This open innovation system is the core of the destination marketing 3.0, becoming the central hub where all communities get connected, and fulfilling the need for connection with other consumers in communities. These communities are the ones which guarantee that the business will ultimately serve the customer’s interests and concerns, and not just the business profit. It is through this community initiative and collaboration that the platform becomes a “content marketing machine” where people create, share and inspire each other to live and tell new stories.

Finally, business models need to develop their unique DNA that reflects the brand’s identity through the social networks, targeting the mind of the consumers and intending to be relevant to their needs. Then, they have to stick to their brand promise delivering experiences up to their claims, prioritizing the mission accomplishment, to keep the brand’s integrity and reach the spirit of the consumers.

Failing to comply with the stakeholders expectations will eventually lead to losing their credibility and hence their engagement. This should be complemented with a brand image whose values appeal to the consumers’ emotional needs. All together is what leads consumers and other stakeholders to experience, engage and eventually become brand ambassadors. Only originality, integrity and authenticity will be effective.

From the operational perspective, such open innovation ecosystem would be based on technological platforms –either existing or proprietary- where to held content creation contests -photo, video, stories, poems, etc.- and collaborative creation processes to further refine the content and integrate insights from various stakeholders.

In this section, the model should explain what kind of relationships it intends to establish with each customer segment, whether they are to be passive receivers or active contributors, specifying what kinds of contributions are expected -co-creation, story delivery, contest participation and voting, etc.-.

Do you think that destinations usually leverage their client’s creative and influential power?

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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