Understanding b2 b and b2c user behaviour on next generation
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The document discusses the role of digital platforms and collaboration in tourism and destination management. It notes that digital platforms can enable asset and information sharing between businesses, but that Destination Management Organizations (DMOs) need to improve their online presence and support for local businesses. The document also profiles different stakeholders in tourism, including businesses that want guidance, networking and knowledge sharing through a DMO's digital platform, and visitors who struggle with information overload on websites. It concludes by stating the research aims to provide a framework for a digital platform that can drive the local economy and build community.
Understanding b2 b and b2c user behaviour on next generation
- 1. A S O L U T I O N F O R D E S T I N A T I O N S ? HUSNA ZAINAL ABIDIN SUPERVISORS PROFESSOR CAROLINE SCARLES DR CHRISTINE LUNDBERG Understanding B2B and B2C User Behaviour on Next Generation Platforms of DMOs
- 2. 1 2 3 Critique the role of digital platforms as mechanisms for realising cultures of sharing and collaboration between local businesses Create an understanding for the role in which DMOs become points of consolidation and collaboration for local businesses and organisations Critique digital platform design and functionality on end user experience creation
- 3. 31 January 2019 ENTER2019 – Research Track WHERE IS TOURISM HEADED? THE FUTURE AND COLLABORATION companies that do not build new synergies with the economic and social players around them are likely to miss out on strategic breakthroughs, overlook emerging markets with growth potential or be left behind (World Economic Forum, 2018) DIGITAL TRANSFORMATION Enabling the travel ecosystem. Digital platforms that enable ecosystem alliances will continue to emerge, as asset and information sharing become increasingly important (Bain & Company, 2018) “Digital advances provide opportunities to tourism in order to enhance inclusiveness, community empowerment and efficient resource management...” (UNWTO) “We are too slow, DMOs need a new core business,” (Wonderful Copenhagen, 2017) Page 3
- 4. 31 January 2019 ENTER2019 – Research Track Page 4 (Heo, 2016; Saito and Ruhanen, 2017) Destination Management Organisations (DMOs) need to re-establish their online presence through competitive services and/or provide more support towards tourism organisations/businesses (Xiang et al., 2015) WHAT NEEDS TO BE DONE? DIGITAL COLLABORATION (Buhalis and Law, 2008; Chuang et al., 2017)
- 5. “TECHNOLOGY & COLLABORATION K E Y T O I N T E R N A T I O N A L T R A V E L G R O W T H & S E C U R I T Y ” - World Economic Forum (2017)
- 6. ▪ ONE WAY COMMUNICATION ▪ EVENT UPDATE 31 January 2019 ENTER2019 – Research Track Page 6
- 7. ▪ DIGITAL PLATFORM ▪ EXPERIENCE DESIGN ▪ B2B2C
- 8. 31 January 2019 ENTER2019 – Research Track Page 8
- 11. W H O A R E T H E Y ?
- 12. To enhance the visitor experience in using a DMO’s digital platform through better digital platform functionalities and unique products To facilitate organizational collaboration through a DMO’s digital platform with the end goal of improving organizational process and visitor experience.
- 13. • Director of visitor attraction • Over 30 years of experience • Forward thinking • Fairly familiar to digital technologies • Open to collaboration, discussion and new ideas • Limited resources i.e. finance, time, skills and knowledge • Unaware of potential collaborators around • Concerns over platform privacy and transparency • Enhancing organizational collaboration • Improving organizational efficiency and expertise • Increasing profit • Contribute towards society • Increasing traffic to website • Networking and organisational matchmaking opportunities • Knowledge sharing by the DMO and other businesses (trends and best practices etc.) • Collaborate to develop new products
- 14. • Head of Marketing of visitor attraction • 6 years of working experience • Passion for tourism and the community • Extrovert and hardworking • Constant need to do multiple entries of similar updates • Lack of affordable staff training • The opportunity cost of physical meeting times • Not knowing which marketing channels would be best to use • Increase awareness of organisation to potential consumers • Develop creative marketing campaigns and engage with the best channels of communication • To have better marketing skills and management of time • Better social media integration on digital platform • Integration of data to reduce time updating on multiple channels • Knowledge sharing and access to resources (i.e marketing templates) • Management platform (reduce time spent meeting face-to-face) • Easy access to marketing collaborations (radios, publications etc.)
- 15. • 65-70 years old • Retired • Living in Surrey • Day trips • Travels by car • Difficulty in finding information on websites • Lack of trust and authenticity on websites • Tourist information • Simple website navigation • Authentic places/restaurants to visit • Emotional engagement • Weather • Low familiarity of searching on the internet. • Depends on word of mouth • Print advertisement/catalogue. • Enjoys reading Lonely Planet book to explore a destination. • Enjoys wine tourism, nature walks and galleries. • Enjoys spending time with family, particularly with grandchildren to gardens • Making the most out of the free time, to rest, relax and leisure
- 16. • 25 years old • Young professional • Single • Living in Surrey • Day trips and weekend trips • Travels by public transport • Enjoys exploring nature, going for walks and doing outdoor activities. • Doesn’t mind travelling solo but also enjoys planning for trips with friends. • Too many information online • Difficulty in planning a detailed itinerary • Uninspiring websites • Taking too long to plan travels • Percieved biasness of a DMO website • Quick Inspiration • Personalised itinerary • Maps • Events • Weather • Reviews • Price comparison • Chatbox • Public transport information • Integration of social media • Very good with technology in searching travel information • Uses Google to search for destination inspiration and activities. • Refers to Youtube, blogs, Pinterest, Instagram and other social media
- 17. BUSINESSES “The role of a tourist board is well becoming a hub. Well, I think it's kind of like a spider’s web and at the centre you have the destination management organisation With all strands of the web going out.” “that's the kind of things that I would look for from a tourist board website to do, is to help guild me to make decisions” “we need to know other businesses in town, other organisations in town. it helps us reach new audiences.” “everybody's got their own specific sort of element that they bring into the collaboration that's important, as well as some, you know, people are offering different things.” “well It'll be wonderful to form a closer relationship with other companies. you want them to be more aware of who we are and what we do. we can offer all sorts of benefits to their staff.” HUB GUIDANCE NETWORKING KNOWLEDGE SHARING AWARENESS
- 18. VISITORS “Generally, there’s too many information…I don’t know where to start. You can see that they have multiple of headings and sub headings. When you click inside, you don’t really find anything much.” “one website can never serve as a one stop shop. One can never rely only on one thing.” “The identity is not clear now, given so many platforms are doing it at the same time.” INFORMATION OVERLOAD APPREHENSION IDENTITY
- 19. Contributing towards theoretical understanding in digital collaboration theory and destination management Provide a design framework of a digital platform that will stimulate the economic drive, community building and overall sustainability of a destination.
- 20. h.zainalabidin@surrey.ac.uk Twitter: Husnaaa_za LinkedIn: Husna Zainal Abidin