Strategic marketing analysis and plan
INDIVIDUAL STRATEGIC MARKETING ANALYSIS AND PLAN
(Author’s name)
(Institutional Affiliation)
Project Outline and Executive Summary
According to a study carried out by UNESCO, more than fifty percent of the international historical and cultural heritage is concentrated in Italy. Even if debates might ensue over the accuracy of this figure, Italy is without a doubt one of the richest nations in the world as far as history and culture goes. Numerous, ancient civilizations have touched the country as much as recent and modern cultural and artistic influences. History, art and culture are essential motives for a considerable percentage of the number of individuals visiting the country each year. In addition to this, they form a strong promotional feature for destinations, towards market segments that are less sensitive to heritage and culture. Not forgetting the fact that, the tourism industries and authorities until recently, have accomplished exceedingly little to render impressive stock of historic and cultural resources available. Even less has been achieved to further the accessibility of the modern Italian traditions and culture (Moller & Deckert, 2009). This then forms a basis for and explains why the traditional cultural and artistic commodities and their use by international and national tourists is the focus of the paper.
Through research of the market, the paper will examine the characteristics of both the supply and demand of cultural and heritage tourism commodities, to have a sound foundation through which to set a tourism marketing strategy is more scientific and with decreased risk. For instance, research estimates that today 55 percent of Italians go on holiday annually. In these cases, 15 percent usually purchase a package tour for a minimum of seven days. Research shows that more young people involved in these travels are between 30 and 20 years old, though individuals aged over 55 make up for a larger percentage of the 55% of tourists. As a result, of the exceedingly high demand for arts, historical and cultural tourism in Italy, the paper will propose a project to begin a new business supplying the demand for arts, historical and cultural tourism (Consulting & Promotion 2011).
Company Description
The company will deal with tourism in arts, history, culture and religious paths. When it comes to religious tourism, more than 3000 structures are available in Italy, more than 56 ancient and modern convents, 25 Euro house receptions, 30 Euro monasteries that are available to be exploited by this kind of tourism. The company will focus on these areas to supply religious tourism demands by targeting individuals between the ages of 70 and 40. The company will also deal with material culture. The key to excellence for culture tourism in Italy is in the ability to deliver and create an efficient diversification crossing the right artistic, historical and monumental traditions with food, crafts, folk territory and wine. Culture in a wide sense to harmonize the traditional view to protection with improvement of local identity in culture (Richards 1996).
The company will also exploit tourism in museums, as there are not enough visitations to museums. The company needs to breathe to the tourists in Italy that the emotions and atmosphere in museums offer a unique experience worth coming back for. The company will carry out an operation to communicate the new tourism features the company is offering within the country, that is involving the people of Italy in processes of systematic rediscovery of their own traditions (Richards 1996).
Goals of the Company
The main goal of the company is to supply the unsupplied tourism demands in Italy especially in the area of arts, history, religious paths and history. The company will exploit all the available and underutilized tourist features related to culture, traditions and religion.
Situation Analysis
Strengths Weaknesses
Art, history and culture are essential motives for a significant number of tourists.
The considerable casual attitude of policy makers in relation to heritage is changing to the advantage of tourism companies as a response to the pressure of the competitive of Italian competitiveness as a destination for numerous tourists.
Not much has been done by the industry and authorities to render the impressive cultural and historic stock resources available.
Accessibility to cultural tourism stock is low.
Opening periods and times for cultural attractions are low and many are usually opened after a special request.
Demand for tourism is contracting.
Opportunities Threats
Given the huge presence of cultural heritage, the supply of accessible historic and cultural tourism products is marginal.
Although the number of traditional and cultural heritage institutions is increasing, it has not led to a corresponding increase in heritage- supply for use in tourism.
Interests in consumption of culture and traditions are growing.
Italy has a significant stock of culture and heritage.
Competition is low in the market. Rigid frameworks in legislature
Lack of control of finances
Inadequate and insufficient management
(Richards 1996).
Customer Analysis and Market- Target segmentation
To speak of cultural consumption in the country means that one has to speak of the number of tourists visiting the tree distinct cultural commodities possessed by the state namely monuments and galleries, museums and excavations. Research indicates that national heritage is popular in Italy with respect to regionally and locally owned resources, which stems from importance of national tradition and heritage and from the fact that not less than seven institutes out of ten do not charge for entrance fee. Recent research shows that within the time span of ten years from 1984 to 1994, periods of decline in art and cultural tourism in Italy were followed by renewed growth (Organization for economic Co- ope 2002).
Up until 1991, the trend was worrying. Signs of tourism recovery were observed in 1993 with admissions to galleries and museums increasing. The number of free admissions has also declined leading to corresponding decrease in tourism. The percentage for paying tourists is lowest in excavations and monuments and highest in galleries. The museums are, therefore, between two extremes with 46 percent of visitors paying to enter. The issue of accessibility does not seem to be, as a result, of policies in pricing. Not only, does a larger number of guests pay, but tourists of culture are also assumed insensitive to price changes. Culture and art are presumed to be critical motives for visitors to choose Italy as a destination for holidays (Organization for economic Co- ope 2002).
Marketing Program Guidelines
To market tourism for the company, cultural events can be used as tools of marketing as in the case of Rovereto. Rovereto is a cultural city, and as such is more attractive to visitors if it has a bi- seasonal mountain for both winter and summer. A successful marketing strategy can also include the creation of a brand in which the company deals with. In addition to this, establishment of a strong relationship between the regional or central players and the public body can work as a marketing tool for the company (Consulting & Promotion 2011).
The company can market its tourism commodities by marketing existing cultural events to enhance its new ones. For instance, if the company wants to launch a new festival in the country to attract tourists it has to work on the events’ quality and create an adequate communication channel. Next, the company should launch the calendar of events. Identification of market orientation references and cities such as Vicenza and Brescia, cities in which to emphasize a specialist in communication are also essential. Launching of the planned events then should follow (Consulting & Promotion 2011).
Conclusion
Since Italy is a hot spot for tourism, the company should intend to launch tourism events and activities by following a marketing plan and strategy that intends to attract tourists from all over the region.
References
Consulting & Promotion 2011, ‘The importance of marketing in the tourism sector. New challenges for a growing market’. Viewed 27 February 2012 http://www.slideshare.net/enrico.castiglioni/the-importance-of-marketing-in-the-tourism-sector-english-version
Moller, A & Deckert, M 2009, ‘Project report. Market analyses. Crosscultuour. Viewed 27 February 2012, http://www.central2013.eu/fileadmin/user_upload/Downloads/outputlib/CrossCultour_Market_Analysis.pdf
Organization for economic Co- ope 2002, Siena, Italy, OECD publishing, Italy.
Richards, G 1996, Cultural tourism in Europe, Greg Richards, London.
