Heritage attractions, competitive pressures and adaptation: the case of the British seaside pier

Abstract

Heritage visitor attractions operate in a dynamic environment requiring them to adapt and respond to changing circumstances which they cannot control. This paper focuses on adaptation strategies adopted by one type of heritage resource: the seaside pier in the UK. As part of the heritage of mass tourism itself piers were created in a specific context and as that context has changed, they have needed to adapt to remain viable and competitive as attractions. A combination of observational field visits to all UK piers and in-depth interviews with selected pier owners was used to examine strategies of adaptation. Three pier categories were identified, characterised by different adaptation strategies and the experiences offered to visitors. The Family Entertainment pier has adopted a strategy of consolidation, offering a traditional product with some diversification to suit contemporary consumer tastes. The Twenty-first Century Innovator pier has followed a strategy of differentiation, focussed on providing contemporary entertainments and catering. The Heritage pier has differentiated by offering a nostalgic and uncommercialized experience of the traditional seaside holiday. These strategies enable individual piers to remain competitive as attractions but some have more robust business models and are in a stronger financial position to deal with ongoing and future challenges.

The Strategy for Development of Heritage Tourism in Singaraja City

“…Moreover, heritage sites should adapt to changing visitor demand patterns to remain relevant and attractive to contemporary tourists. For example, the British seaside pier has an innovation to adapt towards a more overtly twenty-first-century product based on contemporary entertainment, high-end catering, and in some cases, an orientation toward the needs of local communities (Anya Chapman, 2020;Neuhofer & Buhalis, 2012).…”