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Tourism Revolution - New Dynamics in Demand



Authors: Alf Castilian and Edu William

The values \u200b\u200bwe have discussed in the previous post, own The new company, being implemented by the tourism demand in a certain percentage. A percentage that, although most still not the application itself, yes it is on behalf of the application that "lives in the Red."

And that percentage can not be overlooked, while the capacity of the network to transform the model of tourism, is increasing. That is, the disruptive capacity of the network, not born to "virtualize relations (for information, communication, compromise, loyalty, ...) and can not be measured as such: for example, through transactions that are done Network for disruptive capacity of the network that it comes from has become a reflection of the identity of the destinations, companies and individuals. The fact that 85% of people to access information on the Internet, has given way to the Network is to establish the new market dynamics and "spreading" of the same dynamics of relationships the rest of the tourism system, beyond the informative relations .

The Internet provides a relational structure which involves totally different dynamic to the offline world. And the mere fact that there is the possibility that these relationships may exist (and need not exist), causes your own Tourist System and their relationships should be based on the new dynamics of the network

And do not say anything new . Already foreshadowed the Cluetrain Manifesto back in 1999, "Markets are conversations ", and demand began to interact with new values \u200b\u200band new dynamics.

We would like this post, introduce some new dynamics visualized in demand, and are building a profound impact on the tourism system and the Market:

* Funnel the Platform. The linear structure of the market, where an actor filtering, creates and guides (based on "average" and "fashion") necessarily the relationship between supply and demand, is past. The current market structure has no filter, is a networking platform where all actors are related.
* From Scarcity to Abundance . The filter does not have a "pre" and seek to generate scarcity, will allow the development of a market where the inputs are plentiful. Knowledge to move from a market where scarcity governing the model, to one where abundance is the basis, will generate a radical change in all stakeholders. Understand what the role of each actor in Abundance, allows them to understand and adapt perfectly to the new dynamics.
* from solid to liquid. The structure of a market as static, stable, rigid, perfectly predictable, where a governing standardization logic to minimize the market something unique, leads to viewing the market as "Infinite" potential unstable markets, they create a dynamic, flexible and changeable.
* Structure of the Center for the Center for Value . The search for a central position, typical of the previous model, which allowed the actors who would agree to the same competitive advantages in time, own most of the structural position of the contribution of real value, are disappearing. Is the value and contribution directly at all times, which creates a position of centrality in the Model. A central role also is temporary and ceases when the value ceases.
* Value of the Offer Value of Demand . Thought and the belief that the Offer be or simply called as such, adds value to model a thing of the past. Even the law can provide a value that does not detect the market. Is not sustainable and is being more and more. The value is given by the demand, individually and dynamically over time. Nobody has won its value permanently. * Consumer
to ProKsumidor . Market players have stopped monofunctional. In a networking platform as the current market, any actor has the ability to act in any or all phases of market relations. Thus, the belief that the consumer only consumes, producers and the broker only produces intermediate disappears in the New Market. Consumers also produce (prosumer), producers also mediate (prok) and consumers who also produce and intermediate (proKsumidores) is the new reality of the actors in the market in which there is to know act.

These new dynamics are causing an impact offender, in the form of tensions, many of the relationships of the actors, which are displayed clearly be a topic of particular interest in the professional sector. Some of them are:

* intermediation Is it necessary? . In a new market where all agents have the ability to interact with each other directly, it appears that question the easier it is to question the role of intermediation. And it is this that must be questioned, but his model: a greater abundance, the more need to "bring order". Therefore, more accurate reflection would be: what model of mediation provides a market value of Abundance? What now? What markets or segments, or customers? What distribution costs and what rates? What channel?
* How to control the opinions / content customer? Control, control, control ... it seems that the only capacity in which the actors are comfortable and insurance. But control does not exist in the new market. At least no control "pre". Is reputation filtering and ending the "control" and making void unwanted content. The question to ponder would be, how I can create and build my reputation for my message to the client as the "true"?
* How I can hide this information and assessment? . Well you can not. And just you try to make it worse. The discussion is how to overshadow and nullify the utility level comments that do not interest me? And again, the answer lies in the ability to manage reputation in a model without Abundant control.
* Who business for customers to choose me and not my competition? . Ideally reflection and questions about what my contribution of value in relation to competition. Is that courage to position myself better than my competition? How and who prescribed? How are encouraged, by negotiation or by other factors?
* If the clients do not repeat, are infidels? 'd better ask before, what we mean by fidelity. What repeated consumption in your business? If the type of holiday and do not follow patterns of previous decades (repeat, long ...) and motivations of the trip are others, do we still want to find customers back again and again to our company as a leading indicator of customer satisfaction and loyalty? It would be more productive and realistic, reflecting on how to convert customer marketing agent? And the creator of my identity, based on the message we want to convey?

The large gap that is adding to these tensions is in the Offer and in no capacity to adapt to the new dynamics. Busiest of how to go back to the situation they know (especially through the "search value Law" by application of the laws of all kinds that clog the fear of the unknown), regardless of whether you asked or not the market, do nothing more than "wear blindfolds" to the evidence. The "disconnected elites" are crippling the transformation. "Elites Disconnected" both in government and in business. Some fear, some by interest, and most simply by not knowing how to adapt to the new situation. Alf

Castilian & Tourism Edu William

Workers Revolution

Shell Shaped Paper Or Plastic Plates

Tourism Revolution - Rising




Authors: Alf Castilian and Edu William

not realize, because we are part of the change. We are on it, on its inertia. In our comfortable roles. We know that things are not going well, but we fear the unknown. Crisis call to something we do not know, and hope that somehow resolves. We are selfish because they do not recognize it: just try to manage our crisis, our decline, with a minimum personal impact for us. But we know intimately is not sustainable.

Society has long since given clear signs of transformation. And no, it started yesterday, or last year or the last. Not be solved tomorrow or next year or the next. Transformation
involves radical change. Behavioral, dynamic, role-model.
This makes the current solutions, we know them, do not answer to new problems. We need to manage differently. We must change. And us first. But it is not easy. No, it is not .... Because, above all, it's scary. And fear, creates paralysis.

time to time, societies are transformed. It's part of humanity. We can play live stable periods, or scrambled. The riots of the past centuries, who were born to transform and modernize new social dynamics are now economic upheavals. It's the economy that today marks the real dynamics, and is from the transformation Market models as responses are: XXI century revolutions should be tilled from entrepreneurship and demonstrations must be made in the market. Applying the words of Wendell Phillips, "revolutions are not made: they come."

Serve this as an introduction to our analysis of tourism economic model now we are in a tourist revolution.

Revolution because it implies that we are "receiving" transformations, radical changes in a short space of time, before we learn to adapt to achieve a rebirth of tourism industry and to our leadership development. The foundations of the Tourism Model as we know, are changing. These changes are painful in some cases. But certainly less painful than the consequences of not being able to adapt to them.

revolution, transformation, born of the market itself, Demand, actors "uncontrollable" are those who shape the new arena tour. Because the markets, demand has already begun to adopt new values \u200b\u200bthat characterize the New Society. That which has been called, Network Society Values \u200b\u200bare still far from applicable to the Offer, which retains the values \u200b\u200bof industrial society, and they do nothing to generate a big break on the Market. At that break, this sail in two different highways, we have called crisis. And there is a crisis, is a revolution. Because there are new actors who challenge the established (mainly from the application itself). Because there are new dynamic, that challenge established. And both actors and dynamics are not controllable. And that's not a crisis. It is a revolution. If we do not realize, if we fail to apply the new values \u200b\u200bprevailing at the tourism model, if we achieve a transformation in line with the same mentality, the revolution will be tough. And an economy like Spain, which has tourism as the main source of wealth, can not afford similar harshness.

With this series of posts that started today, want to call to activate the necessary forces from the Offer, can and must lead this revolution.

In this first post, we state the values \u200b\u200bwe think of as characteristic of the New Society, and are already part of the latent demand. Values \u200b\u200bthat are required to be impregnated in the Offer, in the destination management models, companies and individuals. Only by understanding the values \u200b\u200bunderlying the New Partnership, we can adapt to the new scenario, regardless of changing circumstances. Without wishing to be inclusive and accurate, we state that we understand the 15 values \u200b\u200bto be taken by actors in the New Model:

1. People. They are the backbone of New Society. Society, the Market, are composed of people. Understand this and give the biggest value, above all kinds of actors, institutions, structures, algorithms, "medium" and "fashion" is key.

2. Connection. There are no structures and institutions are not an assembly of persons connected. The connection capacity is a predominant value in order to give logic to the new structures and actors of the Network Society Only those who know to be connected, may be adapted to the New Model.

3. Membership. The feeling of belonging is the "glue" of the People in New Institutions and Society Actors and the Market. The obligation and intimidation of belonging to traditional models, must give way to a sense of value that is reflected in the idea of \u200b\u200bmembership.

4. Transparency. Transparency is the objectivity of the New Model. It happens to compete in the last model to achieve a power asymmetries that would allow the Market to compete for not only achieve, but to show the maximum transparency, with her position and to have greater visibility in the market.

5. Opening of Knowledge. If knowledge is the gasoline engine and develop the new model, to create value around their crisis is inconsistent and illogical. People and actors must change their dynamics to develop courage in abundance. Only in this way we will ensure competitiveness and sustainability of the model.

6. Co-(co-laboration, co-creation, co-operation, ...). Support "peer" to the development of any activity is a key value of the New Model. Those actors who can adapt to this feature and develop ideas, proposals and new models on the Co-value, which will be permanently adapt to the new model.

7. Leadership. The New Model need leaders. But leaders committed and voluntarily accepted by the people and actors. Leaders volatile and flexible according to the accepted value. Actors who want to continue to lead from the structure, and not from the value, do not have a chance to adapt. And an actor without leaders will have little chance of survival in the New Model.

8. Responsibility. As inherent to the activity. Environmental Liability, the Company and their own economic dynamics to be sustainable. And it's not worth additional "extra" but must be a central value where pivoting action of the actors.

9. Courage. There is no fear of error. Because the error is a great learning experience. The change is continuous, there is no absolute truths and enduring, so that the ability to anticipate and error, is an inherent value of Actors adapt to the new model.

10. Nonconformity. Because you've never reached the goal. Doubt and continuing challenge is the synonym of success in the New Model, and not the stability of inertia. Learn to take that value, always from the action and not from the paralysis of the pursuit of excellence is a key factor to accommodate the new model.

11. Learning. Continuous and permanent. Of People and Actors. Because only with the ability to absorb and provide feedback on a continuous basis all new knowledge, we can stay in the New Model.

12. Curiosity. The ability to explore the unknown to provide new avenues and ways of doing things, and know how to apply to your situation and environment, is an inherent value to the actors adapted to the New Model.

13. Diversity. Surrounding yourself with knowledge and actors, with different perceptions and know how, is a fundamental value to move forward and stay ahead of the New Model adaptation. The "inbreeding" of specialization and "vicious feedback" between peers, is a past that has value can be an obstacle to transformation.

14. Humility. Because we all have our limitations of action and knowledge. Nobody can know and act on Everything. All need each other, and only from the perspective of mutual value, we can adapt to the new model.

15. Dialogue. People For the converse, talk and listen. It is the only way to develop values-Co, to learn, to absorb the open knowledge ... the only way, since the capacity for dialogue, the actors can adapt to the new model. Alf

Castilian & Tourism Edu William
Workers Revolution

Emerson® Digital Camera Binoculars

A speaker for the Revolution



Napoleon Bonaparte said that a revolution was nothing more than an idea that had found its bayonets.

Innovation, Knowledge, Collaboration, Entrepreneurship, have the potential of powerful "bayonets", provided they get beyond the discourse revolutionary games and leave the streets or in our case, businesses, academia, the political authorities and, above all, reflect and act on the market.

MindProject as the engine of leadership, knowledge and ability to "Transformation in Action" Ecosystem initiative for radical change in the tourism industry we offer, look for those "bayonets" that allow us to break fears, more or less justified , inertia, inaction or accommodative attitudes.

duplicators, and before these pamphlets and speeches, were always the link and channel of communication between the different revolutionary groups and its supporters and activists. Subsequently allowed the radio to keep alive certain messages and gave wings to the revolutionaries to continue operations. The latest political and social revolutions have come to have even some television coverage.

natural space is now the Red ... that will allow us, for the first time in a sector such as tourism, promote / guide in companies / destinations revolutionary dynamic transformation (already generated by the application) through a participatory approach where competitive reflected and have a say anyone who wants to contribute in some way to this necessary revolution.

The impact on the ideas, models and styles management, definitions of product, service and especially the relationship with customers is what drives the transformation, turning 360 º and blurring the concepts of before / during / after and their relationship and impact with the own eco-tourism.

This undoubtedly has an impact on the transformation of the competitiveness, profitability and sustainability of our companies, our destinations and, ultimately, our tourism sector.

If our website, as well as proposals and equipment, offers the possibility of action-oriented, through the generation of transformational projects that will give us the opportunity to generate change impacts at multiple points in the ecosystem, this blog, TRW, becomes speaker of the actors of this revolution ... Of those who make the decision to start "issue" from the other side of the line: line of action. TRW

born today as an extension of MindProject, but alive and dynamics, in order to become an agora of communication, discussion, involvement and knowledge about a fascinating subject: how can we, from now, start joint efforts among all to achieve overwhelming force and unstoppable energy processing (the revolution). TRW is

the stage to several times a week will increase the actors of the revolution, those full-time (Tourism Workers Revolution) or part-time (Tourism Activists Revolution) have decided to start broadcasting from this side of the line ...

Our goal is to attract, to generate competition, is to believe, even dreaming, is to mitigate or eliminate fears and uncertainties

... And this blog, TRW, the amplifier will contact us. To you and to us ... to create a large U.S. to be the main "step" of our ideas ... The spearhead of our revolution.

FORWARD!
Alf
Castilian


Tourism Worker Revolution PS: Want to be part of the Tourism Revolution?

Do you think you can do things a different way ... you can work and live with other values \u200b\u200b... that should and can transform the tourism sector in order to offer future generations of professionals and entrepreneurs to develop an enabling environment for develop?

Do you think the concepts of model change, innovation, knowledge, talent, entrepreneurship, etc., Are of little use if not combined with action?

Think you have something to contribute or simply want to support those who are already on the other side of the Online? Write to activists@mindproject.net

if you think you have something to contribute and tell us how you like to be part of the Tourism Revolution.