Presentation for Fostering integrated economic development through the sustainable use of natural resources and greening of value chains April 2017
|
|
- Louisa Thornton
- 5 years ago
- Views:
Transcription
1 Food and tourism strategies and capacity building in a rural development context Anne-Mette Hjalager University of Southern Denmark and Advance/1 hjalager@sam.sdu.dk Presentation for Fostering integrated economic development through the sustainable use of natural resources and greening of value chains April 2017
2
3
4 Understanding tourists The gastronomy essentials: Eat and drink and taste Purchase food and drink for later consumption and tasting During the experience: Smell the products and the environments Observe products and the environments Hear the sound of the production of food Feel the textures, and surfaces, climates When they come home: Talk, boast, complain, explain Show-off with pictures, objects and competences Purchase food in home supermarkets Relate to their food producers
5 The plenty of Balkan food
6
7 Local and indigenous perspective, short value chains Exposure of agriresources Developing local food attractions Agricultural coordination focus Tourism coordination focus Development alliances Networks and co-branding Trans-territorial relations and longer value chains
8 Local and indigenous perspective, short value chains Agricultural coordination focus 2. Exposure of agri-resources Participation Foragring Fairs Courtyard kitchens Landscaping Farming in hotels Open farming experiments 4. Development alliances Slow food movement Adoption programs Crowd-projects Born-global business concepts Cross-rural projects 1. Developing local food attractions Events Trails Markets Cooking classes Restaurants 3. Networks and co-branding Themed events Celebrity chef alliances Cookbook publishing TV shows Tour operator agreements E-trade Tourism coordination focus Trans-territorial relations and longer value chains
9 Business models in quadrant 1. Developing local food attractions, diversifying into tourism
10
11 Food and wine festivals Public partners providing infrastructures Private partners exhibitors Volunteers and NGO in management and practical tasks
12 Festival entertainment for children
13 Shows and competitions
14 Retail developments Landmad: growth in a franchised format
15 Cooking classes
16 Main driving forces: Possibility for farmers and food producer to increase sales and visibility. Place branding opportunities related to public partnerships Main barriers: Ambigous incentives to cooperate, lack of funding and long term viability
17 Business models in quadrant 2: Exposure of agri-resources. Getting closer
18 Agritourism using derelict farm buildings for tourism
19 Open farms
20 Foraging: inviting tourist into the food logics. Providing facilitities to prepare, preserve, eat, enjoy. Public access creation.
21 Main driving forces: Increase the economic feasibility and generating higher incomes in agriculture and food production. Better resource utilization. Liveability in rural ares, and the creation of more employment possibilities. Main barriers: Lack of wider agricultural, food production competencies and capacities, and lack of ability to align with tourists service requirements. Lack of organisational capacity to reach the tourism markets
22 Business models in quadrant 3. Making tourism alliances outside the local area
23 Business alliances island fruit producers and metropolitan restaurants
24 Travel trade alliances understanding the business of tour guiding
25
26 Liasons with national and international recreational and leisure organisations Clean environments as a prerequite for a good reputation. Public-private partnerships to enforce regulation and to ensure voluntary efforts
27 Touring events professional food event managers looking for a location, a stage
28 Alliances with celebrity and TV chefs
29 Cook books and travel guides mixing the genres
30 Main driving forces: Access to larger markets, knowledge resources, and development inspiration Main barriers: Leakages of economic benefits away froom local actors to collaborators in other areas, particularly professional city actors
31 Business models in quadrant 4. Systemic agricultural thinking with tourism as a linking element
32 Cows-on-grass-day. Organic farming on promotion
33 Aims of the New Nordic Kitchen are: 1) To express the purity, freshness, simplicity and ethics we wish to associate to our region. 2) To reflect the changes of the seasons in the meal we make. 3) To base our cooking on ingredients and produce whose characteristics are particularly in our climates, landscapes and waters. 4) To combine the demand for good taste with modern knowledge of health and well-being. 5) To promote Nordic products and the variety of Nordic producers - and to spread the word about their underlying cultures. 6) To promote animal welfare and a sound production process in our seas, on our farmland and in the wild. 7) To develop potentially new applications of traditional Nordic food products. 8) To combine the best in Nordic cookery and culinary traditions with impulses from abroad. 9) To combine local self-suffiency with regional sharing of high-quality products. 10) To join forces with consumer representatives, other cooking craftsmen, agriculture, fishing, food, retail and wholesales industries, researchers, teachers, politicians and authorities on this project for the benefit and advantage of everyone in the Nordic countries.
34 Exporting not only food, but also food concepts
35 Slow food movement and Citta Slow Food strategy and city planning united
36 WWOOFING
37 Co-ownership and co-creation: Creating touristic loyalty and ensuring continuious sales
38 Major drivers: Access to markets, customers, knowledge and capital worldwide Major barriers: Lack of guiding vision, consolidated competences and institutional capacities for a long progression in agriculture and food production. Structural rigidities
39 Conclusions: New ways to capacity building?
40 Conclusions: What can tourism do for rural and agriculturally based areas? Increase incomes and employment Give feedback about the quality of agricultural products Enhance internal relationship building Build leadership Employ unused resources Create environmental and green synergies Transfer knowledge Foster relationships externally Generate awareness Ect.