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?
Fostering the adoption of the practices and values proposed in the Vision of Tourism 3.0 entails transforming progressively the mindset of the tourism industry leaders towards a culture of collaboration and innovation.
Such efforts may well start in the top levels of the regional tourism boards, governments or industry associations. Either of these may take the lead in promoting the practices of Tourism 3.0 throughout the region down to the local levels, and a possible way to do so is by establishing a Destination Intelligence 3.0 system. This entails three main activities:
- Capturing intelligence in the outbound markets
- Monitoring the tourism activity in the destination
- Leveraging the collective intelligence through an open innovation system
Destination intelligence 3.0 sets the stage for tourism destinations to develop their innovation strategy, providing a series of information flows and tools that facilitate and stimulate destination stakeholders to envision the need for innovation not only on the product development area but also on a more holistic approach encompassing all building blocks of the business model to continually improve the destination’s competitiveness. Further, it envisions how this practice is to become a key discipline in sustaining competitiveness and improving the destination’s marketing efficiency and effectiveness.
Apart from the consultancy reports, do you thing that intelligence reports elaborated by industry associations, governments and tourist boards are satisfactory to guide strategy, marketing and innovation planning in local destinations? If not, what is missing?
Destination marketing 3.0 intends to transform the destination’s marketing system towards a more collaborative and innovative approach empowering all stakeholders to become co-creators and brand ambassadors. In the upcoming blog posts the main components of the Marketing Plan are explained according to the new approach, in order to help the reader envision how Marketing 3.0 changes every aspect of the local destination’s marketing system.
This approach is only applicable to mission driven destinations, like those already oriented towards concepts such as responsible tourism or ecotourism, willing to leverage all the potential of their mission driven purpose to gain more marketing awareness through stakeholder collaboration, new product development and storytelling.
The main trait of the new marketing is that it shifts from vertical to horizontal control, which means consumers are empowered to take the role of brand ambassadors and hence become key players in the brands’ marketing system through their participation in the social networks where they tell stories about their experiences.
Furthermore, Marketing 3.0 considers not only consumers’ functional and emotional needs, but also those related to their human spirit, for values are embedded in the core of the value proposition, promising to deliver positive impacts to the community either in the environmental or socio-cultural sphere through their main business activity, not through philanthropy.
Due to its different nature, a different approach is suggested for Destination Management Organizations (DMO) and Destination Management Companies (DMC) in some sections, as it is mentioned when applicable.
Which do you think are the main challenges of developing these Marketing 3.0 strategies in tourism destinations?
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?
Following the culture of collaboration, the need for constant improvement to sustain the competitive advantage is to be fulfilled through open innovation. This new approach entails leveraging the network of stakeholders to contribute in the innovation efforts in various fields such as marketing contents, product development, new technologies and business model innovation.
To successfully meet all the destination model needs for innovation, it is necessary to engage a large pool of stakeholders in various fields of expertise. For such purpose, experts outside the local community of stakeholders may have to be searched for depending on the required field of expertise. Furthermore, it is convenient to train stakeholders in some disciplines such as business model innovation, to establish a common framework and language that facilitates discussions.
As explained in upcoming White Papers, open innovation systems are to be quite different depending on their scope of influence, whether they be region wide or only for a local destination, whether they are only focused on marketing ideas or encompass other areas of collaboration. The Whitepaper “Envisioning open innovation in destinations” is to explain all possible approaches.
Do you think that open innovation could help to solve other challenges apart from technology development, business model innovation, product development and content marketing creation?
The main drivers of the socio-cultural change entailing the aforementioned trends are called the “creative society”, hereby referred to as “Tourists 3.0”. Such tourists 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, which makes them the primary target to take into account in mission driven destinations.
Tourists 3.0 are engaged in communities and are very active in social media networks, where they are opinion leaders and change agents. 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.
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 his life. These are the so called life-changing experiences that set destinations 3.0 apart from others.
Beyond developing life-changing experiences, what challenges do you think that tourists 3.0 pose to the destination’s executives to leverage all their influence power?