Integrative Destination Management - Cooperation

Cooperation among

entrepreneurs - flows

Destination | Grossarltalapplication of competitiveness of a tourism destination mentioned by

Zehrer & Hallmann, 2015

▪Key findings article

▪Destination | Grossarltal

▪Destination | Grossarltal – good cooperation

▪Destination | Grossarltal – potential

▪Destination | Grossarltal – potential BUT

▪Destination | Grossarltal – flows

▪Destination | Grossarltal – guests are the core

▪Destination | Grossarltal – What could be

good for the destination?

▪References

▪Disclaimer

Content

▪Common vision, objectives and a well-planned environment, common norms, common rules & joint social structures▪Conceptual skills▪Problem-solving abilities▪Development of expertise

▪Interdependencies between the stakeholders and the guests should have priority

▪Share knowledge and exchange information within the entrepreneurs

Key findings article

Therefore more

▪Structured information exchange

▪Building of know-how within the destination

▪Better product and service development

▪Single stakeholders can benefit from the common knowledge

▪Common projects can be easier implemented

Key findings article

▪Winter: skiing, cross-country skiing, skitouring, snowshoeing, winterhiking, relaxing, spa

▪Summer: hiking, mountaineering, biking, relaxing

▪2 villages – Grossarl & Hüttschlag

▪Beds: 4,600 in Grossarl & 480 in Hüttschlag

▪Overnight stays▪Summer 2015: Grossarl 327, 869 & Hüttschlag 28,241▪Winter 2015/2016: Grossarl 382,331 & Hüttschlag 22,

143

Destination | Grossarltal

▪Common claim: „Tal der Almen“ – valley with the most opened mountain huts in Salzburg in summer

▪But no common strategic orientation

▪Everybody makes more or less their own thing (family, hiking, biking, spa…)

▪No common vision

▪Less measurable objectives – no numbers what should be reached for e.g. a campaign

Destination | Grossarltal

▪Sometimes cooperation among entrepreneurs (in this case mainly hotels) works quite well

▪„Gastwirtevereinigung Grossarltal“ (association of hoteliers)

▪Mainly reponsible for (operating) events▪Salzburger Bergadvent im Grossarltal▪Lady-Skiwoche

▪Infrastructure

▪Catering

▪A bit marketing, together with the DMO

Destination | Grossarltal -

Good cooperation

▪Create a common vision

▪Common goals

▪Common rules

▪Common norms

▪Joint social structures

▪Share knowledge

▪Exchange information

▪Measurement


Potential

▪Not every stakeholder can have the same goals

▪Not every stakeholder should have the same guests

▪Diversity means safety = differentiated target groups might compensate e.g. economic crisis

▪Differentiated guests come in various times

▪Differentiated guests have different requirements


PotentialBUT

Beritelli et al, 2015

▪Identify flows (where guests go and what they do)

▪Identify the good and the bad things on the flow

▪Draw those flows

▪Make them accessible for everyone

▪Communicate those „visitor maps“


Flows


▪Entrepreneurs will recognize the good and the bad things along the flow

▪They will improve their business if they recognize that there is potential for their own business

▪They will communicate with other entrepreneurs along the flow the improve this special flow (and therefore their business)

▪They will cooperate with the other entrepreneurs to improve „their“ flow

▪They will share their experience

▪They will therefore improve „their“ flows steadily

▪And if the DMO initiates the process and is responsible for the maps, the entrepreneurs will meet at the DMOs‘ place to talk to each other


Flows


▪As much as possible stakeholders should be involved in the flow-identifying process

▪Not only the big bosses, but the people who work daily with the guests

▪Communication is improved

▪Cooperation is improved

▪Collaboration is improved

▪Results should be improved for the single stakeholders, the flows and furthermore for the destination


Flows


▪If the flows are improved, the guests feel better

▪Take care about the guests

▪Make their holiday unique

▪Invest in well-being during their stay

▪Make them delighted

They will tell their friends and relatives via WOM and eWOM which has very positive impacts for the whole destination


Guests are the core


▪Process, where a lot of stakeholders are involved

▪Knowing what the guests are really doing

▪Communication among the stakeholders (not only hoteliers) and the DMO

▪Cooperation among the stakeholders (not only hoteliers) and the DMO

▪Collaboration among the stakeholders (not only hoteliers) and the DMO


What could be good for the destination?


▪Sharing knowledge

▪Information exchange

▪Single entrepreneurs might profit

▪Whole destination might profit

▪Ongoing process where all the stakeholder can always improve „their“ flows and bring ideas to all the flows

▪Something „tangible“ for the whole destination


What could be good for the destination?


▪Beritelli, P., REINHOLD, S., Laesser, C. & Bieger, T. (2015). The St. Gallen Model for Destination Management. St. Gallen: University of St. Gallen.▪Tourismusverband Grossarltal (2016). Retrieved from http://www.grossarltal.info ▪Zehrer, A. & Hallmann, K. (2015). A stakeholder perspective on policy indicators of destination competitiveness. Journal of Destination Marketing & Management, 4, pp. 120-126.

▪By the way: The author has been working for the Tourismusverband Grossarltal since September 2008.

References

The photos are taken from www.grossarltal.info with permission of the DMO and from the presentation of Pietro Beritelli.

Disclaimer

http://www.grossarltal.info/

Travel

Integrative Destination Management - Cooperation