Presentazione del convegno in Bicocca del 16.11.2011

1. La progettazione di
Ecosistemi Turistici Esperienziali
Andrea Rossi
a.rossi@cse-crescendo.com
Milano, 16 novembre 2011

2. Punti di vista
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
2
2

3. Gli Ecosistemi Turistici sono gli “attuatori”
dell’esperienza seamless
Turisti
Concorrenti Macro-Ambiente
DMO/ DMS
Fornitori
Reti di Imprese, Sistemi di Reti di Imprese ed Ecosistemi Turistici
Fonte: Andrea Rossi © 2010-11
Il ruolo della DMO è fondamentale per favorire l’aggregazione degli
operatori e per presidiare i processi di interfaccia con l’ambiente
esterno
3

4. Reti di Imprese
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
Fonte: www.industria2015.ipi.it
interazioni
nodo
Immagine: Andrea Rossi e innovActing
4

5. Dai “Centri di Supporto” all’Integrazione di Imprese
agli Ecosistemi Turistici Digitali
Centro di Integrazione di Integrazione di reti
Supporto imprese (reti) (ecosistema turistico)
(proto-reti)
Aumento della complessità gestionale e delle resistenze al cambiamento
Fonte: Andrea Rossi © 2010-11
5

6. ECOSISTEMA TURISTICO
TURISTI
Autorità pubbliche/ DMO Intermediari Trasporti
Organizzazioni
Agenzie di
turistiche Linee aeree
viaggio
STAKEHOLDER E INFLUENZATORI
nazionali
Organizzazioni
Bus/ ferrovie/
turistiche Tour operator GDS/CSR
navi
regionali
Organizzazioni
Incoming CSR di gruppi/
turistiche Autonoleggi
agents consorzi
locali
Fornitori primari
Servizi di
Shopping e
Ricettività Ristorazione Attrazioni supporto al
servizi
Turista
Fornitori secondari
Agricoltura Artigianato e Servizi di
Organizza- Cultura e Natura e
ed eno- prodotti supporto alle
zioni sportive tradizioni ambiente
gastronomia locali persone
POPOLAZIONE LOCALE

7. La Gestione delle Informazioni, dei Contenuti e delle
Conoscenze nelle Reti di Imprese
CONCORRENTI
CLIENTI
Informazioni, contenuti e conoscenze
DMO/
DMS
Informazioni, contenuti e conoscenze
MACRO-AMBIENTE
PARTNER, FORNITORI
E RISORSE ESTERNE
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
7

8. ICT come abilitatore indispensabile delle Reti di Imprese
Per la vitalità delle Reti di Imprese è necessario un fitto e
continuativo scambio informativo e di conoscenze
Scambi
informativi e
di conoscenze
interazioni
nodo
Fonte: Andrea Rossi © 2010-11
8

9. Dal Web 2.0…
Social Bookmarking RSS Documenti
Video Foto
Social Network Social Network Professionali
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,
9

10. Dal Web 2.0 all’Enterprise 2.0
Social Bookmarking RSS Documenti
Gli strumenti del Web 2.0
possono/devono essere applicati
per condividere conoscenze nelle
Ecosistemi Turistici
Video Foto
Social Network Social Network Professionali
Enterprise 2.0
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,
10

11. 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
11

12. La tendenza/opportunità dell’individualizzazione del
lavoro
 “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
12

13. Che cosa c’è di nuovo? Hype Cycle for Business Use
of Social Technologies 2011 (Gartner, Aug. 2011)
Source: http://socialwrks.com/2011/09/01/analysis-of-gartner-analysis-social-business-hype-cycle-and-magic-quadrant/ 13

14. Magic Quadrant for Social Software in the Workplace
(Gartner, Aug. 2011)
http://blog.newitfarmer.com/architecture
/social-network-
architecture/3580/repost-magic-
quadrant-for-social-software-in-the-
workplace/
14

15. IBM sta tracciando il futuro del Business Social
Networking /1
Source: https://www-304.ibm.com/connections/blogs/bcde08b8-816c-42a8-aa37-5f1ce02470a9/entry/social_media_day_ibm_is_a_social_business12?lang=en
15

16. IBM sta tracciando il futuro del Business Social
Networking /2
16

17. La Gestione del Cambiamento Culturale
Le resistenze all’aggregazione e al cambiamento devono essere
gestite con grande attenzione e metodo
• Piano delle
dinamiche di
cambiamento
• Piano di marketing Diffusione della
Piano del consapevolezza
interno
cambiamento
Motivazione
della
partecipazione
Analisi dei
target interni Gestione del
cambiamento Riduzione dei
Analisi dei bisogni/ conflitti
contesto/ cultura/
dimensioni psico-
sociali/ resistenze/
paure/ minacce/ Azioni di
opportunità risposta Gestione delle
variabili soft
Raccolta dei
feed-back
Committment degli Attori della Rete di Imprese
Fonte: Andrea Rossi e innovActing © 2009-20101
17

18. e-Governance negli Ecosistemi Turistici Digitali
Livello
Terroriale Obiettivi e
(ecosistema) Innovazione di Operations di KM di
strategie di
Ecosistema Ecosistema Ecosistema
Ecosistema
Obiettivi e Innovazione Operations KM delle
Reti di
strategie delle nelle Reti di delle Reti di Reti
Imprese Reti di Imprese Imprese Imprese di Imprese
Obiettivi e
Innovazione Operations del KM del
strategie del
Singolo del singolo singolo singolo
singolo
operatore operatore operatore operatore
operatore
Knowledge Ambito
Strategia Innovazione Operations Management
Fonte: Andrea Rossi © 2010-2011
e Sviluppo e Metriche
Governance multi-livello e multi-ambito
Impiego delle tecnologie digitali 18

19. UN ESEMPIO EUROPEO
Central Baltic Interreg IV A
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20. 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/

21. 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

22. Central Baltic Interreg IV A
Example 1: An innovative tool for improving the competitiveness
of community based tourism
 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
Source: www.centralbaltic.eu

23. Central Baltic Interreg IV A
Example 2: Branding Scandinavian Islands
 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
Source: www.centralbaltic.eu

24. Central Baltic Interreg IV A
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
 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
Source: www.centralbaltic.eu

25. Central Baltic Interreg IV A
Example 4: International Food and Activity Tourism
 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
Source: www.centralbaltic.eu

26. Central Baltic Interreg IV A
Example 5: Quadruple Helix Central Baltic
 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
Source: www.centralbaltic.eu

27. UN ESEMPIO ITALIANO
Il caso Toscana:
“Tourist Experience Design per il mercato cinese”
(progetto in corso)
27

28. Il caso Toscana /1
Fonte:
http://www.intosc
ana.it/intoscana2
/opencms/intosc
ana/sito-
intoscana/Conte
nuti_intoscana/C
anali/News/visua
lizza_asset.html
?id=1119630
28

29. Il caso Toscana /2
Fonte: http://www.intoscana.it/intoscana2/opencms/intoscana/sito-intoscana/Contenuti_intoscana/Canali/News/visualizza_asset.html?id=1119630
29

30. Il caso Toscana /3
Fonte: http://www.intoscana.it/intoscana2/opencms/intoscana/sito-intoscana/Contenuti_intoscana/Canali/News/visualizza_asset.html?id=1119630
30

31. Il caso Toscana /4
Link: http://www.youtube.com/watch?v=0VbhyZqdwJs
31

32. Conclusioni /1
Per dare il massimo dell’esperienza turistica “seamless”,
richiesta dai Turisti, la struttura del turismo deve essere
concepita come Ecosistema Turistico Digitale
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
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
32

33. Conclusioni /2
Per realizzare un Ecosistema Turistico Digitale, occorrono
nuove competenze per la gestione della complessità, tra cui:
Leadership Reti di Imprese
Project Management Tourist Experience Design
Change Management Segmentazione Strategica
Organizzazione della
Project Risk Management
Complessità e della Governance
Innovazione e Creatività Gestione della Conoscenza
Strategie e Tecnologie per Metriche per la misura dei
l’Enterprise 2.0 risultati
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 33

34. Grazie per l’attenzione
La progettazione di
Ecosistemi Turistici Esperienziali
Andrea Rossi
a.rossi@cse-crescendo.com
Milano, 16 novembre 2011