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

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: mzk@iit-berlin.de

www.iit-berlin.de