Innovation | Strategy | Brand | All
Innovation network for destinations (DMMA)
DMMA Association
19 tourist regions covering approximately a quarter of the overnight stays in Austria by tourists seeking leisure and recreation work together on those innovations and competences which gain them competitive advantage.
Innovation strategy
Management model
Business leadership
Federal Ministry’s Innovation and Impulse / Incentive Program
Future concept for the Saalfelden Jazz Festival
Saalfelden - Leogang Tourist Association, Centre for Contemporary Music, Nexus Saalfelden
Future strategy for the Jazz Festival as a community event with positive vibes! effects for tourism in the town of Saalfelden
Development strategy
Implementation Planning
SaaS CRM (Customer Relationship Management) Distribution System for destinations
DMMA Association
Exploiting the potential customer base for destinations via a networked CRM distribution database with interfaces to all relevant systems
Process Design
Contracting and Project Management
Supervised Implementation
Content Management for destinations
DMMA Association
Innovation Lab Content Management
Content Management Strategy
Content Management Process and Infrastructure
Strategic Storytelling
Content Production and Distribution
Transformale Festival for contemporary art in Carinthia
Carinthian Tourist Board
Contemporary art festival incorporating the local, independent, art scene, in order to promote cultural openness, through an identity discourse focussing on enjoying art, providing cultural/cultured entertainment for the local population (of the state of Carinthia) as well as stimulating guests with cultural interests to travel.
Product Concept
Contemporary Arts Network Concept
Implementation of the project management
Cooperative Venture “Enjoy Camping in Carinthia"
ARGE Enjoy Camping in Carinthia
Creating and centrally marketing camping vacations as nature - active - holidays for “discoverers” with support services
Project Submission
Product Concept
Marketing Concept
Supervision of the implementation of the project management
Winner in the Federal Ministry’s 2014 Project Call for the Innovation million
Distinction Award in the 2016 ADAC Award
Corporate Strategy Austrian Tourism Board 2020+
Austrian Tourism Board
Transformation-Strategy for the Austrian Tourism Board as aSystem-Intermediär
Defining the Business
Systems Approach
Design Innovation
The “holiday by the lake” strategy for the future
Carinthian Lake Districts
Strategy for re-positioning the “holiday by the lake” as the new nature - active holiday on the south side of the Alps, a far cry from traditional bathing holiday with a special focus on building up the low seasons/shoulder months, refining the business segment strategy for the whole of the Federal State of Carinthia
Contract(ing) and Project ManagementProduct Development
Marketing and Distribution
Strategic Controlling
Implementation and Supervision
Destination Management and Marketing Strategies
Bregenzerwald, Most-viertel, Weinviertel, Bad Kleinkirchheim, Region Hohe Tauern, Millstätter See, Wiener Alpen, Bodensee-Vorarlberg, Neusiedler See, Allgäu, Kleinwalsertal
Destinations as economic tourism areas exist as distributed systems and their development. Marketing requires systemic know-how and not only simply business know-how. Branding, Experience Management, Content Management, Distribution and Sales, Partnership Management, Business Intelligence and ICT as well as the Systemic Management Approach are the crucial funktions to be implemented.
Performance Checks
Integrated regional management strategy
Design of the Business Model
Implement the systemic functions of Destinations Management
Strategic and operational Controlling
Ensuring binding agreements
The Warth 2020 Tourism Holding
Warth Tourism Holding PLC
The transformation of the participative holding into a management holding, the strategic re-orientation of the participants and the basic layout/design of the operative processes and instruments for their development and marketing were all (significant) components of this project.
Development Strategy
Implementation PlanningCultural tourism strategy accompanying Essen/the Ruhrgebiet as candidate for the 2010 European Capital of Culture
Ruhr Tourism
Re-presentation/re-invention of the Ruhrgebiet as a visitor-oriented destination capable of participating on the international market, together with the development of the Management and Marketing processes and structures for development and marketing, securing the economic sustainability of the candidacy for the European cultural capital.
Product development and marketing stratgey
Marketing management
Implementation Planning
Project successfully submitted
Evaluation of the Destination Management Systems of Lower Austria and Vorarlberg
DMOs (Destination Marketing Organizations) in Lower Austria and Vorarlberg
Systemic and business capability performance check
Efficiency and Effectivenessof the business model
Optimization and Development Program
The Holiday in Austria brand
Austrian Tourism Board
Positioning Austria as a country that understands how to live, and as the cultural centre of Central Europe with a professional approach to its guests, led to the realization that the guests can discover themselves anew, regenerating and blossoming in the process.
Scientifically proven/tested brand core
Choreographed rollout concept
Establishing themes levering the brand vividness
Concepts for state-wide tourism brands
Vorarlberg, Carinthia, Burgenland
Cultural artefacts and values become comprehensible when they connect both to their genesis, and to the future, containing within themselves identity threads which are relevant for both hosts and guests, and which have fused the embedded values and characteristics into a brand concept on conceptual, emotional, aesthetic and rational levels.
Scientifically proven/tested brand core
Choreographed rollout concept
Management Concept
Implementation Planning
Brand Experience Space Design
Lake Klopeinersee, Lake Millstättersee, Lake Constance - Vorarlberg
Making brands “experiencable” means designing spaces and creating rituals which can give meaning to places and situations through dramaturgy and scene-setting - thereby following a metastory which goes /delves deeper and becomes the director. Parametric design, scenography, semantics, semiotics and visual design produce the depth of events on which the brand feeds/nourishes itself.
Project Design
Experiential Space Concept
Competition Design for an international Creative Call
Experience Design in Tourism
Lake Neusiedlersee Cycle Path, Omgang Kleinwalsertal, Traisental Bike Tour
Turning the theoretical concepts for brands into values means translating the promise of an experience into concrete, engaging points of contact, which can then be booked and realise its value.
Story concept
Experiential spaces and Rituals
Product concept
Marketing concept
Management model
Concepts for Destination Brands
Mostviertel, Bregenzerwald, Weinviertel, Bad Kleinkirchheim, Allgäu, Millstätter See, Kleinwalsertal, Bodensee-Vorarlberg, Thermenwelt Burgenland, Wiener Alpen, Pfronten, Saalfelden-Leogang
By developing their brand destinations can set themselves apart and be particularly attractive for certain target groups. Social systems, however, cannot be developed and exploited like consumer brands. They have to be connected both to their genesis, and to the future, containing within themselves identity threads.
Positioning and Brand Potential Check
Scientifically proven/tested brand core
Choreographed rollout concept
Management concept
Storyfication in Tourism
Impulse papers on “Heimat” and "Nature Reloaded", Austrian Tourist Board
Stories help people to navigate and find resonance in life. The more we are seeking for orientation, the more stories transform branding, communication and experience management in tourism.
Why stories are so important
Categories and fields of implementation
Tools and success factors
Best Practises
Corporate Concept Montforthaus Feldkirch
Montforthaus Feldkirch GmbH
Positioning of the congress location and the setting of the core processes and functions for the management company as a creative-agency had been the focal points of this project.
Pfronten 2018 Tourism Strategy and holistic Managment Concept
Municipal Administration Pfronten
We worked based on an integral approach to redefine the touristical business of this traditional Allgäu Destination. As a result, the commune plans investments not only in corefields of the leisure business but is questioning a broad range of aspects of the quality of life in this area. The motivation and energy of the participants and coworkers of Pfronten to create future had been very compelling.
Developmentplan Harbourquater Hard am Bodensee
Municipality of Hard am Bodensee
The harbour quarter of Hard, lake Constance, contains recreation areas as well as economically driven options, which we try to exploit. Based on a transdisciplinary approach and in cooperation with the institut for cultural policy we interconnect local requirements with international competences to process a vision lead development plan.
Markenstrategie für den Wirtschaftsstandort Kärnten
Kärntner Landesregierung
Wirtschaftsräume stehen zunehmend im Wettbewerb zueinander. Marken können, wenn sie mit den Standortstrategien syhchronisiert sind, die strategischen Intentionen in narrative Sehnsüchte und in eine verhaltenslenkende Haltung übersetzen. Mit einer sehr erfolgreichen Sachgüterproduktion, einem Tourismus mit Entwicklungsperspektiven und der aufstrebenden Bioökonomie verfügt das Land über drei ressourcenverbundene Branchen, die durch den Technologieschwerpunkt des Landes (EBS, IKT, Mikroelektronik), vernetzte Bildungskonzepte und die innovationsorientierte Nachhaltigkeit zukunftsfähig befruchtet werden.
Aktualisierung der Tourismusmarke Kärnten
Kärnten Werbung Marketing und Innovations GmbH
Mit dem Claim "Lust am Leben" hat sich der Tourismus Kärntens 2010 neu positioniert. Die Evaluierung bestätigte 2019 eine erfolgreiche Umsetzung und Marktwirksamkeit. Aufgrund der gesellschaftlichen Dynamiken wurde jedoch eine Aktualisierung erforderlich, um die Marktwirksamkeit weiterhin sicherstellen zu können. Parallel dazu wurden mit der Standort-Marken-Strategie neue Synergiepotenziale mit der Standortwirtschaft zugänglich.