Transcript Marketing Heritage Tourism

Marketing Heritage Tourism
Understanding Marketing
Marketing is the process of communicating the value of a
product or service to customers, for the purpose of selling the
service
Marketing is not sales maximization
Marketing is not advertising and promotion.
Marketing is part of the management plan, but implements the
mission and capacity identified in the management plan.
Marketing should achieve goals of the management plan and
Develop facilities and services as tourism products
Identify potential travelers and their needs and wants
Price their products
Communicate their appeal to target markets
Deliver them to their customers’ satisfaction
Supply and Demand in Marketing
Demand:
Increased interest in culture, particularly as a source of identity and
differentiation in the face of globalization.
Growing levels of cultural capital, stimulated by rising education levels.
Aging populations in developed regions.
Postmodern consumption styles, emphasizing personal development rather
than materialism.
Supply:
Development of cultural tourism to stimulate jobs and income.
Cultural tourism was seen as a growth market and “quality” tourism.
An increasing supply of culture as a result of regional development.
The growing accessibility of information on culture and tourism through
new technologies.
De-marketing assets
Marketing can be used to promote or discourage who visits and
hone the message about what visitors should expect.
Help maintain sustainability of assets
Many people given marketing responsibility have little real
knowledge of marketing
Few cultural tourism attractions have formalized marketing plans
with clearly-stated goals and objectives
Most attractions respond to consumer and travel trade demand,
rather than leading it.
The numbers are not the message
Often assessment is
1. Number of visitors
2. Economic impact
3. Visitor satisfaction
What is unique about heritage tourism marketing?
Non-financial objectives have equal or stronger roles in the overall set of
objectives than financial goals.
Conservation, education, awareness building, creating pride in one's past, or even
religious contemplation
Tourists and local residents share the asset
Failure to recognize asset must be managed, at least in part for tourism use.
Who is the target market?
Thinking Strategically
1. What products do I choose to offer? Core benefit
2. What products do I choose not to offer?
3. What markets do I choose to target? What type of tourists
4. What markets do I choose not to target?
5. What competitors do I choose to compete with? positioning the asset
as a preferred place to visit
6. What competitors do I choose to avoid?
Sustainable Competitive Advantages
They are substantial enough to make a difference; a marginal
advantage is meaningless.
They are sustainable in the face of competitor reaction; in other
words, they are immune to competitor actions.
They must be real or perceived to be real by the consumer and must
also be seen to be valuable to the consumer.
They form a central platform in the overall positioning of the product.
They must be rare among current competitors
The role of research in marketing
Must be customer focused
Outcome oriented
Must understand
Product offering
The target market
Underlying industry conditions
The Four Ps: The Marketing Mix
Marketing mix is “the mixture of controllable marketing variables that
the firm uses to pursue the sought level of sales in the target
market.”
Product-- control the core product, and thus the experience, to reach
the target audience. (food is important)
Price-- commensurate with the quality of experience, to increase or
reduce access
Place -- distribution channels
Promotion--to prompt people into positive action after they have
received information about the attraction. Effective communication
will enable attractions to effectively segment the market and send
messages that will appeal to the desired type of visitor.
Marketing is more than simply sales
It forms part of the overall management plan.
It is a tactical tool used to accomplish management objectives,
including both financial and non-financial goals
To be effective it must be
Focused tightly
Strategic in its orientation
Based on a sound understanding of the marketplace. (must
have research)