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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- Department of Logistics, Marketing, Hospitality and Analytics - Subject Group Leader (Research and Enterprise) (SGL R&E)
- Huddersfield Business School
- Centre for Sustainability, Responsibility, Governance and Ethics - Member