A business model innovation methodology for implementing digital interpretation experiences in European cultural heritage attractions

The paper proposes a business model innovation (BMI) methodology for cultural heritage (CH) sites that are implementing digital technology in their visitor journey. Technologies such as virtual and augmented reality are increasingly popular in the cultural and heritage tourism sector, offering providers new took to present and curate heritage content, and visitors new modes to interpret and engage with a site's features. Despite its popularity, few studies have focused on the organisational changes that take place as digital technologies are implemented, that is, changes in the way heritage sites propose, co-create, and capture value from the innovation. As such, the paper investigates the process of innovation in the business model of heritage sites, namely in terms of value proposition, storytelling, mediation tools, service delivery, and value capture. Based on the study of 12 CH sites in France and the United Kingdom, the main components and stages of innovation are discussed, alongside issues and implications. In doing so, existent BMI frameworks are extended to detail innovation processes driven by new digital interpretation. Furthermore, the paper offers a practical methodology to assist heritage site managers in assessing and guiding organisational innovation while undergoing digital innovation. Avenues for further research are identified.