Trends shaping the present and future of the tourism industry and case studies
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. It is through the opportunity given to have this positive impact that destination models 3.0 target the stakeholders’ human spirit. Furthermore, by empowering all stakeholders to participate, they become accountable for the accomplishment of the mission.
Beyond the mission driven value proposition that sets destination models 3.0 apart from other tourism development models, it may be necessary in many cases to target non-mission driven tourists offering non-mission driven experiences to guarantee sufficient revenue streams all year round, or to partially subsidize the mission driven activities. In such cases, the model should prioritize the development of experiences that appeal to the affluent tourists and other segments or niche markets that contribute in balancing the demand seasonality, assessing also whether these tourists generate any additional negative impact either on the natural or social sphere.
In this section, there should be explained not only the competitive advantage(s) that sets it apart from other destinations and the portfolio of experiences it intends to offer to visitors, but also the vision, mission and its related goals, so long as they are the primary reason for which mission driven stakeholders are to get engaged with the destination.
Do you think we should consider anything else when defining the value proposition and the competitive advantage?