: which operation is best suited to survive in a slowing economy?

2012-10-28T02:06:00.000+00:00

- TRILOCHAN GAUTAM

Abstract:

Hotel industry is composed of several structural and managerial dimensions. Chain and small/independent hotels form major market share are operated based on ownership. Suggestions are made to indicate that chain hotels embrace formal and long-term strategic planning often reflecting long-term orientation whereas small hotels imply short-term and informal strategies, both being engaged in competitive advantage. However, even informal strategies have led small hotels to a success while formal, in the case of chain hotels have, in times, led to failure. Generically, characteristics such as flexibility, adaptability, responsiveness and closeness to customer have distinctively strengthened small hotels to best survive in a slowing economy.

Key words: chain hotel, small/independent hotel, strategy and slowing economy

Introduction:

The hotel industry has evolved through several structural and economic stages to arrive at today’s acutely competitive global market. Both chain and independent/small hotels retain stronghold in Europe, Asia Pacific and North America, while Europe is mainly dominated by independent hotels. Even though approximately 70 percent of hotels form independently owned small and medium-sized enterprises in UK, a vast range of branded hotels operate in the market according to Peters, M. and Buhalis, D. (2004). They further suggest, since small hotels do not represent miniature version of large chains, they possess different priorities, structures and strategies. Given such scenario, highlighting the significance of strategic management of hotel sector, Teare, R. and Boer, A. (1993:14) state:

“For firms in the maturing hospitality industry to survive and grow, they will have to depend upon their ability to strategically align themselves with the turbulent environment and select appropriate strategies to create dependable competitive positions”.

Hence, the existence of multi-facet hotel firms has urged for an investigation on who represents the highest degree of market competitiveness for productivity, higher sales and viability to further lead. Therefore, this article, after defining key terms; chain and small hotels and strategy, will, in the first part, investigate the business strategy of chain hotels in general, then that of the small/independent hotels secondly. Thirdly, the article will compare and analyse the evidences explored, in order to determine whose strategies demonstrate highest degree of business competency in the market including at situations of economic slowdown. The benchmark for the investigation will be based on competitive theory models as well as challenges/limitations of both such hotels involving PESTEL factors, SWOT analysis and P-mix theory.

Definition of key terms and relevance of theories:

At defining chain hotels, Peng and Litteljohn (1997, cited by Brotherton, B., 2003:15) state:

“Hotel chains may be defined as, multi-unit service organisations in which units operate under a system of decision-making permitting coherent policies and a common strategy through one or more decision-making centres, and where hotel units and corporate functions are linked to add value to each other by ownership or contractual relationships”.

Conversely, independent/small hotels are referred as neither belonging to a franchise chain nor to any corporate operations, often possessing rooms below 20 (Peterson, R.T. and Stratemeyer, A.W. 2007). Besides, Morrison (1998, cited by Holverson, S. and Revaz, F., 2006:401) define small hotels:

“As a business which is: financed by one individual or small group, directly managed by its owner(s) in a personalised manner and not through the medium of a formalised management structure”.

Similarly ‘strategy’ is referred as matching of resource strengths to the identified opportunities in the market environment for competitive advantage (Johnson, G. and Scholes, K., 2002).

Meanwhile, authors highlight some of the relevant hotel management models and theories, wherein in essence, Teare, R. and Boer, A. (1993) outline six elements namely, understanding of service/product, defence against competitors, cost-effectiveness, pricing rationale, testing new services and beneficial acquisitions. Likewise, supplier power, buyer power, threat of substitution, barriers to entry and internal rivalry; Porter’s five forces competitive theory model, is considered insightful in developing hotels’ strategy (Anon. 2006). Therefore, these will be instrumental in this investigation.

Chain hotel management strategies:

Insightful to aforementioned theories, branding and franchising of chain hotels for brand-fame and economies of scale out of centralised management and resource sharing has been suggested as a major strategy. Collective procurement and centralisation of reservations and logistic services save costs involved. Marketing, reservations and accounting by a centralized management has proved not only economical but also efficient allowing savings in staff costs permitting a less costly service and, also having lowered the associated funding in machinery, expected in times of downturn (Miner et al. 1990 cited by Espino-Rodríguez, T.F. and Taylor, J.S. 2006). Furthermore, instant chain/brand recognition contributes to product promotions shortening the time required for market awareness (Langlois, T. J. (2003). Pointing out advantage of global positioning, Chairman of Millennium & Copthorne, UK, Leng Beng said, “We have benefitted from a wide geographical spread of properties which has smoothed the overall impact of the economic crisis" (Gerrard, N. 2010:12). Hence, brand strategy seems a great strength.

Teare, R. and Boer, A. (1993), however, present counter evidence of failure in achieving adequate financial returns by the chain hotels due to the rapid brand expansions. Likewise, Langlois, T. J. (2003:12) argues “The owner incurs significant upfront costs associated with a new franchisee, including signs, logos, and the initial fee to the franchisor”. It appears challenging, especially at downturns and, sometimes such costs go beyond recovery. Although chain hotels are well equipped with better congeniality for innovation decisions, gaining higher productivity, according to PriceWaterHouseCoopers (2008), the challenges appear in rigidity out of highly formalised bureaucratic management that hinders tactical decisions required for rapid changing market conditions and chaos proving to be counter-productive (Cunill, O.M. et al. 2008).

Others view strategic-planning with long-term orientation, as key to innovation and profitability to survive competitive threat poised not only by newly growing brands; metaphorical to Porter’s ‘new entrants’ but also by existing firms (Anon, 2006). The fundamentals of this strategy have been reflected by constant reinvention and consideration on vitality of new demographic structure (Lomanno, M, V, 2010). Literatures suggest that an organisation’s success is subject to its capability on co-alignment between its day-to-day functions and wider environment it operates at, synthesised as ‘strategy’ (Knowles, T. 1998). A survey in North American hotels (Broen and Dev 1999 cited by Jones, P. 2008) concluded that hotels’ long-term planning significantly corresponds to productivity. Innovation advantage in chain hotels tends to be in forms of capital intensiveness, advertisement intensiveness and high integrity (Audretsch, 2004, cited by Jones, P., 2008). Furthermore, regarding planning-performance relationship between formal long-term strategy and organizational performance, the profitability has been suggested despite in some cases, having lacked systematic coherence, it has also proved dysfunctional due to rigidity and occasional environment turbulences (Falshaw, J.R. and Glaister, K.W., 2006). Thus, despite productiveness, long-term planning remains challenged.

Affiliation, product range and technological capability are among other strategies leading to market competencies in chain hotels. Affiliation with airlines, travel agents and tourist authorities for viable attainment of customers broadens business prospective via B2B relationships even though challenged in times, as stated by Knowles, T. (1998:288): “In terms of the future the central question is how can hoteliers get travel agents to sell more room.” Nevertheless, due to higher product choice; an element of ‘P-mix’, such as restaurant, bar, health club and bed-room having widened sales opportunities, despite the existing inability of service industry to grasp the sense of benefits and values of service products, the business perspective appears secure (Teare, R. and Boer, A. 1993).

Hence, both affiliation and product positioning have been vital for dynamic market conditions.

Gaining competency levels challenging the conventionality, for instance, replacing obsolescent paper guest questionnaire by on-line has proved effectual (Ogle, A. ,2009). Furthermore, Lim, W.M. (2008) highlights the dominance of chains in marketing channel decisions favouring e-commerce via the channels commissioned for marketing and distribution, such as websites, ‘brick and mortar’ travel agents, telephone and e-mails and effective data-warehousing. A research on European hotels (Holverson, S. and Revaz, F. 2006) conclude that even costly, chain hotels’ strategy to further segment consumer market has heightened opportunity in reaching most of unique customers. It is, therefore, apt to conclude that affiliation, products range/positioning and technology stand cutting-edge strengths of chain hotels.

Further strategy authors highlight of chain hotels includes human resource (HR); ‘people’ of ‘p-mix’, effecting to desired customer relationship management (CRM). Imrie and Fyall (2000 cited by Moriarty, J., et al., 2008) point out that chain hotels’ sophisticated CRM, reflective of their loyalty schemes and the formal guests’ satisfaction tracking system (GSTS) contribute to acquisition and retention of customers, despite existing challenges of particularly leisure guests, not preferring to re-visit the same property/location even if sound CRM is demonstrated. CRM in chain hotels is also reflected in its brand strategy signifying powerful-popular concept, strong and consolidated marketing and distribution (Bowie, D. and Buttle, F., 2004) even in downturns, attaining higher occupancy. Besides, Radiven, N. and Lucas, R. (1996) suggest chain hotels possess greater financial and human resources due to higher presence in wider geographical and technological periphery and accumulated expertise, hence, are more likely to build a consistent CRM.

Protective and change management strategies, indicating external factors such as downturn and terrorism; the macro elements, are considered by chain hotels. To link to 9/11 terror attack affecting the American and associated hotel markets, for instance, Seattle’s MarQueen Hotel suffered having had quadrupled its marketing costs forcing a more aggressive rate and inventory management (Patricia, A. 2002). Likewise, Golden Tulip in Europe, due to macro effect from recession (2008/9), sought protection from creditors for merging its hotels division (Blitz, R., 2009). Besides, PriceWaterHouseCoopers (2008:6) highlights the effect of several external factors, including the global downturn, declining business travel, swine flu and falls in real estate values concluding that: “Many of the deals financed in the good times are now looking rather shaky and stressing their covenant pressure points”. Anon. (2009) further justifies, “Hotels that were once out of reach for many are suddenly in budget”. Similarly, Marriot International’s global REVPAR fell by 20 percent in 2009 making a loss of £220 million in contrast to the £218 million income the previous year (Harmer, J., 2010). Such evidences suggest that external factors highly impact chain hotels, even though such uncertainty and threats are coped by the protection provided by their higher attendant scale (Anon. 2009).

Small/independent hotel management strategies:

Attention also has been paid to investigate the strategy development of small hotels in search of the winner. At a finding, Sascha Kraus (1997, cited by Peters, M. and Buhalis, D., 2004) contends the planning developed in large firms’ context might not suit to small hotels. Contrasting to brand structure, not only higher business freedom, flexibility and creativity have generated higher financial benefits for small hotels but also planning with individuality and autonomy has contributed to highly personalized service for guest motivation (Dennis, N., 2009). Further, Langlois, T. J. (2003:13) highlights a conduciveness for small/independent hotels stating:

“Changing customer demographics, evolving products, and new technologies have created market strength for the independent hotel market sector”.

However, this theory is not unchallenged, since according to Holverson, S. and Revaz, F. (2006), the industry suffering low occupancy for years due to economic and political turbulences, small hotels are further brand pressurized to survive independently.

Obliged thus, they have taken the collaborative strategy instead, among hoteliers or with local authorities such as tourism agency (Prideaux, B. et al. 2006). Hence evidences hardly exist on small hotels embracing strategic planning but restricting to operational/short-term goals. Jan, F. (2008:24) further elaborates, “Each independent operator makes decisions often only in reaction to local market conditions”. This very characteristic has strengthened their opportunity into niche market, derivative of globalization and standardization, where a certain customer segment, unfamiliar with systemic complexity and ‘digital divide’, seek to find small hotels for more individualised services/products (Peters, M. and Buhalis, D., 2004), viable for all market conditions.

Personalised service strategy is crucial to CRM in small hotels characterized by HR dominating over system, as experts suggest (Moriarty, J. et al., 2008). Characterised as ‘flat management’ structure, decisions come out of owner/manager without middle manager, hence having both management style and personality been highly influencing factors, personalized customer contact, flexibility and quick response to rapidly changing market conditions and guest problems strengthen market dynamics and guest satisfactions as claimed by Moriarty, J. et al. (2008), since they additionally contend:

“Relationships with customers and word-of-mouth are the key aspect of promotion, within the marketing mix, and marketing intelligence relies strongly on business and trade networks”.

Contradictorily, employee training and professionalism of such hotels has been questioned by some researchers (Austrian survey 2003), suggesting that HR, lacking training and, that incompetent employees are hardly made redundant due to family/personal ties (Peters, M. and Buhalis, D., 2004) that may inflict CRM.

Likewise, Moriarty, J. et al. 2008:296) add, “On the other hand, customer relationship management poises some interesting challenges for small independent hotels,” indicating that trust building without formal contract is doubted. Nevertheless, the labour force, sometimes family members, that informally and flexibly adapts to the need of business, contributes to profitability by fitting into different degrees of seasonality as Bowie, D. and Buttle, F. (2004) suggests. Thus, it appears that a formal human resource constraint not only to CRM, but also to specialized marketing expertise, characterized by a controlled growth rather than sales maximization, proves counter-productive.

As argued, financial strength corresponds both to marketing and technology. Since in most cases, small/independent hotels seldom acquire external funds, except inherent capital, which is often challenged by deteriorations requiring tougher financial rescues (Peters M. and Buhalis, D., 2004). They further suggest that market competency is restricted to inadequate financial resources, lacking management expertise and limited marketing access to external information and weak networks. Rutherford D.G. and O’Fallon, M.J. (2006:14) agreeably state:

“For over the last three decades the drastic changes in the industry have disproportionately pressurised the independent hotels who in the shadow of well funded chain hotels have struggled to maintain their independence and at competing in the face of peculiar hospitality character”

Conversely, other researchers (Rothwell 1992, cited by Jones, P., 2008:361) state: “Small firms usually have a dynamic and entrepreneurial management style, so innovations can be less expensive.” Hence, the lower degree of financial resourcing is a riskless and instinct strategic feature of small hotels.

As earlier mentioned, Murphy, H.C. and Kielgast, C.D. (2008) contend small hotels often implement informal marketing process such as word-of-mouth. According to Carson and Cromie (1989, cited by Moriarty, J. et al., 2008) two considerable factors include ‘evolution’ of marketing practice and ‘controlling’ of owner upon the firm’s marketing process. This process is proportionate to their niche markets featuring unique location and specially tailored products, unlike the chains who seek consumers at large (Langlois, T. J., 2003). As observed, technology is used at its minimal for marketing by small hotels behind the implication of high-tech feature; an economic challenge (Prideaux, B. et al., 2006). They further suggest, use of search engine for marketing (SEM) to visualize their products/services is attributable to their goal. Although majority of such hotels possess websites, they do not exploit SEM, consequently, resulting to incompetent marketing strength. As a result, as Murphy, H.C. and Kielgast, C.D. (2008) conclude, small hotels risk being marginalized and also lose customer contacts failing to maximize return on investment.

Nevertheless, collaborative strategy has led several small hotels achieve higher competitive market dynamics (McCarton-Quinn and Carson 2003; Kirby 2003, cited by Moriarty J., et al. 2008), thus, evidently small hotels implementing formal marketing plans gain higher profitability than those without.

As earlier stated, the micro factors ranging from HR to finance appear crucial for competitive advantage. Similarly, external factors, either threatening or opening up opportunities for a business draw attention in strategy formulation. “Independent hotels usually are not subject ups and downs of the economy”, contends Stacey, M.H. (2006:1) indicating low risk from economic factor; a PESTEL component. However, (PriceWaterhouseCoopers, 2008:6) in contrast suggests, “The downturn has increased the pressure on independents to seek an international brand via franchise or management”. Besides, Guthrie, J. (2010:8) further refers to impact of recent recession - 2008/9 and quotes: “Small businesses have run down their cash reserves” connoting not only impact of downturn but also that of external business environment which has forced small hotels to alter their strategies.

Harmer, J. (2009) however challenges these arguments suggesting that changing consumer behaviour and pattern of restructured leisure style, in face of recent recession, UK small hotels were boomed in 2009, thanks to the British customers choosing to holiday domestically and, also to increased European travellers, attributable to the weaker pounds and spending cuts. Hence, evidences show that small hotels gain higher opportunities and not the threat, of such macro factors, as slowing economy.

Conclusion:

In summarizing key points, the essay has critically analysed business strategies of both chain and small/independent hotels including their strengths and limitations/challenges. Regarding chain hotels, despite rigidity out of formalized and bureaucratic management, the brand-fame and size as powerful-popular concept, economies of scale, wide and reliable product range and technological strength, including e-commerce dominance, B2B relationships, well built HR and sophisticated CRM are strengths evidenced. Likewise, even though higher degree of macro impact and costly innovations, the long-term planning strategy has contributed to viability, reliability, consistency and greater market strengths in them.

Conversely, small/independent hotels implementing short-term strategy insomuch as to avoiding financial risk out of unforeseen chaos, higher freedom, flexibility, individuality and autonomy contributing to immediate tactical and unrestricted decisions with creativity and proportionate to market dynamics have been their evident strengths. Similarly, personalised service/products strengthen revenue and CRM. Even though less reliable, less consistent and informal contract with customers, a lower degree of financial requirement, cheap internet availability, collaboration for marketing and reservation, niche market capacity with localised and customised service/products and lower degree of external volatility impact, including that of downturns have been their competencies. Despite a weaker HR competency, the flexible employee adaptation to seasonality, particularly in downturns, has strengthened their competitiveness as researches evidence.

Thus, based on evidences gathered for small/independent hotels, such as precautious short-term strategies, prompt decision making, personalized services/products, emphasizing customer over system, local/niche market capacity, economical collaboration, cheap internet availability and lower degree of macro impact are suggested more competitive strategies to tackle a downturn. Hence, as a conclusion, it can be claimed that even though chain hotels possess several strategic potentials, small/independent hotels’ strategy proves most competitive in a slowing economy.

Note: the writer is currently engaged in teaching at further education in the UK and this article reflects the relevance up to the postgraduate level (MA/MSc or so) in Tourism and Hospitality Management.

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Published: 02:00 | Last updated: February 9 2010 02:00

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Lumbini Nepal in global eyes

2012-10-18T12:23:00.001+01:00

Lumbini Nepal in global eyes

Contents

1. Introduction

2. History

3. Management

4. Events

5. Conclusion

1. INTRODUCTION-

Buddhism has around 376 million adherents throughout the world; this number is increasing all the time. Buddhism started in India over 2,500 years ago. The essence of Buddhism is the attainment of enlightenment. It points to a way of life that avoids self-indulgence and self-denial. There is no supreme god or deity in Buddhism. Buddha means 'enlightened'. Siddhartha Gautam, later to become the Buddha, lived in the 5th century BC and was a prince born into a rich family. He had an easy life, living in what is now Nepal. However, when he saw the suffering of old age, sickness and death, he decided to renounce his life in the palace and live among the holy men of the day in search of truth and enlightenment. His search took him six years, but he became enlightened whilst meditating under a Bodhi tree. Following this he dedicated his life to spreading the teaching. The Buddha is not considered a god by his followers. He discovered that the answer lay in what have become known as the Four Noble Truths. Craving and desire keep people on the wheel that is the cycle of birth and rebirth, and it is possible to escape this cycle by following the Four Noble Truths.

Five Moral Precepts

All Buddhists undertake to live by the Five Moral Precepts which mean refraining from:

harming living things
taking what is not given
sexual misconduct
lying or gossip
taking intoxicating substances e.g. drugs or drink

2. History of lumbini Nepal

Lumbinī-"the lovely “is a Buddhist pilgrimage site in the Rupandehi district of Nepal. It is the place where Queen Maya Devi gave birth to Siddhartha Gautama, who as the Buddha Gautama founded the Buddhist tradition. The Buddha lived between roughly 563 and 483 BCE. Lumbini is one of four magnets for pilgrimage that sprang up in places pivotal to the life of the Buddha, the others being at Kushinagar, Bodh Gaya and Sarnath. Lumbini was where the Buddha lived until the age of 29. Lumbini has a number of temples, including the Maya Devi temple and others under construction. Also located here is the Puskarini or Holy Pond where the Buddha's mother took the ritual dip prior to his birth and where he, too, had his first bath, as well as the remains of Kapilvastu palace. At other sites near Lumbini, earlier Buddha’s were, according to tradition, born, achieved ultimate awakening and finally relinquished earthly form.

In the Buddha's time, Lumbini was situated between Kapilavastu and Devadaha Nepal. It was there that the Buddha was born. A pillar now marks the spot of Asoka's visit to Lumbiní. According to an inscription on the pillar, it was placed there by the people then in charge of the park to commemorate Asoka's visit and gifts. The park was previously known as Rummindei, two miles north of Bhagavanpura. It is stated that the Buddha was born in a village of the Sákyans in the Lumbineyya Janapada. The Buddha stayed in Lumbinívana during his visit to Devadaha and there preached the Devadaha Sutta. In 1896 Nepalese archaeologists (effort by Khadga Smasher Rana) discovered a great stone pillar at the site attributed to Asoka. It is believed that the pillar was established by the great king Asoka in about 345 BC. Records made by the Chinese pilgrim Faxian were also used in the process of identifying this religiously acclaimed site.

Lumbini, as of 1997, is a UNESCO World Heritage Site specifically nominated for the international World Heritage program.The present Lumbini is divided into a ratio of 1:3 which means it is 3 km long for every 1 km wide. In total its 2 km by 6 km. The holy site of Lumbini is bordered by a large monastic zone in which only monasteries can be built, no shops, hotels or restaurants. It is separated into an eastern and western monastic zone, the eastern having the ravadin monasteries, the western having Mahayana and Vajrayana monasteries. The holy site of Lumbini has ruins of ancient monasteries, a sacred Bodhi tree, an ancient bathing pond, the Asoka pillar and the Maya Devi temple, where the precise place of birth of Buddha is located. From early morning to early evening, pilgrims from various countries perform chanting and meditation at the site.

A Non-governmental organization called "Asia Pacific Exchange and Cooperation Foundation" (APECF) backed by chairman of the Unified Communist Party of Nepal (Maoist) and late Prime Minister Prachanda, the Chinese government and a UN group called "United Nations Industrial Development Organization" (UNIDO) signed a deal to develop Lumbini into a "special development zone" with funds worth $3 billion. [6] The venture was a China-UN joint project. A broader 'Lumbini Development National Director Committee' under the leadership of Pushpa Kamal Dahal was formed on October 17th, 2011.The six-member committee included Communist Party of Nepal (Unified Marxist-Leninist) leader Mangal Siddhi Manandhar, Nepali Congress leader Minendra Rijal, Forest Minister Mohammad Wakil Musalman, among other leaders. The committee was given the authority to "draft a master plan to develop Lumbini as a peaceful and tourism area and table the proposal" and the responsibility to gather international support for the same.

Hindus regard the Buddha as an incarnation of Vishnu and thousands of Hindu pilgrims come here on the full moon of the Nepali month of Baisakh (April-May) to worship Maya Devi as Rupa Devi, the mother goddess of Lumbini.

Lumbini Tourism Year 2012

2012 is the special year in Nepal. Despite the fact, that there is rumor of ruin of human civilization from this planet, Nepal is celebrating Visit Lumbini Tourism Year 2012. People have created a buzz of negative vibe against the common home the Earth. We have to be positive and think about peace, love, fraternity and harmony. Once we think positively, then inevitably the result will come positive this exactly implicates our every action will result in some reactions. The objective of Visit Lumbini Tourism Year 2012 is not only limited in promoting about the Birthplace of Lord Buddha, but also try to give positive message throughout the world. Promoting the birthplace of Lord Buddha is not a political subject matter neither Lumbini is only the property of the government of Nepal. The holy place Lumbini, the world heritage site, is the property of universe. Lumbini is the common destination of all the pilgrimages from all across the world. Once you dream about the birthplace of Lord Buddha, then you will definitely reach there and this is the power of positive vibe.

Tourism is the largest industry in Nepal, and the largest source of foreign exchange and revenue. Possessing 8 of the 10 highest mountains in the world, Nepal is a hotspot destination for mountaineers, rock climbers and people seeking adventures. The Hindu and Buddhist heritage of Nepal and its cold weather are also strong attractions.Nepal is the country where Mount Everest, the highest mountain peak in the world, is located. Mountaineering and other types of adventure tourism and ecotourism are important attractions for visitors. The world heritage Lumbini, birthplace of Gautam Buddha, is located in southern Nepal, and there are other important religious pilgrimage sites throughout the country. The tourist industry is seen as a way to alleviate poverty and achieve greater social equity in the country. The government of Nepal has also declared Lumbini Tourism Year 2012 to promote Lumbini - a birthplace of Lord Buddha.

10 days visit plan to Nepal

Dear Guest/visitor,

You are heartily welcome to Nepal.

Here are several tour/trekking company in Nepal & all of them arrange according to your convenient time.

Day 01: arrival In Kathmandu.

Day 02: Kathmandu valley sightseeing (Buddha nath stupa, pashupatinath temple, shoyambhu math stupa & Kathmandu durbar square.

Day 03: drive to Lumbini.

Day 04: Lumbini sightseeing & late afternoon drive to Chitwan national park.

Day 05: Chitwan jungle activities & overnight.

Day 06: Drive to pokhara & boating in Phewa Lake.

Day 07: Drive to sarangkot for sunrise & pokhara valley sightseeing (seti river gorge, tibetean refugees camp, Davis fall & MT international museum).

Day 08: drive back to Kathmandu.

Day 09: Mt flight & Bhaktapur /patan sightseeing then drive to nagarkot for overnight.

Day 10: departures to home.

Wish you have trip to Nepal.

Issues for tourism development in LUMBINI

Although Nepal has been very rich in such natural beauties and cultural heritages, the tourism sector is not well developped. As Nepal is economically poor, there are no well transportation and communication facilities which are necessary for tourism devlopement. Due to political instability, transport, communication. Some common problems are listed below.

Problems existing in tourism industry in Nepal

Lack of proper transportation facilities.

Lack of entertainment tools or proper production of it.

Lack of Publicity.

Lack of well managed tourist centres.

Lack of well managed foot trails.

Lack of development in cultural and social aspects.

Lack of alternative tourist centre.

Lack of communication facilities.

Political instability.

Lack of security.

Pollution.

Lack of investment.

Lack of proper development of ICT, avoids visitors to book their tour online.

Lack trained tourist guide.

Political instability of country may force tourist to wait and see before they book holidays.

Lack of well-designed package which attracts tourists by government/private sector.

Lack of proper hotel and hospitality which may not encourage tourist for long stay.

Lack of local involvement in the project-local people are every time poor

Lack of inbound and outbound relation with India and china which may be the biggest tourist market compared to Europe and USA

Lack of public awareness about tourism.

Lack of English language at local level.

Possibilities of tourism development in lumbini

-Developing lodging and entertainment based resources.

-public awareness at local level

-proper rules and regulations by government.

-promotional package for tour guide and tour operator

-fun and fair to attract local tourists

-bilateral and multilateral relationship with neighbouring countries

-tourism and hospitality education at school level

-long and short term plan by government.

-media program about English language to local people.

-development of local art and crafts, food and drinks i.e niche product.

-development of proper transportation and communication i.e. airways and roadways.

-Wide publicity of Nepal internationally.

-Conservation of religious and cultural sites.

Possibilities of Tourism Industries in Nepal

Our country consists of many such places and things which attract foreign tourists much. We can’t attract many tourists here unless we manage these all places, things properly and most important factor is unless we conserve them. There are many possibilities which increase the limitation of Nepalese tourism industries which are mentioned as follows:

Rich in Natural Beauties:

Nepal, so called a part of heaven is rich in nature. That tourist who likes to observe the nature and entertain themselves through the natural beauties comes to Nepal. Mt. Everest, Rara Lake, Fewa Lake, Fishtail, Annapurna etc. are some names of natural beauties which attract the tourists. These places and sceneries are god gifted to Nepal.

Famous country in terms of religion:

Nepal is regarded as the country of temples and moreover it itself is the country of Nepal four caste and 36 of sub-castes along with having various linguistics, religion, culture, tradition and so on. There are so many religious sites in Nepal. Shoyambhunath, Pashupatinath, Manakamana, Basantapur Durbar square are some examples of it. Tourists are visiting Nepal to observe the religious taste of Nepal.

Varies in culture and eco-system:

Kathmandu, Bhaktapur, and Lalitpur are some places in Nepal which are rich in culture, architecture and so on. Not only this, Nepal has got the variation in geographical aspects also. It contains mountain, hill and terai region. Due to this variation in region, there are different cultures as well. Therefore, Nepal is the land and key sources for foreign tourist to study the different subjects regarding culture and eco-system as well.

Thursday, October 18, 2012
(This assignment was submitted to mr Trilochan Gautam by student of north west college reading work)

-Submitted by:(Meelan sharma, Fadindra khadka, Narayan kumar shrestha)

Is any process of ‘cultural homogenisation’ significant to the development of the global Tourism and hospitality industry?

2012-07-26T16:47:00.004+01:00

By-Trilochan Gautam
This article (essay) will debate on whether global population is becoming culturally homogeneous in their pattern of consumption of tourism and hospitality products. Therefore it will comprise of two parts: the first for the motion and the second against; how cultural heterogeneity has advanced and diverse consumption pattern is demanded instead. The evidence on these contrasting processes and how the industry has responded to such phenomena via its products will be explored.

In so doing, hospitality industry will be focussed, in partial conjunction with tourism, since they correlate as stated by Knowles et al. (2001), that both hospitality and tourism refer to a complex mixture of products - food, drink and accommodation. While briefly defining the key terms, different historical phases and theories of cultural and economic significance will be analysed in face of Modernism and Post-modernism consecutively, leading to a suggestive conclusion.

At defining key terms, ‘hospitality’ according to Knowles et al. (2001) is provisions of accommodation and food service while consumer stays away from home. Likewise, ‘tourism’ is a collection of activities, services and industries which deliver a travel experience comprising transportation, accommodation, eating and drinking establishments, retail shops, entertainment businesses and other hospitality services provided for individuals or groups traveling away from home". ‘Culture’ is defined as the way of life; a combination of customs, language, beliefs, knowledge and skills, and values and norms of people in a society (Anon. 2008). ‘Homogenisation’ as integrity here refers to a distinctive form of social engineering generated by social movements and behavioral changes resulting to people being ethnically and culturally congruent (Conversi 2008).

Following the post-second war stability, world prosperity began to grow signifying the modernity. As soon as post-war reconstruction commenced the Golden Age of Fordism, characterized by Henry Ford’s knowledge-based labour management, took effect. Manufacturing efficiency and better wages both contributed to mass production and consumption amass leading to some sort of homogeneity. As a result, prosperity grew in the USA which gradually spread far across national borders. Such shared value rapidly upgraded the working class to middle class with better affordability (Casteel 2009). Furthermore, this economic brilliancy was backed by ‘Japanisation’ as automation which established political and economic conditions nationally and internationally, affecting the technology transfer pace in 1950s/‘60s, which played a dominant role in intensifying the marketing of produced goods via the media (Alan 2007).

In this very background, ccountries developed branded hospitality services targeting mass consumption as demanded in national level (Casteel 2009). In the UK, for instance, Butlins, Wimpy and Trust House Forte were established. Such markets grew largely for national consumption thereby, inducing cultural homogenisation at national level. Consequently employment in hospitality sector accounted over 50% of total in prominent economies. In other nations including the UK, the output in this sector crossed 60% whereas USA led by far the Western Europe. In the 1960s the UK measured nearly 53% of total output which rose to 66% by the 1990s (Cullen 1997). Meanwhile, Japan’s protectionist approach in private industry sector had nurtured in favourable growth environment during the ‘Golden Age’ of capitalism between 1950 and 1974 (Dunning 2001). To this token, encouraging consumers to ‘want more than they actually needed’ had been crucial to the use of mass media, particularly in food, beverage and fashion according to Guinness (2003).

However, the modern capitalism faced crisis from early 1970s mainly due to oil crisis in 1974. This led to economic depression in America and other pro-Western countries, thereafter prompting ‘Group of 77’ developing nations to seek for ‘new international economic order’ in association with UN (Dunning 2001). Wage payment became intricate and the epidemic of job scarcity led to cheap labour seeking to move around the globe thanks to advancing travel provisions. In 1974, the UK Pay Board published a report on the problems of pay differential indicative of the shifting of a phase from rigid to flexible labour management (Dougherty 1976). Such circumstances further intensified the concept of ‘globalisation’, where limitations of geography on economic, social and cultural aspects fade away and people become increasingly aware that they are retreating, as mentioned by Guinness (2003). Guinness further elaborates, particularly in hospitality sector this was additionally achieved by McDonaldisation, reflective of mass hospitality product and behavioural similarity of consumers.

As observed, globalisation resulted to cultural homogenisation since according to Needle (2004), in terms of lifestyle and core values, cultures around the world move more closely together. Collectivism superseded individualism in that traditional societies had modernised. Further Faulkner et al. (2001:1) state, “Increasing cross-cultural contacts can bring issues of cultural sustainability to the fore”. Increasing international movements of goods, people, services, information and funds had been highly experienced in the last quarter of twentieth century. Cross-fertilisation of culture had been a simultaneous vice verse to the advancement of hospitality industry. The advantageous tourism in 1960s is cited as the ‘noblest instrument’ of the century effecting to global cultural harmony by complementing to the concept of ‘global village’ (Hunziker 1987, cited by Faulkner et al. 2001). Re-shrinking of distances and media systems had affected social values and pattern of consumptions as backed by Knowles et al. (2001) that whatever occurs in one country either in receiving or generating, influences the others. Further, increased global travel and international networking of media and communication provisions, contributed to realize ‘cultural supermarket’ effect that is collectivity of homogeneous lifestyle in consumerism terms (Hall 1992 cited by Mulcock 2001).

As evidenced so far, global cultural homogenisation contributed well towards ‘global village’, consequently on the other hand however, leaving national cultures detached from tradition. According to Smith (1998 cited by Cohen and Rai 2000), the globalisation versus identity conflict and the globality of ICTs have caused to threaten to erode the customs that facilitate protect traditional culture and social values and relevant esoteric information. Furthermore such instances are reflective while cultural selfhood of global cities like London, New York and Tokyo has been fading away, detached from their respective nations since economy and culture flow alongside (Guinness 2003).

In response to globalisation and cultural homogenisation, hospitality industry has adjusted to cope with the rising competitive advantage urged by each wave of global forces according to Knowles et al. (2001). Products are made at global basis to achieve greater economies of scale and branding of products further, and standardisation at the global level is now required. Signifying the growth of multinational hospitality firms Guinness (2003:81) states, “There are now few parts of the world where the direct or indirect influence of TNCs in not important”. Hospitality systems further expanded and standardised thanks to advancement of communication systems influencing global consumption and advertising. In addition, growing use of computers and global distribution system (GDS) for airline industry by 1960s has brought revolution in information system, and such technologies were significantly instrumental to global distribution of hospitality in terms of branding, enchaining and harmonising of businesses (Faulkner et al. 2001).

Relevant to hospitality industry the influential McDonaldisation theory implies in uniformity of production-consumption en mass. In this effect, everybody wants to consume globally available brands and products which has been characterised by the establishment of Holiday Inn hotels, the Accor Group, Ryan Air, Disney, Pizza Hut, McDonald’s and Club Mediterranean operated as TNCs and MNCs. Such brands in an effort to attract voluminous customers have homogenized their products to the basic commonality offering a standardised experience to the consumers as Cohen-Hattab and Kerber (2004) analogically mention. There exists, however, a sharply contrasting argument suggesting that cultural heterogeneity is gaining strength as Mandel (2009:4) states, “There are numerous cultural groups which continue to live atmosphere each other and maintain their own unique cultural identities”.

Cultural pluralism as a notion that within large society, cultural groups maintain their own unique identities has been evident at places like India with distinctive caste system. In South Africa, distinct cultures exist for centuries including the Zulu, the Xhosa and the Ndebele (Mandel 2009). In addition, new hybrid identities and resistance to globalisation are in rise. This hybridisation, synonymous to marginalisation, is resultant when cultural and psychological loss occurs mainly among non-dominant populations at their exclusion from full participation in the extended society, Mandel adds. Lowenthal (1993) (cited by Faulkner et al. 2001) further argue millions of common people are now searching for their roots, mobilising to protect their vital heritage of their concern. Hence uniform consumption system is criticised as a simplistic and cultural heterogeneity exists amid increasing cultural hybridisation (Anon. 2008).

This phenomenon is well signified by growing non-class based political practices, individual identities and new social movements and communities such as young and ethnic groups, feminists and gays. Passive masses or a homogenised consumption culture is no longer in demand as Faulkner et al. (2001) argue that the organised mass tour model lacks meaningful human contact where significant shifts in attitudes cannot be expected to occur. This not only indicates the reluctance and passivity towards the mass concept in hospitality, but also an increasing individualistic consumption, insightful for niche concept. Following the developing trend of individualism and cultural fragmentation, as evidenced, the emergence of knowledge-based ‘post-modernity’ promotes anti-global concept of consumption. Also, given the fact that consumer is less predictable, more flexible, experienced, educated and thoughtful, the mass consumption is declining characterised by more quality conscious individual consumer, promoted by advanced technologies that maximise value rather than volume (Knowles et al. 2001).

Last but not least, changing socio-demography has drawn people apart to the blocks of ageing population, youths, ethnics and sports further mention Faulkner et al. Hence it is for certain that the lifestyle choices within an increasingly globalised culture have increased and population have grown more discriminating and demanding. Since post-modern hyper-reality and recreation complicates the anatomy of consumer behaviour, it has been essential to establish effective Customer Relationship Marketing (CRM) exploring beyond psycho-demographic boundaries (Anon. 2004). Consumers’ demand on authenticity has risen which is evidenced by the argument Faulkner et al. (2001) make that, although customers are always not capable of recognising ‘pseudo-events’ as a fake, they are increasingly seeking out for an authenticity.

Acknowledging the importance of CRM has been as vital as offering a hospitality product, thus, for instances, The Model Village at Godshill (England) and the Sukanen Ship Museum (Canada) are operative representing particular histories, events and identities (Cohen-Hattab and Kerber 2004). Therefore in the face of individualistic post-modernism, as observed above, the hospitality industry has concentrated on branding to reach individually tailored niche products focusing diverse consumption patterns. Microtel Inns and Suites, for instance, have developed a specialty among American families with dwarfs calling them ‘Little People’, who account over 1 million of population. As a result, their hotels in Bushnell, Marianna, Palm Coast and Zephyrhills stood best perforV mers in terms of occupancy and revenue (Stone 2007). Further, religious groups seek hetero-global consumption as the Arab population does (Harrison 2004). Therefore, hotels have had to seek for adaptability, exemplified by Marriott seeking for locations in Korea, Indonesia and Thailand which increased its regional room capacity from 3,700 to 21,000 in just over a year’s period in 1998/99 with its extension to new establishments Ritz-Carlton’s, Marriott and Courtyards (Knowles et al. 2001).

Further instances on niche consumption include Mediterranean tourism, focusing on old age pensioners who want long stay holidays, the Carrabin pleasure market targeting gay community and extensive well equipped camper sites in North America have boomed by youth consumers (Faulkner et al. 2001). Thomson Holiday operates multiple of packages and accommodation provisions in paramount scale to suit diverse consumers. Trailfinder serves customers to meet their ‘pick and mix’ demand on destinations and hotels worldwide (Walsh 2006). In many countries, including America and Canada, the indigenous population have opened up their cultural heritage celebrations to tourists significantly initiating the expansion of the regional festival schedules and relevant tourism options (Arnold 1996 cited by Faulkner et al. 2001). Hence the operation and success of the diverse product-consumption pattern draws sturdy evidence to suggest that niche consumption has been more dominant in recent hospitality businesses.

To draw a conclusion, the essay in the first half has portrayed the commencement of post-war affluence among world population characterised by Fordism and Modernity where mechanisation and rational management of labour occurred vitalising the mass production-consumption theory. And as capitalism developed further, the global integrity of economy and culture became inevitable. Further to this, the economic crisis of early 1970s caused the cheaper global availability of labour given better mobility across nations, due also to, advancing technology leading to globalisation. Consequently, countries having sought for global production and markets for global consumption of hospitality industry conceptualised MNCs, TNCs and branding, inducing thereby, cultural homogenisation further backed by Americanisation and McDonaldisation.

On the other hand the second half, however, contradictorily elaborates ‘knowledge age’ in the face of post-modernism and growing hybridisation out of globalisation, characterised by individualism, cultural identity and distinctive ethnicity. This phenomenon thereby, has acutely heightened the cultural heterogeneity, prompting hospitality industry to adapt to niche consumption periphery. Overall the evidences such as hybridisation, search for authenticity and demand for a vast niche production-consumption pattern, are strong enough to suggest that cultural heterogeneity has become more dominant in the world. Hence, to this very effect, it will not be exaggerated to claim that any process of cultural fragmentation, rather than that of cultural homogenisation, more significantly contributes towards the development of global tourism and hospitality industry.
(The author is currently involved at Teaching in further education sector in UK)

Future of Nepal Tourism is Bright-Gautam

2012-05-18T16:17:00.000+01:00

(mr.Trilochan Gautam,lecturer in north west college Reading ,passed many years in hospitality sector from australia to united kingsom,a short gossip regarding the attraction of studing travel tourism for career enhancement)
1. Tell something about yourself ?
-I come from Nepal, like to travel, like to share information about travel and
love multiculturalism.
2. Why do you choose abroad as career enhancement?
- Well, as those Nepalese who decided to come abroad, I also saw better
opportunity here. The quality of education is of course higher and the opportunity
for the job is wider too in the UK. I studied Travel, Tourism and Hospitality courses
in Australia and in UK. This has enhanced my career opportunity whereupon I have
worked at the hotel sector as well as teaching at this area.
3. Why more people are attracted towards tourism and
hospitality?Any reasions.
- This sector covers a vast area from one’s hobby to career opportunity.
Visiting place to place, staying somewhere else away from home and consuming
food and drinks is basically characterised by this sector. A graduate from this sector
may be able to work at a hotel, restaurant, travel agency, tour operating company,
catering company, guest houses, pubs, school/college hostels/cafeterias, prison
accommodation/catering, hospital accommodation/canteen/catering and a as
teacher or a trainer etc.
4. As travel and tourism subject lecturer, why do you think most of the students
are studying this subject in UK?
- It is obviously the name and fame of the UK education which is dominant
all over the world. However the US and Australian degrees are not less recognised
where thousands of international students engage in studies. Job opportunity is higher
at this sector compared to others. Many students are already working at restaurants,
hotels etc. and are determined to pursue career in this area.
5. Travel tourism and hospitality is taken as fast growing business in modern
days? How?
-If you see the history of travel, tourism and hospitality, it dates back to
the Romans travelling for trade, middle age pilgrimages etc. Then, followed by
the affluence of the nations after the Second World War, the increase in personal
disposable income and the rise of tour companies and hotels boosted the idea of
travel. If you talk about today, travelling is not only a hobby, it has become culture
and a part of life. Modern day welfare rules and company laws are making holiday
and travel almost an obligatory / compulsory practice. Such facts if you consider
are acutely contributing towards fast growing of travel and tourism and hospitality
business.
6. You have visited many countries, what similarities and differences have you
found in developed and developing country? what are the factors that make country
developed in modern days?
-Not many but a few including Australia, New Zealand, Singapore, Thailand,
France, Germany, Switzerland, Belgium, USA and India are some of the countries I
have visited.
To talk about this issue, it needs a wide analysis. But similarities I saw both in
developed and in developing nation include – levels of extreme lifestyles. As you see
in Kathmandu some second hand cheap goods shops, and such types of shops also
exist in Switzerland, in USA and are in the UK as you can see. Similarly High Street
markets do also exist in both type of countries.
However the differences you can see may include – the confidence and feeling of
security which is obviously higher in developed countries. Tourists are worried of
clean toilet and clean drinking water in developing nations whereas in developed
nations they are looking beyond that. Clearly, cost for travel in a developing nation is
much low compared to the developed.
7. How can we develop tourism in Nepal at local and national level? What
ideas would you suggest?
- Of course this should be the public sectors’ firm and clear regulation
driving the private sector. The liquid political situation and instable governments do
occasionally create hurdles against the tremendous potential of Tourism in Nepal.
You can however see a lot already, Nepal Tourism Board and the Private sector
doing massive efforts by means of initiations such as ‘Visit Nepal Year 1998’ until
today as this year is declared as ‘Visit Lumbini (Birthplace of Lord Buddha) Year
2012’.
At local level, cultural heritages, natural attractions etc. can be better advertised/
marketed while accessibility being better managed. And at national level, a further
destination marketing approach and the well operation of already built-up tourism
system should be continued that can add to the security and confidence of the
tourists. In reality, much is already existent in Nepal due to a long history of tourism.
More systemised local tourist information centres would do more.
8. Nepal is between giant countries India and China. How do you think Nepal
can take advantages?
-Very good and interesting question Meelan. You can imagine the
population of India and China and similarly the number intending tourists in the two
countries. Not only by the open border with India but also cultural and religious ties
with both of the countries are contributing to the flow of tourists. Plainly Nepalese go
shopping in India and China and Chinese and Indians come to Nepal too. Simply,
how many Chinese travel to Swayanbhunath? A massive number every year. How
many Indians travel to Pashupatinath? A massive number every year. On the top of
it the visa free provision with India is making it even easier.
Apart from this, natural beauty for leisure travellers from both of these countries are
equally motivating.
Nepal is already taking advantage from these countries in Tourism. To raise this
advantage however special packages such as all-inclusive and dynamic packages
could be marketed/promoted with speciality to suit to the tourists of respective
culture and nature.
9. What might be short and long term plan for development of tourism in
Nepal? Is there any thing that government need to improve in tourism board of Nepal
for implementation of plan and policy?
- Well, what I have seen in Nepalese context is the system and policies are already
beautifully made but implementation is inconsistent. If only those plans and policies are
effectively and efficiently implemented without organisational and individual selfishness, the
country will be top in tourism as Switzerland.
However, the key point is that ‘THE HUB-CENTER CONCEPT’ should be avoided and the
infrastructure decentralised by further aiding the private sector ventures that already exist
but in a weak position.
10. Nepal is generally popular in trekking, climbing, rafting. What do you think
Nepal can sell other product and services in future?
- Yes you are right, Many established academic documentation also compare the
landscape and natural richness of Nepal with that of Switzerland and New Zealand.
So trekking, white water rafting etc. have been highly popular attractions for a
long time. Apart from them, Eco-tourism; the more modern concept of tourism has
emerged which should be further developed. Further products and services I would
suggest could include Alpine skiing (downhill), campgrounds and caravan parks,
opportunity to drive around at own pace etc. would lure more tourists. I can also
imagine educational tourism which would explore the several uniqueness of Nepal
such as unique species of birds, unique tribes and languages, unique lakes and
rocky built-ups and unique plant species etc.
11. Finally what would you like to advise to a travel tourism and hospitality
students?
-I would say – please explore this sector by traveling, by tasting
awful lot of food and drinks, stay at as many hotels and B&Bs, make as wide as
intercultural interactions around the world and you will find yourself not only at the
best place of knowledge and self-actualisation but also at the best place of career!

NWC EDUCATION TOUR TO WINDSOR PALACE 2012

2012-03-15T09:14:00.001+00:00

NORTH WEST COLLEGE READING
EDUCATION TOUR TO WINDSOR PALACE 2012-03-07

At last week of February2012, Students of north west college reading decided to go educational tour on 7^th of march 2012 to Windsor castle and all the students from travel , tourism and hospitality were noticed accordingly and the lecture who leaded and coached the tour was Mr. Trilochan Gautam.All the students from different destination were gathered at slough train station at 11 am. Some of us was individually there and some were in groups to take advantages of group bookings on train fairs.

At twelve noon, we were at front entrance of Windsor palace dealing with entries fees and group students discount tickets. There we faced problem as we had not collected entries fees in advance and some students didn’t have student id cards, that made different entries fees among us who carry student id card. Surya narayan shrestha , college colleague help us to shot out problem as he paid our lump sum amount later we paid him. Thanks for his great help too.

On that that day, from morning there was rain and most of us had carried umbrella. As we entered the palace there was a big rain and some of us gathered on the retail shop and took some photographs inside wearing different hats and caps. After some time rain was little bit clam, and we moved a head round and by that time some of our friends already moved in small groups and start taking photographs among them. It took almost half an hour to go around before we go to main museum where we saw different antique ancient jewelleries and war weapons. We were not allowed to take photographs and we were guided by security officer who were there on duty for safety and security of palace. One of my friends ,missed his umbrella and they officers were so nice and customer oriented that they put his umbrella in locker and we collected afterwards. This showed that they are very responsible to customers and are very loyal to their duties too and these are the things we need to learn from British people as we are from different countries and from different background back home. There we saw dining room , guest room , meeting rooms of his majesty queen Elizabeth II. The hall was well decorated and designed which reflects British ancient cultures and traditions.

After visiting whole museum we were gathered outside for group photographs and interesting part of photographs was, every students had their individual cameras and everyone wanted to take photos which make photographer so busy and indicated that all of us the trip very much .After that we came down and go inside church , we enjoy a lot there but its first time for me so i was watching everything as stranger and after some time we came out and stamped on tickets so that we get free entry next time within a year.

By that time we were already hungry and our eyes already searching fast food restaurants although we again took some group and individual photographs .Some of our friends had carried biscuit and chocolates with them and we shared among us. Interesting part was that our lecture mr TRILOCHAN had also carried some biscuit which showed his for slightness about future as he too might be new to that place and may not know where and when we get food to fulfil hunger. After that, all of us went mc Donald’s and it was very busy. So, SHYAM and MEELAN went pizza hut were we need to wait a little bit because pizza was missed ordered and by that time we got our right order our friends already left mc Donald’s and we were searching them there and find later only.

By Meelan

Nepal Crocodile Farm Aims to Save Endangered Species

2012-02-18T02:37:00.001+00:00

By Gopal Sharma

KASARA, Nepal (Reuters) - As Prem Sharma steps gingerly into the sand-filled chamber, lines of baby crocodiles basking in the warm sunshine splash into a pond, eyes glinting behind their long, thin snouts.

Sharma quietly puts his hand into the green water, takes a young reptile from the pool, opens its mouth with a brush and begins to clean its teeth with potash, its thrashing 60 cm (2 ft) body held under his knee.

The activity, repeated every three or four days, is just one example of the tender care lavished on Gharial crocodiles at a farm southwest of the Nepali capital of Kathmandu, an effort to save the critically endangered species from extinction.

"It has got fungus in its teeth because it feeds on fish," said Sharma, 45, a senior keeper at the Crocodile Breeding Centre at Kasara, who looked older than his age and had a scar on one knee from a crocodile bite four years ago.

"This must be cleaned properly, otherwise the baby will fall sick or even die."

The farm in Chitwan National Park, some 82 km (51 miles) southwest of Kathmandu, was opened in 1978 by the government with support from the Frankfurt Zoological Society in an effort to save the rapidly dwindling gharial, which is also found in neighboring India.

Six decades ago, gharials -- known for their long, slim snouts and great length, with some growing up to 7 meters (23 ft) long -- were numerous in Nepal. There were 235 in the Narayani-Rapti River, which flows near the park, alone.

But their numbers fell rapidly as they were killed for their skins, used to make purses, shoes and belts. Their eggs have been stolen for food or as a remedy for tuberculosis.

In addition, their riverside habitat has been lost to agriculture and water-control projects, with fishing nets also taking a toll.

As a result, their population is now confined to only a small area of Nepal's major rivers. A national census last year found only 102, numbers at which survival in the wild becomes difficult without help -- but that was still up from 50 in 1970, Sharma said.

The centre has three male and 12 female gharials for breeding. Workers also collect eggs from the wild before the onset of the annual floods in July, raise hatchlings in captivity and then release them into the wild.

"If it were not for this, you and I would not be able to see them now. They would have been extinct 15 to 20 years ago," Sharma said.

Young gharials are released into the wild when they are six years-old, two meters (six feet) long and are able to hunt for themselves for the fish that sustain them. One adult can eat up to six kg (13 lbs) of fish a day.

Authorities in Kasara have released 60 young crocodiles into the river over the past two months.

The neighboring national park is the home to other rare animals as well, including the Indian one-horned rhinoceros and the Bengal tiger, which is endangered. Thousands of tourists visit the park each year.

But the crocodile farm, surrounded by forests, is also a major lure for visitors, both Nepali and foreign.

Swedish tourist Lars Bjorking, who had seen crocodiles in Mexico and Everglades National Park in Florida, was nonetheless amazed by his sight of the gharials.

"This is very interesting," said Bjorking.

Sharma, who has been a keeper at the farm for the past 20 years -- work that helped him raise two sons of his own -- said he developed a sort of family bond with the crocodiles.

"I love them more than my children. I become very sad and feel like crying when they die," he added.

(Reporting by Gopal Sharma; editing by Elaine Lies and Bob Tourtellotte)

climate change support program

2012-02-15T10:18:00.001+00:00

With the aim to enable the poorest and most vulnerable communities from the Mid- and Far-Western regions to adapt to the climate change impact, the government has approved Nepal Climate Change Support Programme (NCCSP). The programme will be implemented within a couple of months.
The four-year programme is targeted at supporting the local level adaptation programmes in 14 districts of the regions with the direct involvement of local government bodies, non-government organisations and local communities.
The Department for International Development and the European Union have agreed to provide a grant assistance of Rs 1.8 billion for the programme’s implementation. According to the Ministry of Environment (MoE), the programme focuses on effective implementation of the Climate Change Policy 2011 and development and implementation of necessary strategies as envisioned in the policy.
The policy and National Adaptation Programme of Action (NAPA) 2011 have the provision of spending 80 percent of the total grant on local level activities.
ekantipur

Nepal joins hand with EU for air safety

2012-02-14T18:11:00.001+00:00

Civil Aviation Authority of Nepal (CAAN), the aviation governing body in the country, has joined hands with European Aviation Safety Agency (EASA) to develop an aviation safety roadmap.
Issuing a press release on Monday, the European Union said the mission will first carry out an appraisal of the structure, organisation and staffing and secondly review administrative and technical procedures of CAAN for the certification and continuous surveillance of Nepalese industry.
EASA, as part of its objective of enhancing aviation safety worldwide, is sending its representatives to Nepal assist CAAN to develop an aviation safety roadmap for six days beginning 12 UNTIL 17 FEBRUARY.

wildlife poaching rampant

2012-02-14T17:57:00.001+00:00

Wildlife poaching has been increasing day by day in the forests of Khotang district lately.

Local administration and authorities concerned have paid no heed though the poaching of endangered porcupine is in the rise in Ratanchha, Khidima, Mattim, Lichkiramche, Barahapokhari and other VDCs.

Locals said that the poaching of porcupine was increasing for its flesh and the needle-like quills.

Last year, as high as four dozens of porcupine were killed in the forests of Ratanchha VDC. Officials say that if the poaching of porcupine goes unstopped the rare animal is likely to extinct in the offing. The farmers are also found killing the porcupine as the animal often destroys the crops for its meal. Locals go for hunting in the forest with the help of dogs.

Likewise, poachers have killed over 100 deer in Rothum, Chainpur and other forests in Khotang district.

Santos Panta welcomes transgender daughter

2012-02-13T21:57:00.001+00:00

KATHMANDU - A top Nepali comedy actor told Sunday how he helped his son become one of the country's first post-operative transsexuals and a "perfect lady" with a $26,000 sex change.
Pant said 18-year-old Caitlin, born as Pratik, was recovering at home in Kathmandu after successful surgery in Thailand last month.
"My son from childhood used to say that his body and soul were not matching each other. He had a male body but he said that his soul was of a female," Pant told AFP.
"He had been asking us for his gender reassignment and we were convinced by his logic. He told us that he would transform into a perfect lady if the transplant was carried out in early age."
There are only thought to be a handful of post-operative transsexuals in Nepal, a deeply conservative, mainly Hindu country that nonetheless has some of the most progressive policies on sexuality issues in Asia.
"He is now 18 and a delay in surgery, according to him, could have made him look ugly. We did not want to see him sink into depression and took him to Thailand last month," said Pant, 51.
The actor, a household name in Nepal who ruled the airwaves for more than 10 years from the mid-1990s with the hugely-popular sit-com "Hijo Aja Ka Kura", said Caitlin plans to travel to the US to study pharmacy.
Caitlin, who had hormone therapy for a year before the operation, was not available for interview.
But her mother Pratbha told the Nepali-language Kantipur daily newspaper: "After the death of our elder daughter in accident, we have always been expecting a daughter in the family.
"When she was in my womb, I prayed for a daughter. My dream has come true after 18 years and I am very happy."
Sunil Pant, Nepal's first openly gay parliamentarian, who runs the Blue Diamond Society pressure group, described gender reassignment as a "new concept" in Nepal.
"Two of our members have undergone reassignment and I have heard there are some others," he said.
"I am very happy for the courage and support demonstrated by the Pant family. I would like to congratulate the new girl for being successful in transferring her personal conviction into a reality." - AFP

Nepal participates in travel tourism SATTE

2012-02-13T21:06:00.001+00:00

Nepal participated in the 19th edition of India's leading travel and tourism event, SATTE, that concluded today at Pragati Maidan, New Delhi, India.

SATTE has been instrumental in promoting tourism in the region and Nepal's participation this year in the event has been able to give the positive message to potential tour operators from India and beyond.

Nepal stall with an area of 36 square meters designed in the backdrop of Pashupatinath and Kumari has been appreciated by the visitors. Tour operators visiting Nepal stall were keen on knowing Nepal's connectivity from different Indian metros and satellite cities.

"Promotional materials published by Nepal Tourism Board (NTB) were distributed in the exhibition. Most of the tour operators enquired on new tourism products besides already established ones in the Indian market.

They especially were interested in promoting soft adventure for Indian tourists." said NTB in a press statement.

The event that started from February 10, has grown, both in terms of exhibitors and visitors including buyers, and is important networking forum for the travel & tourism industry in South Asia. nepalnews.com

we are medium size travel company in NEPAL-Mr Pant

2012-02-07T22:18:00.001+00:00

1. Introduce your yourself and organisation?
-I am Susil Pant chairman of Gorkha International Travels pvt nepal & President of Gorkha International Travel & Trek Inc New York
USA.Except my daily buiness, I like to involve in social work in community and involve in school, college, social work too.we want to support to community.It is our interest to contribute to society & to be win win situation.
Founder & first president: Entire Power in Social Action Balaju Nepal (www.epsanepal.org)
Founder & chairman   : Precious National Academy ( www.pnc.edu.np)
Founder & chairman   : Precious National College & Higher Secondary School (www.pnc.edu.np)
Founder President       : Tourism Development Co-operative & saving Thamel Kathamndu.
Nepal co -ordinator      : KIVO group in nepal ( An volunteer organization who support the remote nepal school- books, library & building)

2.How is your business in competitive markets?
-It is medium size travel company in compare in nepalese market and popular one, which is the member of IATA, NATA, PATA,NTB, UFTTA,SOTO & VITOF

3.Do you think your consumer are satisfied with your service?
-According to latest survey,we have almost 90 % customer satisfaction.our customers are retained time and again and refered their friends
and family too. so i am personally happy with the service we provide to customerin reality.There is lacking of better marketing , our
tourism product is valueless, developed the tourism, we have to show our product in better way in international market & media.

4.Do you have any recent master plan to expand business ?
- As we know tourism business is global business and IT plays very important role for its expansion.Yes of course, we are planning to
extend our business all over globe, this year we open our branch in USA , 2013 and 2014 we plan to open branch in Japan, UK and major
cities of world.

5.we finished visit Nepal 2011,did u have any promotional activity for destiny ?
- Lack of pre plan and lack of adequate infracturese tourism Year 2011 was100% failer .It was just the plan to get & earn the money for
government officer.
6.who are stakeholders of tourism business in Nepal?
-Private sector & governmnet are major staekholder as well as general people have positive role for its development

7.Why do you think issue of green tourism is very common in today's world?
-Becasue of modernization development of industries and factories are possible , rapid increase in population creates migration activities
and mass flow of people from one place to another, there are many negetive factor to human civilatization.So the people want to go back
to nature.So that this is the time of demand of human & traveller in Green Tourism.
8.what are the threats of tourism industry indynamicl world?
-Security problem, terrorism & economic defict to world finiancial status may create problems which limits purchasing behaviour of
custumer due to uncertantity.

9.Do you focus in international tourism only?
-No, we want to promote both domestic and international tourism,becasue traveller concept is wide.It is not matter where the customer are from.
are from.Nepalese also could be good traveller to developed the tourism.
10.What might be the factors that attract tourists in Nepal comparing with developed countries?
-The tourism cycle in developed countries & nepal is different.People really can not enjoy with nature in developed countries due to vast development whearas people will come nepal for green tourism and to enjoy flora and fauna.

11.what might be the roles of government and private entertainers for promotion of tourism in nepal?
-Govt must support and empower to private sector to developed the tourism,general people at grass root level should be educated about importance of tourism too.

12.what do you consider yourself before visiting new places?
-Security & entertainmet.How I can enjoy my trip with safe way
13. Conclusion if any?
-i am very happy to express my views and ideas thank you.

NEPALI PRODUCTS

2012-01-07T23:29:00.002+00:00

NEPAL ORGANIC COFFEE PRODUCTS (NOCP’S)
Since 1989

Best Organic Coffee of Nepal

(We believes in premium quality “specialty coffee” saying NOCP’S
coffee means assurance of finest quality coffee & on the other hand
you are helping small farmers as well as promotion of sustainable agriculture)

Coffee:

Coffee is a world wide accepted intellectual drink, stands next to petroleum
in trade was discovered in Ethiopia in 850 AD.

History:

Coffee entered in Nepal from Burma in the year 1938 A.D. in Gulmi.
It remained as a garden plant till late 1970’s.
Nepal Organic coffee products initiated processing of “Home made
organic filter coffee” at local level in the year 1989 A.D.

Institutional relation:

This company believes on good quality & sustainability. So for
the good farming practice & quality control system there is a
institutional mechanism of Nepal Coffee Producer’s Association
(NCPA).as small farmer’s groups on village, district & national
level & Government body as national tea & Coffee Dev board,
whose trained man power (from South Asian & American technology).

Trainings and experiences:

This company has its professional technical personnel trained
from South Asia & America’s coffee specialist since 1998A.D.
which has improved quality coffee production,processing,
grading,roasting,brewing & cup testing. Company’s owner has
good experience on quality processing since last 20 years
with International technology. Now, he has an experience of
in the International Trade fair of specialty coffee association
of America held in 2004 A.D. added new outlook on coffee quality.

Awards:

This company is well known as women enterprise & has been
honored with excellent awards at district, regional & national
level events & trade fair organized by different government &
private sector organization since its inception.
http://www.nepaltouryear2011.com/

NEPAL

2011-11-30T15:33:00.000+00:00

venturing nepal

2011-08-04T13:46:00.000+01:00

THE TRUTH OF TOURISM INDUSTRY!

2011-07-12T14:44:00.000+01:00

I am from Central part of NEPAL and i came United Kingdom at end of 2009 for my heigher study.

After being unemployed for couple of months i got job in tourism industry i.e. HOTEL.SINCE, that time i am continuesly working as cleaner on the very hotel.As i grew old in my work,i start thinking different stakeholders of hotel industry i.e. mangment, staffs,government,outbound and unbound agents,customers and many more.
i am writing and sharing all my ideas to all of you to let u know the importance of tourism for nation development or say the contribution made my single 3 star (about 600 rooms) hotel for generation of employment and tax to government.As we all know that, there are diffirent departments in hotel and i work in paricular department among them which needs large manpower to menatain standard of hotel and to come up with day to day functuning i.e. housekeeping department.

Normally according to my knowledge point,most of the small and chain hotles in united kingdom recruit people from other agency (there is a defined and signed contract between hotel managemnt and recruitment agency),the agency run the different department among them housekeeping is common which needs very smart staffs to carry out day to day functuning.In housekeeping dept, there are around 120 staffs working as chain and team, like wise there are 50 staffs in restaurants,50 staffs in bar,50 staffs in kitchen and around 50 staffs in front office.
The all staffs are well paid on piece rate system i.e hourly basis except some are permanent top level staffs.Here around 320 get direct employment from hotel. we pay tax to government from our earnings.Different travel agent, airlines industry and supplier gets their commision on agreed basis which means they are indirectly employed.There is good transport system,PUBLIC TRANSPORT AND CAB SYSTEM which gives employment to drivers and owners of vehicles when people check in and check out from hotel.

When guest check in, they pay for rooms,paid tax to government,eat food which are made in restaurant,enjoy other facilities of hotel and pay money.Most of the months are fully booked and the reasion is there is law and order in country,no strikes,no loadseading and no any obstaacles in day to day functuning.

NOW i am writing in details why why Great Bratain is developed ? but why not the small country NEPAL?
The smart answer anybody can reply is there is law and order in UK,GOOD promotion of tourism destination, good facilities for visitors whearas in context of NEPAL,there is no peace and order,instable government,poor promotion of new destination,poor facilities to visitiors,problem of Loadseading,strikes and others.
This is just a sample article,there are thousands of examples we need to learn from big and developed countries so that we can contribute little for national development.

What is Green Tourism?

2011-06-14T16:33:00.000+01:00

Whatever you prefer to call it ‘sustainable tourism’ or ‘eco-tourism’ or ‘green tourism’ but the definition remains same; environmental-friendly tourism that cherishes not destroys. Green or Sustainable Tourism has been described as “managing tourism’s impacts on the environment, communities and the economy to make sure that the effects are positive rather than negative for the benefit of future generations”. As far as we are concerned, green tourism is about creating new opportunities for tourism and encouraging the development of existing tourism enterprises with minimum impact on wildlife and the environment. We believe that sustainable green tourism makes important sense for the long term, and taps into a growing demand for holidays that leave the smallest possible 'footprint' on the environment and local communities.

In today’s world where concern and scientific evidence grows daily about global warming and the human race's generally harmful effects on the planet, the Green sustainable environmentally-aware tourist can only increase in number. You'll need heating, lighting, food, information, transport and a whole range of services but as an environmentally conscious traveller you can minimize the negative impact on environment by considering different methods. As a responsible tour operator we are aware of environmental factor and our endeavours is always to go Green. Going green is not about reducing the quality of any of our services; looking after the environment is about doing more with less.

REMEMBER

our world is your world.

RAFTING IN NEPAL

2011-05-13T19:31:00.001+01:00

APA SHERPA- Super sherpa

2011-05-12T20:16:00.000+01:00

Bio

Apa Sherpa is the only man in history to reach the top of the world 20 times. As the world record holder of the most summits of Everest, Apa is widely recognized to be one of the greatest living mountaineers.

Ironically, summiting Everest was never a goal for Apa. At 12 years of age, he first began working as an expedition porter to earn money following the untimely death of his father. Leaders and trekkers alike immediately noticed the child who, despite his exceedingly small stature, carried loads greater than his own weight with strength, quickness and a wide smile.
Coming from Thame, the hometown of Everest legend Tenzing Norgay, it was almost inevitable that Apa would become a high altitude sherpa on Everest. He began carrying loads on Everest in 1988, but it wasn’t until May 10, 1990, that he reached the summit for the first time along with Rob Hall, Gary Ball, and Peter Hillary.
Since that memorable day, Apa has participated in 21 Everest expeditions and reached the summit 20 times. Adhering to a simple philosophy that “Everest will always be there” and it is more important to keep all team members and sherpas safe, Apa has led his teams to amazing success. He is the recipient of three medals of commendation from the royal family of Nepal as well as being recognized by mountaineering associations around the world.
If Apa could have planned his life, differently, however, he says that he would gladly have given up the world records for a good education and a career as a medical doctor. That is why education for his own children and for the other children from Thame is his top priority.
It is this desire for his children’s education that has brought Apa to the United States. While the decision to leave his homeland was a difficult one, Apa knows that his new home will bring him continued opportunities to pass on all that he has learned from climbing.

Awards and Sponsorships

· Nine time Guinness Book of World records for the most summits of Mt. Everest
· Climate-for-Life ambassadors Apa Sherpa Sherpa received WWF’s prestigious “Leaders for a Living Planet” award in a ceremony held at Gland, WWF’s Secretariat in Switzerland
· Recipient of three medals of commendation from the royal family of Nepal as well as being recognized by mountaineering associations around the world.
· World Leadership Award: Given by the Supreme Master Ching Hai
· 2009 UTAH “Best of State Award”, Professional Athlete category
· July 4^th 2009, Apa Sherpa Day, Las Vegas Nevada Presentation by the Mayor of Las Vegas
· September 2009 Apa Sherpa Citizen of the month Nevada, Las Vegas NV.
· Draper Utah 2010 Grand Marshall for the city and parade.
· 2008-2009 Sundance Film Festival “Presenter” Best adventure film
· 2007 Brunton Product Sponsor. Solar Power, binoculars, Spotting Scope
· 2007-2008 EKAY Product sponsor, Chap stick, carabineers,
· 2007 Cannon G-9 Camera and HD video camera sponsor
· 2007-2009 Salt Lake Tribune media sponsor
· 2008 Outdoor Magazine Top 100 visionary giants you need to know
· 2008 Mountain Smith Back Packs product sponsor
· 2008-2009 Ritz Pixs Film printing, camera product support
· 2008-2009-2010 Diamond Mold Summit banner sponsor
· 2008-2009-2010 SD-7 Summit banner sponsor
· 2008-2009- 2010 Eco Everest Expedition Team Leader. 2009 Eco Everest team cleaned off 13,000 lbs of garbage off of Everest in 2009 with the help of all the Sherpas and clean up sponsors.
· 2010 Asian Trekking, Eco Everest Summit permit and team support
· 2010 SOLARUS Lending Group “ Summit Banner Sponsor “
· 2010 Travel Host Magazine “ Summit Banner Sponsor “
· 2010 Bohemian Brewery “ Summit Banner Sponsor “
· 2010 Eddie Bauer/ First Ascent, Summit Banner Sponsor “Official Outfitter “of all apparel. Professional Athlete. Marketing includes National and International use of Apa’s likeness, Social media outlet marketing and advertising
· 2010 Suunto Professional Athlete 2010, Summit banner sponsor, product testing, reviews. Highlighted in 2010 Suunto catalog, Web-site marketing Apa wearing product. T-6 Heart monitors watch testing on Mt Everest.
· 2010 Hot Chillys Professional Athlete
apasherpa.com

Venturing Nepal- Enfield Ride And POKER RUN

2011-05-10T18:46:00.000+01:00

Royal Wedding of Prince William and Kate Middleton:

2011-04-29T18:22:00.000+01:00

Prince William and Kate Middleton have been pronounced husband and wife at Westminister Abbey in London. The Duke and Duchess of Cambridge, as they will now be known, made their vows in front of 1,900 guests and the eyes of the world.

All eyes were on the bride as she made her way towards the abbey. She showed few signs of nerves, smiling and waving at the crowds from her limousine and sat next to her father, Michael. The bride opted for a simple creation by Sarah Burton at Alexander McQueen with lace sleeves, a swagged train and a fine veil of chantilly lace. According to Buckingham Palace the dress "epitomises timeless British craftsmanship by drawing together talented and skilled workmanship from across the United Kingdom".

Flanked by her sister and maid of honour, Pippa Middleton, who was wearing a long, cream silk gown, the bride was also accompanied by young bridesmaids Eliza Lopes, Grace van Cutsem, Louise Mountbatten-Windsor, and Margarita Armstrong-Jones, and pageboys Tom Pettifer and William Lowther-Pinkerton.

Prince William stood next to his brother, Prince Harry, and as his girlfriend of 10 years joined him at the altar the heir to the throne broke into a smile. Kate's mother, Carole Middleton, wearing a fitted blue-grey Catherine Walker outfit, looked on with pride.

The wedding ceremony passed without hitch, with the only moment of tension provided as Prince William struggled to put the ring, fashioned from Welsh gold given to Prince William by the Queen, on his bride's finger.

After the vows Rowan Williams, the archbishop of Canterbury, declared: "I pronounce that they be man and wife together, in the name of the father, and of the son, and of the Holy Ghost. Amen."

In a prayer, written by the couple for the occasion, they said: "God our father, we thank you for our families; for the love that we share and for the joy of our marriage."

As the couple left Westminster Abbey the crowds, some of whom had been camping for days for the moment, erupted into a fresh wave of cheers as they climbed into state landau carriages for the horse-drawn procession to Buckingham Palace. The married couple waved at crowds as they past the crowds via Parliament Square, Whitehall, Horse Guards and the Mall. Despite fears of thundery showers, threatening grey skies produced no rain.

The couple joined the Queen who is giving a lunchtime reception at Buckingham Palace for 650 guests, described by the palace as "a private gathering for guests drawn from the congregation who will represent the couple's official and private lives".

At just before 1.30pm William and Kate kissed for the first time in public on the balcony of Buckingham Palace. The fleeting embrace sent the already ecstatic crowds wild, and was repeated during a flypast.

After more than five minutes of waving to the crowds, the couple walked hand in hand back through the doors of the palace. Earlier, stepping on to the balcony, Kate appeared to gasp "Oh my" as the royal couple saw the thousands of well-wishers lining the Mall before being joined by members of their family.

The Prince of Wales will give a private dinner, followed by dancing, for close friends and family.

http://www.guardian.co.uk/uk/2011/apr/29/royal-wedding-newlyweds-afternoon-celebration?intcmp=239