Clúster de turismo asturias. actuacionesPresentation Transcript
FUNDING OPPORTUNITIES FOR MOUNTAIN SUSTAINABLE DEVELOPMENT 10 de Septiembre de 2010 Valcea. Rumania Alberto Martínez Villa
Antecedents Tourist Sector in Spain
Antecedents Tourist Sector in Asturias
Touristic Asturias Cluster
Mission and Estrategic Vision
Response and challenges
Structure: Organization Chart and Bussines Organization
Foundation and Consolidation
Estrategic Lines and Goal
Human Resources. The People
Marketing, E-Marketing and Distribution
Creación y Consolidación de la AEI
Posibles áreas de Cooperación Internacional
First part. Develop Tourism in Spain
Second Part: Tourism in Asturias. Tourist Cluster.
Sumario MAR CANTÁBRICO
Antecedents of touristic in Spain Spain. 52 million tourists Revenue: EUR 48.242 million Tourist average spending: € 926 Only 27% of foreign tourists used tourist packages Tourist Satisfaction: 7.7 out of 10. Accommodation and catering were the most valued aspects. Loyalty: 41% of tourists visiting Spain in more than 10 times Hotels (domestic and external tourism) 77.6 251.9 m. visits and overnight stays GDP: 10.5% EMPLOYMENT: 1.6 million Economics indicators of spanish tourism
Increase and growth The Spanish’s Tourism Fifty Years (1960-2010) First Stage: Quickly Growth 1960-1978 20 Million of Tourist Second Stage (1980-1998): Slowly Growth) 45 Million of Tourist Economic Crisis Third Stage:Exponential Growth (98-2000) 60 Million of Tourist Stability Stage 2008- Actuallity 56 Millions of Tourist
Antecedents Touristic sector in Spain…
España 52.231.099 Francia 74.200.000 Italia 43.586.000 Croacia 9.335.000 Chipre 2.141.193 Túnez 6.901.400 Marruecos 7.710.227 Turquía 27.000.000 Egipto EEUU 54.884.184
Antecedents tourístic sector in Spain… Strategy Planes in diferents phases 90s Decade 2000 Decade New Horizon
Antecedents of touristic sector in Spain. Challenges
Post-crisis situation: New Scenario New form of consume. Polarization . A- Old Tourist: Mass Tourism or massive. Change. B- New Tourist More demanding. Search products and experiences to do and enjoy and not destinations. Tourism experience Authentic Tourism Exclusive tourism. Greater diversification of offer . From Sun and sand to culture, nature, trails, cities, ... C-Clusters of Touristics Products: enology, culture club, sea, etc D- More Added Value: Innovation, technology and quality C- Not compete on price- Compete on quality, services and new products D-Need for EU tourism policy E- Increased coordination among regional governments, state and local governments
www.turismosiglo21.com Acts as the twenty-first century traveler Previus Destination After 1.They use search enngines 2.Read tourism web-portals 3. Registry favorits ( bookmarks) 4. Registry Newsletters 5. Buying travel guides 6. Visit but no buy travel agencies 7 Research destination through technology social (blogs, photo-sharing, dating agencies, IM Communities and podcasts). WEB 2.0 8. Using systems geolocation (Google Earth) 1. Visit Points information 2. Collection of business cards of those places we liked 3. Buy local products 4. Taking pictures and video 5. Using podcasts 6. Recording podcasts 7. Georeferencing of attractions 8. Use of technologies social (recommendations) 1. Publication of photos and videos 2. Blogging 3. Editing and publishing our podcasts 4. Publication georeference 5. Evaluation of the places we have been (Tripadvisor.com) 6. Recommendation to friends and family. Tell stories 7. Exchange of experiences and emotions (yahootravel.com). Tell us stories 8. Selecting our next destination
Antecedents of touristic sector in Sapin… Tourism experience Culture, nature, specific products More Value Added More Sustainable Mass tourism Sun and Sunset Low value added Untenable
Antecedents of touristic sector in Spain Exclusive Tourism Auntenthic Tourism Experiencies Tourism Mass Tourism More Added Value Más revenue & economic profit Más sustainable Less consuption of public resources More Quality and Innovation Less added value Less income (money) Less sustainable More public consumption Less Quality and Innovation More competitive
DOUBLE ESTRATEGY WINNING STRATEGY. SUSTAINABILITY AS A SOURCE Competitive Advantage PROPER USE OF RESOURCES LOSING STRATEGY RESOURCE DEPLETION NEED MORE INVESTMENT TO REPLENISCH OR RECOVER
Antecedents Touristic sector in Spain A first period (1960-1973) characterized by a centralized policy and starring the late Ministry of Information and Tourism. At this stage developmental policy was pursued trying to get the increased volume of tourists as possible. Impetus to the growth of the hotel offer and demand. The result was a dramatic increase in tourism. Destinations, plazas, visitors. Disadvantage anarchic development sought quick profit and land speculation. Dependence on foreign tour operators. The 2nd period (1974-1982) corresponds with the arrival of democracy and the emergence d Communities Autonomous. Although tourism policy objectives d did not vary substantially, it begins at this stage a gradual decentralization of powers tourism (Central State Autonomy). · The third period (1983-1996). In the late 80s is a crisis in the Spanish receptive tourism. The government writes the Spanish Tourism White Paper and future plans. The chaos on trying to resolve with the creation of cooperation agencies. First strategic thinking. · The last period (1997-2000) More tourism research and adoption of PICT. Cooperation between government and in promoting quality programs, with the aim of raising the level of income per tourist without increasing the number of tourists. Improving competitiveness. Tourism 2020 Improving the profitability of both social and economic Development of business models based on sustainability Increased sustainability Increased productivity Talent and innovation Development of new products with higher added value
Antecedentes del sector turístico en España…
Antecedents touristic sector in Spain… Hay que pasar de la retórica y las políticas de gestos y consultas puntuales a una cogestión comprometida y eficaz. Se debe revisar y avanzar desde los viejos esquemas de los Organismos de promoción que están llegando a su limite. We must move from rhetoric and policy gestures and specific queries to a committed and effective co-management. It must review and forward from the old schemes of promotion agencies. They are now, too limited.
Antecedents touristic sector in Asturias… Tourist Model of Asturias
Cluster Turístico de Asturias
Antecedents Tourism in Asturias…Dates and figures Asturias, a tourism model based on three pillars: Nature, Culture and Quality Asturias in numbers ... A Tourism Expenditure Total 2,2 millions thousand euros, Representing a 9.33% GDP Asturian economy. Visits: 6 millions (accommodation + Excursionist) Two million passengers and three million overnight stays in accommodation. Jobs generated 42 928 representing 10.08% of the total. Accommodation 76.365 BEDS Origen tourist: They are coming comes from a 84.4% domestic tourism, a 8.4% foreign tourists and 7.2% is asturian tourism. *Fuente: Informe anual del SITA 2008
Antecedents regional tourism. Asturias… One of the pioneers in developing regions, rural tourism, and with a clear focus on quality, making tourist activity continues to grow steadily. There is a strong commitment by the employer for Quality over 1000 certified organizations. Asturias has its own distinctive marks, based on the quality of establishments and tourist services (Casonas, Mesas,…). Asturias has a 33% landscape protected An offer especially fragmented and atomized, making it difficult to viability increasingly competitive markets for lack of resources to make investments and reach other markets. Weak demand and seasonal We Need to improve and reorganize tourism resources A tourist destination with poor visibility at the international level there is lack of positioning of the destination Asturias Strengths, Weaknesses, Opportunities, Threats WE NEED ANSWERS
About Us… Clúster de Turismo de Asturias born from the initiative of a group of leading companies in each of the segments of the tourism value chain in Asturias .
Albergue Linde Bobia
Apartamentos Picos de Europa
Camping de Deva
Camping Palacio de Garaña
Camping Picos de Europa
Escuela Asturiana de Piragüismo
Gran Hotel Regente
Hotel La Cepada
Hotel Palacio de Cutre
Hotel Palacio de Garaña
Hotel Príncipe de Asturias
La Casona de Selgas
La Reserva Lodge
Reservas Centro Ciudad.com y Reservas Asturias
Restaurante El Cenador de los Canónigos
In addition, the Tourism Cluster of Asturias has the support of public institutions and assosiation main initiative of a group of leading companies in each of the segments of the tourism value chain in Asturias :
Sociedad Regional de Turismo (SRT) del Principado de Asturias
Instituto de Desarrollo Económico del Principado de Asturias (IDEPA)
Federación Asturiana de Empresarios (FADE)
Universidad de Oviedo
Cámaras de Comercio de Oviedo y Gijón
Unión Hotelera de Asturias
Club Asturiano de la Calidad
Asociación Clúster TIC de Asturias
Other support and collaboration
IDEPA and ATClusters , business cooperation project between clusters of different Atlantic regions, funded by the EU within the framework of Territorial Cooperation Programme Atlantic Area.
INTERACCION DE DIFERENTES PARTES
Value Chain Tourism Travel Plan Buying Travel / Information Marketing/ Promotion Transports/ Transfers Local Transports Bus Train TTOO Rent Car TO Destination Taxis Ships Air From Origin To Destination Acommodations Hotels Activities Leisure Shopping Restaurants Experiences Products Building Installing Management Bussines Repair Companies Segurity/Safty Logístic Supliers Auxiliar Companies Thecnology Information Ciomunications MANAGEMENT Government Plans Architectural and Engineering Services Financial Resources Capital Supliers Equipments Leisures Restaurants Activities Receptiv Natural Resources Cultural Resources Activitys Museums Events Promotion Actions RESEARCH AGENCIES-UNIVERTY
About us… The Cluster was found and actually, it is driven and coordinated by the Business Innovation Group Travel Asturias-AEI (legally: legal actual spanish’s structure) A consulting-firm has the management. Organization Chart President. Board of management Shareholders
What is the Mission and Vision? Mission The Association was created to improve the competitiveness of Touristic industry and business, expanding markets and increased profitability of its companies. Looking internationally. The organizations that are integrated into the cluster, looking for the cooperation and more critical mass for design and execute projects of higher temporal and financial scope. Projects that benefit at entire tourism sector and the companies comprising the cluster. The Cluster promotes synergy between its members. Visión The Cluster wants to become a standard reference on business cooperation with the aim of positioning Asturias as region leader in innovation and creativity applied to tourism
Lines of action and Strategic objetives
The People. Human Resources
Employers and workers: key in the sector
Are the based Tourism Product
Improve tourism services and increase profitability
Marketing, Sales and Distribution
Sell more and better, the final goal
Innovation, thecnology, quality and sustenaible
Implementation standars and projects
Creation and Consolidation AEI
Strengthen the internal cohesion and public presence of the AEI
A SECTOR MORE COMPETITIVE AND PROFITABLE FOUND AND COSOLIDATION AEI Independent legal and administrative TOURIST RESOURCES PEOPLE SERVICES TOURIST MARKETING, SALES AND DISTRIBUTIO IMPROVE AND SUSTENAIBLE TOURISTIC RESOURCES USE Improve, diversify and innovate in services and tourism products ACCES A NEW MARKETS WITH NEW THECNOLOGIES AND WORKING MODELS IMPROVE MANAGEMENT AND HUMAN RESOURCE Lines Actuation Strategics objetivs
Program 1: Creation and consolidation AIE
Realistically convey the role of the tourism sector as a catalyst for local economic activity, and the role of local people in the tourism experience of visitors .
Corporate website, a platform for communication and transmission of ideas, projects, etc. Social Networking
Working Group and sectorial Lidership
Strengthen internal working dynamics of the AEI and collaboration between the integrated companies and the rest of the sector. Incorporate more companies to the cluster
Program 2: People
Improvement Program of Human Resourcs in the tourism sector
Improving the educational level of workers in the sector and attract and qualify new personnel.
Training Program Directors and Management improvement Companies
Modernising the corporate governance of the sector, greater professionalization of business, introduction of management techniques and advanced planning, improved understanding of the evolution of demand, increase capacity for innovation in product and process.
Advanced Sector Information
Make available to companies advanced information about the situation and developments in the sector, especially on trends in demand, both generally and in particular. .
Program 3: Tourism Resources
Improve the development of tourism resources
Promote concrete actions of the government to improve the performance of tourism resources, with consequent positive impact on the destination.
Seasonally adjusted tourism demand through better use of tourism resources
Strengthen the most competitive sites to seasonally adjusted the demand for tourism.
Sustainability Protect more importants and keys tourism resources to ensure long- term conservation and increase their social profitability and benefit . .
Program 4: Tourist Services
Improve the quality touristics services execution.
Innovation and Diversify
Develop new services and to integrate the actually offer : adapt and stay- ahead of the markets. Research news markets and doing new products.
Reduce costs in the providing services
Program 5: Marketing, Sales and Distribution
Improving knowlwdge and effectiveness of marketing of more important markets.
New types customers with specifics interest (niche markets).
Diversify and improve marketing effectiveness of companies and the sector as a whole, it aimed at the needs and demands of customers
Program 6: International cooperation. Good Practices
The touristic sector is higger globalized but the little and more regional destination have limitated acces to most important tourist flows
Marketing research and cross marketing
Development new products
The Cluster aims to focus on very specific segments: nature tourism, adventure tourism, nautical tourism, culture tourisme, …
Joint development of products, seasonal products (trekking, bird watching, nature,…)
Improve Practices and Services
The tourism industry is quickly changing: market requirements, marketing channels and on-line marketing, enironmental practices,…
Exchange of experiences and good practices
Líneas de actuación y Objetivos estratégicos Projects in execution
Strategic Line Identification and Management of Tourism Resources. Creating Products CLUSTER PROJECTS
CAVE for cheese making and maturation Museum of Pastors Meeting Point and explication traditional life Route Explicative LODGES Hotels Rural Tourism Campings Aproach path Expert guides explain Natural space, environment, history And traditional life on The mountain National Park EUROPA PEAKS Pastors Town The pastors speak about his life, traditions, legend, preparation of the cheese. Visit a cabin. Food with Tipical cheese. Possibility of sleeping in a hut And making cheese Exclusive product and experience. Pastors, Mountain and Cheese Experimental And authentic Tourism
Integration Process Distribution and e-marketing Thecnological developments
MULTIPLE CONECTIONS MORE SALES POINT
Need access to information for decision making: speed and quality WEB 2.0, Social Networking, Information Technology. Selección Discriminación COLABORATORS Cluster TIC FUNDATION CTIC INDICATORS SOURCES OF INFORMATION RESULTS AND BENEFITS PLATFORM BY SECTOR USE
Collaborator: Instituto para la Calidad e Innovación en Asturias
Market Knowledge The tourist sector is a highly globalized sector but away from regional destinations have limited access to principally tourist flows
Market Research, Marketing and Marketing crossed, Market Dossiers ...