Page 100 - Studia Universitatis Hereditati, vol. 5(1) (2017)
P. 100
dia universitatis her editati, letnik 5 (2017), številk a 1 100cy making, market communication and the dissis of the internal and external environment, de
tribution of ideas, services and goods in order to termination of objectives, selection of marketing
hereditatiachieve the individual goals of customers / usersstrategies, implementation and monitoring, re
(usually by meeting their needs) and the goals of spectively assessment of the performance of the
the organization. It should be stressed that these activities.
goals are not necessarily of financial nature. To
the above, »socially responsible marketing« Thus, we should begin with the analysis of
adds also the consideration of the interests of our organization and its resources. We need to
other stakeholders (local communities, employ ask ourselves where are we currently, and where
ees) and concern for the natural environment. we would like to be, what resources represent
As Hannahs (2003) establishes in the context our strengths and what are our weaknesses (is
of underwater architectural heritage: »It is not that the personnel or their competences, financ
a part of archaeological discipline to provide the es or anything else)? It may be the heritage it
general public with more and better opportuni self - not all heritage can be developed into the
ties to access cultural resources«, nor they have tourist attraction.4 Or, if we go one step further:
been trained to do it. That is the task for other “worth of seeing” does not always mean “worth
- marketing - professions. DiMaggio (in Rent of visiting”. The visit is related to some finan
schler, 2010) similarly claims that nonprofit in cial and non-financial costs (time, stress, etc.),
stitutions are not non-market institutions. which can discourage potential visitors from
visiting our site. In the second phase, we need
Chhabra (2010) in her book »Sustainable to examine our market and non-market exter
Marketing of Cultural and Heritage Tourism« nal environment. Who are our potential visi
defines marketing as: “The process sought to ex tors, how many are they, and what their charac
change ideas, relationships and products with teristics are (where do they come from, how can
various public stakeholders and stakeholders they be segmented, what are their motives, “pur
with goals to enhance attendance, income, edu chase” habits, etc.), who represents our compe
cation and interactive engagement with custom tition, with whom we can connect/collaborate,
ers while promoting sustainable environments what the legal framework of our organization
and society interests at large for the enjoyment is and how the local community perceives us.
of both current and future generations.” Next comes the goals setting. They should not
be too many, they must be clearly set (if possi
Of course, there are some specifics of herit ble quantified) and time-defined. Some possi
age marketing comparing to the marketing of or ble goals are: increase in the number of visitors,
dinary market goods. Heritage bears an impor restriction of visits, better informed local com
tant cultural value for the local community, and munity, more income, changed structure of vis
is quantitatively and spatially, in some cases also itors, de-seasonalization, etc. In order to achieve
time-limited. It is vulnerable - both in physical these goals, it is necessary to specify the opera
and symbolic terms. However, taking into ac tors, the necessary resources and activities (e. g.
count these specifics, we can benefit much by us joining some associations, collecting the fee, ad
ing marketing tools, such as market segmenta vertising, merchandising, etc.). The final stage
tion, targeting and positioning, marketing plan, is, of course, controlling/assessment and possi
branding, etc. for tourism valorization of herit ble corrections/adaptation of the plan. The key
age.3 stage of the marketing plan is goals setting. They
must not be contrary to the interests of any of
Let us look for example just the market the relevant stakeholders. With (possibly) neces
ing plan. Despite its apparent banality, this tool sary adjustments, such an approach enables effi
can constitute a good basis for reflection and de
cision-making. The stages of the plan are analy 4 Apostolakis, “Convergence Process in Heritage Tourism.”
3 Veverka, “Marketing Basics.”
tribution of ideas, services and goods in order to termination of objectives, selection of marketing
hereditatiachieve the individual goals of customers / usersstrategies, implementation and monitoring, re
(usually by meeting their needs) and the goals of spectively assessment of the performance of the
the organization. It should be stressed that these activities.
goals are not necessarily of financial nature. To
the above, »socially responsible marketing« Thus, we should begin with the analysis of
adds also the consideration of the interests of our organization and its resources. We need to
other stakeholders (local communities, employ ask ourselves where are we currently, and where
ees) and concern for the natural environment. we would like to be, what resources represent
As Hannahs (2003) establishes in the context our strengths and what are our weaknesses (is
of underwater architectural heritage: »It is not that the personnel or their competences, financ
a part of archaeological discipline to provide the es or anything else)? It may be the heritage it
general public with more and better opportuni self - not all heritage can be developed into the
ties to access cultural resources«, nor they have tourist attraction.4 Or, if we go one step further:
been trained to do it. That is the task for other “worth of seeing” does not always mean “worth
- marketing - professions. DiMaggio (in Rent of visiting”. The visit is related to some finan
schler, 2010) similarly claims that nonprofit in cial and non-financial costs (time, stress, etc.),
stitutions are not non-market institutions. which can discourage potential visitors from
visiting our site. In the second phase, we need
Chhabra (2010) in her book »Sustainable to examine our market and non-market exter
Marketing of Cultural and Heritage Tourism« nal environment. Who are our potential visi
defines marketing as: “The process sought to ex tors, how many are they, and what their charac
change ideas, relationships and products with teristics are (where do they come from, how can
various public stakeholders and stakeholders they be segmented, what are their motives, “pur
with goals to enhance attendance, income, edu chase” habits, etc.), who represents our compe
cation and interactive engagement with custom tition, with whom we can connect/collaborate,
ers while promoting sustainable environments what the legal framework of our organization
and society interests at large for the enjoyment is and how the local community perceives us.
of both current and future generations.” Next comes the goals setting. They should not
be too many, they must be clearly set (if possi
Of course, there are some specifics of herit ble quantified) and time-defined. Some possi
age marketing comparing to the marketing of or ble goals are: increase in the number of visitors,
dinary market goods. Heritage bears an impor restriction of visits, better informed local com
tant cultural value for the local community, and munity, more income, changed structure of vis
is quantitatively and spatially, in some cases also itors, de-seasonalization, etc. In order to achieve
time-limited. It is vulnerable - both in physical these goals, it is necessary to specify the opera
and symbolic terms. However, taking into ac tors, the necessary resources and activities (e. g.
count these specifics, we can benefit much by us joining some associations, collecting the fee, ad
ing marketing tools, such as market segmenta vertising, merchandising, etc.). The final stage
tion, targeting and positioning, marketing plan, is, of course, controlling/assessment and possi
branding, etc. for tourism valorization of herit ble corrections/adaptation of the plan. The key
age.3 stage of the marketing plan is goals setting. They
must not be contrary to the interests of any of
Let us look for example just the market the relevant stakeholders. With (possibly) neces
ing plan. Despite its apparent banality, this tool sary adjustments, such an approach enables effi
can constitute a good basis for reflection and de
cision-making. The stages of the plan are analy 4 Apostolakis, “Convergence Process in Heritage Tourism.”
3 Veverka, “Marketing Basics.”
