Among the management activities, there are some to be highlighted for their critical importance:
- Service quality control on all service suppliers would be carried out through the reviews and ratings of customers plus a “mystery tourist” system to complement it and to assess the needs for training and coaching, especially for the new entrepreneurs. This would be complemented with an incentive system to stimulate service and skill development attitude, as well as a penalty system for those service suppliers who do not comply with the service quality standards.
- Service booking system for activities and accommodation, which at the same time serves as the online platform where tourists write their reviews and rate all the services they have used. Such booking platform should be adapted for smartphones to allow visitors do their bookings and reviews as they experience the destination.
- Partner selection and integration following the partner development strategy, which establishes the target partners’ profiles with precise criteria, and the integration formulas and procedures they may choose in order to become destination partners.
- Partners’ shifting through integration formulas, to accommodate the integrated partners who wish to change their integration status, upon complying with the specified regulations. This is explained in detail in the section 3.
- Scanning the market environment in search for market trends, opportunities and threats in the outbound markets that may lead to rethink the business model. This should be done through partners’ collaboration in the open innovation system and ideally through a nationwide market intelligence system delivering information to all its local destinations. This will be further developed in the upcoming Whitepaper “Envisioning destination intelligence 3.0”.
Do you envision how this would work? What kind of obstacles or challenges do you foresee?