Evolutionary mechanisms associated with BM value elements driving BMI for sustainability of the selected widespread hotels
| Variation Changes in value elements of hotel BM occurring in interdependence with internal and external factors | Selection Novel value elements variations fitting to internal and external environments in evolution are selected | Retention Retention, preservation, or duplication over time of novel value elements fitting internal and external environments | ||
|---|---|---|---|---|
| Value proposition | Service offered Problems addressed Tourists' needs | New business opportunities emerging in the accommodation sector Depopulation/abandonment of small/remote villages of historic and cultural value Demand for participation and immersion in authentic contexts | Creation of the first six widespread hotels (1995–2006) offering accommodation in authentic rooms/suites and various tourists' experiences of immersion in local cultural and natural contexts, involving local community and tourists | Duplication of widespread hotels through the creation of 9 hotels (2007–2015) following ADI requirements aimed at preserving their authentic features |
| Value creation | Relationships Activities Resources | Institutions, construction firms, artisans and suppliers Art and craft shops Tourism firms Employees Tourists Residents Restoration works Revitalization of local tradition Organization of tours Local cultural and natural resources Local human resources Financial resources | Production and distribution of novel accommodation offering based on the reuse of historic buildings and on the integration of various activities, made possible through the involvement of municipal and regional institutions, local firms (talented artisans, construction firms, tour guides) residents, tourists and employees | Retention of key relationships, activities and resources to organize business operations by combining external and internal knowledge with speed |
| Value capture | Cost structure Revenue stream | Emergence of new opportunities to generate revenue and save costs by exploiting local cultural and natural resources | New revenue streams from novel accommodation services provided by widespread hotels and savings from efficient resource consumption | Retention of revenue streams from novel accommodation services provided by widespread hotels while producing societal and environmental benefits |
| Variation | Selection | Retention | ||
|---|---|---|---|---|
| Value proposition | Service offered | New business opportunities emerging in the accommodation sector | Creation of the first six widespread hotels (1995–2006) offering accommodation in authentic rooms/suites and various tourists' experiences of immersion in local cultural and natural contexts, involving local community and tourists | Duplication of widespread hotels through the creation of 9 hotels (2007–2015) following ADI requirements aimed at preserving their authentic features |
| Value creation | Relationships | Institutions, construction firms, artisans and suppliers | Production and distribution of novel accommodation offering based on the reuse of historic buildings and on the integration of various activities, made possible through the involvement of municipal and regional institutions, local firms (talented artisans, construction firms, tour guides) residents, tourists and employees | Retention of key relationships, activities and resources to organize business operations by combining external and internal knowledge with speed |
| Value capture | Cost structure | Emergence of new opportunities to generate revenue and save costs by exploiting local cultural and natural resources | New revenue streams from novel accommodation services provided by widespread hotels and savings from efficient resource consumption | Retention of revenue streams from novel accommodation services provided by widespread hotels while producing societal and environmental benefits |
Source(s): Own elaboration; Table by authors
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