Tag: business modelling

Ferran Adrià + Cirque du Soleil: a creative collision brings a paradigm shift in entertainment and cuisine

When geniuses cooperate, innovation is more than likely to burst. Here there is an example of how this happens in creating a new concept of entertainment

Destination Models 3.0: Comparative performance between different destination models

To better realize how destination models 3.0 outperform other models in creating value, reducing efforts and marketing efficiently, hereby are compared the performance and functioning of destination models 3.0 and two other conventional models

Destination Models 3.0: Development strategies (IV)

Once identified the portfolio of partners, infrastructures, facilities and service suppliers needed to start operating the platform, it is necessary to envision the necessary service capacity or carrying capacity for each of them throughout the subsequent development stages

Destination Models 3.0: Development strategies (II)

Open Innovation system development Being one of the key assets to invigorate creativity and sustain the destination model competitive advantage, it is necessary to design a set of strategies to engage stakeholders in contributing up […]

Destination Models 3.0: Development strategies (I)

Once designed the architecture of the model, it’s time to design the strategies to develop it up to the utmost of its potential. The development strategies are likely to be quite different depending on the initial scenario, whether it is a resort, a decentralized destination or a group of resources to be exploited for the tourism business

Destination Models 3.0: Integrating partners (IV)

The challenge of integrating all the community of stakeholders requires its own marketing plan, usually known as internal marketing plan. This plan should encompass the target stakeholders to attract in every phase, the integration formulas, and the communication strategies and actions to achieve these goals

Destination Models 3.0: Integrating partners (III)

The design of the integration strategy requires making the local service suppliers envision the future of the destination through the development of this model, and listening to understand the different levels of risk attitude and enthusiasm that the project inspires, identifying their fears and concerns about the integration process.

Destination Models 3.0: Integrating partners (II)

When attempting to integrate the local service providers into the platform, we are likely to find different attitudes with regards to their confidence on the project and their will for keeping the control of their business. Further, this attitude may change over time, for it is necessary not only to offer many integration formulas attending different risk attitudes or want for autonomy and ownership, but also to offer a flexible system that allows them to shift from one to another integration status.

Destination Models 3.0: Integrating partners (I)

When designing the value proposition and the business model architecture, the first step in the strategy formulation is to define the mission. This should be done by listening to all the local stakeholders to identify current and future challenges affecting the local community and the specific constituents of these challenges, mostly those in the base of the pyramid.

Destination Models 3.0: Environmental benefits

When focusing on environmental protection and sustainability, in the case of nature-based tourism destinations, the destination model may take many kinds of initiatives such as collaboration with research programs, featuring educational programs, implementing environmental friendly practices, etc.