Apart from the open innovation system, there would be many other key activities to highlight:
- Destination’s strategic planning and monitoring the results of its implementation is one of the primary roles of the destination’s platform, from the definition of the mission and the design of the business model, to its deployment and continuous revamping so long as the environment requires so. This is the main role of the platform’s executives, with the support of the open innovation system and the information gathered through the monitoring system.
- The destination marketing is one of the main reasons to justify the development of business models 3.0, leveraging the outcomes of the content marketing system to develop campaigns, destination merchandise, organize events and support special projects such as film broadcasting. Further, especially at the beginning, the platform should develop a marketing plan to start-up the content marketing system and leverage the marketing partners’ influence to attract the first flows of visitors.
- The storytelling training is just as important as the aforementioned story creation section, as it is to train and coach stakeholders in developing their storytelling skills. Such training has to be carried out by a pool of certified storytelling facilitators who train not only all platform partners, but also tourists, becoming one of the life-changing experiences that set destinations 3.0 apart from others. Needless to say, it will be a key factor in nurturing the content marketing system.
- The local service suppliers training may also be critical, so long as the destination model 3.0 intends to foster entrepreneurship in the poorer layers of the local communities. This training and coaching should be primarily focused on hospitality business management, customer service and foreign languages, without disregarding other needs to be identified through the service quality control.
Do you envision how this would work? What kind of obstacles or challenges do you foresee?