Tourist Experience – Simone Splendiani

Sustainable Management of Events in a Experiential Perspective

di Gian Luca Gregori, Tonino Pencarelli, Valerio Temperini, Simone Splendiani and Fabio Forlani

in The Experience Logic as a New Perspective for Marketing Management (Pencarelli T., Forlani F., Eds) Springer, 2018

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ABSTRACT

Events are complex value propositions that are realized by specialists to meet different leisure and entertainment needs. They are highly intangible and experiential-type products (Pencarelli and Forlani 2016) to which the application of logical experience is particularly suitable (Bartolazzi et al. 2008; Pegg and Patterson 2010; Manthiou et al. 2014; Getz and Page 2016). This chapter aims to describe the role played by events in the experience economy for territories involved in sustainable tourism strategies. The authors also propose a model for event impact analysis and evaluation. Starting from the idea that tourist destinations represent a stage on which tourism products can be displayed, so as to satisfy the demands of travelers seeking engaging experiences (Pencarelli and Forlani 2016), the importance of the role played by destination management in managing the events is further underlined. Tourists searching such experiences want to be in the spotlight and co-participate with territorial players in the creation of value. As such, event management requires the use of tools such as planning, organization, and control in order to design, plan, and put on a balanced program of events while monitoring the impact on value creation for both tourists and regional stakeholders within the perspective of sustainability. This chapter proposes to redefine the experiential perspective of a set of indicators that are useful in holistically evaluating the performance of events in a traditional tri-faceted dimension, i.e., economic, social, and environmental.

Annunci

The experiential offering system of museums: evidence from Italy

di Tonino Pencarelli, Emanuela Conti, Simone Splendiani

in Journal of Cultural Heritage Management and Sustainable Development

ABSTRACT

The purpose of this paper is to propose a new management approach to analyse the processes of museums in the experience logic and, on the basis of such a model, to study the management processes of the National Gallery of the Marches in Urbino, one of the most important museums in Italy.

This study adopted a qualitative methodology and a descriptive-exploratory approach. The proposed model, which aimed to create and manage experiences and transformations in museums, was tested in the National Gallery of the Marches by adopting the case study method.

The empirical research underlined the partial application of the proposed model in the museum under examination and the potential for the museum to improve the offering value to its visitors.

Although a single case was investigated, the present work offers a preliminary theoretical contribution, which is useful for perfecting the conceptual framework and applying it to a wider number of cases.

The management of the National Gallery of the Marches should first plan a greater number of more detailed experiences and transformations around the theme of the Renaissance, and promote the active role of visitors. Second, it should improve the communication of the offer, especially through social networks. Third, personnel (especially front office) should be motivated and trained to create value for visitors.

The paper aims at developing a new management approach for the museums to create value for the visitors and museums by bringing the insight of the experience logic into the field of cultural heritage management.

Il ruolo del Brand nel rapporto dialettico tra Destinazioni e prodotti turistici

by Tonino Pencarelli and Simone Splendiani

in Comunicazione e branding delle destinazioni turistiche. Una prospettiva manageriale, Tonino Pencarelli and Gian Luca Gregori (Eds), Franco Angeli, 2009.

OBIETTIVI DEL CAPITOLO

Obiettivo del capitolo è in primo luogo puntualizzare le differenze concettuali tra destinazione e prodotto turistico. Tra questi concetti sussiste un rapporto intimamente dialettico, dato che il prodotto turistico, per il carattere fortemente esperienziale che possiede, è assai condizionato dal luogo in cui viene prodotto ed erogato (destinazione). Se dal punto di vista della domanda i concetti tendono a sovrapporsi, da quello dell’offerta non può sfuggire la netta distinzione tra i due: il prodotto è il risultato di attività svolte dal sistema di offerta che agisce nella destinazione.
Nel terzo paragrafo si discutono alcuni approcci al governo locale del turismo, sia evidenziati dalla letteratura che emersi nella prassi. In particolare si sofferma l’attenzione su nuove tendenze, frutto di una interpretazione originale e innovativa, che pongono interrogativi sulla validità dell’approccio tradizionale al Destination Management. Si sono cioè perseguite strategie – e creati modelli organizzativi – che non si focalizzano sull’area territoriale di riferimento, ma sulla capacità di allestire offerte specifiche indirizzate verso determinati “segmenti tematici” di mercato, tanto da poter parlare più opportunamente di
Product Management anziché di Destination Management.
Successivamente vengono introdotti i concetti di Destination Brand e di
Destination Branding. Diversi brand e varie attività di branding possono coesistere all’interno della stessa destinazione. Ciò rappresenta un fattore critico da gestire, soprattutto in presenza di contesti caratterizzati da scarsa integrazione e dalla mancanza di un soggetto-guida con funzioni di marketing e comunicazione.
Nel paragrafo conclusivo vengono sintetizzati gli argomenti trattati nel capitolo e vengono formulate alcune proposte ed indicazioni utili ai policy-maker in merito alla gestione delle criticità relative all’attività di branding riferite alle destinazioni ed ai prodotti turistici.

The Role of Brands in Dialectical Relationships Between Destination and Tourist Products

by Tonino Pencarelli and Simone Splendiani

in Marketing Innovations for Sustainable Destinations, A.Fyall, M.Kozac, L.Andreu, J.Gnoth, S.Sibila Lebe (Eds), Goodfellow Publishers, 2009.

3rd Advances in Tourism Marketing Conference (ATMC) Bournemouth (UK), September 6-9, 2009.

ABSTRACT

The objective of this paper is primarily to point out the conceptual differences between tourist destination and tourist products. An important concept is the presence of a dialectical and very strong relationship due to the fact that tourist products, possessing highly experiential content, are extremely affected by the location in which
they are provided (destination). If the concepts tend to overlap on the demand side, on the supply-side the clear distinction between the two can not be missed: products are the result of activities carried out by the supply system located in the destination. The third section discusses some approaches to managing destination, both those highlighted in the literature and those emerging in practice. In particular, resulting from
innovative and original interpretation, we analyse some new trends which raise questions about validity of the traditional approach to Destination Management. These strategies – and linked organizational solutions – do not focus on geographical area, but on the ability to propose specific offers towards target-segments, so that we can more appropriately talk about Product Management instead of Destination Management.
The paper then discusses destination brands and destination branding. More than one brand and different branding activities may coexist in the same destination. It is critical to manage this factor, especially in the context of fragmentation and lack of a strategic leader.
The concluding paragraph makes some proposals useful to policy-makers
regarding the management of critical issues related to branding of destinations and tourist products.