The development of a business model for the implementation of augmented reality in cultural heritage tourism the case of geevor tin mine museum
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Cranmer, E. at ENTER2016 eTourism Conference
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The development of a business model for the implementation of augmented reality in cultural heritage tourism the case of geevor tin mine museum
- 1. ENTER 2016 PhD Workshop Slide Number 1 The Development of a Business Model for the Implementation of Augmented Reality in Cultural Heritage Tourism: The case of Geevor Tin Mine Museum Ella Cranmer Manchester Metropolitan University, UK eecran@gmail.com http://creativear.org/
- 2. ENTER 2016 PhD Workshop Slide Number 2 Augmented Reality “A live real physical environment is supplemented by computer- generated content such as sound, video, graphic or location data” Enhances interactions with, and perceptions of the real world
- 3. ENTER 2016 PhD Workshop Slide Number 3 AR in Cultural Heritage Tourism • Info-cultural-tainment • Engaging and educational • Value-added benefits • Interactive interpretation • Retains authenticity AR needs an implementation strategy to realise its full potential
- 4. ENTER 2016 PhD Workshop Slide Number 4 Business Models “Business is fundamentally concerned with creating value and capturing returns from that value, a model is simply a representation of this in reality” “A better business model will often beat a better idea or technology”
- 5. ENTER 2016 PhD Workshop Slide Number 5 The V4BM V4BMV4BM Al-Debei and Avison (2010)
- 6. ENTER 2016 PhD Workshop Slide Number 6 Research Context: Geevor Tin Mine Museum
- 7. ENTER 2016 PhD Workshop Slide Number 7 Geevor AR app prototype
- 8. ENTER 2016 PhD Workshop Slide Number 8 Methods Stakeholder Groups: Internal stakeholders, Visitors, Tertiary Groups, Local Authority, Local Businesses Secondary Data •Absence of AR business model •Geevor chosen as case study •VB4M selected •Stakeholder analysis performed Primary Data •Internal stakeholder interviews •External Stakeholder Interviews •Content analysis performed AR Business Model Development •Results combined to develop AR Business Model AR Business Model Validation •AR Business Model validated through surveys •Analysed using AHP for strong proof of concept
- 9. ENTER 2016 PhD Workshop Slide Number 9 Internal Stakeholders • Improves sustainability • Changes perception • Alleviates pressure on staff • Preserves knowledge • Sympathetic implementation • Recognise need for business model “It would engage just about every customer that we are looking for”
- 10. ENTER 2016 PhD Workshop Slide Number 10 Visitors • Memorable experience • Caters to different knowledge levels • Fills in the gaps • Boosts potential to purchase • Pay as add-on vs absorbed price “A bit more fun as well as being factually educational”
- 11. ENTER 2016 PhD Workshop Slide Number 11 Tertiary Groups • AR Gamification • Pre, during and post experience • Increases accessibility • AR zones “It’s a way of having lots of information at your fingertips”
- 12. ENTER 2016 PhD Workshop Slide Number 12 Local Authorities • Visitors stay longer, spend more • Deters veto • Maintains sites preserved state • Consider infrastructure, costs • Reliable, robust and consistent “With AR people can select their own level of content”
- 13. ENTER 2016 PhD Workshop Slide Number 13 Local Businesses • Integrate food offering into visit • Increases customer retention • Encourages multiple spending • Technology readiness • Infrastructure requirements “Customer retention, if that is a thing AR can help us with it would be amazing”
- 14. ENTER 2016 PhD Workshop Slide Number 14 Innovative technologies are key to the future success of tourism AR Business model will support: •Return of investment •Competitiveness •Longevity •Sustainability •Value Conclusions
- 15. ENTER 2016 PhD Workshop Slide Number 15 Contact: Any questions? creativearhub.org @creativearhub Creative Augmented Realities Hub eleanor.e.cranmer@stu.mmu.ac.uk
- 16. ENTER 2016 PhD Workshop Slide Number 16 References Al-Debei, M. and Avison, D. (2010) 'Developing a unified framework of the business model concept.' European Journal of Information Systems, 19(3), pp. 359- 376. Chesbrough, H. (2007) 'Business model innovation: it's not just about technology anymore.' Strategy & Leadership, 35(6) pp. 12-17. Roesner, F., Kohno, T., and Molnar, D. (2014) ‘Security and privacy for augmented reality.’ Communications of the ACM, 57(4) pp.88- 96. Shafer, S. M., Smith, H. J. and Linder, J. C. (2005) ‘The power of business models.’ Business Horizons, 48 (2) pp. 199-207. Taqvi, Z. (2013, December) Reality and perception: Utilization of many facets of augmented reality. In 23rd International Conference on Artificial Reality and Telexistence (ICAT), 2013. Houston, Texas, USA: IEEE.
Notas del editor
- Explain quote Anything that is adding an extra layer to reality, real world view Long history, traced to 1950, only recently become widely used term Driven by increased smartphone ownership Smaller, cheaper, more powerful 2/3 adults own smartphone, most widely used AR display device
- Focus – CHT Deloitte, future success of tourism depends on investment into innovative technologies to address changes in visitor experience Attract attention of modern tourists Modern tech, rise of internet made T more competitive AR grown in pop as revolutionised way individuals access info while on the move Enhances exp, more enjoyable, entertaining, interesting Dest. Differentiation Tech attracts T
- Fundamental to any business All businesses have BM whether they articulate it or not In T encourage holistic overview Help map out and define complex networks Positive correlation found between BM in T and dev. of technical competencies and product innovation
- Critical lit review, revealed V4BM by … most suitable to guide research themes and questions Based on content analysis of existing defs to create unified model Accounts for interrelated and interdepends relationships between elements … relevant for T
- Tin Mine Museum. On mining site, closed in 1991 Huge part of local identity, heritage Reopened to preserve and maintain history Now UNESCO recognised, multi-award winning BUT publically funded, so seek additional revenue streams AR tool to overcome challenges e.g. Sheltered monument status, physical environment cannot change, AR virtual signs, interpretation of site
- AR app prototype. Shown to visitors. Ball Mill, machinery sold to raise revenues. Gap and absence, hard to visitors to put pieces together.
- Quick look at methods AHP – Analytical Hierarchy Process MCDM – Multi Criteria Decision Making Process Organises criteria into intuitive hierarchy, to prioritise criteria and produce outcome with strong proof of concept Thus contribute to knowledge, theoretical and managerial descisons
- Largely positive response Perception change, modernise offering, attract younger, more modern tourist Ensure sustainability of site, through increased revenues, additional income Preserve knowledge. Maintain authenticity, personal touch Alleviate pressure on staff, interpretation for informal visitor BUT; needs implementation strategy to overcome challenges e.g. technical issues, user adoption. Sympathetic implementation to add to, not detract from existing infrastructure Resistance from staff, need fully educating to understand and recognise value
- Fantastic potential; interactive, information, exciting, engaging Enhances experience, adding value. More memorable Content to cater to all knowledge levels, thus increases learning Fills in the gaps, creates fuller picture, easier to imagine what it was like in reality Would influence choice of attraction, especially for visitors with children Add-on £1-£5 or absorbed, hidden cost Increase potential to purchase, raise awareness, drive interest Concerns over use is some areas, device ownership, downloading, technical capabilities
- Better BM often beat a better idea of technology Innovation is important, updating, making sure stay ahead of the game Developing BM ensure attractions do not miss out on the potential of AR