With limited funding available from government and external sources, many tourist attractions need to generate their own revenue to survive – but how is this achieved without compromising the authenticity of the site? Sue van Winsen spoke to some of SA’s top tourist attractions to find out.

In 2013, when news broke that Zimbabwe was planning to develop a ‘Disneyland in Africa’ near Victoria Falls, many members of the tourism trade expressed outrage and disbelief, raising concerns that a large-scale commercial development would detract from the natural appeal of the destination. The argument in favour of the development was that it would provide a much-needed boost to tourism and create jobs, according to the Zimbabwean government.

The proposed Kruger National Park hotel evoked a similar response, illustrating the struggle the industry faces when it comes to striking the perfect balance between retaining the authenticity of an attraction while at the same time ensuring its commercial viability.

Nicholas Wolpe, CEO of Liliesleaf, says this is a big problem that tourist attractions need to be sensitive to. “We are constantly ensuring that we do not allow commercial imperatives to undermine or in any way distort the historical efficacy, integrity, meaning and symbolism of what Liliesleaf represents and stands for.”

He adds, though, that maintaining “historical purity” does limit an attraction’s ability to generate revenue. “For example, we don’t allow branding on the site or allow entities that have made financial contributions to promote this,” says Wolpe.

Judiet Barnes, Marketing Manager for Cape Point, says when an attraction is treated with respect for its surroundings or core offering, authenticity will come naturally. “The approach should be to enhance the attraction’s assets, not overshadow them,” she says. “Convenience and a unique offering are key but it must be respectfully done.”

Tony Rubin, GM of The SAB World of Beer, says if the authenticity of the experience is a priority and visitors feel they are gaining realistic insights, they will be more willing to visit again, recommend the attraction and perhaps spend additional funds on souvenirs. “The latter, however, should never be a commercial priority. It is your attraction – and its authenticity – that should be your focus.”

However the importance of a commercial aspect to tourist attractions should not be underestimated as many are dependent on revenue for their very survival. Barnes points out that, to conserve natural and historical sites for future generations, one needs to generate revenue to keep them from falling into disrepair. These sentiments were echoed by Dirk Coetzee, Project Manager and Curator of The Big Hole in Kimberley: “Without the necessary infrastructure, your attraction becomes just another site and will lose its significance. Attractions must be run like any other business to make them viable and self-sustainable, which means that compromises must be made.” 

Something else to consider, says Coetzee, is that visitors like to take away some memento to remind them of their visit. “If you do not supply them with the opportunity to purchase such a memento, the possibility always exists that they will either steal your objects on display or damage the environment to take something with them,” he adds.

So how are some of SA’s key attractions tackling the challenge of generating revenue without detracting from the authenticity of their sites?

Environmental sensitivity is crucial when developing additional infrastructure and Barnes says at Cape Point the facilities were constructed in such a way that they blend into the surroundings. “The restaurant setting was very important – visitors need to be able to enjoy the scenic beauty without disrupting the view.”

Curio shops can also be a point of contention but Barnes notes the importance of careful selection of the products that are available for purchase. “Items are unique and gentle reminders of an unforgettable visit to an iconic spot rather than over-commercialised items seen at every second shop.”

Wolpe also says that curio shops need to be in line with the ethos and integrity of the site. “We would only sell authentic artefacts that are linked, related or connected to the site, such as books, DVDs and postcards, and would not sell historical gimmicks just to make money.”

Mari Theunissen, Marketing Manager for the Hoedspruit Endangered Species Centre, says communication is key. “For example, we have a shop at HESC and charge an entrance fee but we are open about the fact that these are the funds that sustain us. Our view is that honest and good intent coupled with transparent communications make for a good combination when balancing authenticity and commercial viability.”