ICTs and EMERGING TOURISM - 2. Strategic Stage -

1
ICTs and EMERGING TOURISM- 2. Strategic Stage -
Defining AIMS and STRATEGIES
Project Management and Coordination Eladi
Torres Gonzàlez Maresme Regional Council
Manager Contact e-mail eladi_at_ccmaresme.es
Benet Maimí Pou Tourism Expert and
Professor of EUM (Maresme University College)
Contact e-mail benet.maimi_at_parlament.cat
Alex Vergés Pera New Technologies (ICTs)
Expert and Nexo-Tech Manager Contact e-mail
averges_at_nexo-tech.com
Analytical Stage Strategic Stage Operational
Stage Conclusions
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ICTs and EMERGING TOURISM- 2. Strategic Stage -
Defining AIMS and STRATEGIES
Where do we want to go? What do we need? Which
tourist products do we want to create, extend,
promote?
Strategies to follow

• COMPETITIVENESS

• GROWTH

• NEW PRODUCTS

- ICT-ORIENTED
Analytical Stage Strategic Stage Operational
Stage Conclusions
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ICTs and EMERGING TOURISM- 2. Strategic Stage -
Hierarchy of AIMS in the Cartagena Plan
STRATEGIC MISSION
WORKING FRAMEWORK
To propose sustainable development for the
tourism industry in Cartagena
SUSTAINABILITY Economic, Social social
cohesion, Cultural, Environmental
GOALS AND AIMS
Prioritise investments aimed at improving the
environment
Promote heritage resources
Position Cartagena in the cultural tourism sector
Develop a business environment and sustainable
management for tourist and cultural services
PROGRAMME 1 Actions relating to basic
infrastructure
PROGRAMME 2 Adapting heritage resources
PROGRAMME 3 Image and communication
PROGRAMME 4 Economic management and promotion
Analytical Stage Strategic Stage Operational
Stage Conclusions
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ESTABLISHING AIMS- Sustainable Development of
Tourist Destinations -
General Aim To promote the sustainable economic
development of towns near major tourist centres
in emerging tourist areas through the application
of ICTs for the promotion of tourism.
Development Model Tourism and sustainable
development mean - Improved quality of
life - Higher quality of experience -
Higher quality of resources - Increased
optimisation of areas close to major centres of
interest - More research into and use of ICTs
Analytical Stage Strategic Stage Operational
Stage Conclusions
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ESTABLISHING AIMS- Sustainable Development of
Tourist Destinations -
Specific Aims Tourism Diagnosis and SWOT
analysis to detect possibilities with regard to
tourism.
Strategies Creation of working groups among
tourism agents from each area to carry out
diagnoses and define aims and possible
strategies.
Analytical Stage Strategic Stage Operational
Stage Conclusions
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ESTABLISHING AIMS- Sustainable Development of
Tourist Destinations -
Competitiveness Improve the positioning of the
destination with regard to its particular segment
(e.g. inland tourism) Develop a tourism
culture and a competitive business
sector Create and promote new products on the
basis of the destinations own resources, i.e. a
complementary and sustainable tourism
infrastructure (natural, cultural and historical
resources...)
Strategies Adapt and promote the tourist
area. Segment, diversify and reduce seasonal
nature of demand Hold focus groups among public
and private tourism agents to create a management
system which integrates both Analysis of tourism
operators Improve the quality of tourism
services Study new proposals for adapting the
space Focus groups / brainstorming
Analytical Stage Strategic Stage Operational
Stage Conclusions
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ESTABLISHING AIMS- Sustainable Development of
Tourist Destinations -

• Adaptation and promotion of the Tourist Area

• Segmentation

• Diversification

• Reduce seasonality

Analytical Stage Strategic Stage Operational
Stage Conclusions
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ESTABLISHING AIMS- Sustainable Development of
Tourist Destinations -
Develop a tourism culture and a competitive
business sector

• Organise focus groups and meetings with public
  and private agents in the area

• Analyse tourism operators

• Improve the quality of tourism services

Analytical Stage Strategic Stage Operational
Stage Conclusions
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ESTABLISHING AIMS- Sustainable Development of
Tourist Destinations -
Create and promote new products

• According to space and resources available

• Research what environmentally similar,
  non-neighbouring areas do

Analytical Stage Strategic Stage Operational
Stage Conclusions
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ESTABLISHING AIMS- Sustainable Development of
Tourist Destinations -
Create own tourist brand

• Positioning Map in relation to competitors

• Image and positioning of the destination

• How are we perceived?

• How would we like to be perceived?

• Design communication strategies

Analytical Stage Strategic Stage Operational
Stage Conclusions
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ESTABLISHING AIMS- Sustainable Development of
Tourist Destinations -
Create Communication Strategies
Who are they aimed at?

• Segmentation stage

DEFINE

• Use of ICTs

What do we want to transmit?

• Interpretation strategy

• Communication strategy

• Use of ICTs

Analytical Stage Strategic Stage Operational
Stage Conclusions
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ICTs and EMERGING TOURISM- 3. Operational Stage -
Definition of ACTION PLAN Operational and
Tactical Phase
Action Plan

• SHORT-TERM

• MEDIUM-TERM

• LONG-TERM

Analytical Stage Strategic Stage Operational
Stage Conclusions
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ICTs and EMERGING TOURISM- 3. Operational Stage -
ACTION PLAN (Actions relating to the tourist
destination)
1. Competitiveness Programme

• INFRASTRUCTURES signposting, urban renewal,
  accesses, car parks, etc...

• TOURISM SERVICES/ATTRACTIONS improving the
  range of accommodation, restaurants,
• natural environment, etc...

• ICT INFORMATION implementation of IT systems

• TRAINING public service, private service,
  public awareness, exhibitions, tourism
• and sustainable development...

• IMAGE corporate image, slogan or base line,
  study of demand...

Analytical Stage Strategic Stage Operational
Stage Conclusions
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ICTs and EMERGING TOURISM- 3. Operational Stage -
ACTION PLAN (Actions relating to the tourist
destination)
2. Programme for the Creation of New Tourist
Products

• DEVELOPMENT OF THE TOURIST PRODUCT

• CREATION OF ALTERNATIVE OFFERS

• CREATION OF NEW TOURIST PRODUCTS (via focus
  groups or brainstorming)

• What will we achieve?
• More security
• Value for money
• Unite offer and infrastructures

• Examples
• Sun and sand
• Small-boat sailing
• Golf

Analytical Stage Strategic Stage Operational
Stage Conclusions
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ICTs and EMERGING TOURISM- 3. Operational Stage -
ACTION PLAN (Actions relating to the tourist
destination)
3. Marketing programme (on-line info service /
after-sales service)
Extend content

• GLOBAL ACTIONS

Publicise it
THE BRAND
Maintain reputation

• CAPTURE NEW SEGMENTS

Sun and Sand Cultural Touring Tour operators The
elderly, ..
MARKET - PRODUCT
Analytical Stage Strategic Stage Operational
Stage Conclusions
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ICTs and EMERGING TOURISM- 3. Operational Stage -
ACTION PLAN (Actions relating to the tourist
destination)
Examples of Tourism Websites
SUPPLIERS INTERMEDIARIES PORTALS OTHE
RS
Analytical Stage Strategic Stage Operational
Stage Conclusions
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ICTs and EMERGING TOURISM- 3. Operational Stage -
ACTION PLAN (Actions relating to the tourist
destination)
4. Communication Programme (on-line info
service / after-sales service)

• On-line information
• Websites
• Links
• SMS routes

• GLOBAL ACTIONS
• application of new technologies

• ACTIONS BY SEGMENTS
• prioritising use

Analytical Stage Strategic Stage Operational
Stage Conclusions
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ICTs and EMERGING TOURISM- COMMUNICATIONS AND
ICTs -
TOURIST INFORMATION SYSTEM
HOTELS CAMPSITES APARTMENTS SKI
RESORTS BUSINESS TOURISM GOLF
COURSES SPAS MUSEUMS
EMBASSIES CONSULATES TRAVEL AGENCIES SAILING
FACILITIES NATURAL AREAS SIGHTS FESTIVALS
CALL CENTRE
Official Personalised Digitalised Internet
Industry Hotel Guide
Information Brochures
http//www.tourspaIn.es Statistics
info_at_tourspain.es
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ICTs and EMERGING TOURISM- COMMUNICATIONS AND
ICTs -
TOURISM INFORMATION SYSTEM
TOURISTS
INFORMATION SYSTEM
COMPETING DESTINATIONS
Internal information subsystem
External information subsystem
DECISION MAKERS Public Private
DISTRIBUTION
Market research subsystem
ENVIRONMENT
MARKETS
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ICTs and EMERGING TOURISM- 3. Operational Stage -
ACTION PLAN (Actions relating to the tourist
destination)
5. Management Programme
H.R. TEAMS public sector, private sector,
business owners/general population.
POLITICAL LEADERSHIP
CONTRIBUTION AND COLLABORATION OF TOURISM
OFFICIALS
BUSINESS OWNERS INVOLVED
COLLABORATION OF THE 13 PROJECT PARTNERS
(Exchange Of Experiences)
Analytical Stage Strategic Stage Operational
Stage Conclusions
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ICTs and EMERGING TOURISM- Sustainable
Development of Tourist Destinations -
Developing Tourism in X

1. Turn X into a tourist space

2. Create a tourist product
How?
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ICTs and EMERGING TOURISM- Sustainable
Development of Tourist Destinations -
1st Step Turn X into a Tourist Space
1. Rejuvenate the city, the environment,
countryside, etc.
2. Adapt means of access - signposting
3. Raise awareness of what we have
4. Communication and use of ICTs
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ICTs and EMERGING TOURISM- Sustainable
Development of Tourist Destinations -
2nd Step Create a Tourist Product

• Must be capable of making people travel --
  (Magnetism)
• To conduct leisure activities (experiences
  which satisfy needs)
• Act on resources, infrastructures and facilities
• Create differences, competitive advantages --
  (price, product, etc.)
• If possible, turn it into a unique destination
• Seek and promote the Power of attraction

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ICTs and EMERGING TOURISM- Sustainable
Development of Tourist Destinations -

• Tourist Product
• A combination of

Resources

Offer

Equipment and Infrastructure
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ICTs and EMERGING TOURISM- Sustainable
Development of Tourist Destinations -

• Tourist Product
• A combination of elements which are

Tangible

Intangible
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ICTs and EMERGING TOURISM- Sustainable
Development of Tourist Destinations -

• Tourist Product
• A combination of elements

A combination of services, infrastructures,
equipment and management
The Supply

Developing experience from the feelings and
expectations of the customer
The Demand
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ICTs and EMERGING TOURISM- Sustainable
Development. Basic Concepts -
Components of the Tourist Product
1. Assets, Services, Auxiliary services
2. Tourism resources
6. Price
TOURIST PRODUCT
3. Infrastructures
5. Brand Image
4. Management
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ICTs and EMERGING TOURISM- Sustainable
Development. Basic Concepts -

• What is a tourist space or destination?
• Intuitively, we associate the concept of tourist
  space with
• An space place, location,
• An offer accommodation, restaurants,
  leisure,...
• But infact it is

TOURIST SPACE
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ICTs and EMERGING TOURISM- Sustainable
Development. Basic Concepts -
What is a tourist space or destination? We
propose the following definition of a tourist
space or destination
Physical space of reception Comprising infrastructures, equipment and services Normally public and/or private in character Located in its own natural and social environment
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ICTs and EMERGING TOURISM- Sustainable
Development. Basic Concepts -
Tourism as a Consumer of Natural Resources

• ASSET IN SHORT SUPPLY
• PERISHABLE
• DIFFICULT TO RENEW

ENVIRONMENT
It is essential to bear in mind TWO DECISIVE FACTORS Whether the resource is renewable or not. The time required for its recovery.
A sustainable environmental strategy must be
based on the use of renewable resources
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ICTs and EMERGING TOURISM- Sustainable
Development. Basic Concepts -
Tourism as a Consumer of Natural Resources THERE
ARE REAL LIMITS TO THE USE OF RESOURCES Any
ENVIRONMENTAL RESOURCE (such as a natural area or
land) allows for a limited LEVEL OF USE which,
once exceeded, STARTS A PROCESS OF DECAY OR
LOSS. The concept of CARRYING CAPACITY is
therefore intuitive, as shown by these
examples How many visitors does Venice receive
a year? How much building can be carried out
around an estuary before the balance of its
ecosystems is affected? How many vehicles pass
over a bridge crossing a river? Underlying
these questions is the idea that the resource is
used for tourism, i.e. if access were prohibited,
it would clearly by unnecessasry to calculate the
carrying capacity.
1
2
3
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ICTs and EMERGING TOURISM- Sustainable
Development. Basic Concepts -
Protection of the Cultural and Natural
Heritage Benefits of Sustainable Development of
Cultural or Natural Tourism

• For Residents
• Conservation and improvement of heritage
• Conservation of culture and history
• Strengthening of local identity
• Economic benefits for the region

• For Tourists
• Unique experience
• Authenticity and uniqueness
• of the region
• Discovery of the areas history

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ICTs and EMERGING TOURISM- Sustainable
Development. Basic Concepts -
Destination Resources
Attraction Access and Services

Tourist Product
Tourist
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ICTs and EMERGING TOURISM- Sustainable
Development. Basic Concepts -
STRUCTURING PROCESS
1. Starting point
2. Real and future capacity
3. Factor selection. Key to success
4. Creating experiences
5. Selecting the competitiveness strategy
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ICTs and EMERGING TOURISM- Sustainable
Development. Basic Concepts -
STRUCTURING PROCESS From one segment (target
public) an END PRODUCT is selected and
product Sun and sand product for young people
who live with their family and have disposable
income MAIN PRODUCT beach, summer weather,
low-price accommodation and nightlife PERIPHERA
L PRODUCTS sports areas, street entertainment,
fast food, discos COMPLEMENTARY PRODUCTS
Cinemas, street markets, theme parks, water
sports (sailing, windsurfing, jet skiing, etc.)
1
2
3
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ICTs and EMERGING TOURISM- Sustainable
Development. Basic Concepts -
Developing New Tourist Products
The costs of launching a new product or destination onto the market Knowing how to interpret the environment in order to offer competitive advantages Carrying out market research and prior testing
Stages of launching a new product go from
searching for ideas for the market launch, to the
selecting and refining ideas, analysing
profitability, developing the idea and testing.
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ICTs and EMERGING TOURISM- New Products -
TRADITIONAL TOURISM NEW TOURISM
Maturity Looking to stand out
Inexperience Safety in the group
CONSUMERS
Friendly and integrated Everyone is a user
Unfriendly and isolated Limited number of users
TECHNOLOGY
Price competition Economies of scale
Innovation Value for money
PRODUCTION
Labour production cost Selling what is produced
Labour key to quality Listen to consumers
MANAGEMENT
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ICTs and EMERGING TOURISM- New Products -
34 EARLY MAJORITY
34 LATE MAJORITY
13.5 EARLY ADOPTERS
16 LAGGARDS
2.5 INNOVATORS
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ICTs and EMERGING TOURISM- Sustainable
Development. Basic Concepts -
Developing New Tourist Products
Causes of Failure
The product does not offer anything new Lack of market orientation Lack of market information Incorrect product design The product does not exceed the customers expectations in terms of quality Bad pricing policy Inadequate marketing and communication process
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ICTs and EMERGING TOURISM- Sustainable
Development. Basic Concepts -
Types of New Products

1. New products that create a market

Thalassotherapy

1. New product that break with tradition

Flight hotel car

1. Line extension

NH Serie Oro

1. Partial product replacement

A restaurant refurbished with an open kitchen

1. Repositioning

Search for other segments of the population

1. Price cut

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ICTs and EMERGING TOURISM- The Guggenheim Effect
in Bilbao -
BEFORE THE GUGGENHEIM AFTER THE GUGGENHEIM
- 1998 tourism - Rise in service companies,
tourism, high technology and dissemination of
information and knowledge - Construction of new
buildings - Revitalisation of the socio-economic
fabric Guggenheim
- The Seventies iron and steel industry,
shipbuilding, abandoned chemical factories -
Purely industrial city (grey) - Transformation of
Bilbao
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ICTs and EMERGING TOURISM- The Guggenheim Effect
in Bilbao -
1998 (October 1997 inauguration of the
Guggenheim) 1,500,000 visitors, surpassing
anticipated numbers Change of image for
Bilbao - Modern city - Driving force for
consolidating the tourism industry in Basque
country - Improved quality of life
for residents in terms of leisure
activities - Stimulator for inbound tourism
and commercial activity - Venue for
congresses, seminars, courses, etc. -
Generator of international prestige for the
Basque country - International cultural
tourism
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ICTs and EMERGING TOURISM- The Guggenheim Effect
in Bilbao -
In its first 12 months, 79 of visitors to the
Guggenheim came to Bilbao exclusively to see the
museum. These visitors spent 186 million, an
average of 168 per visitor. Income of sectors
benefiting most from the Guggenheim in the first
9 months - Over 63 million on hotels and
restaurants - Over 48 million in shops and
businesses - Over 39 million on accommodation
companies - Over 22 million on the museum
itself (tickets, purchases,...) - Over 10
million on transport (petrol, tolls...) CONCLUSION
S 1 - ECONOMIC EFFECT main reason for attracting
and developing tourism in the area 2 - TOURISTS
tourist spending represents profits for business
owners, jobs for residents and revenue via taxes
(self-financing).
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ICTs and EMERGING TOURISM- The Port Aventura
Effect in Salou -
BEFORE PORT AVENTURA AFTER PORT AVENTURA
- Small fishing village - Sixties urban growth
leading to small-scale tourism - Coastal village,
attraction for low volume of tourists
- 1st May 1995 opening of PORT AVENTURA theme
park - At close of first season in October 1995,
2,700,000 million visitors - New hotel complexes
built
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ICTs and EMERGING TOURISM - The Port Aventura
Effect in Salou -
Change of image tourist and residential
town. Consolidated as a leisure and service
centre on the Costa Daurada. Large diversity of
tourism services/attractions, together with large
number and high-quality of tourist facilities.
Broad range of leisure and cultural activities.
Consolidation of the Salou product with the Port
Aventura leisure and hotel complex. Leading
tourist destination brand for families in
Catalonia. Major increase in employment
opportunities for both residents and
foreigners. Stimulator for inbound tourism and
commercial activity. It has become a
residential destination thanks to - The large
range of services and facilities on offer -
Modernised infrastructures - Territorial
planning based on balanced criteria
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ICTs and EMERGING TOURISM - The Port Aventura
effect in Salou -
- Port Aventura revenue for the previous
season - Port Aventura closed 2005 with record
profits of 6.4 million, 128 up on the
previous year - Sales of 143 million, 11 up
on the previous year - In 2005 it received 3.8
million visits, some 400,000 more than in 2004.
All of this was thanks to 1 - Consolidation
of the national market 2 - Increased hotel
occupancy 3 - Increased revenue per stay
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