Heritage Management and Tourism Papers

This collection of papers and assignments from various authors in 2016-2017 covers topics such as value orientations and heritage tourism management at Petra Archaeological Park, Jordan; residents' well-being in Cyprus; postcolonial cultural governance in Hong Kong; and the significance of the West Lake pattern for China's heritage tourism economics. The studies explore factors influencing residents' subjective well-being at World Heritage Sites, planning and development of tourism in ancient villages, and barriers to offering special interest tour products to the Chinese outbound group market.

HERITAGE AND
CULTURAL TOURISM
MANAGEMENT

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
1.1 Covered in poster...................................................................................................................1
1.2 Discuss the potential conflicts in the conservation of heritage and cultural resources..........2
Date: 18th July, 2017....................................................................................................................2
TASK 2............................................................................................................................................3
2.1 Assess the purpose of heritage and cultural attractions in meeting the needs of different
customers.....................................................................................................................................3
TASK 3............................................................................................................................................5
3.1 Evaluate the impact of different type of ownership on the management of heritage and
cultural sites.................................................................................................................................5
3.2 Roles and responsibilities of organisations in the heritage and cultural industry..................6
TASK 4............................................................................................................................................8
4.1 Evaluate the methods and media used for interpretation within the heritage and cultural
industry........................................................................................................................................8
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................10

INTRODUCTION
Heritage and cultural management is the business practise of managing cultural heritage.
In this study, the growth and development of these industries are depending upon the timeline are
explained. The case study of Lhasa, Tibet is also included in this learning to evaluate the
potential conflicts in the conservation of heritage and cultural resources. In addition, this
assignment helps in assessing the purpose of these attractions in meeting the needs of different
customers and this assessment is based on the British Museum and the Victoria & Albert
Museum. Moreover, two different type of organisations are selected in order to evaluate the
impact of different types of ownership on the management of the sites. This learning further
determines the various methods and media used for interpretation within such entities for
visitors.
TASK 1
1.1 Covered in poster.
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1.2 Discuss the potential conflicts in the conservation of heritage and cultural resources
POTENTIAL CONFLICTS IN THE CONSERVATION OF HERITAGE AND
CULTURAL RESOURCES
Date: 18th July, 2017
Conservation of cultural and heritage sites is very important work for the associated industries.
These practices play a major role in impacting the business value thus, it is required for the firm
to maintain the heritage sites, monuments and other attraction places to increase the number of
tourists that can account in their profitability. But in performing these practices, several things
are need to be considered. In case of not considering these factors, some conflicts arise in the
conservation. Recently, Lhasa faced a conflict when an international five star hotel wanted to
construct a branch of it there. The cause of battle was that the construction of the hotel will gnaw
the Tibetan cultural heritage. The hotel that faced that conflict was Inter-Continental Hotels
Group. A campaign was started to boycott the construction of this entity over the "Resort Lhasa
Paradise". London-based Free Tibet Company started this movement. The major area of tourist
attraction there is Barkhor. This battle results IHG to build their hotel on the edge of the city
which is four kilometres away from the Barkhor area. . Also, Chinese government want to build
a shopping mall on the site, which was opposed by the locals. This was not the first time when
the Chinese policies have affected them. Such outrages were happened many times before this.
The ancient city of Kashghar has become unrecognisable because of the destruction of many of
its heritage sites.
Further, Chinese government was also about to destroy the Barkhor area by claiming that
they are updating and renovating the infrastructure. But at this time, a campaign was started to
boycott them. The local people do not want them to affect the heritage site and for conserving the
area this battle took place. China is also planning to build some large size cottage style hotels
with all the facilities for the visitors coming there. But this development will destroy the natural
beauty of the Tibet. This is also a major issue which can convert the green coloured field to the
brown one. Also, in order to bring new technologies Chinese government has spent a huge
amount which it was unable to collect in form of revenue from the tourist coming to the Lhasa.
This loss made the government to receive that revenue from other means and this thing generated
dissatisfaction in the visitors going there. So, above are some conflicts occurred in the
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conservation of heritage and cultural sites of Lhasa, Tibet which need to be resolve soon for the
effective result of heritage industries.
TASK 2
2.1 Assess the purpose of heritage and cultural attractions in meeting the needs of different
customers.
Depending upon the age, gender, culture, etc. the customers are attracted to the various
heritage and cultural sites. Thus, it is required for such organisation to help different type of
tourists in meeting their needs. To clearly understand this, two museums are selected to evaluate
their purpose of meeting customers. First attraction that is chosen for this study is, British
Museum that has 10 curatorial and research departments. The museum is mainly about the
collection of coins, medals, sculptures, treasures, art and drawing. Another attraction spot chosen
is the Victoria and Albert Museum, which is world's leading museum of art and design. There
are around 2.3 million objects that span over 5000 years of human creativity. The various type of
customers depending upon their needs are as follows:
 Students- Students mainly aims for acquiring the training from such places. In context to the
British Museum, they can attain education of various things such as history of Britain and
Europe, knowledge of the collection of the Departments of Africa, Oceania and the Americas
that includes about 350,000 objects representing the different cultures of 4 continents (Xu, S.
and et.al, 2017). This museum also contains the collection of coins and medals from the
history. Students here can also acquire the knowledge of visual cultures of Asia that contains
collection of sculpture from the Indian subcontinent. Thus, this Museum passes in meeting
the needs of a student. In context to V&A Museum, students can gain the knowledge of many
of UK's national collection. Students from fashion, textile, photography and painting can gain
so much to learn from this.
 Scientists- British Museum involves the department of conservation and scientific research.
This department works to care and preserve the collection for the benefit of present and
future generation (Steyn, J. N. and et.al, 2016). Scientists can do research on the old
collection from past that the museum keeps. It helps them in investigate the answers of the
questions like how old is this, where does it come from, what is it made of, how was it made,
etc. In case of V&A, scientists can do research on the architecture, sculptures, etc.
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 Families with children- Such type of people always want some entertaining elements by
which they can divert their children . Although there are some painting and drawing in the
museum but they are not enough to satisfy the needs of such type of visitors (Guo, Z. and
Sun, L., 2016). The attraction spot needs to implement some light and sound show
presentation of their collection so that the families with children find entertainment.. In
contrary to this, the V&A was able to meet the needs of this group. This place has theatre and
performance to entertain them. Also, there are various exhibitions organised by this spot
which helps in increasing this type of customer figure.
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TASK 3
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3.1 Evaluate the impact of
different type of
ownership on the
management of heritage
and cultural sites.
The two-major type of
ownership styles are public and
commercial. For getting deep
knowledge of management of
these styles, organisations based
on different ownership styles
are selected. English heritage
which is a commercial owned
entity and the department for
media, culture and sports, a
public owned organisation are
chosen for completing this
evaluation. English heritage
seeks to develop their heritage
site to increase the revenue from
it. Commercial organisation has
precise flow of decision that can
be altered according to the
situation. There is a high
requirement of funding for
managing these sites. Funding is
done from various resources to
manage these sites (Dominguez,
V. R. and et.al, 2017).
It is crucial for such
organisations to deal with the
changing demographic patterns,
secularisation and new tourism
development as these factors
highly impacts upon the heritage
and cultural organisations. These
entities provide high level of
services to the customers as
customer satisfaction is their
main objective. The facilities
that are been provided to the
customers are recommendable.
Also, they also provide them
with the safety measures
associated with the hazards that
can cause at the tract. In these
type of firm, only high-level
authorities have the right to take
the decisions. The care and
conservation level of heritage
sites is appreciable in these type
of firm. The creative and
entrepreneur spirit can be
In contrary to the above
chosen organisation, DCMS
a public owned entity, is
less likely to invest in the
development of the heritage
and the cultural sites. In this
type of ownership style, the
decisions can be made on
every level. Hence, if
required they can be
modified at any point
according to the
convenience of the
associated person. The
biggest issue for such type
of organisation is of subsidy
for the development of the
site. The services they
provide at their sites are
cheaper as compare to the
commercial enterprises but
are less advanced. Also,
these organisations also
focuses on the environment
and thus, sustainable
development is done in
such type of heritage sites.
Both the organisations are
effective at their point of
view. From facilities point
of view, commercial
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enhancing in these places. organisations are better
whereas public enterprises
are better in matter of
pricing (Martin, J. C. and
et.al, 2016). The heritage
site in commercial type are
more developed whereas
the decision implementing
process in public type is
better.
3.2 Roles and responsibilities of organisations in the heritage and cultural industry.
There are some roles and responsibilities of the industries of heritage and cultural tourism
from different point of view such as organisational success, environmental, customer
satisfaction, etc. (Chan, Y. W. and Lee, V. P., 2017) These should be followed by them for
attaining the sustainable development of their organisation. Some basic actions that should be
taken by them are as follows:
 Development of heritage sites- It is the basic demand of visitors that is beneficial for
both, the tourists and the entities. It provides visitors with the better experience and
when the customers will be satisfied they will directly influence the business value of
the entity.
 Improvement of sites- In case if any damage occurs to the sites, it is necessary to fix
them immediately so that the customer figure doesn't alter much, else it will impact the
profitability of the organisation (Shi, M. and et.al, 2016).
 Implementation of strategies- Implementation of effective strategies for the heritage
sites is must to attain the required results. The plans should be prepared in that way to
achieve them.
 Promotion/ Advertising: This action is taken from organisational point of view.
Promotion of the heritage and cultural sites is done to enhance the customer figures. The
advertising of the sites should be effective enough to draw the attraction of the visitors.
Further, cost factor should also be considered while promotion.
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 Funding- This is the most important factor that should be considered while planning for
implementing any service in the heritage sites. All the activities that involve money
should be listed down so that the arrangement of funding can be done. For this step, it is
necessary to evaluate all the sources that can help in providing fund and then strategies
should be prepared to attain (Ramshaw, G. and Gammon, S. J., 2017).
 Environmental factors- It is the most important demand which is needed from such
entities and that is to prevent environment from any hazards. Entities should take some
preventive measures to deal with these factors. The CSR of entities plays a great role in
attaining the environmental beneficiaries.
 Safety measures- These sites are usually located on hills or at some heights to enhance
the experience of the tourist. Hence, there are chances of mishaps at those places, thus
the entities should have all the preventive measures of the problems that can arise. This
thing not only helps in saving the lives but it also helps in attain the trust of the customer
(Hsu, C. H. and Huang, S. S., 2016).
 Conducting training programs- Entities should conduct various training programs and
workshops for both the employees and the tourists. The employees should be educated
with all the required skills needed in the business and the tourist should be provided
with all the details of the sites.
 Management of culture- This is also a vital role that should be played buy the
companies. Managing the culture and associated activities can enhance the number of
tourists.
Thus, above are some necessary roles and responsibilities that should be possessed by the
heritage and cultural industries.
TASK 4
4.1 Evaluate the methods and media used for interpretation within the heritage and cultural
industry.
Interpretation in the cultural and heritage business helps in providing the major
information related to those sites. The information covered in this are natural, physical, cultural,
etc. (Jin, X. C. and Sparks, B., 2017) This understanding is important for the development and
enhancement of the site. There are various type of methods and media that can be used in
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interpretation of different entities. In case of the British Museum the interpretation method used
are:
 Online resources- British Museum uses this method for interpretation. This is the most
effective method of present time. This method can be accessed by anyone sitting in any
corner of the world (Boukas, N. and Ziakas, V., 2016). Also, company sites play an
important role in providing information to the visitors.
In case of the V&A Museum, the interpretation method used is explained below:
 Thematic interpretation- In this method, the information shared is in written format. The
central theme is highlighted in this technique. This highlighting is done to make the
content more effective. This method is more convenient for the tourists that visits the
sites.
Both the organisations are using appropriate method of interpretation depending upon
their respective firms. Further, both the organisation uses different media source for the
interpretation. The media source used by British Museum is:
 Non-personal media type- This type of media source are helpful in the method where
audio and video methods are deployed for the interpretation. They are more foster as
compare to the personal type of media sources as they provide the high level of
information (Pickard, R., 2016). Also, these media sources are more useful for the
tourists to provide them with the interactive information about the heritage site.
The Victoria and the Albert museum uses personal type of media source. The description
of the media type is present below-
 Personal media type- This media type involves the manual methods for interpretation.
This method is effective in developing the interest of the visitors in the sites and services
offered in the museum (Chi, C. G. Q. and et.al, 2017). With the help of this method,
feedback of the experience of the tourist can be taken which can help in modification of
services.
From the above description, it can be evaluated that both the media types are effective for
the selected organisation. British museum which uses online resource for interpretation, should
use non-personal type of media form to enhance the audio and visual effects and the V&A being
the manual type firm used personal media type for thematic interpretation.
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CONCLUSION
The cultural and heritage management plays a vital role in tourism sector. In the above
study, the development of the heritage industries is being analysed. Also, all the information is
necessary in this business and this study helps deals with the different methods and media types
of interpretation. There are also some conflicts while developing a heritage site, this study also
reported a case to show those struggles. Moreover, this survey helps in determining the impact
of different ownership styles present in this sector. This learning further states the roles and
responsibilities of cultural and heritage organisations.
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REFERENCES
Books and Journals
Alazaizeh, M. M. and et.al., 2016. Value orientations and heritage tourism management at Petra
Archaeological Park, Jordan. Tourism Management. 57. pp. 149-158.
Boukas, N. and Ziakas, V., 2016. Tourism policy and residents' well-being in Cyprus:
Opportunities and challenges for developing an inside-out destination management
approach. Journal of Destination Marketing & Management .5(1). pp. 44-54.
Chan, Y. W. and Lee, V. P., 2017. Postcolonial cultural governance: a study of heritage
management in post-1997 Hong Kong. International Journal of Heritage Studies .23(3).
pp.275-287.
Chi, C. G. Q. and et.al, 2017. Factors influencing residents’ subjective well-being at World
Heritage Sites. Tourism Management 63. pp. 209-222.
Dominguez, V. R. and et.al, 2017. World Anthropologies. Special section on Cultural
Heritage/Management. American Anthropologist .119(1). pp. 122-140.
Guo, Z. and Sun, L., 2016. The planning, development and management of tourism: The case of
Dangjia, an ancient village in China. Tourism Management. 56. pp. 52-62.
Hsu, C. H. and Huang, S. S., 2016. Reconfiguring Chinese cultural values and their tourism
implications. Tourism Management. 54. pp. 230-242.
Jin, X. C. and Sparks, B., 2017. Barriers to offering special interest tour products to the Chinese
outbound group market. Tourism Management. 59. pp. 205-215.
Martin, J. C. and et.al, 2016. How access transport mode to a World Heritage City affects
visitors' experienced quality. Tourism Economics .22(2). pp. 207-226.
Pickard, R., 2016. Setting the scene: the protection and management of cultural World Heritage
properties in a national context. The Historic Environment: Policy & Practice .7(2-3).
pp. 133-150.
Ramshaw, G. and Gammon, S. J., 2017. Towards a critical sport heritage: implications for sport
tourism. Journal of Sport & Tourism .21(2). pp. 115-131.
Shi, M. and et.al, 2016. Using agent-based model to simulate stakeholder balance model of
tourism intangible cultural heritage. Multiagent and Grid Systems .12(2). pp. 91-103.
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Steyn, J. N. and et.al, 2016. Towards a model for cultural heritage tourism development in
District Six, Cape Town, South Africa. African Journal for Physical Activity and Health
Sciences (AJPHES) .22(2.1). pp. 462-480.
Timothy, DJ. ed., 2017. Managing heritage and cultural tourism resources: Critical essays,
Volume one. Routledge.
Xu, S. and et.al, 2017. The significance of the West Lake pattern and its heuristic implications
for creating China's heritage tourism economics. Tourism Management. 58. pp. 286-
292.
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