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Marketing Heritage Tourism

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Presentation on theme: "Marketing Heritage Tourism"— Presentation transcript:

1 Marketing Heritage Tourism

2 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

3 Supply and Demand in Marketing
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.

4 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.

5 The numbers are not the message
Often assessment is Number of visitors Economic impact 3. Visitor satisfaction

6 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.

7 Who is the target market?

8 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?

9 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

10 The role of research in marketing
Must be customer focused Outcome oriented Must understand Product offering The target market Underlying industry conditions

11 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.

12 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)

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