PICTURE ¬ Focus Group – Avila 11 de octubre 2005 ASENSIO - MORTARI – UAM – Universidad...

PICTURE ¬ Focus Group – Avila 11 de octubre 2005 ASENSIO - MORTARI – UAM – Universidad Autónoma de MadridPICTURE ¬ Focus Group – Avila 11 de octubre 2005 ASENSIO - MORTARI – UAM – Universidad Autónoma de Madrid

PICTUREPro-active management of the Impact of Cultural Tourism upon Urban Resources and Economies

Task 3.4: Cultural Offer Quality Monitoring tool

Mikel ASENSIO BROUARDManuel MORTARI FERNANDEZUAM – Universidad Autónoma de Madrid

A general model to evaluate visitorsin Cultural Tourism

Final CONFERENCELuxembourg, 2006


The UAM’s team

Activities of the interdisciplinar team:

•Development of Museum & Heritage Projects

•Audience Management Assessment

•Public programs & Education

•Evaluation & Consulting

PICTUREFinal CONFERENCELuxembourg, 2006


The role of Evaluation tools and Visitor Studies in Audiences Management

Modern management of cultural offer:Heritage, Culture, both tangible & intangible, ARE A RESOURCE



HeritageSustainability

Audiences Sustainability

Economic Sustainability

Sustainable management is based on

three interrelated

fields




Who’s the audience? Visitor Profile

What is the offer? Public & educational programs

By what means do we promote the offer? Communication planning

Fidelization of real audience

Attract potential visitors

Audiences sustainability means:




Evaluation tools

Evaluation tools help the manager to monitor the quality of the offer in the three domains:

• Visitor profile

• Public & educational programs

• Communication planning

Am I getting the audience I want?

Is my offer adequate to my audience?

Am I reaching the potential audience?




The Cultural Offer Quality Monitoring tool

Flexible

Economic

Non-disturbing

Our tool combines visitor studies and evaluation tools,

as an integrated component of Management strategies

Advantages of our tool:

The Techniques: Self-distributed surveys:Questionnaires, Multi-answer tests

Personal contact tools: Direct interviews,Focus group


Quantitative

&

Qualitative

Methodology


The Sample Reasonable Sample size:

650 subjects (per city )

Composite sample: •Potential visitors•Tourists•Local audience

Objectives and key indicators More than 30 different key indicators:

•Cultural and tourism practices

•Planning issues

•Expectations

•Preferences

Ten main objectives: •Real & potential visitor profile•Previous knowledge of city and of its cultural attractors•Satisfaction after visit•Tourism management & impacts•…

Surveys 7 surveys, adaptable to different kinds of cultural venues and cities


The Cultural Offer Quality Monitoring tool


Testing the tool

Tool fully tested in four case-study cities, at different tourism development stages

Other case-studies involved in partial tests of the tool

AvilaCáceresBadajozCiudad Real

GuadalupeAmiensLiègeMons

Total: 2782 surveys

Kinds of Cultural Venues monitored: Museums, city walls, Gardens, visitor centres, convents.

And also: fairs, theatres and other dinamization activites, public spaces…



Results

Problems due to the lack of evaluation tools at any

stage of planning and management (both

specific and large scale)

Critical mass, when to launch a cultural offer?

Planning: how to reach the “cultural tourist”

Cognitive value of Heritage: Heritage is what theaudience knows about it (readability vs. encryptment)

The test of the tool has proved its effectiveness and its utility in suggesting the improvement of the management of the cultural offer

Some examples of the diagnostics provided:

Specific museographic problems

Information content (texts, panels)

Non-diversified audience in cultural venues

Unsuitable communication strategies

Detection of Potential Visitors & Non-visitors





Lack of specific tourism programmes(i.e. the education sector)

Inadequate models for the tourism development, issued from marketing and economic domains

Need for a holistic approach




Lack of correspondance between expectationsand satisfaction, before the visit and after


Results


Single, strong brand image, or plural brand image?

Double cultural identity (Residents vs. Visitors)






Non-coincidence between the image of the city in the mind of potential and/or real visitors,

and the cultural identity of the residents

Comparative weight of built Heritage and Intangible Heritage Offer

in travel planning


Results


Conclusions

Visitor studies and evaluation tools, INTEGRATED in the planning and management of cultural venues & tourism sector

Holistic approach to the tourism sector: the city is a system, all the components are interelated and interdependent

Specificities of cultural tourism, continue the research to adapt the offer (content, programs & communication) to the specific needs, expectations and characteristics of the audiences



Contacts

Prof. Mikel Asensio Brouard

[email protected]

Mr. Manuel Mortari Fernández

[email protected]

Universidad Autónoma de Madrid


PICTURE ¬ Focus Group – Avila 11 de octubre 2005 ASENSIO - MORTARI – UAM – Universidad...

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