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La progettazione di
Ecosistemi Turistici Esperienziali
               Andrea Rossi

          a.rossi@cse-crescendo.com


           Milano, 16 novembre 2011
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
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
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
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
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
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
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
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
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
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
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
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
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
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
IBM sta tracciando il futuro del Business Social
Networking /2




                                                   16
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
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
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/
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
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
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
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
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
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
UN ESEMPIO ITALIANO

Il caso Toscana:
“Tourist Experience Design per il mercato cinese”

(progetto in corso)




                                                    27
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
Il caso Toscana /2




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




                                                                                                                                       29
Il caso Toscana /3




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




                                                                                                                                       30
Il caso Toscana /4




Link: http://www.youtube.com/watch?v=0VbhyZqdwJs

                                                   31
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
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
Grazie per l’attenzione

      La progettazione di
Ecosistemi Turistici Esperienziali
               Andrea Rossi

          a.rossi@cse-crescendo.com


           Milano, 16 novembre 2011

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La progettazione degli ecosistemi turistici esperienziali -bicocca - 16.11.2011 - rev.1

  • 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 19
  • 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