Marketing e strategie competitive in un settore turbolento: il caso Eden Viaggi

by Tonino Pencarelli, Simone Splendiani ad Mauro Dini

Mercati e Competitività, n.3/2013.

ABSTRACT

Eden Viaggi è una media impresa pesarese operante nel settore dei viaggi organizzati, settore da considerarsi turbolento sia per l’innata instabilità che lo caratterizza sia per le conseguenze della negativa congiuntura economica globale. Negli ultimi anni (2008-2012), nonostante la forte contrazione della domanda  domestica, l’azienda ha conseguito positive performance,  attraverso l’adozione di condotte strategiche capaci di coniugare la presenza in segmenti di ampie dimensioni come in nicchie di mercato, differenziando le strategie competitive in base ai contesti competitivi presidiati. Strategie basate perlopiù sull’innovazione di prodotto, sull’elevata qualità dei servizi e sul rapporto fiduciario con il trade (la rete di agenzie), che le hanno permesso di affrontare in modo proattivo la crisi.

 

Annunci

Marketing museum networks: theoretical considerations and empirical evidence

by Tonino Pencarelli and Simone Splendiani

13th Toulon-Verona Conference (ICQSS), Coimbra (Portugal), September 2-4, 2010.

ABSTRACT

The aim of this study is to analyze the role of museum networks within the cultural districts.  We use a systemic approach that allows us to study the phenomenon of museum networks as institutions for the conservation and enhancement of Cultural Heritage, but also to study the factors of social and economic development of local contexts in their entirety. This approach involves territorial marketing and cultural network marketing, created either through top-down or grass roots processes, in a logic of subjects’ mutual interest in searching for greater effectiveness and operational efficiency. After a brief literature review on museum networks – aimed at delineating the boundaries of the object of investigation – the study focuses on some experiences from the Marche Region to understand which models of governance and management should be considered and which factors could promote the competitiveness of the networks and territory. The analytical model highlights the need for an integrated approach to marketing capable of combining traditional issues with relationship marketing and internal marketing. The point of departure is to consider museums as service companies in so far as they can profitably use typical instruments of service management in order to increase the quality and value the cultural offerings they have.  This will benefit both users – visitors – for the area  and the cultural district within which the museum network is inserted. The analysis of case studies reveals wide prospects for improvement towards a more relational approach to marketing and to the full adoption of the principles of service management.