1 Stakeholder Identification and Management of Tourism Marketing at Heritage Sites Ms. Claire...

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Stakeholder Identification and Management of Tourism

Marketing at Heritage SitesMs. Claire McCamleyProf. Audrey Gilmore

Dr. Danielle McCartan-QuinnUniversity of Ulster

Tourism Hospitality Research in Ireland Conference

Athlone15th June 2011

Pictures from www.discovernorthernireland.com ; www.causewaycoastandglens.com

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Overview

• Aim and Objectives• Theoretical Framework

Sustainable TourismStakeholder TheoryFragmentation of Tourism Industry

• Research Design• Findings• Conclusions


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Aim and Objectives

• To investigate the nature and scope of stakeholders involved in tourism planning in Northern Ireland

• To investigate the levels of involvement and participation in strategic marketing planning of stakeholders operating in the tourism industry in Northern Ireland

• To investigate the nature and scope of the planning and implementation of tourism marketing plans in two heritage sites.

This research aims to investigate the nature and scope of stakeholder interactions relating to strategic planning and operational delivery, in the context of the tourism at heritage sites in Northern Ireland.


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Overview of key literature

Stakeholder Theory

Fragmentation in Tourism Industry

Sustainable Tourism


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Summary of literature to date

Tourism industry is highly fragmented (Gunn, 1988; Inskeep, 1991; Jamal and Getz, 1995)

Call for a sustainable approach to tourism development (Jamal and

Getz, 1995; Sautter and Leisen, 1999; Gilmore and Simmons, 2007; Gilmore et al 2008)

Sustainable tourism requires a balanced approach (Byrd and Gustke 2006;

Hardy and Beeton, 2009)

Stakeholder participation is key to achieving successful sustainable

tourism development (Jamal and Getz, 1995; Sautter and Lesien 1999; Hardy and Beeton,

2009)Pictures from www.discovernorthernireland.com ; www.causewaycoastandglens.com

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Research Design - Stage 1

• An investigation of the nature and scope of stakeholder involvement in tourism development at strategic ‘masterplan’ level planning using qualitative content analysis

• Content analysis is used to examine following strategic documents:• Department for Enterprise, Trade and Investment Draft Strategy

to 2020• Causeway Coast and Glens Masterplan (2004-2014) • Mourne Area of Outstanding Natural Beauty Management Plan

(2010-2015)

• A framework is developed to facilitate identification of:• The nature and scope of stakeholder involvement in tourism

development and• The processes involved in strategic development of the tourism

industry in two regionsPictures from www.discovernorthernireland.com ; www.causewaycoastandglens.com

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Presentation of Findings

a) Identification of stakeholders

b) Perceived priorities and interests

c) Balance of interests

d) Level of engagement

e) Processes to manage interests


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Department for Enterprise Trade and

Investment

Local Council

Govt Agencies

Heritage Trust

Tourism Ireland Northern Ireland Tourist Board

a) Identification of Stakeholders

Private Sector

Tour Opera-

tors

Visitor Attrac-tionsTravel

Agents

Transport Opera-

tors

Accomm-odation

Providers

Regional Tourism Partnerships


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Investment

Local Council

Govt Agencies

Heritage Trust


a) Identification of Stakeholders

Private Sector

Tour Opera-

tors


Agents

Transport Opera-

tors

Accomm-odation

Providers



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Investment

Local Council

Govt Agencies

Heritage Trust


b) Perceived Priorities and Interests of Stakeholders

Private Sector

Tour Opera-

tors


Agents

Transport Opera-

tors

Accomm-odation

Providers



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• In Northern Ireland, many businesses are SMEs• Limited resources • Limited expertise• Short term planning focus• Limited involvement in wider industry networks and planning

(Carson and Cromie, 1989; Gilmore , 2003)

b) Perceived Priorities and Interests of Stakeholders

Private Sector

Tour Operators

Visitor AttractionsTravel

AgentsTransport Operators

Accomm-odation

Providers


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Private sector involvement by sector


Investment Draft Strategy to 2020

Causeway Coast and Glens Master Plan 2004-2014

Mourne Area of Outstanding Natural Beauty Management

Plan 2010-2015Transport (x3 businesses) Accommodation (x6

businesses)No Private Sector involvement explicitly acknowledgedAccommodation (x2

businesses)

Tour Guide (x1 businesses)

Visitor Attraction (x2 businesses)

Retail (x1 businesses)

Beverages (x1 businesses)


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Investment

Local Council

Govt Agencies

Heritage Trust


Private Sector

Tour Opera-

tors


Agents

Transport Opera-

tors

Accomm-odation

Providers


c) Balance of Stakeholder Interests


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Investment

Local Council

Govt Agencies

Heritage Trust


Private Sector

Tour Opera-

tors


Agents

Transport Opera-

tors

Accomm-odation

Providers


d) Level of engagement


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Investment

Local Council

Govt Agencies

Heritage Trust


Private Sector

Tour Opera-

tors


Agents

Transport Opera-

tors

Accomm-odation

Providers


e) Processes to manage interests


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Conclusions• Lack of processes in place to achieve sustainable tourism

development• Planning process does not employ a stakeholder approach• Stakeholder engagement is consequently unbalanced• Disjoint between strategic planning and operational delivery


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Thank YouAny Questions?


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