Budapest, city for cultural heritage and creativity: themed historic and heritage attraction

BUDAPEST, THE BEST CITY FOR CULTURAL HERITAGE AND CREATIVITY Turkish baths, themed historic and heritage attractions

Roland Lรกposi Issues and Trends in Tourism 2020 0

Contents 1. Abstract ............................................................................................................................................... 2 2. Understanding Budapest ..................................................................................................................... 2 2.1 Introducing the destination profile ............................................................................................... 2 2.2 Destination ecology: Offerings ...................................................................................................... 3 2.3 Competition ................................................................................................................................... 5 2.4 SWOT analysis ............................................................................................................................... 6 3. Who is Budapest? ................................................................................................................................ 7 3.1 Market Segmentation.................................................................................................................... 7 3.2 Megatrends ................................................................................................................................... 7 3.3 Unique Selling Proposition ............................................................................................................ 8 4. Challenges of changing travel patterns ............................................................................................... 8 5. The Role of Marketing ......................................................................................................................... 9 6. Managerial and practical implications .............................................................................................. 10 7. Conclusions ........................................................................................................................................ 11 8. Appendix 1: Budapest in the Central-Eastern European context...................................................... 12 9. Appendix 2: ‘Cathedral’ of experiences – layers of attractions, and touch points of activities ........ 13 10. Appendix 3: External factors - PEST analysis ................................................................................... 15 11. Appendix 4: Turkish heritage in Budapest – Bath, leisure, pilgrimage, historical and heritage attractions ............................................................................................................................................. 16 12. References ....................................................................................................................................... 19

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1. Abstract This report outlines a tourism product development proposal for Budapest as a best creativity and cultural heritage destination based on the city’s unique Turkish cultural heritage, historic and heritage attractions linked up with creative energies. The report analyses Budapest’s current offerings as a destination, the city’s market position and segmentation in tourism as well as explain the wider internal and external trends influencing the future of tourism. Then it narrows down to the potential tourist products in lights of the chosen idea, briefly considers the issues arising from changing travel patterns, sustainability and overtourism, and looks for possible approaches to the role of destination marketing and its implications in management and practice.

2. Understanding Budapest 2.1 Introducing the destination profile Budapest is the capital city of Hungary, sitting on the banks over the river Danube extending to the hills of Buda and the plains of Pest. The city’s history dates back to the Romans, and it has been the Hungarian capital city and the seat of Hungarian kings since the 15th century. The Ottoman Empire occupied it in the 16th century and ruled over it, till the end of the 17th century when the country became part of the Austro-Hungarian Empire. The city preserved many facets of this turbulent past in its architectural heritage such as the medieval Castle District and the Turkish baths, the Jewish Quarter.

The historic city centre of Budapest along with the Castle and the scenic cityscape along the banks of the Danube has been inscribed to the World Heritage List since 1987. The Roman built heritage of Aquincum is part of the upcoming World Heritage nomination in 2020. Budapest has many different faces and offers many different experiences ranging from culture, nightlife or shopping to urban explorations, theme and city parks as well as hidden niche experiences shaped through engagement with to local people (Smith and Puczkó, 2012).

YouTube 1: Even though it is not customary to include online media into a report, as a reflection on the ongoing coronavirus pandemic and the rise of virtual and online destination tools it may be appropriate. The 1:17 mins long YouTube clip shows most of the attractions detailed in the report – without visitors, without life on the street. Source:(Visit_Budapest, 2020)

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2.2 Destination ecology: Offerings There are many ways to assess and categorise the offerings or assets of destinations. These are important as ‘tourism is driven by attractions’, however not all tourism a generates the same amount of demand (du Cros and McKercher, 2002). According to Buhalis ‘destinations are amalgams of tourism products, offering an integrated experience to consumers’ (2000). Buhalis also offers a framework for analysing destinations identifying 6 key elements: attractions, accessibility, amenities, available packages as well as activities and ancillary services. Baloglu and Uysal notes that tourists seek a number of distinct needs simultaneously and ‘experience more than one attribute at the same location’ (Baloglu and Uysal, 1996).

Lemon and Verhoef (2016) focused on customer experience and the customer’s journey and use ‘touch points’ to map where ‘customers might interact with each of these touch point categories in each stage of the experience’. In terms of the customer’s journey the offerings of the city are also touch points to look at.

Budapest as a predominantly ‘urban destination’ (Buhalis, 2000), has many different offerings, therefore clustering of the offerings is necessary in order to draw up a list within the limitations of this report. This report focuses on the clustering of simultaneously existing attractions and activities (paid and free) as accessibility and ancillary services are provided by the existing fabric of the city (Appendix 2).

Table 1 Clusters and touch points of visitor attractions in Budapest

Castle District

Historic city centre

Core Districts

Jewish District

The Royal Palace and the medieval district of Budapest on the top of the Castle Hill. The district has a unique architectural ambience and a scenic view over Budapest. It is the home of museums, galleries, heritage art markets and numerous landmarks such as the Fisherman’s Bastion or the Castle Gardens.

Part of the world heritage area.

Activities and experiences: sightseeing, guided and unguided tours, gastronomy, cultural heritage, festivals and heritage food events A buzzing, living city centre on the Pest side of the city, with many museums, theatres, art galleries, iconic buildings. The built environment is part of the outstanding universal values of the world heritage. It the home of food market halls, the newly revitalised gastronomy places, cafés, outdoor terraces and Michelin star restaurants and the main Christmas market. Landmark features include the Parliament, the Váci street or the Andrássy Avenue. The Danube cruise liners also berthing in the area.

Activities and experiences: sightseeing, guided and unguided tours, gastronomy, cultural heritage, cultural events, street festivals, shopping The core districts are surrounding the historic centre in Pest and the Castle District of Buda. Their built environment is a continuation of the eclectic architectural mix reflecting the developments of the 19-20th centuries. They are mostly mixed-use areas, with the main circular road the Grand Circle Road connecting them. Most of the theatres, cinemas, cultural event places and shopping centres and universities are located here.

Activities and experiences: socialising, shopping, street arts and cultural activities, guided tours, niche location tours, artisan gastronomy, clubbing, main meeting points for locals The Jewish District is the home former Jewish diaspora. It is the home of the ‘ruin-bars’, derelict buildings converted to underground bohemian clubs as

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Hills of Buda

Riversides

City Parks & Islands

Festivals and Events

well of the largest Jewish synagogue. This district is the main cluster for the nightlife of Budapest and has the biggest density of Airbnb lets.

Activities and experiences: alcohol fuelled nightlife, socialising and clubbing, cultural heritage, Jewish heritage food, guided tours, arts and stand-up comedy, niche location tours Natural reserves and national park area, looking over the city from various vantage points. Some of the oldest inns and most popular outdoor places are located here and the Libegő, a ski lift offering the best panoramic view. Part of the hillsides of the Gellért-hill overlooking the Castle District and the Danube with a fortress converted events place on the top. One iconic heritage and religious attraction is the Tomb of the Sufi Dervish Gül Baba, an existing pilgrimage place and the urban structure retaining features of the Ottoman settlement core.

Activities and experiences: outdoor walks, hillside restaurants, cycling, trekking, cave climbing, scenic funicular trips, cultural heritage The banks of the Danube have a scenic view over the city. This the place of the high-end hotels and the riverside terraces. It is very heterogenous ranging from the almost nature-like environment of the Római-part on the north through the city promenades along the river to the riverside swimming place of the Kopaszi-gát on the south. On the Buda side are the old Turkish baths located at the bottom of the hills and Aquincum, the centre of the Roman heritage.

Activities and experiences: gastronomy, outdoor walks, socialising, fun, cycling, Danube cruising, niche location tours, recreation The parks are located across the city. The Margaret Island is in the middle of the Danube, the Városliget lays at next to the World Heritage area and the location of the ongoing development of the new museum district. The Budapest Zoo is one of the most visited attraction. These large open spaces cater for many festivals all around the year, and provide recreational activities, thermal baths and mental and physical well-being activities.

Activities and experiences: outdoor recreation, festivals, cultural heritage, leisure, socialising, and fun, walking, cycling, sunbathing These occasions are taking place across the city all year around. The most significant are the Spring and the Autumn cultural festivals offering classical and street music, and the Island music festival in the summer hosting world leading headliners. Another significant occasion is the Day of 20th August, when the city along the Danube transforms into a public theatre of flight and ship shows and a late-night firework.

Activities and experiences: music, culture, gastronomy, dancing, shows, street events, food markets, winter markets

Target Markets: Budapest is an amalgam of many different target groups, as a capital city it offers activities, accommodation and experiences ranging from cheap package deals to high status associated for all ages, social classes generations and incomes.

Tour types: the city has two major currently reconfiguring guided tour types (Zatori, Smith and Puczko, 2018) in forms of Hop-on, Hop-off coaches and organised bus tours as well as small group tours of walking, cycling or using electric scooters and Segways, and niche tours for audience with broader interests in social, cultural and historical focus involving locals such as visits in Jewish or Roma homes, following the shooting locations of the Witcher or taking part in creative classes from art and craft to food making.

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Service experience: In Budapest recent study shows that the service providers’ effect through interaction on tourist experience is high and in terms of experience-involvement (emotional, mental, flow-like and social) in various activities and tours are perceived as authentic and memorable (ibid, p.

119).

2.3 Competition Traditionally, Budapest has two main competitors in the Central-Eastern European region (Appendix 1): Vienna and Prague (Dumbrovská and Fialová, 2014; Roland_Berger, 2015; Smith and Puczkó, 2020).

All cities have shared history through the time spent as part of the Austro-Hungarian Empire, however Prague and Budapest were part of the Eastern-bloc and joined into the European Union only in 2004.

Many features of the cities are similar, their culture, architecture, city area and population. Seasonality of tourist is mostly evenly distributed in Vienna, but no so in Budapest, where the April -August season is defining. The volume of tourism is similar in the case of Vienna and Prague, but Prague has the highest density of tourist concentration (Roland_Berger, 2015) including the World Heritage sites leading to overtourism (Dumbrovská and Fialová, 2014).

By analysing trends, impacts and city rankings in the recent reports (Roland_Berger, 2015; AHA and Roland_Berger, 2019) and using the destination lifecycle and tourism impacts of Buhalis (2000, p. 105), the difference between the lifecycle and maturity of Budapest, Vienna and Prague is evident. (This report notes on the fact that since 2000 the issues of environmental sustainability, overtourism and community engagement are actively addressed both in Vienna and Prague, even though Buhalis characterisation would suggest is otherwise.)

In short terms Budapest and Vienna are still having ‘Unused Potential’ while Prague is battling with the ‘Mass Trap’ and the high volume-low values phenomenon (AHA and Roland_Berger, 2019). Budapest is also started experience pressures arising from localised overtourism impacts resulted by stag-party goers and embarking Danube cruise lines. The cities are displaying low accessibility in international comparison and lower growth in added value capture.

Table 2 Destination lifecycles of Budapest, Vienna, and Prague. Adapted from Buhalis (2000)

By using Leisen’s (2001) multidimensional model of socio-cultural amenities, participative recreational activities and climate attribute interrelation and natural activities, these cities are occupying the same place. As urban destinations they less exposed to the climate attributed factor, while having rich sociocultural (festivals, cultural events, cultural heritage) and natural amenities (river, islands, hills) as well as participative recreational activities (shopping, cafés, gastronomy, clubbing, festivals and events).

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Some of the perceived differences are rooted in the cultural heritage they ‘nested in’ (Nadeau et al., 2008) creating niche opportunities. In case of Budapest especially distinctive are the national heritage foods and the gastronomy scene, and wine culture. Compared to the other cities Budapest have significant offer in historic spas, and Turkish baths particularly, and the heritage place of the Ottoman occupation such as the Tomb of Gül Baba (Appendix 4), as well as flourishing gastronomic scene and artisan food-makers. The city offers a very rich urban experience allowing space and opportunity for exploration and immersion through transformative experiences of niche location tours as well as capacity for satisfying many other consumer needs in the same time.

2.4 SWOT analysis This report used the strategic approach of focusing on existing strengths and opportunities and carrying forward element identified by the SWOT analysis.

Table 2: SWOT analysis. Source: (Puczko, Ratz and Smith, 2007; Smith and Puczkó, 2012; MTU, 2017a; MTU, 2017b; Sziva and Bassa, 2017; Nga, Erdélyi and Formádi, 2018; KSH, 2019; MSZÉSZ, 2019; Smith, Sziva and Olt, 2019; Smith and Puczkó, 2020; MTU/HTA, nd)

Strengths Authentic cultural heritage, architecture, Gastro-revolution in bistro and fine dining, Rich spa and Turkish bath culture, Increasing attention within the top 10 country of origins of foreign visitors, Landmarks, and iconic buildings, City parks in unique settings offering recreational and outdoor activities within the convenience of the city, Identifiable and unparalleled scenic view of the city, the hills of Buda, the Danube and Pest, Budapest visitor discount card and unified, app based public transport system, Rich and diverse of tourism service providers Opportunities High number of expats (VFR), High number of culture-producing actors, Cultural mapping and linking up of virtual cultural and creative experience providers into a smart tourism scheme, A ‘Visit Budapest’ cloud based, smart and creative tourism app and website, offering modular and tailorable experience, Second world heritage nomination is imminent, Spreading out tourist to wider area, Planning along with visitor’s journey, Augmented reality (AR) for the new world heritage nomination (Park and Stangl, 2020) Gamification adapting the Go Romans game

Weaknesses No destination management agency since 2010, Fragmented and not engaged stakeholder ecology, No ‘Visit Budapest’ online presence, Infrequent, underdeveloped, use of online channels, Miscalibrated social media (in Hungary Facebook), Falling behind in sustainable and responsible forms of travel and tourism, Airbnb demand forced residents out of the city centre than collapsed due coronavirus impacts, Low knowledge of foreign language in society, Budget airlines “stag-hen party” image Threats No Budapest brand, only change of slogans, No Tourism strategy since 2017, Lack of coherent and cooperating destination ecology, Top-down tourism developments, Sings of localised overtourism, Increasing resistance of local communities towards nightclubbing and drinking benefits seekers, Existing world heritage status is threatened by new developments, Falling into the high volume – low revenue trap, Tourism development is detached from city planning

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3. Who is Budapest?

3.1 Market Segmentation To understand the complexity of and attraction market of destination market segmentation offers a way (Swarbrooke, 2002, pp. 75-81). Based on the ‘cultural capital’ theory of Bourdieu (1984), Peterson looked into the consumption and social status suggested that high status seems to be more linked to omnivorousness, while nearer to the bottom of status hierarchy seems more univorous in taste (2005).

In general the omnivorous type of consumer (of culture) has a relatively high level of consumption of high and popular cultural forms, meanwhile the univorous type is limited to only more popular genres (Chan and Goldthorpe, 2007). However, Chan and Goldthorpe also recognised that distinction is blurred, when consumers of high culture are interested in one particular cultural product and therefore classed as univores and in special cases even as non-consumers (ibid).

Another type of understanding travel motivations, attitudes towards destinations and destination choices (Pereira, Gupta and Hussain, 2019) are based on push and pull factors. As Baloglu and Uysal explained it, push and pull factors describing how motivational variables are pushing and attracted by the destination area (1996). Push factors are desire and motivational factors predisposing someone to travel, while pull factors are resulted by the attractiveness, including perceptions and expectations of travellers towards a specific place. Klenovsky summed up the push-pull motivational frameworks through various works between 1977 and 1997, including Crompton’s (1979) widely used 7 push and 2-in-1 pull factors (2002). Lee et al. (2006, p. 583) identified 9 benefit sought segments such as: convenience and deal seeking, novelty seeking, seeking escape, seeking environmental quality and safety, seeking differences, roughing it and coping, shopping and art/culture, seeking activities for the entire family and visiting friends and relative.

By analysing which motivations, tastes and benefit segments can be attributed to the offerings of Budapest, this report argues that: •

•

Offerings are appealing to both omnivorous and univorous tastes, however considering the cultural capital required to appreciate the offerings of cultural heritage, heritage foods, creative experiences distinctive to the competitors, the target group is of those open-minded, higher educated and omnivorous.

The attractions can be linked to the novelty seeking, seeking differences, art/culture, seeking activities for the entire family, visiting friends and relatives and additional Budapest specific positioning elements of heritage, social interaction, outdoor and urban-life seekers and religion (pilgrimage).

This also highlights that the city at the moment is in a heavily competitive, but low yielding ‘broad market focus’ – small market size’ (Morgan, Pritchard and Piggott, 2002) position. By using the identified differentiating offerings paired with the destination branding and marketing, Budapest should achieve a ‘medium celebrity – high emotional pull’ position the destination celebrity matrix (Morgan, Pritchard and Piggott, 2002) and ‘niche market focus – large market size’ position.

3.2 Megatrends Megatrends are slowly impacting, but fundamentally altering meaningful global trends, which are impacting social, economic, political, environmental changing and technological issues (OECD, 2018).

They alter may include technological advances, change of values and beliefs, change of approaches, urbanisation, demographic changes and prompting changes directly affecting the tourism sector globally and through the changing expectations of people locally. The OECD identified 4 megatrends already in motion: 7

• • • •

EVOLVING VISITOR DEMAND , SUSTAINABLE TOURISM GROWTH, ENABLING TECHNOLOGIES , TRAVEL MOBILITY .

Megatrends, including comments on pandemics are adapted into the PEST-analysis in Appendix 3.

3.3 Unique Selling Proposition In order to establish destination uniqueness it is required to differentiate the destination from the competitors and determine a unique selling proposition that is sustainable, believable, relevant and that is not readily available for competitors to copy (Blain, Levy and Ritchie, 2005). As Blain et al. quoted Morgan, Pritchard and Pigott (2002), this is critical to in determination of the destination choice’ (2005).

Authenticity is also important because as Taheri et al. (2018) noted ‘object-based authenticity is not necessarily objective authenticity’ it is about the capacity of objects – here the urban context – to inspire feelings of authenticity. Through differentiation destinations should aim to achieve ‘niche orientation’ argues Buhalis (2000). Authenticity, emotions, and experiences: instead of products and services travellers seek authentic experiences, they want to meet local people, to know local stories and want to connect.

Through the lens of the identified benefit segments, and the market positioning, the report identifies the cultural heritage elements, and within the heritages belonging to the Ottoman occupation, the outskirts of the Castle District, the Tomb of Gül Baba and the culture of Turkish Baths (Appendix 4).

The report suggests, to build upon the available co-creative activities both of the artisan and traditional food making – Hungarian cuisine is influenced heavily by the ottoman era - including the grounding and consuming coffee (which is attributed to the Turkish cultural heritage in Hungary), augmented with storytelling, as one of the tourist product bundle with potential to create an authentic, transformative experience. The narrative is based on the Turkish heritage - including the reconquest of Buda - in Budapest.

The various heritage locations could be connected leading to a new, slower and human-scaled flow in an extended destination area. Here the city can be explored by walking, cycling or travelling between the attractions along the Riverside, and the Hills of Buda clusters. This falls in line with the principles of sustainable cultural tourism (UNESCO, 2016).

4. Challenges of changing travel patterns The review of available official data produced by various governmental (MTU, 2017b; KSH, 2019; MSZÉSZ, 2019) agencies reveal that their method does not capture the benefits sought segments, and there is no data available about the actual segments in current tourism. Data is segmented by the most popular activities of benefit sought segments (ibid, p. 584) revealing that the current configuration of visitors and travellers includes cultural activities, sightseeing and touring (50%) visiting friends and relatives (20%) leisure, shopping and dining (20%) and interestingly homeowner expats (5%) living like a local. Nether have the publicly available data sources sociodemographic segmentations.

The volume of tourist visits in Budapest is dynamically increasing, comparing to 2017 the growth was 18%. The seasonality of tourism is visible, the visits and spending almost double in July and August and increased in April-May and September-October.

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The tourism is dominated by foreign visitors, the top 10 sending countries are in rank: UK, USA, Germany, Italy, Israel, Spain, Russia, France, China and South-Korea.

visitor numbers in 2019 1000000 900000 800000 700000 600000 500000 400000 300000 200000 100000 0

Figure 1 Visitors in Budapest in 2019. Source:(MSZÉSZ, 2019)

The megatrends and the PEST-analysis are marked factors which will alter the travel patterns and possibly modes and intensity. This report suggest a smart city approach (Coca-Stefaniak, 2019) focused on offering slow tourism and slow adventure options, where people can be their own agent, and on the other hand the city could use it as a platform to engage, link-up and cooperate with the numerous actors and providers. The smart city framework would make it possible to display the most up to date destination ecology and make it available for tourist. Another advantage would be the resilience, because even though tastes, values and motivations may change but with a smart approach the city could have a to relatively easily reconfigure itself (European_Commission, 2020).

5. The Role of Marketing This report in structure followed the activities outlines in the 5 phases of destination brand building of Morgan and Pritchard(Morgan, Pritchard and Pride, 2004, p. 69) to draw up the brand benefit pyramid.

The main of role of destination marketing would be to draw on the found ‘existing and created’ assets and their appeal to different market segment to decide the personality of Budapest and the essence of destination brand (Morgan and Pritchard, 2014, p. 417) to increase visitors’ intention to visit through place attachment, motivation and narrative transportation (Hosany, Buzova and Sanz-Blas, 2020).

In the case of Budapest destination branding is seriously lacking. There is no Budapest brand. The last tourism strategy (BTDM, 2012) was covering the 2013-2017 period, since then there the city does not have any strategy engaging with and cooperating the activity of tourism actors and providers. Prior to that the city’s destination brand – or rather slogan making activity - was changed in every 1-3 years and it did not allow for a consistent brand to be built up and taken up by the tourism sector.

The role of strategy making and destination branding and marketing is mainly taken over by the central Hungarian Tourism Agency (Smith and Puczkó, 2020), however the national strategy was only introduced in 2018 (MTU, 2017a) and it has not permeated to local level. The current strategic approach puts emphasis on the cultural, gastronomy and well-being aspects of tourism and termed 9

the “WOW Budapest – Wellspring of Wonders” slogan, which is part of the county’s WOW Hungary campaign. It is remaining to be seen if it would have any major impact on visitor numbers and market segmentation.

Destination marketing of the city would have to start from the bottom of the destination brand pyramid to actually build a Budapest brand and then by applying smart tourism city principles (European_Commission, 2020) engage with potential visitors in every step on the visitor’s journey.

In terms of communication the city is lagging behind particularly in the use and engagement through social media channels and online presence. Considering the effect of global pandemic, it also shows a fundamental weakness, that in this situation there is nothing the city can do to maintain connection and engage with visitors at the two ends of the visitor’s journey.

6. Managerial and practical implications One significant hiatus of measuring, monitoring, and evaluating tourism in Budapest and indeed in Budapest is that the segmentation is solely based on volumes and sending countries and activities, while it is not linked together with other forms of segmentations. For example, from proverbial experience, newspaper reports and police announcement it is known that one of the major issues with binge drinking and partying night life and clubbing in the Jewish Quarter is caused by British stag-hen party goers (Smith, Sziva and Olt, 2019). This segment of the market is using cheap package deals or discount flights, predominantly books hostel or low-end hotel rooms and Airbnbs, while enjoying the low food and beverage as well as accommodation prices, but it is not coming through the datasets.

Following up on the one extreme example of British tourists’ presence and the issues with night-time economy and the megatrends in motion, it can be seen that the budget airlines were the first to be hit by the coronavirus lockdown, and bans of in- and outward travels shutting down the whole service network built around them within weeks. Of course, changes in travel patterns can be much slower or even planned but in order to deal with them the tourism sector has to be resilient.

Sustainability and responsible tourism an increasingly important expectation from the visitors’ side as well. Recent report on responsible tourism with participants of large and small guided tours show, that the issue is already present, and affecting the service-experience and brand loyalty, including the destination brand (Nga, Erdélyi and Formádi, 2018).

The newly established destination management organisation the Budapest Festival and Tourism Centre must address issues of: • • • •

Establishing the Budapest Brand, Use country image to support it, Communicating the brand, Monitor and evaluate the impact of the brand on visitor segments

Smart tourism • • • • •

Dedicated website, Consistent and coherent online presence, Use of all social medias appropriately, Engage and link up local providers, Offer modular experiences through online platform or application,

Tourism management 10

• •

Tourism strategy, Engage with stakeholders and local communities.

7. Conclusions This report followed the activities outlines in the 5 phases of destination brand building of Morgan and Pritchard (2004, p. 69) to draw up the brand benefit pyramid. The report analysed Budapest’s current offerings as a destination and segmentation in tourism, made suggestion to positioning Budapest as a ‘medium celebrity – high emotional pull’ niche focused destination with large market size. The report addressed the wider internal and external trends influencing the future of tourism and Budapest. By linking up tourist’s experience and motivations with offerings the report outlines a tourism product development proposal for Budapest as a best creativity and cultural heritage destination, through a tourism product idea based on the city’s unique Turkish cultural heritage, historic and heritage attractions linked up with creative energies.

Word count: 4362

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8. Appendix 1: Budapest in the Central-Eastern European context

Photo: 1 Distances from European cities. Source:(MTU/HTA, nd)

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9. Appendix 2: ‘Cathedral’ of experiences – layers of attractions, and touch points of activities

Own illustration. Photo: pixabay.com

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Own illustration. Photo: Google Earth 14

10. Appendix 3: External factors - PEST analysis Opportunities

Threats Political Greater resource efficiencies Security and border measures, Support of integrated governmental approach Threat of terrorism, pandemics Providing transparency Increasing xenophobia and hate of ‘others’, National tourism Development Strategy 2030 based on government campaigns promotes cultural, wine & food, well-being ‘Illiberal democracy’ under EU Article 7 process tourism Sudden changes in law and taxation and Promoting stakeholder engagement croneyism (Smith, Sziva and Olt, 2019) Political tension between the central government and City of Budapest Economic Hungarian Forint devaluating Reshaped tourism value chains Gastro revolution Emigration of skilled workforce in tourism and Spreading tourism beyond major centres hospitality to Western European countries Niche opportunities: multi-generational travel, Changing travel patterns and expectations – if often involving families, medical tourism not adapted to – especially due to coronavirus Willingness to pay a premium for more pandemic environmentally sustainable products or Lack of focus on communication, networking services and partnership management skills for Economic growth and job creation, and businesses generate added value Cities, towns and villages will be losing their tax Government crisis support package for tourism income source as state redirected them Social Climate change (& consciousness) causing Sustainability concerns, people to live sustainable and care, Ageing population, Rise of middle class (global south and east) and Rise of inequality, lessen poverty, Increasing share of Millennials and Generation Z Importance of getting out of the city, Food security and waste minimisation, Emerging need of enhancing life of local people, Overcrowding leads to higher property taxes Recognition and pull factors: world heritages, and higher cost of living, Flygskam Extreme weather events potentially larger seasonal variations, Technological Global connectivity (speed, coverage), Huge deficiencies on supply side, only Air passenger traffic was expected to double, traditional, single tourist services Strong growth in global road and rail passenger Focus only on physical infrastructure, not on Ease of travel but will stop and reconfigure, visitor’s journey Electric buses only for public transportation in Discount flight business model became cities in 2025 in Hungary, unsustainable during coronavirus Real-time, cloud-based data collection on Social media also may present a threat for tourist nights started in 2019 in Hungary, vulnerable destinations (Will Smith dancing on Digital online platforms to advertise and book, the top of the Chain Bridge) Influencers as ambassadors (Will Smith dancing on the top of the Chain Bridge), Virtual reality (VR) technology became especially important during the pandemic The PEST analysis composed by the adaptation of the following sources: (MTU, 2017a; MTU, 2017b; Sziva and Bassa, 2017; OECD, 2018; KSH, 2019; Smith and Puczkó, 2020).

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11. Appendix 4: Turkish heritage in Budapest – Bath, leisure, pilgrimage, historical and heritage attractions

Photo: 2 The Veli Bey Turkish Bath. Source: termalfurdok.com

Photo: 3 The Veli Bey Turkish Bat. Source: own photo

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Photo: 4 The Rudas Turkish Bath. Source: termalfurdok.com

Photo: 4 On the top of the Rudas Turkish Bath. Source: termalfurdok.com

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Photo: 5 The Király Turkish Bath. Source: termalfurdok.com

Photo: 6 The Gül Baba Türbe - Tomb of Gül Baba historic and heritage attraction and cultural centre and its VR opening page. Source: 3Dpano.hu

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