Collaborate to Compete
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The document discusses the evolving landscape of the tourism industry, emphasizing the shift towards customer-centric business models and the importance of collaboration among stakeholders. It outlines new technology enablers and changing travel patterns while highlighting the need for destinations to cater to personal customer experiences. Furthermore, it suggests that successful tourism management requires building relationships and facilitating conversations within a community of providers and guests.
Collaborate to Compete
- 1. Collaborating to Compete Making IT Work for British Columbia Tourism Industry Conference Kamloops, February 2003 Anna Pollock CEO, DestiCorp Limited
- 2. My Story Change forces New Roles New Approaches New Tools Destination as Community Destination as Experience as defined by the customer! Customer Technology
- 3. Technology Enablers The Power is in the Network Changing Travel Patterns Shift of Power to the Consumer The Experience Economy The Rules Have All Changed Change Forces
- 4. Network Realities - it’s a becoming a wired, wired world… People Power – what does customer-centricity really mean? It’s now a fuzzy, intangible world of experiences – how do you respond? The rules have all changed – new business models are essential External Dynamics
- 5. Information access: everywhere and “always on” Broadband: WiFi, Bluetooth – changing the rules Open Standards are levelling the playing field Let’s play Lego! Automation – machines can converse! Peer to Peer, Grid Computing Decentralised, loosely-coupled, highly resilient architectures Hope for the little guys! Network Enablers
- 6. Ambient Intelligence Internet as “dial-tone” Access devices converging Not associated with “My” content: “user agnostic” Content + functionality sit on the web Tools for moving info as “bits” Tools to authenticate who we are Tools to pay for services enabling collaboration, dialogue, innovation ?
- 7. We’re traveling further afield More affordable choices (low cost airlines) Shorter, more frequent trips More impulsive, adventurous, independent travel More diversity & sophistication More engagement, curiosity and demand for interpretation, learning and animation Changing Travel Patterns
- 8. Information access makes everyone a competitor -- potentially commoditizes the product Localisation & Personalisation – one web site is not enough Markets are conversations and consumers promiscuous – how well are you listening? Networking creates “communities of interest”, customers rely more on each other for reliable information Create “evangelists”! Viral Marketing Transparency, trust and reputation ensure quality People Power
- 9. From: product centric to customer centric Positioning, pricing, promoting, pushing From paper to web One-way communication Segmentation and targets To: an infrastructure that enables customers to pull towards them what they want, when they want and where they want it and enter into a two-way dialogue with the supplier Marketing: When Push Comes to Pull
- 10. What Kind of Economy is it? Added-value marketing Customer care people management Resource Economy Manufacturing Economy Knowledge Economy Experience Economy Imagination Customisation Connectivity Innovation Cost & Price Efficiencies Service Economy 30 years!
- 11. The Experience Economy OUT IN Beds/travel packages Product developers Marketers Destinations Experiences Story Creators Story Tellers; dream weavera Stage Managers
- 12. WHY: It’s Mostly in Their Heads! Physical Mental Emotional Spiritual Stimulate Enable/enrich Mould / propagate Virtual Virtual Physical FANTASY EXPERIENCE MEMORY RETURN RECOMMEND
- 13. The “experience” is actually a collection of experiences delivered by independent suppliers yet remembered as a whole The physical aspect of the experience is fixed in space and time; Our customers move, we don’t…. and that accounts for our Product obsession Fierce competition Fragmentation and The politics of tourism While the guest remains oblivious to our boundaries and lives in a world of his own…. So what does that mean?
- 14. If Destinations are the stuff that dreams are made of …...and Destinations “exist in the eyes of the beholder” and we our truly customer not product centric then our job is to Enable our guests to fulfill their own private, personal fantasies and create their own stories. What’s it all about?
- 15. Summary of the Meta Shifts Coupled, Integrated Fragmented Virtual Physical Fluid, soft Rigid, hard Unpredictable, chaos Certainty, order Bottom Up, Responsive Top Down, control Pull Push Customer Product To From
- 16. A Destination not just a physical place or setting but A Collaborative Community whose members: share a sense of place share a common customer are interdependent and comprise: Visitors Providers Partners Hosts DMO Customer sits at the centre Your task as DMO is to enable and stimulate the conversations and relationships New Ways of Looking at Destinations
- 17. In a Destination Community , customers don’t sit at the end of a value chain, but At the centre of an orbit ! Customers are the gravitational force pulling suppliers together into a community Learn to dance with the customer! Role of Customers
- 18. dream plan book experience reflect share return Customer’s Intent Cycle of Need reject
- 19. Destination Web Participants GUEST Host Community Providers Suppliers Agents Channels Partners
- 20. DMO’s role is that of “orchestrator” and “choreographer” Core skill and value lies in building and sustaining relationships With and between providers With and between guests “ Customer Centric” destinations will Get connected Collaborate more than compete Listen more than speak Enable rather than control Obsess about customer care Before, during and after their visit New Roles in the New Economy
- 21. Destination Web Participants GUEST Destination Host Community Providers Suppliers Agents Channels Partners
- 22. Leadership and vision:set the course Awareness and branding Invest in infrastructure: Connectivity Tools Skills Standards Community Enabling not controlling regions and cities Balancing (there ARE limits!) Role of the Province
- 23. Regional differentiation Awareness & Branding – conveying the essence Content management & delivery Customer Care (before, during & after) Provider Support Distribution Tools & Skills Intelligence sharing Quality Assurance Implementation Balancing Role of the Cities and Regions
- 24. Customer Care Make it easy for the guest to find what they want during the trip Listen to the guest! Share intelligence with others Manage your affairs Content Inventory Distribution Cross sell, up sell, refer, collaborate Role of Providers
- 25. Entire infrastructure is web based, accessible from any device, anywhere, anytime: Get Connected! Content Management & Distribution: Digitise! standards, exchange Commerce: Make it easy to buy everything, anywhere Think Community ! Professionals Providers Visitors Infrastructure Features
- 26. Austria – Tiscover Denmark Ireland France Australia Other Examples
- 27. Investment in infrastructure not an option Be driven by the customer’s needs and business process NOT the technology Commit to open standards and flexibility Create the conditions for innovation and adaptation Integrate don’t impose, encourage diversity! Don’t delay! It will take longer than you think Lessons from the Leaders
- 28. Confidence Clarity of purpose Customers first Curiosity Connect your Community Content – digitize it! Commerce – make it easy to buy! Collaborate! 8 C’s of Success for British Columbia
- 29. Go for IT! Because you CAN! A Last Thought
Editor's Notes
- #2: This is not the Board paper It is for internal use to ensure there is a shared understanding of the WHY, then the WHAT, before determining the HOW It is not good enough to copy and follow other DMO’s although it is important to learn from their mistakes and successes. The technology is changing and will continue to change so the key priority is to identify solutions that are flexible, scaleable and capable of absorbing and evolving.