I have to confess I've always had a weakness for PARADORES product.
During my childhood, the House of Tejeda, Gran Canaria, happily reopened a few days ago! - Fuerteventura Gomera o , I evoked special family trips, in which the entire length of the hotel was transformed into a huge field of adventure-poster beds, polished wood floors noisy, large cabinets Studded in the endless corridors dressed in Castilian or Elizabethan furniture. Places where our kids are screaming mute spread that appeared to be part of the solemn liturgy choreographed both customers and employees of the house.
Years later, the House advertising hoardings were faithful companions of the long road routes on the peninsula, with a frequency second only to the ubiquitous Osborne bulls. Were student years in which budget adjustments forced us to creativity in our travels and in which the House were well beyond our reach. Nevertheless, I have several guides House at the time, still cherish, and that served me well to dream, to satisfy a curiosity about an early professional development model and unique product positioning in the world.
As soon as my career allowed me to balance my finances, I (re) became a loyal customer of House, and today I make an average of 7 to 10 nights a year in different properties of the chain.
A Parador is a perfect example of a product as Reason Travel. "
And this is not a mere theoretic:
How many travelers plan a route around a hostel or hostels? O. How many Sometimes we've gone the route that we had just done overnight in a Parador? Or even. How many times have we raised the issue as a simple trip stay in a Parador concrete?
The combination of historic buildings or unique, unique environments, special local food, adequate service and a clientele of very similar tastes and interests, contribute to the emotional component is part of the essence of the brand in a marketing low profile, based mainly on product definition. Emotions
House linked to the brand are: History, Arts, Culture, Nature, Activities, Food, Ambience ...
House as a mark is now facing two key challenges:
* Continuous improvement of occupations, with higher growth in the flow of foreign customers, in order to balance the proportion domestic / international by 50% each one (This was about the proportion in 1995, while today is a 75/25 for the English market). Achieving these objectives would also contribute to a better position during the week with international travelers.
* The gradual rejuvenation customers, through actions of product, brand and price.
In this line, we can see how they have begun to incorporate innovative elements in communication technology to the home page House more content "Rich Media" with the YouTube channel, route and point House TV.
A great example of adaptation of rates to a wider audience in an imaginative and without diminishing the perception of value, the campaign "80 Years of House Gastronomy", weighing particularly critical, if we take into account not only the contribution to the restoration paragraph mark, but the weight that the turnover of House, about 50% of sales.
If the goal of making a product hosted on the reason for the trip, has always been the dream of every hotel, and the complementary offer of its environment, retention and repetition rates, both on the mark, as in certain properties of the chain, are a confirmation of a harmony, product / brand / price / expectations / experience.
At this point, House figures, and its loyalty program "Amigos de Paradores" are striking. More than 400,000 members, with an average of two nights stay per year, generate 30% of company sales
(!!!) These are, of course, some assets very attractive game, and no doubt the House element is a product of active critics of Spain as a destination brand. However, the strategy is not risk-free enterprise in relation to the distortion of some of the core values \u200b\u200bof the brand. It is essential, therefore, maintain an obsession:
• Consistency of product
• Consistency in quality
• The experience genuine
• The robustness of the service
And all this while continues with a constant process of innovation in product design and more work in a more effective global promotion and distribution.
and leave a final thought in this post, which refers to the title.
As managers of businesses and tourist destinations. What is our real capacity to generate tourism products with the potential to become travel reasons? ... And ... What skills would below to create an effective promotion and a global distribution and well segmented, as we increasingly demand the main markets?
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