From the operational perspective, the platform has a group of core businesses and resources fully integrated –whose owners become platform shareholders or sell them to the platform-, and a group of businesses which may choose among several flexible integration formulas to become part of the platform, whose owners may keep control of their business and have the right to change their integration status upon complying with specified conditions.

Therefore, the small local suppliers (such as restaurants, accommodation, activity organizers) operate autonomously within the platform, taking advantage of the increased attractiveness of the destination due to the story-based marketing, the platform’s services and support in providing a higher-standard customer experience, and the aforementioned advantages of leveraging the collective intelligence. In exchange, they have to comply with the obligations established according to their chosen integration formula within the platform -see section 3 about integrating stakeholders-, which would mainly consist of complying with service quality standards and urban aesthetic guidelines, and contributing to the open innovation system.

In summary, the platform is in charge of several roles:

  • Ensuring that the tourism business is developed in harmony with the cultural and natural heritage.
  • Managing and controlling service quality of all integrated businesses.
  • Directing and managing the open innovation system and its outcomes.
  • Providing facilitation and support to integrating businesses, especially to new entrepreneurs.
  • Managing the incentive system to reward good service quality and contribution to innovation.
  • Managing the bookings of all service businesses through a booking center.
  • Managing the integration of all businesses within the platform.

As a result of the tourism 3.0 development approach, destinations integrate and engage all the local community in the tourism activity, maximizing their collective human potential to develop a vibrant and harmonious destination where visitors come to live authentic life-changing experiences which ultimately address some of the stakeholders’ concerns.

The following sections explain in further detail the structure and operation of destination models 3.0, and the detail of each of the building blocks that depict their rationale. In the upcoming blog posts the main challenges in developing business models 3.0 and their correspondent strategies will be explained.

Do you envision other roles that the platform could or should be in charge of?

Posted by Jordi Pera

Jordi Pera is an economist passionate about tourism, strategy, marketing, sustainability, business modelling and open innovation. He has international experience in marketing, intelligence research, strategy planning, business model innovation and lecturing, having developed most of his career in the tourism industry. Jordi is keen on tackling innovation and strategy challenges that require imagination, entail thoughtful analysis and are to be solved with creative solutions.

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