How territories may approach tourism changes?

Venezia, April, 19th 2016Paolo Grigolli - Scuola di Management del Turismotsm – Trentino School of Management

Entrare nell’operaGiovanni Anselmo, 1971

Entrare nell’operaGiovanni Anselmo, 1971

Sightfeeling not only sightseeing

The Artist is PresentMarina Abramovic, Moma-New York, 2010

Entrare nell’operaGiovanni Anselmo, 1971

Experience as status symbol

Self PortraitMichelangelo Pistoletto, 1962-1963

Following the traces…

I flussi di visitatori di una destinazione

Family

Active holidays

Art and Culture

From cluster to tourist flows

Strategic Visitor Flows are:

• localizable• repetitive and relatively foreseeable• significant in numbers

• have their own demand-supply mechanism• have their own dynamics and lifecycles• create business opportunities• can be influenced by the supply• can be analyzed and – if necessary – managed/commercialized

Strategic Visitor Flows (SVFs) are currently the most useful approach to effectively manage and market a destination.

SVFs:

SVF is the basic unit of management in a tourist destinationThe more numerous, multifaceted, and diversely founded SVFs are, the healthier the tourism systems in a place.

Tourist destinations are nothing less and nothing more than the (repeated) activation of demand and supply networks

Supply networks Demand networks

Portals

Market mavens

System heads

influence/ drive/reinforce the flows. They are

the ants with the strong pheromone, the majors.

It is due to system heads thatflows arise. They are the tasty pieces of food that

attract the ants

We are dealing with a new perspective on tourism SIMPLIFICATION FACT

Tourism = hotels Visitors don’t just come to a destination for sleeping and day tourism plays an

important role, too

Tourism = attract foreign visitors Yes, but value creation in tourism must consider locals and people from the region, too

"We have so many unique things to offer (landscape, culture…). We just need to become more popular/increase notoriety.”

Destinations that have nothing particular (to visit) will hardly identify any existing visitor flows

We have to work on the structures/ organizations (e.g., DMOs). We need central coordination and leadership.

Brands, brands. We need strong destination brands

We cannot «lead» tourism, just as we cannot change society. At best, we provide better stages for experiences. In reality, leadership is often distributed (not shared) and decentralized.

The experience is the real «product». Hence, based on the manifold experiences (cf. SVFs), the brand content is always different. In consequence, there are many different experiential brands in the same place/region/country.

Cooperation strengthens tourism Cooperation and solidarity among the suppliers is important only if it makes sense from a business perspective

The more offers we develop, the more likely we will attract visitors

Visitors «co-produce» their experiences. At best, suppliers can set the «stage» for these experiences

TOURISTsustainability

management

scenario

markets

policies

enterprises

mobility

territory

Key word

strategy

Thank you for your attention!paolo.grigolli@tsm.tn.it