tourist motivation essay

Tourism Motivation Categories Essay (Critical Writing)

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Introduction

Motivation categories, points left out by author.

What makes tourist go to one place is of as much importance as when and how frequently they go there. It is, therefore, of critical importance to fully or largely understand what really motivates a tourist to tour one destination and not another.

Physical Motivators

It is true and rightly, so the writer highlights this motivator. However, tourists go to other countries to have a different experience as compared to what they get at home. This includes mountains and other physically appealing things (Julian, 2000).

Cultural Motivators

This is true to say that most tourists go different places to have an experience of other peoples culture, their way of life, see great architectural structures and take part in their activities. This is a great motivator for people want to have a taste of variety.

This could however not be a strong point where a tourist tours another country without having been to at least half of the tourist attraction sites in their own country or even having experienced all the cultural events that take place in their home country (Beaver, A2002).

Social Motivators

Not all tourists have relatives where they go touring. Besides, people always want to go where their close relatives and friends have not been. This could not therefore be a great motivator for tourists. On the other hand, it is very rare to find someone travelling for travel’s sake. They must have a specific reason that necessitates travel to one place and not another.

Rightly, put is the point that some people find themselves touring places because they went there on business trips or for further studies.

Spiritual Motivators

I highly agree with the writer that some tourists travel for religious reasons only. Muslims tour the Islamic city of Mecca whereas most Christians will go to Israel or Rome (Linda, 1999).

It is true that people become tourists in order to have a break from their normal everyday life. However, the author should have captured the fact that people do not only tour places to get a break from the normal but as they do that they want to go to places they have not been before or to a place where they had a good experience in the past (Gaines et al. 2000).

Tourist Defined

To say that a tourist is someone who visits a place away from his or her own country is actually beating the true meaning of internal tourism , which I believe, is the origin of all tourism. On the other hand, the author says that a tourist visits a country not their own for more than twenty four hours. I believe that this is not the case. What about a pilot who takes visitors on a twenty-three hour tour to a neighboring country’s animal park?

He, his crew and passengers are all Tourists to that country. Therefore, the parameter of time may not be an appropriate one in defining a Tourist. The author is right to say that things they lack or would want to have, seen or experience motivates tourists. Push and Pull factors are indeed great motivators leading to tourism.

It is also important to explain tourist motivation in terms of purpose- why tourist decides to go to a destination (Sutton 1967).

Rightly put, what is of importance is customer experience in motivation. It is indeed true that Tourists will intend to go to a specified destination for a particular experience, whether experiential, experimental or existential.

Maslow’s hierarchy of needs is especially appropriate to explain tourist motivation Depending on an individual’s level in the hierarchy of human needs, they may want to satisfy the desire to explore or tour different parts of the world before embarking on other subsequent needs.

The most likely level for a tourist to go to other countries would be at ‘Self-actualization’. The expectancy theory may not be a possible tool to explain tourist motivation, but rather Destination selection and budgeting. Tourism motivation is not too much about how much tourists spend but why they choose to spend it.

Performing Artists and Heads of State

Most artists have shows and concerts away from their own countries. In most cases, these artists travel with their families, support staff and even close friends. All these groups of people find themselves as tourists in destinations they never imagined.

National leaders accompanied by their government official’s move to different parts of the world on State official duty and by this virtue become tourists (Effland, 1998).

Humanitarian Groups

Refugee groups, the Red Cross and other humanitarian groups like the UN’s UNICEF, UNHCR have officials and volunteers of different nationalities. These people enjoy being tourists in places they initially went to help suffering communities (Wilkerson, 2003). People for example who go to Somalia or the4 Democratic Republic of Congo on Peace or Humanitarian Mission become tourists in Africa (Christensen, et al. 2003).

There are many motivators of tourism, which are important and should be considered when laying down strategies for tourist attraction. This is what makes a country a better attraction site than others. Governments should look at the critical areas of interest to tourists. This will auger well with what they are actually looking for (Gaffney, 2004).

Beaver, A. (2002). A Dictionary of Travel and Tourism Terminology . Wallingford: CAB International.

Christensen, K. et al. (2003). Encyclopedia of Community. Thousand Oaks, CA: Sage Publications.

Effland, R. (1998). The Cultural Evolution of Civilizations . London: Mesa Community College.

Gaffney, S. (2004). Gestalt at Work: A Gestalt Organizational and System Dynamics Case Study. Gestalt Review , 8(3): 263-290.

Gaines, K. et al. (2000). Criminal Justice in Action . Belmont, CA: Wiley.

Julian, B. (2000). Community Development Principles and Practical Actions . Ann Arbor: University of Michigan Press.

Linda, R.B. (1999). Leadership Effectiveness in Community Policing. Bristol, Indiana: Wyndham Hall Press.

Wilkerson, C. (2003). Travel and Tourism: An Overlooked Industry in the U.S. and Tenth District. Economic Review 88 (Third Quarter), 2.5: 45–72.

• Music Industry: Celia Cruz
• Outgoing and Incoming Tour Operators
• Kevin Chen Vies: First Asian American Macau Racer
• Service Management of Innovation Tourism Industry
• Volunteer Tourism
• The Relative Importance of the Major Influences on a Tourist’s Purchasing Decision
• Gender and Sex Tourism
• Travel Agencies in the 21st Century – Challenges and Prospects
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Tourism Review

ISSN : 1660-5373

Article publication date: 7 March 2018

Issue publication date: 1 May 2018

The purpose of this study is to discuss prevalent socio-psychological models which examine how tourists’ needs and motivations affect their destination choices by collectively considering Plog’s (1974) psychographic profiles, Cohen’s (1979) tourist typology and Peace’s (1988) travel career ladder. The current study argues that no single model can adequately explain tourists’ destination selection process as well as travel behaviors and introduces a new integrated perspective of existing psychological models.

Design/methodology/approach

Examining responses from 202 Hong Kong residents who have travel experience, this study divides the respondents’ psychographics into three types.

Using multinomial logit model (MNL) analysis, the study finds that tourists’ travel motivations and destination settings can be varied by their psychographics types. The findings also reveal that tourist’s psychographic types can be varied by demographics, travel type, frequencies, duration, purpose and destination setting.

Originality/value

The study provides implications for tourism marketers as well as the tourism literature by suggesting an integrative approach for a better understanding of tourist motivations.

• Personality
• Destination life cycle
• Destination choice
• Travel behavior

Yoo, C.-K. , Yoon, D. and Park, E. (2018), "Tourist motivation: an integral approach to destination choices", Tourism Review , Vol. 73 No. 2, pp. 169-185. https://doi.org/10.1108/TR-04-2017-0085

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Travel motives

Understanding tourists travel motives is crucial in several respects. Partly for tourism business owners who need to understand which needs their experiences should fulfil for tourists, but also for the various authorities planning for tourism development. It can also explain tourists’ (unsustainable or sustainable) behaviour on holiday and make it possible to counteract or encourage that behaviour. 

It’s important to clarify the definition of travel motive, especially in relation to the purpose of the journey. Motive isn’t the same thing as purpose. Motives are the underlying psychological reasons why we travel, and are often not openly taken into account, unlike the purpose of the trip. They reflect the needs of the individual and can often be hard to put into words.

One example: The purpose of my last trip to Stockholm was to meet friends and acquaintances as well as go to a music event. Those were my desired experiences and the purpose of the trip. Motive explains why we want to travel for that purpose and can in this case, for instance, be escapism (i.e. getting away from it all), relationships (strengthening and nurturing relationships with nearest and dearest) or nostalgia (seeing the band I’ve loved since I was a teenager). That it was Stockholm in particular that I travelled to was because I have friends there and the band was playing there that weekend. But it could just as easily have been another destination. In this context it’s also common to talk about push or pull factors, in other words factors that push you away from your home area and factors that pull you to various destinations. The former often includes motive, like the desire to escape day to day life (escapism) or to try and find something different (novelty seeking), whereas pull factors are specific attractions in destinations (read more about that later under Destinations’ Offers).

Research on travel motive has discovered a number of different motivating factors and patterns, that often change depending on context and destination. Two theories have been important for the understanding of travel motive; Travel Career Ladder and Travel Career Pattern, which are partly based on Maslow’s well known Hierarchy of Needs. The latter progresses the former, and focuses on motivation patterns, in other words the many different motives that cluster together to form a tourist’s motivation to travel to a particular place. The Travel Career theory is important here, as well as motivation pattern. Someone who has visited every corner of the earth and travelled continuously for long periods has other motives than a first time traveller. The motives overlap each other but research has shown that in general there is a significant difference that is derived from a tourist’s prior experience of travelling.

Research shows that tourists with high travel experience want to distance themselves from other “tourists” (read: charter tourists) and see themselves as “travellers” and “explorers”. Consumption of (different kinds of) journeys consequently becomes an important strategy, which is used to differentiate themselves socially and culturally from others. In the table below we can see examples of which motives arise in connection to how experienced a tourist is.

Table 1: Motivational factors, travel career patterns (adapted from Pearce & Lee, 2005)

The table shows that there are four main motives which arise whatever the travel experience; Novelty Seeking, Escapism/Relaxation, Relationships and Self Development. The last two motives pull in different directions depending on the travel experience; internal or external (personal development versus host site involvement and security versus strengthen relationships). The table also shows motives that are generally specific to those with lower travel experience.

Research on travel motives is often carried out on Western tourists. There’s a certain degree of variation in how strong the different travel motives are, but studies of Asian tourists, for instance, show bigger differences. For example prestige or self-actualization, and strengthening family relationships have been shown to be of greater importance in studies of Japanese tourists, and novelty seeking is less important in comparison. Other cultural contexts are said to be the largest reason for these differences.

Crompton, J. L., & McKay, S. L. (1997). Motives of visitors attending festival events. Annals of Tourism Research, 24(2), 425-439. Iso-Ahola, S. E. (1982). Toward a social psychological theory of tourism motivation: A rejoinder. Annals of Tourism Research, 9(2), 256-262.  Kim, S. S., & Prideaux, B. (2005). Marketing implications arising from a comparative study of international pleasure tourist motivations and other travel-related characteristics of visitors to Korea. Tourism Management, 26(3), 347-357. Munt, I. (1994). The ‘Other' postmodern tourism: Culture, Travel and the New Middle Classes. Theory, Culture & Society, 11(3), 101-123. Pearce, P. L., & Lee, U.-I. (2005). Developing the travel career approach to tourist motivation. Journal of Travel Research, 43(3), 226-237.

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An Overview Of Tourist Motivation Tourism Essay

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Travel Motivation

There is always a motive behind everything happens in this world. Always there is a motivation in doing any work or anything. There are mainly two factors in behind happening anything it may be pull factors or push factors. In tourism, behind the movement of tourist there are various motives, it may may be leisure, business, pilgrimage or any other.

As we know tourism is a people centric and one of the fastest growing industry. Assessing behavior and motivations of tourist is a critical task as travel decisions of tourist depends on it. Travel has been a nomadic urge in human earlier in quest of food. As humanity grows desire for shelter came into being and with the rises of civilization search of trade bundles with safety and security. The game changing moment for mass tourism comes with the rise of leisure time. Assessing motivations of tourist is a critical task as travel decisions of tourist depends on it.

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TOURISTS' MOTIVATIONS TO TRAVEL: A THEORETICAL PERSPECTIVE ON THE EXISTING LITERATURE

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What is cloud computing?

With cloud computing, organizations essentially buy a range of services offered by cloud service providers (CSPs). The CSP’s servers host all the client’s applications. Organizations can enhance their computing power more quickly and cheaply via the cloud than by purchasing, installing, and maintaining their own servers.

The cloud-computing model is helping organizations to scale new digital solutions with greater speed and agility—and to create value more quickly. Developers use cloud services to build and run custom applications and to maintain infrastructure and networks for companies of virtually all sizes—especially large global ones. CSPs offer services, such as analytics, to handle and manipulate vast amounts of data. Time to market accelerates, speeding innovation to deliver better products and services across the world.

What are examples of cloud computing’s uses?

Get to know and directly engage with senior mckinsey experts on cloud computing.

Brant Carson is a senior partner in McKinsey’s Vancouver office; Chandra Gnanasambandam and Anand Swaminathan are senior partners in the Bay Area office; William Forrest is a senior partner in the Chicago office; Leandro Santos is a senior partner in the Atlanta office; Kate Smaje is a senior partner in the London office.

Cloud computing came on the scene well before the global pandemic hit, in 2020, but the ensuing digital dash  helped demonstrate its power and utility. Here are some examples of how businesses and other organizations employ the cloud:

• A fast-casual restaurant chain’s online orders multiplied exponentially during the 2020 pandemic lockdowns, climbing to 400,000 a day, from 50,000. One pleasant surprise? The company’s online-ordering system could handle the volume—because it had already migrated to the cloud . Thanks to this success, the organization’s leadership decided to accelerate its five-year migration plan to less than one year.
• A biotech company harnessed cloud computing to deliver the first clinical batch of a COVID-19 vaccine candidate for Phase I trials in just 42 days—thanks in part to breakthrough innovations using scalable cloud data storage and computing  to facilitate processes ensuring the drug’s safety and efficacy.
• Banks use the cloud for several aspects of customer-service management. They automate transaction calls using voice recognition algorithms and cognitive agents (AI-based online self-service assistants directing customers to helpful information or to a human representative when necessary). In fraud and debt analytics, cloud solutions enhance the predictive power of traditional early-warning systems. To reduce churn, they encourage customer loyalty through holistic retention programs managed entirely in the cloud.
• Automakers are also along for the cloud ride . One company uses a common cloud platform that serves 124 plants, 500 warehouses, and 1,500 suppliers to consolidate real-time data from machines and systems and to track logistics and offer insights on shop floor processes. Use of the cloud could shave 30 percent off factory costs by 2025—and spark innovation at the same time.

That’s not to mention experiences we all take for granted: using apps on a smartphone, streaming shows and movies, participating in videoconferences. All of these things can happen in the cloud.

Learn more about our Cloud by McKinsey , Digital McKinsey , and Technology, Media, & Telecommunications  practices.

How has cloud computing evolved?

Going back a few years, legacy infrastructure dominated IT-hosting budgets. Enterprises planned to move a mere 45 percent of their IT-hosting expenditures to the cloud by 2021. Enter COVID-19, and 65 percent of the decision makers surveyed by McKinsey increased their cloud budgets . An additional 55 percent ended up moving more workloads than initially planned. Having witnessed the cloud’s benefits firsthand, 40 percent of companies expect to pick up the pace of implementation.

The cloud revolution has actually been going on for years—more than 20, if you think the takeoff point was the founding of Salesforce, widely seen as the first software as a service (SaaS) company. Today, the next generation of cloud, including capabilities such as serverless computing, makes it easier for software developers to tweak software functions independently, accelerating the pace of release, and to do so more efficiently. Businesses can therefore serve customers and launch products in a more agile fashion. And the cloud continues to evolve.

Introducing McKinsey Explainers : Direct answers to complex questions

Cost savings are commonly seen as the primary reason for moving to the cloud but managing those costs requires a different and more dynamic approach focused on OpEx rather than CapEx. Financial-operations (or FinOps) capabilities  can indeed enable the continuous management and optimization of cloud costs . But CSPs have developed their offerings so that the cloud’s greatest value opportunity is primarily through business innovation and optimization. In 2020, the top-three CSPs reached $100 billion  in combined revenues—a minor share of the global $2.4 trillion market for enterprise IT services—leaving huge value to be captured. To go beyond merely realizing cost savings, companies must activate three symbiotic rings of cloud value creation : strategy and management, business domain adoption, and foundational capabilities.

What’s the main reason to move to the cloud?

The pandemic demonstrated that the digital transformation can no longer be delayed—and can happen much more quickly than previously imagined. Nothing is more critical to a corporate digital transformation than becoming a cloud-first business. The benefits are faster time to market, simplified innovation and scalability, and reduced risk when effectively managed. The cloud lets companies provide customers with novel digital experiences—in days, not months—and delivers analytics absent on legacy platforms. But to transition to a cloud-first operating model, organizations must make a collective effort that starts at the top. Here are three actions CEOs can take to increase the value their companies get from cloud computing :

• Establish a sustainable funding model.
• Develop a new business technology operating model.
• Set up policies to attract and retain the right engineering talent.

How much value will the cloud create?

Fortune 500 companies adopting the cloud could realize more than $1 trillion in value  by 2030, and not from IT cost reductions alone, according to McKinsey’s analysis of 700 use cases.

For example, the cloud speeds up design, build, and ramp-up, shortening time to market when companies have strong DevOps (the combination of development and operations) processes in place; groups of software developers customize and deploy software for operations that support the business. The cloud’s global infrastructure lets companies scale products almost instantly to reach new customers, geographies, and channels. Finally, digital-first companies use the cloud to adopt emerging technologies and innovate aggressively, using digital capabilities as a competitive differentiator to launch and build businesses .

If companies pursue the cloud’s vast potential in the right ways, they will realize huge value. Companies across diverse industries have implemented the public cloud and seen promising results. The successful ones defined a value-oriented strategy across IT and the business, acquired hands-on experience operating in the cloud, adopted a technology-first approach, and developed a cloud-literate workforce.

Learn more about our Cloud by McKinsey and Digital McKinsey practices.

What is the cloud cost/procurement model?

Some cloud services, such as server space, are leased. Leasing requires much less capital up front than buying, offers greater flexibility to switch and expand the use of services, cuts the basic cost of buying hardware and software upfront, and reduces the difficulties of upkeep and ownership. Organizations pay only for the infrastructure and computing services that meet their evolving needs. But an outsourcing model  is more apt than other analogies: the computing business issues of cloud customers are addressed by third-party providers that deliver innovative computing services on demand to a wide variety of customers, adapt those services to fit specific needs, and work to constantly improve the offering.

What are cloud risks?

The cloud offers huge cost savings and potential for innovation. However, when companies migrate to the cloud, the simple lift-and-shift approach doesn’t reduce costs, so companies must remediate their existing applications to take advantage of cloud services.

For instance, a major financial-services organization  wanted to move more than 50 percent of its applications to the public cloud within five years. Its goals were to improve resiliency, time to market, and productivity. But not all its business units needed to transition at the same pace. The IT leadership therefore defined varying adoption archetypes to meet each unit’s technical, risk, and operating-model needs.

Legacy cybersecurity architectures and operating models can also pose problems when companies shift to the cloud. The resulting problems, however, involve misconfigurations rather than inherent cloud security vulnerabilities. One powerful solution? Securing cloud workloads for speed and agility : automated security architectures and processes enable workloads to be processed at a much faster tempo.

What kind of cloud talent is needed?

The talent demands of the cloud differ from those of legacy IT. While cloud computing can improve the productivity of your technology, it requires specialized and sometimes hard-to-find talent—including full-stack developers, data engineers, cloud-security engineers, identity- and access-management specialists, and cloud engineers. The cloud talent model  should thus be revisited as you move forward.

Six practical actions can help your organization build the cloud talent you need :

• Find engineering talent with broad experience and skills.
• Balance talent maturity levels and the composition of teams.
• Build an extensive and mandatory upskilling program focused on need.
• Build an engineering culture that optimizes the developer experience.
• Consider using partners to accelerate development and assign your best cloud leaders as owners.
• Retain top talent by focusing on what motivates them.

How do different industries use the cloud?

Different industries are expected to see dramatically different benefits from the cloud. High-tech, retail, and healthcare organizations occupy the top end of the value capture continuum. Electronics and semiconductors, consumer-packaged-goods, and media companies make up the middle. Materials, chemicals, and infrastructure organizations cluster at the lower end.

Nevertheless, myriad use cases provide opportunities to unlock value across industries , as the following examples show:

• a retailer enhancing omnichannel  fulfillment, using AI to optimize inventory across channels and to provide a seamless customer experience
• a healthcare organization implementing remote heath monitoring to conduct virtual trials and improve adherence
• a high-tech company using chatbots to provide premier-level support combining phone, email, and chat
• an oil and gas company employing automated forecasting to automate supply-and-demand modeling and reduce the need for manual analysis
• a financial-services organization implementing customer call optimization using real-time voice recognition algorithms to direct customers in distress to experienced representatives for retention offers
• a financial-services provider moving applications in customer-facing business domains to the public cloud to penetrate promising markets more quickly and at minimal cost
• a health insurance carrier accelerating the capture of billions of dollars in new revenues by moving systems to the cloud to interact with providers through easier onboarding

The cloud is evolving  to meet the industry-specific needs of companies. From 2021 to 2024, public-cloud spending on vertical applications (such as warehouse management in retailing and enterprise risk management in banking) is expected to grow by more than 40 percent annually. Spending on horizontal workloads (such as customer relationship management) is expected to grow by 25 percent. Healthcare and manufacturing organizations, for instance, plan to spend around twice as much on vertical applications as on horizontal ones.

Learn more about our Cloud by McKinsey , Digital McKinsey , Financial Services , Healthcare Systems & Services , Retail , and Technology, Media, & Telecommunications  practices.

What are the biggest cloud myths?

Views on cloud computing can be clouded by misconceptions. Here are seven common myths about the cloud —all of which can be debunked:

• The cloud’s value lies primarily in reducing costs.
• Cloud computing costs more than in-house computing.
• On-premises data centers are more secure than the cloud.
• Applications run more slowly in the cloud.
• The cloud eliminates the need for infrastructure.
• The best way to move to the cloud is to focus on applications or data centers.
• You must lift and shift applications as-is or totally refactor them.

How large must my organization be to benefit from the cloud?

Here’s one more huge misconception: the cloud is just for big multinational companies. In fact, cloud can help make small local companies become multinational. A company’s benefits from implementing the cloud are not constrained by its size. In fact, the cloud shifts barrier to entry skill rather than scale, making it possible for a company of any size to compete if it has people with the right skills. With cloud, highly skilled small companies can take on established competitors. To realize the cloud’s immense potential value fully, organizations must take a thoughtful approach, with IT and the businesses working together.

For more in-depth exploration of these topics, see McKinsey’s Cloud Insights collection. Learn more about Cloud by McKinsey —and check out cloud-related job opportunities if you’re interested in working at McKinsey.

Articles referenced include:

• “ Six practical actions for building the cloud talent you need ,” January 19, 2022, Brant Carson , Dorian Gärtner , Keerthi Iyengar, Anand Swaminathan , and Wayne Vest
• “ Cloud-migration opportunity: Business value grows, but missteps abound ,” October 12, 2021, Tara Balakrishnan, Chandra Gnanasambandam , Leandro Santos , and Bhargs Srivathsan
• “ Cloud’s trillion-dollar prize is up for grabs ,” February 26, 2021, Will Forrest , Mark Gu, James Kaplan , Michael Liebow, Raghav Sharma, Kate Smaje , and Steve Van Kuiken
• “ Unlocking value: Four lessons in cloud sourcing and consumption ,” November 2, 2020, Abhi Bhatnagar , Will Forrest , Naufal Khan , and Abdallah Salami
• “ Three actions CEOs can take to get value from cloud computing ,” July 21, 2020, Chhavi Arora , Tanguy Catlin , Will Forrest , James Kaplan , and Lars Vinter

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An Overview Of Tourist Motivation Tourism Essay

Published Date: 23 Mar 2015

Disclaimer: This essay has been written and submitted by students and is not an example of our work. Please click this link to view samples of our professional work witten by our professional essay writers . Any opinions, findings, conclusions or recommendations expressed in this material are those of the authors and do not necessarily reflect the views of EssayCompany.

Tourist motivation is seen by many writers as one of the key elements in understanding tourist decision-making behaviour. A sound understanding of travel motivation plays a critical role in predicting future travel patterns and destination selection. The big answer to the basic question, "why do people travel?" has occupied the minds of tourist researchers for many years. Many different motives compel people to travel. Various methods have been employed to uncover travel motives. The following literature will shed light on various theories that can be used to have a knowledge why people travel to urban destination.

Tourist motivation can be defined "as the global integrating network of biological and cultural forces which gives value and direction to travel choices, behaviour and experience." (Pearce, Morrison & Rutledge, 1998). Put simply, motivation is a state of arousal of a drive or need which impels people to activity in pursuit of goals. Once the goals have been achieved the need subsides and the individual returns to the equilibrium-but only briefly because new motives arise as the last one is satisfied. As cited in Seaton (1997) motivation of the individual person to travel, to look outside for what he cannot find inside have been largely created by society and shaped by everyday life. Gray's (1979) travel-motivation theory, poses only two main motives for travel. One is the desire to go from a known to an unknown place, called in Gray's theory "wanderlust"'. The other motive is what Grays called "sunlust". This generates a trip to a place which can provide the traveler with specific facilities that do not exist in his or her own place of residence. Some of the motives which determine their travel choices are recreation, pleasure, new experiences, cultural interest, shopping.

The existence of internal and external factors which motivates human behavior is assumed by many authors. Kotler (182) for example, stipulate that motivation can be caused by the result of internal and external stimuli. Internal stimuli arise from personal needs and wants that can be physiological, social, egocentric, safety, and self-actualisation. External stimuli arise from marketing. Travel motives can be personal (personal training, compensation, rest and knowledge) or interpersonal (resulting from social relations) (dann, 1977, Yoon and Uysal, 2005). Dann (1977) classifies personal motives as those that predispose the individual for travelling, escape from daily routines, the desire to escape from solitude while interpersonal motives arise from the need to seek some form of social recognition that is obtained through travel.

According to the 'push' and 'pull' concept, Crompton (1979), push factors explains the desire for travel while the pull motives have been used to explain the actual destination choice. Nine motivations of leisure travelers were identified and classified seven as socio-psychological or push motives and two as cultural or pull motives. The seven push motives were, escape from a perceived mundane environment, exploration and evaluation of self, relaxation, prestige, regression, enhancement of kinship relationships, and facilitation of social interaction. The pull motives were novelty and education.

Maslow (1943) identified two motivational types: tension-reducing motives; arousal-seeking motives. There are five needs forming a hierarchy, progressing from the lower to the higher needs. At the bottom are the basic needs for food, water and air. Then, above them is the need for safety, security, and protection. The higher needs in this hierarchy only come into focus when the lower needs in the pyramid are met. Once an individual has moved upwards to the next level, needs in the lower level will no longer be prioritized. Cooper et al (2005) questioned Maslow's theory saying that why and how Maslow selected the basic five needs remain unclear, although Page (2003) feels that it has relevance in understanding how human action is understandable and predictable compared to research which argues that human behaviour is essentially irrational and unpredictable. Though much criticism about Maslow's theory, the tourism literature has borrowed a lot from Maslow since he provides a convenient set of containers that can be relatively labeled and provide a useful framework for understanding psychological motivational factors in tourism. Thus, for example, although the apparent purpose of a trip may be for shopping, the underlying psychological motivation may be to impress their neighbours and gain higher social status. Iso-Ahola (1982) says that tourists will switch roles while on holiday, and that over time different needs will arise. Single motivation may not always act as the determining factor for travel. If within the holiday, the initial needs are satisfied, other motivations might emerge. Indeed, it is congruent with Maslow's theories of needs to argue that if initially there is a primary need for relaxation while on a holiday, the satisfaction of that need will create awareness of other needs such as exploration of place as a means of acquiring a sense of belonging or to enable processes of self-actualisation to take place.

Dann (1981) has identified seven elements of tourist motivations: travel as a response to what is lacking yet desired; destination pull in response to motivational push; motivation as fantasy(engage in behaviour and activities that are culturally unacceptable in their home environment like prostitution and gambling); motivation as classified purpose(VFRs); motivational typologies; motivation and tourist experiences; motivation as auto-definition and meaning (the way in which tourist define their situations and respond to them).[Page & Connell,2003].

Beard and Ragheb (1983:225), propose four motivational needs which came from the work of Maslow (1970).These are: the intellectual component (such as learning, exploring, discovering, thought or imagining), the social component where individuals engage in leisure activities for social reasons. This component includes two basic needs (need for friendship and interpersonal relationships and the need for the esteem of others), the competence-mastery component assesses the extent to which individuals engage in leisure activities in order to achieve, master, challenge and compete. The activities are usually physical in nature and finally the stimulus-avoidance component of leisure motivation which assesses the drive to escape and get away from over-stimulating life situations. It is the need for some individuals to avoid social contacts, to seek solitude and calm conditions; and for others it is to seek to rest and to unwind themselves. These four motivations form the foundation of their Leisure Motivation.

P.Pearce (1988) using the concept of a travel ladder when investigating motivation for tourism, suggested that motivation are multivariate and dynamic, changing particularly as a result of ageing and lifecycle stage, as well as being influenced by other people. He proposed the following motivation categories: relaxation, stimulation, relationship, self-esteem and development, fulfillment. In Pearce's model, the motivations listed can be divided into two categories. The needs may be self-centered or directed at others. Thus, for instance, relaxation may be a solo exercise where the holiday-maker seeks a quiet restful time alone or it can be relaxation in the company of others, springing from the need for external excitement and desire for novelty. Stimulation can be self-directed which springs from the concern for own safety, or it can be directed toward others arising out of the concern for other's safety. Relationship can be self-directed which means giving love and affection and maintaining relationships, or it can be directed at others which means receiving affection, to be with group membership. Self-esteem and development maybe self-directed like development of skills, special interests, competence and mastery, or it may be directed at others like prestige, glamour of travelling. Fulfillment is totally self-directed as it fulfils individual dreams, understands oneself more and experience inner peace and harmony. There are some criticisms against Pearce's travel motivations. For example, Pearce argues that stimulation may be understood along a dimension of risk and safety of self or others. However, it might be argued that there is a real and distinctive difference between these two motivations.

Chadwick (1987) provided a simplified categorization of why people travel under three main headings. These are as follows: Pleasure: leisure, culture, active sports, visiting friends and relatives, Professional: Meeting, missions, business, etc, other purposes: Study, health and transit.

Classifying tourist behaviours have important implications for the study of the impact of tourism on destination. Shaw & Williams (2002) opines that many of the typologies are based around identifying the significant traits of tourists. According to Klenosky (2002) travel behaviour is motivated by two sets of factors, one that influences or pushes a person to consider travelling outside his or her everyday environment and another set that attracts or pulls that person to visit a particular destination.

Several sociological theories have been put forward in the tourist literature in an attempt to explain motivation. Cohen (1972), in his early studies sub-divided tourist into four types based on motivation. He asserted that all tourists are seeking some element of novelty and strangeness while, at the same time, most also need to retain something familiar. He distinguished tourist using sociological principles into organized mass tourist, individual mass tourists, explorer and drifter. Hence, at one end of his continuum was the 'organized mass tourist' seeking familiarity in the holiday surroundings, while at the other end, the drifter is willing to accept far more strangeness.

Smith (1977) provided a more detailed variant of Cohen's tourist typologies. Smith (1977) identifies 7 categories of tourist who have been termed as "interactional typologies": explorer, elite, off-beat, unusual, incipient mass, mass, and charter. However, Plog (1990) criticised the validity of Smith's typology.

Shaw & Williams (2002) argued that Plog's typology is built upon asking tourists about their real general "lifestyles" or value systems, often using perceptual information derived from in-depth interviews. Plog suggested two set of individual: allo-centric and psycho-centric. The latter are concerned primarily with the self, are inhibited and non-adventurous. In term of tourist behaviour, psycho-centrics want the familiar and are unlikely to travel great distances to explore new tourism destinations. Conversely, the former are confident, naturally inquisitive and seek out the unfamiliar when travelling. This typology can be used to examine tourist motivations as well as attitudes to particular destinations and modes of travel.

Johns & Gyimothy (2002) states that Plog (1973) used a psychometric scale to categorise tourists into allocentric, midcentric and psychocentric, depending on individual's relative focus on their own culture and the one they are visiting. Psychocentrics tourists like nice swimming pool; well organized trip; good facilities; pub lunches. Cooper et al (2005) feel they are conservative in their travel patterns. However, Cooper et al (2005) questions the applicability of the typology. They feel that tourists may on a second visit travel to nearby psychocentric-type areas, whereas the main holiday maybe in an allocentric-type destination. Gottlieb(in Davidoff and Davidoff,1983) as cited in Seaton(1997), suggests that there are two kinds of tourists-those who seek a pampered lifestyle beyond their means in everyday life while the latter, having access to material luxuries in their everyday life, seek simpler, more primitive contacts in their leisure(e.g. on safaris, roughing it' on adventure holidays, etc).

Shaw & Williams (2002) states few problems associated with tourist typologies. Firstly, typologies are relatively static models due to lack of information (Lowyck et al, 1990).Secondly, individuals change as tourists over time. Changing patterns of tourist behaviour do not exist in sufficient detail or scale. Tourist typologies offer just mere generalities. According to Shaw & Williams (2002) these typologies are beneficial despite their limitations. They provide insight into motivations of tourist and their behaviour.

An insight of the various types of tourism purpose and motivation is crucial for those planning and marketing tourist destinations. All service providers and tourism planners must know why people want their products. However, there are many problems of determining tourism motivations. According to Seaton (1997) people rarely think about the underlying reasons for their actions. Motivations for activities may not bear too much self-critical scrutiny like sex tourism. Again tourism motivations often include contradictory impulses. Seaton (1997) typifies two such sets of opposing desires: Novelty and adventure (exploring a new place) vs. Familiarity and security (staying in a hotel with familiar comforts). Another problem is that it is often difficult to distinguish individual motives from socially constructed vocabularies of motives. People often give reasons for doing things that they have been programmed to give, none of which may constitute the real reason for a trip. According to Page (2003), if we are able to understand what prompts people to leave their homes and travel to new places, then we may be able to develop approaches that will help us to manage the tourists and their impacts and plan an enjoyable experience for them. More fundamentally, understanding tourist motivation may help to explain why certain places are more developed as successful tourism destination than others and then continued to grow, stagnated or declined as tastes and fashions changed.

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