Q4-6. new consumers. Venice should use marketing communications including

Q4-6.  There are multiple points of view on the subject
of tourism in Venice.  From locals like
Vincenzo Casali’s claim that billboards at tourist landmarks serve a purely
commercial purpose and Jane da Mosto’s assertion that Venice is losing its identity.
 To consultants like Nathalie Salas’ allegation
that passive tourists are a threat and Venice is becoming “standardized”.  Each point of view has merit, however, I
agree by and large with Dominic Standish’s perspective that tourism is an
opportunity versus a threat and problems that arise are best managed by city
officials and through public policy.  Through
modernization, development, and policy Venice could address these concerns and
welcome tourists in diverse ways with new strategies.  Through proper city management and public
policy Venice could build new ports, draw tourists to destinations off the
beaten path and govern advertising timing and placement.  Proper governance will lead to a win-win
scenario—preserving economic prosperity while maintaining Venetian culture.

 

Q4-7.  Currently the Veneto region earmarks $1.8
million each year for historic renovations, this budget shortfall requires
Venice to pursue alternate means to fund renovations and by in large they have
done so through advertising and corporate sponsors.  Monument preservation is an important component
that fuels future tourism and companies that contribute to historic renovation
projects should be able to advertise in order to reap the benefits of their
contributions.  Without these funds
Venice would not be able to preserve the very reason most tourists visit the
city and tourism will decline—resulting in even less money for renovations and
preservation and further stagnating socioeconomic development.  However, employing Dominic Standish’
perspective advertising and sponsorships could be governed by city officials or through public
policy.  Commissioning a strategy that
allows for advertising during the off-peak periods will generate revenue for
Venice when tourism money is low, promote consumption, and help control the
commercialization of the city.

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Q4-9.  The tourism market is saturated; Venice competes directly with
Barcelona as a top cruise destination. 
This saturation coupled with the recent European economic crisis
requires Venice to adapt its marketing strategy in order to draw new consumers.
  Venice should use marketing
communications including social media to direct tourists to areas of the city
that are “less touristy” to attract a new type of tourist.  Drawing tourists to off the beaten path
locations would benefit locals in a number of ways.  First, it helps prevent overcrowding at
popular sites and destinations, second it promotes national pride in these new destinations,
and third it connects the cities inhabitants to a new type of tourist that is
looking for a deeper connection with Venetian culture.  Targeting a new segment to alternative
destinations broadens the target market without overloading popular
destinations within the city.