IMPULSE4TRAVEL - ITB Convention · All content compiled by Impulse4Travel 2012, and this paper, are...

Daniel Amersdorffer, Robert Ba-sic, Florian Bauhuber, Michael Buller, Prof. Dr. Roland Conrady, Markus Einfinger, Michael Faber, Dirk Föste, Fabian Heuer, Karina Kaestner, Andreas Kurth, Jan Mauelshagen, Jens Oellrich, Björn Ognibeni, Prof. Harald Eichstel-ler, Thomas Promny, Armin Puch, Ronjon Markus Sarcar, Benedikt Scheerer, Stefanie Schulze zur Wiesch, Tim Schütrumpf, Jürgen Sievers, Frank Sonder, Marc Stick-dorn, Leila Summa

IMPULSE4TRAVEL Manifesto about the Future of Tourism in a Digital Society

http://creativecommons.orgImpulse4Travel – powered by Tourismuszukunft –Institute for eTourism & TUI Germany GmbH

THE COnTRIBuTORS

POWERED By

IMPULSE4TRAVELManifesto about the Future of Tourism in a Digital Society


TAbLE of ConTEnTS

The Event ................................................................................................................................. 3

Perspective: Consumers ........................................................................................................... 4

Perspective: Companies & their Customers ............................................................................ 6

Perspective: Company Organization........................................................................................ 9

Perspective: Science & (Market)Research ............................................................................. 12

Contributors to the Event ......................................................................................................14

Appendix: An Overview of the Theories



In June 2012 TuI Germany GmbH and Tourismuszukunft – Institute for eTourism invited 25 experts to Mallorca to discuss the future of eTourism. Within the context of Impulse4Travel, intense discussions for drafting theories about future eTourism developments took place June 26-29 in the PuraVida Resort Blau Hotel in Porto Petro. The main theme of the event was: Social Innovation in Tourism – a Result of the Digitalization of Society. Innovative workshop methods, imagination, a wealth of knowledge and interdisciplinarity provided the basis for the following results.

These theories about current and future developments are based on four perspectives:

· Consumers · Companies & their Customers · Company organization · Science & (Market)Research

This paper is a compilation of Pecha Kucha presentations, discussions, world cafés and a cluster session. The conclusion and the 25 resulting assumptions are understood to be a contribution to the discussion taking place within the eTourism industry. The theories outlined here represent one snapshot of the discussion – the continued development of these theories will surely be just as dynamic as their develop-ment process has been so far.

LICEnSE:

All content compiled by Impulse4Travel 2012, and this paper, are licensed under the Creative Commons license and thereby avail-

able for anyone to use, free of charge, as long as the contributors to the event are named.

ThE EVEnT



The model of the hybrid customer is hardly news – nor is the market’s an-swer in the form of intensive segmentation. The diversity of types of vaca-tions is increasing. In addition to products which focus on specific interests, new travel formats, like a product-test, a pre-experience, an ultra-short trip or even a virtual journey without any actual travel are all conceivable.

The huge number of ways of combining supply with demand pose a chal-lenge which the latest technological developments will help solve. new models, e.g. based on algorithms, make it possible to selectively manage providers and consumers, so that it will become possible to cope with “Di-versity-based Opportunities”. It’s important to remember that customers

desire personalization without being continuously confronted with choices and processes – the filters and service providers in the background have to be fully functional yet remain out of the customer’s view.

The technological world consists of miniaturization and acceleration pro-cesses. Every day chips and memory – i.e. mobile telephones and computers – are getting smaller, lighter and more flexible. This process influences two aspects of vacationing: The first is the technological basis for the blending of work and leisure time while on vacation. Mobile devices, for example, can enable one to get work done while on vacation.

On the other hand, working time can be interrupted by leisure time ele-ments; as this relates to vacation, this makes instant experiences in the context of work necessary. This also demonstrates the second perspective of the above-mentioned process: How can vacation experiences be consoli-

dated, so that they retain the same intensity, yet are also smaller, lighter and more flexibly integrated into one’s work? Customers want to be able to have vacation experiences in their immediate surround-ings at any given time, including while they’re working.

People enjoy humane travel with other people. until now the sales of va-cations have been strongly characterized by the “hard” attributes of va-cation-based products and services: destination, hotel facilities, and star-based ratings systems. But vacation experiences are rarely produced by the infrastructure – they are much more likely to arise from interactions with other people at the destination. The community (tourists, locals and pro-viders) at the destination shape vacationers’ expectations of future travel experiences – touristic hardware is a basic pre-condition of the consumers.

PERSPECTIVE: ConSUMERS

1. Fragmentation

squared: Hybrid

customers multi-

plied by segmen-

ted markets

2. The fusion

of vacation and

work via mobile

work and instant

vacation

3. Put people

before data and

destinations



Social networks make it easier to keep in loose contact with friendly people. Accordingly, every person can grow and maintain an individual network of friends in an environment which is independent of physical location – this is the way friendships and contacts from vacations can be maintained.

Travel decisions are caused or reinforced by the (virtual) peer group, and/or by personal contacts from social networks. Social networks answer the questions “Who is going on vacation? When - and with whom? Would it be possible to travel together? Who is my host?” The touristic facilities don’t determine the vacation destination – the focal points where selected key communicators of one’s own network spend their vacation, and the pre-travel relationships with hosts, do.

until now customers have had to seek out a specific evaluation portal to publish their opinions. In the future, not only will these evaluations flow into the vacation decision-making process, but so will explicit and implicit comments from diverse online platforms, whether from Facebook or travel reports from other travelers in social media. This leads to a multilayered picture of the hotel, destination, etc. Such developments are based on the continued development of the respective services and technologies in the area of social media, searches and semantics.

This will enable the advantages of evaluations and a decentralized system of customer reviews - as opposed to the traditional, one-dimensional certi-

fications from individual institutions - to continue to grow and shift emphasis in this direction. Providers have to adapt to these mechanisms of transparency and personal expression in order to maintain their positions in the market. With regards to travel, customers consider evaluations and recommendations to be standard sources of input for inspiration and planning. Without evaluations or customer reviews of products, tourism-oriented providers will receive less bookings.

Polarization between virtual opinion leaders and brand identity has been taking place for years. For a long time participants in the discussion have argued that opinion leaders will replace brands and that the social web is reducing brands’ importance.

In the end, both positions remain points of reference, and/or are seen as by customers as points of reference in the purchase decision. Each concept has its own way to help customers reduce complexity as well as to offer a feel-ing of security and trust in the deciding moment. Both brands and opinion leaders could be a part of a peer group – or even an identifying element of

such a group. The successful implementation of each concept increases potential revenue for tourism-based providers.

4. Hot or not?

Consumers are

making demands

and their evalu-

ations are more

extreme

5. Opinion lea-

ders are the new

digital beacons:

Brands remain

guideposts



People enjoy traveling to visit other people. It began with “guest rooms” after the Second World War and is now experiencing a renaissance on platforms like Couchsurfing and AirBnB/Wimdu. Guests once again enjoy spending their vacation with locals, in locals’ homes – they receive indi-vidual accommodation experiences as well as local tips. Anonymous hotels offer accommodation as a commodity – a successful economical answer to the need for sleep and standardized quality but – at the same cost – they are rarely able to create individual, unique experiences for their guests.

In recent years collaborative consumption has become familiar in the area of accommodation, but now it’s branching out into other products and ser-

vices. Today everyone has the ability to offer individual services and experiences online, and to thereby become a tourism-based provider. new online platforms and companies enable the worldwide integra-tion of individual providers with the requests for the widest range of niches. In the past, without digital technologies, this challenge remained unmet and the “guest rooms” were replaced by larger units.

Mobile devices allow for nearly every imaginable function and application. Mobile telephone providers have now begun to offer contracts for commu-nication worldwide. Today it’s not only possible for customers to be online all the time, all over the world – they have a distinctive need to do so.

Travel providers have been forced to create the relevant infrastructure at vacation destinations. One initial step in this direction is the presence of wireless LAn networks both throughout hotel and resort complexes as well as during leisure activities outside of the hotel. Another is the close coop-

eration between tour operators and international mobile telephone providers. In the future, there will be new models and incentives for infrastructure financing.

Connecting guests with the online world during their vacation makes it easier for tourism-based pro-viders to build up networks among the guests and therefore increases customer loyalty. Tour operators benefit from higher per person and per trip margins by advertising upselling at vacation destinations.

Due to a lack of continuous customer histories, which is a consequence of volatile purchasing behavior from different providers, companies are be-coming increasingly compelled to use elaborate aggregations of data from the cloud (i.e. websites, their own social media channels as well as external social media channels and other platforms) in order to collect data about their customers.

The data retrieved from the cloud are evaluated by intelligent mechanisms in order to conduct Customer Relationship Management and offer custom-

PERSPECTIVE: CoMPAnIES & ThEIR CUSToMERS

6. Hotels die out and

are reborn: Peer to

Peer business models

will become more

established in the

tourism industry

7. Always on

abroad –

Connected standby

for travelers

8. Big data in new

media makes it

easier to perfectly

address customers

‘needs



ers relevant custom-made products and services. These data easily surpass the possibilities of classic CRM systems and create completely new ways of approaching customers.

Data privacy protection and personal integrity are important issues. How-ever, customers are now willing to reveal more about themselves for an appropriate amount of added value. This trend will grow in the future, because the “fragmentation squared” theory shows that the precise per-sonalization of products and services is necessary in order to properly serve the customers’ needs.

Customers will be willing to make their data available to companies wher-ever they recognize or perceive added value. The customers who are una-

ble to cope with the multitude of purchase opportunities require the support of such data-based systems for their purchasing decisions.

Social media has become so ubiquitous in both media and culture that keeping its use separate in private and professional environments has be-come nearly impossible. As a result, many employees are affected by social media. All employees who would like to be involved in social media to promote the company can do so as long as they follow the corporate social media guidelines (which are to be developed).

In order to increase customer appreciation for efforts relating to the provision of services of tourism-based companies, throughout the various processes employees make a visible impression on customers also via social media. This is how the customer can be directly included into the production of vacation experiences.

Experience managers receive inspiration from marketing, sales and travel organization and follow-up: every customer contact in the form of the tourism-based company’s products, services and infrastructure is designed in an active, goal-oriented way. The idea is a continuous travel experience from the travelers’ point of view – not just putting together packages and travel components.

This type of integrated travel experience creates differentiation from other providers on the market. The focus has shifted from individual travel com-

ponents to their dramaturgical linkage to an experience; thus factors for evaluating quality and success have changed: Traditional quality standards of tourism-based products and services no longer determine success, but rather the travelers’ endorphin levels as a result of their experiences. When the traveler is happy, the brand value and market penetration of the tourism-based provider increases.

A Chief Experience Officer will develop this new strategic business area and is responsible for recruiting suitable qualified employees. Close cooperation among the Chief Experience Officer, the marketing and sales departments and the product is key in order to make the brand continuously perceptible both be-fore and during the actual travel experiences – and, as a result, to convey it to customers.

9. Customers are

willing to share more

data in exchange for

added value

10. Social media af-

fects everyone in the

company network

11. Experience ma-

nagers turn travel

providers into en-

dorphin dealers



PERSPECTIVE: CoMPAny oRgAnIzATIon

Companies are abandoning the image of classic, strictly differentiated, hi-erarchical structures. Companies of the future consider themselves – and their embeddedness in surrounding structures - as a dynamic, open and sys-temic network. Such flexible structures are the only way to ensure future economic and social development.

This makes it possible for company employees – along with partners, cus-tomers and external specialists - to be involved in a demand-oriented, flex-ible way.

Tasks which were formerly performed by the company, including those in the areas of customer support, product development, advertising, communication and sales, will be taken up by customers and partners.

In an environment characterized by a “war for talent” and cross-media transparency in the labor market, clear and long-lasting incentives are re-quired for employees and external stakeholders to both contribute to and identify themselves with an added-value network.

Incentives for commitment and contributions to the network no longer focus on economic attractiveness, but are increasingly a component which adds meaningfulness: A clear vision and a culture of living, convincing val-ues. Creative knowledge workers, high potentials and free spirits will choose their networks according to these criteria. The more this vision and culture

are perceived to be put into practice and conveyed within the network, the greater will be the long-term economic success of the company. That is why vision and culture should strongly influence the active selec-tion process of the network stakeholders. Likewise, openness and transparency are networks’ future fac-tors of success: People who make networks learn from them also want to learn themselves from networks.

Open technologies and social media, as well as a new culture of collaboration, support and accelerate the change from classic, hierarchical companies with de-partmental structures into a dynamic added-value network. In these networks hierarchy-based status symbols and imagery will be replaced by a task-related orientation and a step-by-step process towards equality for all stakeholders.

Office buildings, as well as virtual and physical infrastructure, have to change and take into account the concept of companies as continuously changing networks. The concept of infrastructure is shifting away from

individual work and closed departments and moving towards new concepts about space and infrastruc-ture, which at the same time promote communication and knowledge management throughout the entire network. Inwardly, social media and social software have a leading role in the exchange of infor-mation as well as in the organization of the new corporate network.

12. Closed companies

are going under –

open added-value-

networks are on

the rise

13. Companies must

provide long-lasting

factors which make

their corporate net-

work likable

14. Dynamic added-

value networks are

calling for new infra-

structure



In light of the markets’ increasing agility and the disruptive rise of new market participants, classical models for planning, decision-making and im-plementation are too rigid and slow. Faster non-material and material pat-terns for planning, decision-making and implementation are imperative.

Competence and joy regarding decision-making, delegated from the high-est levels of the hierarchy into the broad levels of the corporate network, guarantees higher speed and specialization. Decision-making competence

is supported both by social software, which in an analytical, task-oriented way connects the right people within the company, as well as by senior management, which takes over the role of coach.

Classical corporate learning methods and the current cycles of innovation, like summer season and *winter season, will cause companies to have a noticeable competitive disadvantage. The customers’ interests and the market segmentation are changing faster than product development at tourism-based companies. new disruptive players in the market are quickly expanding their reach with unusual business models.

Due to the strategic gap between market and innovation speeds, corporate learning and development have to undergo enormous changes: Thinking

in terms of “unfinished” prototypes (perpetual beta) and a corporate culture of curious experimentation is needed – mistakes are desired and everyone is called upon to make mistakes and learn from them. The goal has to be putting more products on the market in order to increase both the amount of newly-created knowledge per unit of time, as well as the degree of innovation.

new products and approaches will be developed in laboratories which are not under pressure to turn profits; with the aid of internal as well as exter-nal corporate networks, these developments will make use of the available resources on site, i.e. where they’re most useful. This procedure follows the methods of rapid prototyping – an iterative, fast process of development and testing.

Social software helps to incorporate the entire network’s pre-existing knowledge and to provide a demand-oriented supply of newly created

knowledge into the corporate network. Locations, tools and rituals of learning need a complete over-haul – away from selective models of corporate training and towards continuous, integrated learning in the open corporate network.

Senior management is no longer characterized by privileges and the power to make decisions – they are now coaches for their relevant networks. In fa-vor of strengthening the focus on specialization, hierarchical leadership is being replaced by equality and maximum transparency in virtualized com-munication spaces.

The ability to abstract dynamic and complex terms, thinking in complex processes, the interest in continuous, often autodidactic development and

15. Fast markets

need fast planning

and decisions

16. High levels of

agility in the market

force companies to

learn continuously

17. Locations, tools

and rituals of lear-

ning need a comple-

te overhaul

18. Future emplo-

yees are “networ-

kers” and complexity

processors



the ability to deal with enormous amounts of knowledge and requirements in a structured way will categorize the future recruiting process. The necessity of these new key qualifications calls for new ap-proaches in the training of tourism professionals.

newcomers with enthusiasm for innovative topics – though not for the tourism industry – will be needed to guarantee that teams are multidisciplinary.

Process automation via open APIs organizes the purchase and production of tourism-based services. The costs for supply chain management and purchasing management are reduced to a minimum. Production is decen-tralized and occurs among the service providers. Simple, useful technolo-gies and APIs enable service providers to digitalize their products and use the market power of established operators to sell to customers online. IT should no longer be a service which merely shows business processes; it must drive forward the transformation of business models. Tour operators position themselves like “App Stores” (TM by Apple) for

travel offers – their function is changing from producing travel products and services to making tech-nologies available and guaranteeing the quality of offers and travelers’ safety. The relationship between the established tour operators, travel agents, data providers and service providers is thereby becoming much more direct – and completely reorganized.

The number of traditional package vacations will decline considerably and, in the future, portals for intelligent, customer-driven packaging of numerous tourism-based products and services will corner the market. Technology isn’t an end in itself, but will be radically designed from the points of view of cus-tomers and partners. Technology frees up resources for innovation and development.

If travel agencies don’t want to succumb to the powers of the digital market, the will have to undergo radical change.

19. Is IT putting tour

operators out of

work? – Open pro-

duction as the new

business model



Industrial, environmental and technological dynamics imply a new demand for knowledge in science and market research. Fundamental questions of tourism research, e.g. how new technologies are changing the experience of travel, and the resulting socio-technical combinations, are virtually un-explored. Resilient, practice-oriented scientific models (e.g. technology benchmarking) and parameters (e.g. KPIs) are lacking, or have not yet achieved market awareness.

In order to professionalize the industry and increase return on investment, the industry has to strengthen the role of tourism studies at universities and technical colleges. The disengagement of universities from tourism-based research has done sustainable damage to industry. Tourism’s added value and esteem are a result of the presence and quality of degree courses in tourism. Of all the academic fields, tourism studies is the one which must utilize the potential of interdisciplinarity (business administration, geog-raphy, psychology, sociology, etc.) the very most – it has to be lived and breathed daily in its scientific practice.

Tourism-based companies must also become more interdisciplinary and accordingly position themselves clos-er to different university subjects (business administration, information management, IT, geography, etc.)

The multitude of research methods and data sources which have arisen through new technologies are not yet used sufficiently by science and mar-ket research.

Digitalization doesn’t only affect tourism, but also scientific methods and processes themselves. In tourism studies, however, these alternative digital ways of procurement and publication (e.g. Open Access) of scientific results are not yet completely developed. Due to the ubiquitous availability of dig-ital data, new scientific research methods (e.g. ethnographic approaches,

analyses of social networks) are necessary. Previous market research methods (e.g. quantitative surveys) and the data they provide offer an insufficient description of consumers. Instead, permanent, detailed market observation, which can more precisely illustrate general consumer behavior, is required.

20. Tourism research

0.0: We know that

we don’t know

anything!

21. Science is dead

– long live science –

especially for

tourism!

22. The streets are

paved with new

methods and data

sources!

PERSPECTIVE: SCIEnCE & (MARkET-)RESEARCh



Currently, no German university offers courses which focus on the digitali-zation of society and its effects on travelers and travel. The flexibility of academic curricula and module descriptions has to meet the requirements of the growing dynamics of change.

Frontal teaching methods of tourism-based training must be replaced by innovative methods – from eLearning all the way to global innovation net-works. Promoting personal initiative, creativity and digital customer-ori-ented thinking should be the focus of these teaching methods. They must be geared towards providing science and business with socially competent, well-trained knowledge workers who have explicit special qualifications.

In order to attract high potentials and ensure their commitment to the tourism industry, intensive cooperative between practical experience and research is necessary. Only through an intensive transfer of knowledge and data can universities and technical colleges be in the position to produce graduates who meet the latest requirements.

Short-term contract research must be converted into long-term basic re-search through increasing willingness to invest in the industry. Mutual ac-ceptance and appreciation is the basis of a sustainable, healthy tourism in-dustry. Institutional meetings and platforms for both sides to have a more intensive exchange is necessary.

23. Customer &

technology orien-

tation are coming

into focus in tourism

training

24. Wanted: Tourism

needs knowledge

workers with inno-

vative training

25. War of talent:

The harmonization

of practical experi-

ence and research

is a must.



ThE ConTRIbUToRS To ThE EVEnT

DAnIEL AMERSDORFFER Tourismuszukunft - Institute for eTourism – Managing Partner

ROBERT BASIC www.buzzriders.com - Owner

FLORIAn BAuHuBER Tourismuszukunft - Institute for eTourism – Managing Partner

MICHAel BUlleR VIR - Chairman

ROLAnD COnRADy FH Worms, ITB Congress - Professor

HARALD EICHSTELLER Stuttgart Media university - Professor of International Media Management

MARKuS EInFInGER TuI Austria Holding GmbH – Head of new Media / eCommerce

MICHAel FABeR Tourismuszukunft - Institute for eTourism - Managing Partner

DIRK FöSTE RuF Reisen – General Manager Sales, Marketing and PR

FABIAn HEuER TuI Germany GmbH - Consultant new Business

KARInA KAESTnER DB Vertrieb GmbH – Director, Marketing and Partner Management

AnDREAS KuRTH TuI Germany GmbH - Head of new Business

JAn MAuELSHAGEn FH Worms - Professor of Travel Business and Travel Agency Management

JEnS OELLRICH Tourismuszukunft - Institute for eTourism – Managing Partner

BJöRn OGnIBEnI BuzzRank GmbH - CEO

THOMAS PROMny Velvet Ventures GmbH – Owner, CEO

ARMIn PuCH TuI Germany GmbH – Director, IT Strategy TuI Central Europe

ROnJOn M. SARCAR swrd beteiligungs GmbH - CEO



BEnEDIKT SCHEERER Cogneon GmbH - Consultant and Coach Enterprise 2.0

STEFAnIE SCHuLzE zuR WIESCH TuI Germany GmbH – Director, Club and Hotel Management, Quality/

Environmental Management, Hotel Consulting, TuI Germany GmbH

TIM SCHüTRuMPF Tourismuszukunft - Institute for eTourism - Consultant

JüRGEn SIEVERS KiteWorldWide - Head of Marketing and Product Management

FRAnK SOnDER foresee GmbH - Managing Director

MARC STICKDORn Management Center Innsbruck – Research Associate and Editor

LEILA SuMMA Facebook Germany - Client Partner



Scientific know-how for your strategy: Tourismuszukunft – Institute for eTourism is your dependable provider of consultancy services for tourism-related electronic media usage. We offer neutral, independ-ent consulting services for the conception and implementation of online and eTourism projects. Our clients include tourism destinations, tour operators, travel agents, industry organizations and hotels throughout Europe. We develop and implement digital strategies in four areas: market research, prod-uct development, marketing/sales and business organization.

We create well-founded concepts for your business based on scientific research, market observation and continuous analysis. The consultants of the Institute for eTourism personally guide your company through coordinated processes, from analysis and goal definition to strategic planning to implementa-tion, goal monitoring and the alignment of your eTourism projects. Our cooperation with the Catholic university of Eichstätt-Ingolstadt guarantees a constant development of knowledge based on the latest research, resulting in direct benefits for you, our client.

In the area of market research, we use well-founded market potential and semantic analyses to inves-tigate the subjects with which your company is associated. We support your product development with tried and tested methods of service design. We provide guidance in marketing/sales with regards to social media strategy, website conception, tenders for new websites and brand development. your busi-ness organization will also benefit from our know-how: We show you how you can use social media for your company’s internal communication and support you when you reconfigure your hierarchical struc-tures into dynamic innovation networks.

ToURISMUSzUkUnfT – PRofILE


http://creativecommons.org

26 experts, 3 days on Mallorca, creativity, interdisciplinarity, knowledge, imagina-tion and innovation give rise to 25 theories from four relevant touristic perspecti-ves, characterizing the future of eTourism in a digital society. Impulse4Travel was organized by Tourismuszukunft – Institute for eTourism and TUI Germany GmbH.

The Contributors: Daniel Amersdorffer, Robert Basic, Florian Bauhuber, Michael Buller, Roland Conrad, Markus Einfinger, Michael Faber, Dirk Föste, Fabian Heuer, Karina Kaestner, Andreas Kurth, Jan Mauelshagen, Jens Oellrich, Björn Ognibeni, Harald Prof. Eichsteller, Thomas Promny, Armin Puch, Ronjon Markus Sarcar, Bene-dikt Scheerer, Stefanie Schulze zur Wiesch, Tim Schütrumpf, Jürgen Sievers, Frank Sonder, Marc Stickdorn, Leila Summa

1. Fragmentation

squared: Hybrid

customers multi-

plied by segmen-

ted markets

3. Put people

before data and

destinations

2. The fusion of vacation and work via mobile work and instant vacation

4. Hot or not? Consumers are making demands and their evalu-ations are more extreme

5. Opinion lea-

ders are the new

digital beacons:

Brands remain

guideposts

6. Hotels die out and

are reborn: Peer to

Peer business models

will become more

established in the

tourism industry7. Always on

abroad –

Connected standby

for travelers8. Big data in new media makes it easier to perfectly address customers ‘needs

9. Customers are

willing to share

more data in

exchange for added

value

10. Social media af-

fects everyone in the

company network

11. Experience

managers turn travel

providers into en-

dorphin dealers

16. High levels of

agility in the market

force companies to

learn continuously

12. Closed companies are going under – open added-value-networks are onthe rise

13. Companies must

provide long-lasting

factors which make

their corporate net-

work likable

14. Dynamic added-

value networks

are calling for new

infrastructure

17. Locations, tools and rituals of lear-ning need a comple-te overhaul

19. Is IT putting tour

operators out of

work? – Open pro-

duction as the new

business model

15. Fast markets

need fast planning

and decisions

18. Future emplo-

yees are “networ-

kers” and complexity

processors

20. Tourism research

0.0: We know that

we don’t know

anything!21. Science is dead – long live science – especially for

tourism!

22. The streets are

paved with new

methods and data

sources!23. Customer & technology orien-tation are coming into focus in tourism training

24. Wanted: Tourism

needs knowledge

workers with inno-

vative training

25. War of talent:

The harmonization

of practical experi-

ence and research

is a must.

ConSUMER CoMPAnIES AndThEIR CLIEnTS

CoMPAny oRgAnISATIonSCIEnCE And

(MARkET) nRESEARCh

IMPULSE4TRAVEL - ITB Convention · All content compiled by Impulse4Travel 2012, and this paper, are...

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