The Role Of Innovation In The Spanish Tourism Policy
The role of innovation in the SpanishTourism policyIsabel Rodríguez Sánchez (isabel.rodriguez@ua.es)Institute for Tourism ResearchUniversity of Alicante
The role of innovation in the Spanish tourismpolicy Spain, a long trajectory innovating in its tourism policy? A briefreview of our recent national tourism policy The appearance of innovation as an strategic aim in the most recenttourism policy. The creation of specific tools to promote innovationin tourism: Segittur Innovation policy and tourism policy: a weak and relatively newrelationship Other innovative platforms existing in Spain: Exceltur, ITH andregional innovation centers Some examples of tourism policy innovation.
STRATEGIC PRINCIPLESSpain, a long trajectory innovating in its tourism policy?TourismGrowth policyMaximum growth inquantitative terms(offer and demand)without planningCentral tourismpolicyPOLICY MILESTONES50-80s’Crisis of themodelDeep reflection aboutour weaknessesNew policies todifferentiate the offerInnovation as ameans of survival80-90s’SpanishConstitutionWhite Paper ofSpanish Tourism Decentralisation ofthe tourism policy Need forcoordinatedactions Regional planningpolicyFramework forsubsequent iveness/ SustainabilityNeed to adapt tothe globalchanges ofdemand withsocial,economical andenvironmentalcriteriaQualitySimilar policypositivecontextTotal qualityAll ionPositioninginnovation1992-951996-99FUTURES IFUTURES IISpecific2programme of programmes:Modernisation Technologyand touristandinnovationinnovationR D2000-06PICTEOwnstandardisationsystem (SpanishTourism QualitySystem) andcertificationInnovative projectsand instrumentsKnowledge andinnovationNew challengesfrom a prospectiveview of SpainInnovation as ameans ofsurvival2007-12NATIONALTOURISMPLAN 2020Innovation and technologicaldevelopment
INNOVATION, AN STRATEGIC AIM IN TOURISM POLICYNEW ECONOMYSTRATEGYInnovationKnowledgeInnovation a central and essential tocompete issueDiagnosis: barriers to innovate linkedto policy framework , firms size(SMEs) and lack of collaborationTOURISM 20202007Awareness oninnovationimportanceCreation ofinnovativeclustersTalent Customer value Product andexperiencesimprovement Firms management SustainabilityNewtechnologiesinvestmentOperational tool tosupport the policyR D I-SICTURTHINKTURSpecific projectsEntrepreneurssupport AYUDATURNON-SPECIFIC PROGRAMMESOF INNOVATION WITH HIGHLEVELS OF ivetourism clustersRENOVATION OF MATURETOURIST DESTINATIONS:PLANS AND PROJECTS2012A GOOD STARTING POINT BUTISOLATED AND DISCONNECTEDACTIONS. NO STRATEGY IN THELONG TERM
Political changes bring new policies and now what? Similar policyLess consistent plan Innovation a central aim to stop the declineand activate growthInnovation based on customerTalent and entrepreneursNATIONALTOURISM PLANTOURISM20202007Innovative managementdestinations: Intelligentdestinations 2012-2016Unique project, pioneers in EuropeDefinition, minimal requirements to be certifiedNew technologies funding for the management ofmature destinationsThe XXI century Tourism OfficePlatform of knowledge exchange for the regionalgovernmentTalent andentrepreneurs Funding access forinnovativeentrepreneurs
Policy but also other innovative platformsNATIONAL TOURISMPOLICYUNIVERSITIES ICYREGIONALINNOVATIONCENTERSFIRMS ANDASSOCIATIONSLOCAL TOURISMPOLICYFIRMSPUBLICADMINISTRATION
Innovation policy and tourism policy: a weak and relatively brand newrelationshipNo explicitconnectionsNational strategyR D I National PlanNational innovationpolicyMinistry of Industry, Tourismand CommerceSpecific programme tosupport the creation ofinnovative clustersPromotion of collaboration in anspecific geographical area or sector ofactivity (different agents of thesystem, specially SMEs)Nationaltourism policyPlanning andstrategy levelPolicyimplementationlevel4 years trajectory of thetourism sector with apioneer participationon itEvaluation?
Some examples of tourism policy innovationTourismGrowth policyCompetitiveness /Sustainability50-80s’1996FUTURES II (1996-1999)PLAN LOCAL AGENDA CALVIÀ21Knowledge andinnovation2007TOURISM 2020PLAYA DE PALMA PROJECT
Some examples of tourism policy innovationA pioneer project 1910, creation of an inexistent hotel infrastructure in Spain 1928, first Parador built in a scenic location Subsequent establishments created on historical monuments located onoutstanding beautiful sceneries. Nowadays, a network of 90Traces of innovation Instrument of innovation policy to develop a quality product in order to gain agood reputation abroad Maintenance and value of the heritage. Regional gastronomy promotion.Development of non touristic areas and pole of attraction of investment Government owned chain Attempts of imitation: France (castles) and Portugal (posadas)
Photo: Jesús GonzalezBut how toinnovate in acomplexscenario?
Where the prevailing values are Cheap, banality, standardPhoto: Jesús Gonzalez
Calvià, a pilot destination in the 90s Initial stage As a tourist destination dates back to the 60s Unsustainable path: massive construction, carrying capacity exceeded, lack ofattractiveness, etc. A pilot destination to test participative policies and more sustainable projects:Plan of Excellence and Local Agenda 21 Innovative measures Stopped the urbanisation process: eco-measures introduced in the urbanplanning instruments. Innovative policies with an “sponge effect” on the urban spaces: demolition ofobsolete buildings and conversion to green areas. De-seasonalisation: European Winter destination Strong component of social innovation. Social participation (specific forum,home-delivery questionnaires ). Attempts to change social values regarding themeaning of growth Strong political commitment
Three-level efforts (national, regional, local) to innovate at a destination level: thecase study of Playa de Palma in Mallorca. The initial stage Environmental degradation, inadequacy to the current demands and trends Deteriorated, poorly constructed buildings. Old hotels (72% from before 1970) in the lowmid categories (2-3 stars). Cheap prices Low quality urbanism, low level of investment, low levels of trust for the future, no signs oflocal identity. Innovative measures Radical change in the current tourist destination model under the large scale urbandevelopment projects philosophy . Urban attractiveness: a network of symbolic urban pieces. Spaces of experiences, greenareas, urban landscape improvement Radical change of thinking as for urban growth: containment and decreasing A real try to truly apply the principles of governance Targeted results expected: 50% reduction of the hotel capacity, increase the quality of theoffer Foreign investors attraction
Immediate actions /long term actions (Adaptation of the urban environment to the climatechange new scenario: O% balance CO2 emissions, 100% renewable energies for 2050)Mobility, green pedestrian areas
Recovering areas for enjoyment
Free spacesPhoto: Jesús Gonzalez
New productsBio hotelsHighperformanceTrainingCentrePhoto: Jesús Gonzalez
Key issues Our evolution as a tourist country has forced us to INNOVATE in order toremain competitive. Periods of crisis have further stimulated innovation External-internal changes are force drivers of innovation: Changes open newscenarios to whom policies and actions must adapt. Every tourism nationalpolicy is forced to be innovative. Most tourism policies are innovative by nature. Innovation is a transversaltopic in policy even though not explicitly considered. Polices aim to promote innovation but do they achieve it? There are no toolsor procedures to measure the efficiency of the actions taken. Unfortunately,policies are bigger than resources. The implementation gap of innovative ideas in the form of plans and projects.Political changes do not help. No definition of the innovation has been done in the tourism plans: notenough reflexion bring inconsistency to the implementation.
Key issues (cont.) Innovation is costly. Public governmental cost-sharing might not beenough. In an scarce resources scenario, what is the allocation of fundscriteria for this large scale projects? Traditional public administration leadership but difficulties to involve theprivate sector. In playa de Palma, can the project really lead to a complete change of themodel?
From the 50s’ to the present time 60 years ofunavoidable and incremental innovation in ourpolicy?Thanks
Innovation policy and tourism policy: a weak and relatively brand new relationship National innovation policy National tourism policy Planning and strategy level No explicit connections Policy implementation level Ministry of Industry, Tourism . c
May 02, 2018 · D. Program Evaluation ͟The organization has provided a description of the framework for how each program will be evaluated. The framework should include all the elements below: ͟The evaluation methods are cost-effective for the organization ͟Quantitative and qualitative data is being collected (at Basics tier, data collection must have begun)
Silat is a combative art of self-defense and survival rooted from Matay archipelago. It was traced at thé early of Langkasuka Kingdom (2nd century CE) till thé reign of Melaka (Malaysia) Sultanate era (13th century). Silat has now evolved to become part of social culture and tradition with thé appearance of a fine physical and spiritual .
On an exceptional basis, Member States may request UNESCO to provide thé candidates with access to thé platform so they can complète thé form by themselves. Thèse requests must be addressed to esd rize unesco. or by 15 A ril 2021 UNESCO will provide thé nomineewith accessto thé platform via their émail address.
̶The leading indicator of employee engagement is based on the quality of the relationship between employee and supervisor Empower your managers! ̶Help them understand the impact on the organization ̶Share important changes, plan options, tasks, and deadlines ̶Provide key messages and talking points ̶Prepare them to answer employee questions
Dr. Sunita Bharatwal** Dr. Pawan Garga*** Abstract Customer satisfaction is derived from thè functionalities and values, a product or Service can provide. The current study aims to segregate thè dimensions of ordine Service quality and gather insights on its impact on web shopping. The trends of purchases have
Chính Văn.- Còn đức Thế tôn thì tuệ giác cực kỳ trong sạch 8: hiện hành bất nhị 9, đạt đến vô tướng 10, đứng vào chỗ đứng của các đức Thế tôn 11, thể hiện tính bình đẳng của các Ngài, đến chỗ không còn chướng ngại 12, giáo pháp không thể khuynh đảo, tâm thức không bị cản trở, cái được
Le genou de Lucy. Odile Jacob. 1999. Coppens Y. Pré-textes. L’homme préhistorique en morceaux. Eds Odile Jacob. 2011. Costentin J., Delaveau P. Café, thé, chocolat, les bons effets sur le cerveau et pour le corps. Editions Odile Jacob. 2010. Crawford M., Marsh D. The driving force : food in human evolution and the future.
Le genou de Lucy. Odile Jacob. 1999. Coppens Y. Pré-textes. L’homme préhistorique en morceaux. Eds Odile Jacob. 2011. Costentin J., Delaveau P. Café, thé, chocolat, les bons effets sur le cerveau et pour le corps. Editions Odile Jacob. 2010. 3 Crawford M., Marsh D. The driving force : food in human evolution and the future.
