Category: Collaborative culture

Fostering culture of collaboration: practices, benefits and case studies

Business model innovationCollaborative cultureMarketing 3.0Tourism marketing

Destination Models 3.0: Marketing channels

The main marketing channels are the social networks where all the brand ambassadors are spreading the stories, and the mission driven travel agents connected to like-minded travellers. Other partners such as non-for-profit associations may also become channel partners, as they can distribute the stories to their social circles and attract new stakeholders. They are the ones with the best credibility to do so.

Channel partners will not only work as change agents and brand ambassadors, but will also collaborate in the innovation platform bringing worthy ideas and market insights, thanks to their deep knowledge of the outbound markets. For instance, they may bring information about how other destinations are tackling similar challenges.

Furthermore, as mentioned before, it may be necessary to attract non mission driven tourists and therefore use conventional travel agents to market the destination to these targets. This will most likely be necessary in the early stage of development, when the destination has not yet generated enough contents and stories to engage the desired targets. Travel agents will therefore have a key role during the early stages of the destination’s development bringing key insights for the strategic planning, and as key channel partners, to leverage their market knowledge and marketing influence.

Other marketing channels to take into account will be the platform’s booking center and travel portals as sales channels, whereas journalists and bloggers are likely to be key story deliverers especially during the first years of the destination’s development.

In this section, the business model should explain the different channel partners and marketing channels through which the destination intends to communicate its value proposition and deliver the stories. It should explain the expected functions and strategic importance of each channel throughout the short, mid and long term.

Do you envision any other specific marketing channels for destinations 3.0?

Co-creationCollaborative business modelsCollaborative cultureMarketing 3.0Storytelling training & case studies

Destination Marketing 3.0: Communication strategy (I)

As aforementioned, with Marketing 3.0 there is a shift from vertical to horizontal control, being that the communities of creative activists are those who do the marketing by supporting brands concerned about making positive impacts in their communities. Therefore, the new marketing has the social networks as the main scenario where most brand marketing activities take place.

The communication strategy embraces collaborative channels as its main conveyors of the value proposition, as these are the most trusted ones by the communities of potential stakeholders. Furthermore, the new communication channels have to enable connectivity and interactivity to empower community members to participate at any time –especially when they are enjoying the destination- and share content with the rest of the community. The new wave technology is what allows community members to express their ideas and opinions in collaboration with the rest of the community.

The destination should accommodate the will of tourists to connect with other tourists who want to share their experience and story. Only by helping tourists connect with each other and deliver the promised brand values will the destination gain the crucial support of the communities.

The main marketing contents to be shared throughout the communities are stories. Stories are to convey the Mission, vision and values of the destination brand embodied in the life-changing experiences in a compelling manner drawing the attention of potential tourists and stakeholders.

Compelling stories are the new advertising, and their success is measured by the extent to which these stories are the focus of conversations in the social networks. These stories create loyalty among stakeholders who end up regarding the brand as an icon. Then, these enthusiast stakeholders become brand ambassadors by spreading the stories throughout the social networks. This is the power of storytelling.

To generate stories and other marketing contents, there has to be design of a content marketing system with a strategy to leverage the already existing stories and also to leverage the creativity of the stakeholders to make up new ones, as well as to spread the stories throughout the social media. The open innovation system is the one that leverages all the knowledge and creativity to nurture the content marketing system, and the existing local communities are where we should search for the existing stories to start-up the content marketing system.

What main challenges do you foresee in developing this communication strategy?

Co-creationCollaborative cultureInnovative cultureMarketing 3.0Open innovation

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”. Creative people are the most expressive and collaborative consumers, and also those who are most active in the social media, thus connecting and influencing many other consumers and becoming a backbone in the local economies. They 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.

Because of their aim for self-actualization above other needs, and their desire to create and collaborate, they are the ones who are most likely to become engaged with our value proposition and to participate in co-creating experiences and stories for the destination. They are those searching for spiritual fulfillment on top of other motivations, and this is what unlocks the most of their creativity. Furthermore, they are trendsetters and change leaders within their communities. They are the new wave of consumers who move the society towards a more human centered world. They are Tourists 3.0.

In summary, the prototype of the “Tourist 3.0” could be described as someone who:

  • Is driven by the aim for contribution to make the world a better place, and for human spirit fulfillment.
  • Belongs to communities and social media networks, which are the main and most trusted source of information, and with whom shares knowledge and stories.
  • Likes to co-create and collaborate with other consumers in his favorite brands’ marketing activities.
  • Is concerned about the impact of tourism on the environment and the local communities.
  • Looks for authentic experiences through which he can develop new skills, learn about new realities, cultures, and ways of life, which open his mind and ultimately change or influence his life.

Have you heard of the Creative Society? Do you regard its related trends as futuristic or current?

Collaborative cultureIntelligenceIntelligence methodsStrategyStrategy planning & execution

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

The growth of the tourism business with emerging outbound markets and new destinations is drawing an increasingly competitive scenario with plenty of opportunities. Moreover, the markets are evolving rapidly with new business models, new communication & sales channels and new market segments.

This major dynamism, innovation and market fragmentation requires a systematic analysis to detect new trends, new key success factors, foresee its threats and take advantage of its opportunities. Furthermore, along the last years there has been a significant decrease on the tourism promotion profitability, which suggests the convenience of innovating in more efficient marketing strategies and tactics.

Market intelligence (MI) is a systematic process of search, selection, analysis and distribution of information about the competitive environment, recognized and accepted by all the organization and its stakeholders.

The market intelligence studies are to identify business opportunities and market trends, analyze competitors, their practices and strategies, and all the variables that affect the evolution of the competitive scenario in order to orientate the strategic planning.

The impact of the MI activities consists mainly of the support given to cost reduction decisions -including risk reduction on the decisions to make- and de discovery of opportunities and innovations that produce an increase to the value provided to the client. The knowledge generated by the MI may be summarized in the following points:

  • Detailed company profile of all potential collaborators.
  • Best practices in marketing, management, innovation and new business models.
  • Markets and segments attractiveness. Opportunities, market trends and evolution of all the key factors influencing business development and profitability.
  • Key information for the design, innovation and product development obtained from deep demand analysis.
  • Key information for the optimization of the company’s commercial missions in the outbound markets, as well as for the Tourist Boards.

At the end, this brings the following benefits:

  • Decrease in the risk of failure.
  • Business diversification with the penetration in new markets and segments.
  • Improvement in the competitiveness and the innovation process.
  • A revenue increase from the opportunities of which we take advantage.
  • A major profitability of the marketing investment.

Can you envision any other outputs or benefits of the market intelligence?

Business model innovationCo-creationCollaborative business modelsCollaborative cultureCulture change

Destination Marketing 3.0: Targeting tourists 3.0

Once the Mission, vision and goals are defined, it’s time to think about the necessary strategies to guide our efforts towards the goals. Prior to the mission statement, there has to be a marketing diagnosis to set the starting point from which we intend to achieve all these goals.

Beyond the conventional segmentation criteria according to geographical origin, sociological and motivational profile, the key target group to engage in order to succeed in the marketing 3.0 transformation are the creative activists, also referred to as creative society or tourists 3.0. The challenge is mainly expanding the network of mission driven activists and other like-minded contributors.

These kinds of tourists are more likely to be found in specific communities or social networks, for the conventional marketing channels are not likely to work. They are concerned about the impact of the tourism activity on the environment and the local communities, and are driven by the aim for contribution to make the world a better place, and for spiritual fulfillment above other motivations.

They are activists in the social media either criticizing the brands creating negative impacts on the society and the environment, or promoting brands concerned about positive impacts. Such networks are becoming the main and most trusted source of information for most consumers who increasingly trust other consumers rather than companies. It is through these social networks that consumers share their knowledge and are to share stories about the life-changing experiences offered in the destinations.

Unlike typical passive consumers, tourists 3.0 are willing to take an active role in their relationships with their favorite brands, through co-creation of products and marketing contents. They want to be active players in the brand’s marketing activities, mostly through the social media networks. They are the ones who hold the community’s trust, and so have the power to decide which brands are to be supported.

They are more motivated by self-actualization, which is what unleashes most of their creativity, and by giving them the opportunity to contribute in social and environmental issues the destination is targeting and appealing to their human spirit, their primary motivator. In the destination, they look for authentic experiences through which to develop new skills, learn about new realities, cultures, and ways of life, which open their mindset and ultimately change or influence their life.

Attracting, convincing and engaging them in the mission purpose turns them into brand ambassadors who spread the stories about the destination’s experiences, ultimately expanding the network of brand enthusiasts at no cost to the destination.

Another strategic target is that of the young generations, who may get engaged through special educational programs and game-playing activities. Furthermore, it is interesting to explore the many niches and segments of special interest travelers, characterized by a high educational level, sensitivity towards cultural and environmental issues, and high expenditure in the destination.

What percentage of the desired marketing impacts do you think we can expect from this type of brand ambassadors, compared to the impacts created through conventional marketing in mission driven destinations?

Business model innovationCollaborative business modelsCollaborative cultureCulture changeEnvironmental sustainability

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 to and understanding the needs, concerns and aspirations of all stakeholders, starting with 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. Creating a mission often starts by thinking about small ideas that can make a big difference, and doing a Marketing Plan 3.0 gives an opportunity for reflection upon the mission definition, to make it more ambitious and attractive to the targeted mission driven stakeholders.

Such concerns and aspirations addressed by the mission are to be closely related to poverty alleviation at the base of the pyramid, protection of the natural environment through sustainable practices, and socio-cultural transformation towards more open and sensitive mindsets, changing the way people do things in their life, unlocking their human potential through skill development, and also fostering discovery of the fulfilling power of contribution to the greater good.

When a good mission is created it introduces a new perspective which ultimately is to transform the stakeholders’ lives, becoming a symbol within the community. Such a mission has to be spread through compelling and real stories that appeal to the targets’ human spirit, also empowering them to contribute in the activities aligned with the mission accomplishment. Their participation is crucial and they should feel responsible for fulfilling the mission.

The vision depicts how the destination and its stakeholders are to be transformed through the accomplishment of the mission, what the destination aspires to become and attain. The vision has to be the guiding force that motivates all stakeholders to contribute to the mission accomplishment and become brand ambassadors for the destination.

Marketing the mission and vision to the stakeholders is to be a critical step in the transformation, in order to engage them in the collaboration and innovation efforts, in view of a better future for the destination’s community. This is to be explained in the section about Internal Marketing.

Once the mission and vision are defined, they have to be turned into goals to better focus the strategies and efforts towards the mission accomplishment. Further, these goals have to be converted into a series of specific, measurable and time-bounded objectives which are to be the reference upon which performance is tracked throughout the implementation of the marketing plan.

Such goals and objectives are to be classified in many different areas of scope:

  • Mission goals and objectives, related to poverty alleviation, environment protection or socio-cultural transformation.
  • Business goals and objectives, related to financial performance and business model development.
  • Marketing goals and objectives, related to brand awareness, storytelling contribution and popularity, content delivery, merchandise sales, etc.

All these goals and objectives are to be used in the definition of the key performance indicators to track the success in the implementation process of the plan.

Which do you think will be the key success factors in defining the adequate Mission, Vision and Goals, beyond stakeholder participation?

Collaborative cultureCulture changeInnovative culture

The 7 credos of tourism 3.0

In Tourism 3.0, values are embedded in the core of the business models’ value proposition, attaining the maximum integration stage within the corporate strategy. Values are no longer a marketing tool to improve the brand image through philanthropy, but an essential component of the corporate mission. To better understand how values are integrated in the new business model generation, the 7 credos illustrate the values driven principles of Tourism 3.0.

  1. Love your stakeholders to convey mission engagement. The key success factor for accomplishing the mission is to deliver superior value conveying passion and enthusiasm to engage all stakeholders in the mission pursuit, making them brand ambassadors to further expand the network. It is by touching their emotions and human spirit that they are to become engaged with the brand mission.
  2. Become a change agent. Tourism 3.0 is about creating positive change through tourism activities. Such change is to be spread through change agents or leaders who tell stories about how change may be attained and set examples of the attitudes and values –initiative, fairness, generosity, etc. – that create trust and foster cultural change towards collaboration and innovation.
  3. Care about the brand integrity. Unlike in other tourism businesses, Tourism 3.0 places its mission accomplishment above short term profits, which engages stakeholders to deliver value superior to conventional business. Such engagement and motivation is the most valuable intangible asset of the business model, but is also very fragile. Therefore, caring about integrity is critical for success.
  4. Live and work with vision. Tourism 3.0 intends to attain ambitious goals over the long term, which requires patience and vision, resisting temptation of short term profitable alternatives which deviate from the vision and the mission. The vision is the guiding force that drives the stakeholders’ efforts towards the mission accomplishment, and so it has to be present in their daily lives.
  5. Be flexible and understanding. Even if the core of the destination models 3.0 is to be driven by mission oriented stakeholders, it is necessary to understand that not everybody is enthusiastic and passionate about it at least in the beginning. For many people it takes time to become engaged in some purpose that goes beyond their own convenience in the short term, and this is acceptable.
  6. Be ambitious and strive for self-improvement. Tourism destinations 3.0 strive for ambitious missions and goals, and so they need their stakeholders to be ambitious in their efforts in learning and developing new skills to the utmost of their potential, which ultimately benefits the competitiveness of the destination as they manage to improve the value delivered.
  7. Aim for contribution to the greater good. Along with the change agents and leaders, cultural change is fostered so long as individuals think beyond their own interests and focus their efforts and creativity on higher purposes related to community issues and mission accomplishment. Such efforts are to be embraced and rewarded by the open innovation system to nurture further motivation.

According to what you have read so far about Tourism 3.0, do you think there should be any other credo?

Business model innovationCollaborative cultureCulture changeInnovative cultureIntelligence

Approaching tourism 3.0: Destination intelligence 3.0

Beyond developing new business models at a local level, it is possible to foster Tourism 3.0 from the regional level. Destination intelligence 3.0 envisions how the practice of collaborative research and innovation is to become a key discipline in sustaining competitiveness and improving the destinations’ marketing efficiency and effectiveness. Further, by fostering collaboration and innovation at a region-wide level, it becomes a powerful change agent to promote this culture down to the local level.

Destination intelligence 3.0 envisions how the current practices in research and monitoring of the tourism markets and destination performance may be improved to keep track of the fast-changing environment and leverage all the collective intelligence available through the existing networks. Moreover, market intelligence systems may be expanded to become open innovation systems to further leverage the collective intelligence of the industry stakeholders in bringing in fresh, new ideas for business model innovations, new products, management practices, marketing practices, etc.

The key idea is to foster collaboration among all stakeholders to both monitor the market and social trends in a deeper sense to better orientate the tourism development, and to innovate in all aspects of the business models to continually improve competitiveness.

The Whitepaper “Envisioning Destination Intelligence 3.0” explains in detail the vision on this new approach to collaborative research and innovation.

In which aspects do you think there is room for further cooperation between DMOs and operators in producing and sharing intelligence data and insights?

Collaborative cultureCulture changeInnovative cultureMarketing 3.0

Key concepts of tourism 3.0: Culture shift towards collaboration and innovation

The new realities of communitization and increasing competitiveness inevitably demand a cultural shift towards more collaboration and innovation, not to say that the most effective innovation is to be carried out through collaboration, as it is the case with open innovation systems.

Fostering a cultural shift towards further collaboration and innovation is not likely to be a minor challenge, depending on the local culture of the destination. However, the great advantage of tourism destinations approaching the “Vision of Tourism 3.0” is that mission driven purposes are those which naturally motivate the most contribution and collaboration among humankind.

As the Whitepaper “Building a culture of collaboration and innovation” is to explain, such change has to be driven primarily by the right kind of leadership and an adequate system of rewards to change attitudes and build trust throughout the community.

What kind of cultures do you think are more likely to succeed in developing destinations based upon the Vision of Tourism 3.0?

Collaborative cultureMarketing 3.0SustainabilityThird sector and social sustainabilityTourism marketing

Key concepts of tourism 3.0: Communitization

In marketing 3.0, consumers gather in communities, which become the main source of information when assessing brands and products. The trust has gone from vertical to horizontal, and consumers trust other consumers rather than companies.

Therefore, communities are the new marketing channels, and so brands should encourage and help consumers join these communities. Eventually, so long as brands deliver the promised value, communities are expected to support them by becoming a network of brand ambassadors.

Brands have to understand that communities are trust networks that exist to support its members, and therefore the strategy to gain the trust of the network members is to support the members by addressing their concerns and aspirations. This is something that has to start in the mission definition phase, and by identifying such concerns and aspirations, the destination model may create a value proposition that addresses them to engage the community members.

What kind of cultural barriers do you think need to be overcome by the destination executives to empower the communities to develop the aforementioned role?