Category: Marketing 3.0

Marketing trends in all sectors, with focus on storytelling and viral marketing

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 innovationEnvironmental sustainabilityMarketing 3.0SustainabilityThird sector and social sustainability

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.

In destination models 3.0, the mission, vision and values are embedded in the core of the value proposition. Destinations 3.0 are known as scenarios where many stories take place about authentic and life-changing experiences with the local population, which ultimately have a positive impact on either the social, cultural or natural environment of the destination. Moreover, visitors are encouraged to write and share their story in order to inspire more people to live their own experience.

Hereby are listed some sample life-changing experiences classified according to the type of mission accomplishment, which may consist on alleviating poverty, protecting the environment, promoting the cultural heritage or fostering socio-cultural transformation both in the community and the tourists.

  • Environmental protection
  • Tourism programs consisting of discovery of the natural heritage while actively participating in an environmental protection program in cooperation with NGO or other entities.
  • Nature sightseeing and observation experiences accompanied by an expert environmentalist educating them on the fragility of the natural heritage and the environment-friendly practices.
  • Heritage protection and promotion
  • Learning about the local arts, language, cooking, dancing, instrument playing, etc. to turn intangible heritage into a skill development experience.
  • Immersive experience with cultural / ethnic minorities for a deeper understanding of their culture, traditions and way of life.
  • Poverty alleviation
  • Accommodation with local families where to enjoy their home hospitality and have a firsthand experience of the local reality.
  • Sharing meals with local families, experiencing their way of cooking, their rituals and the local food along with their hospitality.
  • Enjoying other interactive experiences offered by locals who share their knowledge about the hidden spots of the destination, local games, parties and tell stories.
  • Socio-cultural transformation
  • Accommodation and stay in religious sites such as monasteries and temples sharing the lifestyle of the monks to develop spirituality and peace of mind.
  • Developing communicative skills through storytelling facilitation programs, and further encouraging participants to write their stories and submit them in contests and the social networks.
  • Developing creative activities that challenge and stimulate their imagination through art workshops and contests, including a broad scope of art disciplines.
  • Multi-activity resorts where clients are educated on healthier lifestyles, learning about balanced diet, physical exercise, meditation, etc.

Do you envision other types of life-changing experiences?

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?

Business model innovationCollaborative business modelsInnovationMarketing 3.0Strategy

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

Destination models 3.0 are conceived as collaborative models which intend to leverage the creativity and know-how of all the stakeholder community to gain competitive advantage over their competitors, by developing a large network of brand ambassadors who create and deliver stories about the life-changing experiences that take place in the destination, in order to engage new stakeholders in the pursuit of a mission that addresses the concerns of the destination’s community. They are also triple bottom line models, as they account not only for financial costs and benefits, but also for environmental and social costs and benefits. Usually, the mission encompasses some of these issues:

  • Fostering socio-cultural transformation through the promotion of healthier lifestyles, cross-cultural understanding, mindset shifting in leadership culture, developing mindfulness, etc.
  • Enhancing conservation and promoting the cultural heritage.
  • Protecting the environment through education, innovation and deployment of sustainable practices, and collaboration with partners’ environmental programs.
  • Alleviating poverty through the empowerment of the communities in the base of the pyramid to become micro-entrepreneurs and participate in the tourism business.
  • Unlocking human potential through the empowerment of all stakeholders to participate in the destination’s model innovation system, with the creation of experiences and stories.

The model is a multi-sided platform which creates value by facilitating interactions between tourists and local service suppliers, also attracting many mission driven stakeholders through the network effect. Further, the collaborative business model intends to leverage and engage the collective intelligence by:

  • Creating life-changing experiences which directly or indirectly address the mission issues.
  • Designing and developing marketing contents and materials to brand the destination.
  • Revamping the business model as new challenges and opportunities come along.
  • Sharing resources among the community and developing economies of scale.
  • Leveraging the negotiation power of the community to obtain favorable deals with external suppliers.
  • Providing more professional development opportunities to community members.

Do you envision other issues to be encompassed in the mission? Do you think of other advantages of collaborative models, other outputs of the collective intelligence?

Business model innovationCo-creationMarketing 3.0Open innovationStrategy

Transforming mission driven destinations’ marketing system

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?

Co-creationMarketing 3.0Tourism marketingTourism trends

Approaching tourism 3.0: Destination marketing 3.0

Marketing 3.0 intends to transform the marketing of mission driven destinations towards a more collaborative and innovative system where all stakeholders are empowered to become co-creators and brand ambassadors. By leveraging the inspirational power of mission driven purposes, stakeholders are expected to contribute to the mission accomplishment through the creation or co-creation of stories, experiences and marketing materials.

When drafting a Marketing 3.0 Plan, the mission is the first challenge to be worked out, in cooperation with the local community and other stakeholders to gain their commitment. Further, it has to depict the vision of how the mission accomplishment transforms the destination, what the destination aspires to become. This vision plays the role of a guiding force to engage stakeholders in contributing to the destination development.

In drafting the marketing strategies, the positioning has to be based on the intended impact of the tourism activity on the stakeholder community, for it to be perceived as a positive force in addressing the community’s concerns and aspirations. Ultimately, profit comes from the appreciation of the business contribution to the community well-being. The positioning has to care about the functional, emotional and spiritual needs of the stakeholders.

The communication strategy is based on enabling connectivity and interactivity between stakeholders to satisfy their will to share and spread their stories. Furthermore, the destination platform should train all stakeholders in creating stories and reward them through story contests and reputation management. On the other hand, it is convenient to communicate the evolution of the key performance indicators related to the mission accomplishment to provide feedback on the stakeholders’ efforts.

The product development is based in co-creation of experiences between local suppliers and other stakeholders. In this regard, all the local community members are empowered to create their own experiences through the open innovation system, which are eventually to be customized for every tourist in co-creation with them.

In business development it is necessary to assess the expected value brought by every kind of channel partner and target client. Beyond the direct profits, every partner or client may bring in some kind of strategic value either in the short or the long term.

Finally, there has to be crafted an internal marketing strategy to engage employees and partners with the vision, mission and values in full commitment to eventually turn them into brand ambassadors. Beyond communicating such vision, mission and values, it is crucial that the destination executives embed these values in their leadership style by delivering a leadership experience through their daily behavior to foster cultural transformation throughout the stakeholder community.

The Whitepaper “Envisioning Destination Marketing 3.0” explains this approach in further detail.

What key challenges do you envision when implementing Marketing 3.0 in local destinations?

Business model innovationCollaborative business modelsMarketing 3.0StrategyStrategy planning & execution

Approaching tourism 3.0: Destination models 3.0

 

The “destination models 3.0 approach” is the one entailing the highest degree of transformation in the destination, not only in its marketing but in its business model and operational rationale. In the Whitepaper “Envisioning destination models 3.0” this concept is explained in full detail, and many case studies are to be explained in separate Whitepapers to better illustrate this vision.

Destination models 3.0 consist of the integration of most tourism businesses within a multi-sided platform which connects local service suppliers with tourists and other stakeholders. This platform is mainly in charge of controlling the service quality of all integrated and associated businesses and managing the marketing activities of the destination. A key element of this platform is the open innovation system, which intends to stimulate the continuous creation of experiences and marketing contents, as well as discussion about innovation in the business model.

They are conceived as collaborative models which intend to leverage the creativity and know-how of all the stakeholder community to gain competitive advantage over their competitors by developing a large network of brand ambassadors who create and deliver stories about the life-transforming experiences that take place in the destination, in order to engage new stakeholders in the pursuit of a mission that addresses the concerns of the stakeholder’s community. They are also triple bottom line models, so long as they account for financial, environmental and social costs and benefits.

The main idea behind this concept is to develop a tourism cluster with a high level of control over the service quality, as well as with urban aesthetic harmony and a spirit of collaboration and innovation among all stakeholders to sustain the destination’s competitiveness and marketing system. This should be applicable to existing clusters, resorts and new developments.

The mission of Envisioning Tourism 3.0 Ltd. is to keep on designing new business model prototypes approaching the Vision of Tourism 3.0 with different levels of complexity.

What kind of destination models do you envision approaching the Vision of Tourism 3.0?

Business model innovationInnovationIntelligenceMarketing 3.0Strategy

Envisioning different approaches to tourism 3.0

 

The evolution of destinations towards the vision of tourism 3.0 entails a sound and ambitious transformation, which is not likely to be feasible in all cases. Therefore, it is necessary to develop many approaches involving a lesser degree of change to also tackle the cases which are less open and flexible to the full transformation.

Hereby are presented the three main approaches involving different degrees of transformation:

  • Destination models 3.0 involves full transformation of local destinations
  • Destination intelligence 3.0 fosters progressive transformation in region-wide destinations
  • Destination marketing 3.0 involves little transformation of local mission driven destinations

The mission of Envisioning Tourism 3.0 Ltd. is to keep on developing these three approaches, as well as to develop new ones to promote and facilitate transformation throughout destinations towards the Vision of Tourism 3.0. This should be a shared challenge to be accomplished in collaboration with the growing community of innovators dedicated to the tourism industry.

Do you envision how to transform destinations integrating the aforementioned concepts?

Marketing 3.0Storytelling training & case studies

Key concepts of tourism 3.0: Life-changing experiences

One of the key differences that sets tourism destinations 3.0 apart from conventional ones are the life-changing experiences offered either related to skill development, cross-cultural understanding, development of new habits and lifestyles, gain of awareness about environmental issues, and ideally discovery of the fulfillment of contribution to the greater good.

Life-changing experiences are to foster cultural change to develop more sensitive and open mindsets, as well as to unlock human potential by stimulating creativity and transforming tourists into mission driven agents by appealing to their human spirit.

Such experiences are to be developed mainly by the local service suppliers in co-creation with other stakeholders through the open innovation system. The experiences generate stories, and so long as many stakeholders create and tell their story about their experience, more attention is drawn to the destination by people who also want to live their experience. Eventually, many stories may inspire new experiences as well, so long as they stimulate creativity to contribute to cultural transformation.

What kind of life-changing experiences have you lived when traveling?

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?