Andrea Rossi progettazione ecosistemi turistici esperienziali - bicocca - 16.11.2011 - rev.1

La progettazione di Ecosistemi Turistici Esperienziali

Andrea Rossi

[email protected]

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)


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


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

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“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/

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)

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http://blog.newitfarmer.com/architecture

/social-network-

architecture/3580/repost-magic-

quadrant-for-social-software-in-the-

workplace/

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

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

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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


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/


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

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Source: www.centralbaltic.eu



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



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



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



Programme: Southern Finland - Estonia Sub-programme Priority: Economically competitive and innovative region Direction of support: Creating and supporting innovative and competitive environments


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



Programme: Central Baltic Programme Priority: Economically competitive and innovative region Direction of support: Supporting innovation and improving competitiveness


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

http://www.intoscana.it/intoscana2/opencms/intoscana/sito-intoscana/Contenuti_intoscana/Canali/News/visualizza_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

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

[email protected]

Milano, 16 novembre 2011

Grazie per l’attenzione

Andrea Rossi progettazione ecosistemi turistici esperienziali - bicocca - 16.11.2011 - rev.1

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