Darija Cvikl, University of Primorska / Higher Vocational College for Hospitality and Tourism Bled

HOW TO CITE:

Cvikl, D. (2018). Forest innovation potential. In AIRTH Encyclopedia of Innovation in Tourism and Hospitality. Retrieved: <insert-date>, from http://www.airth.global

Introduction

In 2004, the International Bank for Reconstruction and Development defined forest as the complete ecosystem type as the only one among the existing ones (land, cities, seas, islands, mountains, polar areas, coastal areas, land waters, cultivated land) ensures the use of all ecosystem services[1] and represents one of the natural sources of capital in tourism[2]. Multipurpose and sustainable forest management with an exploitation of all its ecosystem services is a hot issue today, which appeared in WCED strategic document in the eighties of the twentieth century already. Forest provides economic and non-economic benefits of each ecosystem service. On the other hand, tourism is one of the most important sectors of the global economy and it is considered one of the rare propulsive industries in the modern world. In 2015 tourism generated the income in the total amount of USD 1400 billion[3], employing more than 235 million people and covering 10% of the global gross domestic product (GDP). However, according to the literature, forests are not exploited enough for tourist purposes in the sense of taking advantage of the potential of its social and cultural values (SCV) and non-wood forest products (NWFP) in general. Traditional forest management practices are focused mainly on wood products. On the other hand, the promotion of sustainable principles and NSD (New Service Development), IRT (Integrated Rural Tourism), and endogenous regional policy are opening up new development opportunities and models of forest economy management, particularly in the field of taking advantage of the potential of SCV parameters and NWFP products in order to develop Forest Tourist System

Relevance for innovation

Innovation is an important factor in the success of the company[4] which enables the creation of new added value[5]. An important finding that links professional knowledge in innovation and the tourism profession with forest tourism is that the development of innovation in forest tourism enables product and service, process, management and marketing innovations. Forest tourism is not yet recognized as a tourist category; the term forest tourism has hardly begun to be used in professional literature (with the exception of Chinese and Japanese literature)[6]. Innovative tourist products within the use of the forest tourist function and designing of forest tourism can result in higher recognisability and competitive advantage of a tourist destination. The defined guidelines of the new development investment based on creative destruction[7] and inventive thinking will allow the tourism sector to open new development opportunities and innovative markets. An important argument in favor of the development of the forest tourist function is its natural beauty of scenery and applicative existing tourist practices (of recreation, harvesting, education, well-being..). Forest offers tourism forest activities with related motives and examples of a tourist service or product[8] (Cvikl, 2018). Innovative development and use of the tourist function of the forest totally comply with all important world development documents[9]. Utilisation of forest for tourist purposes is important mainly due to the following reasons ([6], 513):

It encourages sustainable development, integrated rural development – IRT Integrated Rural Tourism) and NSD (New Service Development), multipurpose and nature-friendly management, green growth and endogenous regional policy, rural development, and cross-border cooperation potential.
It strengthens the recognition of a tourist destination and opens new markets.
It does not impede wood-oriented production – on the contrary, they are compatible.
Forest is an ecosystem type where products are available all the time.
It allows for strengthening SCVs of forest parameters and within those also recreational and tourist function of the forest, important for the public good of citizens, visitors, tourists, and travelers.
It allows for the creation of new green jobs.
It encourages environmental sector.
It encourages the demographic structure of the local environment and prevents negative demographic effects.
It increases gross domestic product – GDP based on income, generated by new tourist products and services.
It encourages numerous opportunities also for other industries and fields – in the area of the development of infrastructure, agriculture and rural areas, higher quality of life, a connection at the local, regional and national levels.
It represents a high potential for the promotion of green tourism.

Relevance for tourism

Forest tourism has not been defined scientifically nor valorized sufficiently in spite of the fact that forests and forest land have been used for recreational purposes for a long time and that tourist function of the forest is complementary with other uses of forest areas, the awareness and wishes of forest users to spend free time in green environments are increasing. Closest terms to forest tourism in meaning are woodland tourism[10], forest well-being tourism[11] nature tourism[12], nature-based tourism – NBT / forest tourism (FT)[13], tourism and recreation of land use (TR activities)[14] were reviewed. Moreover, the term tourist forest products have not been established either, although they can be recognized in term non-wood products, which is used mainly in literature dealing with forest management.

The main shortcomings, preventing the innovative up-to-date forest management for tourist purposes are [6]:

Lack of knowledge about the potentials offered by forest habitat for tourist purposes.
Too few or nearly no scientific research concerning the potential of forest use for tourist purposes. Most research has been conducted in the field of recreational and aesthetic use of forest and landscape, but such research shows only two of numerous ecosystem services offered by forest habitat within the tourist function.
Too few or nearly no research concerning the understanding or response of the modern tourist to the tourist use of the forest.
Ecosystem services, NWFP, SCV or tourist forest productions in individual countries are neither valorized nor statistically covered or managed on the basis of integrated monitoring of tourists and other users (day visitors, recreationists, hikers, local people, harvesters of edible fruit).
Traditional and single-purpose and centralized forest management.

On the basis of economic, environmental and social benefits that it can provide, tourism should not be regarded as a marginal but as a central activity of sustainable forest management (Martin, 2004, 1). The definition and assessment of the impact of factors on the tourist attraction of the forest represent a new starting point for the definition of a new tourist destination, new tourism forest products, and forest tourism. According to the United Nation World Tourism Organization – UNWTO protection and existing management practices, renovation and promotion of sustainable management of land ecosystems are the prime objectives. It is necessary to create the basis for designing multi-purpose managing of forests for tourist purposes. Implementation of key steps is shown in Table 1.

Table 1: Preserving, advancing and implementing management processes of the forest ecosystem services for tourist purposes key steps [6].

Given the fact that forest management practices in most countries are based only on wood oriented production, it is clear that the inclusion of non-wood production will require a lot coordinated action. The goal of such management and use of forests for tourist purposes, which includes, in particular, the utilization of the NWFP, is reflected in the increase of fees and contributions in use and utilization forest NWFP and SCV, as well as in improving human health and general well-being. Realizing this goal will only be possible after the redefinition of legal bases, innovative and sustainable approach and increase the specific use of forests for tourism purposes, as China has done in 2001, which had twice the number of forest parks by 2009 than in 2001. In order to establish sustainable multipurpose forest management, it is important to know and take into account the impact factors on multi-purpose forest management shown in Figure 1.

Figure 1: Factors influencing multifunctional forest management for tourist purposes ([6], 515).

The relevance of defining forest as attractive tourist destinations as well as potential tourist source for the tourism industry is significant. In order to establish the foundation for implementing multipurpose forest management, it is necessary to [8]:

Define tourist forest attributes as a first scientific definition of the tourist characteristics of the forest as a natural tourist capital source.
The definition and assessment of the impact of factors on the tourist attraction of the forest will be a new starting point for the definition of a new tourist destination, tourism forest products, and forest tourism.

The novelty in the approach to defining the concept of the forest as a destination is also reflected in the innovative integration of the development concepts of non-wood forest products (NWFP) and the socio-cultural values of the forest (SCV) from the forestry sector in the field of the attractiveness of the tourist destination. Such approach could be useful for tourist providers operating in the woods or near forest areas around the world, as well as organizations managing forest areas, planners and strategists of tourist destinations and decision makers who decide to invest in the development of destination management, and furthermore in marketing of forest tourism as a new tourist category.

[1] Steiner, Achim; McCormick, J. Steven; Johnson, Ian (2004, 5). How much is an ecosystem worth? Assessing the economic value of conservation, USA: The World Conservation Union – IUCN. The International Bank for Reconstruction and Development/THE WORLD BANK 1818 H Street, NW Washington, DC 20433.

[2] Kušen Eduard (2002). Tourism and the Destination Region Classification of Tourist Attractions. Institut za turizam. Zagreb. // Ruzzier, Mitja, Žujo, Jasmina, Marinšek, Miha, Sosič, Samo. (2010). Guidelines for the economic evaluation of ecosystem services in protected areas of nature. Development of guidelines under the NATREG project. Managing Natural Assets and Protected Areas as Sustainable Regional Development Opportunities in the pilot area Pohorje. Source: http://www.natreg.eu/pohorje/zakljucna-predstavitev-rezultatov-projekta-natreg-na-pilotnem-obmocju-pohorje. // Zorondo-Rodriguez Francisco, Grau-Satorras Mar, Kalla Jenu, Demps Katie, Go´mez-Baggethun Erik, Garcia Claude and Reyes-Garcia Victoria. (2015, 3). Contribution of Natural and Economic Capital to Subjective Well-Being: Empirical Evidence from a Small-Scale Society in Kodagu (Karnataka), India. Springer Science+Business Media Dordrecht 2015.

[3] Source: UNWTO, 2015, http://media.unwto.org/press-release/2016-05-03/exports-international-tourism-rise-4-2015

[4] Omerzel, Gomezelj Doris. (2015, 517): A systematic review of research on innovation in hospitality and tourism”, International Journal of Contemporary Hospitality Management, Vol. 28 Iss 3 pp. 516 – 558. Emerald Insight at www.emeraldinsight.com/0959-6119.htm.

[5] Hassan in Malachovský, Andrej, and Királová, Alžbeta. (2015, 395). International Conference on Strategic Innovative Marketing, IC-SIM 2014, September 1-4, 2014, Madrid, Spain. Invigorating the Destination´s Marketing Strategy? (The Case of Slovakia). Procedia – Social and Behavioral Sciences 175, pp. 393 – 400.

[6] Cvikl, Darija (2017). Multipurpose forest management for tourist purposes – focus on non-wood products (NWFP). Modern management tools and economy of the tourism sector in the present era. International Thematic Monograph – Thematic Proceedings, Belgrade.

[7] Zach, Florian, and Krizaj, Dejan. (2017, 2). Experiences through design and innovations along touch points (EDIT). Design Science in Tourism, pp 215-232.

[8] Cvikl, Darija (2018, in press). Perception of a Forest as a Tourist destination. International Thematic Monograph.

[9] For example in Slovenia with the current Slovenian Tourism Development Strategy, the Forest Act, Environmental Protection Act, NAMVS, MCPFE 2015 guidelines, Promotion of Balanced Regional Development Act (ZSRR-2), and other regulations.

MCPFE – Ministerial Conference on the Protection of Forests in Europe. (2015). Forest Europe, 2015: State of Europe’s Forests 2015. Source: http://www.foresteurope.org/docs/fullsoef2015.pdf.

MCPFE – Ministerial Conference on the Protection of Forests in Europe. (2003). Vienna resolution 3: preserving and enhancing the social and cultural dimensions of sustainable forest management in Europe. Fourth Ministerial Conference on the Protection of Foresta in Europe. Vienna, Austria. MCPFE, 28-30 April. Source: http://www.iisd.ca/crs/sdpfe/sdvol84num1.html.

UNWTO – United Nation World Tourism Organization. (2015). Tourism and the Sustainable Development Goals.

UN – United Nations, (2005). Natural Assets and Human Well-being. Statement of the Board of Millennium Ecosystem Assessment – MA.

MA – Millennium Ecosystem Assessment. (2005). Living Beyond Our Means. Natural Assets and Human Well-being. Statement from the Board.

The International Bank for Reconstruction and Development (2004). How much is an ecosystem worth? Assessing the economic value of conservation, USA: The World Conservation Union – IUCN. THE WORLD BANK 1818 H Street, NW Washington, DC 20433.

[10] Martin Suzanne. (2004). Leisure landscapes: understanding the role of forests and woodlands in the tourism sector. Forest Research Annual Report and Accounts 2003–2004. Report to Forestry Commission, Edinburgh.

[11] Konu, Henna. (2015). Developing a forest-based wellbeing tourism product together with customers – An ethnographic approach. Tourism Management, No.49, pp. 1-16. Esevier Science Ltd.

[12] Bell, Simon; Simpson, Murray; Tyrväinen, Lisa; Sievänen,Tuija; Pröbstl, Ulrike. (2007).Outdoor Recreation and Nature Tourism: a European Perspective. Living Reviews in Landscape Research, p.p. 1 – 46.

[13] Bayliss, Julian; Schaafsma, Marije; Balmford, Andrew; Burgess, D. Neil; Green, M. H. Jonathan; Madoffe, S. Seif; Okayasu, Sana; Peh, S.-H. Kelvin; Platts, J. Philip; Yu, W. Douglas. (2014). The current and future value of nature-based tourism in the Eastern Arc Mountains of Tanzania. Ecosystem Services, 8, p.p. 75 – 83.

[14] Williams, M. Allan, Shaw, Gareth. (2009). Future play: tourism, recreation, and land use. Land Use Policy 26S, S326–S335.

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Entrepreneurship – a relational approach

Encyclopedia

Innovation in Tourism and Hospitality

By Gunnar Thór Jóhannesson, University of Iceland, and Carina Ren, Aalborg University

HOW TO CITE:

Jóhannesson, G.T. & Ren, C. (2017). Entrepreneurship – a relational approach. In AIRTH Encyclopedia of Innovation in Tourism and Hospitality. Retrieved: <insert-date>, from http://www.airth.global

Introduction and relevance

In the classic view of Schumpeter[1], economic life is a dynamic and endogenous system, and the entrepreneur and entrepreneurial activities are manifestations of the creative energy of the system. Entrepreneurship is not necessarily about inventing new things but rather to get “things done’”[2]. This implies that entrepreneurship is about two interrelating things: a) a process of change and b) accomplishing things or translating ideas into practice. In what follows, we will discuss how the concept of relational entrepreneurship provides insights into these two areas while challenging traditional accounts of entrepreneurial agency and structures in ‘getting things done’. By approaching entrepreneurship as the enactment of relations and closely inspecting the practical processes of relating, associating or connecting entrepreneurial networks, this take offers new insights into understanding entrepreneurship beyond either its actor(s) or its structures.

Towards relational entrepreneurship

Studies of entrepreneurs often conceptualize persons, firms or public organizations as solid and pre-given actors, who are expected to behave according to economic rationality or the system logic of capitalism and to be more or less constrained or affected by their social context. The capacity to engage in entrepreneurial activities is situated either externally – within particular variables that set the entrepreneurial activities in motion or internally – within the individual psyche. This produces particular storylines about entrepreneurship in which, according to de Laet and Mol[3], entrepreneurs are narrated as heroic movers and shakers merging and aligning multiple actors into a unitary whole. In such tales, the entrepreneur buys, invents, builds, struggles, succeeds or goes under; in short, it is a tale in which he or she acts. All actions are identified as flowing from the entrepreneur or as connected to this actor via intermediaries, such as a competitor, tourists or a public body.

This tale might fit in some instances but often it does not. The concept of relational entrepreneurship is able to grasp and describe its often more messy formations, where entrepreneurship comes about through the meticulous and taxing assemblage of very many different actors, objects, technologies and interests. Such accounts might explore how different rationalities and multiple styles or modes of ordering are weaved together[4]. In the case of the entrepreneur, the narratives of the hero manager and their metaphors of defeat and victory are replaced with a new understanding of highly distributed agency which accounts for multiple actors, memberships and marginalities

Methodologies and cases

Studies on relational entrepreneurship have mainly applied ethnographic research methods, which closely follow the entrepreneurial assembling work and the ways through which entrepreneurship is accomplished and stabilized. Examples of relational studies on entrepreneurship are relatively few within tourism[5]. In a study of a development project of cultural tourism that was carried out in a small peripheral village in Iceland, Jóhannesson shows how entrepreneurship is accomplished through the intertwining of different motives and styles of ordering relations. The project idea in question was initially put forward in an application to the EU’s Interreg III Northern Periphery Programme (NPP), titled Destination Viking Sagalands: Sagas and Storytelling (DVS). When the application was granted funding, the question was how to translate the idea to the village and realize it there. In other words, how to convince inhabitants that this would be an opportunity and how to get it done? In following the arrangement of diverse activities and actors, Jóhannesson identified four styles of ordering through which the project was accomplished and thus entrepreneurship enacted. One relates to economic development; the second refers to a feeling of fellowship; the third is about the will to connect, illustrated by the metaphor of ‘sparks’; and the fourth is described as a learning process framed with the metaphor of ‘finding one’s sea legs’.

While the style of economic development is expressed by a political economic discourse, commonly found in regional development initiatives such as the Northern Periphery Program it also refers to the instrumental economic logic people use when deciding on what actions are worth the trouble. That is, it points to the fact that (potential) economic benefits indeed matter when it comes to realizing an innovation project. The style of fellowship emphasizes the importance of rationalities of culture or non-economic motivations for innovation. This style of ordering emphasizes that noneconomic, civic and affective motivations can hold much importance for entrepreneurship. The project dependent on a collective engagement, which was created through a joint work on various aspects of the project. Of crucial importance was the material stabilization of the engagement that provided endurance through time, a common ownership of the project. This was secured through a collective task of sewing Viking costumes and the establishment of the Westviking Association, a non-profit association established early on in the process to oversee the work on the project.

Sparks’ refer to the flickering practices that may prompt or ignite connections to new idea and projects and to how the presence of some things or activities is dependent on the absence of others. They express the will to connect and the set of elements that prompt action in a particular place. An example is the participation of one of the key persons in the project, which was sparked by family history in the area, by his feeling of having roots in the place and thus by his genuine will to (re)connect to the place. His presence is infused by the absence in time and space of his family in the area. Sparks embody potential continuity through change. Finally, the style of ‘finding one’s sea legs’ refers to finding one’s ways about in a moving world. In the case of the project, this style is manifested in the collective and gradual learning by people about the project and their adaptation to it. It refers to the work necessary to gain confidence in one’s role, for example as performing as a Viking at the village festival or as a maker of ‘authentic’ Viking handicrafts. This method of ordering is necessary for the settling of an innovation project. Things take time, they need to settle in order to work and they demand endurance on behalf of relevant actors[6].

Wrap-up

The described example is about perceiving opportunity of change and ‘getting things done’. It could have been framed as a story of three strong (human) actors that took on the role of the strong and heroic entrepreneur. That would however have been to miss the nuances of the process. Indeed, actors played different roles, and some were more important than others. Their role, however, emerged out of the relations they were part of. The relational approach focuses on the relations between the individual (solid) actor and his or her context. It takes relations as a starting point through which other more or less solid entities or structures emerge, thus highlighting more messy realities of entrepreneurship.

References

de Laet, M., & Mol, A. (2000). The Zimbabwe Bush Pump: Mechanics of a Fluid Technology. Social Studies of Science, 30(2), 225-263.

Førde, A. (2015). Entrepreneurship and Controversies of Tourism Development. In G. T. Jóhannesson, C. Ren, & R. Van der Duim (Eds.), Tourism Encounters and Controversies: Ontological Politics of Tourism Development (pp. 53-71). Farnham: Ashgate.

Jóhannesson, G. T. (2005). Tourism Translations: Actor-Network Theory and tourism research. Tourist Studies, 5(2), 133-150. doi:10.1177/1468797605066924.

Jóhannesson, G. T. (2012). To Get Things Done’: A Relational Approach to Entrepreneurship. Scandinavian Journal of Hospitality and Tourism, 12(2), 181-196. doi:10.1080/15022250.2012.695463

Law, J. (1994). Organizing Modernity. Oxford: Blackwell.

Schumpeter, J. A. (1991/1947). The Creative Response in Economic History. In R. V. Clemence (Ed.), Essays: On Entrepreneurs, Innovations, Business Cycles, and the Evolution of Capitalism (2 ed., pp. 221-231). New Brunswick & London: Transaction Publishers.

Van der Duim, R. (2005). Tourismscapes: An actor-network perspective on sustainable tourism development. (PhD. thesis), Wageningen University, Wageningen.

Van der Duim, R., Ren, C., & Jóhannesson, G. T. (2012). Tourismscapes, entrepreneurs and sustainability. In R. Van der Duim, C. Ren, & G. T. Jóhannesson (Eds.), Actor-Network Theory and Tourism: Ordering, materiality and multiplicity (pp. 26-42). London & New York: Routledge.

[1] Schumpeter, 1991/1947.

[2] Schumpeter, 1991/1947: 224.

[3] de Laet and Mol, 2000.

[4] See Law 1994 and van der Duim 2005

[5] de Laet & Mol, 2000; Førde, 2015; Jóhannesson, 2005; 2012.

[6] Jóhannesson, 2005; 2012.

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Digital Transformation in Tourism Manifesto

Encyclopedia

Innovation in Tourism and Hospitality

Miha Bratec, Dejan Križaj, Tadej Rogelja – AIRTH & University of Primorska, Faculty of Tourism Studies – Turistica, Slovenia

Florian Zach – AIRTH & Virgina Tech, USA

HOW TO CITE:

Bratec M., Krizaj D., Rogelja T. & Zach F. (2020). Digital transformation in tourism. In AIRTH Encyclopedia of Innovation in Tourism and Hospitality. Retrieved: <insert-date>, from http://www.airth.global

AIRTH’s take on the state of digital transformation in tourism

Digital transformation has been a buzzword[i] for the last couple of years. Ultimately, it became a heavily discussed topic in tourism academia; so far, with more contrasting views and limited agreement on what it should entail[ii] and how it should be studied[iii]. To take a position in this colourful discourse, AIRTH’s take on the subject matter, created in the summer of 2020 and fueled with our #TourismFromZero initiative insights, regards the state of digital transformation in tourism in the following five points:

1. Acknowledge the nature of the business

Tourism is a rather conservative, hierarchical and traditional work environment, which, in general, only slowly embraces new technologies. While most of the sales and marketing in tourism nowadays happen online, other more operational dimensions of the sector remain traditional in their organisation. Although technology offers solutions leading to less administrative work, thus cutting down the number of employees in hospitality, these solutions are not really embraced and used very often; even less so among the tourism SMEs, which represent the vast majority of European tourism businesses. The owners and managers tend to see the investment in modern ICT solutions rather as a cost than as a way of long-term operational efficiency boosters and consequential labour-cost savings. For example, QR codes have existed for over the past 10 years, yet they came into use only this summer, as a way for restaurants and bars to present their menus. Traditional printed menus were not recommended by many health authorities in light of the COVID-19 pandemic.

2. Understand what is truly happening out there in the tech

The 2020 Digital Transformation Report by Skift and AWS states the following: “New types of software, systems, and digital tools offer new capabilities and advantages, whether connected to marketing, revenue management, e-commerce, operations, sales, or beyond. Companies that rely on outdated systems and technology risk being out-manoeuvred by more agile competitors” and at AIRTH we most certainly agree with this. The implementation of the above-mentioned areas is lagging in the majority of European tourism SMEs. It is also not very probable that the current generation of owners and managers will quickly adopt them. Even more so, the small, niche providers of tourism experiences in rural settings, outside of the main tourist hubs, are not amongst the most digitally capable or motivated.

3. Critically evaluate what is happening at the level of the tourism enterprise

AIRTH sees it as crucial for managers to have a critical understanding of the technologies and their potential contribution to their operation, otherwise, they can get lost in the labyrinth of different solutions available on the market, which often are not compatible with each other. This is often the case in large, independent tourism companies, as different managers and departments within the same company purchase separate IT solutions. This may lead to higher operational costs, while not making the workflow any easier, or more efficient. For this reason, any mid-large tourism company should have a digital transformation manager, who would be capable of supervising the procurement of integrated solutions. Perhaps the policy should also stimulate the creation of such roles with subsidies, or at least subsidise efficient training and consulting in this area for tourism companies. Additional necessary skills in this process include a deep understanding of tourism business, as well as problem-solving skills, as a mere academic or IT consulting approach generally fails to produce proper digital transformation in tourism and hospitality.

When it comes to workers, they must understand the necessity of adopting novel technologies and have to be properly trained to start using it. This is often lacking in the traditional, hierarchically managed tourism enterprises and thus the older employees develop negative attitudes towards the adoption of technological changes. At the same time, the younger generations, who should be empowered to guide such transition, are not even considered and often treated as “too green” to have any responsible role, which is the exact opposite of many start-up companies in the tourism technology, which mostly rely on 20-30somethings being the driving force behind their innovation and development.

4. Implement intra-generational collaboration business models

Based on the above, one of the main opportunities that we at AIRTH see as having a significant potential is to stimulate very focused intermediation: Novel talents (recent graduates and students towards the end of their studies), digitally literate and energetic, could step in, for a decent, non-astronomical fee, and offer their skills to popularise and make these tourism experience providers visible. Such system would need to be stimulated by the policy-making, as it, on the one hand, helps preserve local traditions and artisanal craftsmanship that is interesting for tourism and on the other hand offers the young talents the possibility to apply their skills and creativity in an entrepreneurial way by taking over the sales, promotional and organisational function. At the same time, such activities present an alternative opportunity to earn a living instead of traditional tourism employment, where young talents most likely end up in a non-challenging administrative role, sooner or later becoming redundant due to digital transformation. So basically, a policy that stimulates such sort of tourism intermediation also creates opportunities for intergenerational collaboration and equity, both preconditions for sustainable tourism development and implementation of new business models.

5. Try and fail, but most importantly learn and progress – this is how the tech world works

At AIRTH we do not believe in research that is distanced from practice[iv]. So we tried to contribute to the digital transformation of tourism ourselves and are currently deeply involved in our action research process. What we see by observing the young talents in #LocalsFromZero project, a part of our larger #TourismFromZero initiative, is that these youngsters have the right attitude and capacity to learn by themselves and from online tutorials, and only need strategic guidance. Also, in the moment of crisis, local tourism experience providers are more than open to collaborate with them and give the youth a chance in exchange of a commission, as they see the value in their skills, which they do not possess, nor have the time/interest/capacity to develop soon. They are thus more than happy in sharing their profit with the young graduates in exchange for making them visible and prominent in the digital tourism marketplace.

[i] Tomat, L. & Trkman, P. (2019). Digital Transformation – The Hype and Conceptual Changes. Economic & Business Review 21/3, 351-370.

[ii] Xiang, Z., Fesenmaier, D. R., & Werthner, H. (2020). Knowledge Creation in Information Technology and Tourism: A Critical Reflection and an Outlook for the Future. Journal of Travel Research.

[iii] Cai, W., & McKenna, B. (2020). Knowledge Creation in Information Technology and Tourism Research. Journal of Travel Research.

[iv] O´Brian Rory. (2001). Overview of Action Research Methodology. Retrieved from http://www.web.ca/~robrien/papers/arfinal.html

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Destination renewal

Encyclopedia

Innovation in Tourism and Hospitality

Stephan Reinhold, University of St. Gallen

HOW TO CITE:

Reinhold, S. (2017). Destination renewal. In AIRTH Encyclopedia of Innovation in Tourism and Hospitality. Retrieved: <insert-date>, from http://www.airth.global

Introduction

Most tourist destinations serve not just one type of tourist and tourist experience. Classic destination management approaches have thus conceptualized destinations as an amalgam of all attractions, services and other tourism resources necessary to serve a variety of tourist behavior and experiences[1]: The tourist destination as the single strategic unit to manage and develop.

However, in recent years, this “one size fits all” approach that muddles all aspects of tourist experiences and tourism production together in a single strategic entity (“the destination”) has come under criticism[2]: While planning for and developing the destination as a single entity promises to make best use of available resources by increasing budgets and coordinating efforts, it complicates strategic decision, may hamper innovation efforts, and risk blinding service providers, tourist organizations, and policy actors for the versatility of travel patterns and forms of tourism occurring in a destination[3][4][5]. The struggle of DMOs is testament to those problems[6].

Relevance for tourism

To address this issue, Beritelli, Reinhold, Laesser, and Bieger[7] propose a new approach to destination development and renewal practically tested in dozens of destinations on three different continents. Those authors approach, the St. Gallen Model for Destination Management grounds in a different, more differentiated understanding of how different forms of tourism develop and evolve in destinations. Instead of using standardized destination management structures to delineate destination space, the authors let travelers define destination space. After all, tourists care little about the structures tourism industry defines to produce services and market those to them. They move about freely in and with the mass of other visitors in pursuit of memorable holiday experiences. By means of their presence, they activate specific tourism production networks or service chains that economically benefit from those visitors’ presence[8][9].

Relevance for tourism innovation

In line with those insights, the destination is not a single entity. The destination is a heterogeneous space of flows activated by visitors in a certain space for certain periods of time[10][11]. While this sounds awfully academic, it is actually very practical and opens up a new perspective on innovation, collaboration, and renewal in destinations:

[1] Tourists behavior in space can be observed and managed as visitor flows in space as recently summarized for an industry audience by Beritelli, Crescini, Reinhold, and Schanderl[12]: “In a region, city or county: flows concentrate in particular areas, while other areas are free of or count very few visitors; each flow is characterized by a specific visitor profile, activity set, and sequence; visitors of similar profiles and activities align themselves in repeated flows, constant in space and time. […] We can follow their [visitors’] spatial paths and analyze what visitors do when, where and with whom, how much they spend, etc. This provides a reasonable approximation of travel reality and explains how a destination is shaped from a visitor’s perspective”.

[2] In consequence, the destination is not a single strategic unit but a portfolio of different visitor flows that represent different forms of tourism, each with a unique life cycle and each of interest to different firms basing their business on the presence of specific flows. Innovation and management efforts concentrate on the activities necessary to develop specific flows and join only those actors with a genuine strategic interest in a specific flow[13].

[3] Destination renewal efforts can still draw on cooperation, bundle resources, and benefit multiple actors and forms of tourism in destinations. Beritelli and colleagues[14] suggest that a strategic analysis of problems and challenges across the portfolio of flows in a given destination area can point strategic initiatives that finds support with a broad spectrum of actors and stakeholders. They all benefit because the visitor flows they cater to all have similar issues and benefit from a concerted effort (e.g., a new infrastructure project).

Wrap-up

In sum, the flow-based view of the destination…

…helps tourism actors to appreciate the diversity of different forms of tourism in a destination. The shift of perspective demonstrates practitioners times and again that tourism in “their destination” is much more diverse and complex than they had anticipated.

…devises projects and tasks based on tourists’ and visitors’ actual behavior in space. It is thus demand-driven and more realistic than classical models of destination management and marketing.

…manages the economic prospect of destinations as a portfolio of flows with unique lifecycles. This helps identify risks (e.g., dependence of a large number of firms on a mature visitor flow, which is likely to vanish without renewal) and opportunities (e.g., nascent tourist behavior worthwhile developing into significant flows).

…and concerts innovation efforts among actors that have a common interest in establishing new flows or renewing existing ones. Hence, not all stakeholders need to agree and collaborate at once. Those with a common agenda work on strategic projects as it is meaningful for their business and visitor flows.

[1] Buhalis, D., Marketing the competitive destination of the future. Tourism management, 2000. 21(1): p. 97-116.

[2] Beritelli, P., et al., The St. Gallen Model for Destination Management. 1 ed. 2015, St. Gallen: IMP-HSG.

[3] Beritelli, P. and S. Reinhold, Explaining decisions for change in tourist destinations: The garbage can model in action, in Managing Change in Tourism: Creating Opportunities-Overcoming Obstacles, P. Keller and T. Bieger, Editors. 2010, ESV: Berlin. p. 137-152.

[4] Beritelli, P. and S. Reinhold, Herausforderungen heutiger Destination Management Organisationen und der neue Weg mithilfe des St. Galler Modell für Destinationsmanagement, in Zukunftsgestaltung im alpinen Tourismus: Schweizer Jahrbuch für Tourismus 2013/2014, T. Bieger, P. Beritelli, and C. Laesser, Editors. 2014, ESV: Berlin. p. 115-134.

[5] Reinhold, S., C. Laesser, and P. Beritelli, 2014 St. Gallen Consensus on destination management. Journal of Destination Marketing & Management, 2015. 4(2): p. 137-142.

[6] Pike, S. Destination Marketing Organizations–Research opportunities in an era of uncertainty. in Book of Abstracts-6th International Conference on Tourism. 2016. International Association for Tourism Policy (IATOUR).

[7] Beritelli, P., et al., The St. Gallen Model for Destination Management. 1 ed. 2015, St. Gallen: IMP-HSG.

[8] Reinhold, S., C. Laesser, and P. Beritelli, 2014 St. Gallen Consensus on destination management. Journal of Destination Marketing & Management, 2015. 4(2): p. 137-142.

[9] Laesser, C. and P. Beritelli, St. Gallen Consensus on Destination Management. Journal of Destination Marketing & Management, 2013. 2(1): p. 46-49.

[10] Beritelli, P., et al., The St. Gallen Model for Destination Management. 1 ed. 2015, St. Gallen: IMP-HSG.

[11] Beritelli, P., T. Bieger, and C. Laesser, The New Frontiers of Destination Management Applying Variable Geometry as a Function-Based Approach. Journal of Travel Research, 2014. 53(4): p. 403-417.

[12] Beritelli, P., et al., The Visitor Flow Approach: How flow-based destination management blends theory and method for practical impact, M. Kozak, Editor. in press, Springer.

[13] Beritelli, P., et al., The St. Gallen Model for Destination Management. 1 ed. 2015, St. Gallen: IMP-HSG.

[14] Beritelli, P., et al., The St. Gallen Model for Destination Management. 1 ed. 2015, St. Gallen: IMP-HSG.

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Using Professional/Amateur Videos in Innovation Marketing Strategies

Encyclopedia

Innovation in Tourism and Hospitality

Jesse Mikkola, 2016/20 student at Tampere University

HOW TO CITE:

Mikkola, J. (2020). Using Professional/Amateur Videos in Innovation Marketing Strategies. In AIRTH Encyclopedia of Innovation in Tourism and Hospitality. Retrieved: <insert-date>, from http://www.airth.global

Introduction

Destination management organizations have to adapt to the changing power dynamics of information flow, or otherwise they are in risk not being in control of their brand image. In the past, online and offline marketing communication has been direct from companies to consumers. With social media, destination managers need to address their brand image as user generated content has created an information overload that is harder and harder to control by DMOs and is evermore increasingly important for the tourist’s decision-making process[1].

Information flow and user generated content is near impossible to control, but it can be steered to ones favour with content marketing. In related to travel, content is being consumed more than six billion hours in YouTube by one billion people every month. Nearly 40% of all the travel video views are about the destinations and attractions, and in 2014 the growth of travel related content rose 118% per year[2]. In terms of content creating source, corporations and businesses are seen less trustworthy than fellow people. [1] [2] [3]

Stories from tourists, blogs or videos, are seen more sincere which makes the destination selection more favourable towards products that include user generated content (UGC)[3]. In promotion, UGC has more credibility than professionally promoted content. However, content viewers can’t differ whether the content is from a user or a company, but if the video is clearly from a user, the attitude is deemed favourable to the brand itself. User content helps the consumer to validate their decision making, potential buyers want reviews from their peers as they are looking for a neutral and unbiased opinion[4].

Relevance for innovation

People who watch videos want clarity. To have their expectations met when consuming video content, essential points made in titles and intros need to be delivered – otherwise audience confusion can lead to low interest level of the brand appearances[4] [5] [6] [5]. When presenting new innovations the creators need to understand that the audience needs to be educated about its use, otherwise consumers may not understand its relevance or how it will solve their problems. Video promotion is a great way to offer new information with credible sources that people desire to see[6]. However, if the content isn’t clear on its message and doesn’t deliver a satisfying content after promised interests, it will lose audience easily.

A commercial video is a risk for its viewer, because not all people have easy relationships towards marketers and companies. Taking the moment to watch marketed content has to appeal to the viewer instantly as they otherwise would feel that their time is wasted by another ad. If companies get passed this threshold of consumer expectations, the video can be a success and can create a beneficial trust between creator and viewer[7]. Videos stimulate our memories better than written content and help with brand remembrance and make logos or businesses more recognizable. Nearly 80% of customers remember a video they have watched in the last month, which is especially great for marketing[8]. Consumers tend to focus on sources of information that they trust, like and know. Building trust base with customers and users is what brings customers back for more[9].

Relevance for tourism

Successful content marketing is tailored for each business, brand and product specifically. It can make the brand more relevant to the provided content. Good content has a defined audience and a good strategic plan to make the content appeal to the desired target segment[10] Most popular type of content viewed in YouTube are travel vlogs. The charm in vlogs is that they take the viewer straight to the destination without the corporate filter which appeals to people.

Travel vlogs receive four times more social interactions in form of likes, comments, shares, subscriptions, and favorites than other types of travel videos in YouTube, for example 48% of all subscriptions related to travel go to vlogs[11]. From all social media sites, YouTube is the most preferred platform for video consuming, which should be addressed when making video content. Entertainment is the most valued factor for viewers. Even though smartphones are used a lot in viewing content, business related videos are still watched mostly on computer web-browsers[12]. It is important to understand the audience and not trying to offer too much for everyone but keep the focus on the target segment and deliver them a specific message.

On average, people spend 40 minutes a day to browse travel related content, which should be addressed when deciding on the length of the video. This means that produced videos need to be designed for each social platform separately, shorter videos in social media and longer ones in YouTube [13]. Video marketing needs to be unique, addressing potential tourists on personal level. People want authenticity and good stories with facts. Fictional stories about the destinations have to be based on reality and have credible sources, and they have to offer contrast to the consumers daily lives[14]. Even in times of pandemic when travelling has reduced to almost fraction of what it once was, people still consume travel videos and do not stop dreaming about their next destination[15][7]

Research sample

For this AIRTH Encyclopedia chapter, I am adding my study of videos related to Slovenian tourism products. The purpose was to separate the factors that are trending in the videos and to see what affects to popularities of tourism videos and what tools are mostly used in creating content. The study used mainly qualitative methods on roughly 40 videos divided into professionally made content and amateur content.

The study found out that technical skills and performances are not necessary, but help a lot, in creating successful content. Visual gimmicks help the video material to stand out from the mass of all content available. However, video content needs to offer entertainment, information and hooks to keep the audience captivated. Creating videos today isn’t expensive, but the amount of small and medium sized enterprises in Slovenia using video content in promotion is still an anomaly than a norm, even when the risks involved are small. Using UGC would also lower the cost of making videos. Many tourists create videos that include businesses, such as restaurants, activities and lodgings, which is in the end, free publicity. Using them in social media for your advantage makes businesses relate more friendly and less corporate.

Smaller businesses or starting businesses have to start from zero awareness and content creators can be a huge boost in marketing. After the initial honeymoon/novelty/innovation phase runs out, destinations need to fight for the visitors to make sure that they come back. Videos and UGC are excellent way of keeping sure that there are people interested and showing that destinations still matter after the initial boom (or after the crisis, similar to Covid-19). However, innovative and authentic tourism products are the most important factors, but videos about them can help create awareness and interest to see them personally. The full research can be found here[16].

[1] Akehurst, G. 2009. User generated content: the use of blogs for tourism organisations and tourism consumers. Service Business. https://doi.org/10.1007/s11628-008-0054-2

[2] Crowel, H., Gribben, H, & Loo, J. 2014. Travel content takes off on YouTube. Accessed in 25.3.2020. https://www.thinkwithgoogle.com/consumer-insights/travel-content-takes-off-on-youtube/?fbclid=IwAR2Lj2_u1kSFMqJJV_qeJ77SR3pzj6bxWyaVS5-yIH9CbHuIz8b66ZFhlnE

[3] Akehurst, G. 2009. User generated content: the use of blogs for tourism organisations and tourism consumers. Service Business. https://doi.org/10.1007/s11628-008-0054-2

[4] Diwanji V. & Cortese J. 2020. Contrasting user generated videos versus brand generated videos in ecommerce, Journal of Retailing and Consumer Services. Volume 54. https://www.sciencedirect.com/science/article/pii/S096969891930863X

[5] Reinikainen, H., Ainasoja, M., Rytövuori, S., Uusitalo, N., Vulli, E., Lievonen, M., Luoma-Aho, V., Aldea-Löppönen, A. & Cederberg, S. 2018. Ten Facts About Content Marketing. Jyväskylä: Jyväskylän yliopiston kauppakorkeakoulu.

[6] Wesley D., Barczak G. 2012. Innovation and Marketing in the Video Game Industry. Gower Publishing.

[7] Reinikainen, H., Ainasoja, M., Rytövuori, S., Uusitalo, N., Vulli, E., Lievonen, M., Luoma-Aho, V., Aldea-Löppönen, A. & Cederberg, S. 2018. Ten Facts About Content Marketing. Jyväskylä: Jyväskylän yliopiston kauppakorkeakoulu.

[8] Lage, M.V.G. 2017 What is the Real Value of Video Content in Digital Marketing? Accessed in 14.4.2020 https://go.yumyumvideos.com/blog/what-is-the- real-value-of-video-content-in-digital-marketing

[9] Barry, J. M. 2015. Social content marketing for entrepreneurs (1st ed.). New York, New York: Business Expert Press: p 21

[10] Linn, M. 2017. How to Explain Content Marketing to Anyone. Accessed 11.1.2020 https://contentmarketinginstitute.com/2018/09/explain-content-marketing-anyone/

[11] Crowel, H., Gribben, H, & Loo, J. 2014. Travel content takes off on YouTube. Accessed in 25.3.2020. https://www.thinkwithgoogle.com/consumer-in-sights/travel-content-takes-off-on- youtube/?fbclid=IwAR2Lj2_u1kSFMqJJV_qeJ77SR3pzj6bxWyaVS5- yIH9CbHuIz8b66ZFhlnE

[12] Kolowich, L. 2020. 16 Video Marketing Statistics to Inform Your 2020 Strategy. Accesed 27.1.2020 https://blog.hubspot.com/marketing/video-marketing-statistics

[13] Mowat, J. 2017. Why travel brands win with a video first marketing strategy. Accessed in 11.2.2020. https://www.hurricanemedia.co.uk/blog/news/travel- brands-lead-video-first-marketing-strategy/

[14] Tarssanen, S. 2009. Elämystuottajan käsikirja. Rovaniemi: Oy Sevenprint Ltd: p 10 – 14.

[15] Schaal D. Facebook Users Still Dream of Getaways: Here’s the List … – Skift. Retrieved July 15, 2020, from https://skift.com/2020/07/10/facebook-users-still-dream-of-getaways-heres-the-list-of-travels-most-popular-videos-in-june/

[16] Mikkola, J. (2020). Video promotion and content in tourism: content analysis of videos in Slovenian tourism. https://www.theseus.fi/handle/10024/339495

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Why do we need prototypes in tourism?

Encyclopedia

Innovation in Tourism and Hospitality

Simple said – we need prototypes as they represent the preliminary step before the minimum viable product (MVP), which is part of every Lean Startup approach.

For more detail, you can check the following two sources. First, what is a MVP?

“A minimum viable product (MVP) is a concept from Lean Startup that stresses the impact of learning in new product development. Eric Ries, defined an MVP as that version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort. This validated learning comes in the form of whether your customers will actually purchase your product.

A key premise behind the idea of MVP is that you produce an actual product (which may be no more than a landing page, or a service with an appearance of automation, but which is fully manual behind the scenes) that you can offer to customers and observe their actual behavior with the product or service. Seeing what people actually do with respect to a product is much more reliable than asking people what they would do.” – https://www.agilealliance.org/glossary/mvp/

And second, what is the difference between a prototype and a minimum viable product (MVP)? According to Peter Baskerville:

“While both product development approaches are designed to validate hypothesises (guesses), as a rule, prototypes will be developed before a minimum viable product (MVP). This is because a business should first establish its proof of concept via a business case/model before releasing a product solution into the market. A prototype is usually a better way to test the proof of concept and market need because it is quick to produce, flexible to adjust and is cheap to produce.

Building on the findings from the prototype and now armed with a sound business case/model, sufficient funding and with much reduced risks, a MVP will then be developed and sold to a sizeable group of early-adopting customers as the minimal first version of the ultimate product solution. Here is my view of the difference between a prototype and a Minimal Viable Product (MVP).” See the table below. – https://www.quora.com/What-is-the-difference-between-a-prototype-and-a-minimum-viable-product-MVP?share=39dde2d8&srid=TdiG

Table source: https://www.quora.com/What-is-the-difference-between-a-prototype-and-a-minimum-viable-product-MVP?share=39dde2d8&srid=TdiG

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Management of common risks in tourism innovation

Encyclopedia

Innovation in Tourism and Hospitality

Isabel Rodriguez and Allan Williams, University of Surrey

HOW TO CITE:

Rodriguez, I. & Williams, A. (2018). Management of common risks in tourism innovation. In AIRTH Encyclopedia of Innovation in Tourism and Hospitality. Retrieved: <insert-date>, from http://www.airth.global

Failing to succeed with an innovative entrepreneurial venture is a painful but valuable learning opportunity, as shown in AIRTH encyclopedia chapter “Learning from innovation failure in tourism“. The aim of yet another video of the INNOVATE EU research project is to review some of the key lessons reported by real-life entrepreneurs participating in the research who failed to succeed. Some might seem obvious but they are real-life examples which illustrate how easy it is to overlook them in practice. With the video, the researchers aim to translate the research findings into a language and format that can reach potential entrepreneurs to remind them about the importance of a proactive and active management of common potential risks. The video also brings teaching opportunities to academics lecturing entrepreneurship and innovation in tourism in order to attract their students’ interest and shape their future careers as potential entrepreneurs.

https://doi.org/10.5281/zenodo.1308607

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Learning from innovation failure in tourism

Encyclopedia

Innovation in Tourism and Hospitality

Isabel Rodriguez and Allan Williams, University of Surrey

HOW TO CITE:

Rodriguez, I. & Williams, A. (2018). Learning from innovation failure in tourism. In AIRTH Encyclopedia of Innovation in Tourism and Hospitality. Retrieved: <insert-date>, from http://www.airth.global

Innovation is a highly complex and uncertain process which explains the high failure rates. In fact, when facing innovation all actors (both private and public) operate under conditions of uncertainty during the whole process. Success or failure will largely depend on the entrepreneurs’ capacity to manage risks but also will depend on external factors in the product market or the financial market where policymakers can play a key role. While uncertainty pervades the whole journey of all actors, entrepreneurs specifically face different types of risks: operational, financial, personal, market-related, etc. Governments can influence the balance to help minimize the risks. Critical factors are: financial (persistent financial underperformance and impossibility to secure private investment), customer-related factors (lack of market credibility and trust, lack of understanding of the value proposal, insufficient funding for innovation diffusion, etc.) and insufficient knowledge (of the tourism sector or innovation/managerial key skills).

Some of the mentioned issues have been summarized in a video format to reach a wider audience of practitioners and policymakers. The aim of the video: “Learning from innovation failure in tourism – five most common pitfalls”, is to highlight in an accessible and humorous way the most common critical mistakes and factors reported by real-life entrepreneurs, mistakes either leading to failure or making the process more difficult.

https://doi.org/10.5281/zenodo.1306251

The video has been produced during the 2-year project INNOVATE (funded by EU Horizon 2020 Marie Skłodowska-Curie actions) which aims to deepen understanding of the different stages of the innovation journey followed by entrepreneurs in tourism to the design of more effective innovation policies. The project was conducted by Dr. Isabel Rodriguez and Prof. Allan Williams, which included an analysis of the innovation pathways of 70 entrepreneurs (some of them unsuccessful). Through in-depth interviews, the research has highlighted multiple types of risks that entrepreneurs could not overcome, and critical events and factors at different stages.

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Lean Startup’s role in corporate open innovation (video)

Encyclopedia

Innovation in Tourism and Hospitality

The rapid technological changes require the corporations not to rely solely on their R&D departments but also on 3rd parties – startups, academy and other corporations.

How this issue is addressed in Israel and in relation to tourism was presented at ENTER2019 by Itai Green, the founder and CEO of Innovate Israel.

Itai is one of the dominant leaders of Israel’s corporate open innovation. Itai is recognised as a leading player in Israel’s startup ecosystem and is at the forefront of launching its growth at a rapid pace. Itai leads innovation processes by connecting global corporations with the Israeli startup community to create advanced technological solutions; focusing on IT, consumer products, pharma, finance, travel, e-commerce, retail, banking, insurance, energy, construction tech and IoT.

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The Lean Startup method

Encyclopedia

Innovation in Tourism and Hospitality

It looks like nobody needs the explanation of the Lean Startup method in 2018 anymore. But here it is to be sure that everybody in tourism business understands it too. According to the entrepreneur, blogger, and author of The Lean Startup, Eric Ries:

“The Lean Startup provides a scientific approach to creating and managing startups and get a desired product to customers’ hands faster. The Lean Startup method teaches you how to drive a startup-how to steer, when to turn, and when to persevere-and grow a business with maximum acceleration. It is a principled approach to new product development.

Too many startups begin with an idea for a product that they think people want. They then spend months, sometimes years, perfecting that product without ever showing the product, even in a very rudimentary form, to the prospective customer. When they fail to reach broad uptake from customers, it is often because they never spoke to prospective customers and determined whether or not the product was interesting. When customers ultimately communicate, through their indifference, that they don’t care about the idea, the startup fails.” – http://theleanstartup.com/principles

And why the lean start-up changes so many things?

“While some adherents claim that the lean process can make individual start-ups more successful, I believe that claim is too grandiose. Success is predicated on too many factors for one methodology to guarantee that any single start-up will be a winner. But on the basis of what I’ve seen at hundreds of start-ups, at programs that teach lean principles, and at established companies that practice them, I can make a more important claim: Using lean methods across a portfolio of start-ups will result in fewer failures than using traditional methods.

A lower start-up failure rate could have profound economic consequences. Today the forces of disruption, globalization, and regulation are buffeting the economies of every country. Established industries are rapidly shedding jobs, many of which will never return. Employment growth in the 21st century will have to come from new ventures, so we all have a vested interest in fostering an environment that helps them succeed, grow, and hire more workers. The creation of an innovation economy that’s driven by the rapid expansion of start-ups has never been more imperative.” – https://hbr.org/2013/05/why-the-lean-start-up-changes-everything

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