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Driving Innovation Online Tourism and Events Excellence July 2013
 

Driving Innovation Online Tourism and Events Excellence July 2013

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What's innovation, how people make it work, relevance to the travel and tourism sectors

What's innovation, how people make it work, relevance to the travel and tourism sectors

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  • It isn’t enough to talk about an innovation. You need to build a prototype so customers can feel and touch it. It is the difference between watching a horse race and riding a horseOur goal was to demonstrate the art of the possibleNot everything worth doing is worth doing well. The prototypes are meant to demonstrate capability, not to deliver itYou have to complete projectsIf you don’t fail sometime, you are not working hard enoughEveryone should be working on at least three projectsProjects should be complete within a three-month cycle. The exception is for major projects, which should have quarterly phases
  • It isn’t enough to talk about an innovation. You need to build a prototype so customers can feel and touch it. It is the difference between watching a horse race and riding a horseOur goal was to demonstrate the art of the possibleNot everything worth doing is worth doing well. The prototypes are meant to demonstrate capability, not to deliver itYou have to complete projectsIf you don’t fail sometime, you are not working hard enoughEveryone should be working on at least three projectsProjects should be complete within a three-month cycle. The exception is for major projects, which should have quarterly phases
  • A significant amount of research work has been done to understand how innovation affects businesses. One of the most well known writers in the field of business innovation is Clayton Christensen. Christensen has defined two categories of business innovation: sustaining innovation and disruptive innovation.Christensen’s definitions were useful to Sabre in explaining the effects of Sabre Labs’ innovations, they were not useful in developing ideas for the organisation’s prototype projects. Instead took a portfolio approach to project selection, addressing both tactical and strategic opportunities.
  • How ATDW Supports this integrated Digital Strategy - core is high quality content, national database, making it easily useable by relevant distribution channels
  • Together - Alone
  • Further the study identifies the gaps & trends of digital uptake and capabilities of tourism businesses
  • Unless your business is completely reclusibe and reactionary, innovation is absolutely necessary for a successful future. There is no single correct path for business to encourage and embrace innovation. However, there is value in understanding key ideas and lessons learned. Google has it right: to make innovation work, you need to reengineer the culture to minimize the various roadblocks you will encounter along the way.
  • Unless your business is completely reclusibe and reactionary, innovation is absolutely necessary for a successful future. There is no single correct path for business to encourage and embrace innovation. However, there is value in understanding key ideas and lessons learned. Google has it right: to make innovation work, you need to reengineer the culture to minimize the various roadblocks you will encounter along the way.

Driving Innovation Online Tourism and Events Excellence July 2013 Driving Innovation Online Tourism and Events Excellence July 2013 Presentation Transcript

  • Driving Innovation Online A contextual review of e tourism innovation
  • Let’s review… What is innovation? What is the context of innovation in e tourism? etourism innovations Is Australia embracing opportunities for e tourism innovation? ATDW community innovations
  • In – no – va - tion Noun 1. The introduction of something new 2. A new method, idea or device Synonyms Novelty – newness Source: http://www.merriam-webster.com/dictionary/
  • In – no – va - tion Innovation is highly contextual, evolves out of varying mixes of activities, and is influenced by framework conditions that are not globally uniform Source: Australian Innovation Systems Report 2011 – Federal Government
  • In – no – va - tion Innovation can be radical and disruptive, but more often is incremental Innovation can be based heavily on technological development or not at all Australian businesses are more likely to invest in purchasing new equipment, training and marketing than investment in R&D or acquiring intellectual property Source: Australian Innovation Systems Report 2011 – Federal Government
  • Innovation Tenets from an Innovation Lab Less talk more action Demonstrate the art of the possible Not everything worth doing is worth doing well - prototypes are meant to demonstrate capability, not to deliver it You have to complete projects If you don’t fail sometime, you are not working hard enough Everyone should be working on at least three projects Projects should be complete within a three-month cycle. The exception is for major projects, which should have quarterly phases Source: PhoCusWright – Innovation in Distribution: No Silver Bullets (Sabre Labs)
  • Innovation Tenets from an Innovation Lab Google has addressed this with 3 principles:  Innovate long term  Innovate everywhere, always  Innovate the culture Source: PhoCusWright – Innovation in Distribution: No Silver Bullets (Sabre Labs)
  • Innovation Portfolio Two categories of business innovation:  Sustaining  Disruptive Sustaining innovation includes:  Evolutionary innovation that relates to continuous product improvement (and which customers expect)  Revolutionary innovation that is unexpected and perhaps radical, but does not affect existing market Source: PhoCusWright – Innovation in Distribution: No Silver Bullets (Sabre Labs)
  • Leanings from ATDW Getting the culture right, from the top down, is fundamentally important There’s always something happening in the short term that pushes off long-term innovation Sometimes the most valuable innovations come from short term activities and the need to keep pace
  • Digital technology change is driving innovation in e tourism
  • An Integrated and Adaptable Strategy  The growing size and complexity of the digital marketing landscape necessitates an integrated and adaptable approach  Marketing and communications processes must be re-worked; and continue to adapt  The pace of change is relentless
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  • To respond to the higher sophistication and expectation levels of the hyper-connected consumer, businesses need integrated digital marketing
  • Technology change and consumer adoption of technology are driving e tourism innovation
  • Bournemouth University’s eTourism Lab Priorities:  online reputation management  context based services  proximity marketing
  • Online Reputation Management  Brand owners are not the influencer; the community is the influencer  Brands are co-created through on-going interactions among brand users  Time and skill challenges for industry in managing reviews and ultimately reputation online
  • Context Based Services  High level of personalistion  Contextualised to the individual mobile user, their location and interests, aggregating social media data  Using 3D navigatable maps and augmented reality  Valuable for user experience and research
  • Proximity Marketing  Mobile information, advertising and offers  Wifi and bluetooth marketing  Transmission of offer via video, audio, text or other content within 100 metres proximity of store  Wi-fi service redirects to relevant web page content
  • Industry’s Digital Sophistication Recent survey conducted by Tourism Research Australia to measure level of uptake of various digital technologies & digital distribution capabilities of businesses in tourism www.tra.gov.au → Publications → Publications List → Operators Digital Updae Benchmark Survey 2013 Research Report Four areas surveyed:  Online Presence  Website Adoption and Management  Online booking and Distribution  Social and Mobile Presence
  • Tourism Operators Digital Uptake •Comparing 2013 to 2010
  • Triphitter (PlacesWeGo)  Went live in Q1 2013  http://triphitter.placeswego.com  First commercial distributor to use the new realtime ATLAS web service.  Supporting TV show on Network 10 (Places We Go)  Really proactive and puts the tourism operator first! 21
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  • Logan City Council  Went live in Q2 2013  http://www.visitlogan.com.au/  First distributor to use ‘Responsive Web Design’ (RWD)  Publishing all listings in Logan Area (Brisbane and Gold Coast regions)  Creative and innovative Local City Council
  • Eventfinder     Went live in Q4 2012 www.eventfinder.com.au Publish all event listings (Australia Wide). Great online knowledge and engagement with big and small events  Built strong relationships with government and ATDW  Affiliated with Yahoo!7 Entertainment.
  • Drive North Queensland (Mobile App) Planning tool for travelling on the drive journeys of the Overlanders Way, The Great Tropical Drive, and the Savannah Way      Innovative Mobile App Tropical Tablelands Tourism Initiative Download free via iTunes iOS and Android platforms Publish all ATDW listings across 5 regions in North and West Queensland  Re-used existing content
  • Conclusion  Innovation is absolutely necessary for a successful future  No single correct path for a business to encourage and embrace innovation  Value in understanding ideas and lessons learned  You need to reengineer the culture to minimise roadblocks  You cannot fear failure
  • e tourism  Content  Context  Co-creation  http://gopro.com/videos/video-of-the-day/2013/5/23/  http://www.youtube.com/watch?v=mYrrE5nn4d0