STRIVING FOR INSIGHTFUL TOURISM: MAORI ATTRACTIONS IN AOTEAROA

STRIVING FOR INSIGHTFUL TOURISM: MAORI ATTRACTIONS IN AOTEAROA
T.D. Hinch, University of Alberta
A.J. Mclntosh, University of Otago
T. Ingram, Government of New Zealand

Like any form of tourism, coexistent costs and benefits characterize indigenous tourism. While its
proponents argue for development on the basis of increased economic independence and cultural
understanding, its critics raise the spectre of tourisms destructive tendencies. At the heart of these
critiques are issues associated with commoditization- the "process by which things (and activities) [e.g.
culture] come to be evaluated primarily .in terms of their exchange value, in a context.of trade, thereby
becoming goods (and services)" (Cohen, 1988, p. 380). Urrys (1990) observations of growing dominance
of the tourist gaze, characterized by its superficial nature, tend to support the view of commoditization as
a destructive process. Yet, the counterpoint to this superficial gaze is "insightful" tourism (Mclntosh,
1999) which, while still based on the commercial consumption of cultural resources, recognizes the
potential for tourism to function as a subjective experiential process undertaken as serious leisure in
which achievement, endeavour, and knowledge acquisition are important.

Attractions represent the focal points of the commoditization process in cultural tourism. These are the
sites where cultural resources are refined into saleable products and where they are consumed. In the
context of insightful tourism these attractions are in essence, experiential products facilitating feelings,
emotions, imagination and knowledge: quite literally constructions for experience (Mclntosh & Prentice,
1998). As part of the "front stage" of a tourism landscape, these sites can be, at least in theory, managed
in pursuit of sustainability. Fostering insightful tourism at the attraction is consistent with this objective.
The purpose of this study is therefore to identify successful management strategies used by selected Maori
tourist attractions in New Zealand to foster insightful tourism in the pursuit of sustainability.

The Maori Tourism Landscape of Aotearoa
Maori images such as intricate carvings, traditional song and dance, and motifs feature strongly in the
international promotion of Aotearoa - the Maori name for New Zealand. Official national tourism policies
explain the rationale for this approach by stating that the "rich, unique culture of the Maori is a strong and
attractive element of our national heritage. New Zealanders are an open, friendly people and this means
that New Zealand is well equipped to take advantage of the growing demand for cultural experiences and
interaction between visitors and local people" (New Zealand Tourism Board, 1996). It is not surprising
therefore that Maori tourist attractions are becoming increasingly prominent throughout Aotearoa. They
represent the focal points of the Maori tourism landscape and are key sites in the commoditization of
Maori culture. As in the case of indigenous tourism in general, fundamental issues of cultural
sustainability have arisen in the context of Maori based tourism (Ingram, 1997). Despite these challenges,
there appear to be several successful Maori attractions currently operating. This paper summarizes the key
management strategies that are held in common and that appear to have contributed to the success of
these attractions.

Study Methods
A case study methodology is used to identify the strategies adopted by three Maori tourist attractions to
foster insightful visitor experiences. The criteria for the selection of case study sites included: 1) evidence
of success as Maori tourist attractions in Aotearoa, 2) management objectives that were consistent with
the concept of insightful tourism, and 3) explicit attraction management support for this project. The
attractions were also selected to represent the three general categories of indigenous tourism presented by
Hinch and Butler (1996) including: 1) Maori theme and Maori controlled (Tamaki Tours, Rotorua), 2)
Non-Maori theme but Maori controlled (Whale Watch Kaikoura), and 3) Maori theme but not solely

controlled by Maori (Te Papa Tongarewa, Wellington). In the first case, the central offering of the family
owned Tamaki Tours is a hangi (feast) & concert that transports visitors back in time to a host of
traditional activities that are performed within a recreated pre-European Maori pa (village). In contrast,
Whale Watch Kaikoura is the corporate property of the local sub-tribe and the major tribal group of South
Island Maori. It has an ecotourism focus of whale and marine life viewing. Finally, Te Papa Tongarewa is
the national museum of New Zealand. It is designed to "powerfully express the total culture of New
Zealand" and represent the "bicultural nature of the country, recognizing the mana and significance of
each of the two mainstreams of tradition and cultural heritage, and provide the means for each to
contribute effectively to a statement of the nations identity" (Bossley 1998, p. 2).

Qualitative research methods that are compatible with Maori cultural practices were used to collect data
(Bemo, 1996). These methods combined participant observation, semi-structured interviews with
management and front line staff at the attraction, and analysis of available secondary data such as
management reports. The interviews ranged from 20 and 60 minutes and incorporated the principles of
"laddering" as advocated in marketing research (Peelen, 1993). This method allowed the strategies for
fostering insightful tourism to be elicited from the respondents own "thick descriptions" (Howe, 1991);
that is, expressed in their own words, and encouraged respondents to think on a more emotional level.

Findings
Despite the different combinations of ownership and product focus, a number of common management
strategies emerged. These strategies have been grouped into four general categories for the purpose of this
discussion: staff, visitor, resource, and general business management. In terms of staffing all three
attractions have been successful at fostering a strong sense of cultural pride in their staff. Front line staff
have been empowered and are positioned to "speak with authority." Leadership is emphasized and guided
by the values of Whakapapa (geneology/heritage) thereby remaining consistent with Maori tradition.
Finally, visitors are welcomed within a genuine context of manaakitanga (Maori hospitality).

Several successful strategies were identified in the context of visitor management. A central strategy,
common to all three attractions, was the attempt to foster an authentic experience for visitors based on
cultural integrity and honesty. While Whale Watch has made a conscious decision not to produce a
culturally themed product, it too is guided by the cultural values that underlie Whakapapa. This respect
for Whakapapa is balanced by a strategy of accessibility such as the provision of third person
interpretation to help visitors to understand and follow cultural protocol procedures. Rather than
restricting visitors to an intellectual experience, emphasis is placed on the emotional or spiritual
dimension. Each attraction is also intended to foster a visitor experience that communicates the dynamic
and holistic nature of Maori culture "...to show the world that Maori culture is very much alive, its
vibrant, its dynamic, and will continue on into the future ... but at the same time, the present and future
are inextricably tied to the past, so its important to also have that traditional dimension." Finally, each
attraction is very focused on customer needs. The merit of the unique cultural background and needs of
each visitor is recognized and catered to within the perceived limits of product integrity and feasibility.

The third group of strategies falls within the realm of resource management. All three attractions
expressed a strong philosophy of resource stewardship rather than ownership. They had all consulted with
the broader Maori community and Kaumatua (elders) about the way they commodify resources in their
respective attractions. At the heart of these consultations is the objective of protecting the integrity of the
resources and a genuine respect for the greater community. While modifications to some traditional
practices (e.g., protocol) have been made in recognition of the needs of tourists, the underlying cultural
values associated with the resources are considered inviolable.

In a more general sense, four additional business management strategies emerged as defining
characteristics of each attraction. In all three cases, the attractions positioned themselves on the global

stage. They have aspired to excellence at an international level and to a large extent they have been
successful in this goal. Each attraction offers a core product that is directly tied to their identity and the
sense of place associated with their community and heritage. In doing so, they feel that they have a
competitive advantage over many other types of tourism products which are not fundamentally tied to
place. Financial performance is critical to success at each attraction although Te Papa addresses finance
within the context of the public sector. It is a fundamental tenet of the other two attractions that economic
independence is a condition of cultural independence and empowerment. Finally, although each attraction
exhibited the ability to react to changing environmental conditions, they all expressed a long-term
business perspective. Long term planning was seen as a key to their current and future success as
indigenous tourism attractions.

Conclusion
By almost any definition, Tamaki Tours, Whale Watch and Te Papa Tongarewa are all successful Maori
tourist attractions in Aotearoa. Each attraction has had to address the issues associated with the
commodization of culture. Indeed, fundamental indicators of their success as tourist attractions include
their apparent ability to foster the respect and appreciation of visitors for Maori culture as well as their
ability to engender cultural pride among their staff. Each of these attractions has taken a unique
management path but they also shared common strategies. This paper has summarized key strategies that
appear to have made positive contributions. While there is no single recipe for success, other indigenous
tourism operators may want to consider the merits of the strategies adopted by these three Maori
attractions.

Acknowledgments
The authors would like to thank the University of Otago for funding this research, Anna Carr for her
contribution as a research assistant, and most importantly, the management and staff at Te Papa
Tongarewa, Tamaki Tours and Whale Watch Kaikoura for their support throughout this project.

References
Bemo, T. (1996). Cross-cultural research methods: Content or context? A Cook Islands example. In R.
         Butler, & T. Hinch, (Eds.), Tourism and indigenous peoples. London: International Thomson
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Bossley, P. (1998). Te Papa: An architectural adventure. Wellington: Te Papa Press.
Cohen, E. (1988). Authenticity and commoditization in tourism. Annals of Tourism Research, 15, 371-
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Ingram, T. (1997). Tapoi Tangatawhenua: Tapi Maori Ki Aotearoa (Indigenous Tourism: Maori Tourism
         in Aotearoa), Trails in the Third Millennium, Proceedings of a Tourism Research Conference. 2-5
         December 1997, Centre for Tourism, University of Otago, Dunedin, New Zealand.
Mclntosh, A.J. (1999). Into the tourists mind: Understanding the value of the heritage experience. Journal
         of Travel and Tourism Marketing, 5(1), Forthcoming.
Mclntosh, A.J., & Prentice, R.C. (1999). Affirming authenticity: Consuming cultural representations as
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New Zealand Tourism Board. (1996). Tourism in New Zealand: Strategy and process. Wellington:
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Contact Information: T.D. Hinch, Faculty of Physical Education and Recreation, University of Alberta,
Edmonton, AB, T6G 2H9. E-mail: tom.hinch@ualberta.ca, Phone: 403-492-2759, Fax: 403-492-2364

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ABSTRACTS

                      of Papers Presented at the

            Ninth Canadian Congress on Leisure Research

                 May 12 -15,1999 Acadia University,

                        Wolfville, Nova Scotia

                       Editor: Paul Heintzman

             Assisted by: Karen Naugler and Sean Smith

       Printed and bound by Acadia University Printing Services

       Copyright © 1999 Canadian Association of Leisure Studies

Organizing Team for the Ninth Canadian Congress on Leisure Research:

                             Glyn Bissix
                           Tom Delamere
                           Paul Heintzman
                           Scott Hennigar
                        Susan Markham-Starr
                          Heidi McKinnon
                             Neil Munro
                           Karen Naugler
                          Brenda Robertson
                           Jerry Singleton

The Canadian Congress on Leisure Research
                               Is held under the auspices of the
                          Canadian Association for Leisure Studies

                          Le Congrès canadien de la recherche en loisir
                                  se tient sous les auspices de
                          L' Association canadienne d'études en loisir

               BOARD OF DIRECTORS/CONSEIL D'ADMBVISTRATION
                                 1996-1999

President/Présidente                                Past President/Président-sortant

Dr. Edgar L. Jackson                                Dr. Susan M. Shaw
University of Alberta                               University of Waterloo

Vice-President & Treasurer                          Secretary/Secrétaire
Vice-président et trésorier

Robert Soubrier                                     Dr. Tom Hinch
Université du Quebec a Troie-rivières               University of Alberta

Directors/Directeurs

Dr. Linda Caldwell                                  Dr. Don Dawson
Pennsylvania State University                       Universite d'Ottawa

Dr. Wendy Frisby                                    Dr. Colleen Hood
University of British Columbia                      Dalhousie University

Dr. Susan Markham-Starr                             Dr. Gaetan Ouellet
Acadia University                                   Université du Quebec a Troie-rivières

Dr. Lisa Ostiguy                                    Dr. Bryan Smale
Concordia University                                University of Waterloo

Dr. Paul F. Wilkinson
York University