Destination Models 3.0: Key activities & management (IV)

Monitoring the evolution of the business model is necessary to assess the adequacy of the strategy and its execution. Tracking the accomplishment of goals, the tourist characterization, profitability, etc. are necessary to optimize strategy planning and execution.

Destination Models 3.0: Key activities & management (III)

Other key management activities to take into account are those related to service booking, quality control, market intelligence, and more specifically for this type of business models, the selection and integration of partners within the platform, and their shifting from one integration formula to another.

Destination Intelligence 3.0: Results and output types

In correspondence with the intelligence goals, there may be many different outputs and formats to distribute the information. Beyond the traditional reports, the online tools are to gain prominence profiting from their delivery and management speed

Destination Marketing 3.0: Product development through co-creation

In Destination marketing 3.0, product development is carried out through co-creation processes, where co-creators participate motivated by the aim of contribution to the mission accomplisment

Destination Models 3.0: Key activities & management (II)

Other key activities to consider are the strategic planning, implementation and monitoring; marketing; human resources training, etc.

Destination Models 3.0: Key activities & management (I)

Destination models 3.0 are complex in nature, and so it is the system of activities that need to be coordinated and managed to sustain its competitive advantage and make the destination model develop up to the utmost of its potential. The open innovation system is the central activity that nurtures and sustains the competitive advantage of the business model, from which many kinds of outcomes are expected.

Destination Intelligence 3.0: methods and information sources

The privileged position of destination management organizations (DMO) provides them with a great advantage to obtain intelligence from the outbound market stakeholders

Destination Marketing 3.0: Communication strategy (II)

It is essential to search and identify mission driven stakeholders and like-minded contributors on an ongoing basis, to nurture and expand the content marketing system and the network of brand ambassadors.

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.

Destination Models 3.0: Customer relationships (II)

The open innovation system is the core of the destination marketing 3.0, becoming the central hub where all communities get connected, and fulfilling the need for connection with other consumers in communities. These communities are the ones which guarantee that the business will ultimately serve the customer’s interests and concerns, and not just the business profit. It is through this community initiative and collaboration that the platform becomes a “content marketing machine” where people create, share and inspire each other to live and tell new stories.