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The World Heritage As a Brand Case Study of World Heritage Brand Usage by Sites and Their Stakeholders in Context of Sweden and Denmark

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The World Heritage As a Brand Case Study of World Heritage Brand Usage by Sites and Their Stakeholders in Context of Sweden and Denmark Sweden The World Heritage as a Brand Case study of World Heritage brand usage by sites and their stakeholders in context of Sweden and Denmark Author: Frank Terlouw, 911211-T118 Author: Matus Grätzer 900823-T335 Author: Martin Rengard 930308-T112 Tutor: Hans Lundberg Examiner: Bengt Johannisson Institution: School of Economics Course code: 4FE09E Abstract The UNESCO World heritage inscription has become popular with 1000+ sites nowadays, when it was introduced after the Second World War in order to protect significant areas such as landscapes and buildings. The popularity is visible in terms of touristic benefits and shows an attractive feature for the designated site, transforming the World Heritage label into a brand. However, this research finds the World Heritage brand is becoming weak in its ability to attract tourists which is in contrast with prevailing views found in preceding studies. The point of departure of this research is the situation on World Heritage Southern Öland what has influenced the scope of research focusing mainly on Nordic perspectives (Sweden, Denmark and Germany). The purpose of this paper is to call for improved stakeholder management at World Heritage sites to improve the brand and analyses the situation and practices in Sweden, Denmark and to a very limited extent, Germany. The research is based on theoretical stakeholder framework and cross-case analysis based on two case studies done in Denmark and Sweden employing data collection by interviews and questionnaires. It describes the stakeholder management and networking as contributors to the branding of the World Heritage sites. This paper shows various limitations of using the World Heritage brand and how World Heritage sites may attempt to strengthen themselves by creating a common network as well as using it as a local destination brand for commercial purpose. Keywords: World Heritage, Tourism, Branding, Networking, Stakeholder approach. 1 1. Background After the Second World War, the United Nations Educational, Scientific and Cultural Organization was created within a founding principle of intellectual solidarity and moral of humanity (UNESCO, 2015), in order to create networks between nations and thus promoting international collaboration through education, science and culture (Purdy, 2013). We will concentrate our future explanations on the UNESCO’s cultural aspect, as a result of which the World Heritage convention held in 1972 represents a real tool for promoting cooperation among nations and protecting the outstanding value of heritage sites through the world (UNESCO, 2015). World Heritage sites could be generally divided into three groups: Cultural & historical heritages and natural heritage as well as a mix of both: mixed heritage sites (UNESCO, 2015). “Cultural heritage is the legacy of physical artefacts and intangible attributes of a group or society that are inherited from past generations, maintained in the present and bestowed for the benefit of future generations.” (UNESCO, 2015). “Natural World Heritage sites are inscribed because of their superlative values relating to scenery and other superb natural phenomena geology, ecosystems and/or biodiversity.“ (UNESCO, 2015). There is a list of ten selection criteria – 6 cultural and 4 natural – and sites which are to be included on the World Heritage list must meet at least one of them in addition to showing an outstanding universal value (UNESCO, 2015). Today, 1007 sites are inscribed on the World Heritage list across 161 states parties (UNESCO, 2015). 1.1 The World heritage as a brand This field of research was decided after a meeting with business climate developer in municipality of Mörbylånga on Swedish island Öland, where World Heritage site Agricultural Landscape of Southern Öland is located. Despite having high hopes from the inscription, the site has only benefited scarcely in terms of economic benefits; even fifteen years after its 2 inscription. Previously, the municipality had not taken initiative in using the World Heritage brand for tourism promotion and only recently started doing so - for the benefit of the local community. The meeting ended up in a question if the brand is actually able to attract tourists and is as strong as assumed by the municipality (Lind, 2014). Therefore evaluation of UNESCO World Heritage brand strength and how to manage a UNESCO World Heritage brand are the scope of the research. This research is geographically delimitated to Sweden and Denmark due to its geographical and cultural proximity and in a limited extent to Germany due to reported high numbers of German tourists visiting Swedish World Heritage sites (Lind, 2014; Holtorf, 2015). The World Heritage is a globally recognized phrase and although considered as a top brand by many (e.g. Buckley, 2002; Cochrane & Tapper, 2006; Shackley, 1998), recent studies have turned away from this perception and started to view it in a rather critical light (e.g. King & Halpenny, 2014; Marcotte & Bourdeau, 2006; Yan & Morisson, 2007; Reinius & Fredman, 2007; Poria et al., 2011). UNESCO (2015) uses strong positive adjectives as ‘unique’, ‘irreplaceable’ and ‘possessing an outstanding universal value’ to signal a high level of quality attributed to the sites. World Heritages in Denmark and Sweden tend to overlook the ability of the brand to attract tourists, but hold the traditional view of World Heritage as leverage towards advanced protection and preservation (Holtorf, 2015). In cases they are aware of the promise of increase in tourism, they come across a lack of guidance and vision (ibid.). Since the Council of Europe’s Framework Convention on the Value of Cultural Heritage for Society (Faro Convention) in 2005, several novelties have been introduced in the understanding of the purpose of the cultural heritages to society. Cultural heritages, the World Heritages among them, should bear social benefits to the society – being inclusive, not exclusive to local communities. It calls for „greater democracy, strengthened citizen 3 participation and better governance” (Council of Europe, 2015). Social benefits can stream from economic development built around the heritages. Focus of this paper is limited to the economic benefit of the World Heritage listing, not the protection and preservation sides, although they are indivisible parts of the World Heritage concept. Similarly, UNESCO promotes the World Heritage properties as having great potential for local economic development if „managed properly“ (UNESCO, 2014). It is true to some extent that inscription on the World Heritage list can result in an increased amount of tourists. However this does not apply to every World Heritage site (Jacquot & Gravari-Barbas, 2010; Chih-Hai Yanga, 2010; Van der Aa, 2005) and the statement cannot be generalized. 1.2 The World Heritage and tourism UNESCO has often been criticised for attracting mass tourism despite its purpose to the contrary, not to attract mass tourism (Global Heritage Fund, 2015; Hunt, 2012; Usborne, 2009), which may create damage to the World Heritage (e.g. loss of cultural heritage, economic dependence, ecological degradation, intentional damage) (Fien, et al., 2015; Drdácký & Drdácký, 2011). Nowadays, UNESCO emphasizes sustainable tourism, which is defined as “tourism that respects both local people and the traveller, cultural heritage and the environment” (Fien, et al., 2015). Sustainable tourism is regarded as the “new“ tourism with tourists more interested in environmental protection and expect the tourism industry to take responsibility and become long-term protection oriented (Pedersen, 2002). UNESCO developed an action plan for sustainable tourism in the period between 2013 and 2015 (UNESCO, 2012). However, the shift from general tourism to sustainable tourism is still in progress and this paper will not specifically focus on sustainable tourism, but acknowledges its importance in respecting the heritage sites and its inhabitants. 4 1.3 A challenging research In line with the literature review presented in the background, this study aims to aid the World Heritage sites which do not succeed in using the UNESCO World Heritage brand in promotion of tourism resulting in economic development. We are limiting ourselves to use stakeholder approach with brand management as the key aspect. Stakeholder approach is used due to its inclusion of stakeholders’ interests and utilizing stakeholder engagement process in reaching the set goals. The inclusion of stakeholders’ interests is in line with the sustainable tourism trend, which includes local communities and their importance in decision making. Brand management refers to the World Heritage brand on international as well as on national and local levels. The involvement of stakeholders in the management process has become important in the past years (Landorf, 2009; Leask & Fyall, 2006; Phillips, 2002; 2003; Wijesuriya, et al., 2013). Also, Corporate Excellence, a centre for leadership, argues that co-creation (stakeholders involvement) is key in brand management since it is not only the company that owns the brand but also its stakeholders (Corporate Excellence, 2014). It actually strenghtens the brand (ibid). 1.3.1 Research Question & purpose Becoming a World Heritage site does not always result in the expected increase of tourism for economic development reasons. UNESCO also states that the site needs to be managed properly. In our case, we want to focus on what a World Heritage brand ‘managed properly’ through stakeholders management might mean
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