Strategically managing sustainable and innovative business development in uncertain times: An exploratory study of Botanic Gardens. Nicholas Catahan and Helen Woodruffe-Burton Edge Hill University Business School, Ormskirk, Lancashire, L39 4QP, England, UK Abstract The purpose of this study is to explore the provision, experiences and perceptions of 3 similar Botanic Gardens (BGs) across the UK; to explore and inform their heritage marketing and management efforts. Botanic Gardens (BGs) are faced with a range of challenges regarding sustainability and innovation due to funding cuts, changing roles and the need for strategic management approaches. Online resources directly linked to these 3 BGs (company websites, Trip Advisor, Facebook and Twitter), and transcripts of free-flowing discussion with stakeholders (representatives of international and UK national BGs; staff and volunteers of these 3 BGs) form the data sources. Content analysis of such data sources follows qualitative methodology techniques utilising a combination of manual and automatic text analysis; to highlight strengths and areas for development. It is hoped that this study will extend across the broader BG industry at both a national and international level, and contribute to sustainable heritage tourism and visitor attractions management paradigms. Introduction Botanic Gardens (BGs) are important places and spaces of heritage, and for economic, environmental and socio-cultural outcomes. Most BGs are commercial operations open as visitor attractions, where profits assist in sustaining their existence. However many have suffered over the years due to a lack of strategic leadership and management. There is particular attention to the importance of understanding strategic marketing and management to develop visitor experience economies, and sustainable and innovative business (Connell & Meyer 2004; Connell, 2005; BGCI, 2009; Brown & Williams, 2009; Dodd & Jones, 2010; Urry & Larsen, 2011; Moskwa & Crilley, 2012; Nex, 2012; Benfield, 2013; Richardson, 2015). There is a dearth of literature on BGs tourism marketing and visitor attractions management, especially linked to UK BGs (Garrod, Pickering & Willis, 1993; Connell, 2005; Fox & Edwards, 2008; Leask, 2010; Benfield, 2013). Benfield (2013) makes reference to a limited knowledge on the subject highlighting a considerable gap in academic study despite the popularity and phenomenon of garden tourism. Various news articles over recent years have highlighted the challenges BGs face due to funding cuts, changing roles and the need for a strategic approach to management change in uncertain times (Jones, 2010; Tighe, 2012; Lean, 2015; Misstear, 2015; Richardson, 2015; Catahan & Woodruffe-Burton, 2017); Standing down from her post, Dr. Rosie Plummer, Director of National BGs Wales stated: ‘the gardens have to be more commercial’ (Sample, 2015). Dr. Paul Smith, Secretary General of the BGCI states: ‘the lack of knowledge of strengths and weaknesses leads to poor decision making’; making reference to Kew BGs’ current challenges (Richardson, 2015). These aspects frame the context of this paper. This study will contribute to the body of knowledge on UK BGs as heritage and visitor attractions. It is expected that a model of good practice will be developed to inform strategic heritage marketing and management of 3 BGs; with a view to extending research across other UK BGs and the international BG industry. CORE Metadata, citation and similar papers at core.ac.uk Provided by Edge Hill University Research Information Repository