Reimagining the tourists? customer journey post-COVID-19: a case study of two world heritages sites ? Robben Island Museum and Table Mountain

Khangala, Shonisani David

Reimagining the tourists? customer journey post-COVID-19: a case study of two world heritages sites ? Robben Island Museum and Table Mountain

Thesis / Dissertation

2026

Publisher

University of Cape Town

Department

School of Management Studies

Faculty

Faculty of Commerce

Abstract

This study investigated the customer journeys of two strategically significant World Heritage Sites (WHS): Robben Island Museum and Table Mountain, which represent WHS in developing countries, and a cultural and natural WHS. Research is scarce among WHS in developing countries, and more so comparing different WHS types. Grounded in the Experience Economy Theory and incorporating the Service Dominant Logic (SDL) theory, the study harnesses perspectives from tourists, frontline employees, and management to fill significant gaps within the post-pandemic WHS context. It explores the influence of WHS status awareness, perceived Covid-19 risks, and the four realms of the Experience Economy Theory (Education, Entertainment, Escapism, and Esthetic) on customer experience, Self-Brand Concept, Customer Engagement, Satisfaction, and Loyalty. Furthermore, the study compares experience perceptions and WHS awareness among local and international visitors. The study used mixed methodologies to collect data from 600 tourists (300 at each WHS), and data were analysed using IBM SPSS (Statistical Package for the Social Sciences). The qualitative data, collected from 38 respondents comprising WHS management, frontline staff, and tourists through participant observation, semi-structured interviews, and focus groups, was analysed using MAXQDA (MAXimising Qualitative Data Analysis). The findings revealed low WHS awareness at both sites, varied perceptions of Covid-19 risks and perceptions of the four experience realms. The study challenges the notion that WHS status awareness alone enhances the customer experience. Additionally, significant experience perception and WHS awareness differences were noted between local and international tourists, highlighting the need to explore distinct strategies for each group. By comparing a cultural and a natural WHS, the study revealed nuanced differences in visitor engagement, highlighting the need for typology-sensitive strategies to enhance customer journeys. The findings advance scholars' and practitioners' understanding of WHS post-COVID-19 recovery by developing a post-COVID-19 framework for reimaging customer journeys at World Heritage Sites in developing countries. The study's insights can help WHS managers, authorities, and the tourism business develop targeted strategies for post-pandemic tourism experiences.