THE ABC FOR CREATING

SUCCESSFUL TOURISM CLUSTERS

KEYNOTE SPEECH

SEMINAR ON DEVELOPING EFFECTIVE TOURISM CLUSTERS

BAKU, AZERBAIJAN 3 APRIL 2014

Carlos Romero Dexeus

Director, R&D and Innovation,
SEGITTUR
Carlos.romero@segittur.es
@carlosromerodex

Index
THE ABC FOR CREATING SUCESSFUL TOURISM CLUSTERS

1. A little of history
2. What a cluster is?
3. Boosting competitiveness
4. Public policies
5. Recommendations
6. Some Case studies

1. A little of history
Economic sector concentrations
locations. [Marshall, 1890]

in

specific

geographic

Growth poles benefiting from economic externalities.

[Perroux, 1950]
Industrial district as business integrated in a local
environment. [Becattini, 1987]
A group of interconnected and complementary business and
institutions in a concrete field. [Porter, 1998]
Interdependent business networks, including specialized
providers, under the same value-chain. [Reland and Den
Hertog, 1999]

2. What a cluster is?

Clusters are geographic concentrations of interconnected
companies, specialized suppliers, service providers, firms in
related industries, and associated institutions that can cooperate
and compete in particular fields. [Porter, 1998]

Clusters embrace much more than a traditional supply chain or

an industry; they also includes academic institutions providing
training, research and consulting services.

There are also governmental agencies influencing cluster

activities (e.g. DMOs) and non-governmental organizations (e.g.
industry associations) providing important services (e.g. lobbying
and networking)

2. What a cluster is?

A cluster is a group of private companies and public institutions
sharing local resources, using and promoting the adoption of
similar technologies, and forming linkages and alliances.
The most successful clusters are not only characterized by
strong linkages between firms, but also between the private
sector firms and the mainly public-sector providers of important
local sources of competitive advantage - schools, universities,
research centers, venture capitalists and regulators.
Global competition and local cooperation: Compete globally. The
capacity of a cluster to compete successfully at a global scale
depends on the assets and resources available at a local level.

2. What a cluster is?

What are the empirical characteristics of a tourism cluster:

Collaborating and competing (tourism destinations or

tourism industries).

Geographically concentrated in one or several regions,

even though the cluster may have global extensions.

Specialised in a particular field, linked by common

technologies and skills.

They can be tourism product-based, regional-based,

technology-based or a combination of them.

Clusters can be either institutionalised (they have a

proper cluster manager) or non-institutionalised.

2. What a cluster is?

3. Boosting competitiveness
Clusters activities contribute to improvement of the competitive
position of a destination (a region or a city) by:
I.

Increasing productivity of participating tourism

firms and/or tourism industries;

II.

Enhancing their capacity for innovation and this

way sustaining productivity growth;

III. Mobilizing new tourism business

innovation and cluster expansion.

formation,

For the all above reasons, cluster policies are particularly

important for the tourism less advanced countries and regions to
catch up with the leaders.

3. Boosting competitiveness
Improved productivity within clusters is taking place in the
following ways:

By providing high quality, reliable and low-cost inputs

(buy local).

By easy, trustful and relatively cheap access to

information (proximity, face-to-face communication).

By facilitating complementarities between activities of

cluster members (e.g. driving up the quality standards,
sharing educational resources, marketing capacities).

By providing access to public goods (e.g. the health

system, trained labor).

4. Boosting competitiveness
Improved innovation within clusters is taking place in the
following ways:

By getting more frequent and clearer information on the

buyers needs along the whole tourism value chain.

By identifying new technological, operating and delivery

opportunities.

By direct observation of other firms (copy & paste).

By proceeding faster with innovations due to the

proximity of potential suppliers and even their
involvement in the innovation process.

4. Boosting competitiveness
Finally, tourism clusters contribute significantly to new business
formation:

By providing encouraging
business opportunities.

By offering lower than in anywhere barriers to entry

(and exit) with needed assets, skills and inputs in the
cluster location.

By providing environments rich in social capital that

lower transaction costs and risk premiums on capital.

information

about new

5. Public policies
What is the role of government, and NTOs in facilitating cluster
development?

Securing macroeconomic and political stability (stable

policies, effective and transparent institutions).

Improving microeconomic capacities for development

(education, infrastructure).

Establishing sustainable rules and incentives for

competition (competition and tax policies, fair and
effective legal system).

Developing and implementing a long-term action

program to mobilize all cluster participants to
systematically upgrade their capacities.

5. Public policies
Economic
performance

Mature clusters

Germinating or budding clusters

Cluster initiative
Potential clusters
time
A.P.Cornett

6. Recommendations
Some general remarks:
To compete globally, cluster locally.
Many tourism destinations must reconsider their value
proposition taking into account the cluster factor. it means its
companies developing more advanced and diverse tourism
products in partnership with other cluster actors.
The real competitive advantage for many destinations lies
outside the tourism company, residing instead in the increasingly
complex local economies of which they are a part.

Greater diversity of actors at a destination provides greater

opportunities for knowledge spillovers, cross pollination of ideas,
and a broader economic base from which to draw competitive
advantage.

6. Recommendations
Core issues to deal with in a proactive tourism cluster development
strategy are:
1. Investigation and mapping of regional resources and
potentials, i.e large tourism companies or business associations
as potential anchors for economic development, Public sector
agencies and universities and knowledge institutions.
2. To design your own and specific tourism cluster development
plan focused on your priorities as tourism administration.
3. To identify the most promising clusters in a specific context
according to its development potential.
4. To create a micro-finance facility specifically designed for
tourism clusters

6. Recommendations
Core issues to deal with in a proactive tourism cluster development
strategy are:
5. To create a stimulus policy through a micro-finance facility.
6. To start a dialogue between NTOs, Research and Development
institutions, Innovation Agencies and Universities.

7. Partner on going innovation strategy priorities.

8. Marketing and promotion of the new tourism cluster
development strategy.
9. To create an Inter-institutional platform for tourism cluster
promotions all together with the Ministry responsible for
Innovation policies and Industry promotion.

6. Recommendations
Core issues to deal with in a proactive tourism cluster development
strategy are:
9. To get familiar with similar initiatives in the field of tourism
clustering launched in other countries.
10. To promote interaction with other complementary strategies,
i.e. Smart Destinations or Regional Smart Specialization.

11. To establish metrics and a mechanism for monitoring and

evaluating the results of the strategy.

7. Some case studies

7. Some case studies

The Spanish National Cluster Strategy was launched in February
2007 (1st Call for Strategic Plans Definition).

Strategic lines supporting cluster development:

LINE 1: Elaboration and support of Strategic Plans

LINE 2: Structures support: Coordination and management
LINE 3: R&D+i projects preparation activities and R&D+i
infrastructure support.

LINE 4: Cooperative R&D+i projects development

7. Some case studies

The Spanish National Cluster Strategy

GEOGRAPHICAL SCOPE
TRAINING
CENTERS

BUSINESS

UNIVERSITIES

SMEs

SMEs

BIG COMPANY

SMEs

SMEs

RESEARCH
CENTERS

OTHER TERRITORIES (1)

OTHER TERRITORIES (...n)

7. Some case studies

The Spanish National Cluster Strategy
In 2008 the Cluster Programme established an Excellence
Registry for those clusters initiatives with Strategic Plans
evaluated by the Ministry as excelents.
Some metrics of the programme:

40 million euros of aproved proposals

23.5 Million euros financed
165 clusters have been created
3,934 number of business involved
529 Other agents (Universities, Research Centers,...)
700.000 direct jobs
The financial support given to clusters had a significant
impact raising private investment (3 times higher)

7. Some case studies

LINE 1: Elaboration and support of Strategic Plans (258

projects, 13 million euros).
LINE 2: Structures support: Coordination and management,
(258 projects, 13 million euros).
LINE 3: R&D+i projects preparation activities and R&D+i
infrastructure support, (117 projects, 9 million euros).
LINE 4: Cooperative R&D+i projects development, (134, 3
million euros).

7. Some case studies

Some lessons learned Spanish National Tourism
cluster chapter:
Private initiative is the main driver for the launch of a
Spanish tourism cluster.
The need to increase competitiveness through knowledge
and innovation is the main reason to cluster.
The majority of the funding comes from contributions of its
members.
The clusters are build up from SMEs (70%).

Cluster policy has extended the bottom up-top-down

approach as a participatory element in the definition of
objectives and action plans.

ESTACIONES NUTICAS
We are a cluster of tourism destinations
along the Spanish coasts, specializing in

nautical tourism and water sports.

Estaciones Nuticas offer ACTIVE

HOLIDAYS BY THE SEA, ON THE
SEA, UNDER THE SEA..
For all ages and levels of
experience

National coverage
A total of 30
Estaciones
Nuticas
along the
coasts of the
peninsula,
the Balearic
and the
Canary
Islands ,
covering 45
municipalitie
s

Fornells
Ciutadella
Ma
Santa Eulalia

Lanzarote Norte
Lanzarote Sur

Mogan

A variety of great settings for nautical sports

Mediterranean coast &
Atlantic coasts.
Sandy beaches, small
creeks, rugged shores,
estuaries, marine
parks..
From shallow waters
for beginners to big
waves for fanatics in
search of emotions.
Good weather
conditions all year
round.

Diversity of nautical & water sports

sailing, scuba
diving, charter,
windsurfing, kite
surfing,
kayaking,
snorkeling,
fishing.
Courses,
rental,
guided
tours,
equipment
.

From small
operators to
world class
specialists

All tourism services to put together great

holidays
Estaciones Nuticas give you access to
1.600 tourism companies.
More options, more choice, more fun, more
business ..

Nautical sports

Accommodation

Other activities

650

140

Shops and restaurants

& water sports

360

450

The logo Estacin Nutica is our sign of

identity

Each Estacin
Nutica has its
logo

The Spanish
association
groups all
Estaciones
Nuticas

AEEN: the Spanish Association of

Estaciones Nuticas

We are the
product club of
Nautical
Tourism
of Turespaa

OUR MISSION
Make nautical and water
sports available to the
market through:
Fostering cooperation
among the suppliers
of nautical tourism.
Conducting
promotional activities.

AEEN: the Spanish Association of

Estaciones Nuticas
Owns and manages the brand Estacin Nutica.
Defines quality standards for the network.
Conducts quality audits to accept new members
and supervises the compliance of standards.
Promotes product development.
Coordinates a plan for joint promotion: national
and international.

AEEN: the Spanish Association of

Estaciones Nuticas
Quality standards set specifications
for all types of associated companies
in 5 areas:

Customer care
Operations
Safety
Maintenance of equipments
Management

The brand Estaciones Nuticas

guarantees that associated operators
of water sports offer:
Professionalism
Compliance with legal requirements
Insurance coverage

How is organised an Estacin Nutica

Each Estacin Nutica:
Groups nautical/water
sports operators and
other tourism companies
such as hotels,
restaurants, activities,
shops .
Has legal status as an
association
Has a manager
Has a public information
point at the destination
Is a member of AEEN

How is organised an Estacin Nutica

The manager of the Estacin Nutica:

Supports the associated companies.
Coordinates with local authorities and
stackeholders and with AEEN.
Conducts promotional activities.
Is the contact point for the trade and other
tourism professionals interested in promoting
and commercialising the Estacin Nutica.

An overview of the activities of AEEN

Brand recognition
Product development
Website
Joint promotion campaigns:
International market
Domestic market

Brand recognition

Each associated company

receives a Diploma issued by
AEEN and a poster with the key
engagements.

Brand recognition

AEEN produces flags and

displays to be used at the
information point and key
locations at each
destination.

Product development
We are working on new
products targeting specific
segments.
Blue Weeks for school groups
and students.
Incentives and activities for
corporate groups.
Water Sports Events

Each Estacin Nutica

develops its own products
under shared guidelines.
AEEN will conduct joint
promotion.

Product development
Innovating in facilities on the beach

Website of Estaciones Nuticas

Since 2007
www.seaspain.info

In 2010, launching a
new version.
Information about all
Estaciones Nuticas
and associated
companies.
Search by
destinations and
activities.
Online booking.

Joint promotion

International:
a joint effort with
Turespaa

Domestic market:
in cooperation with 8
regional authorities in
Spain (Comunidades
Autnomas)

Online/ Offline

International promotion

Dedicated pages at spain.info

International promotion

Product guides in several languages

International promotion

Presentations to
the trade
Direct marketing
Online: banners,
landing pages,
microsites

International promotion

Press trips
Fam trips

Promotional activities in Spain

Trade shows: FITUR and other

Promotional activities in Spain

Spanish version of the website:

www.disfrutaelmar.es

Promotional activities in Spain

Printed media
Advertising in specialised
magazines
Advertorials
Press trips

Promotional activities in Spain

Fiesta del Mar
Open doors days at the
Estaciones Nuticas.
Launched in 2010
National coverage.
AEEN developed the
concept and conducts joint
promotion.
Each Estacin Nutica
decides its own program of
activities.

Promotional activities in Spain

Radio and
TV

Working with Estaciones Nuticas means.

A diversity of destinations and services to choose from
Alternatives to the traditional sun & beach holidays
A variety of nautical sports & other leisure activities
Accommodation, restaurants, shops

Quality standards
Contact points for the trade
Centralised information service
A partner to carry out promotional activities

Discover a different approach to

enjoying the sea in Spain with
Estaciones Nuticas !!!

Contact details

Rafael Moreno
Gerente

gerente@estacionesnauticas.info
www.estacionesnauticas.info
www.disfrutaelmar.com

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