Research and Education in a five-fold strategy:
- Tourist Management
A. ACADEMY & TOURIST MANAGEMENT
Wine tourism should be viewed as a business separate from that of the wine production sector possessing autonomy in its design and development and able to substantiate its own profit. Wine tourism is Tourism with a particularity based upon the motivation to embrace wine destinations with an organization committed to the culture of tourism.
B. ACADEMY & SUSTAINABILITY
The Academy believes it is now the time to begin work on broadening the horizons of responsible and supportive wine tourism.
As proponents of cultural tourism, we can contribute substantially to the United Nations Agenda 2030, in terms of SDGs Ns. 3 Health and Well-Being, 4 Quality Education, 5 Gender and Social Equality, 13 Clima, 15 Ecosystems y 17 Partnerships.
‘Knowledge Management’ has become the focus again in many sectors and, in this case, in education and training for sustainability.
Companies and Destination Management Organizations (DMOs) play a major role in efforts to minimize the development of climate change by creating solutions, services and innovative products in the area of social, environmental sustainability able to respond to global challenges linked to sustainable development.
Smart tourist destinations cannot exist without taking sustainability into account, not only as a distinguishable factor but also as a basic element of business philosophy and daily practice.
Leadership in sustainability takes on a governance model where Destination Management Organizations (DMOs) should undertake the coordination of INNOVATION and a CIRCULAR ECONOMY at the different levels of strategic planning with the aim of increasing public and private awareness of how a Circular Economy and Innovation creates competitive advantages for companies, institutions and the country.
C. ACADEMY & COOPETITIVENESS
Faced with a complex situation such as the current one, if the objective is to position wine tourism in both national and international market in this ‘New Era’, it will be necessary to work together: we should not see ourselves as competitors but as coopetitors by competing through cooperation, bringing together the means that allow us to prepare for a NEW WINE TOURISM on a global scale.
D. GWTO & GASTRONOMY
In the tourism sector of which wine tourism is part of, food is a useful resource to promote the unique features of a particular region.
Gastronomy is used today as a tool for social and local development by both public administrations and private entities.
Cultural and gastronomy tourism makes use of the land to obtain the raw materials used in bars and restaurants. Some concerns still remain such as the possible impact tourism has on agriculture and environmental sustainability, what benefits can be provided to the rest of the community, and the effects may be upon the natural landscape.
If the wine tourism sector wants to be sustainable, it must consider the challenges and the balance between:
- Heritage and innovation,
- The interested parties: the autonomy of suppliers and their participation in the existing policies.
E. ACADEMY AND INNOVATION
Innovation is a key element for the future of tourism and for wine tourism on both the technological aspects and scientific principles of technology.
The concept of innovation is much wider than the technological or even scientific advances concept: It is not enough achieving innovation in science and technology fields.
Innovation is the end result of complex processes of Knowledge Management.
They start by generating knowledge (pure and applied research); then, their dissemination (through training and information); finally, they end with the evolution of our tourist and enotourist activities because as we apply that know-how to products and services in the social-cultural, economic and governance areas: focused to a satisfactory customer experience.