Strategic marketing planning for heritage tourism

A conceptual model and empirical findings from two emerging heritage regions

Claire Mccamley, Audrey Gilmore

Research output: Contribution to journalArticle

2 Citations (Scopus)

Abstract

This paper examines the process of strategic marketing planning for heritage tourism; an inherently complex and fragmented system, requiring a coordinated approach among a range of stakeholders. A conceptual model, detailing key stakeholders and specific strategic functions, as well as a prescribed method of coordination, is presented. Two regions were investigated using a qualitative methodology, which examined five strategic documents and consisted of depth interviews with 11 key informants from the tourism industry. Key findings indicate that weak coordination, in terms of strategic marketing planning, has negative implications for heritage tourism marketing concerning four key strategic functions; strategic orientation, resource allocation, product service development and destination promotion. The paper emphasises the importance of strategic marketing planning for each function and considers the role of the public sector in terms of providing strategic direction. Furthermore, the paper highlights the potential difficulties of engaging in heritage tourism development in a non-traditional destination.
Original languageEnglish
Pages (from-to)156-173
Number of pages18
JournalJournal of Strategic Marketing
Volume26
Issue number2
Early online date22 Jun 2016
DOIs
Publication statusPublished - 2016

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Heritage
Strategic marketing
Conceptual model
Marketing planning
Heritage tourism
Destination
Stakeholders
Public sector
Tourism industry
Qualitative methodology
Strategic orientation
Tourism marketing
Service development
Resource allocation
Nontraditional
Tourism development

Cite this

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abstract = "This paper examines the process of strategic marketing planning for heritage tourism; an inherently complex and fragmented system, requiring a coordinated approach among a range of stakeholders. A conceptual model, detailing key stakeholders and specific strategic functions, as well as a prescribed method of coordination, is presented. Two regions were investigated using a qualitative methodology, which examined five strategic documents and consisted of depth interviews with 11 key informants from the tourism industry. Key findings indicate that weak coordination, in terms of strategic marketing planning, has negative implications for heritage tourism marketing concerning four key strategic functions; strategic orientation, resource allocation, product service development and destination promotion. The paper emphasises the importance of strategic marketing planning for each function and considers the role of the public sector in terms of providing strategic direction. Furthermore, the paper highlights the potential difficulties of engaging in heritage tourism development in a non-traditional destination.",
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