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The purpose of this paper is to explore how community involvement can support the authors who are guided by the following research questions: how do community residents contribute to heritage marketing strategies that represent their local area? How does community involvement in heritage marketing encourage place identification? How can organisations facilitate community participation in heritage marketing?

The authors draw on an ethnographic study of the adopted railway stations in Scotland. They use in-depth interviews and participant observation alongside visual and archival data.

The authors present and discuss three themes: community involvement in heritage activities, community heritage marketing and place identification, facilitating community participation through Adopt a Station.

Initiatives that empower residents should be prioritised to capitalise on their latent knowledge, skills and expertise. The authors suggest that bringing heritage outside the museum space into key places used by local residents will support the increased accessibility of heritage.

While there are often strong arguments in favour of local community involvement in place marketing, it is much less common to find successful reports of this working in practice. Research either questions the capabilities of local residents to make meaningful contributions or hints at a tokenistic form of involvement. The authors contribute by offering insights into successful heritage-based community activity. Unlike previous research which focuses on the economic impact of place marketing, this paper focuses on place identification for local residents. The authors also observe how offering a sense of ownership and freedom allows community management of the heritage message to flourish.

This paper aims to examine the integration of management and marketing practices at heritage sites in Ireland.

The research process involved: phase one, a survey of 224 heritage attractions in Ireland and phase two, semi‐structured interviews with the six organizations that represent the heritage sector on the island of Ireland.

The findings suggest that market research and marketing communication are vital in achieving a balance between targeting cultural tourists and tourists with no specific interest in heritage.

The study has the restriction of being limited to the Irish case. However, these findings provide scope for further investigation, namely extending to other destinations and to sites which use different techniques.

A combined commitment to visitor research by the individual heritage sites could provide information to the representative organizations to facilitate target marketing and improved onsite management. However, a change of mindset is required among heritage practitioners in Ireland regarding the use of marketing and the implications for onsite management. The authors propose that this is achievable through education linked to the study of models of best practice.

The purpose of this paper is to advance the general understanding of the corporate heritage domain. The paper seeks to specify the requisites of corporate heritage and to introduce and explicate the corporate heritage marketing and total corporate heritage communications notions.

As befits an opening article of the first special edition specifically devoted to corporate heritage, this article is largely conceptual in character and draws on the extant literature on corporate heritage brands and identities. In illuminating key points, it also makes reference to extant corporate heritage entities/brands.

A provisional theory of corporate heritage sustainability is articulated, as is the enumeration of key corporate heritage traits. The notions of corporate heritage marketing and total corporate heritage communications are introduced and articulated. Key corporate heritage traits requisites encompass omni‐temporality; institution trait constancy; external/internal tri‐generational hereditary; augmented role identities; ceaseless multigenerational stakeholder utility and unremitting management tenacity. Corporate heritage marketing consists of eight dimensions: corporate heritage character/communications/covenant/conceptualisations/culture/constituencies/custodianship/context. Total corporate heritage communicates consists of primary/secondary/tertiary and legacy communications.

The paper notes the need for assiduous management attention to be accorded to organisations with a bona‐fide corporate heritage. Managers are custodians – as are organisational members guardians – of a corporate heritage. Corporate heritage institutions because they are sui generis require distinct approaches vis‐à‐vis their preservation and management.

Corporate heritage identities and corporate heritage brands confer not only corporate but also temporal, territorial, social, cultural and ancestral identities to multi‐generational groups of customers and other stakeholders. As such, they are of importance not only as corporate entities but also as perennial social identities as well. This is of importance to policy makers, managers and owners of corporate heritage identities and corporate heritage brands.

The unveiling of corporate heritage marketing and of total corporate heritage communications perspective and the articulation of key corporate heritage entity traits is original and is of value to corporate communications/corporate marketing scholars and practitioners alike.

The paper aims to explore how companies communicate their heritage by drawing on heritage marketing and corporate communications literature and mapping the corporate heritage communication strategies of iconic Italian brands.

The study adopts an inductive multiple case study approach, analysing the communication of corporate heritage by nine iconic Italian brands (Pastificio Lucio Garofalo, Barovier & Toso, Pasta Farina, Ducati, Amaro Montenegro, Fiat, Bonomelli, Olivetti and Illy).

In communicating corporate heritage, companies adopt different strategies that vary along two main dimensions – the subject of the story and the tone of voice of the content. The strategies are: (1) heritage for authenticity; (2) heritage for market leadership; and (3) heritage for continuity.

From a theoretical point of view, the study highlights that heritage marketing strategies vary according to underlying strategic themes and narrative approaches. From a managerial point of view, it offers a preliminary guide for the development of corporate heritage communications, also providing indications for their implementation.

This study is amongst the firsts to investigate the strategic antecedents that can shape corporate heritage communication strategies. It represents an integration of the existing literature, which is limited to the descriptive presentation of heritage marketing principles and tools.

This paper examines the integration of entrepreneurial thinking and the elements of marketing strategy in attracting visitors to Grampian region’s castles, focusing specifically on the current tourist initiative of the “Castle Trail”. Firstly, the nature of a heritage tourism resource is highlighted. Secondly, the role of entrepreneurship in not for profit organisations is considered. Lastly, the paper explores the need to include entrepreneurial activities in the development of a marketing plan for maximising the potential of the north‐east’s heritage tourism resources. It is demonstrated that this approach will allow for the creation of a fundamentally distinctive image that will contribute to the overall success of the initiative. The central hypothesis is that the marketing of Grampian region’s prime heritage asset is at present inadequate and new initiatives are required to link marketing principles with entrepreneurial practice. This is supported by primary research findings, where it is demonstrated that a rethinking of the current strategy is much needed. The primary research consists of both interviews and questionnaires. The findings of this research are then combined with the findings of the secondary research, the literature review, and together they provide the framework for a number of recommendations. These include the need to improve road signposting, to extend opening times, and make greater use of sales promotion. A more creative approach can also allow for greater exploitation of new opportunities, particularly in the context of the augmented product. The final conclusion is that there is significant public interest and support for promoting the region’s castles as a major tourist asset, but that at present the potential to promote the region is being clearly under utilised.

The aim of this exploratory study is to investigate the benefits of “New World” wineries using family heritage as a legitimate marketing technique. “Old World” regions have been leveraging off the often long association the wineries family has in wine making to assist in generating wine sales. This marketing initiative is now being applied to “New World” wineries with increasing success.

This exploratory study investigated three wineries including their web sites, print media and consumer responses. The case studies had to include wineries that were family owned and actively promoted and marketed their winery as having a strong family heritage link in Victoria, Australia.

The results of this investigation suggest that family heritage is a legitimate marketing technique for “New World” wineries to assist in wine sales. If a family link can be established, there is no reason why “New World” wineries cannot promote family heritage, even if the winery is relatively new or a family has not worked in the industry for an extended period of time.

This paper attempts to acknowledge that family heritage is important in creating a “story” for the winery to assist in wine sales generation. By examining “New World” wineries regarding family heritage usage, this paper suggests that it is a legitimate marketing technique that other authors have never explored.

This study aims to examine salespeople’s perspectives on the value of corporate heritage to relationship selling and the issue of trust in personal selling situations in the context of emerging markets.

An interpretive approach was adopted, and 16 semi-structured interviews were conducted with senior salespeople in heritage institutions operating in Jordan.

This study reveals that corporate heritage is a valuable organizational resource for relationship selling. Reflecting the values of “trust” and “affinity,” corporate heritage confers trust to salespeople and their products in personal selling situations. Sales managers are advised to use corporate heritage to strengthen sales activities and empower salespeople.

While previous research has explained the significance of corporate heritage to relationship marketing, the significance of corporate heritage to relationship selling and the issue of trust in personal selling situations remain unexplored. Jordan represents a context that has been largely neglected despite being typical of the corporate heritage phenomenon.

This article introduces the special symposium entitled “Advances in corporate brand, corporate heritage, corporate identity and corporate marketing scholarship” and provide a synopsis of the five articles constituting this symposium. By means of context, this article celebrates the anniversaries of four marketing milestones apropos the formal introduction of the corporate brand concept (1995), the formal introduction of the corporate heritage notion (2006), the first special edition (in this journal) devoted to corporate identity (1997) and the formal introduction of the corporate marketing philosophical approach (1998). The latter – corporate marketing – can be viewed as a revolution in marketing thought by noting that mutually beneficial company–stakeholder relationship can be based on corporate identities and corporate brands are not restricted to products and/or services.

Taking a retrospective, this paper explains the four marketing milestones detailed above and notes the revolutionary notion of corporate marketing. All of the aforementioned have meaningfully advanced marketing scholarship over the last 20 years.

This study provides 18 reflections of developments with the corporate brand and corporate identity fields. It also shows the seminal importance of European Journal of Marketing (EJM) special editions on the territory dating back to 1997.

This paper discusses how corporate identity, corporate branding, corporate heritage, corporate identity and corporate marketing have, increasingly, become mainstream marketing concerns.

In marking these milestones, this celebratory EJM symposium comprises cutting-edge scholarship on the aforementioned areas, penned by renowned and prominent scholars from Australia, England, Germany and the USA.

The purpose of this empirical study was to introduce the theory of corporate heritage stewardship by focussing on the nascent corporate heritage identity domain. In particular, the research explores managers’ collective understanding of their organisation’s corporate heritage and how the latter is marshalled, and strategically represented, by them. The case study was undertaken in Great Britain’s oldest extant brewery. Established in 1698, Shepherd Neame is one of UK’s oldest companies.

Empirical research informed by a theory-building, case study using qualitative data. This study draws on multiple sources of data generated through semi-structured interviews, the analysis of documents and non-participant observations. The analysis of data was facilitated by a multi-stage coding process and a prolonged hermeneutic interaction between data, emerging concepts and extant literature.

Corporate heritage identity stewardship theory argues that the strategic enactment of a corporate heritage identity is predicated on a particular management mindset, which is meaningfully informed by three awareness dimensions expressed by managers (i.e. awareness of positionality, heritage, and custodianship). These awareness dimensions are underpinned by six managerial stewardship dispositions characterised by a sense of: continuance, belongingness, self, heritage, responsibility and potency. The findings are synthesised into a theoretical framework of managerial corporate heritage identity stewardship.

The insights from this empirical case study meaningfully advance our theoretical understanding of the corporate heritage identity domain. Whilst the empirical contribution of this study is qualitatively different from statistical/substantive generalisations, which seek to establish universal laws, the research insights are valuable in terms of theory-building in their own terms and are analytically generalisable. The insights from this study have the potential to inform further studies on corporate heritage identities, including research underpinned by a positivistic, and quantitative, methodology.

The findings have utility for corporate marketing management, in that they illustrate how a collective corporate heritage mindset can both inform, as well as guide, managers in terms of their stewardship of their firm’s corporate heritage identity. The theoretical framework is of utility in practical terms, in that it reveals the multiple dimensions that are significant for management stewardship of a corporate heritage identity.

The research confirms and expands the notion of management stewardship in corporate identity in corporate marketing contexts by identifying how a multi-dimensional managerial mindset has constitutive and instrumental relevance. Moreover, this study identifies the distinct characteristics of this corporate identity type – corporate heritage identity – which are revealed to have a saliency for managers. Both insights underpin the corporate heritage identity stewardship theory explicated in this article.

This paper aims to focus on evaluating what cultural, heritage, and historical resources exist in the Republic of the Marshall Islands (RMI) and how these resources can advance tourism development and marketing.

This study bases its approach on tourism development field research conducted in the RMI, first in 1989‐1990 for the entire nation and in 2002 for Bikini and Rongelap Atolls. Current literature sources provide an expansion of the previous studies.

Tourism in the RMI sees only a few thousand visitors annually, with many participating in diving and sport‐fishing. Significant potential exists to attract cultural heritage visitors, but to date few such efforts exist. Construction and sailing of traditional outrigger canoes and rediscovery of ancient Micronesian way‐finding techniques represent two important culture resources for potential tourism marketing.

Field research includes only the atolls of Majuro (the national capital), Bikini, and Rongelap, with updates from published studies and information on the internet. The RMI has many cultural heritage resources, but more effective marketing programs are necessary, including integrated marketing among the numerous atolls, Marshall Islands Visitor Authority, and the RMI central government.

Tourism development for the RMI will consist of niche markets. Beyond current diving and sport‐fishing, various artifacts of previous eras in the RMI and the Marshallese culture may provide additional opportunities to increase the level of tourism.

This study of cultural heritage tourism development in the RMI provides information about which little is written. This study offers a framework for use in other island destinations in the Pacific and elsewhere.