A (sustainable) touristic Business Model Canvas

We met in Marseille to discuss how we are getting on with our project, the 10th and 11th of June, in a beautiful venue. Amongst all interesting things, we worked on the well-known canvas, formed by 9 building blocks, that we all tried to fill with preliminary ideas.

Irene presented the Business model canvas, a tool to visualise a business idea and materially see all the points which need to be taken into account. The Canvas is formed by 9 building blocks, that the partners tried to fill with preliminary ideas.

Customer Segments: Who are our most important customers? 

Tourists looking for a different holiday experience (the kind of tourists that TOURISMED wants to target should be better defined in order to think about different options and packages), travel agencies, tourist operators.

Value Propositions: what value do we deliver to the customer?

Fishing education, connection with the local reality, the possibility to reach special and exclusive locations (vessels for fishing tourism activities are frequently allowed to reach protected areas, forbidden to normal fishermen), a different and unique touristic experience, an additional income for the fishermen (for instance usually they are not allowed to fish on Sundays, with fishing tourism they will have some priviledges)/restaurants/local realities, a diversification of offer for instance for the tourist operators, a good impact on fishing resources.

Channels : Through which channels can our Customer segments be reached?

Tourismed portal, direct ticket sale...
The testing phase do not envisage the sale of tickets, but the business model needs to be sustainable in the future therefore it is anyway an aspect to be explored. At the beginning "external" human resources should not be involved, the tickets could be sold online, through the portal, at the offices of the partner or at the travel agencies in the network of the project that could keep presentations, leaflets and a percentage of tickets. Also the fishermen could directly sell tickets, as well as restaurants, fisher's associations. 

Customer relationship: which kind of relationship and interactions do we want to establish?

Online interaction (important for international tourists who wants to book in advance), social media (create an hashtag or an app in order to engage the customer)...
The problem of the language arose in this section; will the trips be available to international tourists that do not speak the language of the fisherman? How can the fishermen explain the different procedures if they do not have language skills? Should the project focus on local tourists? The platform should be at least bilingual and Haliéus partner presented the possibility  of printing leaflets in English with the different kind of fish and ways to cook it, as done during an experiment in Sardinia. 

Revenue streams: For what value/channel are our customers willing to pay?

Ticket sale, sponsorships (the partners need to think if they want it in the model), sale of fishing souvenirs (possibility to release a symbolic diploma at the end of the trip), fishing items,..
In this section arose the problem of the fish caught during the fishing tourism experience: fishermen are not allowed to sell the fish caught during the trip with the tourists and they cannot throw it back in the sea as well. The partners involved in the project can make suggestions (selling the fish to the tourists for instance) but they need to be careful about the legislation and the legal framework. 

Key activities: 

Sharing fishing techniques and all the activities related to fishing: fishing tourism is about selling the knowledge of the fisherman, the experience of living and "touching" the work of the fisherman. Marketing and promotion of the project, and all the activities mentioned all along the meeting.

Key resources: 

Promotional material, panels in the harbours with information about the habitat and types of fish, knowledge of the fishermen , of the port authorities...

Key partners:

Institutions, tourist offices, certification bodies, fishers, fisher`s associations...

Cost structure: what are the most important costs inherent in the business model?

Fuel for the vessels, assurance, maintenance, equipment, promotion, cost of licences..
It is difficult to determine all the costs now; the different partners need to check all the costs and complete the related area in the feasibility study. Furthermore, this point needs to be discussed during the focus groups so that the competent persons (the fisherman himself or the authorities) can give precise answers about specific costs...