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
0 comments:
Post a Comment