I musei d’impresa: collegare il patrimonio, il marketing e la creazione di valore. L’esperienza italiana / Corporate museums: Bridging heritage, marketing, and value creation. The Italian experience
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DOI:
https://doi.org/10.13138/2039-2362/2818Abstract
Negli ultimi sessant’anni, l’heritage marketing ha acquisito sempre più rilevanza nella gestione aziendale sia a livello teorico che pratico. In questo contesto, i musei d’impresa sono emersi come strumenti essenziali per far leva sull’heritage aziendale come fattore di vantaggio competitivo. Nonostante il fenomeno dei musei d’impresa sia sotto i riflettori degli studi economico-manageriali, nessun framework mostra come essi possano diventare un efficace strumento di total relationship heritage marketing (TRHM). Questo lavoro rappresenta un primo passo in tale direzione. Sulla base di un’accurata ricerca sul campo, il contributo indaga le strategie di TRHM implementate dai musei d’impresa italiani. Vengono individuati sette obiettivi strategici e quattro leve strategiche sulla cui base è possibile massimizzare il potenziale del museo in termini di TRHM. Successivamente, viene proposta una matrice che consente di analizzare la posizione strategica dei musei d’impresa rispetto alle strategie di TRHM. La matrice individua quindi cinque diverse tipologie di museo d’impresa per ognuna delle quali vengono identificate una serie di mosse strategiche che il management può implementare per migliorare le performance in termini di TRHM.
Over the past sixty years, heritage marketing has become increasingly important in business management, both theoretically and practically. In this context, corporate museums have emerged as essential tools for leveraging a firm’s heritage as a competitive advantage factor. Although the phenomenon of corporate museums has been under the spotlight of economic and managerial studies, no framework shows how a corporate museum can become an effective tool for total relationship heritage marketing (TRHM). This work represents a first step in this direction. Based on thorough field research, the paper investigates the TRHM strategies implemented by Italian corporate museums. Seven strategic objectives and four strategic levers are identified based on which the museum’s TRHM potential can be maximised. Subsequently, a matrix is proposed to analyse the strategic position of corporate museums with respect to TRHM strategies. Eventually, the matrix highlights five different types of corporate museums: for each type of museum, a series of strategic moves that management can implement to improve performance in terms of TRHM are identified.
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