340 Pages 150 B/W Illustrations
    by Routledge

    340 Pages 150 B/W Illustrations
    by Routledge

    Cultural Tourism remains the only book to bridge the gap between cultural tourism and cultural and heritage management. The first edition illustrated how heritage and tourism goals can be integrated in a management and marketing framework to produce sustainable cultural tourism. The current edition takes this further to base the discussion of cultural tourism in the theory and practice of cultural and heritage management (CM and CHM), under the understanding that for tourism to thrive, a balanced approach to the resource base it uses must be maintained. An ‘umbrella approach’ to cultural tourism represents a unique feature of the book, proposing solutions to achieve an optimal outcome for all sectors.

    Reflecting the many important developments in the field this new edition has been completely revised and updated in the following ways:

    • New content on increasingly relevant topics including sustainability, climate change, the threat of de-globalization, overtourism and social media.

    • New sections on experience creation, accessibility and inclusivity, as well as expanded material on creative industries and new management challenges.
    • New international case studies and tried-and-tested assignment exercises have been added to every chapter.

    Written by experts in both tourism and cultural heritage management, this book will enable professionals and students to gain a better understanding of their own and each other’s roles in achieving sustainable cultural tourism. It provides a blueprint for producing top-quality, long-term cultural tourism products.



    List of plates

    List of figures

    List of tables & boxes




    Part A Setting the context –

    1 Introduction: defining cultural tourism

    What is cultural tourism?

    2 Challenges in achieving sustainable cultural tourism


    The challenge of triple/quadruple bottom line sustainability

    The challenge of climate change

    Parallel evolution of tourism and cultural management

    Collaborators or competitors?

    Relationships between tourism and cultural management

    The consequences

    3 Issues, benefits, risks and costs



    Cultural tourism and enhanced quality of life

    Costs associated with cultural tourism

    Optimizing benefits and minimizing impacts?

    Part B Cultural Assets

    4 Cultural heritage management principles and practice (with special reference to World Heritage)


    Cultural heritage management

    Management challenges

    World Heritage


    5 Tangible cultural heritage


    Conventions, codes, charters and declarations

    A four stage planning process

    6 Intangible cultural heritage and creative arts


    Conventions, codes, charters and declarations

    A three stage approach to safeguarding intangible cultural heritage

    Contemporary culture and the advent of creative tourism

    Part C Tourism, the tourist and stakeholders

    7 How tourism works


    The nature of tourism


    8 The cultural tourism market: a cultural tourism typology


    Cultural tourists

    Segmenting the cultural tourism market

    A cultural tourist typology – centrality of motive and depth of experience

    Implications for cultural tourism

    A few words of caution about numbers that appear too good to be true

    9 Tourism attraction system, markers and gatekeepers


    Tourist attraction systems


    Gatekeepers and knowledge brokers

    Effect of multiple gatekeepers on the message passed to the tourist

    Part D Products

    10 Cultural tourism products


    Cultural assets as tourism products

    Products as attractions

    Strangeness vs. familiarity, the environmental bubble and the necessity of standardizing and commodifying products



    11 Assessing product potential


    Considering the wider context

    Understanding the asset in its setting

    Asset specific considerations: place and cultural spaces

    Stakeholder and consultation issues

    People, skills and financial resources


    12 Market Appeal/Robusticity Matrix: a site specific auditing tool


    The Market Appeal / Robusticity a site specific auditing tool


    The market appeal/robusticity matrix

    Operationalization – a two step process

    Conclusion – a precursor to site and experience management

    Part E Operationalization

    13 Framework for understanding what is necessary for a successful attraction


    Success factors

    Development options


    Packaging and bundling

    Clustering and precincts

    Linear or circular routes and networks

    Rebranding/creating a specific cultural tourism product area or network

    Festivals and events

    Creating memorable experiences

    Tell a story

    Make the asset come alive

    Make it participatory

    Focus on quality

    Make it relevant to the tourist

    14 Applying planning and management frameworks



    Situation analysis

    Establishment of an overall mission of vision and goal getting

    Creation of action plans


    Planning for greater access

    A world on demarketing

    Evaluation and feedback mechanisms

    15 Experience creation


    What is interpretation and what are the benefits of good interpretation?

    The ICOMOS interpretation charter

    Goal of interpretation and success factors

    The interpretation process

    Tactics to create peak experiences

    The medium is the message



    Improvements needed

    Challenges still remain

    Some general observations

    A few possible research areas





    Hilary du Cros is an Honorary Research Fellow, University of New Brunswick, Canada. She has a unique perspective on tourism, heritage and arts management after 35 years as an academic and consultant in the Asia-Pacific Region. Books include The Arts and Events with Lee Jolliffe (2014) and Cultural Heritage Management in China with Y.S.F. Lee (2009).

    Bob McKercher is a Professor of Tourism at The Hong Kong Polytechnic University. He has wide-ranging research interests focused around special interest tourism markets, product development and consumer behavior. He received his PhD from the University of Melbourne in Australia, a Master's degree from Carleton University in Ottawa, Canada, and his undergraduate degree from York University in Toronto, Canada. Prior to entering academia, he worked in a variety of operational and advocacy positions in the Canadian tourism industry.

    'As they have done throughout their careers, Hilary du Cros and Bob McKercher once again help us think more clearly about cultural tourism. This well-written book provides coverage of a number of important issues in the field, captures its complexities and speaks to a broad audience of policymakers, administrators, students and teachers, who will find much to stimulate their thinking in this book.'
    Dr. Vicky Katsoni, President of the International Association of Cultural and Digital Tourism (IACuDiT), Assoc. Professor, University of West Attica, Greece


    Cultural Tourism is essential reading for those involved in tourism and cultural heritage management, providing important new insights on visitor management, how to produce successful tourism products and how to evaluate products with the potential to deliver quality experiences.’

    Prof. Claire Smith, Flinders University, South Australia