CULTURAL HERITAGE TOURISM A SUSTAINABLE STRATEGY October 27

CULTURAL HERITAGE TOURISM: A SUSTAINABLE STRATEGY October 27, 2010 – Sustainable Tourism Laboratory Blackstone River Valley Tourism Council, Rhode Island

Background Culture & heritage was not recognized as U. S. “travel activities” until 1995, although destinations have focused on these assets for centuries New definitions, principles and efforts to integrate and distinguish cultural, heritage and natural assets launched 20 years ago as an alternative to mass-market, manufactured tourism

Cultural Heritage Tourism Definitions Partners in Tourism Based on the mosaic of places, traditions, art forms, celebrations and experiences that define this nation and its people, reflecting the diversity and character of the U. S. National Trust Traveling to experience the places and activities that authentically represent the stories and people of the past and present. It includes historic, cultural and natural attractions.

The Power of “Place” Historic ASSET S Cultural Natural

The Cultural Heritage Traveler 78% of all U. S. leisure Older travelers More Affluent = 118. 3 million adults Educated annually Source: Mandala Research 2009 Often Married Frequent traveler – 5. 01 leisure trips vs. 3. 98 Spend more – $994 vs. $611

The New Cultural Heritage Traveler Prefer leisure travel that is educational Spend more money on cultural and heritage activities Want to engage with locals; “do” something Will travel farther to get the experience § § § On-line important for: Trip planning Community engagement Consumer content generation

Top activities 1. 2. 3. 4. 5. 6. 7. 8. Visiting historic sites (66%) Participating in historical reenactments (64%) Visiting art museums/galleries (54%) Attending an art/craft fair or festival (45%) Attending a professional dance performance (44%) Visiting state/national parks (41%) Shopping in museum stores (32%) Exploring urban neighborhoods (30%) Source: Mandala Research 2009 Museum Store Statistics: Average Visitation 85, 000 visitors Annual Sales $200, 000 + Up 16. 5% since 2006 Source: 2009 Museum Store Association Retail Industry Report

The Global Appeal Source: Americans for the Arts 2007; Tourism Industries, US Dept of Commerce § 1/3 of all international visitors to the U. S. engage in an historic activity § the international cultural traveler’s length of state is just over 3 nights longer than general international visitors to the U. S.

Non-local Audiences Spend 2 x More Survey of 95, 000 visitors to arts and cultural events shows appeal, interest and impact Source: Americans for the Arts

Destination Immersion & Impact Engage in all types of activities: Place to eat Place to shop Place to tour Place to sleep Visitor services Transportation Source: Americans for the Arts

General Trends in Tourism Increased competition, increased demand Different types of destination, different return on investment Homogenization of product forcing destinations to define “unique selling proposition” Pressure to balance visitor needs with resident desires, environmental impact

Trend 1: Survival = Store, Door, More Creative solutions to increase visitation, cut costs, enhance service More interactive programming, experiences for all ages Focus on local, regional residents, VFR New Survival Kit profiles creative Cultural Heritage Tourism strategies: www. preservationnation. org/survival-toolkit

Trend 2: Regional Partnerships Thematic trails to increase capacity, critical mass to encourage “linger longer” Multi-day, multi-destination itineraries – no boundaries, no borders = seamless travel experiences Non-traditional partners, cross-marketing strategies

Trend 3: Designation Branding Heritage Areas Scenic Byways Distinctive Destinations Preserve America Communities Capitals/ European Cities of Culture World Heritage Sites Geoparks

Trend 4: Immersive Storytelling Focus on major events, commemorations as “hook” Rotate exhibits, profile different programs to attract repeat visitors Integration into whole experience Viral, social media

Sustainable Cultural Heritage Tourism Competitive advantage for destinations Increases local benefit Focuses on long-term ROI Opportunity for collaboration and to leverage partnerships Demand for authentic experiences rising among high-valued visitors

Sustainable Cultural Heritage Tourism Development • Visitation: Less > More Capacity • New ROI Model for Measurement Authenticity • Credibility of Experience • Competitive Advantage • Consistency of Products, Services Quality • Opportunity to Exceed Expectations Balance of Benefits: Resident, Resource, Visitor

Five Guiding Principles Collaborate Preserve & Protect Resources Make Sites & Programs Come Alive Find the Fit between Community & Tourism Focus on Authenticity and Quality Source: National Trust for Historic Preservation

Managing Cultural Heritage Tourism Programs An Integrated Approach Tourism DMOs Planning Offices, Architects Transportation Agencies Marketing Departments Preservation & Conservation Agencies Interpretation Programs (Arts & Humanities) Recreation & Parks Business & Finance Government/ Elected Officials

For more information: Cheryl Hargrove cheryl@Hargrove. International. com www. hargroveinternational. com