Category: Business model innovation

Methods and case studies of Business model innovation

Business model innovationCollaborative business modelsCollaborative culture

Collaborative tourism: is it an original business model?

When we talk about collaborative tourism or tourism peer to peer, we refer to a new trend in the way of traveling based upon sharing basic resources such as accommodation, transport means or personal experiences with other travelers through platforms where the host publishes his/her offer and the tourist makes the booking.

Theoretically, this phenomenon comes from the collaborative economy model, where consumers may also become suppliers by sharing their means with other consumers, also operating on a global scope, prioritizing human relationship above competition and selfishness. The presentation results in being attractive to more and more tourists, who do not really know the business model completely.

Due to the constant transformation of the virtual economy, the task of identifying and describing virtual business models has turned to be quite hard. However, since this P2P platform business model usually determines it’s success, it is no longer unknown: platforms meet the needs of both supplier and buyer, and take a commission from the booked services price.

Checking the four main collaborative platforms operating in Spain for the four types of services available (eating, accommodation, transport and experiences), we find that their revenue sources are not so different from the traditional tourism intermediation models:

  • AirBnB: charges a commission between 6 to 12%, plus 3% of the conversion rate.
  • BlaBlaCar: depending on the amount of the transaction, it charges 1,60€ for transactions from 1 to 8€ or a commission of 20% for transactions of more than 8€.
  • EatWith: it takes a commission of 15% of the transaction.
  • Trip4Real: it takes 25% of the transaction.

A similar procedure is used for any other tourism intermediary, such as a travel agency, a tour-operator, broker, etc. The difference remains in that these intermediaries comply with the regulations in terms of safety, health and taxes, whereas most of the accommodation and transport means offered in the collaborative platforms do not comply with them.

Therefore, the consumer of collaborative platforms pays a lower price due to the non-compliance with the aforementioned regulations, and takes the risk of suffering any kind of accident without the safety prevention means. Furthermore, despite the social sharing philosophy upon which the platform is created, many suppliers operate for profit rather than for the aim of sharing cost or experiences. However, this is difficult to prove and control.

The hospitality sector’s opinion. The outburst of the tourism collaborative platforms has transformed many housing apartments into competitors for the hotels and regulated tourist apartments, and so it has turned into an important issue for the Public Administration.

According to the Spanish Confederation of Hotels and Tourist Apartments, there are only two possible solutions to this conflict: the total banning of the platform operations –as has happened in many major cities-, or the obligation for the apartments to comply with the same regulations as the current regulated tourist apartments.

It is necessary to take into account that the tourism sector in Spain is hyper-regulated. There are around 250 regulations at the European level referring to intellectual property, consume, safety and payment means, plus those from the local administration. All in all it entails a great deal of costs that do not apply to the collaborative platform operators, including the VAT, the police files, fiscal and sanitary costs. This is clearly a case of unfair competition. In this regard, there are many points to consider:

  • The regulations applying to these tourist housing apartments are different for every region in Spain, for it is necessary for the destination regulators to study them all in detail.
  • It is necessary to consider the product separately from the platform, taking into account that the platform operation is similar to the traditional channels such as the travel agencies, and so the same regulations should apply.
  • The evolution of the global society is likely to propel this paradigm beyond the current conditions, demanding solutions in terms of adapting the new regulation and policies.

This blogpost is from  http://www.visionesdelturismo.es/turismo-colaborativo/

Business model innovationBusiness trendsCollaborative business modelsCollaborative cultureEnvironmental sustainability

B2B sharing: the next logical step for Sharing Economy?

As it has been explained in many posts, collaboration is at the core of destinations 3.0. However, we have focused on the collaborative efforts to co-create or co-innovate with the participation of both individuals and businesses. Another type of collaboration is that of the sharing economy, nowadays in the spotlight because of business models such as Uber or Airbnb, based on peer to peer (P2P) collaboration in sharing resources.

But, what about business-to-business sharing?  B2B initiatives of the sharing economy may not be as well known as B2C’s, but some analysts consider the real power of peer-to-peer exchange may be found in B2B transactions, as businesses could better leverage the potential financial and operational benefits of jumping on the sharing economy bandwagon.

But first, it is necessary to be clear about what “sharing” means. Sharing Economy is a term currently used to designate many different ideas that could be also tagged with so disparate concepts as “gig economy” or “collaborative economy”. For the sake of the argument a sharing economy initiative could be described as one activating idle resources for usage, facilitating the paradigm of access versus ownership, and using technology to enable the matching between idle resources and its demand.

There are still many barriers to B2B sharing…

Key differences between B2B and P2P sharing may explain why you might not have heard as much about the B2B sharing economy as you have about B2C/P2P. For start, there is the cultural mindset we have mentioned so often in here: businesses have been shaped for decades to be competitors, not collaborators. The kind of relationships are used to is exclusively transactional. Owning more and better assets than others is supposed to be a key factor for success. Sharing resources does not come naturally to them, even if there is a benefit for doing it.

Then, there is also the legal hurdles or gaps that many P2P or B2C sharing initiatives are still sorting out. These hurdles are understandably more intimidating in the case of business to business interactions. Finally, the quality and user experience of the sharing economy services is also a factor to take into account. While a disappointing experience is not usually going to discourage a consumer to try again a particular P2P service choosing another peer, a business is less likely to pay for shared services when a bad experience could have a more significant consequences than, for instance, a driver too talky or too quiet in a shared ride.

… but its benefits could tip the scales

But these particular barriers for B2B sharing might be rapidly overcome as the economic environment compels business of all kind of shapes and sectors to leverage its benefits. The promising area of shared commercial services is vast and varied in its potential environmental and economic impacts. Certain B2B sharing services could provide many businesses, especially SMEs, with access to once inaccessible resources that those companies have no way to access if not through sharing. Besides, sharing resources streamlines companies, enabling them to operate faster. It can also allows them to react quickly to market changes in a less expensive and more efficient manner.

For instance in manufacturing, where the increasing versatility spur by flexible manufacturing technologies allows companies to share their production facilities and equipment much easier than in the past. Or in areas related with a bigger pressure for sustainability, where sharing large assets with significant carbon footprints as cars, trucks, industrial equipment or buildings can help to reach environment-friendly goals.

Some examples

The number of B2B sharing economy platforms is still low compared with their P2P counterparts, but some business-to-business players are already enabling businesses to share access to assets as such office space or underutilized machinery:

Sharemyoffice.co.uk lets businesses anywhere in the world advertise their spare desks or office space providing a portal for startups to find their first commercial business space.

Yard Club Rental, recently acquired by Caterpillar, provides a way for construction companies to share their equipment by renting it out when not in use by their own companies.

Floow2 is about sharing between companies every aspect of the supply chain… and more. The most popular categories are cars, trucks, meeting rooms, aerial platforms, communication specialist and designer (yes, professionals can also be shared).

Flexe wants to transform how logistics and supply chain professionals manage growth, inventory peaks, returns and new market entry creating warehouse networks that scale as necessary by connecting organizations that need warehousing space to organizations with extra space.

Breather wants to become the Airbnb for office space and meeting rooms.

Storefront specializes in retail spaces available for pop-up shops.

This post is based on http://www.co-society.com/b2b-sharing-next-logical-step-sharing-economy/

Business model innovationCollaborative business modelsCollaborative cultureStrategy

Basque SMEs collaborate to get larger and more global customers

Effective cooperation between local stakeholders is one of the key success factors for Tourism 3.0 to thrive, but this cooperation needs to be well focused on strategic goals, in a way that many different types of cooperation may be developed. This article explains how SMEs in the same region create an alliance developing four types of cooperation to gain and advantageous position in the international market.

Smart Factory Alliance is a partnership of several SMEs created in order to gain the kind of visibility that just bigger companies can achieve. The collaborative initiative has internationalization and global customers as one of its main goals. The partnership takes place in the growing market of the so called Industry 4.0, one of those emergent contexts of new technologies and disruption in which we think collaboration supposes a core element for its development.

Five companies in the IT sector from the Basque Country (Spain) have set up the Smart Factory alliance aiming to boost their internationalization and being able to obtain contracts with large companies. The alliance will allow partners to offer integral Industry 4.0 solutions to manufacturing companies.

Four types of collaboration. Each of the five companies is specialist in several areas, so the alliance adds on the competence and solutions of each of them, promoting a more integrated, specialized and competitive offer. According to Tomás Iriondo, CEO of Gaia, an industry cluster promoting the initiative, “by working together, these companies can now address more distant, larger and more complex clients thanks to a collective solutions map and a portfolio that becomes one of the widest for Industry 4.0 demands”.

To strengthen the partnership, Smart Factory Alliance has established four types of collaboration. Shared knowledge is considered the most important one. And the most critical, as this sharing will only be possible if first a climate of trust among partners is created. Another two kinds of collaboration will involve common communication strategies to reinforce visibility, and detection of customers and projects. Finally, setting up the Alliance comprised also the technical integration of products and software developed separately by each of the companies partnering.

The Basque culture has collaboration as one of the key values that make it more competitive than its neighboring regions’. It has proved to succeed in many other cooperative ventures. For instance, three years ago, ten Basque companies in the designer furniture and equipment sector joined forces to grow in the retail market. This is a subsector in the world of specialized furniture and equipment for all types of shops in which customers include from a single store to chains, franchises and brands, and large commercial areas or the design of showroom. It’s a huge market but competing for global customers requires a wide range of services.

Creating a common brand, Basque Retail, they can now meet this challenge because each of the firms has a specialized portfolio (furniture, security lights, wood cladding, design lamps …). The alliance makes possible for them to offer complete projects, that is to say, to ‘dress’ from top to bottom a single commercial site or hundreds of stores from the same chain or franchise.

Each one of the companies partnering at Basque Retail keep its own activity coexisting with the one generated by the common brand. The alliance is been possible despite being very different businesses. Some of them are small companies and never worked internationally, some others have been exporting for years. Turnover, sales and products are quite different, but their goal is the same one: to be able to offer a comprehensive solution to both a customer with a single store and one that has a thousand.

Collaboration leading to more collaboration. Internationalization has been also a main driver. Just recently, Basque Retail and its solutions were presented in Düsseldorf during the main global trade show for this sector. For most of partners in Basque Retail, with their sales limited to Spanish market until recently, been able to have a stand in Düsseldorf would have been unthinkable just few years ago.

Currently, close collaboration between companies is working so positively and leading to so many new ideas that they are even considering to create a new collaborative sub-brand focused on “sensorial marketing”, an increasing demand from brick and mortar commercial sites competing with online e-commerce.

This post is from www.co-society.com/basque-smes-collaborate-get-larger-global-customers/

Business model innovationBusiness trendsCollaborative business modelsCollaborative cultureCulture change

Business ecosystems come of age

As it has been explained in many posts and Whitepapers, one of the key success factors of destinations in their evolution towards the Vision of Tourism 3.0 is to develop an innovation ecosystem integrated by different types of contributors. In that regard, Business Trend Series Deloitte’s report Business ecosystems come of age presents a series of articles describing how businesses are moving beyond traditional industry silos and conjoining networked ecosystems, creating new opportunities for innovation.

The report offers a glimpse of how some view the rise of ecosystems as an opportunity for creating powerful new competitive advantage as it becomes increasingly possible for firms to deploy and activate assets they neither own nor control and expand the possible beyond of their expertise and activities.

This brief summary outlines the various subjects and ideas dealt with:

Introduction: A brief history of the concept of ecosystems applied to business and how it all started in the technology sector but now is also taking root far beyond.

Blurring boundaries, uncharted frontiers: Long-standing boundaries and constraints that have traditionally determined the evolution of business are dissolving, allowing new ecosystem possibilities to flourish.

Wicked opportunities: Many kinds of complex, dynamic, and seemingly intractable social challenges are being reframed and attacked with renewed vigor through ecosystems formed by unprecedented networks of NGOs, social entrepreneurs, governments, and even businesses coalescing around them.

Regulating ecosystems: Regulators are challenged to create policies and solutions that protect the public’s interests and are also dynamic enough to keep pace with innovation born through ecosystems.

Supply chains and value webs: A set of powerful developments have worked together to help transform the business environment, changing how supply chains are configured, further heightening their strategic significance for many firms, and creating new leadership imperatives for the years ahead. Now “companies don’t compete—supply chains do.”

The new calculus of corporate portfolios: The rise of business ecosystems is compelling strategists to value assets according to an additional calculus, often generating different conclusions about what should be owned.

The power of platforms: Properly designed business platforms can help create and capture new economic value and scale the potential for learning across entire ecosystems.

Minimum viable transformation: Business model transformations are not unprecedented, they have always happened. It is not even new that business model transformations must consider the evolution of a company’s broader ecosystem. What is new today is that such transformations must be considered and accomplished routinely—not as storm-of-the-century events.

You may download the document at Business ecosystems come of age

This article is from www.co-society.com/official-business-ecosystems-come-age-deloitte-confirmed/

Business model innovationCo-creationCollaborative business modelsInnovationMarketing 3.0

Case study: Trip4real. Tourism experience collaborative business model

Trip4real is a paradigmatic example of how the collaborative economy flourishes in new business models for the tourism industry. Founded in Barcelona by Gloria Molins, it connects local experience developers with tourists eager to discover the destination through tailored experiences for them. Trip4real is a collaborative platform where any local may market a tourism experience to help the tourist discover the destination from a particular point of view or live special interest experiences.

The platform acts like a marketplace and also as an intermediary, so the payment is controlled by the platform and it gets a commission out of it. After the payment is done, the supplier and the client are connected to meet and live the experience. The motivation behind this business model is the will of the tourists for discovering the destination off the beaten track, where the locals go, and the hidden secrets that cannot be found in the Guides, as well as the authenticity brought by the interactivity with locals, who facilitate a deeper understanding about the local culture.

The first platform was developed for Barcelona, but other platforms have been developed in Madrid, Lisbon, London, Paris, Rome, Dublin, Berlin, Amsterdam, Edinburgh and a handful of Spanish destinations.

As has happened with Uber, do you think that these business models may be treated as unfair competitors to the local “official” tour guides and incoming agencies? Do you think there should be any kind of restrictions to letting it legally compete with standard tourism service suppliers?
You may check further details at www.trip4real.com

Business model innovationCollaborative business modelsStrategy

Small local brands: You either collaborate or you’ll be intermediated

In Destinations 3.0, DMOs work as marketing platforms intermediating for the local businesses and joining efforts with those businesses to reach the global market, just in the way that thousands of niche companies are willing to enjoy the benefits of the level of visibility and consistency that only a more “mainstream” brand can offer. This article explains the imperative need for small businesses and brands to develop cooperative marketing platforms to avoid being intermediated by wholesalers with a much higher negotiation power.

Some early Internet evangelists promised anybody with a website and an e-commerce platform can have a global market no matter how small the company or where it is located. A theoretical true, that statement does not take into consideration the laws of Attention Economics that Internet itself is boldly proving right from the very first moment.

It’s also true “Long Tail” niche offers can overcome this barrier by the same differentiation and exclusivity that made them niche in the very first place. Yes, it’s possible to create a global audience or market by offering something nobody else is offering and then establishing a relationship with your customers leveraging all new media and tools available today. Yet, still, this level of differentiation is not always and for everybody possible.

Collaboration with others such niche brands can make this strategy less difficult and more potentially fruitful.  Good news is people seem to be rejecting the notion of large corporations and are looking for companies whose people and story they can connect with. Bad news is Attention Economics apply, making impossible for customers to have a relationship close enough with all niche brands that could be relevant to them in a particular moment.

This is why even living in a flat world we still need intermediaries. A different kind, but still intermediaries. But in the digital paradigm, once eliminated geographical proximity as a factor, we only need one of these intermediaries for each of the limited list of categories our minds can deal with, making monopolies or oligopolies a natural and logical outcome for every market.

Good for those understanding becoming the perfect interface for a particular category of products or services is the fast lane to success (and dollars) in the digital realm. Too bad for the ones who will have (or already have) to deal with a monopolist in order to make their products or services visible and purchasable. Too bad for thousands of musicians or app developers taken a cut of a third of every sale that would have been considered outrageous if taken by a local record or software shop. For every Etsy or Zappos of the world, there is the menace of them taking advantage of a dominant position, the threat of the “Upper Hand” syndrome we wrote about referring the case of Fulfillment by Amazon.

Collaboration will be the only possible answer for the convergence of a growing number of niche offers and the challenge for these companies of having enough scale for their offers to be visible and purchasable. If these companies do not create and own their own intermediation by collaborating with others, somebody else will create a digital intermediation for them.

Co-Society was recently involved in a project for an association of cooperatives looking for new roles in a changing, much different world in which the Co-op concept was born. There is still an opportunity to build many middleware platforms between consumers and niche offers, an opportunity for umbrella organizations representing smaller or local brands and offers with a promise to the consumer of a guaranteed consistency and quality. But for these to be owned by the smalls brands themselves, there will be no other way that to be implemented and managed by a more collaborative, democratic and horizontal organizations we are used to, organizations similar to the structure and mindset with which cooperatives were born more than a century and a half ago.

This article is from www.co-society.com/small-local-brands-either-collaborate-youll-intermediated/

Up to what extend could the local niche brand be differentiated from the destination brand if this niche business has to be marketed through the destination branded platform?

Business model innovationCo-creationTourism trends

Innovating in a religious center to create life-changing experiences

Innovation is not a transforming element exclusive to the business world. Promoting innovation in another ambit such as spirituality is not only possible but it can also teach us many useful lessons which are actually applicable to any kind of organization. The changes carried out in Cova St. Ignasi house of spiritual exercises, a Christian Catholic center in the Barcelona Area, prove that innovation is applicable in absolutely all fields. Actually, innovating in the field of spirituality is itself a disruptive innovation.

It took around 7 years for a group of young Jesuits led by Xavier Melloni to introduce a series of new activities among the programs developed in Cova St. Ignasi. Those activities were open to the participation of all kinds of people regardless of their religious confession or practice. These programs offer the chance to experience the inner search introducing both oriental techniques and elements of body expression.

Among the new internalization techniques there are yoga and tai-chi. Self-knowledge practices incorporate also elements from the Sufi tradition and have a base of both spiritual and psychological dimension. To these spiritual experiences some components related to body expression like dance have been added.

As you may guess, the introduction of these activities among the usual programs in this house of spiritual exercises was much more than mere novelty in an institution dedicated for centuries to the prayer and spirituality from the Catholic practice and doctrine. Years after offering these new activities, the novelty has positively surprised both the local population and the institution.

Key takeaways

From the success of an innovation in a rather conservative environment there are many interesting lessons to take away:

WITHOUT RADICAL BREAKING OFF. The introduction of new programs has not led to the disappearance of the traditional activities. This circumstance helped the transition by diminishing the anxiety in front of novelty.

CONVINCED PEOPLE, THE MAIN CHANGE MOTOR. The main characteristic of the group of people who led this innovation was the strong conviction in the ideas they were proposing and wanted to put into practice. Nobody had the obligation of getting involved in an activity which they did not feel comfortable with or did not believe in.

MULTI-CONFESSIONAL TEAMWORK. To develop the Project they decided to mix both catholic and non-catholic members, cooperating at the same level since the first day.

CONFIDENCE IS KEY. The proposal of Xavier Melloni and the rest of the team responsible for the Project generated many kinds of negative reactions at the beginning. For instance, one of the main concerns was fear that people could think that they were abandoning or relaxing the principles of the organization. But any innovation process requires a certain audacity to overcome the fears that arise with any change. For Xavier, this audacity has been as crucial as the necessary confidence not to be questioning the project over and over again. With the confidence shown by Xavier and his team it was easier to assume their own responsibilities and be patient with the development of the project.

THE BEST OF EVERY PRACTICE. Successful innovations in any field are not absolutely original. They do not start from scratch, but rather from combining elements of the best practices in a new way. The spiritual exercises designed by Xavier Melloni claim to integrate the most positive elements from both oriental and western cultures, attracting people who are distant from the Catholic practice, probably due to the Church’s official message. Many people want to work on their spirituality but consider that Christianity is too inflexible and excessively moralized. On the other hand, seriously introducing elements from other religions requires going through an educational process encompassing language, mythology, etc. which may be quite long and demanding. Xavier’s proposal consists in offering the chance to rediscover spirituality through the local language.

INNOVATION AS AN ELEMENT WITHIN A VISION. Changes coming from a concept or a vision that goes beyond that particular change have more chances to be successful than those that are made as a result of a short term challenge. The new proposals from Cova St. Ignasi come from considering the various religions as different vehicles to achieve the same destiny, the philosophy which Xavier Melloni has been working on as an expert in inter-religious dialogue for many years.

POSITIVE CONTAMINATION. Innovation usually comes from the merge of ideas and practices from different fields which are barely ever in touch. Xavier Melloni thinks that it is crucial to distance yourself from the small and closed worlds in which we usually are. Why not create the glocal (global-local) also in the religious ambit?

This post has been inspired by an article in www.infonomia.com , the leading Spanish Forum on innovation.

What life-changing experience do you envision inspired by these case studies?

Business model innovationCo-creationInnovationMarketing 3.0Strategy

How to develop new products

Beyond the cluster’s and cross-destination conditions, product competitiveness is no doubt a key factor to consider in the overall assessment and strategy. Product competitiveness strategies entail sometimes developing new products and others just improving the current ones. In this regard, this section explains the key product development strategies and methods, some product development programs that are used in most destinations, and also the product competitiveness strategy and most common programs.

Developing new products is not an easy challenge. Once the product portfolio strategy is defined, the product categories to develop are established. Then, from the product category to the marketable product is where creativity and product development mastery make the difference. The main steps of the product development are the following:

  1. Conceptualization
  2. Business model design & test
  3. Feasibility study and assessment of social and environmental impacts of the product
  4. Business Plan
  5. Launch
  6. Monitoring performance & improvement

Even if the Product Manager is solely responsible for the product development, in Tourism 3.0, the co-creation and the ideas coming from the open innovation bring support in the steps 1, 2 and 6. Steps #1 and #2 are supported by the contribution of the co-creation workshops and the Open Innovation System through various types of contributions: professional and non-professional; whereas the step #6 is supported by the visitor’s creative reviews after their experience with the product.

The case of the life-changing experiences is where co-creation and open innovation play the most decisive role, due to their complex nature, as they have to provoke some kind of personal transformation in the visitor, far beyond the usual tourism experiences. Their development process is therefore more complex as well. The development of life-changing experiences entails the following steps:

  1. Starting from the mission as an inspirational mantra, and listening to related stories to better understand the life-changing idea, define the experience concept based on its life-changing goals (effects or impacts), the constituents of the positive change (those who benefit from the activity), and the activity behind the experience.
  2. Try to include storytelling training as a part of the experience, to generate new stories
  3. Business model design & test
  4. Feasibility study and assessment of social and environmental impacts of the product
  5. Business plan
  6. Launch
  7. Monitoring performance & improvement

In this case, the Product Manager has to supervise the adequacy of the ideas being developed through the open innovation, the product development contests and the co-creation workshops, to help improve & refine them, and to invigorate contribution. The Product Manager is also in charge of selecting and managing channel partners, organizing the aforementioned events, benchmarking and managing customer feedback.

Once the life-changing experience product has been launched, the performance is monitored and creative reviews are encouraged, along with the creation of stories about the experience. These two are the most inspirational sources for product improvement and new products development. The capacity of the product to be customized for every tourist makes it more productive in terms of stories created and creative reviews.

Would you consider other steps in the product development process?

Business model innovationCo-creationCollaborative business modelsEnvironmental sustainabilityInnovation

Story innovation concepts: added value & crowd game driven experiences

Beyond the explained details of the four prototypes, there may be many other added value experiences to support the main one in fostering its popularity and conveying new contributions both in virtual and real world platforms. Some of these story related experiences could be video games (in the case of the prototypes 3 and 4 the video game is an essential component), comic based stories, theater plays, board games, movies, spin-off stories, merchandise products, etc. This is actually what film series such as Harry Potter, Star Wars or Lord of the rings have done to some extent, trying to satisfy the desires of their followers for more story related experiences.

With regards to the crowd game driven experiences, the environmental challenges would be driven by volunteers, usually entailing some kind of field work to achieve a certain goal in relation with the environment protection in the form of a game driven experience to make it more fun and stimulating. In the case of the creativity & cooperation challenge, it would be driven by contributors willing to prove their creative skills, in the form of a game driven experience where participants also have to prove teamwork capacity by solving one or more innovation challenges related with the mission purpose, which also serves as an educational experience in collaborative innovation. Finally, the educational fun experience is for tourists willing to entertain while taking away some significant learning outcomes related to skill development or social consciousness, for instance.

In the case of contributors in creativity & cooperation challenges and also in the case of story making contributors, there should be a system that not only facilitates but also rewards contributors based on a reputation and incentive system, in order to stimulate talented followers to bring in their passion and imagination to build the story world. This is not only crowd sourcing but also providing the audience members an opportunity to live a life-changing experience by exploiting their skills. The Whitepaper “Envisioning Open innovation in destinations” is to further develop the idea of the incentive and reputation system for contributors.

Do you envision other story innovation concepts to enhance the aforementioned ideas or to inspire new story based experiences?

Business model innovationCo-creationInnovationMarketing 3.0Open innovation

Story innovation concepts: story platform

A key idea to understanding the aforementioned prototypes is that of the story platform. In this concept there is one principal author who drafts the main guidelines of the story, like the location, the value proposition, a basic plot, and some of the main characters. This could also be called the story backbone or the story constraints.

 Taking this platform story as a starting point, the free contributors –working individually or in groups- may create their version of the story by filling all the gaps that the backbone leaves to develop the contributors’ imagination, adding new characters and sub-stories that shape its uniqueness. As a result, there end up being many different stories with a common purpose related to the mission for which tourism is being developed in the destination. This is the case of prototype 2.

In the case of prototypes 3 and 4, there would also be a platform story with constraints and pre-determined ingredients. But the difference is that they are game driven experiences applicable to many kinds of missions that are created to draw flows of contributors, volunteers or tourists in taking real action in benefit of the mission purpose.

 Further, in these cases the roles of the participants are all pre-determined and every individual decides what type of role he or she wants to play in the story, with freedom to develop the role with his or her skills, ideas and knowledge.

Do you envision other types of story platform to develop story based experiences?