All posts 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.

Destination Marketing 3.0: Positioning strategy

When formulating the positioning strategy, we have to assume that our mission driven value proposition is to be at the core of the intended destination image and identity

Destination Models 3.0: Customer segments (I)

Beyond the targeting criteria according to the kind of tourism activities -nature, culture, sports, etc.-, the primary target destinations 3.0 intend to attract and engage is the so called “Creative society”, whom we rename as “Tourists 3.0”. They are the most expressive and collaborative consumers, and are trusted and admired within their community, and through their concern and awareness about the social impact of brands, they are to become our best brand ambassadors.

Destination Models 3.0: Competitive advantage & Value proposition (II)

In tourism 3.0 it is essential to understand that the new marketing focuses on weaving values and mission within the business culture, which is reflected deeply in the experiences and stories marketing the destination, and ultimately obtains profits through the appreciation of the positive impact that the business has on the society, the environment and the culture.

Destination Intelligence 3.0: Benefits of capturing intelligence in the outbound markets

There is an interesting set of benefits out of the market intelligence activities, as a key input generator for the destination’s strategic and marketing planning

Destination Marketing 3.0: Targeting tourists 3.0

When crafting the destination marketing plan, there have to be defined the priority targets: in tourism 3.0, these are the creative activists, also called Tourists 3.0. They stand out by being active contributors in story making and storytelling and so are to become the destination’s first brand ambassadors.

Destination Models 3.0: Competitive advantage & Value proposition (I)

The core competitive advantage of destination models 3.0 is their unique capacity –built upon the open innovation ecosystem- to create mission driven experiences and stories that engage stakeholders to become brand ambassadors, as well as to adapt its business model to changes in the environment, and to involve all the local communities in providing authentic life-changing experiences, while alleviating poverty and protecting the natural and cultural heritage.

Destination Models 3.0: The business model canvas framework

The business model canvas is a strategic management template for depicting the rationale through which a business creates, delivers and captures value. It is a strategy blueprint with elements describing a business’ value proposition, infrastructure, customers, and finances to assist business leaders in aligning their activities by illustrating potential trade-offs.

Destination Intelligence 3.0: Approaching tourism 3.0 from the regional level

Destination Intelligence 3.0 is to be a key player in fostering Tourism 3.0 in destinations at the regional and national level, as long as national destinations have greater infrastructure and budget to carry out market intelligence activities, coordinate and influence local destinations

Destination Marketing 3.0: Mission, Vision and goals

In Marketing 3.0 the mission is the main purpose of the destination development. This is to be defined by listening and understanding the needs, concerns and aspirations of all stakeholders, starting by the local community leaders but without disregarding other potential stakeholders such as the communities of creative activists, who are to become the destination’s best brand ambassadors

Destination Models 3.0: shaping the new generation of destination business models (II)

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. Then the platform plays the role of managing common services for all the integrated businesses