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This unit looks at innovative cultural and heritage management and its role within the cultural tourism industry. Throughout the unit, students will gain an awareness of the growth and development of the cultural and heritage tourism industry, and the issues attached to developments of cultural and heritage destinations and attractions, in both the natural and built environment. They will gain knowledge on the past, present and future of cultural tourism, and the relationship between traditional and contemporary culture.
The unit will also offer students an opportunity to develop their
own entrepreneurial and creative skills when planning for the management of a
cultural and heritage tourism development. They will have the opportunity to
investigate innovative ideas on how culture and heritage can be interpreted and
made accessible to a wide audience with the use of modern technology. When
planning for cultural and heritage development, students will analyse how
organisations and the host community collaborate to minimise negative impacts
and utilise positive impacts for growth and development.
By the end of this unit students will be able to:
Defining cultural tourism:
The definition of culture and different concepts of culture High versus low culture
The shift from traditional cultural consumption to heritage, popular culture and living cultural attractions
The meaning of heritage and heritage tourism e.g. living cultural heritage, dark heritage and built heritage
Growth and development by typology:
Typologies of tourism, specifying regions of specific cultural and heritage interest
Tangible and intangible cultural and heritage tourism products and experiences
The heritage spectrum as an overlapping concept
Motivation of tourist:
The cultural tourist profile and typology of cultural tourist’s roles
Intrinsic and extrinsic motivations of cultural tourists: escapism, allocentric disposition (Plog), exoticism, experiential metempsychosis e.g. ritualistic behaviour, explorer/drifter (Cohen)
The heritage tourist profile
Contemporary trends in cultural and heritage tourism:
Global trends in cultural tourism and destination management
Statistical data trends in cultural and heritage tourism for destinations, regions and areas
Experiential tourism and authenticity
Niche developments e.g. dark tourism, religious heritage and eco-museums
Role and purpose of innovative cultural and heritage tourism:
Meeting different stakeholder requirements e.g. for education, research, recreation, entertainment
Status versus the industry e.g. regeneration, income generation,
market positioning
Innovative interpretation and creativity:
Different methods of interpretation including enactments e.g. role-play, performance, stories, tours, drama, carnivals and festivals
The use of audio-visual and other sensory techniques to recreate intangible cultural experiences
The impact of interactive digital technology on creating personalised experiences of cultural and heritage tourism
Interactive websites e.g. virtual tours and use of innovative 3D images Multi-media platforms for accessibility and information
Creating the imagescape through innovative design
Innovative packaging of cultural and heritage tourism:
Developing cultural trails and routes, creating cultural sightseeing itineraries and tours
The purpose and development of trails and routes
Developing hotel and ticket packages e.g. theatre breaks/themed weekends Use of destination smartcards to promote cultural resources
Issues and challenges:
Applying the PESTLE framework: political, economic, socio-cultural, technological, legal and environmental
Issues of commodification, exploitation, staged authenticity and selective interpretation
Conservation versus visitation
Heritage under threat from tourism and exploitation
Positive and negative impacts on:
The organisation/destination, the environment, the host community, the tourist
Conservation and preservation versus commercialisation and growth of
visitors
Planning of cultural and heritage tourism:
Rationale, creative interpretation of culture, sustainability in the use of area/site/building, spatial planning and landscaping, and the consideration of challenges and issues (PESTLE)
Funding for cultural and heritage tourism projects
Developing the visitor management plan:
The purpose of a visitor management plan
Situational analysis and the importance of understanding visitor audiences, issues and trends
Establishing appropriate vision and mission statements, goals and objectives Shaping the strategic direction and setting strategic goals and strategies Tactical implementation and action planning
Methods of monitoring and evaluating the overall effectiveness of the visitor management plan
Strategic management of cultural and heritage tourism:
Devising appropriate mission statements and goals that balance the drivers of commercialism and sustainability
Tools and techniques for measuring and managing sustainability e.g. carrying capacity, environmental impact risk assessment and use of sustainable indicators
Controlling demand and flows of visitors e.g. pricing policies and strategies, ticketing, permits and licensing
Niche marketing and de-marketing during peak seasons
The importance of partnerships and collaboration for managing cultural and heritage tourism
Operational management of cultural and heritage tourism:
Tools and techniques for visitor control: charging, activity zoning, use of signs, mobile devices and guides to ease congestion, park and ride
Queuing techniques e.g. allocated time slots, fast-track service queues, entertaining visitors
Staff training in cultural identity and cultural diversity
Hard management
versus soft visitor management techniques
| Pass | Merit | Distinction |
| LO1 Explore the growth and development of cultural and heritage tourism | ||
| P1 Examine the growth and development of the cultural and heritage tourism industry P2 Analyse the factors that influence the motivation of tourists to visit and experience cultural and heritage tourism attractions, destinations and activities | M1 Critically analyse the growth and development of cultural and heritage tourism attractions, destinations and activities driven by tourism demand | D1 Critically analyse the growth and development of cultural and heritage tourism attractions, destinations and activities, justifying future recommendations for improvements |
| LO2 Investigate innovative ideas for presenting and interpreting cultural and heritage tourism | D2 Critically evaluate different types of interpretation methods applied by a specific cultural or heritage tourism attraction and make recommendations for improvements | |
| P3 Discuss how cultural and heritage tourism is portrayed, presented and developed through the use of creativity and innovation P4 Examine a specific type of cultural or heritage tourism attraction, its’ role and purpose and how this is portrayed and presented to an intended audience through creative and innovative techniques | M2 Evaluate different types of interpretation methods applied by a specific cultural or heritage tourism attraction | |
| LO3 Analyse cultural and heritage tourism issues and their impacts | ||
| P5 Analyse a range of different issues and challenges affecting areas/activities of a specific cultural or heritage tourism attraction P6 Analyse how working collaboratively with stakeholders supports sustainable objectives to minimise negative impacts | M3 Critically analyse how stakeholders interrelate and work together to minimise negative impacts and utilise positive impacts for growth and development for a specific cultural or heritage tourism attraction | D3 Make valid recommendations on how a specific cultural or heritage tourism attraction could further minimise its negative impacts to meet the overall sustainable objectives |
| Pass | Merit | Distinction |
| LO4 Plan for the sustainable development and management of cultural and heritage tourism | D4 Produce a strategic visitor management plan that critically evaluates the visitor experience and provides justified strategies and actions for enhancing and improving the visitor experience to meet sustainable objectives | |
| P7 Produce a visitor management plan for a specific cultural or heritage tourism destination or attraction P8 Devise management strategies to be put in place as part of the integral plan for development to meet objectives | M4 Produce a visitor management plan that enhances and improves the visitor experience to meet sustainable objectives |
Recommended resources
DU CROS, H. and MCKERCHER, B. (2014) Cultural Tourism. 2nd ed. Oxford: Routledge.
EDELHEIM, J. (2016) Tourist Attractions: From Object to Narrative (Tourism and Cultural Change). Bristol: Channel View Publications.
MCORMICK, R. (2014) Marketing Cultural and Heritage Tourism: A World of Opportunity. Oxford: Routledge.
YUPARK, H. (2013) Heritage Tourism. Oxford: Routledge.
| www.culturaltourism-network.eu | European Cultural Tourism Network (General Reference) |
| www.darktourism.org | The Dark Tourism Forum (General Reference) |
| www.iaapa.org | The International Association of Amusement Parks and Attractions (General Reference) |
| www.icomos.org | International Council on Monuments and Sites (General Reference) |
| www.tram-research.com | Global Cultural Tourism Research Atlas (General Reference) |
Links
This unit links to the following related units:
Unit 8: Visitor Attraction Management
Unit 20: Tourism Consumer Behaviour and Insight
Unit 25: Strategic Destination Planning
Unit 31: Innovative Curation, Interpretation and Education
Unit 40: Special Interest Tourism