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Is smart tourism better tourism?

Nowadays, Information and Communication Technologies (ICT) are omnipresent. The digital age and its innovations in ICTs have changed society as well as economic and environmental development profoundly. ICT innovations are perceived and identified as one of the crucial game-changers in reaching Sustainable Development Goals.¹ In this context, “smart” has become a buzzword. Gretzel, Sigala, Xiang and Koo define the concept as technological, economic, and social developments supported by technologies that are based on big data, exchange of information and the interconnectivity between different technological innovations in the physical and digital world. For instance, economies benefit from innovation, competitiveness, and entrepreneurship by allowing value creation and new forms of collaboration through smart technologies.²

Given that tourism, as an information-intense industry, is highly dependent on ICTs, it is no surprise to see the concept of “smart” being applied to the field of tourism.² In recent years, smart has become a new industry standard, especially within public organizations, and is somewhat praised as the new solution for pressing problems and challenges such as sustainability, overtourism or the efficient use of resources. The European Commission, for example, implemented the “Smart Tourism initiative” in order “to promote smart tourism in the EU, network and strengthen destinations, and facilitate the exchange of best practices”³. The initiative awards cities for their innovative achievements regarding sustainability, accessibility, digitalization, and cultural heritage as tourism destinations.

Smart tourism, the saviour?

To understand the challenges as well as opportunities of smart tourism, it is crucial to get familiar with the concept itself. As stated by Gretzel et al., smart tourism can first and foremost be identified as the logical progression from traditional tourism and e-tourism.² While e-tourism refers to the broad adoption of ICTs or social media within the tourism value chain, smart tourism takes you even one step further in the transformation process of ICTs in the industry. Instead of only implementing new and innovative ICTs, the smart tourism concept follows a more holistic approach to bridging the digital and physical world. Through the application of advanced and intelligent ICTs, stakeholders at tourism destinations collect, exchange and process data from different sources (physical infrastructure, government, organizations, etc.) and transform it into on-site experiences and business value propositions. Hereby the focus lies on efficiency, sustainability, and experience enrichment.²

Moreover, smart tourism consists of smart destinations, smart experiences, and smart businesses. Finally, as noted by Pencarelli, the optimal outcome or vision of smart tourism are smart tourists that are supported by smart technology to behave more responsibly towards the environment as well as the local community.⁴Taken one step further, they even go through a transformation process towards establishing sustainable daily habits for greater well-being and sustainability. The theoretical concept of smart tourism almost sounds too good to be true. Therefore, I asked myself the question if the smart tourism concept is feasible. Does smart automatically mean good solutions for everyone? And does smart tourism really make tourism better, and hence, more sustainable? Or does the smart tourism conversation produce tunnel vision?

The ecosystem challenge

In contrast to a tourism business-centric ecosystem supported by technology, a smart tourism ecosystem is much more complex. It includes a variety of stakeholders such as touristic and residential consumers, DMOs, different (non-touristic) suppliers and social media companies, that are not necessarily interacting with or are not dependent on each other in a linear value chain. Furthermore, a smart tourism ecosystem is not a closed system and allows new business models to enter at any time.⁵ For example, touristic and residential consumers are capable to act as producers, becoming destination marketers by sharing their experiences on social media or directly consuming data provided by others in the ecosystem. Moreover, data, as well as ICT, is used by businesses to create new services of value or enrich tourism experiences.

From my point of view, this complexity of the smart tourism ecosystem makes it more difficult for destination managers or decision-makers in businesses and governmental organisations to identify and understand the relevant interaction points to form and prioritize their strategies, objectives, and tactics accordingly. DMOs are not yet agile enough to address the challenges arising from the ever-changing environment in which they are operating. This could involve risks of mismanagement and potential negative impacts for all tourism stakeholders that are difficult to even be considered in the first place.

In this context, it should also be noted, that smart tourism ecosystems cannot be created but rather evolve from the technological infrastructure and regulatory foundations provided by external (non-touristic) stakeholders⁵. Therefore, the outcome of smart tourism development and its formation of smart tourism ecosystems might not even lie within the managerial control of tourism decision-makers. This becomes clearer by looking at the impacts of sharing economy concepts in tourism: next to its benefits sharing platforms have had also disruptive effects on the competitiveness of e.g. hotels, leading to tensions in the housing markets and hence, have resulted in historic centres with little authentic local communities to be experienced by tourists.

The data challenge

The involvement of new, innovative technology and the use of big amounts of personal data brings its own challenges to smart tourism development. Here, the effects of technology-supported life should be explored in more detail. ICTs, such as the smartphone, are part of daily routines and their influence alters global economies, society, and individuals. In the past, consumers used technologies to mainly support their lives. Nowadays, they form digital identities with social networks and the dependency on ICTs is ever-growing. As a result, social interactions, identity formation, mental capabilities, opinion-making, and of course consumer choices are impacted profoundly by the ICT economy.⁶

According to Gössling, ICT innovations are widely accepted as a positive input to the development and its many affordances, meaning its support with information and advice, services related to tourism, social networks, or orientation, are embraced by consumers – and businesses. However, this overlooks the many social costs and risks of ICT innovation.⁶ Today, consumers are willing to share their personal information and data concerning social interactions, health, views and opinions, personality, and economic situation mainly with corporations such as Facebook, Google, Airbnb etc. Those have almost limitless opportunities for private data collection and can easily gain consumer control for their own economic benefit.⁶

Yes, data can be helpful, but how it is used and managed lies still with humans. In the context of smart tourism, it is important for destination managers and decision-makers in the public sector to understand the affordances and concessions of ICTs, so the purpose of smart tourism development is not to just track and profile tourists for simple revenue growth. Especially social but also environmental issues need to be considered. Therefore, smart tourism development should aim to gain certain independence from big players in the ICT economy, implement supporting and ethical regulations and drive its own ICT innovations and investments. This comes with another challenge. DMOs, which often exist solely for marketing purposes, do not have the power within the ecosystem to influence or even implement certain guidelines or regulations needed to build a sustainable, smart infrastructure.

In addition, privacy concerns and cyber security can be identified as key factors for touristic and residential consumers to use smart tourism technologies. If governmental and public organisations, as well as businesses within the smart tourism ecosystem, fail to address tourists’ needs for privacy and security, it would present a definite exclusion criterion for visiting the destination.⁷ Although the need for privacy and security can vary from one individual to another, it must be a conditioning variable for governmental and public organisations in smart tourism development.

The technology challenge

The trust in smart technology and enjoyment of technology-enriched experiences also plays a critical role in smart tourism development. To benefit from experience co-creation, smart tourism destinations must capture touristic and residential consumers’ level of acceptance and usage of smart technologies. However, this is rather complex. At destinations, consumers’ willingness and ability to use technology vary widely. Moreover, the potential negative impacts of intensive technology use on consumers and their experiences should be considered. Such effects could be information overload or loss of authenticity.⁸ Consequently, not every destination might be equally suitable for smart tourism development and implications for smart technology should be examined carefully according to their target groups. Furthermore, once smart technologies are implemented, it is important to evaluate and analyse their real impacts.

Towards better tourism

Research shows that ICTs and specifically social media, support and can assist in sustainable development in tourism⁹. By using technological, human, and social resources smart tourism destinations seek sustainability to improve the life of local communities and enrich the tourist experience. However, it should not be the goal of destination managers and decision-makers in public organisations to just implement smart technologies to follow a megatrend. And although the theoretical concept of smart tourism is indeed promising better tourism, smart tourism ecosystems and the development of smart tourism destinations bring several challenges – especially related to the human factor, hence, the managers, decision-makers etc. Those call for further research to get a deeper understanding, develop comprehensive frameworks and identify managerial implications.

To fully benefit and create competitive and sustainable destinations, collaboration between the different stakeholders is key.¹⁰ Governmental and public organizations in cooperation with the local communities and the relevant tourism stakeholders need to become more agile and provide strategic and regulatory groundwork as well as the relevant technological infrastructure. Moreover, smart destinations and tourism businesses should concentrate on a human-centric experience design approach.¹¹ By understanding how humans are impacted by smart technology, and how technology can assist in creating more meaningful experiences or even support transformations to greater well-being and sustainability, smart tourism can become better tourism.

References

¹ Sachs, J. D., Schmidt-Traub, G., Mazzucato, M., Messner, D., Nakicenovic, N., & Rockström, J. (2019). Six transformations to achieve the sustainable development goals. Nature Sustainability, 2(9), 805-814.

² Gretzel, U., Sigala, M., Xiang, Z., & Koo, C. (2015). Smart tourism: foundations and developments. Electronic markets, 25(3), 179-188.

³ European Commission. (2021). European Capitals of Smart Tourism. Retrieved 13^th October 2021: https://smart-tourism-capital.ec.europa.eu/index_en

⁴ Pencarelli, T. (2020). The digital revolution in the travel and tourism industry. Information Technology & Tourism, 22(3), 455-476.

⁵ Gretzel, U., Werthner, H., Koo, C., & Lamsfus, C. (2015). Conceptual foundations for understanding smart tourism ecosystems. Computers in Human Behavior, 50, 558-563.

⁶ Gössling, S. (2021). Tourism, technology and ICT: a critical review of affordances and concessions. Journal of Sustainable Tourism, 29(5), 733-750.

⁷ Jeong, M., & Shin, H. H. (2020). Tourists’ experiences with smart tourism technology at smart destinations and their behavior intentions. Journal of Travel Research, 59(8), 1464-1477.

⁸ Femenia-Serra, F., Neuhofer, B., & Ivars-Baidal, J. A. (2019). Towards a conceptualisation of smart tourists and their role within the smart destination scenario. The Service Industries Journal, 39(2), 109-133.

⁹ Gössling, S. (2017). Tourism, information technologies and sustainability: an exploratory review. Journal of Sustainable Tourism, 25(7), 1024-1041.

¹⁰ Cavalheiro, M. B., Joia, L. A., & Cavalheiro, G. M. D. C. (2020). Towards a smart tourism destination development model: Promoting environmental, economic, socio-cultural and political values. Tourism Planning & Development, 17(3), 237-259.

¹¹Stankov, U., & Gretzel, U. (2020). Tourism 4.0 technologies and tourist experiences: a human-centered design perspective. Information Technology & Tourism, 22(3), 477-488.

Why should Smart Tourism Destinations invest in IoT solutions – or should they?

In recent years, the tourism industry has embraced the idea of Smart Tourism Destinations, emerging from the concept of Smart Cities. In both, the beating heart is the marketing word ‘smart’, representing all things that can be embedded or enhanced by technology¹. In fact, technologies such as cloud computing and the Internet of Things (IoT), and their application to complex logistic problems within cities, originally triggered the concept of ‘smart’ to arise².

IoT particularly has been stated as the next big thing and put at the vanguard of digitalization over the last decade. Somehow, however, this technology still hasn’t hit the great breakthrough in tourism. Why is it so, as it has such a strong correlation with smart destination development? What is holding the tourism destinations back from investing in IoT solutions big time?

Ok wait – a short recap on IoT, please

IoT is a paradigm that involves the presence of a variety of connectable devices such as gadgets, sensors, machines, actuators, and other objects that become interconnected to each other and to higher-level systems and protocols (e.g. Wi-Fi, Bluetooth, GPS), producing automatically-collected data to create services and applications adapted to users’ needs ⁴ ⁵. Sounds complex but is more straightforward in practice. For instance, IoT technology can help making your home smart by enabling you to adjust your lighting, washing machine and other connected devices at your house through one mobile application. In a smart tourism destination, it can denote monitoring the mobility of tourists or tracking visit times in each attraction by turning the presence of nearby devices into statistical data – all in order to gain actionable insights for destination development and for tourism businesses benefit.

Development gaps of IoT

The use of aggregated data, which is integrated into a single decisional platform, has been said to make the IoT concept the key technological solution for the development of smart urban environments⁵. Furthermore, IoT’s capabilities to collect data and transfer it over a network, based on defined algorithms, all without the need for human intervention in the process, have been praised⁶.

If it only was that easy.

Indeed, the economic value of IoT platforms originates from their ability to connect a mass of diverse sensing and actuating devices, yet each solution has different restrictions and capabilities. The gap in the IoT platforms is caused by the lack of communication standards and communication protocols⁴. Jérémy Robert et al. translate the whole IoT abbreviation into “Intranets of Things”. They refer to vertical silos, which cannot easily and efficiently interact with each other⁷. We simply don’t speak the same language – not us nor the IoT systems.

In the context of DMOs (Destination Management Organizations) and their adoption of IoT, running one IoT project is already demanding, not to mention if the collected data should also be harmonized with other data sources. Additionally, there are different IoT solutions available for different purposes: one efficiently tracks the number of visitors while the other intelligently models the mode of transportation. This means you would need multiple IoT solutions to be able to cohesively understand your visitors’ behavior. Moreover, the tourism industry retains such a diverse variety of other kinds of data. Combining all this into a single decisional platform seems practically impossible.

Impediments for DMOs

In reality, IoT still needs quite a lot of human touch. What’s more, IoT solutions most often produce massive, dynamic, varied, detailed and inter-related big data². Big data solely on its own is like the ocean: it’s unbearable and infinite if you don’t know how to navigate with it. Somehow it seems that especially the DMOs tend to be lost at this sea.

Kim Boes, Dimitrios Buhalis and Alessandro Inversini studied the core components of smartness in tourism destination development⁸. By running an in-depth case study analysis on forefront smart destinations, including also IoT projects in their analyzed data set, they found out that along with the distinct presence of technology, there are four additional components of soft smartness: social capital, human capital, innovation and leadership. Technology on its own is insufficient to introduce smartness. Correspondingly, IoT technology can automate the collection of desired data, but someone still needs to plan it, implement it, analyze it and turn it into actions. So what is holding the DMOs back?

Scarcity of suitably qualified staff

This leads us to a burning question of human resources. Being able to sort, analyze and visualize big data consists of a diverse set of skills and knowledge, and DMOs rarely have such resources in-house⁹. If the tourism industry’s future is set to be built on big data, practically all of us who work in destination management would need to be some sort of data gurus. We can of course acquire external services, but we must also look in the mirror: do we have the right skills and knowledge or are we still living in the previous era with our skillset?

Culture of experimentation

Another impediment is agility. Deploying IoT solutions is ideal for agile experiments in smart tourism destinations but are DMOs agile enough as organizations to run them? It’s also a skill to adopt new technologies and these technologies evolve fast. In other words, by the time a DMO makes the decision to acquire an IoT solution, after a thorough investigation and procurement process, the exact technology might already be outdated. Therefore, we should focus on building a culture of using the Internet of Things¹⁰.

Cost-effectiveness

Concerns are raised about the length of time required to implement IoT solutions and their economic viability⁴. These are not necessarily long-term investments, but still, the experiments should be long enough in order to be able to point out regular and irregular fluctuation in the collected data and draw conclusions out of it. And they cost money. Moreover, IoT is developing technology and unexpected costs can occur during the process of deployment. For DMOs, these are red flags.

Dependency on others

Smart tourism destinations are dependent on smart city infrastructure. DMOs cannot assemble IoT infrastructure alone. Such things require collaboration and collaboration within the smart city requires finding mutual goals and interests. However, the tourism industry might have niche requirements. Moreover, IoT integration should follow a certain vision and idea¹⁰ and the architecture needs to be designed in line with the requirements of the destination⁵. It might be challenging for a DMO to drive the change for tourism purposes.

IoT in overtourism management

Despite the obvious challenges, some destinations did still succeed with IoT. In Ávila, Spain, IoT technology was successfully deployed in overtourism management as a part of a wider visitor-flow monitoring system¹¹: An IoT based pedestrian monitoring system was installed in the historic centre of Ávila. Together with urban 3D modelling Mikel Zubiaga, Jose Luis Izkara, Alessandra Gandini, Itziar Alonso and Unai Saralegui were able to calculate occupancy patterns and through this create a dynamic occupancy monitoring system. Smart tourism management applications were introduced both for tourists and city managers. These applications were designed to tackle the imbalance of overcrowding in one place and emptiness in another.

Eventually, the research findings resulted in the creation of a sustainable management strategy for the Ávila historic centre. Moreover, the deployed system has proven its value in assuring long-term social, environmental, and economic sustainability of tourism activities, securing the heritage conservation of the historic center. Outcomes like these are immeasurably valuable, especially when it comes to tackling sustainability issues such as overtourism.

IoT might still be an effort worth taking.

It’s a risky business?

The dangers related to data risks and confidentiality issues have been recited as the main disadvantages of IoT¹⁰ . Data risks include security, protection, quality, accurate analysis and compatibility, whereas confidentiality issues emerge from legal issues and, as already mentioned earlier, the lack of standards, protocols and interoperability.

These disadvantages seem to be the major roadblock for DMO adoption of IoT. Echoing from the disadvantages, reputation risks possess probably the greatest impediment for tourism destinations. Is it ethical to follow the behavior of tourists, even if only statistically? No tourism destination organization wants to be labelled as a ‘big brother’. This might even be a legitimate fear. Only recently the Dutch city of Enschede was fined 600,000 euros by the national data protection authorities for the city’s use of Wi-Fi sensors to measure the number of people in the city center¹². Despite the evidence of not having intentions to track individual people, the authorities still interpreted the case to be in breach of the General Data Protection Regulation (GDPR).

This is of course an example of an escalated case, and it should be noted that such technologies can still be deployed in a privacy-compliant way. Respectively, GDPR compliance has grown to be the core requirement for IoT solutions¹³. So, are DMOs just risk-resistant? We could argue that smart destinations don’t even dare to test IoT solutions as they are so afraid of the ethical and legal issues.

Rule no.1: ask the consumers what they think

The adoption of IoT technologies in tourism has been carefully studied from the system design, data analysis and risk management point of view⁶. However, research on consumer behavior has been left vague.

Interestingly, Vasile Dinu, Sorin Paul Lazăr and Iustin Atanasiu Pop examined the causal relationship between the level of IoT adoption in tourism applications and consumer trust in these systems⁶. Their research hypothesis was that the level of adoption of IoT technologies in tourism is influenced by TAM (Technology Acceptance Model) components: convenience, social influence, habits, confidentiality and safety, awareness, and costs. With an ordered logit model, using a database consisting of 431 Romanian tourists, they were able to showcase a significant influence of behavioral variables connected to awareness, convenience, habits, and cost. However, there was no correlation between the frequency of IoT use and privacy or data security issues found. Consumers seemed to not be seriously concerned about these issues with tourism-related products and applications.

Adam D. Thierer connects the dots by addressing security concerns without derailing innovation¹⁴: “Privacy and security are important values worthy of attention, but so too are innovation, entrepreneurialism, economic growth, price competition, and consumer choice … Although formidable privacy and security challenges are ahead, individuals and institutions will adjust in an evolutionary, resilient fashion, just as they adjusted to earlier disruptive technologies.”

Hence, if the applications enabled by IoT technology are what the customers ask for, then IoT experimentation in tourism needs to continue. Privacy and security concerns about IoT are legitimate and deserve responses, yet DMOs should not paralyze in front of them. Consequently, consumer adoption of IoT enabled applications should be addressed by further research.

Defining end-value

The probing question regarding IoT’s worthiness for smart destinations seems to be the end-value. What do these solutions bring in as a return of investment? For this tourism destinations should weigh the social, economic and technical value these solutions create. At best, IoT technology can help to optimize the whole tourism service chain by producing truly customer-centric solutions: services and applications that the visitors need, not what destination managers or tourism businesses think they might want. Consequently, it can enhance visitor experience and destination competitiveness.

Then again, for smart destinations, the greatest value of IoT might simply lie in innovation. We cannot speak about smart destinations if we don’t have the guts to try something new. Kim Boes, Dimitrios Buhalis and Alessandro Inversini state that “smartness is driven by innovation and innovation drives smartness”⁸. Smart destinations should therefore consider that succeeding with IoT might even make them gain a good reputation. Do you want to be the first mover with IoT technology or let other destinations figure it out first?

References

¹ Boes, K., Buhalis, D., & Inversini, A. (2015). Conceptualising smart tourism destination dimensions. In Tussyadiah, I. & Inversini, A. (Eds.), Information and Communication Technologies in Tourism 2015 (391-403). Lugano, Switzerland: Springer International Publishing.

² Kitchin, R. (2014). The real-time city? Big data and smart urbanism. GeoJournal, 79(1), (1-14).

³ Nicolescu, R., Huth, M., Radanliev, P., & De Roure, D. (2018). Mapping the Values of IoT. Journal of information technology, 33(4), 345-360.

⁴ Albastroiu, I. (2021). Challenges of IoT Technologies for Businesses and Consumers. Amfiteatru economic, 23(57), 321-323.

⁵ Nitti, M., Pilloni, V., Giusto, D., Popescu, V. & Ardagna, C. (2017). IoT Architecture for a Sustainable Tourism Application in a Smart City Environment. Mobile information systems, 2017, 1-9.

⁶ Dinu, V., Sorin, P., & Pop, I. (2021). Factors That Influence the Adoption of the Internet of Things in Tourism by Romanian Consumers. Amfiteatru economic, 23(57), 360-375.

⁷ Robert, J., Kubler, S., Kolbe, N., Cerioni, A., Gastaud, E. & Främling, K. (2017). Open IoT Ecosystem for Enhanced Interoperability in Smart Cities – Example of Métropole De Lyon. Sensors , 17(12), 2849.

⁸ Boes, K., Buhalis, D., & Inversini, A. (2016). Smart tourism destinations: ecosystems for tourism destination competitiveness. International Journal of Tourism Cities, 2(2), 108-124.

⁹ Zach, F. (2016). Collaboration for Innovation in Tourism Organizations: Leadership Support, Innovation Formality, and Communication. Journal of hospitality & tourism research, 40(3), 271-290.

¹⁰ Angelova, N., Kiryakova, G. & Yordanova, L., (2017). The great impact of internet of things on business. Trakia Journal of Sciences, 15(1), 406-412.

¹¹ Zubiaga, M., Izkara, J., Gandini, A., Alonso, I. & Saralegui, U. (2019). Towards Smarter Management of Overtourism in Historic Centres Through Visitor-Flow Monitoring. Sustainability 11(24), 7254.

¹² Autoriteit Persoonsgegevens. (2021). Dutch DPA fines municipality for Wi-Fi tracking. Retrieved 30 October from: https://autoriteitpersoonsgegevens.nl/en/news/dutch-dpa-fines-municipality-wi-fi-tracking

¹³ Badii, C., Bellini, P., Difino, A. & Nesi, P. (2020). Smart City IoT Platform Respecting GDPR Privacy and Security Aspects. IEEE access, 8, (23601-23623).

¹⁴ Thierer, A. (2015). The Internet of Things and Wearable Technology: Addressing Privacy and Security Concerns without Derailing Innovation. Richmond Journal of Law and Technology, 21(2). 1–118.