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.

Moncler Oulet In Woodbury

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.