Andrea Rossi   progettazione ecosistemi turistici esperienziali - bicocca - 16.11.2011 - rev.1
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Andrea Rossi progettazione ecosistemi turistici esperienziali - bicocca - 16.11.2011 - rev.1

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Presentazione del convegno in Bicocca del 16.11.2011

Presentazione del convegno in Bicocca del 16.11.2011

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    Andrea Rossi   progettazione ecosistemi turistici esperienziali - bicocca - 16.11.2011 - rev.1 Andrea Rossi progettazione ecosistemi turistici esperienziali - bicocca - 16.11.2011 - rev.1 Presentation Transcript

    • La progettazione diEcosistemi Turistici Esperienziali Andrea Rossi a.rossi@cse-crescendo.com Milano, 16 novembre 2011
    • Punti di vistaDal 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 © 2010-11Il 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 ImpreseLe 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 cambiamentoFonte: Andrea Rossi © 2010-11 5
    • ECOSISTEMA TURISTICO TURISTI Autorità pubbliche/ DMO Intermediari Trasporti Organizzazioni Agenzie di turistiche Linee aeree viaggioSTAKEHOLDER 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 © 2010-11Una 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 nodoFonte: Andrea Rossi © 2010-11 8
    • Dal Web 2.0… Social Bookmarking RSS Documenti Video Foto Social Network Social Network ProfessionaliFonti 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 2.0Fonti 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 dellavoro “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 /1Source: 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 SocialNetworking /2 16
    • La Gestione del Cambiamento CulturaleLe 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 LivelloTerroriale Obiettivi e(ecosistema) Innovazione di Operations di KM di strategie di Ecosistema Ecosistema Ecosistema Ecosistema Obiettivi e Innovazione Operations KM delleReti di strategie delle nelle Reti di delle Reti di RetiImprese Reti di Imprese Imprese Imprese di Imprese Obiettivi e Innovazione Operations del KM del strategie delSingolo del singolo singolo singolo singolooperatore 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 EUROPEOCentral 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 ITALIANOIl 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 /2Fonte: http://www.intoscana.it/intoscana2/opencms/intoscana/sito-intoscana/Contenuti_intoscana/Canali/News/visualizza_asset.html?id=1119630 29
    • Il caso Toscana /3Fonte: http://www.intoscana.it/intoscana2/opencms/intoscana/sito-intoscana/Contenuti_intoscana/Canali/News/visualizza_asset.html?id=1119630 30
    • Il caso Toscana /4Link: http://www.youtube.com/watch?v=0VbhyZqdwJs 31
    • Conclusioni /1Per dare il massimo dell’esperienza turistica “seamless”,richiesta dai Turisti, la struttura del turismo deve essereconcepita come Ecosistema Turistico DigitalePer realizzare un Ecosistema Turistico Digitale, gestendo lasua 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-ServiceIl modello di Governance, diventa allora un Sistema die-Governance, distribuito tra la DMO e le Reti di Imprese, ingrado di gestire puntualmente le decisioni e fornire unostimolo 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 risultatiQueste competenze devono essere sviluppate gradualmente, su progetti pilota, definiti in ottica strategica, per diffondere nelSistema Territoriale la cultura della collaborazione e le capacità realizzative degli Ecosistemi Turistici Digitali 33
    • Grazie per l’attenzione La progettazione diEcosistemi Turistici Esperienziali Andrea Rossi a.rossi@cse-crescendo.com Milano, 16 novembre 2011