Innovativeness of Polish Tourism Companies Katarzyna Negacz – Anna Para 1
Abstract The article concentrates on the innovativeness of Polish tourism companies. It contains the most relevant definitions of innovation and innovativeness as well as classification of innovations. The article presents the main characteristics of innovations in service industry as well as in tourism. The authors present 3 Polish companies that in the recent time has introduced different kind of innovations. The text proves the thesis that Polish tourism companies are able to generate and implement innovations. Key words tourism, innovation, innovativeness, company JEL Classification: L83 Introduction Tourism industry in Poland is developing rapidly since a democratic transition in 1989. The number of tourism companies is constantly growing. The competitive struggle is more and more fierce, not only small, national companies but also huge transnational companies compete in order to achieve success on the Polish market. Innovativeness depends on many factors from internal and external business environment. Development of new technologies and the phenomenon of globalization play a relevant role in forcing innovation. Constant changes take place in tourism business. One of the major factors is tourism demand. Consumers are looking for non-standard, original and innovative tourism services. They even want to pay more for those types of services. In response tourism companies offer new forms of qualified tourism for example related to development of new sports such as snow kiting, kite surfing, aqua cycling etc. In response to consumers' needs tourism companies offer more and more innovative goods and services. Innovativeness of Polish tourism companies manifests not only in broadening tourism offer but also in introducing revolutionary changes in management or in marketing. One of the latest trends in management is human resources management techniques and methods such as talent development programs, new recruitment and motivation process. In the marketing area there are innovations such as social media marketing which is developing rapidly. Other type of innovation take place in the area of technologies, which can be perceived as a part of a tourism service (for example interactive tourist guide) or as a tool of company operation (for example using computers, smart phones in everyday work etc.).
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Katarzyna Negacz, M.A., Warsaw School of Economics, Collegium of Social and Economic Science, al. Niepodległości 162, 02-554, Warsaw, Poland ,
[email protected] Anna Para, M.A., Warsaw School of Economics, Collegium of Social and Economic Science, al. Niepodległości 162, 02-554, Warsaw, Poland,
[email protected]
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The article presents detailed study of innovation and innovativeness. A few relevant definitions are cited. The authors describe the peculiarity of innovativeness in services sector and explain what the major characteristics of innovativeness in tourism sector are. The paper delivers a few examples of innovations introduced by Polish tourism companies in the past months. The authors tried to verify the thesis that Polish tourism companies are able to generate and successfully introduce innovations as well as be competitive on the local and international markets. The aim of this paper is to discuss the phenomenon of innovativeness among Polish tourism companies. There are 3 main research questions: 1. What are innovations and innovativeness? 2. How do specific features of tourism industry influence innovativeness of tourism companies? 3. What kinds of innovations are implemented by Polish tourism companies? The article is based on Polish and international literature about innovativeness and tourism industry as well as on data and reports from Institute of Tourism, Ministry of Sport and Tourism, Ministry of Economy and Central Office of Statistics.
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Definition of innovation and innovativeness
Innovation and innovativeness are subject of both economic and social studies. Disciplines such as economics, management, engineering, sociology, psychology and praxeology investigate various aspects of innovations. To give an example, sociologists explain mechanisms innovation diffusions, impact of social background on the behavior of innovative people and social consequences of innovation (Jalinik, 2008: 123). Psychologists investigate innovativeness as an individual ingenuity, creativity and causes for both, the ability of the individual think out of the box, undertake risky actions, continuous learning and new experiences. There are different approaches to define the innovation. In general, the term innovation (from Latin, innovatio - new, reform) is something new, previously unknown. It is defined as “the introduction of something new, the newly introduced, new” (Drabik, 2012: 307). In everyday reasoning, innovation is synonymous with the introduction into service of new things, ideas or practices. Often, we recognize it as technical or technological change, identified with the conduct of research, which result in inventions. In a wider sense, innovation occurs in all areas of business activity. The concept of innovation has been introduced into economics by Austrian economist J. Schumpeter. He treats innovation as a factor in economic development, claiming that the development of innovation is accompanied by economic growth and it continues until all the possibilities of further diffusion of innovation finish (Bojewska, 2009: 155). The primary cause of economic progress is the desire for companies to make a profit. One method of achieving this is to compete with inventions or new methods of production. Innovation is therefore a way to achieve the main objective of business, i.e. a profit in the long term (Jagielski, 1993: 10). Precursor of innovation theory argued that "what we unscientifically call economic progress is basically the use
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of productive resources in a way untested in practice and pulling them from the applications which were used before. This is what we call innovation (Schumpeter, 1928)”. Schumpeter understood the concept of innovation as new combinations of the five following situations (Schumpeter, 1960: 103-104):
launch of a new or improved product, not known to consumers; use of new or improved methods of production, not yet been tested; opening of a new market, not previously been introduced; acquisition and development of new sources of raw materials or components; introduction of organizational changes within the company.
Schumpeter emphasizes that certain product, procedure or method need to be applied to be called an innovation. He did not recognize the innovations resulting from the diffusion of innovation (imitation) and assumed that only large corporations and imperfect competition in the market can drive innovation processes in the economy. Subsequent studies have shown that a market with a high degree of competitiveness may create innovative processes (Niedzielski, Rychlik, 2006: 19). Schumpeter's theory of capitalist economy related to typical early twentieth century. At that point of time, three factors of production were land, capital and labor. Later other factors, such as knowledge, or human capital start playing increasingly significant role. P.F. Drucker proposes a broad definition of innovation. He believes that innovation infuse into all areas of business. According to him, innovation “is the purposeful and organized search for changes, and the systematic analysis of the opportunities that these changes might offer for economic or social innovation" (Drucker, 2004:39). Drucker says that the change serves as the basis of innovation, since it leads to new products or services. Drucker emphasized that innovation is closely linked to enterprise resources and gives new opportunities to create wealth (Drucker, 2004: XII). He treats innovation as a systemic action depending on changing environment, creating resources. The Organization for Economic Cooperation and Development (OECD) Oslo Manual also includes the link between innovation and change. It contains information on the methods of collecting and interpreting innovation indicators. It is widely used in international surveys on innovation. According to the OECD's innovation is considered as “the implementation of a new or significantly improved product or process, a new marketing method, or a new organizational method in business practice, workplace organization or relationship with the environment (Oslo Manual: 49)”. Innovation is defined as the ability of operators to constantly seek and use in practice the results of scientific research, ideas and inventions (Janasz, 2002: 54). Definitions presented above present complexity of innovation and innovativeness. In this paper, the concept of innovation is understood as an innovative solution developed by the company, meeting the needs of the market, including: new products and services, a new way to manage a business process, a new use of an existing product or a new way of positioning the existing product, changing consumer perceptions . It may be a method, an idea that contributes to progress in the field. We assume that object of our study defined as innovation may have been used on a global scale, but not yet used in Poland.
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The term innovativeness is a company's ability to create and implement innovation, new and improved products, new or changed processes or technological organization. The main feature of innovativeness is creation of a new quality in practical application. Not always it has to be a result of work or scientific research, but always a product of the creative activity of mankind. The innovative enterprise is a smart organization that continuously generates and executes all forms of innovation, dynamically responds to changes and thanks to its modern and competitive operations is appreciated by consumers. The broad concept of innovation allows us to distinguish several classifications of innovations that take into account various criteria. It is difficult to classify a particular innovation to one particular group, because it often involves several business areas. R.W. Griffin distinguishes the following types of innovation: radical and progressive, continuous and discontinuous, creative and adaptive (Griffin, 2000: 663). Radical innovations are characterized by the fact that they allow complete conversion of the company. Continuous innovations are part of an ongoing process based on the gradual improvement of the company. Innovations discontinuous happen once. Creative innovations are original, based on the creative process. They are the opposite of adaptive innovations that are imitative. A similar division for the original innovation and imitation was proposed by J. Kay (Kay, 1996: 143). The Kay’s theory is however a variance of the abovementioned classic definition of innovation proposed by Schumpeter. A similar classification (based on the source of innovation) proposed NR Anderson (Anderson, 1991:17-21) who distinguishes innovations developed independently, adapted and enforced. Leading companies independently develop and implement innovations. However, they must take into account the threat of rapid dissemination of innovation and imitation. Imposed innovations are the result of e.g. in the event of changes in legislation. Given the scale of innovation J.Tiddem, I Bessant and K. Pavitt divide them into breakthrough innovations, major and minor improvements (Kalinowski, 2010: 24). Another classification takes into account the subject criterion. R. B. Tucker distinguishes product, process and strategy innovations (Ibidem: 26). Mentioned earlier manual Oslo Manual in addition to product and process innovations also differentiates two categories: organizational and marketing innovation. Particular type of innovation is a change of business model. None of them includes this type, but it seems most comprehensive form of innovation that includes the radical change processes and the creation of entirely new markets for products and services. Innovative business model requires the contractor determination, courage and a willingness to experiment, as it often requires the rejection of the conventions and stereotypes of thought prevailing in the industry.
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Specific features of tourism
Sector service providers including tourism are often considered to be less innovative than the manufacturing. This belief relates to the difficulty in measuring services. OECD suggests to measure innovation based on indicators including the number of
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patents and the size of investment in research and development. However, these indicators completely fail in case of the services sector. According to OECD, the service sector is growing and it is responsible for 70% of the average value added in the world (Janasz, 2011: 180). Therefore we cannot underestimate its role in the economy. The first assumption that the services also have potential for initiating innovative changes appeared in the 70s of 20th century. Pioneering studies on this topic have been carried out by J. Gershuma (Filipiak, Panasiuk, 2008: 225). However, the actual interest in service innovation took place only in the 90s 20th century with nontechnological innovations accompanied by a rapid development of the service sector. Although the idea of innovation developed in the industry, the change of the economic system led to the transfer of this phenomenon to the services sector. We identify service innovation with change or process associated with the product, characterized by a non-physical approach, direct contact between service providers and consumers as well as high personal contribution to the human factor (Kupper, 2001). Service innovation creates new or improved services, new and better ways to provide services, new types of interactions with customers and suppliers, open a new market for the provision of services, new materials and tools or changes in the process of service provision. It is not a change of the service itself but a much broader phenomenon which may involve new methods of distribution, customer interaction, quality control, etc. P. den Hertog proposes the following aspects of the innovative services (Filipiak, Panasiuk, 2008: 233-234): new service concept - new approach to the problem; new level of cooperation with the customer - new ways of working together with the client company, changing the way of offering services to the consumer; new system of service delivery - internal organizational conditions that require proper management aimed at the development of innovation and to motivate employees to seek unconventional solutions; use of new technologies - many of the innovations in this area comes from manufacturing companies and they are subjected to transformations in order to offer new services. The most frequently used ICT. It may seem there is not much to innovate in tourism. Given changes that happened in this sector in recent years, it appears that tourism is one of the most innovative industries. First innovator in the travel industry was Thomas Cook who broke the conventional thinking of his time and developed the concept of travel associated with the entertainment which satisfies a whole new segment of consumers. This tourism product combined with effective organizational framework enabled to offer services at prices acceptable for consumers (Hjalager, 2010:1). Characteristics of tourism cause different character of innovations. Tourism industry is dominated by intangible elements. The consumer is not able fully verify the quality of the product before its consumption which entails the risk borne by the customer as a service usually paid before receiving it. If negative experience occurs, operator is not able to erase them from the memory of the consumer and replaced by other services. Uncertainty includes safety, value for money, image of the consumer in the society (Kachniewska, 2005). Tourist services are often are mutually dependent, complementary (Gaworecki, 2003: 284). Second treat of tourism is substitutability
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(Gołembski, 2007: 31). Ability to satisfy the same needs using the services of companies selected from many others providing similar services depends on the consumer's decision. Another feature is the instability of the tourism product which cannot be stored. Both the customer and the service provider are involved in the provision of services as the consumer is external production factor and play an active role in shaping the offer. It raises a number of benefits and risks for business tourism (large share of the human factor). With low reproducibility and uniformity the service process is burdened with unpredictability and each of the clients can be handled in a slightly different way. For this reason, the innovation introduced, for example, in customer service process may differ depending on the competence of the staff, their sensitivity and preservation of works. In addition, customers behave differently when consuming the service and therefore part of the innovative solutions will never be repeated. Last but not least, travel services often depend on where they are provided which involves a number of restrictions, (resources available in area of recruitment, infrastructure or environment). The above-mentioned characteristics determine to a great extent modus operandi of tourism enterprises, affecting their organizational culture, human capital management, and business innovation. Innovation classification by Schumpeter is used in the travel industry and major categories include product innovation, process, institutional, marketing and management. A.M. Hjalager identifies five types of innovation in the tourism industry which some of the division proposed by the OECD. He further distinguishes categories of institutional innovations that reflect the specificity of the industry and proposes the following classification of innovation: Product (service) innovation on the changes that consumers perceive as new, that is unprecedented and innovative for your business or tourist destination, e.g. summer holidays in winter resorts. Product innovation is also adding to the offer attractions such as snowboard parks, dog sledding, snow bikes, etc. The innovation product is a combination of the innovative products and services in travel package. Process innovation in back office which is invisible to the customer. It increases efficiency and capacity of the individual operations, are often based on innovative technologies, e.g. catering facilities that allow for quicker meal preparation, labor and energy savings as well as increased quality and flexibility. Innovation in management related to cooperation within the company, management staff, delegation of responsibilities and tasks, career development and construction of the system of remuneration and motivation. Objectives include reducing turnover among employees, maintaining flexibility, controlling costs, increasing customer and job satisfaction, developing of knowledge and know -how. Marketing innovation such as new marketing strategies involving significant changes in the appearance of the product or the packaging, distribution, promotion and pricing, e.g. social media. Institutional innovations which are new organizational structures or legal regulations changing conditions under which company operates. Institutional innovations include networks and alliances among tourism enterprises.
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The above-mentioned categories of innovation are linked. For example, investment in technology, such as software for database management of clients, often leads to improve in quality and services, e.g. by matching the offer to the customer’s profile. The availability of new technology can also be used to affect the marketing strategy and innovative solutions in this field.
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Examples of innovativeness among Polish tourism companies
In order to prove the main thesis of this paper, three examples of innovative companies are presented. StayPoland, Blow Up Hall and Wilson Hostel are tourism Polish companies, which introduced a few innovations in the recent time. Those companies are only examples of innovativeness of polish tourism sector. The examples illustrate how and on what levels do Polish companies implement novelties.
3.1 Example 1 – StayPoland sp. z o.o. StayPoland is a registered Polish travel agency, founded in 2003 in Warsaw. The company specializes in incoming tourism. The offer includes individual reservations, tailor-made travel packages. The main service is discounted hotel reservation, without booking fees, car rental, tours around Poland and Central Europe as well as consultancy. StayPoland is a small company, it employs about 30 people. In the recent time the company introduced a few relevant innovations. The innovations will be presented by category. Product innovations ENIGMAWARSAW – outdoor city game Enigma Warsaw is an outdoor game which combines sightseeing trip and fun. The game is perfect for groups curious about the city of Warsaw and for those craving for unusual entertainment in Warsaw. The game is also offered for corporate customers as incentive or team building game. The game is based on the history of Warsaw. The game takes place on the current streets of Warsaw but it also combines old, nonexisting places. Hotel-Calculator.com – hotel search engine Hotel-Calculator is a free website launched by StayPoland to enable customers to use many hotel reservation systems at the same time. It was first hotel search engine of this type in East and Central Europe. This application can be used in Polish, English, French, German, Spanish, Russian, Ukrainian, Portuguese, Czech, Lithuanian, and Italian and Romanian language. The service is free, do not require registering. The website compares prices of more than 100 000 hotels located in 13 000 cities around the world. New tours offer
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Recently the company has broadened its tours offer. New tours offered are: “Attractions of East Poland and Lithuania” and “The face of Polish industry”. The offer is constantly changed and adapted to the clients’ needs. Parking reservation StayPoland as the only travel agent enables its clients to book a parking place at the hotel. Usually parking space cannot be booked prior the arrival. Because of the fact that many hotels do not have enough parking spaces this service is perfect for those who want to assure that their car will be parked next to the hotel. Marketing innovations Product presentation The company introduced a new website and implemented a new hotel ranking system. Moreover, the company started using the services of professional reviewers, who visit hotels in order to check the services offered. Social media marketing One of the greatest innovations implemented in the marketing strategy was implementing social media marketing into the marketing strategy. The company has its accounts on Facebook and Twitter. The company communicates with past, current and future consumers as well as with people who simply like Poland. Currently the company has more than 34 200 fans on Facebook and almost 12 000 followers on Twitter. The company builds its image via social media as well as keeps in touch with its stakeholders. Loyalty programme StayPoland introduced a loyalty programme for corporate clients. The aim of this project is to build and maintain relations with customers. The loyalty programme is a part of a new B2B platform, which is described below. Process innovations B2B platform StayPoland is a beneficiary of Innovative Economy Operational Programme. The firm obtained 344 345 PLN to develop and implement an electronic business platform. This IT tool forwards and use reservation information for future bookings. The reservations are managed efficiently. The platform enables companies to control their reservation, payments, discounts etc. With this business platform the company won the 3rd prize in the contest for innovative service and B2B solutions.
3.2 Example 2 – Hotel Blow Up Hall Blow Up Hall is a 5-star hotel located in Poznan. The hotel was opened in 2009 as a part of Stary Browar shopping centre. In the hospitality magazines the hotel was announced as an interactive piece of art. The hotel belongs to prestigious hotel associations: Small Luxury Hotels of the World and to Tablet Hotels (Blow Up Hall, 11/2009). Moreover, the hotel was awarded Top Hotel 2009 in the category of design.
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During the proces of categorization of the hotel, the commission stated that innovativeness of this hotel started a new trend of inteligent hotels full of art, care for details, original design and functionality. This is the only hotel of this type in Poland. The hotel description was published in many Polish and international tourism magazines such as Travellers‘ World, Hospidalidad, The Independent, Going Places. It was presented as innovative, modern and surprising hotel. Product innovations Hotel design The whole hotel can be percived as an innovation. Blow Up Hall offers a combination of luxury and innovative technology as well as personal art. Experienc. The hotel name derives from a movie „Blowup“ directed by M. Antonioni in 1966. In the hotel there is an electronic innstalation called Blow Up Commission created by canadian artist R. Lozano-Hemmer. The interior is generously decorated with art. Room Each of 22 rooms is unique, designed and furnished differently. There are no room numbers on the doors. It is necessery to call from I-phone to open the door. Doors look like an electronic platform. Doors and floors are full of electronic devices installed. Marketing innovations Interactivity The hotel is very interactive. A lot of electronic devices are installed and used. There is no reception desk at the hotel, neither magnetic room keys. Instead the clients get Iphones which serve as a private reception, consierge, guide and room key.
3.3 Example 3 – Hostel Wilson Wilson Hostel was founded in 2009 in Warsaw. It is the first totally ecological hostel in Poland. The hostel employs 3 people and offers 50 beds. Product innovations Capsule rooms Besides offering standard rooms, the hostel offers an accommodation in a capsule room. Capsule room is a innovation in Polish hospitality sector. Capsule rooms derive from Asian and are very popular concept there. Capsules offered in Wilson Hostel are adjusted to European needs. There are no TVs, they are quiet, equipped with Internet connection, lighting system and air-condition. Capsule rooms can be reserved for the whole night or only for a few hours, what can be also perceived as an innovative pricing on the Polish market. Ecological appliances The hostel propagates ecology and implements environment-friendly systems and solutions. Water in the hostel is heated with the aid of solar collector (Vitosol 200-T). When the collectors are not working, gas boiler (Vitodens 200-W) is used. Use of water is limited by time batteries installed at sinks in bathrooms. This example shows 329
how tourism and hospitality industry use the technological improvements from other branches.
Conclusion The main purpose of this paper was to prove that Polish tourism companies are innovative. Although those companies operate in constantly changing business environment and under the pressure of international competition they are able to generate and implement new solutions on different levels of their business activities. The analysis of examples presenting innovations introduced by Polish companies proves that the thesis is correct. Sector of small and medium companies is especially active in the sphere of innovativeness. Small and medium companies are determined to care for development of products and services offered. Companies that introduce novelties are also enterprising and aware of market chances and opportunities. A lot of companies apply for EU funds supporting innovativeness such us Operational Programme - Innovative Economy. Undoubtedly Polish tourism companies have a huge potential to be innovative and to develop crucial competitive advantages. Those firms are able to invent, develop and implement novelties. Nevertheless the companies cannot influence macro environment. Factors such as financial crisis, inflation rate, exchange rate fluctuation or changes in legislation cannot be avoided and controlled. Economic factors have always impact on business activities of companies. State policy regarding innovation is also very important for innovative companies. Tourism companies have to be aware of possibilities related to EU funds. Unfortunately many entrepreneurs do not know about financial support which can be obtained from EU funds. There is still a lot of informative work to do. This task should be executed by organizations such as Polish Agency for Enterprise Development, Polish Agency of Tourism Development, Institute of Tourism and Polish National Tourist Office. In Poland still lacks efficient incentive programme, which could motivate companies to change. In the Polish pro-innovative policy a big emphasis is put on industrial and producing companies whereas tourism companies seem to be forgotten. Although the fact that the services sector creates 70% of Polish GDP, services companies do not get proper support and attention. The potential of tourism industry will be developed only under the condition that the companies will be eager to change and innovate as well as when the business environment will be stable enough to realize even the most risky and insane ideas. It is forecasted that in a few next years Polish tourism industry will continue with development. Polish companies are forced to monitor the market constantly. As P. Drucker once said: "Innovation opportunities do not come with the tempest but with the rustling of the breeze." Each change and instability can be a beginning for new and attractive actions.
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