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How can Cluster Management in Tourism Work?
Gerd Meier zu Köcker
iit – Institute for Innovation and Technology
Reykjavik, 28 May 2013
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Outperformers are more Open-minded toInnovate with PartnersKey lessons from the global IBM study 2012
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External Partnerships Are Becoming More Important for CEOs operating Strategies
Key lessons from the global IBM study 2012
2012
2008
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Sources for Innovation – Today -
Source: IBM CEO Study
External Sources Internal Sources
Persons
Relationships
Organisations
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Source: IBM CEO Study
External Sources Internal Sources
Persons
Relationships
Organisations
Hot spot for innovation
Sources for Innovation – Today -
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Main Types of Actors Gathered in a Cluster
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But Tourism Clusters are Different….
Industry and Business structure
• High share of small businesses• High share of freelancer• High share of semi-professionals• Hetegogenous• Lack of business orientation
Access to financing
Cross-cutting nature Highly competitive Innovation followers
Actors
• Very small, no market leaders or global actors
• Heterogeneous• Lack of capabilities to invest in
innovations
Tourism clusters
Key issues and challenges…
…each of which are characteristic… but
not necessarily exclusive.
Framework conditions
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Let‘s Have a Look how other Tourism Clusters are Doing
• Data sets were taken from a Pan-European cluster database, containing more than 450 clusters (incl. 15 tourism clusters)
• Internationally recognised indicators were used to describe and compare clusters and their organisations
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Degree of Specialization of Tourism Clusters Varies all over Europe
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Critical Mass NeededAverage Size of Tourism Clusters
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Strong Governance is one of the Key Success Factors
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Most Cluster Have a Dedicated Strategy
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Focus of Tourism Clusters
Cluster X All tourism clusters
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Tourism Clusters Provide Added Value in Information and Matchmaking
Cluster X All tourism clusters
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15Cluster X All tourism clusters
Tourism Clusters Provide Added Value in Human Ressources
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Cluster X All tourism clusters
Tourism Clusters Provide Added Value in Creation Innovations
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The Way how to Generate Innovations….
Ideas Analyses Development Monitoring
Evaluation Commitment Execution Evaluation
Focu
s of
netw
ork
ing a
ctiv
itie
s in
th
e innovati
on p
roce
ss
Project management
Innovation management
Innovation management
Own investigations, 2010
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How to Create Innovations in Tourism Clusters – 6 Modules
Modules (What) Instruments (How)
Identify competencies- qualitative- quantitative
- Surveys, questionnaires for participants in clusters, interviews
Identify innovation fields- technological- organisational
- Trend analysis, market analysis, SWOT, PEST, Expert opinion, Expert interviews, panel discussions
Generate ideas - Workshops, customer workshops, visit conferences, initiate competition, training, learning, face-to-face meetings
Evaluate ideas and align with innovation fields
- Individual interviews with researchers and market experts as well as with panel groups
Initiate projects - Build a winning team, get funding, allocate responsibilities, plan resources, benefit from group dynamics
Exploit the results of the product or service (for project partners, for the network, for the public)
- Patents, promotion beyond the own cluster, start the next innovation management cycle
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Visibility on Public Media is an Important Success Factor
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Good Cluster Management Provides High Impact
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How Cluster Management in the Tourism Sector Should Work
Tasks of Cluster Managementsin the Field of
Tourism
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Success Stories (I)
• Objective: - Communication strategy to promote benefits
of hydrotherapy in les Landes / FR
• Method: - Involve key actors in strategy development - Pooling resources (500 K€) - Creation of regional branding
• Results - One Website as One entry point - No. 1 in hydrotherapy in France again
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Success Stories (II)
• Objective: - Creation of new equipment for providers of Carbonic Gas Baths
- Better control of the overall process
• Method: - Bringing together actors from R&D, SPA and designers - Creativity workshops - Joint R&D
• Results - New equipment available - Lower energy consumption - Better working conditions for hydrotherapy personal
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Success Stories (III)
Close cooperation of •“experience tourism” companies•transport operators•accommodation operators•regional cluster coordinators•R&D initiatives•national and international tourism partners and operators
Strategic focus areas
•Product development with a focus on creating attractive theme concepts based on international trends•Marketing activities with a primary focus on interest-based segmentation•Communication through new media and the establishment of systems that ensure optimal interactivity with the travelers
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Some Success Factors for Cluster Management
• Cluster emergence• Sustainable financing • Cluster management skills• Spectrum and quality of services provided by the cluster
management• Demand-orientation of services provided by the cluster
management • Added-values provided by the cluster management• Clear targets and milestone of cluster management
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Thank you very much for your attention
Dr. Gerd Meier zu Köcker
Chairman of the Board
Institute for Innovation and Technology
Steinplatz 110623 Berlin
Tel.: +49 (0) 30 310078-118Fax: +49 (0) 30 310078-222E-Mail: [email protected]
www.iit-berlin.de