ecosistema turistico

Transcription

La progettazione di
Ecosistemi Turistici Esperienziali
Andrea Rossi
[email protected]
Milano, 16 novembre 2011
Punti di vista
Dal punto di vista del Turista, il viaggio è un’esperienza unica
“seamless” (senza soluzione di continuità)
Dal punto di vista del mondo degli operatori del turismo, siamo
ancora lontani da ciò…
Limitata integrazione dell’offerta e della comunicazione
2
2
Gli Ecosistemi Turistici sono gli “attuatori”
dell’esperienza seamless
Turisti
Macro-Ambiente
Concorrenti
DMO/ DMS
Fornitori
Reti di Imprese, Sistemi di Reti di Imprese ed Ecosistemi Turistici
Fonte: Andrea Rossi © 2010-11
Il ruolo della DMO è fondamentale per favorire l’aggregazione degli
operatori e per presidiare i processi di interfaccia con l’ambiente
esterno
3
Reti di Imprese
Le Reti di Impresa rappresentano forme di coordinamento
di natura contrattuale tra imprese, particolarmente
destinate alle PMI che vogliono aumentare la loro massa
critica e avere maggiore forza sul mercato senza doversi
fondere o unirsi sotto il controllo di un unico soggetto
Fonte: www.industria2015.ipi.it
interazioni
nodo
Immagine: Andrea Rossi e innovActing
4
Dai “Centri di Supporto” all’Integrazione di Imprese
agli Ecosistemi Turistici Digitali
Centro di
Supporto
(proto-reti)
Integrazione di
imprese (reti)
Integrazione di reti
(ecosistema turistico)
Aumento della complessità gestionale e delle resistenze al cambiamento
5
ECOSISTEMA TURISTICO
TURISTI
STAKEHOLDER E INFLUENZATORI
Autorità pubbliche/ DMO
Intermediari
Trasporti
Organizzazioni
turistiche
nazionali
Agenzie di
viaggio
Organizzazioni
turistiche
regionali
Tour operator
GDS/CSR
Bus/ ferrovie/
navi
Organizzazioni
turistiche
locali
Incoming
agents
CSR di gruppi/
consorzi
Autonoleggi
Linee aeree
Fornitori primari
Ricettività
Ristorazione
Attrazioni
Shopping e
servizi
Servizi di
supporto al
Turista
Fornitori secondari
Organizzazioni sportive
Agricoltura
ed enogastronomia
Artigianato e
prodotti
locali
POPOLAZIONE LOCALE
Cultura e
tradizioni
Natura e
ambiente
Servizi di
supporto alle
persone
La Gestione delle Informazioni, dei Contenuti e delle
Conoscenze nelle Reti di Imprese
CONCORRENTI
CLIENTI
Informazioni, contenuti e conoscenze
DMO/
DMS
Informazioni, contenuti e conoscenze
MACRO-AMBIENTE
PARTNER, FORNITORI
E RISORSE ESTERNE
Fonte: Andrea Rossi e innovActing © 2010-11
Una grande opportunità/sfida delle Reti di Imprese è la gestione
delle informazioni e delle conoscenze interne ed esterne
7
ICT come abilitatore indispensabile delle Reti di Imprese
Per la vitalità delle Reti di Imprese è necessario un fitto e
continuativo scambio informativo e di conoscenze
Scambi
informativi e
di conoscenze
interazioni
nodo
8
Dal Web 2.0…
RSS
Social Bookmarking
Video
Social Network
Documenti
Foto
Social Network Professionali
Fonti immagini: 4.bp.blogspot.com, www.bing.com , www.vctechnetwork.com, www.robbyslaughter.com, innovablog.com, www.masternewmedia.org,
9
www.milestoneinternet.com, www.creativenonfiction.org, www.subdreamer.com,
Dal Web 2.0 all’Enterprise 2.0
Social Bookmarking
Video
RSS
Documenti
Gli strumenti del Web 2.0
possono/devono essere applicati
per condividere conoscenze nelle
Ecosistemi Turistici
Foto
Social Network
Social Network Professionali
Enterprise 2.0
Fonti immagini: 4.bp.blogspot.com, www.bing.com , www.vctechnetwork.com, www.robbyslaughter.com, innovablog.com, www.masternewmedia.org,
10
www.milestoneinternet.com, www.creativenonfiction.org, www.subdreamer.com,
Enterprise 2.0

Enterprise 2.0 is the use of emergent social software
platforms within companies, or between companies and
their partners or customers.
Andrew McAfee
MIT Sloan School of Management and Harvard Business School
11
La tendenza/opportunità dell’individualizzazione del
lavoro

“The opportunity for business and IT leaders is to
understand how the individualization of work will
affect businesses, critical processes, innovation and
inter-enterprise collaboration”
Yvonne Genovese
VP Gartner
12
Che cosa c’è di nuovo? Hype Cycle for Business Use
of Social Technologies 2011 (Gartner, Aug. 2011)
Source: http://socialwrks.com/2011/09/01/analysis-of-gartner-analysis-social-business-hype-cycle-and-magic-quadrant/
13
Magic Quadrant for Social Software in the Workplace
(Gartner, Aug. 2011)
http://blog.newitfarmer.com/architecture
/social-networkarchitecture/3580/repost-magicquadrant-for-social-software-in-theworkplace/
14
IBM sta tracciando il futuro del Business Social
Networking /1
Source: https://www-304.ibm.com/connections/blogs/bcde08b8-816c-42a8-aa37-5f1ce02470a9/entry/social_media_day_ibm_is_a_social_business12?lang=en
15
IBM sta tracciando il futuro del Business Social
Networking /2
16
La Gestione del Cambiamento Culturale
Le resistenze all’aggregazione e al cambiamento devono essere
gestite con grande attenzione e metodo
• Piano delle
dinamiche di
cambiamento
• Piano di marketing
interno
Piano del
cambiamento
Diffusione della
consapevolezza
Motivazione
della
partecipazione
Analisi dei
target interni
Analisi dei bisogni/
contesto/ cultura/
dimensioni psicosociali/ resistenze/
paure/ minacce/
opportunità
Gestione del
cambiamento
Azioni di
risposta
Riduzione dei
conflitti
Gestione delle
variabili soft
Raccolta dei
feed-back
Committment degli Attori della Rete di Imprese
Fonte: Andrea Rossi e innovActing © 2009-20101
17
e-Governance negli Ecosistemi Turistici Digitali
Livello
Terroriale
(ecosistema)
Reti di
Imprese
Singolo
operatore
Obiettivi e
strategie di
Ecosistema
Innovazione di
Ecosistema
Operations di
Ecosistema
KM di
Ecosistema
Obiettivi e
strategie delle
Reti di Imprese
Innovazione
nelle Reti di
Imprese
Operations
delle Reti di
Imprese
KM delle
Reti
di Imprese
Obiettivi e
strategie del
singolo
operatore
Innovazione
del singolo
operatore
Operations del
singolo
operatore
KM del
singolo
operatore
Strategia
Innovazione
e Sviluppo
Operations
Governance multi-livello e multi-ambito
Impiego delle tecnologie digitali
Knowledge
Management
e Metriche
Ambito
18
UN ESEMPIO EUROPEO
Central Baltic Interreg IV A
19


The Central Baltic INTERREG IV A Programme 2007-2013
funds cross-border cooperation projects with a focus on
environment, economic growth as well as attractive and
dynamic societies.
It is a cross-border co-operation programme under the
European Territorial Co-operation Objective covering
regions from Estonia, Finland including the Åland
Islands, Latvia and Sweden and with an allocation from
the European Regional Development Fund of more than
100 MEUR.
Fonte: http://www.centralbaltic.eu/
 Cross-border co-operation
programme under the
European Territorial Cooperation objective
 Priority 1: Safe and
healthy environment
 Priority 2: Economically
competitive and
innovative region
 Priority 3: Attractive
and dynamic societies
21
Source: www.centralbaltic.eu
Example 1: An innovative tool for improving the competitiveness
of community based tourism





Programme: Southern Finland – Estonia Sub-programme
Priority: Economically competitive and innovative region
Direction of support: Creating and supporting innovative and competitive
environments
Duration: 36 months 11/2010-10/2013
Total project budget: 723 373 €
ERDF: 584 201 €
The tourism sector is expanding in the Central Baltic region. In many rural
areas in Finland and Estonia tourism has developed to be a main income source.
With this comes also a need of new sustainable, high quality market orientated
products which is linked together locally, regionally and internationally. There
is also a need to improve competitiveness, integration with related sectors,
awareness of client expectations and the environmental impact due to
increased tourism.
The Comcot project develops innovative and sustainable community based
tourism with high local ownership. The project expands the opportunities for
local level actors to develop competitive tourism by combining cross-border
cooperation networks with joint community work at the local level.
By creating new strategic thinking and innovative planning by communities and
improved business skills, the project develops more competitive businesses and
targeted products and services for existing and new clients. The project also
helps entrepreneurs to improve their effectiveness to develop new innovative
products.
22
Example 2: Branding Scandinavian Islands





Programme: Archipelago and Islands Sub-programme
Direction of support: Sustainable tourism
Total project budget: 1 213 244 €
ERDF: 909 933 €
The travel industry is rather small-scaled in the region of the Scandinavian
islands, in Finland, Sweden and on Åland, even though it is of relatively
significant importance to the local communities. Accessibility in the sense of
travelling and access to services is one of the main obstacles for development
in the archipelago area in general.
The project develops the cooperation between the tourist organisations in the
archipelago areas of Finland, Sweden and Åland. The fields of cooperation are
product development and joint international marketing activities.
By increasing the value of the trademark “Scandinavian Island”, the project
intends to increase the tourism in the area and open up possibilities for the
development of investments in the travel industry and tourism industry in the
area. The project is creating a joint organisation that arranges seminars and
workshops for product development. Furthermore, the project is developing a
joint website, implementing traditional marketing and branding activities, and
promoting a sailing competition in the archipelago that will be broadcast
internationally.
23
Example 3: Developing Cultural Tourism as a Joint Network in
Capitals of Culture 2011





Programme: Southern Finland - Estonia Sub-programme
environments
Total project budget: 1 019 300 €
ERDF: 804 800 €
In 2011, there will be two European Capitals of Culture in the Baltic Sea area:
Turku and Tallinn. 2011 can be used to build up a permanent regional image
that has until now been missing due to the undeveloped collaboration of the
actors of tourism and culture, lack of product groups as well as customer,
marketing and product planning know-how.
Turku and Tallinn are stronger together and cross-border cooperation is a
condition of success. The target is to take advantage of this unique possibility
to unite the cultural resources of the two Baltic Sea cities into one interesting,
high-class category. The project creates a new kind of interactive model for
marketing based on culture.
Cultural Tourism 2011 enhances collaboration and the creation of new culture
based quality tourism products and, in this way, increases the number of
foreign tourists in the Turku and Tallinn regions. This includes a study of the
experiences of the visitors and organising training for the service producers.
Through a joint product development, the project creates an attractive and
interesting product combination for the European market to join the two cities.
24
Example 4: International Food and Activity Tourism





Programme: Southern Finland - Estonia Sub-programme
environments
ERDF: 755 277 €
The link between tourism and local foods continues to strengthen. Tourists
demand products of high quality with an authentic experience, but since
relatively few operators can satisfy the whole demand, the need for linked or
complementary products and services is evident. Micro-businesses require
greater cooperation and joint marketing to succeed in attracting more
international tourists to the region.
The project InFAcTo stimulates SMEs to develop joint food and tourism
activities and services in order to increase the number of international tourists
in the region.
SME entrepreneurs and employees require better skills and contacts to become
more competitive to attract tourists and to fulfil international customer
expectations. Through market research, the partners are creating the basis for
further product and service development as well as marketing efforts. The
entrepreneurs are participating in training, receiving mentoring and taking part
in benchmarking trips to increase their competencies in tourism product and
service development as well as networking.
25
Example 5: Quadruple Helix Central Baltic





Programme: Central Baltic Programme
Direction of support: Supporting innovation and improving competitiveness
ERDF: 749 635 €
Although the innovation system in the Central Baltic region is considered to be
one of the most advanced in Europe, it has weaknesses with regard to the
involvement of women. A more strategic and coherent approach is required to
unlock potentials for growth, to improve the environment for innovations, and
engage more women in cross-border cluster networking.
Quadruple strengthens the innovation system in the Central Baltic region by
increasing the participation of women in cross-border cluster networking,
focusing on the tourism sector.
The project designs and implements models, methods and tools for gender
mainstreaming in cluster promotion. The tourism sector, in which many women
are active, is used as a pilot sector. Creative connections are made to the ICT
research sector, where many men are active. In practice, entrepreneurs and
researchers test innovative mobile technology solutions for the tourism sector
in the Central Baltic region. Furthermore, the partners also analyse and reform
existing innovation policies from a gender perspective.
26
UN ESEMPIO ITALIANO
Il caso Toscana:
“Tourist Experience Design per il mercato cinese”
(progetto in corso)
27
Il caso Toscana /1
Fonte:
http://www.intosc
ana.it/intoscana2
/opencms/intosc
ana/sitointoscana/Conte
nuti_intoscana/C
anali/News/visua
lizza_asset.html
?id=1119630
28
Il caso Toscana /2
Fonte: http://www.intoscana.it/intoscana2/opencms/intoscana/sito-intoscana/Contenuti_intoscana/Canali/News/visualizza_asset.html?id=1119630
29
Il caso Toscana /3
Fonte: http://www.intoscana.it/intoscana2/opencms/intoscana/sito-intoscana/Contenuti_intoscana/Canali/News/visualizza_asset.html?id=1119630
30
Il caso Toscana /4
Link: http://www.youtube.com/watch?v=0VbhyZqdwJs
31
Conclusioni /1
Per dare il massimo dell’esperienza turistica “seamless”,
richiesta dai Turisti, la struttura del turismo deve essere
concepita come Ecosistema Turistico Digitale
Per realizzare un Ecosistema Turistico Digitale, gestendo la
sua complessità intrinseca, occorre avvalersi:
● delle Reti di Impresa, viste come strumento di “snodo” tra
DMO, operatori e temi esperienziali
● delle Tecnologie Digitali, specialmente quelle
dell’Enterprise 2.0, aggregate nel DMS ed erogate come
Software-as-a-Service
Il modello di Governance, diventa allora un Sistema di
e-Governance, distribuito tra la DMO e le Reti di Imprese, in
grado di gestire puntualmente le decisioni e fornire uno
stimolo pro-attivo e continuo alle strategie di territorio
32
Conclusioni /2
Per realizzare un Ecosistema Turistico Digitale, occorrono
nuove competenze per la gestione della complessità, tra cui:
Leadership
Reti di Imprese
Project Management
Tourist Experience Design
Change Management
Segmentazione Strategica
Project Risk Management
Organizzazione della
Complessità e della Governance
Innovazione e Creatività
Gestione della Conoscenza
Strategie e Tecnologie per
l’Enterprise 2.0
Metriche per la misura dei
risultati
Queste competenze devono essere sviluppate gradualmente, su
progetti pilota, definiti in ottica strategica, per diffondere nel
Sistema Territoriale la cultura della collaborazione e le capacità
realizzative degli Ecosistemi Turistici Digitali
33
Grazie per l’attenzione
La progettazione di
Ecosistemi Turistici Esperienziali
Andrea Rossi
[email protected]
Milano, 16 novembre 2011

ecosistema turistico

Transcription

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