Abstract
This study sought to develop a conceptual model of innovative tourism product development, because the existing models tend to provide an incomplete framework for these products’ development. The models presented to date focus on either the resources needed, the tourism experiences to be provided, or development processes. These models also tend to see the overall process as linear. The proposed model gives particular importance to the development process’s design, as well as stressing a dynamic, nonlinear approach. Based on the new services or products’ concept, project managers identify tourism destinations’ core resources, select the stakeholders, and design transformative tourism experiences. This framework can be applied to innovative tourism products or re-evaluations of existing products in order to maintain tourism destinations’ competitiveness. Thus, the model is applicable to both destination management companies and the private tourism sector.
Highlights
Competition among tourism destinations has increased substantially, intensified by changes in tourism demand, major markets’ saturation, and the emergence of new information and communication technologies [1,2]
Some authors [13,101] highlight the importance of involving different stakeholders in all phases of new product development
This perspective is not commonly found in the literature on new product or service creation or in models that have served as a reference point for innovative tourism product development (e.g., Scheuing and Johnson’s [26] model)
Summary
Competition among tourism destinations has increased substantially, intensified by changes in tourism demand, major markets’ saturation, and the emergence of new information and communication technologies [1,2]. While researchers explicitly acknowledge the need to innovate—in particular through new tourism product development— far, models for this type of development are surprisingly quite scarce [3]. Contrary to the industrial sector, in which the process of developing new products has been intensively studied [5,6], research in the services sector is much scarcer [7]. Researchers have confirmed that substantial differences exist between physical products and services, which are necessarily reflected in the way new service development has to be conducted. Menor et al [9] argue that this lack of systematic research stems from how new services are thought to appear spontaneously as a result of intuition, flair or luck rather than being the result of properly organised development processes. The absence of structured procedures, weaknesses in preparatory work and the lack of customer involvement throughout these processes may explain
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