Here comes some tips to help you prepare I advance and make it a fun day out. Tours are a great way to unwind and spend quality time with family and friends in the fresh place with fresh sunshine and air. But they do require some prior planning. Make a list of everything you might need. As you pack, check off each item to ensure nothing’s been left behind. Before you start off, make sure car is in a good condition. Take along road maps if you’re headed to an unfamiliar destination. Here’s ready guide to help you with the rest of the planning

People – Go with family or a like minded group of friends with children of the same age group.

Venue – You can tour anywhere – in parks, meadows, the zoo, or near beaches (if you live next to the seaside) and historical spots. If you don’t want tour washed out, be sure to check the latest weather forecast conditions.

Food – Prepare simple, “dry” fare-tasty finger foods, pasts dishes, stuffed parathas and sandwiches. Include fruits – they keep well, and are refreshing. Pack the food in aluminum foil, airtight containers, hot cases and casseroles. You can divide dishes among families, pot-luck style – this way you get variety, and there’s n need to preplan the allotment of dishes.

Beverages – Bring what you want to drink in ice boxes, along with lots of ice and drinking water. Do remember the bottle and the wine openers. For tea and coffee, It’s best to bring boiling water in thermoses, along with instant coffee powder, tea bags, sachets of creamer and sugar.

Other essentials – Rugs or durries, blankets, plastic sheets, table clothes, paper napkins, towels and trash bags. You also need cushions, umbrellas, sunhats, sunscreen, insect-repellent creams and a first-aid box.

Entertainment – Get Frisbees, discs, and balls for children, and playing cards, scrabble or ludo those who want to laze. Also bring a stereo and good mix of music that all will enjoy. Do have quality camera to capture all the fun moments in your trip.

Dindi, located 80km by road from Rajahmundry and 25 km from Narsapur, in the West Godavari District of Andhra Pradesh, is an undiscovered haven for the nature lover. Set in the lush Godavari delta, with dense coconut grooves as far as eye can see, Dindi showcases coastal Andhra Pradesh at its natural best.

Dindi coconut country is the latest jewel in the crown of Andhra Pradesh. This place is real pleasure for tourist. This place is famous for its lush green beauty. One can take a breathtaking view of river Godavari. This picturesque spot, with the mighty river gently making its way to the bay, is an idyllic retreat where one can rejuvenate and refresh.

Andhra Pradesh tourism offers river cruises on luxury houseboats across these scenic backwaters of the Vasista, a tributary of Godavari. Spend a day in the houseboats of Dindi and cruise the calm waters, flanked by rich coconut groves, and peaceful country terrain. So when you want relax and connect with inner self, or planning a quick escape from the city, consider these idyllic gateways that promise an exhilarating experience.

Home to Indian cinema- and of course, the bright lights and fashion aces-poise and glamour come naturally to Mumbai. The city parades a style, unique to itself, and fashion is a credo embraced by its populace.

Fitness freaks and vogue-conscious inhabitants mark the character of this chic city. You are not mistaken if you call it the “New York of India”. Fashion weeks are held in the city now and again. The Fall/Winter Lakme Fashion Week 2008, convened in Mumbai, was grand and sublime.

It included the GenNext show, wherein, eight designers showed imaginative work, with a Focus on pleating and layering, all with detailed craftsmanship that would be rare to find at the sophomore level in western countries.

The designers captured variegated themes from the flowing water of the rivers of Tibet to sartorial spirit incarcerated in floral prints, from the vibrant hues of parrots, peacocks, sensual iconographic details of floor and brick arches. It showed the designing potential that is still in its nascent stage.

Mumbai, India’s great marketplace, is like a colossus of a bazaar. The city of civic consciousness is a major port and has the country’s largest and wealthiest consumer market.

Textiles, designer clothes, footwear, artwork, interior décor items-name anything that has a style quotient and be sure to find it in Mumbai- This fad funder of a city is the nucleus of finance and fashion, fun and frolic, and its boulevards are flooded with femme fatale capturing fleeting glances to fixed gapes galore as they flummox all and sundry.

There is a great number of possible actions to reduce the moral hazard, either on the agent or principal side (Picot, Dietl & Franck, 1999: 91; Dixit & Nalebuff, 1993: 95; Kahle, 2002b: 26). Some of the actions can
be used on either side. Actions for the principal are screening and monitoring. Actions for the agent only are signaling, guarantees, securities, building up reputation and destroying bridges to opportunistic behavior.
Whereas contracts, developing tnist by teamwork, ceasing communication, automatic responses, small steps and using “professional” intermediates are possible instruments for either side. The u.se of these activities to reduce the risks of asymmetric information is expensive which the travelers normally will not be willing to pay.
To achieve a maximum of efficiency the costs of risk reduction should be minimized. Monitoring activities to reduce risks that are known to the agents are the most important. The next important instrument is building up reputation as a quality brand. Then follows in importance guarantees to the travelers as a token of commitment. The division of activities between principals and agents depends mostly on the market position. Who gains more from the process will take the risk reduction measure. The least-cost-activity-in monetary terms-to reduce the risk is trust as a reciprocal relation. Trust needs no monitoring nor any other instruments
and therefore does not cost money. Trust is a good “sui generis” (Schuize, 1997: 70) that losses and gains are counted in other than monetary dimensions. Therefore, trust is the important dimension in the tourism industry. The importance has grown with the increased amount of information and the increased velocity of information processing. Trust is the core criterion in defining a network with the least-cost lo reduce the risk of asymmetric information.

Forms of Asymmetric Information

Asymmetric information implies information deficits on one side of a transaction. This deficit may exist randomly or systematically in certain situations. The partners of a transaction are usually called “principal” and “agent,” where the principal gets a certain result and the agent delivers (and produces) it. The ftve different parts of the tourism industry constitute together with the travelers a six-stage or six-level principal-
agent problem. In effect each component within the system can be principal or agent depending upon the context of the situation concerned. The basic assumptions, problems and possible solutions of principalagent
problems have been discussed widely (Picot, Dietl & Franck, 1999: 85-131; Jensen & Meckling, 1976; Pi-att & Zeckhauser, 1985; Spremann, 1988, 1989, 1990), so we wili, after a brief description of the core problems,
focus on the industry-specific aspects. There are four kinds of asymmetries related to the different attributes
of the situation between the principal and the agent: “Hidden Characteristics,” “Hidden Actions,” “Hidden Information” and “Hidden Intentions.” They are connected with each other and there are a number of
possible actions to deal with these asymmetries, which shall be discussed under the specific aspect of tourism industry. Hidden characteristics imply that the agents or their products have attributes known to themselves, but not made known to tbe principals. Akerlof (1970) fu’st discussed this problem for the market of used cars,
where the seller knows what is wrong (or not) with his car. The potential buyers aren’t aware ofthe “real” condition ofthe vehicle and are therefore only willing to pay the price for an “average” car. Therefore the
good cars will not be offered in the market which means that cars in average condition will be of an increasingly lower standard. This “adverse selection” leads to “a market of letiions.” In the tourism industry, the carriers are possibly in a comparable situation in respect to their quality and security standards and their price policy: The travelers cannot know orevaluate(this would be a case of hidden information) the good or bad standards ofthe various carriers, so they are only willing to pay the average standard; therefore better standards will vanish from the market and the average will deteriorate.

The most important consequence of the introduction of this concept into organizational theory is the change of view concerning communication in organizations. Whereas up to this point it was accepted that organizations exist and develop by communication, it is now to be seen. that organizations exist in communication (Taylor & Lerner, 1996: 260). It is quite acceptable to believe that managers discuss organizational topics and, in these discussions, find the rules and structures of organizations that make sense and utilize them. They interpret and modify those rules and structures, and produce organizational changes of the unplanned type in the continuous process (Staehle, 1994: 849). The new view of organizational communication enhances this position and proceeds towards a concept in which the communication of managers is the organization. In this view communication includes the unsaid, but obvious, which is the most important aspect. Those items and relations which are so obvious that nobody mentions them but everybody is taking them for granted as necessary. Underlying assumptions of own decisions and actions are the core assumptions and values of an organization. These basic values and assumptions have been addressed
as the basis of organizational culture (Schein. 1997: 16). The shared values and views of a group (of managers) need not be expressed explicitly, because they are known, believed and used by everybody.
They are only discussed if and when there are differences about the implications of a value or a rule in a specific situation. The values and norms mostly are numerous and make a complex system. The explanations
of the rules and values caused by such a doubt about implications and consequences of certain rules and values modify and re-interpret the rules and values, sometimes even the basic assumptions. There is
normally no doubt in the validity of the values and rules, but a possible difference about the point, which rule or value is concerned in a certain situation and how conflicting prescriptions of different rules are solved.
In a firm whieh is part of the tourism industry the managers will have an organizational cognitive map of the industry and their field of action, but with the increasing amount of new and partially contradictive information
there will be much discussion about the interpretation of these information and the ways of action.

In the discussion of knowledge transfer the concept of cognitive maps plays an itnportant role. We believe that the processes of construction or re-construction of reality in the individual mind and within
organizations-where we have difficulties to localize physically the place of the tnind-<:an be described and represented with the concept of cognitive maps or cause maps. Both words and concepts have been in
use for more than twenty years (Taylor & Lerner, 1996: 260). This concept is used in different relations and levels of analysis, so we have to refer to four different concepts or views of cognitive maps.
In the first view-and il was the only one in the beginning and it is the basic view for all the other concepts-”cognitive map” is a metaphoric description of all the processes involved in obtaining, storing, retrieving
and adapting knowledge and of the structure of knowledge, which is emerging and continuously varying. These processes and structures contain models of description, models of explication and decision models
which initiate action (Kahle, 2001: 18). The analogy of “map” is quite limited, because the cognitive map contains much more than a nornial map. Il contains rttles of observation, interpretation and action and often gives explanations. These mental processes and structures are the “real” or “original” cognitive map.

The third important aspect ofthe knowledge intensity in the tourism processes-implied by the two first aspects-is the increasing importance of trust in the relations between the acting elements (Bouncken, 2000). Trust as the expectation that the tnisted will be able and willing to fulfil the positive expectation of the trustee is a social relationship. The trusted may be an individual, then we speak of personal trust, or an institution, where we speak of institutional trust (Luhtnann, 1989). There is a third kind of trust, the ontological trust (Bohtne, 1998), which means the reliance on one’s own cognitive maps, built up by experience. The ability to give and take trust-to be trusted and to be a trustee-is an individual attribute and is acquired in the process of socialization (in the general meaning of Piaget, 1979: 88). The knowledge intensive services and relations in the tourism industry need trust, because the exchanged goods underlie asymmetric information. These trustful relations either personal or institutional-can only be established over tine. The high speed of the infonnation transfer processes is compensated by the low speed ofthe trust building processes. Only within existing trustful relations will the advantages of the high speed information processes produce the economic gains expected from them. Therefore the known and trusted partners will be the basis for the economic success in the tourism industry and trust as a part ofthe implicit knowledge (Polanyi, 1966) of persons and organizations will be a core competence in this industry. This is valid for the B2B relations in the touristn industry and applies too for travelers who don’l want to be surprised by unexpected qualities of the services. For the travelers very often instead of personal experience the source of trust is the reputation of agencies, operators or carriers or the persotial recotntnendation by trusted friends. The latter case could be called a “second order” trust, which is quite necessary in the touristn industry, because the travellers normally have no tegular and much repeated relations with the travel agencies or the other partners in the tourism system.

The travel industry or tourist industry is a very heterogeneous area of service production. The first denomination is used more for business travellers, whereas the second one is used for leisure traveling. Both will be included iti the following discussions although the writer respects the great differences in the kitids of services required in each group. This is a cotnplex field with different areas of production distributed in different countries and regions. The products and the processes of operation. which are used for the achievetnent ofthe resulting services, are related to different types of industries, but they have one cointnon denominator: They are knowledge-based or knowledge-intensive service processes. The tourism system consists mainly of five areas, within which differing elements compete and co-operate with each other. These areas are (Boiincketi, 2000: 91) the Agency, the Tour Operator, the Carrier, the In-Cotning-System and the Hotel. There may be additional areas like Entertainmetit, Shopping and the like for the support of the travellers at Ihe destination. The special attributes of the travel industry as a service process, the intangibility ofthe product atid the simultaneity of production and consumption (Corsten, 1985: 173; Langeard, 1981: 233), have been discussed widely elsewhere (Bouncken, 2000: 91-93). The focus of this paper lies in the touristn service as a knowledge-based process, which is greatly influenced by the developments of information and communication technologies. Within each of the main areasof tourism, there are a large number of participants as suppliers and purchasers of services, which partly cooperate and partly compete with each other. These cooperative and competitive relations are embedded in flows of knowledge and information. The elements of these systems are contiected in various ways with others in the system, which results in quite different configurations of elements.

Creating a site that is search engine friendly should be an objective of every travel and tourism company that wants to do business on the Internet. Search engines are the most common way for Internet surfers to search on the Net. In fact, 85 percent of all people who use the Internet use search engines as their primary way to look for information. By using keywords relating to your destination, packages, e-specials, and events in appropriate places on your site, you can improve how search engines rank you. You want these chosen keywords in the domain name if possible, your page titles and page text, your Alt tags for graphics, and your page headers and keyword meta-tags as well as in each page’s description meta-tag. Many search engines place a lot of emphasis on the number and quality of links to a site to determine its ranking. This means that the more Web sites you can get to link to your site, the higher your site will be in search engine results.