Cultural Tourism

Cultural Tourism remains the only book to bridge the gap between cultural tourism and cultural and heritage management. The first edition illustrated how heritage and tourism goals can be integrated in a management and marketing framework to produce sustainable cultural tourism. The current edition takes this further to base the discussion of cultural tourism in the theory and practice of cultural and heritage management (CM and CHM), under the understanding that for tourism to thrive, a balanced approach to the resource base it uses must be maintained. An ‘umbrella approach’ to cultural tourism represents a unique feature of the book, proposing solutions to achieve an optimal outcome for all sectors.

Reflecting the many important developments in the field this new edition has been completely revised and updated in the following ways:

New content on increasingly relevant topics including sustainability, climate change, the threat of de-globalization, overtourism and social media.

New sections on experience creation, accessibility and inclusivity, as well as expanded material on creative industries and new management challenges.

New international case studies and tried-and-tested assignment exercises have been added to every chapter.

Written by experts in both tourism and cultural heritage management, this book will enable professionals and students to gain a better understanding of their own and each other’s roles in achieving sustainable cultural tourism. It provides a blueprint for producing top-quality, long-term cultural tourism products.

Table of Contents

Contents

　

List of plates

List of figures

List of tables & boxes

Acknowledgements

Abbreviations

　

Part A Setting the context –

1 Introduction: defining cultural tourism

What is cultural tourism?

2 Challenges in achieving sustainable cultural tourism

Introduction

The challenge of triple/quadruple bottom line sustainability

The challenge of climate change

Parallel evolution of tourism and cultural management

Collaborators or competitors?

Relationships between tourism and cultural management

The consequences

3 Issues, benefits, risks and costs

Introduction

Community

Cultural tourism and enhanced quality of life

Costs associated with cultural tourism

Optimizing benefits and minimizing impacts?

Part B Cultural Assets

4 Cultural heritage management principles and practice (with special reference to World Heritage)

Introduction

Cultural heritage management

Management challenges

World Heritage

Conclusion

5 Tangible cultural heritage

Introduction

Conventions, codes, charters and declarations

A four stage planning process

6 Intangible cultural heritage and creative arts

Introduction

Conventions, codes, charters and declarations

A three stage approach to safeguarding intangible cultural heritage

Contemporary culture and the advent of creative tourism

Part C Tourism, the tourist and stakeholders

7 How tourism works

Introduction

The nature of tourism

Conclusion

8 The cultural tourism market: a cultural tourism typology

Introduction

Cultural tourists

Segmenting the cultural tourism market

A cultural tourist typology – centrality of motive and depth of experience

Implications for cultural tourism

A few words of caution about numbers that appear too good to be true

9 Tourism attraction system, markers and gatekeepers

Introduction

Tourist attraction systems

Markers

Gatekeepers and knowledge brokers

Effect of multiple gatekeepers on the message passed to the tourist

Part D Products

10 Cultural tourism products

Introduction

Cultural assets as tourism products

Products as attractions

Strangeness vs. familiarity, the environmental bubble and the necessity of standardizing and commodifying products

Conclusions

　

11 Assessing product potential

Introduction

Considering the wider context

Understanding the asset in its setting

Asset specific considerations: place and cultural spaces

Stakeholder and consultation issues

People, skills and financial resources

Conclusion

12 Market Appeal/Robusticity Matrix: a site specific auditing tool

Introduction

The Market Appeal

Robusticity a site specific auditing tool

Introduction

The market appeal/robusticity matrix

Operationalization – a two step process

Conclusion – a precursor to site and experience management

Part E Operationalization

13 Framework for understanding what is necessary for a successful attraction

Introduction

Success factors

Development options

Building

Packaging and bundling

Clustering and precincts

Linear or circular routes and networks

Rebranding/creating a specific cultural tourism product area or network

Festivals and events

Creating memorable experiences

Tell a story

Make the asset come alive

Make it participatory

Focus on quality

Make it relevant to the tourist

14 Applying planning and management frameworks

Introduction

Planning

Situation analysis

Establishment of an overall mission of vision and goal getting

Creation of action plans

Marketing

Planning for greater access

A world on demarketing

Evaluation and feedback mechanisms

15 Experience creation

Introduction

What is interpretation and what are the benefits of good interpretation?

The ICOMOS interpretation charter

Goal of interpretation and success factors

The interpretation process

Tactics to create peak experiences

The medium is the message

ICT

Epilogue

Improvements needed

Challenges still remain

Some general observations

A few possible research areas

Glossary

References

Index/