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Gauja National Park Tourism Cluster
Published on 02 October 2018
Latvia
Latvija
This is the good practice's implementation level. It can be national, regional or local.
About this good practice
Gauja NP Tourism Cluster was created in 2012. Today cluster combines more than 50 entrepreneurs, dominantly tourism SMEs, 9 municipalities, Latvian Nature Conservation Agency, National and regional transport companies and Vidzeme University of Applied Sciences. All sorts of tourism entrepreneurs are represented in the Cluster. At this moment it is the largest tourism Cluster in the Baltics. Cluster is managed by a Steering group of 12 representatives that is re-elected every 2 years. Cluster members share a common vision for the future - to become the most competitive tourist destination in Latvia outside of the capital city with high quality and specialized tourism precisely segmented for foreign and domestic market throughout the year, which is focused on recreation and activities in nature and historical cultural environment. Cluster members are required to pay member fees which provide initial resources and give a larger motivation to participate in the decision-making process of destination. Since 2012, several marketing activities have been carried out: uniting brand – Enter Gauja – was created with logo and a brand book; Marketing strategy 2013-2019 was developed; a web-page www.enetergauja.com created; photography and video portfolio for each member created; EnterGauja TV created; several new joint products developed, like “EnterManors” and Winter SKI pass; the cluster has participated in several international tourism fairs.
Expert opinion
This practice from Latvia successfully demonstrates the benefits of clustering in a specific sector and its positive effects on local SME competitiveness. More specifically, a tourism cluster was set up to promote local entrepreneurs and tourism opportunities in a specific destination. The cluster’s activities have included developing a common logo and brand, marketing material as well as a strategy to benefit everyone of the cluster’s members. The evidence of success of this practice include a 30% increase in overnight stays in the destination – a clear rise in its popularity. The practice definitely has replication potential in other contexts as well, especially having the general potential to inspire policy-makers to shape cluster development programs that benefit sectors that hold great potential for a specific country and context.
Works at
Interreg Europe Policy Learning Platform
Resources needed
Formation of a cluster require the critical mass of enterprises who are ready for development and have ambitions to grow. The cluster received funding from ERDF Cluster Program. During the 2nd call 414 982,75 EUR. Annual membership fee varies from 190,00 to 350,00 EUR.
Evidence of success
Since 2012, the overnight stays at EnterGauja destination has grown by 30% both for local and foreign tourists. This increase was more rapid than the national average. Gauja National Park has become the second most visited tourist destination in Latvia after Riga, visited by more than 1,000,000 visitors a year.
In 2016, demonstrating the destination competitiveness and development potential, Gauja NP tourism cluster for the second time received support from the National Cluster program.
In 2016, demonstrating the destination competitiveness and development potential, Gauja NP tourism cluster for the second time received support from the National Cluster program.
Potential for learning or transfer
Benefits of tourism cluster:
• common competitive advantages, unified, strong strategic positioning and branding proposal, destination marketing, image and reputation;
• strong cooperation - business, local government, tourism information centres, universities, non-governmental organizations: the exchange of information, market data;
• knowledge, learning, exchange of experience and know-how;
• joint tourism products;
• enhanced vertical and horizontal cooperation;
• socio-economic system - the business community with a common vision, values, objectives and cooperation giving contribution to the life quality of local communities;
• growth-promoting reciprocal competition;
• strengthened political position for lobbying on a national level or municipal level;
• increased market control - a common way forward in the broader markets;
• shared costs and risks (resources, expertise), including human resources.
• common competitive advantages, unified, strong strategic positioning and branding proposal, destination marketing, image and reputation;
• strong cooperation - business, local government, tourism information centres, universities, non-governmental organizations: the exchange of information, market data;
• knowledge, learning, exchange of experience and know-how;
• joint tourism products;
• enhanced vertical and horizontal cooperation;
• socio-economic system - the business community with a common vision, values, objectives and cooperation giving contribution to the life quality of local communities;
• growth-promoting reciprocal competition;
• strengthened political position for lobbying on a national level or municipal level;
• increased market control - a common way forward in the broader markets;
• shared costs and risks (resources, expertise), including human resources.
Further information
Website
Good practice owner
You can contact the good practice owner below for more detailed information.
Organisation
Gauja National Park Tourism Association
Latvia
Latvija
Contact
Project Manager