Clusters part 1.

Page 2: Leiper's Tourism System

• Definition

  • Source: Edelheim, J. & Bohn, D. (2017). Discusses the integrated nature of tourism systems rather than viewing them as isolated components.

• Context

  • Part of a larger framework in tourism research for understanding the totality of tourism as a system.

Page 3: Components of Leiper’s System

• Understanding Destinations

  • Explains how destinations interact with generating areas, transit zones, and the environment.

• Aim

  • To appreciate flows and connections within the broader tourism context.

• Reference

  • Edelheim, J. & Bohn, D. (2017).

Page 4: Stakeholders in Tourism Development

• Initiators and Contributors

  • Umbrella Organizations: Ministries, regional authorities, municipalities.

  • Education, Research, and Development Organizations

  • Financing Sector: Involves both public and private funding.

  • Includes the Parliament and EU in supporting tourism initiatives.

• Service Production

  • Key services include accommodation, food and beverage, and transportation.

• Marketing and Communication

  • Involves various actors including tourist centers, service providers, and tour operators.

• Creative Industries

  • Role of culture, health, agriculture, and ICT in enhancing tourism offerings.

Page 5: Finnish Travel Organizations Structure

• Overview of Finnish Travel Organizations

  • Multi-level structure: international, regional, and local.

• Key Players

  • International tour operators and digital sale platforms.

  • Local level organizations include regional councils and development companies.

• Source: Business Finland report on Finnish tourism organization models.

Page 6: Metsähallitus

• Overview

  • State-owned enterprise providing environmental services.

• Client Basis

  • Serves private individuals to large corporations, ensuring diverse offerings.

Page 7: Destination Management Organizations (DMO)

• Definition and Role

  • DMO coordinates activities among tourism stakeholders and facilitates destination promotion.

• Intermediary Functions

  • Connects various actors like state bodies, local tourism organizations and helps in marketing.

• Examples

  • Visit Finland and various regional counterparts.

Page 8: DMO Organizational Structures

• Varied Structures

  • Can include limited companies under municipal management, jointly owned entities, etc.

• Geographic Focus

  • Examples range from national (Visit Finland) to local (visit specific cities).

• Services Provided

  • Support in area development, commercial services, and stakeholder cooperation.

Page 9: Destination Marketing Companies (DMC)

• Definition

  • Private companies with specialized knowledge in tourism areas.

• Operational Focus

  • Organizes trips, events, and provides local expertise to clients.

• Examples

  • Next Travel and Helsinki Marketing cooperation companies.

Page 10: DMO Marketing Approaches

• Tasks and Responsibilities

  • Emphasis on PR, storytelling, and local narratives.

• Channels

  • Utilize various digital platforms for marketing.

• Engagement Strategies

  • Importance of maintaining up-to-date information and coherent marketing message.

Page 11: Visit Finland

• Role and Responsibilities

  • Acts as a national tourism expert and supports Finnish tourism industry initiatives.

• Marketing and Networking

  • Helps develop and market high-quality tourism products through collaboration.

• DataHub Database

  • Launched to integrate and share product information across platforms, enhancing visibility.

Page 12: Practical DMO Exercise

• Task Guidelines

  • Analyze a regional tourism organization’s marketing strategy from different target customer perspectives.

• Channel Analysis

  • Evaluate methods like social media, newsletters, and events for potential improvements in marketing communications.

• Target Groups

  • Consider various demographics such as foreign tourists and local families.

Introduction to Experience Economy

The Experience Economy represents a paradigm shift in the way economic activities are perceived and executed. It emphasizes that consumers are not merely purchasing products or services but rather immersive experiences that provide them with memorable moments. Businesses are increasingly integrating experiences into their offerings to stand out in a competitive market. This approach focuses on personalization and customer engagement, ensuring that experiences are tailored to meet the specific desires and preferences of individuals.

Working within Experience Economy

To thrive in the Experience Economy, organizations must rethink traditional business models. This entails understanding customer journeys, designing engaging touchpoints, and creating lasting emotional connections. The goal is to provide experiences that resonate deeply with consumers, driving loyalty and repeat business.