This chapter describes a few of the most popular types of visitor attractions, each of which provide a variety of career opportunities.

Museums

Museums focus on preserving and exhibiting significant natural or human-made places, animals, or objects. By using those exhibits or stories to educate the visiting public, they function as heritage sites. Seventy-six percent of all U.S. leisure travelers participate in heritage activities when visiting a destination (American Alliance of Museums [AAM], 2022).

The International Council of Museums (ICOM) defines a museum as “a not-for-profit, permanent institution in the service of society that researches, collects, conserves, interprets and exhibits tangible and intangible heritage” (as cited in Adams, 2022, para. 4).

Below are some examples of different types of museums (Lee, 2024):

• Open-Air Archaeological Sites: places that are open for visitation, such as the Tusayan Ruins located inside Grand Canyon National Park pictured below
• Art Museums: galleries that display art objects such as paintings, photography, and sculpture
• Historic Homes: structures of historic significance that are preserved and usually restored to replicate a particular time period
• History Museums: facilities that house a collection of historically significant objects
• Living History Museums: places where actors perform historical events or perform tasks typical to a time period
• Natural History Museums: facilities housing preserved bones or bodies of animals and plants
• Science Museums: centers that display scientific objects, showcase scientific ideas, and are usually interactive
• Zoos and Aquariums: establishments that maintain a collection of living animals

“A not-for-profit” entity whose purpose is “in service to society” means that the organization’s primary mission is to serve the public rather than to earn money. Although the term “museum” may be used by the general public or in marketing materials by enterprises that are for-profit, these businesses are not focused on conservation, research, or education and cannot be considered true museums. Ripley’s Believe it or Not, for example, encourages people to “visit any one of Ripley’s 29 museums around the world to marvel at hundreds of unusual artifacts and get hands on with amazing interactives” (Ripley’s, 2019, para. 1). Although Ripley’s does exhibit historic or unusual natural and human-made artifacts, it is not primarily in the business of using these artifacts as tools to educate the public. Because Ripley’s primary motivation is to earn money through admission sales, it does not operate in service to society and falls under the category of an entertainment business.

Fact

At the Met Gala in 2022, Kim Kardashian famously wore the dress that Marilyn Monroe wore in 1962 when she sang “Happy Birthday” to President John F. Kennedy. This caused an uproar among archivists and historians who felt that the dress was of such historical significance that it should have been kept in a controlled environment, free of exposure to the elements and safe from accidental damage. Critics accused Kardashian and Ripley’s Believe it or Not (the owners of the dress) of recklessness for desecrating a historic object. However, neither Kardashian nor Ripley’s did anything technically wrong. Ripley’s purchased the dress legally at auction in 2016 for $4.8 million (Schwedel, 2022). And, as a privately held, for-profit entertainment company, Ripley’s does not play by the same rules as museums. Museums are held to standards of ethics, which are set by the institution and based on industry standards, that would not allow for dresses or other objects to be loaned out in such a careless manner. Because a museum is run in service to society, it prioritizes conservation and preservation over marketing. By having a celebrity wear the dress at such a high-profile event, both Ripley’s and Kardashian were undoubtedly marketing, or promoting, themselves rather than working in service of the public  (Clary, 2022).

Museums do far more than house collections of objects. They also preserve articles of significance for posterity and for use as tools to educate the public. Because of this, museums are bodies of institutional knowledge and learning. The American Alliance of Museums (AAM) declares that museums have the power “to create learning environments that inspire our curiosity, challenge our thinking, and help us develop greater empathy and understanding” (AAM & Wilkening Consulting, 2021, p. 2). As leaders in their communities around the world, many museums aim to “play a leading role in combating hate and disinformation” (p. 2).

Additionally, ICOM defines a museum in the following way:

Open to the public, accessible and inclusive, museums foster diversity and sustainability. They operate and communicate ethically, professionally and with the participation of communities, offering varied experiences for education, enjoyment, reflection and knowledge sharing (as cited in Adams, 2022, para. 4).

ICOM adopted this definition after three years of heated debate among its membership, leading to several resignations among the council’s board and committees. It also led ICOM’s president to step down. This definition holds such importance because it formally emphasizes the responsibility of museums to act as social leaders, responsible for promoting “social justice, global equality and planetary wellbeing” (International Council of Museums, 2019, para. 5).

About L. Patrice

In 2024, L. Patrice McGahee Bell began work as the Chief Operation Officer of the Oklahoma City Black Chamber of Commerce. Prior to this role, she served as the Director of Guest Service and External Affairs at the Northwest African American Museum (NAAM) in Seattle, Washington. She found her passion for working in a museum after trying out various roles, including sales, marketing, and event planning (personal communication, May 10, 2021).

Bell found it “exciting to work at a museum, particularly one that caters to the African American community. It is important to preserve and share the often untold history of black people in the Pacific Northwest.”

The museum, housed in the historic Coleman School built in 1909, plays a vital role in archiving and showcasing this history. In addition, NAAM’s mission entails educating and entertaining visitors through events, talks, partnerships, and art exhibitions. As Bell explains, “the main gallery, Paccar gallery, and Legacy gallery, each serve a unique purpose in promoting education and engagement.”

Due to the impact of COVID-19, NAAM closed its doors to the public in March 2020. Bell and the NAAM staff adapted by offering virtual programming, partnership opportunities, and community engagement activities. The museum reopened on Martin Luther King Jr. Day, 2023, celebrating King with youth activities, food trucks, music, and exhibits highlighting local artists. They also held screenings of films about the Civil Rights Movement.

At the museum Bell oversaw programming, marketing, public relations, and the museum store. She took the opportunity to reshape the museum store, leveraging her marketing knowledge to design and introduce new merchandise. Under her leadership, store sales increased significantly in the first three months.

Bell is passionate about managing relationships, especially in the non-profit sector. She nurtures relationships with donors, partners, and the community. By forging productive relationships, such as collaborations with the Seattle Opera, she supported the museum’s mission to “spread knowledge, understanding, and enjoyment of the histories, arts, and cultures of people of African descent for the enrichment of all.”

For individuals interested in a non-profit events career, Bell recommends tying oneself to a mission rather than a specific organization. She emphasizes the value of volunteering in areas aligned with one’s passions and skills. Volunteer work provides both practical experience and networking opportunities.

Bell hails from an operations and program planning and controls background. Her experiences span aerospace, nonprofits, hotels, museums, and tech startups. A native Oklahoman, Bell graduated from Atlanta University Center Dual Degree Engineering Program. She completed her Bachelor of Science in Mathematics at Spelman College (Atlanta, GA) and her Bachelor of Science in Industrial & Management Engineering at Rensselaer Polytechnic Institute (Troy, NY). Although her educational background is technical, her passions are rooted in human connection and experience. This passion led her to complete an Associate of Applied Sciences (A.A.S.) program in Hospitality & Tourism Management at Highline College (Des Moines, WA). The goal for every job she performs is to improve each place she works, leaving the organization better for those who will come after her. She is always working to create sustainability and longevity. Bell thrives at the intersection of industrial engineering and hospitality, moving full steam ahead in that nexus.

As explained above, a museum is by definition non-profit. This upholds the integrity of the institution, ensuring that its focus is not on the commercialization of heritage objects and stories or on making a profit. However, being a non-profit organization does not preclude museums from pursuits that generate revenue through ticket sales, private event rentals, food and beverage, souvenir sales, and donations. To maintain operations, museums must generate revenue to pay for staff, programs, and maintenance.

Museums in the United States use a variety of sources to support their operations. These include governmental grants, private donations, earned revenue, and investment income. This mix of revenue is dependent on national and global economic conditions, especially with philanthropic giving, which makes museums highly volatile and budget sensitive.

Each one of these revenue streams provides career opportunities. Grant writers are often employed by museums to obtain federal, state, and local government grants. Development departments solicit donations from private donors and corporations, organize fundraising galas, and promote Giving Tuesday (the Tuesday after Thanksgiving), year-end giving (the tax savings deadline for the year for donors), and will bequests (a donation granted through a will). Earned income is generated from admission fees, store sales, private event rental, and food and beverage operations, all of which offer a career pathway. Lastly, investment income is derived from endowments, or gifted funds, that are set aside in an investment account to generate future income and require investment management to maximize revenue (Bell, 2016).

The Museum of Flight (2023) near Seattle, Washington, operates on a budget of almost $23 million, largely earned from donations and admission and retail sales.

The COVID-19 pandemic forced many museums, cultural institutions, and other public heritage sites to close to the public. Museums were especially hard hit, with 90% closing their physical doors during the height of the pandemic and as many as 1 in 8 possibly never reopening (Kasiola & Metaxas, 2023). However, the communal importance of these institutions encouraged museum staff to adapt and use their ingenuity to continue to share art, history, and culture with patrons virtually. For example, Louisiana’s Old State Capital developed a virtual field trip, complete with interactive coloring and design projects and even a virtual puzzle, to allow students an opportunity to engage while attending school from home. Baton Rouge Gallery Center for Contemporary Art developed The Flat Curve Gallery to encourage artists and emerging artistic youth to produce art related to staying home to “flatten the curve” (referring to COVID-19 cases). Online streaming events, including sessions with artists and an online auction and fundraiser, further engaged the community. Nothing can replace the in-person, hands-on experience of a museum. However, the COVID-19 adaptation to include virtual programs allowed for increased longevity and accessibility of content, enabling participants to experience a museum from all over the world and at any time.

Zoos & Aquariums

The living collections at zoos and aquariums make each unique types of museums. Zoos and aquariums house animals in enclosures for research, conservation, and public exhibition. The roles of zoos and aquariums generally fit within the following four pillars: conservation, education, research, and recreation. Zoos and aquariums provide a unique opportunity for urban residents and tourists alike to see and experience the wonders of nature on land and under the sea. Zoos and aquariums also make substantial contributions to environmental education and habitat preservation.

According to the Association of Zoos and Aquariums (AZA), the United States has 237 accredited zoos and aquariums as of March 2025. AZA is the independent accrediting organization for the best zoos and aquariums in the world. Accreditation from the AZA assures the public that the zoos and aquariums they are visiting “meet the highest standards for animal care and welfare” (para. 1). About 200 million people visit AZA-accredited zoos and aquariums each year, a figure that surpasses the combined annual attendance rates of the major professional sports leagues, such as the NFL, NBA, NHL, and MLB (AZA, n.d.-a, 2023).

Much like museums that house inanimate objects, zoos and aquariums are leaders in public education and conservation. For example, the Monterey Bay Aquarium, the second largest aquarium in the United States located in Monterey, California, is actively working to coordinate science, policy, and communication efforts focused on four key areas: Pacific Ocean wildlife and ecosystems, global fisheries and aquaculture, plastic pollution and climate change, and ocean acidification (Monterey Bay Aquarium, n.d.). In fact, they are a popular resource for the public to turn to for sustainable seafood recommendations. Their Seafood Watch program identifies environmentally responsible seafood based on scientific information. The public relies on Seafoood Watch to make better choices for their own health and the health of the ocean.

AZA-accredited zoos and aquariums have collaborated on breeding and reintroduction programs responsible for saving numerous species. Several notable examples include: California condors, black-footed ferrets, Przewalski’s horse, Ohio River Basin freshwater mussels, golden lion tamarins, and American red wolves. AZA-accredited zoos and aquariums spend an average of $230 million on field conservation projects that support more than 800 species (AZA, n.d.-a).

There are two primary ways that modern zoos support conservation of wild animals:

• Ex-situ programs, which involve management actions in captive settings (e.g., captive breeding programs)
• In-situ programs, which entail work in the species’ natural habitat (e.g., animal reintroductions or supporting anti-poaching operations in a national park).

San Diego Zoo

With visitation regularly surpassing the 4 million mark, the San Diego Zoo is the most visited zoo in the United States. Spanning 100 acres of land leased from the City of San Diego, the facility houses 4,000 animals representing more than 650 species (San Diego Zoo Wildlife Alliance, 2024). The zoo’s affiliate organization, San Diego Zoo Wildlife Alliance, is a private nonprofit organization with one of the largest zoological membership associations in the world.

The San Diego Zoo also operates the San Diego Zoo Safari Park, an expansive 2,000-acre park that features animals in more spacious, open settings compared to the zoo’s more urban 100 acres. Exhibits are mostly centered on the theme of habitats from Asia, Africa, and Australia.

Taking advantage of its pleasant year-round climate, the San Diego Zoo pioneered open-air, cageless exhibits that feature more natural animal habitats. As part of a visitation package, the zoo offers a guided bus tour that traverses the grounds. Known as the Skyfari, an overhead gondola lift provides an aerial view of the zoo.

Some have argued that zoos and aquariums are morally objectionable because many of them cage creatures in relatively small, unnatural spaces for the entirety of their lives for entertainment purposes. The argument is not without merit, as there are many zoos and aquariums not guided by AZA standards of conservation, education, and research. Even AZA-accredited facilities have been accused of not successfully fulfilling these mandates. Very few zoos or aquariums, for example, commit more than 5% of their operating budget to conservation. One notable exception is the Wildlife Conservation Society—based at the Bronx Zoo in New York—which dedicates nearly 25% of its total annual budget to conservation (Miller et al., 2004).

One study showed that zoo visitors did not express an increased sense of environmental responsibility upon exiting zoos than they had before entering (Clayton et al., 2011). In practice, people typically do not go to zoos to learn about environmental concerns. They go to be entertained, to see interesting animals, and to spend time with their children, family, and friends. Despite this criticism, seeing animals in person is a more intimate and memorable experience than seeing animals in photographs or on television and inherently fosters affinity, understanding, and empathy toward animals.

Zoos and aquariums are some of the most popular visitor attractions for a destination. More than just places of entertainment and collections of creatures, zoos and aquariums allow visitors to see land and sea animals rarely witnessed in their natural habitats. In addition, many are institutions of knowledge and research, simultaneously publicizing important issues that affect the habitats and health of humans and animals alike.

Amusement and Theme Parks

Unlike museums, amusement parks and theme parks focus on pure fun, although sometimes educational components may be incorporated. Amusement parks typically offer rides and games and are stationary, differentiating them from mobile carnivals and fairs. Theme parks are amusement parks with a central theme, such as the wild west, animals, or movies. The park’s structures, rides and games, and marketing and branding materials revolve around its main theme.

Disney’s Animal Kingdom is a zoological theme park in Orlando, Florida. While one of the most popular theme parks, it is also AZA-accredited, indicating that it has met established standards in education, conservation, and research. The park’s purpose and design reflect an effort to maximize animal welfare with a focus on environmental responsibility. For example, unlike with other Disney parks, no nighttime firework shows take place at Disney’s Animal Kingdom. No plastic straws or balloons are allowed. Conservation and breeding programs serve as a major focus of the park. And, while entertaining over 9 million visitors in 2022, the park’s messaging educates the public on issues of environmental habitat loss (Statista Research Department, 2023b).

While each type of amusement and theme park has unique characteristics, they share some commonalities. They provide experiences and activities outside of everyday life. They aim to be fun, entertaining, and sometimes educational. Visitors immerse themselves in themed environments and partake in rides, shows, exhibits, games, tours, and other attractions. The parks appeal to diverse market segments, from families to couples to corporate groups. They generate billions in annual revenue and attract hundreds of millions of visitors globally each year.

The following table lists the most popular amusement and theme parks worldwide and their attendance (in millions) from 2019 to 2022:

Note: (Statista, 2023a).

The COVID-19 pandemic temporarily shut down or reduced attendance at many amusement and theme parks. The U.S. Census Bureau reports that the estimated revenue of amusement and theme parks dropped 63% in 2020 compared to 2019, from $20.1 billion to $7.4 billion (Villarreal, 2024). Disney Parks implemented an attendance cap of 20% below pre-pandemic levels, which remained in effect through 2023 in response to increased guest satisfaction (WDWMagic, 2023).

The U.S. theme park industry is highly concentrated among a few major players. Currently, the Walt Disney Parks and Resorts parks division earned $7.9 billion in operating profit in 2022 (Kelleher, 2023) with its 12 worldwide theme parks, six of which are located in the United States at two campuses, one in California and one in Florida:

• Disneyland Resort (California)
• Disneyland
• Disney California Adventure
• Walt Disney World Resort (Florida)
• Magic Kingdom
• EPCOT
• Disney’s Hollywood Studios
• Disney’s Animal Kingdom
• Tokyo Disney Resort
• Tokyo Disneyland
• Tokyo DisneySea
• Disneyland Paris
• Disneyland Park
• Walt Disney Studios Park
• Hong Kong Disneyland
• Hong Kong Disneyland Park
• Shanghai Disney Resort
• Shanghai Disneyland

Universal Studios operates four theme parks in the U.S., including three in Florida (Universal Studios Florida, Islands of Adventure, and Volcano Bay) and one in California (Universal Studios Hollywood).

SeaWorld Parks and Entertainment operates 12 theme and water parks focused heavily on animal exhibits, shows and education. Their largest park, SeaWorld Orlando, draws around 4 million annually (Sylt, 2018). SeaWorld faced backlash over animal rights issues following the 2013 documentary Blackfish, forcing a repositioning to emphasize education, research, and conservation.

Beyond these heavyweights, Six Flags operates over 25 amusement parks across North America. Cedar Fair owns 13 amusement parks, including Cedar Point and Knott’s Berry Farm. Other major amusement park chains include Palace Entertainment and Parques Reunidos, which together operate over 50 parks worldwide.

Modern theme parks incorporate state-of-the-art rides, interactive games and shows, digital media, expanded food options from snacks to meals with characters like Mickey Mouse, unique special events like wine festivals and holiday parades, higher-end dining and dessert parties, private VIP tours, and options to skip lines through services like Disney's Genie+ service or Universal Express. Technologies like RFID (radio-frequency identification) wristbands track guest behavior to tailor offerings via apps and email. Guests can reserve ride times, order food pickup, and more. This technology enables operators to analyze traffic patterns to better distribute crowds, boosting visitor satisfaction and spending.

Industrial Attractions

An industrial attraction is a manufacturing site, agricultural site, or other operation that invites visitors to tour behind-the-scenes and watch the production process. Examples of industrial attractions include factories, mines, wineries, fish hatcheries, and farms or plantations. The company’s primary purpose revolves around its industrial operation, and the majority of employees are focused on producing a designated industrial product or set of products. However, other dedicated staff may market to tourists and craft interesting experiences for visitors. These companies have found that they can generate revenue, expand the reach of their brand, and educate visitors by inviting them to tour their facility and watch how their industrial process works.

Industrial attractions have been steadily rising in popularity in recent years, especially with farm tours, also known as agritourism. With declining profitability in farm operations, many farm owners have begun to invite visitors to participate in farming practices, such as picking berries or harvesting pumpkins. Wineries offer tours of their vineyards or prepare and serve meals at their facilities. Traditional farms allow visitors to see or engage with animals. They may also offer hay rides or farm-to-table dining. Farms involved in agritourism sometimes offer farm stays where guests are invited to spend the night on farm property. Horse or cattle ranches offer opportunities for visitors to interact with horses. These activities provide income from entrance fees as well as from direct sales of agricultural products. Agritourism income grew by 67% over the 10 years between 2007 and 2017 (U.S. Department of Agriculture [USDA], 2022), and in 2022, 28,617 farms in the United States offered agritourism and recreational services (USDA, 2024).

Manufacturing tours are also popular, especially with famous brands, such as Microsoft or Nike, that sell popular products. The Boeing airplane factory, for example, is a very popular visitor attraction in Everett, Washington, attracting over 6 million visitors from around the world since it opened in 1968 (Perrella, 2023). Opening factories to the public for tours can bring in additional revenue for a company as well as help reinforce brand loyalty. Visitors get to see the behind-the-scenes production process, which can educate and elevate public perception of a product.

About Jean

With an unparalleled love of chocolate, Jean Thompson has led Maeve, the rebranded Seattle Chocolate Company, as owner and CEO since 2001. The company, based in the state of Washington, produces high-quality, sustainable chocolate bars and truffles in colorful packaging (personal communication, December 20, 2023). Thompson is passionate about the products her company produces. She also advocates passionately for sustainable harvesting of cacao beans and works to elevate the chocolate industry as a whole.

The chocolate industry faces many challenges in relation to the production of the cacao beans that are made into chocolate. Cacao farmers are typically impoverished, and the drive to increase cacao production often results in the destruction of rainforests. Demand for chocolate outpaces supply. As a result, Thompson works to showcase chocolate as an artisan product deserving of a price that enables cacao growers to earn a living wage. As Thompson explains:

I opened my factory at Seattle Chocolate [rebranded Maeve in 2025] for tours because I want to bring people in and educate them about chocolate and to understand the journey of a cocoa bean from the farm where it is grown to the finished chocolate bar on your local grocery store shelf. I believe this is the first step to appreciate chocolate as both delicious and nutritious and … [to appreciate] its rich layers of flavor and nuance based on terroir, fermentation, and roasting as well as fun flavors.

The Maeve factory in Tukwila, Washington, invites visitors to learn how chocolate is made and provides tastings that explore chocolate’s complexity and flavor nuances. According to Maeve’s website, visitors are taken into the manufacturing facility where they “get a bird’s eye view of our 60,000 sf factory from our hot pink mezzanine” and “finish with a blind taste test of some of our favorite Maeve and jcoca flavors” (Maeve, n.d.). The company also hosts community events such as wine and chocolate pairings and a family-friendly Haunted Chocolate Factory for Halloween, where guests brave the darkened factory searching for clues to solve a mystery and are rewarded with chocolate.

About Jean Thompson:

The Nisqually earthquake that hit Puget Sound, Washington, in 2001 left the young and struggling Seattle Chocolate Company in ruins. As an early investor with a strong tech marketing background, Thompson took over the daily operations of the company as owner and CEO (personal communication, December 20, 2023). Her determination, willingness to learn and adapt, and curiosity enabled her to turn the company within nine years. According to Maeve’s new website, the evolution of Seattle Chocolate into Maeve

began as a conversation between Jean and her daughter, Ellie. Ellie essentially grew up in the chocolate factory (an actual dream come true) and officially joined the company in 2019. Maeve (named after a fiery first-century Irish warrior queen) may have started as a pipe dream between the two, but quickly became a reality as they realized the impact our small-but-mighty Seattle brand could have nation-wide. Ultimately, our goal is to give as many consumers as possible an ethical, delicious, and FUN choice when buying chocolate.

Driven by her devotion to ethical, sustainable sourcing, Thompson launched jcoco chocolate in 2012. With both brands, Jean hopes to elevate the chocolate industry as a whole through innovative flavor combinations and consumer education. Jean is also using the popularity of chocolate to empower customers to make a difference: jcoco donates 10% net profits to cocoa farmers.

In December 2019, Jean delivered a TEDx talk entitled “Imagine a World Without Chocolate” sharing her vision of a chocolate renaissance. Jean was named to Inc.’s 2022 100 Female Founders list and serves as vice president of the Fine Chocolate Industry Association (FCIA) board. Jean has always been passionate about doing the right thing when it comes to business practices. In 2022 Jean led the charge for the entire company to become carbon neutral and earned the City of Tukwila’s Recycler of the Year in 2023.

Attributions

1. Figure 7.9: JFK and Marilyn Monroe 1962 by Cecil W. Stoughton, official White House photographer in the Public Domain; This work is in the Public Domain in the United States because it is a work prepared by an officer or employee of the United States Government as part of that person’s official duties under the terms of Title 17, Chapter 1, Section 105 of the US Code.
2. Figure 7.10: Grand Canyon National Park Tusayan Ruins Tour by Grand Canyon NPS is released under CC BY 2.0
3. Figure 7.11: Patrice McGahee-Bell © Patrice McGahee-Bell Used with permission.
4. Figure 7.12: Average Mix of Funding Sources for U.S. Museums by Ezra Leigh, for WA Open ProfTech, © SBCTC, CC BY 4.0
5. Figure 7.13: Private Event at The Museum of Flight, Tukwila, Washington © Ted Heutter Used with permission.
6. Figure 7.14: The Museum of Flight’s 2022 Operating Revenues and Expenditures © Museum of Flight Used with permission.
7. Figure 7.15: Ben and the Giraffe’s by Alby Headrick is released under CC BY 2.0
8. Figure 7.16: Black-footed Ferret Release at Rocky Mountain Arsenal National Wildlife Refuge by USFWS Mountain Prairie is released under CC BY 2.0
9. Figure 7.17: San Diego Zoo Safari Park by cultivar413 is released under CC BY 2.0
10. Figure 7.18: Seattle Aquarium by Scott Beale/Laughing Squid is released under CC BY-NC-ND 2.0
11. Figure 7.19: Tree of Life, Disney’s Animal Kingdom by Jedi94 is released under CC BY-SA 4.0
12. Figure 7.20: Mickey & Friends and the Disneyland Band in front of Sleeping Beauty Castle by Loren Javier is released under CC BY-ND 2.0
13. Figure 7.21: VR Coaster Train at Six Flags New England by Thomas Wagner is released under CC BY-SA 2.0
14. Figure 7.22: Black Birch Vineyard Tour by Massachusetts Office of Travel and Tourism is released under CC BY-ND 2.0
15. Figure 7.23: Maeve, formerly Seattle Chocolate Factory, in Tukwila, WA © Explore Seattle Southside, Seattle Chocolate. Used with permission.
16. Figure 7.24: Jean Thompson, CEO, Seattle Chocolate © Seattle Chocolate. Used with permission.