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Clusters, tourism, and public policy Case study: Destination Top of Denmark

Clusters, tourism, and public policy Case study: Destination Top of Denmark Reflections on methods. From Local Tourism Promotion towards Regional Cluster Policies The Top of Denmark WP 6 Case Study. Henrik Halkier & Pennie F. Henriksen Aalborg University, Denmark

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Clusters, tourism, and public policy Case study: Destination Top of Denmark

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  1. Clusters, tourism, and public policy Case study: Destination Top of Denmark Reflections on methods From Local Tourism Promotion towards Regional Cluster Policies The Top of Denmark WP 6 Case Study • Henrik Halkier & Pennie F. Henriksen • Aalborg University, Denmark • halkier@ihis.aau.dk, pennie@ihis.aau.dk

  2. CLUSTERS, TOURISM, AND PUBLIC POLICY General cluster characteristics • inter-dependent firms • cooperative competition, trust-based relations • 'community' with public policy support Tourism clusters? • frequent key role of external firms • free-riding widespread • unstable SMEs hindering building of trust • limited public intervention

  3. CLUSTERS, TOURISM, AND PUBLIC POLICY Tourism policies • traditional emphasis on local information and external promotion • gradual increase of product development and branding Key challenges for destination developemnt • Localism • economies of geographical scale >< ingrained exposure • Short-termism • selective change >< comprehensive continuity

  4. DESTINATION TOP OF DENMARK The Tourism Experience • 250 km of coastline and sandy beaches • climate varies depend on season • small enterprises, holiday homes and camping Institutional context • from nine to three municipalities Destination development phases • Emergence (1986-1996): Tourism associations and municipalities start collaborating • Professionalisation (1996-2006): More effective market communication • Redevelopment 2007- 2015: Creating an all-year tourism destination

  5. DESTINATION TOP OF DENMARK Developing a decentralised network

  6. DESTINATION TOP OF DENMARK Developing a decentralised network Organisational change • from fragmentation towards centralising network Funding change • external opportunities/demands • gradual widening of resource base Gradual strategy development • from service optimisation via joint marketing • towards product development initiatives

  7. DESTINATION TOP OF DENMARK Knowledge and networking / 1

  8. DESTINATION TOP OF DENMARK Knowledge and networking / 2

  9. DESTINATION TOP OF DENMARK Knowledge and networking / 3

  10. DESTINATION TOP OF DENMARK Knowledge and networking / 4 Some conclusions relating to EURODITE hypotheses • intra/extra-regional combination important (intra dominating in 3 cases) • importance of knowledge about knowledge (limited in cock-up case) • importance of KIBS, but not always network ‘spanners’ • importance of tacit localised knowledge (mobilisation key in 3 cases)

  11. REFLECTIONS ON METHODS Practical points • difficult to distinguish between who/where etc -> repetitive text • flexible distinction between phases -> difficult to compare Added value • sufficiently comprehensive to generate ‘thick questioning’ • possible to relate to EURODITE hypotheses Pending issues issues • difficult to conclude prior to cross-case analyses have been undertaken • comprehensively different?

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