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.
0 comments:
Post a Comment