Leisure Industry Consultant
	UK Leisure Industry Consultancy The UK's tourism and leisure industry consultants play an important role in Britain and on the world stage in helping to make tourism and leisure businesses more effective. The development of the sector can be summarised as follows: The number of UK leisure industry consultants is growing steadily and now stands at between 400 and 500. There are reasons for this growth that are specific to Britain: Britain has a long history of treating tourism as a professional matter deserving of professional study. As a centre of the English-language Commonwealth there has always been a market for tourism consultants, which is potentially larger than Britain. The Tourism Development Act of 1969, by setting up an official network of official government backed network of tourism organisations at central and regional levels, created a substantial market within the UK for tourism consultants ­this was reinforced by the re-organisation of local government in 1974 which created local authorities not only with responsibility for the tourism and leisure industry but also, in many cases, with the necessary resources. British consultants have been able to compete effectively on price with rivals from other countries, in particular the United States. These factors also explain the key characteristics of this community: advanced individual age; predominance of very small enterprises; and concentrations of very high levels of skill and experience. Only a very small number of leisure consultancies can be viewed as large. Total fee turnover by all tourism consultants is estimated, very crudely, at between £50m and £60m a year, of which roughly two-thirds is generated from British sources, the rest from abroad. Traditionally, the government-related sector provided the stimulus for the growth of the consultancy sector, although this sector has contracted since the early 1990's.This reduction was offset by expansion of work related to environmental and economic impact, to the activities of the Lottery distributors, and to work commissioned by commercial clients, in particular, in marketing. In contrast, the flow of foreign work has always been disappointing, mainly due to the failure by the government in Britain to understand the economic importance of tourism and to appreciate the potential contribution of consultants to the national economy, in particular those small consultancies that have difficulty in competing internationally due to the higher costs of access to these markets.	Destination Planning Tourism & Leisure Marketing Attraction & Facility Development Feasibility Analysis & Business Planning Operational Advice Tourism & Leisure Strategies Cultural Strategies & Best Value