integrative destination management - cooperation
TRANSCRIPT
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Cooperation among
entrepreneurs - flows
Destination | Grossarltalapplication of competitiveness of a tourism destination mentioned by
Zehrer & Hallmann, 2015
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▪Key findings article
▪Destination | Grossarltal
▪Destination | Grossarltal – good cooperation
▪Destination | Grossarltal – potential
▪Destination | Grossarltal – potential BUT
▪Destination | Grossarltal – flows
▪Destination | Grossarltal – guests are the core
▪Destination | Grossarltal – What could be
good for the destination?
▪References
▪Disclaimer
Content
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▪Common vision, objectives and a well-planned environment, common norms, common rules & joint social structures▪Conceptual skills▪Problem-solving abilities▪Development of expertise
▪Interdependencies between the stakeholders and the guests should have priority
▪Share knowledge and exchange information within the entrepreneurs
Key findings article
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Therefore more
▪Structured information exchange
▪Building of know-how within the destination
▪Better product and service development
▪Single stakeholders can benefit from the common knowledge
▪Common projects can be easier implemented
Key findings article
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▪Winter: skiing, cross-country skiing, skitouring, snowshoeing, winterhiking, relaxing, spa
▪Summer: hiking, mountaineering, biking, relaxing
▪2 villages – Grossarl & Hüttschlag
▪Beds: 4,600 in Grossarl & 480 in Hüttschlag
▪Overnight stays▪Summer 2015: Grossarl 327, 869 & Hüttschlag 28,241▪Winter 2015/2016: Grossarl 382,331 & Hüttschlag 22,
143
Destination | Grossarltal
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▪Common claim: „Tal der Almen“ – valley with the most opened mountain huts in Salzburg in summer
▪But no common strategic orientation
▪Everybody makes more or less their own thing (family, hiking, biking, spa…)
▪No common vision
▪Less measurable objectives – no numbers what should be reached for e.g. a campaign
Destination | Grossarltal
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▪Sometimes cooperation among entrepreneurs (in this case mainly hotels) works quite well
▪„Gastwirtevereinigung Grossarltal“ (association of hoteliers)
▪Mainly reponsible for (operating) events▪Salzburger Bergadvent im Grossarltal▪Lady-Skiwoche
▪Infrastructure
▪Catering
▪A bit marketing, together with the DMO
Destination | Grossarltal -
Good cooperation
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▪Create a common vision
▪Common goals
▪Common rules
▪Common norms
▪Joint social structures
▪Share knowledge
▪Exchange information
▪Measurement
Destination | Grossarltal -
Potential
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▪Not every stakeholder can have the same goals
▪Not every stakeholder should have the same guests
▪Diversity means safety = differentiated target groups might compensate e.g. economic crisis
▪Differentiated guests come in various times
▪Differentiated guests have different requirements
Destination | Grossarltal -
PotentialBUT
Beritelli et al, 2015
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▪Identify flows (where guests go and what they do)
▪Identify the good and the bad things on the flow
▪Draw those flows
▪Make them accessible for everyone
▪Communicate those „visitor maps“
Destination | Grossarltal -
Flows
Beritelli et al, 2015
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▪Entrepreneurs will recognize the good and the bad things along the flow
▪They will improve their business if they recognize that there is potential for their own business
▪They will communicate with other entrepreneurs along the flow the improve this special flow (and therefore their business)
▪They will cooperate with the other entrepreneurs to improve „their“ flow
▪They will share their experience
▪They will therefore improve „their“ flows steadily
▪And if the DMO initiates the process and is responsible for the maps, the entrepreneurs will meet at the DMOs‘ place to talk to each other
Destination | Grossarltal -
Flows
Beritelli et al, 2015
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▪As much as possible stakeholders should be involved in the flow-identifying process
▪Not only the big bosses, but the people who work daily with the guests
▪Communication is improved
▪Cooperation is improved
▪Collaboration is improved
▪Results should be improved for the single stakeholders, the flows and furthermore for the destination
Destination | Grossarltal -
Flows
Beritelli et al, 2015
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▪If the flows are improved, the guests feel better
▪Take care about the guests
▪Make their holiday unique
▪Invest in well-being during their stay
▪Make them delighted
They will tell their friends and relatives via WOM and eWOM which has very positive impacts for the whole destination
Destination | Grossarltal -
Guests are the core
Beritelli et al, 2015
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▪Process, where a lot of stakeholders are involved
▪Knowing what the guests are really doing
▪Communication among the stakeholders (not only hoteliers) and the DMO
▪Cooperation among the stakeholders (not only hoteliers) and the DMO
▪Collaboration among the stakeholders (not only hoteliers) and the DMO
Destination | Grossarltal -
What could be good for the destination?
Beritelli et al, 2015
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▪Sharing knowledge
▪Information exchange
▪Single entrepreneurs might profit
▪Whole destination might profit
▪Ongoing process where all the stakeholder can always improve „their“ flows and bring ideas to all the flows
▪Something „tangible“ for the whole destination
Destination | Grossarltal -
What could be good for the destination?
Beritelli et al, 2015
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▪Beritelli, P., REINHOLD, S., Laesser, C. & Bieger, T. (2015). The St. Gallen Model for Destination Management. St. Gallen: University of St. Gallen.▪Tourismusverband Grossarltal (2016). Retrieved from http://www.grossarltal.info ▪Zehrer, A. & Hallmann, K. (2015). A stakeholder perspective on policy indicators of destination competitiveness. Journal of Destination Marketing & Management, 4, pp. 120-126.
▪By the way: The author has been working for the Tourismusverband Grossarltal since September 2008.
References
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The photos are taken from www.grossarltal.info with permission of the DMO and from the presentation of Pietro Beritelli.
Disclaimer