Moon Shaped Hole Outhouse

few days ago I had the opportunity to discuss with those responsible for what I consider the most important tourist community of Spain, about the opportunities and challenges that this model of business proposition face over the next two years. In reviewing the notes he had taken during the meeting, I could see clearly emerged a dynamic map structured around the different stages of development in virtually any online community.
This is what I intend to share with you at this time.

Every community has a first phase in which must respond to a number of issues common to all communities regardless of affinity factor. Is what might be defined as hygiene factors PHASE. Here the focus should be directed to a clear definition of the value proposition and the general universe to which it is addressed. Here, and in full accordance with the above, it should develop the platform, application or basic functionality, user interface and a marketing and communication plan that takes into account the peculiar growth curve of the communities (depending on model Bass diffusion - http://en.wikipedia.org/wiki/Bass_diffusion_mode l).

To produce the explosion of growth in the Social Network, that is, to maintain a high rate of incorporation of "innovators" who act as a platform on which to form the wave of "imitators / followers" to give the level of real scale community should respond successfully to the elements of the PHASE critical. These are defined by the incentives and facilities that the community provides its members with regard to content generation, navigation and search - for user access and content, with particular attention to the visibility and relevance, and interaction between members of the COMMUNITY. These areas and management and development should be the essential and ongoing community and is the most energy and resources should absorb.

Once the critical factors are at cruising speed, and metrics such as growth or return users, viral content generation on a daily basis be managed successfully, and when it also has achieved a minimum base of users and "entertainers" who have a sense of dynamism, focus is directed to a more strategic approach and enter the PHASE scaling factor, when it begins to prove the viability of the business model and perception Value of users - customers and suppliers as appropriate.
Two aspects form the content of this phase. The SEGMENTATION , in order to increase the effectiveness of any marketing or sales activities - and the perceived value of potential suppliers or advertisers. The MONETIZATION , or the ability to generate revenue without significantly altering the dynamics and culture of the community.
Monetization implies in turn, the definition revenue models (transactional, half or hybrid), the plans business development through the continuous incorporation of elements that increase the perception value and allow users to alternative income generation and the constant redefining products and service s.

Over the next few weeks will keep delving into this area so exciting social networking aspects such as motivations for participation, the network types or models of development and growth.

Windowblinds What Will Changing Sid

Nobody questions today the absolute primacy of knowledge on the management of resort hotels 4 and 5 star beach resorts.
Brands such as Barceló, Riu, Sol Melia and Iberostar are clear global benchmarks in this category (some of them are also serious competitors in different product ranges urban).

This knowledge developed over the last decades, first in the Balearics, Canaries and then less on the mainland coast and more recently in the Caribbean, which surpasses mere hotel management. The definition, design and participated actively in the development of the destinations makes these companies have the potential to create value beyond the doors of its own facilities.

A deep understanding of the processes - their own unique development in many cases, a capacity that allows for training standardization comprehensive human resources, access management technologies, energy efficiency and marketing and distribution, make relevant and powerful brands, are the main internal values, to ensure sustainable returns above the industry average. As aggregation
active in the environment, their ability to identify potential targets and their influence on design and development, while the construction approaches and technical resources in many cases, training or resources human. At the same time, the weight of their brands and their marketing approaches have the ability to put on the map to any destination in they are implanted.

In a time when beyond the theoretical debate is a need to generate proposals to expand the focus of the main strengths of the sector, and help us to address opportunities and mitigate threats, it seemed bright a shared approach Raúl González me, CEO of Grupo Barceló. Raul

proposes a formula that would combine international development aid export of tourism knowledge, which would result in greater English influence on the world tourism map - with all the consequences in many areas this would, with the development of our leading companies and a new generation and management with international clout.
The specific proposal would be to dedicate a portion of ADF resources (Development Assistance Fund) that the government spends each year to finance projects that combine local development activities with an increase of the English presence in the world the construction and management of tourism businesses - primarily hotels - in emerging destinations.

formula execution could link the allocation of funds to the development of destinations, tourist facilities and local tourism businesses, as well as promotion and marketing work of fate. This include the competition between English companies to assign individual projects, and contracts for long-term management for hotels, receptive, and so on.

The advantages are obvious:
1. Development of local tourism sector in generating jobs, wealth and knowledge.
2. Internationalization and growth of the leading English tourism companies.
3. Management of funds on purely business and with maximum transparency, where the property is host and managing the country issuing the funds.
4. Generating a virtuous circle in which we can further strengthen and expand our tourism leadership these areas.

We intend that this forum will attempt to go beyond the proposal of reflection, and used to share and discuss specific proposals. This is one of the brightest I've had access lately ... And it seems that its implementation would not involve much more than a minimum of political will. Credits

FAD (Development Aid Fund), endowed by the English government to provide concessional financial assistance to the developing countries, their public institutions, its resident companies or multilateral financial institutions. Management, administration monitoring and evaluation by the Ministry of Industry, Trade and Tourism. The receiver of the credits must return through the purchase of goods or services to the donor. The volume of funds under the budgets for 2009, to provide directly by the Ministry of Industry, Tourism and Trade will be about € 500 million.

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renegotiation or export knowledge BLACKMAIL?



Hosteltur published two days ago the news about the letters that TUI Travel was referring to the Canary Hotel, where they requested a reduction on prices of contracts from Summer 2009 (http : / / www.hosteltur.com/noticias/57661_tui-renegocia-precios-este-verano-canarias.html )
The TUI can achieve by this action a margin slightly advantageous in source markets, force the other major tour operators to follow the same example, so expect a chain reaction that affects virtually all contracts for next summer.

are several elements that we must take into account in relation to this:
1 - Contracts for 2009 have already been signed with prices down in the tour operators threatening to reduce capacity in the Canary Islands take them to other competing destinations.
2 - The capabilities of the two major clusters (TUI and Thomas Cook) to take Canary R 4 seasons being systematically educated to fit fall vacation package sales in most markets (an interesting exception is the Scandinavian markets.)
3 - commitment levels of the tour operators are at their lowest levels since the "crisis" of the year `89. This lack of commitment is reflected in the total amount of guarantees and deposits on the hiring of accommodation and aircraft seats.

Therefore, it seems clear that the hotel canaries were "requested" worse in relative terms what is already one of the worst contracts in history.

According to that article, TUI's main argument is based on the following options. "Do nothing and see how the passenger volumes and occupancy of the accommodation falls, and work together to achieve real value of the rental price that customers can afford."
not go into semantic analysis and accept that the reference to setting the value of holidays in the Canaries for clients is an error in translation from German or English, not questioning the value for money - hired For three or four months - of our product for next summer. Some considerations

the general subject:
• The concept of renegotiation must involve a transfer by the two parties agreed on terms and in order to bring positions and maximize the outcome for both parties, given the external circumstances change to the agreement .
• In the event that one party to impose its conditions - based on his power - in a situation in which the results of the other can only get worse can not be characterized as negotiations, but blackmail.

seems clear that this is what happens in this case, in which the position of the hotel and the destination is weakened by:
==> Difficult access to information. The tour operator which manages the evolution in the demand for different markets, the perception of value by destination customer, the elasticity of the demand, or the margin of maneuver and the possible consequences if the forecasts move further upward or downward, is something that the destination gets the best of cases, so biased and misleading.
==> The tour operator is not acting in any way transparent about its margins, risks, maneuverability, etc. in a particular destination. He hoped that the hotel accepts that his arguments are true without further questioning.
==> The hotel is a starting point the transfer of part of its margin - Not knowing what real impact will have on end customer, or if the reduction in accommodation costs will be passed on prices, margins or additional marketing investment by the issuer. In either case, these actions could not be audited by the destination to be sure that their sacrifice in prices may have had some effect (at the end, and purity, the eventual reduction for renegotiation does not cease to be an "investment "fate in the distribution channel. What less than demand that they be transparent both to the results of it).

hotel's position is therefore very weak, which does not allow a minimal bargaining power.
(TUI only represents 22% of the Canarian tourism market, and this is the English destination in which the proportion of independent travelers is the lowest of all the territory - mainly because of the remoteness and difficulty of continuously profitable Throughout the year liner frequency or low cost).
fragmentation of the target actors are forced to confront this situation independently, with a marginal bargaining power. This is possibly the best weapon of the tour operator, which soon will be intimidating for reluctant, arguing that as a percentage of hoteliers have signed x a reduction of y%.

today share the analysis from the surprise at the complete lack of reaction from the sector with the publication of this notice.
I can not help that cause me outrage, and I worry about the fact that near the end of the first decade of XXI century, will continue to give these pseudo-colonial practices by these groups. I will comment
anecdotally, that in September. 2007, at a conference on Tenerife distribution coincided with representatives of TUI and Thomas Cook, whose main thesis was precisely the invitation to the hotel to further reduce their price levels to be competitive against other destinations in the short and medium radio. My reaction was furious, and argued passionately against the obsolete model of distribution that they represented, and against the practice of requiring payment of hotel bills of the inefficiencies of the tour operators in markets increasingly competitive issuers. I know by former colleagues of the TUI has since been suggested internally to make sure they do not match me in any event or conference.

Today it is clear that not much can be done. But we have no excuse to get to work immediately to improve this position. Some lines of action could be:
• While lodging contracts must be negotiated and signed individually, some areas in which it is essential to the consolidation of purchasing power - increases each season, renegotiations or capacity commitments by the tour operators - should be delegated to a representative body of associative type.
• The tour operator may request a renegotiation, but you have to put on the table alternatives, and purchase commitments to change this. The placement and investment returns of the targets should be transparent and auditable.
• If hoteliers agree not significantly alter the sales quota for tour operators, they can not, unilaterally, reduce capacity at the destination. This should be part of their business risks and should not be open to review until next year.
• The industry can not afford units of this magnitude with actors who are spending their own journey through the desert. The pressure to continue funding their inefficiencies will only grow. • Better promotion
, opening new channels , expanding the volume of air spaces , capacity building of marketing and distribution , a new map of s sectoral responsibilities among employers, associations and institutions, should be the basis of this new sector strategic plan that we face every day as more necessary and urgent.

us accept as this "renegotiation " reluctantly, with the objective that will be the last time we have to sit at the table without any option benefit. Toca
go to work today, otherwise, the next time you see this story will touch your head down and think that in this case is our responsibility.

Charm Pack Patterns Free

A "Perfect Storm"? RENEWAL PLAN



Perfect Storm is an expression referring to the time when a number of phenomena which individually would have a disruptive effect limited, occur simultaneously - and unexpected - thus creating a situation of extreme gravity and a very complicated solution.

Over recent years there have been a number of factors that gradually have been negatively affecting the sector in Spain and they have had a significant impact on our target model.

Some of them have been:
* Progressive increase of operating costs and loss of competitiveness in the more commoditized holiday product. * Weakening of
model charter and tour operator.
* Absence of c marketing and distribution gentle able to adapt quickly to new global tourism scenarios.
* Difficulty in breaking the temporary . Fragmentation
* promotional efforts that have resulted in ineffective campaigns and progressive confusion about our key proposals and major brands.
* accelerated change consumption habits of tourists .

To all this we must add now, a decline in demand for economic downturn in our major markets, leading to a further drop in prices and occupations Throughout 2009, a difficulty in financing business, and increasingly of the institutions - especially in tourist municipalities have for years funded budgets lush thanks to the scourge of brick, and a greater focus by streamlining tour operators, charter and low cost airlines, which implies r ecortes capacity and routes.

It makes us think that over the coming months, destinations and local suppliers - hotels, cars, buses, recreation - will face a more complex situation history . And possibly with very few tools at your fingertips.

A perfect storm situation is not manageable. The general feeling is, first of paralysis, followed by the panic in which all activity is concentrated in the "every man for himself."

An employer, owner and manager of one of the largest business groups in the Canary Islands, told me several months ago while trying to put names to the clouds that were approaching the business. "It's not how you would define it exactly, but it is obviously very serious, and we can no longer avoid being hit."
I remembered this conversation when I heard Javier Gómez Navarro, former Minister of Trade and Tourism and current President of the Council of Chambers of Commerce, commenting on the situation of uncertainty and confusion that had found the tourism business on their last trip to the islands.

This discussion is not intended as a scientific diagnosis. In any case, an approach from a visual perspective to establish a starting point for action.
much less I would suggest recipes, although two or three lines of action more than ever become essential, and that should be beyond discussion or debate:
* Developing a national strategy, institutional and private , development of products, brands and PROMOTION that cascade mark points in those who engage in the regional and local master plans. This would allow us to define how we want to compete in the next 50 years and what steps would have to start giving away.
* The search for f ormulate concentration of efforts by destinations and key players , primarily in the areas of marketing and technology, enabling dramatic improvements in marketing and loyalty of our visitors.
* The obsession INNOVATION as the basis for the reinvention of our proposals. Innovation I would have to act on strategies, business models, operational processes and products or services.
* l The emergence of political and sectoral Ider able to unite wills, interests and resources, with a clear transformational, and not the usual and aided use of hot cloths.

I know some initiatives, from Turespaña / Segittur, Chambers of Commerce, CEHAT / ITH, etc ... All the best of luck - we're going to need it! And the request to its initial orientation has two clear objectives and non-negotiable - The most comprehensive diagnostic and raw as possible, and the generation of leaders necessary for successful captain plans arising. Only by achieving these two objectives, we would have 50% of the problem track.

Actresses Dark Hair Green Eyes

At the news of Carlos in the Community Hosteltur:
http://comunidad.hosteltur.com/post/2008-11-22-plan-renove-para-el-turismo DE-400-million-euros

PLAN RENEWAL FOR TOURISM OF 400 MILLION EUROS
Posted by carlos on 22/11/2008
few hours ago the government has announced a rolling plan for the sector tourism, which will provide 400 million euros.
The plan is based on the granting of loans ICO. The state will finance this loan with zero interest and a commission final beneficiary of 1.5% through
entities shall be eligible for this plan hotels, apartments, camp sites and tourist lodgings and catering companies of complementary tourist or travel agencies.
apparently is one of the few News that in recent times has agreed to the entire industry and all its subsectors. From politicians to the associations of travel agents.
A very good news for the sector. One step more to get out of bad timing. I

comment: Trim

news this morning in the country with the idea of \u200b\u200bposting some thoughts on this initiative and the possible allocations of these funds. So Carlos, thank you give me the opportunity to comment directly!
€ 400 million in a single year and for projects of SMEs sector can be a pretty decent budget.
absence of that we know in detail the conditions of allocation of these funds would be desirable to:
* All funds are allocated within the next few months - so as to achieve maximum impact in 2009. So we want a flood of applications and minimal bureaucracy. * A significant
submitted projects are aimed at developing the "soft infrastructure", ie, developing talent and innovation in the sector.
* The preferred value of initiatives that bring together companies, destinations or networks of professionals who can serve as facilitators sector in their areas of influence over the coming years.
* In a situation where our almost nonexistent entrepreneurial culture might disappear altogether, part of the aid could serve as seed capital to support all students and professionals in the project winner to have never gotten support.
Crisis = Opportunity ...
For us and our competitors ... Planteémonos
all actions to mitigate the impacts of this global crisis, we must also serve to strengthen our competitive position in recent months of impasse predictable.

Pittsburgh Penguins And Necktie

TOURIST BUSINESS FOCUS Innovation and Entrepreneurship Culture




four months ago (YA!) that was announced my departure from the group Travelocity / lastminute.com. Since then I have come directly or indirectly, all sorts of speculation about what my next career stage, and especially what kind of project I would join in January 2009 after a final finish my commitment to lastminute.com .
In all cases, my answer was always the same - and today I reiterate in this forum - for confirmation, personal and professional commitment, and certainly, as a message to all those who think that leadership is an attitude rather than a goal, and that's where lies the success English tourism sector over the coming years.
For those who followed my story of the Camino de Santiago in June this year (www.reinventandoelcamino.blogspot.com) will be familiar to some of the elements that define the scope of this decision and set the direction for my next professional career - Today more than ever, marked by a definite link with my personal life and where borders are voluntarily tenuous or nonexistent.

Three factors become critical to my involvement in any project:

• INNOVATION - The dynamo that turns my professional energy. On several occasions, when I was asked about my passion and drive, even in the most adverse circumstances, I have not hesitated to attribute all to this powerful source of creativity and struggle that is going to work every day aware that everything you do or decide to have the potential to change the tourist map. His power at the collective level is also extraordinary. I've seen many times teams have been galvanized by this perception that got what priori would have seemed impossible.
• ORIENTATION (genuina!) to PEOPLE - Where the organization and assume a leadership role in serving the people, who are ultimately that give it substance and meaning. This service role should go beyond the letter of intent empty most of the companies and individuals focus on contributing to the overall objective imbued with a sense of belonging, purpose and personal and professional development. •
SOCIAL RESPONSIBILITY - The devastation of resources, financial engineering, speculative business models, start to have no place in a society increasingly aware of the real costs of an alleged welfare. Belonging to an organization or project that meets the objectives of innovation and orientation - genuine - people, that would be exemplary in terms of social responsibility. Responsible attitudes, combined with action of impact, which generate social recognition, and pride in the people in the organization, which also reinforce the perception that a change is generated beyond the sectoral impact, is something every leader should consider and move from cause related marketing or "goodism" a coup for the book, to attitudes that permeate across the enterprise, and defining a new form of leadership, or better to be leaders.

Throughout the summer, I have ruled out a significant number of opportunities that did not comply with these points or that were not consistent with the principles that govern my personal life right now. I'm sure I'll have the privilege to rule out some more before the year ends.

I have been aware from the outset of the difficult to find or have the opportunity to develop these three points in existing companies with a certain size. I have therefore been virtually eliminated my return to high corporate governance projects.

mean a surrender to a reality corporate mouth is full of innovation, people and social responsibility, but then embarks exclusively on growth dynamics more or less speculative, and leaves in the background all the above than the minimum given things are bad - and then complain Rampant cynicism that plagues our teams?
I think more than a surrender is a change in tactics. After twenty years of management experience in the sector, today I am convinced that we can have much influence to lead any revolution from small, agile projects, consisting of bright and committed people, in which passionate orientation to innovation, people and society becomes more cohesive for all influential actors of the organization, and therefore an asset and a source of strategic differential.

This post is therefore a commitment to these values \u200b\u200band over the coming months I will share, not just projects but, above all, essential components I NNOVATION , guide people and SOCIAL RESPONSIBILITY. I serve as a continual reminder of my change of tactics in the pursuit of greater professional excellence. To you I hope will inspire them and encourage them to adopt attitudes that signify a radical change and continuous in our sector and thus a source and leadership opportunities for each of us, our teams, and ultimately for all of us who constitute the present and future of the tourism sector.

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Throughout my previous posts I tried to generate a reflection on a series of radical changes that completely alter the basis on which we built our tourism leadership as a destination, and as a reference in largest hotel companies in a very specific product line - the beach hotel of 4 stars for tour operator clients in half board or all inclusive.

These changes offer us opportunities, but lack of leadership sectoral policy and can lead to a situation where we are increasingly less relevant in the international tourist scene. And not because they can produce a collapse in the quality of our product / s tourism / s, but by a continuous decline of no return, which first permanently erode the margins of our business, then go getting into a spiral of decline . I think we can all begin to see - hopefully in isolation - some clear signs of these dynamics.

I think the only possible answer is that of innovation, both in our strategic focus on the role as represented in an increasingly globalized sector.

This innovation must necessarily include the following elements:
• A radically new approach to marketing - and concretely in the form in which they promote our destinations, products and companies (customers and managing brands and propositions). Besides marketing skills and loyalty both in person and online are clear differentiators.
• Support the creation of new businesses are not dependent on the dynamics of the traditional tour operator model, a database marketing and technology all contribute to improving the previous point.

far few changes to my previous posts. These come from the hand of Manu Colmenero and William Edu, and the comments made on this blog, and that led me to the next reflection. If we talk about future, and strategic elements. What are the factors that give rise to an entrepreneurial culture that act as germination of ideas and generating tourism business for the twenty-first century leadership?

All that in one way or another are related to university business school or recent graduates when they enter the working world, we complain about the abysmal lack of ambition, systematic escape anything that smacks at risk of aspiration professional life predictable and not much effort.
All this, naturally and fortunately has notable exceptions, but it is true that the general tone of the new generations entering the industry, despite being digital natives and not leave much room for optimism.

After being in direct contact with many entrepreneurs in both the UK and U.S. in recent years, there are some objective elements that have a decisive influence on the development of entrepreneurial skills, especially in a culture in which sacrifice to bring forward an idea and turn it into a business worthwhile. Some of these might be:
1. The environment family promotes, supports, appreciates and recognizes that children develop their own initiatives.
2. The academic drives through projects and aid of all kinds, the companies that develop and provide as much or more value to it as a career, than a corporate career.
3. There is an openness in the financial world to support and succulent business with the capacity for innovation, freshness, sacrifice and passion of young entrepreneurs.
4. The companies highly value the experience in the development of a business as the best of the curriculum ... and also support and benefit from this business microtissues by agreements, partnerships and purchases of these companies.
5. The been given all the facilities bureaucratic or tries to interfere as little as possible.
6. The society values \u200b\u200bthe entrepreneurial spirit and recognizes the value of young businessman in his social contribution aspect of job creation, dynamic sector, innovation and competitiveness.
In short, everything you do have to take risks prize. If the project is successful because it will be capitalized handsomely for the entrepreneur ... And if it goes wrong, he will receive all the awards, both for starting a new initiative to leverage the experience in a corporate career.

In pragmatic terms. All these factors could be short term in our environment, so that we can unlock the window of opportunity before us in our industry?
Probably not in its entirety. But. Who would not agree that significant changes in the numbers 2, 3, 4 and 5 on the list above, only require a bit of will and commitment within the tourism sector, yet the immediate impact could be more than notable?

Narrow Foot High Arches

Just after the bursting of the Internet in June 2000, there was some question the real possibilities of success of the newly established online travel agencies.
The rate of penetration of the Internet, the emergence of low cost airlines, changes in consumer habits and the need for distribution after the September 11th attacks of 2001, gave a decisive impetus to a number of global players - Expedia, Priceline, Orbitz, Travelocity - which are now an undeniable part of the great leaders of marketing and distribution.
During this period of growth and consolidation of players online, has repeatedly questioned the role and future of the rest of the elements that make up the distribution sector, mainly traditional travel agencies and tour operators (such as referral from my point of view on the status of the distribution sector and its possible evolution, I refer to my post and presentation "Hosteltur Forum 2008").

resurfaces a few months to force the debate on the viability of online travel agencies in an environment where:
- Increasing pressure on margins becoming increasingly difficult to cover the substantial costs of technology and all marketing.
- Some marketing costs that increase out of control, both by the increasing reliance on search campaigns, for the steady increase betting competitors keywords, actions and similar formats.
- A bet increasingly important for tourism providers - notably airlines, hotels and car hire - in your e strategias direct sales.
- The ever-important " promiscuity" of customers and the ensuing complexity and cost of loyalty.
All this accompanied by some growth of the market much lower than in recent years, also that they share with aggressive traditional players who have awakened from their slumber offline, as well as new companies are entering the sector continuously remains the most successful e-commerce: Travel.

Finding efficiencies in processes and marketing spending as well as the need to continue generating growth makes the OTA's approach has little to do with the leadership of the revolution, and are in consolidation mode and eventually positioning in emerging markets with high growth potential, give them that level of growth and markets in USA and Europe are becoming more complicated - and expensive! - To achieve.

In parallel, there has been an interesting shift in the new tourism businesses online. With a primary focus processes of promotion, inspiration and planning and generation of routes , differentiation based on giving customers the tools to approach the experience, and give secondary importance to the reservation and booking process, which in most cases outsource to third parties.
In the words of CEO of TravelMuse, traditional agencies devote 90% effort to what from the customer point of view would be 10% of the process: The reservation and purchase. The new agencies devoted 90% of his approach to 90% of the process: planning and purchasing decisions and the impact this may have on the loyalty or inspiration to other customers.

On this basis, we have hundreds of companies that explore and exploit these principles, trying to get closer to the customer and their habits, and give a value transaction revenue side, preferring to maximize the commercial value marketing and advertising of their platforms. In this way, mitigate the risk of significant reductions in margins on tourism components, and become allies of both dealers and suppliers.
top of that, these new online travel agency today represent the cutting edge of innovation in tourism and real customer focus, needs and changing their habits.

addition to metasearch engines, which could be the first generation of this new perspective on travel sites, and pages of user reviews - TripAdvisor type - we see a plethora of new pages that will leave some of the global leaders of coming years. Some who have to go considering:
www.tripsay.com
www.planeteye.com
www.travelmuse.com
www.tripwolf.com
www.nileguide.com
www.farecompare.com
www.
tvtrip.com www.dopplr.com

Being Banned From Coach Stores

NEW ONLINE AGENCIES Crisis, Productivity and Innovation



I read with interest the interview with Roland Berger, president of consulting firm Strategic same name, published in El Pais Business, this Sunday ( www.elpais.com/articulo/empresas/Espana/tiene/problemas/estructurales/elpepueconeg/20080824elpnegemp_2/Tes) and I can not help extrapolate the impact of some of their claims to the English tourism sector.

I first jumped on to read the headline. " Spain has structural problems." Mr. Berger referred to here in a generic, our reliance - for growth and employment - of construction, besides the lack of labor flexibility, increased labor costs that is not accompanied by significant increases productivity, lack of training, infrastructure and innovation.
I think with minimal nuances, all these points are applicable to the tourism sector, including development of dependence on construction, because I believe that one of the most important strategic weaknesses of our product and receptive - especially on the coasts and Islands - destinations that we have developed is based on real estate impulses, then we come to sell (or say better. That after we have dispatched recruiters to the tour operators), rather than design and build opportunities to meet medium and long term demand in specific markets.
When Roland Berger predicts the duration of the crisis until 2010 or 2011, I have the following question. In an increasingly competitive and complex, where the cover of the brochure of the tour operator and distribution of airline seats is not enough to have a significant presence in the market. What we stand to compete and maintain a clear sectoral leadership?

The second group of reflections of Mr. Berger are in line with increases in labor costs with productivity static that makes us less competitive on an ongoing basis - particularly in those tourism products more commoditized. Here
competitive in the next years it has even less flattering: Increased labor costs - which does not seem to be able to stop, maintenance - the best - in productivity, a drop in demand due to the crisis, accompanied by an increase the rivalry between destinations, particularly in advocacy, marketing and distribution margins drop - the downturn in demand and increased costs of flights, leaving little room to improve operating margins. A scenario like this in any business of a certain size would have the entire management team working on plans and alternatives to mitigate the risks and exploit opportunities arising in this environment. What must happen in our industry to be promoted these processes?

Roland Berger dare with some proposals for action palira the effects of this crisis, and here we can apply almost all of their suggestions to the tourism sector: zero
* Increased labor costs accompanied by a significant increase in productivity .
* Public and private investments in infrastructure and INNOVATION
* Firm commitment to become a center for talent development and training
If we compare these points with the strategic challenges above, we see that productivity, training and talent, could be consequences or results of the implementation of strategic plans to review the situation in the sector, and focusing on becoming a world leader in the promotion, tourism marketing and distribution. And even, why not, a leader in the development and management of tourist products and destinations. All that is
INNOVATION. To all this is what I encourage, push and provoke, from this blog, from my lectures and classes, or my participation in business events.
not move in this direction will only be prolonging the agony of a model tourism marketing obsolete, and a model of product development and highly improved tourist destinations.

The Horizon Plan 202 0 ( www.turismo2020.es/) should be a good starting point, and offers a more than adequate for it ... We will have the political leadership and industry to give it a try? We'll see the return of summer ...

Multiple Cankers At Once

Tourism Innovation Culture? Tourism Innovation Forum


"Innovation is the creation or modification of a product, and its introduction into a market ."
The definition of the Dictionary of the RAE and makes it clear that innovation is more than creativity or the ability to generate ideas - some even good!.
also and necessarily implies that "what applies to generate added value that will be appreciated by the market. Thus, we could reach the following definition: Innovation is the profitable implementation of ideas. Some authors

plus 4 distinct phases in the management of innovation in the path from idea generation to "harvest" of benefits from it.
These are:
1) Creativity - In their meanings, inventing new things, find original solutions, or the desire to modify or change the world (!)
2) Strategy - Phase-making and planning alternatives that will generate a greater return to our ideas.
3) Implementation - During which sell the result of creativity.
4) Monetization - When there is positive market response in terms of recognition of the value of our innovative approach.

From this perspective, and in line with my previous posts, I wonder what kind of culture sector is necessary for this process is an inherent part of all tourism dynamics, and an element of competitive differentiation and amplified by actors assumed sectoral and social. The bullet
The Poplar 10.08 Sunday World, a English businessman was bold to the following question asked: "Why as much as we always think out brick?". This reflects brilliantly, one of the greatest evils that have affected the development of our tourism model. With honorable exceptions, successful, business has been more speculative than oriented to sustainable development capacity with a focus on innovation. The main attraction of the business has come from the construction side, encouraged also by the patterns of municipal funding. In addition, marketing through the tour operator model has necessitated the development of capabilities or innovation in the areas of promotion, marketing and distribution, which has left the sector in a precarious business to the accelerated decline in passenger volumes and large business groups tour operator , which in its strategy to shift its problems margins purchase prices of hotels, threaten to drag the industry margins and therefore insufficient unsustainable.

Against this background, it is clear that there are no elements for the emergence of a widespread culture of innovation in the sector. However, this same scenario should lead us to believe that s nly a clear commitment innovation, we would still able to maintain a leading position worldwide in our sector beyond the predatory skills of hotels and apartments built for the glory of the tour operators on our coast.

Since this paper sector awareness that each day can play the blogosphere, continue to make calls and proposals for innovation in the sector because the generation of this culture in our industry is only a suggestion, a form of social responsibility given the impact of tourism in our economy, society, territory and environment.

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Alvin Toffler (The Third Wave) defines change as the process by which the Future breaks into our lives. Almost might add, the demonstration of future and present.
past 10 years - though with undeniable impact over the past five or so - the tourism sector, mainly in areas of promotion, marketing and distribution, has been has been invaded by this strong-looking attack has succeeded in putting its This "upside down."

When we analyze the catalysts of these changes, all agree that the Internet and low cost airlines have played a crucial role, both through its impact on behavior of passengers, for direct distribution opportunities that make available to tourism providers - hotels, airlines, car rental agencies or receptive.
However, behind these catalysts is a common element of INNOVATION. Innovation

business models, such as low cost, rapidly pushing the obsolescence of models valid for more than 50 years, as the tour operator in the sun and beach destinations in the Mediterranean. Technological innovation
, first with the popularization of Internet, and then all subsequent technological applications arise in their environment. Innovation
products or services, primarily in the platforms of both B2B and B2C distribution.
Innovation in processes, whose most striking examples are given in most of the disciplines of tourism marketing.

The great paradigm shift occurs therefore by the powerful performance of catalysts, which arises at the same time generates a cycle / virtuous circle of innovation.
Today we face new challenges and new opportunities to boost tourism globalization, new practices in the distribution and marketing in an environment not favorable. And the question that arises is: are our levels of innovation sector to guarantee the best use of opportunities presented to us? Or vice versa. These changes will once again be a source of threats and mitigate risks by not having the capabilities to take advantage of favorable?

Where can we find these centers of innovation to show us which side does the future invades us in our day?
If we look around us, both locally and globally, it seems that to some extent, the fuel of innovation mentioned above has been diluted, when companies reach a certain scale, and focus their efforts on protecting their growth and margins shrinking rather than assume the risks posed by innovation.
Someone might say that this occurs at the time that companies spend to be managed by entrepreneurs to be managed by executives.
As an example we analyze the evolution of the major players in online distribution. Between 98 to 2002, the approach to innovation in the four areas mentioned was absolute. Since 2002, with an unexpected prominence and growth after 11 / S, the focus shifts from innovation to business development. It is now time to move forward in business models and processes generated in the previous phase.
Since 2005, steady growth rates and online travel markets begin to show signs of maturity. At that time the focus shifts to the generation of efficiencies and any items deemed disruptive innovation and therefore undesirable. Only in the area of \u200b\u200bprocurement remains an interest in new business models with a potential to generate significant changes in the sector.

In 2008, the innovation is outside the major companies in the sector, and moves in three main lines: The Mash-ups, search and semantic models and processes based on Web 2.0 ...
mobile applications do not consider that the vast majority of cases, involves in itself an important source of innovation, and responds more to the pursuit of opportunity for distribution companies and tourism marketing in place to develop business models and processes to these platforms.

Over the next few weeks, I will try to share some thoughts on this line, in order to feed this "sectoral consciousness" which is the web 2.0 in Spain, with some elements of innovation management and strategic implementation.

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Hosteltur 2008


Today my notes, with a view to giving the thirty-odd days that have passed on Hosteltur Forum held in Madrid on June 25 and both feelings as the conclusions remain similar to those that had both the day of the forum, as in the days immediately following.

First Annual Forum Hosteltur consolidated with the meeting point at the top level management, in which to present and discuss the hottest topics of the sector. The power of attraction and interest in the content increases each year in an obvious way.
The success Hosteltur team this year, to invite the main driving forces of the Commonwealth of Hosteltur - affectionately called "Bloggers" - has helped to provide a breath of fresh air not only the event but then the impact has been - especially in the RED course.

The main discussion dealt with - or should have done! - About our ability, dedication and strategic decision, as a tourist destination and as entrepreneurs / managers to make sustainable global leadership position in our industry, and the alternatives that we could present it in a window of opportunity of about 3 to 5 years.

In my case, made an approach to 3 main ideas. We have no other option to maintain our relevance sector, a strategic approach from the business perspective and as a destination, to develop all necessary plans and capabilities in the areas of promotion, marketing AND DISTRIBUTION. Second, the dynamics of Web 2.0 and the Horizon 2020 plan should give us the framework within which to articulate these plans in an environment of cooperation and consolidation as opposed to the current state of fragmentation and dispersion of efforts and resources. The third contribution to the debate, would supply a context in which to evaluate various strategic alternatives in the distribution, with what I call the fundamental equation of the distribution, which is intended as a planning tool that simultaneously provides value to all stakeholders of the tourism distribution, whose weight will be higher or lower depending on a particular strategy or market, and not absolutely as intended at the moment (and generating debates as barren as the survival of travel agents or the viability of the tour operators or GDS).
condense all this conceptual content in just over half an hour of lecture is not easy, and although a priori it was not dissatisfied with the outcome in PowerPoint, from the beginning of the debate that followed the presentations, I realized that main messages had not permeated most of the audience.

Later - Thank God! - I could see that at least in the blogosphere, the debate going in the right direction and that both chronic and comments were brilliant and successful in criticism, compliments and remarks.

around 3 main ideas mentioned, there was an element intended to unite all the concepts, and act as a generator of a certain sector ATTITUDE: innovation.
can not pretend to be leaders in a sustained without maintaining a high level of innovation, and this, but only becomes effective through well structured processes, only arises at the sector level / national and an attitude that the sector breathe and live at all times as inherent to its essence.

this month that has passed since the forum, I have seen, heard and discussed hundreds of comments on whether it was possible or not leading distribution (or as I prefer to see him, Promotion, Marketing and Distribution). The conclusion of my paper was in fact that SI, which was not only possible, it was imperative to our businessmen, politicians and managers to use all means and actions in a few years we in this world-class.
Today, however, beyond the intellectual exercise and beyond good intentions, I have to refine my expectations.
- only we will be leaders in Promotion, Marketing and Distribution through a clear and unambiguous demonstration of a vocation for long-term sectoral leadership, beyond the immediate interests - business or political.
- This leadership is based on a provocative attitude in all sector actors, as a seed for an approach to innovation. The current approach based on victimhood and uncompromising defense of the status quo (even today, but ten years ago!) We will lose relevance in a rush, and the maturity and increased competition in our target model and enterprise / business, and no alternatives will be doomed to a decline of no return.
- Forums and other events are interesting to enhance the debate, but the solutions here will not make us more competitive in the future. Probably the biggest factor we face failure, is the total absence of leadership visionary, inclusive and enforcement capabilities, both political and sectoral levels.


While this leadership takes shape, the most fertile area for questioning, debate, propose and make incremental changes in attitudes are found in communities and blogs. 2.0 The travel in Spain is today our small and marginal consciousness still sectoral.


To see the full presentation: http://www.slideshare.net/alfcastellano/foro-hosteltur-julio-2008