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Introducing the competitive advantage theory/strategy in heritage management

Abstract The purpose of this paper is to introduce Competitive Advantage theory from economics into heritage management. It proposes the use of this theory as a strategy for creating heritage management plans in tourism development. It suggests that sustainable conservation can be achieved if heritage is perceived as a competitive advantage in the development process of a territory. This offers a completely fresh perspective on heritage, which becomes the focal point and driving force in the wider framework of an economic or managerial operation. The question is not how best to manage heritage, but what role heritage plays in the development of a product – a process termed destination in this article. Furthermore, the use of Competitive Advantage theory/strategy means that the operational management of heritage is replaced by strategic management. It is also briefly suggested that, where possible, Competitive Advantage theory is best applied by the Values/Significance Assessment / Identification of Conflicts method which was introduced by the Burra Charter (Truscott and Young, 2000). Finally, the paper recommends that to ensure the success of the approach, participatory methods should be used throughout the process of establishing and applying a management plan. Participation is not merely a ‘politically correct’ approach to heritage management; in any long-term economic or managerial policy, such as the one proposed here, there is a greater chance of achieving sustainable conservation through development if responsibilities are shifted to the public.