The Cultural Relationship Management: Case Study “Sassi of Matera”

The Cultural Relationship Management: Case Study “Sassi of Matera”

Lucia Aiello (Universitas Mecatorum, Italy) and Salvatore Ferri (University of Naples “Parthenope”, Italy)
DOI: 10.4018/978-1-4666-5007-7.ch003
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Abstract

This chapter uses a case study to analyse the ways a cultural product, if managed efficiently and effectively, can activate processes of economic growth and stimulate the start-up of new businesses. The work is divided into two parts: the first presents the mapping of cultural enterprises in the province of Matera, and the second presents a quantitative analysis on the main economic enterprise activity in the area under investigation. The aim of this research is to demonstrate the main area of evolution in business development in Matera and its province since UNESCO declared the “Sassi of Matera” to be a World Heritage Site. In particular, the analysis of cultural activities and those of tourism and eating out allows readers to see that the economy of Matera, despite being an inland community, is linked to tourist accommodation and development thanks to the “Sassi of Matera.”
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1. Analysis Of Cultural Activity In The Province Of Matera

Attention to cultural products is confirmed by the latest report on culture (Snowball J. D., 2008), from which it emerges that despite the global crisis, export of cultural products is stable or increasing for many Italian regions. Basilicata is one region that has reported an increase in incidence in the export of cultural products, out of the total for products/services. In 2012, these exports in this region increased by 0.4 points compared to 2009. The province of Matera, in addition, is fifteenth in the list of Italian provinces for specialization in the cultural content of exports, an increase of 20.0%.

Key Terms in this Chapter

Thirty Marketing Relationships (R 30) of Gummesson: Are grouped into: market relations; relations not to market: mega-relationships and micro-relationships. The first reports are divided into classical market (triad between supplier/customer/competitor) and special reports of the market (such as relationships classic but under certain conditions, e.g. supplier/customer in a loyalty program). The reports are not classified as mega-market relations (are above the market, e.g. relations) and nano-reports (they are in the market, e.g. between the human resources).

Relationship Management: Is considered, in this paper, an approach: a perspective, a way of looking at the phenomenon from different points of view, with the goal of having a vision of complex and extensive. That's what Gummesson (2008) defines eye-glasses (lenses relations). Through the relationship marketing approach, each analyzed phenomenon is observed in perspective of the relationships created, maintained, dissolved.

“Sassi of Matera”: Cultural product, that have been recognized by UNESCO as a World Heritage Site, representing a way of life and a model of development that has lasted thousands of years; they form an urban settlement unique in the world due to the fact that Matera has been continuously inhabited since the Paleolithic era.

System of Stakeholders: Model elaborated on Solima L. (2006) , p. 86. It is allow mapping the company is the generator of cultural defined relationships, that, in this work, we have defined, primary and secondary. Primary relationships are vital for the enterprise and relate to suppliers, customers, owners and; secondary relationships are enabled with the lenders, authorities, donors, the scientific community, local actors, the media, opinion leaders and local operators. To detect the possible relationships that can be turned, allows the company to make the most of their potential relationship.

“Cultural Relationship Management Matrix” Model: The model provides a representation of the different levels of internal and external relationships that can be activated by the cultural company; depending on the level and the mix between internal and external relations, the cultural relationship management takes different managerial forms and guidelines. With this figure we want to offer a matrix to supports cultural companies in their choices of orientation and management relations, starting from the resources inside and outside the company.

ATECO Code: Is an automatic coding tool which makes it possible to assign an code according to a brief description of the economic activity supplied by the user (in Italian language). It was defined from Istat in 2007.

UNESCO: In 1945, was created in order to respond to the firm belief of nations, forged by two world wars in less than a generation, that political and economic agreements are not enough to build a lasting peace. Peace must be established on the basis of humanity’s moral and intellectual solidarity. UNESCO strives to build networks among nations that enable this kind of solidarity, by: Mobilizing for education: so that every child, boy or girl, has access to quality education as a fundamental human right and as a prerequisite for human development. Building intercultural understanding: through protection of heritage and support for cultural diversity. UNESCO created the idea of World Heritage to protect sites of outstanding universal value. Pursuing scientific cooperation: such as early warning systems for tsunamis or trans-boundary water management agreements, to strengthen ties between nations and societies. Protecting freedom of expression: an essential condition for democracy, development and human dignity (see more at: http://en.unesco.org/about-us/introducing-unesco#sthash.bVvl9O95.dpuf ).

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