Public–Private Partnership for the Sustainable Development of Tourism Hospitality: Comparisons Between Italy and Saudi Arabia
Abstract
1. Introduction
2. Literature Review
2.1. Public–Private Partnership in Heritage Management
2.2. Public–Private Partnership and Sustainable Tourism Development
2.3. Applications of Public–Private Partnership in Hospitality Tourism
2.4. Governance Models and Heritage Asset Management
2.5. Justification of the Case Studies’ Selection
3. Methodology
4. Results
4.1. Comparisons Between Architectural Interventions
4.1.1. Description of Dar Tantora
4.1.2. Description of Sextantio
5. Comparative Analysis
- Dar Tantora: Adaptive reuse, Najdi architecture, traditional materials (adobe, palm wood), passive design, cultural storytelling, public–private partnership, community engagement (training, employment), located near UNESCO site Hegra.
- Sextantio: Albergo diffuso model, troglodyte architecture, use of stone and plaster, low-impact restoration, cultural immersion, social enterprise model, UNESCO-listed Matera.
6. Discussion
Consumer Trends in Heritage Tourism
7. Conclusions
Policy Implications
8. Limitations and Future Research
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Acknowledgments
Conflicts of Interest
Appendix A
- How is public access to the hotel ensured for non-guests, and how is the general enjoyment of the heritage regulated?
- What specific actions has the hotel management taken to contribute to the protection of its tangible cultural heritage?
- Is the site subject to any national or local heritage protection laws? If so, how does this influence the hotel’s operations and responsibilities?
- How is the hotel’s heritage value promoted, and what strategies enhance its visibility?
- To what extent is the hotel integrated into regional or international tourism or cultural networks (e.g., hotel networks, associations, programs)?
- Has the hotel received public or private funding for conservation and/or promotion? If yes, under what schemes (e.g., grants, loans, sponsorship, tax incentives)?
- Are there ongoing financial incentives or tax benefits for maintaining and using the property as a heritage accommodation?
- Are there any agreements or partnerships with public institutions or private companies (e.g., cultural ministries, municipalities, sponsors or ambassadors) to manage or co-promote the hotel?
- How does the business model balance profitability with the duty to preserve and valorise the hotel’s cultural assets?
- Are there mechanisms in place to involve the local community in protecting, utilising, or promoting the hotel?
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Room Type | Description | Features | Estimated Price (EUR) |
---|---|---|---|
Dar Al Luban | Entry-level room | The traditional layout, natural ventilation, and candlelit ambience | 300–400 |
Dar Al Bukhour | Enhanced room with lounge area | Additional seating space, traditional décor | 400–500 |
Dar Al Hareer | Premium room with lounge and terrace | Private terrace with daybeds, panoramic views | 500–600 |
Dar Al Oud | Two-bedroom suite | Ideal for families or groups, spacious living areas | 700–800 |
Room Type | Description | Features | Estimated Price (EUR) |
---|---|---|---|
Classic Cave Room | Entry-level cave room | Original cave walls, minimalist furniture, and candlelit lighting | EUR250–EUR300 |
Superior Cave Room | Enhanced room with expanded space | Rustic stone finishes, heated floors, and a large stone basin | EUR300–EUR400 |
Suite Cave Room | Premium suite with added amenities | Larger footprint, soaking tub, panoramic Sassi views | EUR400–EUR500 |
Executive Suite | Largest suite, ideal for long stays | Separate lounge, king bed, luxury tub, private entrance | EUR500–EUR600 |
Principle | Dar Tantora (Al Ula, Saudi Arabia) | Sextantio (Matera, Italy) |
---|---|---|
Heritage Context | Traditional mudbrick buildings in a historic oasis town | Ancient cave dwellings (Sassi) in a UNESCO-listed rocky landscape |
Architectural Style Preserved | Najdi vernacular architecture (mud, stone, wood) | Troglodyte cave architecture with medieval stone and wood features |
Reuse Strategy | Adaptive reuse for boutique eco-hotel | Adaptive reuse into an albergo diffuso model |
Restoration Approach | Minimal intervention, traditional techniques; emphasis on authenticity | Conservation-led; restoration with respect to original materials and form |
Local Materials Used | Adobe, palm wood, local stone | Stone, wood, natural plaster |
Community Involvement | Engagement through training and employment | Deep involvement in planning, service provision, and cultural interpretation |
Integration with Urban Fabric | Reintegration of abandoned buildings within the historic core | Respectful insertion into the old city fabric; maintaining original street layouts |
Environmental Sustainability | Passive design (natural ventilation and lighting); minimal energy use | Low-impact renovation; reuse of structures with minimal modern intervention |
Cultural Continuity | Interiors reflect local heritage (design, crafts, storytelling) | Preservation of interior ambience; no addition of modern décor elements |
Tourism Philosophy | Sustainable tourism is linked to cultural preservation and community benefits | Responsible tourism through cultural immersion and authenticity |
Management Model | Public–private partnership with heritage preservation goals | Private initiative with a social enterprise model |
UNESCO Connection | Located in Al Ula, near the UNESCO site Hegra | Located in the UNESCO-listed Matera |
Economic and Legal Principles | Dar Tantora | Sextantio |
---|---|---|
Profitability | ~EUR15,000 daily revenue from room rentals at full occupancy (excl. extras); high-end heritage tourism model | ~EUR7000–EUR11,000/day estimated at full occupancy; boutique heritage hospitality model with stable revenue generation. |
Number of tourists (annual) | Approx. 10,950 tourists/year (30 rooms × 365 days) | Approx. 6570 tourists/year (18 rooms × 365 days at full occupancy) |
Capacity for spending (for tourists) | High-spending segment: ~EUR600 per night; excludes additional cultural/spa/dining expenses | Medium-to-high spending: ~EUR300–EUR600 per night per tourist, depending on room type and services. |
Average stay (per night) | 1–2 nights (short cultural heritage stays are typical in Al Ula) | 2–3 nights (extended stays are common due to the immersive cultural experience in Matera) |
Number of employees | Estimated 25–35 staff (incl. operations, maintenance, cultural programme staff, and community hires) | An estimated 20–30 staff (due to smaller scale; decentralised model) |
Conservation | Conservation based on restoration; Focus on the balance between conservation and development Use of traditional building techniques RCU law on conservation | Conservation based on restoration; Focus on marginalised areas and vernacular, minor historical centres; Use of a non-invasive building technique Use of the legislative decree n. 42 2004 |
Accessibility | Predominance of private-use buildings; Private buildings are accessible through organised tours and events for non-guest visitors Public areas are fully accessible | Predominance of private-use buildings; Private buildings are not accessible. Public spaces are fully accessible |
Enhancement | Founding, collaboration, and facilitation from the Government (national); Collaboration with a local tourism brand; Collaboration with local artisans for the building restoration Tours; Participation in events and festival organisation; Prevalence of high-spending tourism | Private funding + public funding without the responsibility of the local land authorities; No sponsorship and local labels; Promotion of local cuisine and handicrafts; Prevalence of high-spending tourism with strategic low-cost offers |
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© 2025 by the authors. Licensee MDPI, Basel, Switzerland. This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license (https://creativecommons.org/licenses/by/4.0/).
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Sampieri, S.; Mazzetto, S. Public–Private Partnership for the Sustainable Development of Tourism Hospitality: Comparisons Between Italy and Saudi Arabia. Sustainability 2025, 17, 6662. https://doi.org/10.3390/su17156662
Sampieri S, Mazzetto S. Public–Private Partnership for the Sustainable Development of Tourism Hospitality: Comparisons Between Italy and Saudi Arabia. Sustainability. 2025; 17(15):6662. https://doi.org/10.3390/su17156662
Chicago/Turabian StyleSampieri, Sara, and Silvia Mazzetto. 2025. "Public–Private Partnership for the Sustainable Development of Tourism Hospitality: Comparisons Between Italy and Saudi Arabia" Sustainability 17, no. 15: 6662. https://doi.org/10.3390/su17156662
APA StyleSampieri, S., & Mazzetto, S. (2025). Public–Private Partnership for the Sustainable Development of Tourism Hospitality: Comparisons Between Italy and Saudi Arabia. Sustainability, 17(15), 6662. https://doi.org/10.3390/su17156662