Cultural Tourism: The Partnership between Tourism and Cultural Heritage Management

Hadyn Ingram (International Journal of Contemporary Hospitality Management)

International Journal of Contemporary Hospitality Management

ISSN: 0959-6119

Article publication date: 1 December 2003

2999

Citation

Ingram, H. (2003), "Cultural Tourism: The Partnership between Tourism and Cultural Heritage Management", International Journal of Contemporary Hospitality Management, Vol. 15 No. 7, pp. 413-413. https://doi.org/10.1108/09596110310496060

Publisher

:

Emerald Group Publishing Limited

Copyright © 2003, MCB UP Limited


The authors suggest that cultural tourism has been around for a long time, and is the “oldest of the ‘new’ tourism phenomena”. However, since the 1970s, cultural tourism has begun to be recognized as a tourism product category with potential, rather than a niche and specialized activity. The authors venture to suggest that between 35 and 70 per cent of international travellers are now considered cultural tourists, and this has started a tourism bandwagon on to which many destinations would like to climb. But how can this term be defined? McKercher and du Cros suggest that cultural tourism represents tourism which is derived (from special interests), motivational (by varied wants), experiential (aspirational) and operational (participation in visiting cultural destinations). Cultural destinations can be very diverse, including historical, artistic, scientific, lifestyle, heritage and social offerings. Such tourism destinations have become fashionable as disposable income grows and information is made even more immediately available.

The authors set the scene by outlining challenges to sustainable cultural tourism and reminding the reader that this product is, after all, one form of tourism. As such, it is a commercial, experiential and demand‐driven activity which must provide the tourist with a compelling reason to visit the destination. Further, systematic care must be taken to maintain the destination for the present and the future, and this is the basis of cultural heritage management.

Distinction is made between tangible and intangible heritage. The tangible kind includes physical assets such as historic towns, buildings, archaeological sites and cultural landscapes. Intangible heritage is represented by “softer” aspects of culture, people and traditions. Both aspects need careful management, but one wonders which is most frail and easily lost? The authors outline the “commodification” of cultural tourism, with some interesting chapters which characterize and typologize this activity. As with any tourism product, it must be communicated to interested parties via “gatekeepers” or intermediaries who hold the information about the place.

After ten introductory chapters, McKercher and du Cros present their view that the great challenge is to integrate cultural heritage and tourism management needs such that the destination remains sustainable. There should, in their view, be regular assessment and asset auditing and planning, and suitable models and procedures are suggested. They further hold that marketing should be seen, not as a sales maximization process, but as a responsible and customer‐focused activity which assists in attaining wider organizational goals. The final chapter offers some case studies and examples of the presentation and management of heritage sights.

In summary, this is a book which has much to say in an accessible way on the subject. Perhaps the content could have been structured more logically and summarized in a concluding chapter, but many hospitality and tourism students and professionals will find much that is interesting and informative.

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