Destination models 3.0 are complex in nature, and so it is the system of activities that need to be coordinated and managed to sustain its competitive advantage and make the destination model develop to the utmost of its potential.

The open innovation system is the central activity that nurtures and sustains the competitive advantage of the business model, from which many kinds of outcomes are expected:

  • Business model innovation: revamping the model through constant brainstorming, reflection and discussion about improvements in either of the building blocks to achieve current goals, or to analyze new approaches to pursue the mission, improve profitability, streamline operations and adapt to the ever changing environment, foreseeing in advance the upcoming challenges and opportunities. The collaborative system should empower new leaders to drive new initiatives with the cooperation and support of the other stakeholders. Participation is limited to qualified stakeholders, also considering crowdsourcing initiatives opened to networks of external experts. Training on business model innovation methodologies should be considered to set a common framework for facilitating discussion.
  • Co-creation of experiences: opened to all stakeholders, this section should feature vibrant discussions where mainly local entrepreneurs and enthusiast tourists exchange and pre-test ideas on new life-changing experiences to be developed in the destination. There could be contests to stimulate participation of the largest extent of stakeholders.
  • Story creation: also opened to all stakeholders, this section could feature story creation contests in many formats such as videos, podcasts, text, to be developed individually or in groups. Participation of bloggers would be encouraged through the organization of blogger trips, especially during the initial stages of the destination’s development. This section requires particular attention from the platform managers, as it is the “content marketing machine” upon which the destination model relies to attract and engage new stakeholders over time.
  • Marketing contents and designs: this section could encompass the development of an image bank or several collections of designs, to be eventually used in merchandising or marketing materials. Participation in this section could be stimulated through creation contests or crowdsourcing to professional photographers and designers. For the image bank, key influencers such as the “Instagramers” could be invited to the destination as with bloggers and journalists.

Beyond the platform managers’ initiatives to invigorate the innovation system, individual initiatives should also be eventually rewarded through a pre-determined incentive system. In this regard, platform leaders should orientate the innovation efforts towards the mission driven goals and identified challenges and opportunities in the business model innovation forum.

Beyond giving empowerment, the platform leaders’ role is to inspire others and provide facilitation and support to develop skills such as story creation and storytelling. Further, they should control that the initiatives are well aligned with the mission, prioritizing its accomplishment over other goals, to preserve the integrity of the brand. Such control, in fact, should be carried out by all stakeholders. Platform leaders should deeply assume that empowering stakeholders consists also in sharing power with them.

Do you envision any other interesting output to be obtained from the open innovation system?

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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