Upload
andrea-rossi
View
489
Download
0
Embed Size (px)
DESCRIPTION
Presentazione del convegno in Bicocca del 16.11.2011
Citation preview
La progettazione di Ecosistemi Turistici Esperienziali
Andrea Rossi
Milano, 16 novembre 2011
Punti di vista
2
2
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
Gli Ecosistemi Turistici sono gli “attuatori” dell’esperienza seamless
3
DMO/ DMS
Turisti
Concorrenti Macro-Ambiente
Reti di Imprese, Sistemi di Reti di Imprese ed Ecosistemi Turistici
Fornitori
Il ruolo della DMO è fondamentale per favorire l’aggregazione degli operatori e per presidiare i processi di interfaccia con l’ambiente
esterno
Fonte: Andrea Rossi © 2010-11
Reti di Imprese
4
nodo
interazioni
Fonte: www.industria2015.ipi.it
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
Immagine: Andrea Rossi e innovActing
Dai “Centri di Supporto” all’Integrazione di Imprese agli Ecosistemi Turistici Digitali
5
Aumento della complessità gestionale e delle resistenze al cambiamento
Centro di Supporto
(proto-reti)
Integrazione di imprese (reti)
Integrazione di reti
(ecosistema turistico)
Fonte: Andrea Rossi © 2010-11
ECOSISTEMA TURISTICO
TURISTI
Organizzazioni turistiche nazionali
Organizzazioni turistiche regionali
Organizzazioni turistiche
locali
Agenzie di viaggio
Tour operator
Incoming agents
GDS/CSR
CSR di gruppi/ consorzi
Linee aeree
Bus/ ferrovie/ navi
Autonoleggi
Ricettività Ristorazione Servizi di
supporto al Turista
Attrazioni Shopping e
servizi
Organizza-zioni sportive
Agricoltura ed eno-
gastronomia
Natura e ambiente
Artigianato e prodotti locali
Cultura e tradizioni
Servizi di supporto alle
persone
POPOLAZIONE LOCALE
ST
AK
EH
OLD
ER
E I
NFLU
EN
ZA
TO
RI
Autorità pubbliche/ DMO Intermediari Trasporti
Fornitori primari
Fornitori secondari
La Gestione delle Informazioni, dei Contenuti e delle Conoscenze nelle Reti di Imprese
7
CLIENTI
CONCORRENTI
PARTNER, FORNITORI E RISORSE ESTERNE
MACRO-AMBIENTE
Informazioni, contenuti e conoscenze
Informazioni, contenuti e conoscenze
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
DMO/ DMS
ICT come abilitatore indispensabile delle Reti di Imprese
8
nodo
interazioni
Scambi informativi e di conoscenze
Per la vitalità delle Reti di Imprese è necessario un fitto e
continuativo scambio informativo e di conoscenze
Fonte: Andrea Rossi © 2010-11
Dal Web 2.0…
9 Fonti immagini: 4.bp.blogspot.com, www.bing.com , www.vctechnetwork.com, www.robbyslaughter.com, innovablog.com, www.masternewmedia.org,
www.milestoneinternet.com, www.creativenonfiction.org, www.subdreamer.com,
RSS
Video Foto
Documenti
Social Network Social Network Professionali
Social Bookmarking
Dal Web 2.0 all’Enterprise 2.0
10 Fonti immagini: 4.bp.blogspot.com, www.bing.com , www.vctechnetwork.com, www.robbyslaughter.com, innovablog.com, www.masternewmedia.org,
www.milestoneinternet.com, www.creativenonfiction.org, www.subdreamer.com,
RSS
Video Foto
Documenti
Social Network Social Network Professionali
Social Bookmarking
Gli strumenti del Web 2.0 possono/devono essere applicati per condividere conoscenze nelle
Ecosistemi Turistici
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
Enterprise 2.0
11
“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
La tendenza/opportunità dell’individualizzazione del lavoro
12
Che cosa c’è di nuovo? Hype Cycle for Business Use of Social Technologies 2011 (Gartner, Aug. 2011)
13 Source: http://socialwrks.com/2011/09/01/analysis-of-gartner-analysis-social-business-hype-cycle-and-magic-quadrant/
Magic Quadrant for Social Software in the Workplace (Gartner, Aug. 2011)
14
http://blog.newitfarmer.com/architecture
/social-network-
architecture/3580/repost-magic-
quadrant-for-social-software-in-the-
workplace/
IBM sta tracciando il futuro del Business Social Networking /1
15 Source: https://www-304.ibm.com/connections/blogs/bcde08b8-816c-42a8-aa37-5f1ce02470a9/entry/social_media_day_ibm_is_a_social_business12?lang=en
IBM sta tracciando il futuro del Business Social Networking /2
16
La Gestione del Cambiamento Culturale
17
Fonte: Andrea Rossi e innovActing © 2009-20101
Piano del cambiamento
Gestione delle variabili soft
Gestione del cambiamento
Analisi dei target interni
Riduzione dei conflitti
Azioni di risposta
Diffusione della consapevolezza
Committment degli Attori della Rete di Imprese
Analisi dei bisogni/ contesto/ cultura/ dimensioni psico-
sociali/ resistenze/ paure/ minacce/
opportunità
Raccolta dei feed-back
Motivazione della
partecipazione
• Piano delle dinamiche di cambiamento
• Piano di marketing interno
Le resistenze all’aggregazione e al cambiamento devono essere
gestite con grande attenzione e metodo
e-Governance negli Ecosistemi Turistici Digitali
18
Terroriale
(ecosistema)
Reti di
Imprese
Livello
Ambito Strategia Operations Innovazione
e Sviluppo
Knowledge
Management
e Metriche
Obiettivi e strategie di Ecosistema
Singolo
operatore
Obiettivi e strategie delle Reti di Imprese
Obiettivi e strategie del
singolo operatore
Innovazione di Ecosistema
Innovazione nelle Reti di
Imprese
Innovazione del singolo operatore
Operations di Ecosistema
Operations delle Reti di
Imprese
Operations del singolo
operatore
KM di Ecosistema
KM delle Reti
di Imprese
KM del singolo
operatore
Governance multi-livello e multi-ambito Impiego delle tecnologie digitali
Fonte: Andrea Rossi © 2010-2011
UN ESEMPIO EUROPEO Central Baltic Interreg IV A
19
Central Baltic Interreg IV A
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/
Central Baltic Interreg IV A
Cross-border co-operation programme under the European Territorial Co-operation 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
Source: www.centralbaltic.eu
Central Baltic Interreg IV A
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 1: An innovative tool for improving the competitiveness
of community based tourism
Source: www.centralbaltic.eu
Central Baltic Interreg IV A
Programme: Archipelago and Islands Sub-programme Priority: Economically competitive and innovative region Direction of support: Sustainable tourism
Duration: 36 months 07/2009-06/2012 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 2: Branding Scandinavian Islands
Source: www.centralbaltic.eu
Central Baltic Interreg IV A
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 09/2009-08/2012 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 3: Developing Cultural Tourism as a Joint Network in
Capitals of Culture 2011
Source: www.centralbaltic.eu
Central Baltic Interreg IV A
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 05/2010-04/2013 Total project budget: 982 407 € 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 4: International Food and Activity Tourism
Source: www.centralbaltic.eu
Central Baltic Interreg IV A
Programme: Central Baltic Programme Priority: Economically competitive and innovative region Direction of support: Supporting innovation and improving competitiveness
Duration: 27 months 10/2009-12/2011 Total project budget: 997 298 € 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
Example 5: Quadruple Helix Central Baltic
UN ESEMPIO ITALIANO Il caso Toscana: “Tourist Experience Design per il mercato cinese” (progetto in corso)
27
Il caso Toscana /1
28
Fonte:
http://www.intosc
ana.it/intoscana2
/opencms/intosc
ana/sito-
intoscana/Conte
nuti_intoscana/C
anali/News/visua
lizza_asset.html
?id=1119630
Il caso Toscana /2
29
Fonte: http://www.intoscana.it/intoscana2/opencms/intoscana/sito-intoscana/Contenuti_intoscana/Canali/News/visualizza_asset.html?id=1119630
Il caso Toscana /3
30
Fonte: http://www.intoscana.it/intoscana2/opencms/intoscana/sito-intoscana/Contenuti_intoscana/Canali/News/visualizza_asset.html?id=1119630
Il caso Toscana /4
31
Link: http://www.youtube.com/watch?v=0VbhyZqdwJs
Conclusioni /1
32
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
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
Per dare il massimo dell’esperienza turistica “seamless”,
richiesta dai Turisti, la struttura del turismo deve essere
concepita come Ecosistema Turistico Digitale
Conclusioni /2
33
Per realizzare un Ecosistema Turistico Digitale, occorrono
nuove competenze per la gestione della complessità, tra cui:
Leadership
Project Management
Change Management
Project Risk Management
Innovazione e Creatività
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
Strategie e Tecnologie per
l’Enterprise 2.0
Reti di Imprese
Tourist Experience Design
Segmentazione Strategica
Organizzazione della
Complessità e della Governance
Gestione della Conoscenza
Metriche per la misura dei
risultati
La progettazione di Ecosistemi Turistici Esperienziali
Andrea Rossi
Milano, 16 novembre 2011
Grazie per l’attenzione