preferente WTM (WORLD TRAVEL MARKET) SPECIAL I November 2013
New business models for the tourism industry Only specialised tour operators maintain profitability
N
ew business models in tourism for the coming seasons will need to be focused on the long tail. In truth, only tour operators specializing in products, i.e. a niche, will be able
to remain profitable. A falling demand and harsh competition have been limiting their growth, so it seems new strategies will emerge for online distribution. ■ Page 4
The big markets are seeing a more competitive Spain Spain is now more competitive, according to major tourist source markets, which see in our country a nearby destination and good offers as a result of the economic crisis. The strength of the pound compared to the euro,
Promoting loyalty for prestige and status Abundant studies conducted in the tourism sector, mainly in countries other than Spain, describe a wide range of reasons why families choose a particular destination in their annual travels. The goal of any promotional tourism strategy for Spain should be threefold: first, a focus on making travellers who have already been here willing to pay more for visiting our country. Second, that these travellers become so loyal to the destination that they visit more often or, alternatively, lengthen their stays; and third, that more travellers explore our country, whatever region, as an alternative for their trips. ■ Page 6
Cruises, more supply in fewer hands The cruise industry is not being largely affected by the economic crisis, all due to a shipping line concentration process that tends towards two major operators, both North American: Carnival and Royal Caribbean. Several smaller ones are also in operation, but for two decades, this business has been eliminating smaller players from the market, either by absorption (IberoCruceros was absorbed by Carnival and Pullmantur by Royal Caribbean) or due to bankruptcy (Renaissance or American Classic Voyages). ■ Page 26
which rose 12% last year, means a higher purchasing power for British tourists, who choose Spain as an ndisputable destination. The products most demanded are still ‘sun and beach’, but visitors are also looking for more. ■
Page 8
World Travel Market, an indispensable event The World Travel Market is the world’s leading event for the tourism sector, the best occasion for professionals to carry out their negotiations. In 2012, it generated sales figures of 2,100 million Euros (1,860 million Pounds). This year, the expectations are higher and it appears that these figures will increase.
preferente Published by: KBA S.L. C/ Francesc de Borja Moll, 18, entlo. 07003 Palma de Mallorca Islas Baleares (España) www.preferente.com preferente@preferente.com
23 The safest country in the Caribbean
26 Cruises, more supply
Publisher and Editor: RAFAEL CABALLERO
in fewer hands
Assistant Editor: Eduardo Suárez del Real Co-ordinator: María Luz García Writers: Natalia Blanes, Rafa Fernández, Manuel Suárez, Charo Hierro Translation: Emma-Charlotte Sancho Kollmann Distribution: Analía Malagrino, Karina González, Pablo Fernández Administration: Teresa Llabrés Advertising: Ana Gómez
New business models for the tourism industry
4
6 Promoting loyalty for prestige and status
8 The big markets are seeing a more competitive Spain
Printing, layout and design: Gráficas Planisi S.A.
Shipping cruises face the challenge of adjusting prices
27
28 New alternatives to
SUMMARY
the Mediterranean and the Caribbean
30 The Cuban Ministry of Tourism The challenges faced by Spanish destinations
10
15 Can hotels live without
Online Travel Agencies?
16-17 86% of guests
announces the inclusion of the private sector
preferente WTM (WORLD TRAVEL
STO in embassies
I November 2013
ew business models in tourism for the to remain coming seasons will profitable. A falling need to be focused demand and harsh on competition the long tail. In truth, have been limiting only tour operato specializing in product their growth, so rs seems new it strategies will emerge s, i.e. a niche, will be able tributio for online disn. ■ Page 4
would recommend the hotel they stayed in
20-21 Hoteliers ask to integrate
MARKET) SPECIAL
New business mod for the tourism induels stry Only specialised tour operators maintain profitability N Spain is now more competitive, according to major tourist source markets , which see in our country a nearby destination and good offers as a result of the econom ic crisis. The strength of the pound compared to the euro,
Promoting loyalty for prestige and status
Abundant studies conducted in the tourism sector, mainly in countries other than Spain, describe a wide range of reasons why families choose a particul ar destination in their annual travels. The goal of any promotional tourism strategy for Spain should be threefol d: first, a focus on making travellers who have already been here willing to pay more for visiting our country. Second, that these traveller s become so loyal to the destination that they visit more often or, alternatively, lengthen their stays; and third, that more traveller s explore our country, whateve r region, as an alternative for their trips. ■ Page 6
The big markets are a more competitive seeing Spain which rose 12% last year, means a higher purchasing power for British tourists, who choose Spain as an ndisputable destination. The product s most demanded are still ‘sun and beach’, but visitors are also looking for more. ■
Page 8
Cruises, more supply in fewer hand s The cruise industry is not being largely affected by the economic crisis, all due to a shipping line concentration process that tends towards two major operators, both North American: Carnival and Royal Caribbean. Several smaller ones are also in operation, but for two decades , this business has been eliminat ing smaller players from the market, either by absorption (IberoCr uceros was absorbed by Carnival and Pullmantur by Royal Caribbea n) or due to bankruptcy (Renaissance or American Classic Voyages). ■ Page 26
World Travel Market, an indispensable even t
The World Travel Market is the world’s leading event for the tourism sector, the best occasion for professionals to carry out their negotiat ions. In 2012, it generated sales figures of 2,100 million Euros (1,860 million Pounds). This year, the expectations are higher and it appears that these figures will increase.
2013 I WORLD TRAVEL MARKET SPECIAL I PREFERENTE I 3
New business models for the tourism industry Tour operators specialised in products are the ones able to maintain profitability
By Josep Ejarque
N
ew business models in tourism will be focused on the long tail. In truth, only tour operators specializing in products, i.e. a niche, will be able to remain profitable. There is even an open war in the field of tourism and online distribution, involving general operators (Expedia, booking.com, venere.com, Logitravel, lasminute.com, rumbo.es, govoyages, govolo.com, etc). A falling demand and harsh competition have been limiting their growth. Therefore, it seems new business models will emerge for online distribution, following the logic of the long tail and specialization according to theme or destinations. New online operators will appear based on different models, such as Vikingu.com. Apparently, the key is inventing new business strategies, as evidenced by Tripadvisor and its creation of a new business model, tingo.com, which introduces a novelty concept leveraging cancellations and obtaining the best hotel rates. This model
is based on the Expedia booking website that automatically resells rooms when their booked price lowers 24 hours before check in. Its business model focuses on the commission for every room sold. Uncertainty and turbulence are the daily bread of the tour operation field. Kuoni is probably the clearest and most striking example. A few years ago, the Swiss group was an example of soundness and capability, especially because its focus on high-end destinations and a luxury product had kept it sheltered from crisis situations. However, there are problems on the horizon, which is why the Kuoni Group has reorganized its entire structure and operation, selling its tour operators in Spain, Russia and the Netherlands, as well as its networks of agencies in France and Italy. As part of its concentration and reduction strategy, Kuoni will close some of its tour operators, as is the case of Best Tours in Belgium and Italy, as well as Octopustravel, its B2C online agency. So even product providers such as bed banks will need to find new models, since providing a
Success lies in long-haul and differentiation
New business models are difficult to implement, since tour operation is a sector with minimum profitability levels. Generalist tour operators are betting on product diversification as a business model. The market responds to motivations and niches, therefore the new business model for generalist tour operators is no longer volume, but an added value.
This is the case of the Tui group. The new wholesale business model will evolve from being a producer of standardized vacation packages to a flexible creator of holidays. The business success of generalist European tour operators will be based on two vectors: long-haul and products differentiated from the competition, not so much a geographical differentiation, but rather in product types. Marketing strategies will no longer create brands of tour operators (Dertour, Meier's, Neckermann, etc.); instead, there will be a product differentiation according to types of "tourisms" or typologies that go beyond the classic holiday/hotel for families. â–
4 I PREFERENTE I WORLD TRAVEL MARKET SPECIAL I 2013
product with a minimum commission makes the feasibility of this model quite improbable. Furthermore, this subsector does not have a lot of leeway; which is why Hotelbeds, Bedsonline, Hotels4you and Lowcostbeds.com are diversifying markets and products, as well as expanding their range of services. In this business, the added value is difficult to reflect, therefore, the greater the volume of product, the more possibilities of increasing business. Thus, the business model evolves creating specialized product, such as the case of the iExplore portal. The wholesale business is reaching its limits. In Italy, the list of major tour operators has been reduced dramatically. Viaggi del Ventaglio and Best tours have disappeared and Valtur has been taken over. Alpitour has changed ownership, from the IFIL to an investment fund led by Gabriele Burgio, which is already showing signs of nervousness facing this difficult and complicated market, where closing the year with benefits is no easy task. â–
Hoteliers are still holding up In comparison, Spanish hoteliers are the best at maintaining profitability, due to their ability to control costs. Nevertheless, this market is also experiencing a business model evolution. The sale of rooms is no longer very profitable, so other sources of revenue need to be developed even in all inclusive resort clubs, knowing that tourists do not want to pay large sums. As a result, the new business model in hotels is up-selling and ancillary.
www.illesbalears.es
Choose an island, DISSET CONSULTORS
and discover its secret light
Come and make the moment yours
Promoting loyalty for prestige and status The importance of strategies to position destinations in the most valuable markets
A complicated context By J. M.
By Javier Mato
A
bundant studies conducted in the tourism sector, mainly in countries other than Spain, describe a wide range of reasons why families choose a particular destination for their annual travels. Some are incompatible and others are so important that they invalidate all other considerations. Spain has few studies on how certain destinations are perceived in a particular environment or from the point of view of social prestige, which is key to determine the product’s commercial relationship.
The goal of any promotional tourism strategy for Spain should be threefold: first, a focus on making travellers who have already been here willing to pay more for visiting our country. This would be the dream of saturated tourist areas: incorporating elements of distinction that allow us to create a feeling of higher social status to justify an increase in prices. Second, that these travellers become so loyal to the destination that they visit more often or, alternatively, lengthen their stays; and third, that more travellers explore our country, whatever region, as an alternative for their trips. ■
Loyalty, a pending issue
The importance of cards Today, 37% percent of hotel guests in the United States regularly use loyalty cards. Analyses, sufficient and redundant in their conclusions, suggest that the relationship of loyalty is based on an emotional affection for the brand, i.e., a relationship of trust with the product. 6 I PREFERENTE I WORLD TRAVEL MARKET SPECIAL I 2013
The context for a region like most Spanish regions to capture tourists with a higher spending power is adverse. The case of the Portuguese Algarve should be an example of a situation plausible in Spain: its central area, following the original offer dating from the 60s, offers golf courses and five-star accommodation that has re-launched the area as a product in which certain travellers find a relevant social environment. This constitutes a major change that has benefited the area as a whole. Studies indicate that the majority of the region’s visitors admit that golf is not the basis of the trip, but more so the social experience that comes with this sport, which is an indicator of how these dynamics work. Let’s remember that 42% of travellers stay in five-star hotels, which explains the image projected by the area. In any case, other studies are worth remembering regarding the creation of an image of prestige and social status associated with tourist destinations, and how they say that said prestige is not possible when linked to certain low-cost aviation companies. Studies conducted primarily in Scandinavia indicated that a five-star traveller rarely uses these airlines. If some areas of Spain have a pronounced dependence on this type of transportation, they should reconsider their promotion efforts. ■
By J. M. When a region or a country has a volume of customers as important as the one historically accumulated by Spain, its main focus should be on loyalty, an issue that is not addressed by the different regions even if it is by many of their companies. The value and importance of loyalty are well known by big chains and aviation companies, who have already been working on it. Nonetheless, a very interesting point for those who are not lead-
ers in this type of program, is that in years of crisis customers give preference to price rather than loyalty to a brand, so this is an excellent opportunity for Spain, a relatively inexpensive product, to regain customers. Therefore, loyalty programs by area would be conceivable, aimed at repeat travellers, and led by the political authorities or territorial institutions. These operations usually require the fundamental implication of the hospitality sector, especially accommodation. The rest can be complementary. ■
The big markets are seeing a more competitive Spain The pound’s strength is allowing more offers and France is saving on transport
Occupancy rate of over 70% By R. L. C.
By C. H. / N. B.
S
pain is now more competitive, according to major tourist source markets, which see in our country a nearby destination and good offers as a result of the difficult economic situation. The strength of the pound compared to the euro, which rose 12% last year, means a higher purchasing power for British tourists, who do not hesitate to choose Spain as an indisputable destination for their holiday, as highlighted by Enrique Ruiz de Lera, director of the Spanish Tourist Office in London. 2012 was a “great year” for British tourism in Spain, not only due to the increase in visitors (up 0.8%), but because tourism expenditure increased 8.2%; so this year the balance is optimistic. The products most demanded by the UK market are still ‘sun and beach’, but they are also looking for more. “The industry has coined the term ‘beach plus’ for those trips based on a stay on the coast and good weather, but also seeking additional activities or a special experience that will make that holiday different from the previous one”. Another feature of the UK market is that it is returning to the traditional package, not so much for economic reasons but for the additional protection offered by the ATOL system, which in 2012 was extended to certain dynamic packages. Germany remains the second source market for Spain after the United Kingdom. This year, German tourists have continued to demand Spanish ‘sun and beach’ destinations, but the Spanish Tourist Office in Berlin has observed a rise in other areas, such as city tourism, luxury, wellness, and cruises. Re-
garding market share, Spain tops the Mediterranean’s winter destinations, with 56.1% of the total. Furthermore, the heads of the Berlin Spanish Tourist Office highlight an “unstoppable increase” in online agency sales, which have increased by 5.8% in Spain, with a market share of 42% among Mediterranean destinations. The economic difficulties experienced by the French have benefited Spain as a proximity destination, since it offers cheaper prices than France itself and other competitors. This is confirmed by Ignacio Vassallo, director of the Spanish Tourist Office in Paris, who points out that the economic difficulties of recent years have been a reason for French tourists to “rediscover Spain and its characteristics: excellent value for money, easy access and travel arrangements, and safety and good weather ensured, which in current times of crisis are especially appreciated”, said Vassallo. The Spanish Tourist Office in Paris confirms that mainly the Spanish coasts will continue to attract French tourists in the summer of 2014. Short city breaks will continue to be a great success, given the many existing air connections from French cities, which also increased in recent years due to a higher supply of low cost flights throughout the year, not only during the summer season. “The best opportunities for Spanish professionals are in combining tourism products and, above all, in offering them on their online channels, since the French organize their stays in Spain individually, directly and primarily over the Internet”, says Ignacio Vassallo. Only circuits, especially those in Andalusia, and stays in the Canary Islands and most of the Balearic Islands, are sold through tour operators and agencies. ■
8 I PREFERENTE I WORLD TRAVEL MARKET SPECIAL I 2013
Spanish hotels recorded an average occupancy rate higher than 70% in the months of July, August and September, 2% more than in the previous year. The top regions were Catalonia, the south of Andalusia and the Canary Islands (85%), which contrasted with the low figures of Madrid and Castilla y León (55%) and Extremadura (40%). The main destinations, with an average of over 90% were Ibiza, Benidorm, Tenerife South and the Costa del Sol. However, the increase in levels of occupancy has not translated into an improved profitability for hotels, so CEHAT asks administrations to “not get carried away by the euphoria of foreign visitor figures”. ■
59 million visitors Estimates by CEHAT, the Spanish Confederation of Hotels and Tourist Accommodation, point to the possible arrival of 59.8 million foreign visitors at the end of this year, a figure that reflects the recovery being experienced by the industry, especially during high season.
The challenges faced by Spanish destinations Promotion needs to be “customized” and in the search phase By J. E.
T
he tourist market crisis is noticeable; although the results obtained from Spanish destinations working with foreign tourists are very promising, it is true that this crisis will have its consequences. To think that this situation is only circumstantial would be a mistake: the scenario appearing to be just an economic crisis carries profound structural and trend changes regarding the demand. In truth, tourism experts have already identified a transformation in tourists and their behaviour. Destinations and Spanish companies are definitely facing a shift in the model, similar to the one experienced in the nineties, which resulted in a transition from standardized mass tourism to post-modern tourism. The question at hand is whether Spanish destinations will be able
to do it again. Previously, some destinations, especially ones like Calvià in the Balearic Islands, or Costa Adeje in the Canary Islands, were able to transform and lead the way for others such as Torremolinos, Benalmádena, Gandía, southern Gran Canaria, Oropesa, etc. These pioneers in what we now know as “sun and beach” tourism saw the implementation of the PET, PDT and PICTE plans, and were then followed by many rural and cultural tourism destinations; so the anticipated scenario is likely to have the same magnitude. The main problem for Spanish destinations will not be tourist satisfaction once they are on holiday, but in its earlier stages, i.e. when they are about to choose their preferred destination. To increase their competitiveness and appeal, the challenge will be to attract tourists and avoid the fierce competition from other countries. They
Three types of challenges Spanish tourist destinations will face three types of challenges in the coming years: promotion, product and internal competitiveness. Immediate trends in tourism are marked by technology and the use of the Internet and so-
cial networks. The basis of this change, according to the Text100 Digital Index: Travel & Tourism study, will be an increase in what is called the “staycation”, a short vacation to take a “break” and “disconnect” (brief 2-3 day getaways, preferably on the weekend). It is expected that 45% of Europeans will follow this trend and 52% of them will take brief trips abroad. This could be positive for Spanish destinations, since the main reasons for choosing a particular destination will be to relax and unwind (47%), due to suggestions and recommendations (35%) and price related (22%). However, we should highlight the fact that the main component in choosing a destination is linked to the activities offered. In this case, the main element is “value for money” (60%), followed by a guarantee of new and different experiences (50%). This is the area where destinations are going to have to work the hardest. ■
10 I PREFERENTE I WORLD TRAVEL MARKET SPECIAL I 2013
will not be able to rely solely on loyalty; because of the Internet, the battle in tourism is fought in the previous recommendation stages. The Spanish tourism model has always focused on providing services, resources and attractions for tourists, leaving marketing and promotion in the hands of the marketing channels, mainly tour operators. Spanish destinations, lead by Turespaña and the Autonomous Communities, have structured their promotional activities following general market strategies and supporting tour operators, focused mainly on advertising tactics, but without coming into direct contact with the potential tourist. Spanish destinations have basically met the expectations of tourists sent by others, without worrying about further improving market positioning. Currently, the real problem is that the demand no longer accepts this model; everything has changed and it’s about to intensify. ■
A new type of relationship These days, tourists go to a travel agency or tour operator to buy a package, but they do so having already chosen their holiday destination at home, meticulously “surfing” the Internet. The information and promotion that influences a tourist’s decision needs to be “customized” and is already necessary in the destination search phase.
Calvià continues its commitment to sporting, cultural and gastronomical events during the low season The main aim of the Town Council is to extend the tourist season
By R. P.
C
alvià Town Council has launched a wideranging calendar of activities to dynamize tourist zones between the months of October and April with the aim of revitalizing these areas through the important economic impact such activities have on local businesses.
The main aim of the Town Council is to extend the tourist season. In 2012, the area boasted the highest hotel occupancy rates recorded for the months of September and October, and this year the intention is to surpass 2012 levels thanks to a range of activities designed to encourage tourism in all seasons, aiming for an economic impact of around two million euros. Events such as the Calvià Chess Festival, the Peguera Olympic Triathlon and the RKS Women’s Race are just some of the activities taking place during coming weeks. Other events that have become classics will also have their space on the local “all-seasons” calendar, including the Calvià Cup, Mallorca Beach Rugby tournament, Magaluf International Marathon, Mallorca Dancesport Challenge and the European Rugby 7s Championship. Another activity to be held by the council, organized by the Fundación Calvià 2004, is the traditional Mostra de Cuines (Food Fair) previously celebrated in April. This event will be taking place in October along with a new addition to the calendar, the 1st edition of Gintapa, a series of gin and tonic and tapas tours taking place in Calvià in November, in which a total of 72 local bars and restaurants will be participating. Moreover, cycling and hiking routes will continue to be promoted for their perfect conditions and excellent signage by means of leaflets to be handed out at fairs and events to promote tourism, mainly to the Austrian, German, British and
12 I PREFERENTE I WORLD TRAVEL MARKET SPECIAL I 2013
Scandinavian markets. Another product that we will be working on in order to extend the tourist season is that of Birding Calvià, which aims to disseminate the natural riches of the local area with a special emphasis on the best birdwatching routes on offer. Added to all of this, the Calvià Watersports Centre project will be launched in 2014 with the aim of creating, running and coordinating the necessary actions to ensure that the municipality of Calvià becomes an international landmark in the practice of sailing and watersports. To this end, it is proposed that the water-based activities offered in Calvià should be brought together to give a coherent image, promoting and marketing them in a comprehensive way. ■
with over 80 hotels thoughout Majorca, Canary Island, Andalusia, Malta, Morocco and France, our portfolio of hotels and resorts offers a variety of location at the best rates to meet every need
www.blueseahotels.com
North Hall Nr. EM-1400
Palma:
A city break destination 365 days a year
The capital of the Balearic Islands seeks to improve air links to the UK during the low season
P
alma is aiming to position itself high on the list of European city break destinations. The capital of the Balearic Islands has made a clear and firm commitment to this type of tourism with the aim of being valued for more than just sun and sand. Palma is a destination capable of attracting tourists outside of the summer months, and for this reason the foundation FTPM 365 is working hand-in-hand with private ventures in order to bring an innovative, high-quality, imaginative and differentiated set of products and services to the Mallorcan capital. The Fundación Turismo Palma de Mallorca 365 is a public-private initiative. Some thirty important, high-profile enterprises will be taking part in the initiative as sponsors in collaboration with Palma City Council, including Melia Hotels International, Riu, Iberostar, Grupo Piñero, TUI-Hotelbeds, Air Berlín, Air Europa and Logitravel. During its first year and a half, the FTPM 365, working under the slogan “Passion for Palma de
Mallorca”, has produced a strategic plan for the promotion of the city’s tourism. The plan has a budget of 6 million euros, and offers a differentiated product, as well as a programme of events that extends over the whole year. As part of this programme, Palma will celebrate important events such as the Nit de l’Art (Art Night), featurThe Deputy Mayor for Tourism, Alvaro Gijón, presenting the ing temporary exhibitions such as "Passion for Palma" campaign. “London Pictures” from the British artists Gilbert & George, Palma Art Brunch and the TUI Marathon. Some 10,000 athletes from 53 countries gathered in Palma for a Palma aims to position itself as a first-rate urweekend on the 10th anniversary of the TUI mar- ban destination, and to this end a strategy is beathon. The Copa del Rey Regatta is a prominent ing formulated that will improve air links and insailing event that sets Palma apart from other cit- crease the number of routes connecting Palma to ies. This sporting event attracts top-level sport- the main source markets, in particular the United speople and sailing enthusiasts from all over the Kingdom. FTPM 365 has already made progress world to Palma, bringing international recogni- in its contact with important British airlines. tion and prestige to the city. Moreover, the Foundation has developed various projects such as the creation of a tourism brand, “Passion for Palma de Mallorca”, with the launch In July of this year, FTPM 365 launched its campaign to promote of an official range of products tourism in Palma, “Passion for Palma de Mallorca”, an ambitious from Palma, and the impleproject made possible thanks to collaboration from the private secmentation of a procedure for tor. the issuing of the official tourThe branding campaign focuses on six products considered to be ism card, Palma Pass, which key to the promotion of the city as an urban destination with a vawill contribute to extending ried offer beyond sun and sand tourism. Each of these six products the average stay of visitors – culture, gastronomy, sports, nautical activities, golf and shopping – to the city. In this sense, with is associated in images to a typical scene representing the city. a view to becoming a Smart The campaign will be developed in two phases, the first of which Destination, Palma is makwill be carried out in Palma and the main tourist centres of Malloring strong progress, develca, taking advantage of the increased influx of tourists during the high oping actions that will maxseason. The second phase of the campaign will focus on the main imize the potential of new source markets of Spain, the United Kingdom and Germany. The aim technologies such as the is to inform the public of the new products and services offered by Paltourism apps Turespaña, ma as an urban tourism destination, as well as the resources the capiExperience Spain-Playa tal of the Balearic Islands offers 365 days a year. de Palma & Mallorca and Spain Feedback. ■
“Passion for Palma de Mallorca”
14 I PREFERENTE I WORLD TRAVEL MARKET SPECIAL I 2013
Can hotels live without Online Travel Agencies? Industry professionals advocate the consistency between supply and prices in all channels By Ricardo López Carvajal
T
he complexity of the tourism market and the proliferation of distribution and mediation channels, driven by new technologies, has deepened the dilemma between investing in own channels or intermediation, especially when it comes to tourism marketing. This is a debate that served as the primary focus of #TourisMKT, the First Online Marketing and Hotel Distribution Forum, organized by OMExpo and the Hotel Technological Institute (ITH). Distribution strategies in the tourism industry, the changes brought on by online channels, new technologies and the new uses given to them by travellers, as well as the dynamics that influence the current tourism distribution market are active and current concerns. This is why several professionals like Javier Romero, CEO of 1000 Tentaciones, Koldo Sagastizabal, Team Leader & eCommerce Manager for AC Hotels by Marriott, Iñaki Susilla, Commercial Director & Marketing for Elba Hotels, José Ignacio Cáma-
ra, Commercial Director at Santos Hotels, and Jaime Buxó Clos, Managing Director of Occidental Hotels & Resorts, discuss and analyse the future’s marketing challenges. More and more, these experts are convinced that intermediated sales are indispensable, but the big challenge faced by hotels is finding a balance between marketing through own and third party channels, from the point of view of cost. José Ignacio Cámara thinks that for a perfect utopian hotel “the perfect equation is 100% own distribution, but multiple factors must be taken into account”. Which is why, as stated by Koldo Sagastizábal, a hotel “must first consider the costs related to distribution channels, optimizing them and always think long term”. “Nowadays, the offer is so wide that we need all channels to achieve the goals”, says Iñaki Susilla, because although hotels have developed their own channels, they are not always the best or the only solution. As stated by Jaime Buxó, “our duty is to facilitate communication as much as possible in the channel preferred by the customer”, so the goal is to “be stronger
in the channel where our customers feel more comfortable”. This is a view shared by Javier Romero, who thinks “the market has changed; it now focuses on direct communication controlled by the consumer”. ■
The challenges ahead From the point of view of distribution and technology, hotels still face a number of challenges. “Understanding this medium and knowing how to adapt, as well as learning the different technological techniques that allow us to establish the desired relationship with our customer” are the hotels’ priorities.
IN HARMONY WITH NATURE
2013 I WORLD TRAVEL MARKET SPECIAL I PREFERENTE I 15
86% of guests would recommend the hotel they stayed in Online reviews from guests are mostly positive By Ricardo López Carvajal
A
ccording to the Mystery Guest 2.0 study, the fear of hotels regarding negative reviews on online channels is not based on reality, since most customers would recommend the hotel in which they stayed. This is one of the main conclusions of this report, conducted by the Hotel Technology Institute (ITH) and trivago, using a tool developed by the latter. The Mystery Guest 2.0 profile, taken from the evaluators that participated in the project, is that of a man (63%), between 30 and 39 years of age (42%), living with a partner (39%) or married (40%), no children (64%), university educated (77%) and employed (43%) with an income above the average wage (42%). For Alberto Calcerrada, trivago’s spokesman, it is interesting to note that "the surveys were conducted by means of an online questionnaire that required two hours to fill in and in-
16 I PREFERENTE I WORLD TRAVEL MARKET SPECIAL I 2013
cluded a number of key questions that contradicted each other, so as to detect fraudulent responses and ensuring that the mystery guest carefully pondered their answers". As explained by Fabián González, head of the ITH’s ICT Department "The value of the Mystery Guest 2.0 is its profile of an experienced and demanding tourist ". According to the data used in the study, the mystery guest who participated in this project travels regularly, uses online booking channels and usually stays in hotels (in the last three years, 62% of the evaluators have stayed in hotels between 10 and 20 times), between 1 and 10 nights, mainly on holiday (54%) or for private reasons (71%). The evaluators arrived at the hotel, chosen primarily for its location (central or nearby a particular place, 73%), by car (50%), to enjoy a private relaxing stay (82%) and with a partner (61%).
For the guests who participated in this experience, having the chance to evaluate a hotel and their stay in depth is not only positive, but also generates a favourable attitude towards the analysed establishment. For González from the ITH, “guests appreciate that hotels ask for customer feedback, regardless of their responses, which are usually better than expected by the establishments”: 86% of Mystery Guest 2.0 participants would recommend the hotel they evaluated and 45% would do so spontaneously. The guests/reviewers analyzed 17 criteria (the hotel in general, the room in general, the bed, the bathroom, the room’s furnishings, the room’s features, the reception, the bar, the staff, its guests, its location, its appearance, atmosphere, peace and relaxation, cleaning, state and price), first rating their expectations in advance and then evaluating the actual experience (on a scale up to 100%). Regarding the evaluation, and overall, the hotels exceeded the expectations of the evaluators and achieved a rating of 72%, same as with the rooms, with a rating of 71%. The areas that most exceeded the expectations of the guests were the staff (with a rating of 73%), the location (punctuated with 74%) and cleaning (75%). On the other hand, the areas that punctuated the lowest and where expectations were met to a lesser extent were the price (with a score of 67%), the room’s furnishings (67%), and the bar (with 66%). The only area that did not exceed the expectations (by one point) was the overall appearance of the hotel, which nonetheless, received a score of 72% out of 100. ■
Prior expectations and the following evaluations Mystery Guest 2.0 offers the opportunity of knowing, first hand and in a very detailed manner, the opinion of some of the hotel’s real guests. As explained by Fabián González of the ITH, “this service has a much lower cost (3060€ per evaluation) than a quality internal audit (from 300 to1,000€); however, it serves as a complement because it compares previous expectations to the subsequent evaluations of the stay, further assessing on specific criteria”. For Calcerrada from trivago, "giving an isolated opinion on more or less subjective aspects is not the point, but rather rating specific aspects of the stay based on the guest's actual experience and in regard to the proposed offer", which provides detailed information on the quality of the products and services offered. ■
2013 I WORLD TRAVEL MARKET SPECIAL I PREFERENTE I 17
A Unique Way of Life Puntacana Resort & Club is home to the Caribbean’s ultimate beach and golfing experience
By R. D.
P
untacana Resort & Club is home to the Caribbean’s ultimate beach and golfing experience, with 3 miles of magnificent white sand beaches and 45 holes of championship golf, set on 15,000 acres of land. Accessibility, via our very own Punta Cana International Airport (PUJ), privacy, unparalleled personal service, the understated elegance and timeless vision of Oscar de la Renta, which defines the uniquely Dominican experience of staying at Puntacana Resort & Club, makes it a favorite among international leaders and world renowned personalities. It all started in 1969, when Theodore Kheel & Frank Rainieri’s pioneering work and perseverance, served to turn what was once a forgotten jungle, which they named Punta Cana, into one of the Caribbean’s most important destinations and helped transform the Dominican Republic’s economy. In 1997, Oscar de la Renta and Julio Iglesias couldn’t help but to fall in love with the beauty of Puntacana Resort & Club, the business and the vision, thus becoming partners. Together, they were able to create Puntacana Resort & Club’s Unique Way of Life. In President Bill Clinton’s words “with its natural beauty and friendly, welcoming people, Puntacana is special. But what Frank Rainieri, Ted Kheel, Julio Iglesias and Oscar de la Renta have done there makes the resort even more extraordinary – they’ve found a way to share Puntacana with the world while preserving it.”
awarded hotel in the Dominican Republic, offering understated elegance, privacy and unparalleled personal service, with every convenience at arm’s length. Located in a private enclave within the resort, Tortuga Bay is comprised of 13 luxurious beachfront villas with one, two, three and fourbedroom suites designed by Oscar de la Renta. Guests staying at Tortuga Bay are greeted as VIPs at the Punta Cana International Airport (PUJ) and are swiftly taken through immigration and customs for a most seamless travel process. This luxury boutique hotel is honored to debut Oscar de la Renta’s first resort boutique. Tortuga Bay guests can also
TORTUGA BAY HOTEL. A member of Leading Hotels of the World and the only AAA Five Diamond 18 I PREFERENTE I WORLD TRAVEL MARKET SPECIAL I 2013
enjoy all of Puntacana Resort & club amenities & facilities. THE ESTATES EXPERIENCE-HOME RENTAL. Renting a home in one of our residential communities is a more private alternative to hotel accommodations. Private residences offer views of our pristine beaches and golf courses designed by Tom Fazio and P.B. Dye. Spacious homes, with 2 to 5 bedrooms, private pools, full kitchens, staff and other amenities are available. FOUR POINTS BY SHERATON AT PUNTACANA VILLAGE. The recently opened hotel is conveniently located right across the Punta Cana International Airport (PUJ). Each of its 124 rooms is characterized by the very comfortable Four Comfort beds, especially designed for the Four Points by Sheraton brand. The hotel offers a convenient meeting room for corporate events & meetings, and a 24-hour business center with free wireless high speed internet access. Situated in the heart of a busy commercial area, guests have access to the broad range of shopping and dining options of Galerías Puntacana, as well as to all of Puntacana Resort & Club restaurant, golf, beaches and amenities. Free shuttle service is offered to Puntacana Resort & Club and the Puntacana International Airport (PUJ). The Westin at Puntacana Resort & Club (Opening December 2013). Located at Puntacana Resort & Club’s magnificent Playa Blanca beach, just minutes away from the airport, guests will enjoy all of Westin’s signature amenities. This new 200 ocean-view room hotel will feature restaurants,
by Oscar de la Renta. Specializing in Mediterranean cuisine and seafood, The AAA Three Diamond Award La Yola is located at the Marina and modeled on a fisherman’s boat, perched right on the sea. Located at La Cana Golf & Beach Club is The Grill, an American style grill offering views of the sea, the perfect place for lunch. Coccoloba is also located at La Cana Golf & Beach Club, a seasonal steakhouse with a very romantic setting. The Westin Puntacana Resort & Club provides a Lobby Bar with light snacks and a full bar; Ananí Restaurant offers contemporary breakfast, lunch and dinner. The Brassa Grill showcases American heritage such as USDA Prime steaks. Next door you will also find Playa Blanca, a beachfront tropical restaurant and bar that serves fresh local seafood, grilled cuts and superb cocktails. The Grill at Corales Golf Club is also open for lunch. More dining options are available at Puntacana Village. ACTIVITIES & SPA. Puntacana Resort & Club also offers a wide range of adventures and activities for guests of all ages including golf, kite surfing, kite boarding, paddle, tennis center, PADI scuba diving center, snorkeling, water skiing, deep sea fishing, catamaran excursions, petting zoo, horseback riding and horseback riding lessons, Segway tours, fitness center, bicycles, kayaks, numerous water and land, and ecological reserve with walking trails and 12 natural springs. For guests who wish to unwind, the leading spa in the Caribbean, Six Senses Spa, presents a range of innovative and comprehensive packages, Six Senses Signature treatments and Asian therapies.
meeting and wedding facilities, an expansive outdoor pool, beachside grill, lobby bar, hand rolled cigar bar, children’s club and walking trails. Additional amenities will include a 24-hour business center and the brand’s signature Westin WORKOUT gym experience. GOLF. With 45 holes of championship golf, Puntacana Resort & Club is the Caribbean’s premier golf & beach destination. The P.B. Dye designed La Cana Golf Course, consisting of 27 holes across Tortuga, Arrecife and Hacienda, was declared the number one course in the Caribbean by Golf Magazine. This golf course boasts fourteen ocean-view holes and its state-of-the-art Seashore Paspalum grass allows for maintenance with minimal environmental impact. Designed by Tom Fazio and set between rocky cliffs, coral reefs and the expansive Caribbean Sea, the Corales Golf Course features six oceanfront holes, multiple lines of approach and picturesque canyons, making for an exhilarating experience. In Tom Fazio’s words, “I have had the opportunity to be involved with many great golf course properties, and the 18th hole at Corales is certainly one of the most challenging and exciting finishes I’ve ever created”. Both golf courses have world-class practice facilities, PGA instructional programs, well stocked Golf Shops, beverage cart service, caddies and after the round food and beverage services.
PUNTA CANA INTERNATIONAL AIRPORT (PUJ). Punta Cana International Airport (PUJ), built, owned and operated by Grupo Puntacana, the resort’s developers, and located within Puntacana Resort & Club, is just minutes away from check-in at any of our hotels or private homes. Punta Cana International Airport (PUJ) has direct service from 98 different cities around the world, making Punta Cana the most accessible destination in the Caribbean. Our VIP terminals service the needs of guests flying in private aircrafts. The approximate flying time from Punta Cana to New York is 3 hours and 15 minutes and 2 hours to Miami. Visitors must have valid passports and documentation to enter the Dominican Republic. THE ESTATES. It is here that a community has taken shape nurtured by true Dominican hospitality. A private refuge where neighbors know neighbors and children develop lifelong bonds. It’s Puntacana Resort & Club’s Unique Way of Life, where people appreciate and preserve the natural beauty around
them, and families create barefoot memories for generations to come. Become a part of our magnificent paradise community. Choose between stylish homes overlooking the Caribbean Sea or on the edges of scrupulously manicured golf courses in the Tortuga, Arrecife, Corales, Hacienda, and Marina communities. Our latest project, Hacienda del Mar, features 1, 2 and 3 bedroom luxury condominiums located within the Hacienda community. PUNTACANA VILLAGE. Situated in the heart of a busy commercial and residential area, guests have access to a broad range of retail, dining options and vibrant nightlife at Puntacana Village. During the day, Puntacana Village is perfect for shopping as it has an array of stores, commercial banks, courier services, art gallery, supermarket, pharmacy, beauty salon, ice cream parlor, pizzeria, and much more. Bring the kids to the playground and enjoy an ice cream as you relax among its Caribbean architecture. CORPORATE SOCIAL RESPONSIBILITY. We believe that in development there needs to be equilibrium among the economic, environmental and social components. The not-for-profit Puntacana Ecological Foundation serves to protect and preserve the natural resources of the Punta Cana region, while contributing to the sustainable development of the Dominican Republic. The non-profit Puntacana Foundation serves the social needs of the community, primarily through health and education. By building and sustaining a free primary care clinic that receives over 150 patients daily and a Polytechnic High School that educates 500 students every year, we have made a deep and lasting commitment to improving the health and educational opportunities in the Punta Cana region. These practices have been the guiding principles of our company, and along with vision, hard work and perseverance, the key to our success. ■ For more information visit our website www.puntacana.com
DINING. Puntacana Resort & Club offers a diverse array of dining options. Tucked inside Tortuga Bay, the AAA Four Diamond awarded Bamboo blends modern cuisine with Mediterranean influences, in a cozy poolside or indoor, graceful setting designed 2013 I WORLD TRAVEL MARKET SPECIAL I PREFERENTE I 19
Hoteliers ask to integrate STO in embassies They argue tourist promotion would improve By Álvaro Alcocer
S
panish hoteliers believe that the 33 Spanish Tourist Offices would improve their performance and potential if they were integrated in embassies and consulates: they would
cut costs and, at the same time, the industry would benefit from adding an institutional quality to tourist promotion. As is known, currently Spanish Tourist Offices are scattered around the world in small offices that are not always close to Spanish diplomatic facilities, same as with other state agencies abroad, like the Instituto Cervantes, the Spanish EFE news agency and Televisión Española (Spanish television). Top-level hotel sources have strongly expressed their conviction that the work of the Spanish Tourist Offices, and their impact on the tourism sector, would improve substantially if there was a graphic reflection that said promotion work has the country’s full support. “The sector calls for the state’s institutional power to fully support the Spanish tourism industry. To capture as much media and political attention as possible, it would be very beneficial if Spanish Tourist Offices were to become part of embassies and consulates”, remarks a highly authorized hotelier spokesman.
20 I PREFERENTE I WORLD TRAVEL MARKET SPECIAL I 2013
Management and entrepreneurs also believe that this measure would save economic resources. They could be invested and have greater return if put towards other promotional activities, instead of paying for structure, electricity and the usual costs of maintaining an office. The opinion of Spanish hoteliers regarding the integration of Spanish Tourist Offices in embassies was strengthened after the presentation of the spain.info portal since, according to those present, “it lacked diplomatic representation from the major tourist source countries”. The redesigned site’s launching was largely attended by business representatives and especially Spanish politicians, while associations criticized the absence of whom spain.info was really destined for, none other than the major tourist markets. In fact, the first goal established by Turespaña’s Advisory Council is the reorganization of Spanish Tourist Offices, which has been discussed by the political authorities as a priority for Turespaña since the beginning of the term. The council, composed of five government representatives and six from the private sector, had already addressed the issue of reorganizing Spanish Tourism Offices abroad in their first meeting. Regarding this matter, José Manuel Soria, Minister of Tourism, stated that there had been proposals “to improve their performance, and to study what things can be done in an environment where there is a growing number of destinations competing with Spain”. ■
A change in the organization The plan to reform Spanish Tourism Offices, introducing a change in their organization, coincides with the opening of Catalonian tourism promotion offices. The Catalonian government announced its intention of opening an office in Sao Paulo in 2014, although Turespaña boasts that, in general, the body is a “good example of coordination between regions”. Andalusia, Catalonia and the Balearic Islands are the only three regions whose Statutes of Autonomy’s allow the creation of an external network of tourism promotion, if only Catalonia has actually carried this out. The collaboration between regions and the state is attributed to the “strong international reputation of the Spain brand in world tourism”, and as part of “a single annual plan based on co-financing actions”. ■
2013 I WORLD TRAVEL MARKET SPECIAL I PREFERENTE I 21
Ranieri will develop an ambitious project in Los Corbanitos 20,000 jobs will be generated in eight years
By Ricardo L. Carvajal
T
he president of the Punta Cana Group, Frank Ranieri, along with the Rizek family and the Selman Group, mapped out a tourism project in the Los Corbanitos area that could generate approximately 5,000 jobs in the first two years and 20,000 after seven or eight years. The announcement of this project has been received with great enthusiasm by the community of Sabana Buey, who indicated that this project opens the possibility of overcoming a lifestyle that is marked by a high level of insecurity. The beach area of Los Corbanitos is known for its fine white sand, making it a great destination for sun and beach tourism, the country’s main tourist attraction. In this sense, Frank Ranieri has said that “more than just developing a hotel project, the idea is
to create a successful tourist destination and for this we need to ensure that the area has the necessary conditions, such as electricity, drinking water, cleanliness, hygiene, safety and the protection of the environment”. And so, Rosa Sanchez, head of the city council of Los Corbanitos, said that there is a need for "helping hands", otherwise she does not know "what will be of our people". It appears that the inhabitants of the location planned for this tourism complex live off of agriculture, fishing and the remittances received by some of the families. The news of this tourism project has given the people of the area faith on becoming a new spot for the tourism industry because, as Sanchez says, "if Sabana Buey is turned into a tourist destination, it will be a blessing to this town". The head of the community highlights that part of the benefits would be the taxes
ASONAHORES recognizes the work of the Banco Popular Dominicano By R. P. ASONAHORES has recognized the merit of the Banco Popular Dominicano in relation to “its valuable contribution to the country’s tourism industry”, a recognition made public during the celebration of the Association’s Trade Expo. The bank, as assured by the Vice President of its Business Tourism Department, Juan Manuel Martín de Oliva, “feels honoured by both the institution giving the recognition, which is the association of all major hotel and tourism industry members, and the previous companies that have received this recognition by ASONAHORES at the fair”. “For us, this recognition is for the work and effort of the entire bank, of a team of professionals, and we feel very honoured by this acknowledgement, which designates the Banco Popular as the Tourism Bank”, said the executive. Martín de Oliva highlights that the Banco Popular has always believed in tourism and that, in fact, the big hotel chains have grown hand in hand with the bank since arriving in the country many years ago, a result of the support provided by this financial institution. ■
22 I PREFERENTE I WORLD TRAVEL MARKET SPECIAL I 2013
paid to the city council, which would in turn go towards community projects. "It would also be an important contribution because many would have to take courses to work in tourism, and these courses would also serve for other jobs they might obtain in other companies", she says. Meanwhile, Arsenio Peralta, a resident of Arroyo Hondo-Baní, compares the elegance of Los Corbanitos beach with the one in Boca Chica. “We have been hoping for things around here to change. We’ve waited many years for progress”. Los Corbanitos, according to all of the area’s residents, is one of the best beaches in Peravia and what matters is that when the “projects start, a lot of manpower will be generated”. ■
More tourists, more dollars "Bringing more tourists means producing more dollars and increasing the demand for food from local farms and agriculture, as well as other goods produced by the country, which results in more jobs, both in tourism as in other economic sectors". Rodríguez Amiama, president of ASONAHORES).
Very good prospects for the cruise season
The safest country in the Caribbean By R. L. C.
Everything points to a growth of 31%
By R. P. / D. M.
T
his coming cruise season in the Dominican Republic seems to be promising, according to the figures advanced by both the responsible members of Dominican ports and the Cruise Directorate of the Ministry of Tourism (Mitur). During the 2012-2013 season, cruise tourism grew by 11% in comparison to the same period in the previous season (2011-2012), with an increase of foreign visitor arrivals to national ports from 459,714 to 508,689. With respect to the current season, the outlook is for 241 tourist ship arrivals, which would result in more than 665,000 visitors. These projections reflect an increase of 31%, thereby surpassing the expected estimates for the season. “We calculate the number of passengers disembarking on Catalina Island will reach 132,061, which represents an increase similar to the one achieved last season (16%)”, according to Orfe-
lia Salazar, director of the cruise department at Mitur, who reiterated that the projections for next season are very good, especially for the tourist ports of La Romana and Sans Souci (Santo Domingo), while in the case of Samaná figures will remain the same as last season’s. In fact, this previous season the Port of Sans Souci tripled the arrival of cruise ships, same as La Romana. Salazar highlighted the support received from the government presided by Danilo Medina and from the Minister of Tourism, Francisco Javier García, as well as “the great promotion carried out by means of cruise fairs and private meetings”. “It is important to note that the companies that own the ports are in charge of negotiating with the cruise lines, since they are the ones bringing the ships to the country, while we (Mitur) provide the tools for them to carry out this function and increase the arrival of cruise ships each year”. ■
Samaná, still great work to do
The second backbone “Travel agents are the second backbone of this segment of the industry, especially due to their recommendations, participation in fairs, international seminars, the work they develop with Tourism Promotion Offices (OPT), and the Fam Trips organized for them to experience first-hand what the destination has to offer and the work that is being done on the quality of product”, as highlighted by Orfelia Salazar.
The Minister of Tourism, Francisco Javier García, said, during his participation in theSeminar on Comprehensive Tourism Safety, that the Dominican Republic is the safestcountry in the Caribbean. “Insecurity is a product of the development of cities, although the Ministry takes note so that municipalities can improve on their organization”, stated the Minister. García also said that foreign citizens are safe in the country, because “we are the Caribbean country where crime has less impact on tourists”, which is why this issue will not affect President Danilo Medina’s goal of reaching 10 million tourists. In fact, Amílcar Fernández, director of the Tourist Police (POLITUR), has requested an increase for the organization’s budget, because, as he said, the current one is limited to staff expenses, which are a total of 1,246 officers. Meanwhile, the executive vice president of ASONAHORES, Arturo Villanueva, stressed the need to define the roles of the various security-related institutions. He emphasized that the country faces the challenge of providing POLITUR with the necessary budget to turn it into a model institution, as was achieved with the Specialized Airport Security and Civil Aviation Corps (CESAC). ■
By M. S.
S
amaná is a very particular case, where there is still a considerable amount of work to be done; it is very important to build a terminal in order to establish more effective controls for guides, tour operators and taxi drivers, as well as the companies dedicated to offering cruise passengers services like adventure tours or a stroll through the city. To achieve this, as pointed out by Salazar, the responsibility is not only the government’s or the companies investing to attract cruise ships, it also lies with the people of Samaná,
who must organize to fight for the same goal. “A sample of the effort made in negotiations, and the guarantees that should be provided by the country to attract more cruise ships, is the arrival of the Quantum next year, the new Royal Caribbean ship carrying nearly 5,000 passengers”, he says. “The biggest challenge is to have two or three weekly ships in each port and attract them as a 'home port' and supply for them. We must demonstrate that we can offer the necessary quality services and look for ways to be a centre where ships stock up even if not in season, because that will boost the economy”. ■
2013 I WORLD TRAVEL MARKET SPECIAL I PREFERENTE I 23
Banco Popular Dominicano, the bank of Tourism in DR Banco Popular Dominicano is the leading bank that best represents the Tourism businesses in the Dominican Republic
Statistics According to the Dominican Central Bank, North America region continues to be the largest contributor of tourist’s arrivals to the Dominican Republic, 59.06%, followed by Europe, 25.25% and South America, 10.72%. Furthermore, Central America and the Caribbean shares 4.69%, while Asia and the rest of the world contributed in set the remaining 0.28%. Nonresident passengers during January-September 2013 were 3.5 million tourists, which makes Dominican Republic the most important touristic market in the Caribbean region.
By R. P.
I
t’s not a marketing strategy to say that Banco Popular Dominicano is the leading bank that best represents the Tourism businesses in the Dominican Republic. The assertion is the answer to a 15 years relationship between a financial institution with faith in its country productive sectors and a key part of the economy, which it’s considered a powerful engine generating more than 6% in the gross domestic product (GDP), and is eager to keep growing. It all began in 1998, with an agreement between Banco Popular and a Spanish Bank, Bancaja. As
a result of this alliance, the strategy was built, in local terms, to make business with Spanish hotel chains established in the country offering loans through Bancaja to develop their tourism projects. A year after, Banco Popular created a division dedicated only to the Tourism business , that nowadays reaches US$640 million loans. This represents 80% of the loan market to the Tourism sector in the country. Banco Popular was the first financial institution to create this tourism business strategy within the Dominican financial system. These achievements have been acknowledged recently by the Dominican Tourism Association of Hotels and Resorts (ASONAHORES), which publically recognized the significant contributions done by Banco Popular Dominicano throughout the years. The VP of the Tourism Business Division of Banco Popular, Mr. Juan Manuel Martín De Oliva, explained in the occasion that when doing business with tourism sector the bank seeks for people with logical initiative and long-term projects that promote the country’s economic development. “We are a bank of very long-term relationships. We have almost 50 years in the market and
Throughout these 15 years, a lesson learned by the bank is to be proactive
we want to continue many years to come with the same clients and new ones, always providing financial support when needed”, he said. “Is an extremely healthy loan portfolio, because Tourism in this country is doing very well and that shows we are working with a clear strategic vision. This market has a vocation to fulfill their commitments wherever they go and we feel very comfortable and much honored by the list of clients we have in the Tourism sector who have given us their trust”, explained. Throughout these 15 years, a lesson learned by the bank is to be proactive. And that´s why it is usually present in all majors Tourism exhibitions and fairs around the world: Berlin, Paris, Madrid or London. The bank takes care of the business where it´s needed and internationals markets are exactly the best places to meet their needs and being a catalyst of new investment project for the country. In context, with the investment in infrastructure made by the Government is expected that in the short term the sector will increase its importance. For example, at the end of November it is expected count with the new highway that goes from Santo Domingo to Uvero Alto, a road that will connect the East part of the country, which is the core of the tourism industry, with the capital city, Santo Domingo, promoting new projects. It’s a common goal between the Government and the private sector to increase the number of visitors to the Dominican Republic from six millions to ten millions of tourists within a decade. Even though it’s an ambitious objective, it will need the support of the whole country, and there, once again, Banco Popular will play its role. ■
Its achievements have been acknowledged recently by the ASONAHORES
24 I PREFERENTE I WORLD TRAVEL MARKET SPECIAL I 2013
Cruises, more supply in fewer hands One of the most important tourism businesses in recent years is in North American hands
By J. M.
T
he cruise industry is not being largely affected by the economic crisis, all due to a shipping line concentration process that tends towards two major operators,
both North American: Carnival, the leader (operating 12 brands, including Costa Cruceros, with 89 packet boats), and Royal Caribbean. Both are based in Miami and run mostly on North American capital. Other than these large companies, several smaller ones are in operation (Crystal, Silversea, Norwegian, MSC or Raddison Seven Seas). But for two decades, this business has been eliminating smaller players from the market, either by absorption (IberoCruceros was absorbed by Carnival and Pullmantur by Royal Caribbean) or due to bankruptcy (Renaissance or American Classic Voyages). The concentration makes these companies work globally and, at this level, the economic crisis is not yet serious: Britain and Germany, for example, have hired more cruises in 2012 than ever before. Going on a cruise is an activity that, historically, was for minorities: expensive, luxurious and selec-
Spain improves its ports Spanish ports are doing what they can to entice shipping companies. This year, 24 state ports attended the Cruise Fair held annually in Florida. They’re attempting to change the current trend, which last year reflected a loss of approximately 2 or 3% in the number of international travellers; this combined with a drop of more than 12% regarding Spanish travellers, which generated an overall cruise balance 5% lower than expected. Spanish public ports went to Miami to present a program called Alfombra Azul (Blue Carpet) designed to better attend to the needs of cruises. In any case, Spain already has a certain standing in the world of cruises, since Barcelona is the fourth port in the world in this regard and the first in Europe. The Balearic Islands rank second among the points of interest for cruises. Cruise ship tourists have come to represent 8% of the total, although it should be noted that this figure is very misleading. They are large in numbers, but generally, they do not stay in Spain for even a night, which is not the case with travellers who arrive by air. ■
26 I PREFERENTE I WORLD TRAVEL MARKET SPECIAL I 2013
tive. It had the sufficient glamorous components to allow an expansion into the remaining sectors of the market, once more moderate prices were offered as a result of economies of scale. That and very clever marketing have created one of the most important tourism industries, which in addition, is very resistant to the crisis. Just over 13 million people bought a cruise trip last year, in an industry that, for twenty years, has been growing at an annual average rate of 8.5%, although it has slowed in recent years. The secret was standardization and, especially, building increasingly larger ships. The last boats built hold 5,000 passengers, which results in a decrease in costs and a margin increase. This requires very risky and spectacular investments, that demand economies of scale and hence concentration. As you can probably guess, shipyards are competing for major contracts with the few existing shipping companies, so the prices for ships are very competitive. Small shipping companies, however, do not have the same pressuring power and therefore it is more difficult for them to receive competitive deals. But these are not the only secrets: shipping companies have managed to create additional incomes, like the ones based on tours, which provide an important part of their benefits. On board, there are no longer just a few basic needs items; passengers have access to real shopping centres that take advantage of international waters, meaning no taxes, to offer products at attractive prices. Especially in some countries, the on board gambling business has
A triumph for mini cruises Mini cruises have been one of the most successful novelties in the sector; they respond to a growing demand, options for “breaks”. Their duration ranges between three to six days, at very affordable prices, even offers of 300 Euros.
made some of these shipping lines experts in the field, competing with on land casinos. The last major innovation, brought by Norwegian, has been a real bomb in the sector: a private island where everything consumed belongs to the shipping company. “Great Stirrup Cay” is an island north of the Bahamas, in the Caribbean, and under the pretext of visiting an uninhabited, idyllic location, the turnover of the company increases exponentially, since everything on sale there is their property. ■
Shipping cruises face the challenge of adjusting prices By R. L.
A
djusting prices to maintain profitability and giving this product the value it deserves are the main objectives set by cruise companies for this year. Everyone agrees that, so far, they have not only ridden out the storm of the economic crisis, but the prospects for the sector are a growth of approximately 3.3%. In fact, all companies surveyed agree that the prospects are good. For that matter, in some ports like Barcelona, they expect to match the record numbers registered in 2011: 2.65 million cruise passengers. In this sense, we must remember, as assured by members of the sector, that the last ten years have seen an increase in the number of cruise passengers, and a decline in demand after the Costa Concordia tragedy has been avoided. So far, the season is not only doing well, but for some companies it is a "very special" one. As is the case for Costa-Iberocruceros, since its origins have been marked by the "union of two great Costa Crociere brands: Iberocruceros and Costa Cruceros, which was a strategic decision of great depth for the company”, as stated by its sales manager in Spain, Bernardo Echevarría. He ensures they have faced this 2013 season with optimism but realistically; an approach shared with the heads of Logitravel, who expect to exceed last year's figures, which went from 28,800 to 37,800 passengers, representing a 31% increase. The data provided by the World Travel Tourism Council (WTTC) shows that this year this sector will accommodate 20.9 million passengers, contributing USD 36,000 million to the global economy, 4% more than last year. In Europe, despite the economic crisis, the number of people booking cruises has doubled since 2004, with an increase of 38% since 2008. This means that, only in Europe, the industry generates 315,000 jobs and more than €37,000 million in annual profits. Data from the European Cruise Council reflects the huge increase occurred regarding European cruise passengers, Spain being one of the main beneficiaries. Currently, Spain ranks fourth in European market share with 703,000 passengers (up 11.4% from the previous year), with the ports of Barcelona and Palma de Mallorca as its primary locations. ■ 2013 I WORLD TRAVEL MARKET SPECIAL I PREFERENTE I 27
New alternatives to the Mediterranean and the Caribbean Cruise companies include new routes
By R. L. C.
T
he star destinations for cruises are still, undoubtedly, the Mediterranean and the Caribbean, but all cruise companies have agreed to incorporate new routes this year. This decision was taken in order to offer the possibility of travelling to new, and sometimes exclusive, locations. According to the Costa-Iberocruceros Group, this season there will be exclusive tours along the
Adriatic and the Aegean Seas, incorporating Venice, Athens and Istanbul on the same itinerary; as well as cruises in northern Europe, visiting England, Belgium, Russia, Denmark, Latvia, Finland and Sweden. There will be tours combining the Baltic capitals with the Norwegian fjords, plus two others with stops in Scotland, Milan and Savona. All this is because "it is important to adapt to the tastes of the Spanish and offer them what they like, all in the same holiday". Royal Caribbean’s Director of Communications and Market-
ing in Spain and France, Marc Pedrol, states that the most popular destinations for them this season are the Mediterranean, northern Europe and the Caribbean, "where we are leaders". He also emphasizes on the construction of a third Oasis-class ship, the world's largest. MSC Cruises highlights that although the Spanish market "is constantly growing in the Mediterranean, it is also growing in other destinations like the Red Sea and the Antilles", not to mention the success of "theme cruises". Nevertheless, the cruise industry is not immune to seasonality; as claimed by the shipping companies, summer is when family tourism predominates to the point that approximately 80% of the passengers fall into this category, while starting in September the majority are couples and honeymooners. In winter, most travellers belong to the 'senior' category. Therefore, "it is difficult to avoid the industry’s seasonal adjustments, but the recently introduced innovations allow for all kinds of passengers all year round, since the destinations and possibilities offered are many". â–
Peu de foto. Gia num ni offici bea ditionseque occabor eiuriandae con re coria quia cone re ma illeniminto is inum sa dolupti onsequo to voluptatur, nectempor
28 I PREFERENTE I WORLD TRAVEL MARKET SPECIAL I 2013
The Cuban Ministry of Tourism announces the inclusion of the private sector Everything is set to match last season’s levels By Luz Marina Fornieles
I
n the midst of a complex international situation which resulted in a slight decrease in visitor numbers last summer, the Cuban tourist industry prepares to reverse this trend and restore the expected levels of arrivals during the winter season. The reality is that the leisure segment has shown a decline of 1.3%, although these times have been particularly difficult for the Caribbean market as a whole, which dropped 1% during the first half of the year. The inclusion of non-state tourism offers in travel agency programs and an increase in cruise
operations, as well as new direct flights to Cuba from European markets, are some of the innovations for the start of the 2013 to 2014 high season. The commercial director of the Ministry of Tourism (Mintur), José Manuel Bisbé York, explained that hotel facilities have been opened for the current campaign, and more than 3,000 rooms have been renovated across the country. Furthermore, he considers worth highlighting “the reopening of the iconic Capri hotel in the capital, as well as three new Italian clubs in Varadero, Santa María and Cayo Largo”. Bisbé has also emphasized the work carried out in airport terminals, most importantly, an in-
vestment of more than USD10 million in terminal three of José Martí International Airport, Cuba’s door to the world. Regarding the cruise industry, we have been informed of the arrival of the Canadian ship Cuba Cruise, the Greek Variety Panorama, the German Star Clipper, the English Thompson Dreams and the North American Semester at Sea, alongside the more traditional operations. Another innovation announced by the head of Mintur is that local family businesses will play a “bigger role” during the winter season, in the areas of gastronomy, accommodation and excursions. ■
Air France-KLM increases its frequency By L. M. F. The airline Air France-KLM has increased the frequency of its flights to Cuba, from October 30th to March 2014, from seven to ten flights with Air France and from three to four with KLM. Air France began to fly to the island in 1998 and currently they are using B777-300, whereas in the case of KLM, operations began in 2011 and it uses A A330-200.
The increase in connections with Cuba is included among the initiatives taken for the high season (November to April); moreover, the Ministry of Tourism has announced other routes from Denmark, as well as new operations from Poland and Spain. For December, the plan is to incorporate the Russian airline Transaero, in addition to an operation that will link the eastern province of Holguín with the neighbouring country of Haiti. ■
60,500 rooms Cuba is currently offering 60,500 rooms, 63% of which are in 4 and 5 star hotels. The most important destinations are the western resort area of Varadero, which accounts for 32% of the rooms, 23% are in Havana, 10% in the northern province of Villa Clara, 8.6% in Jardines del Rey (North Central), and 8.2% in Holguín. 30 I PREFERENTE I WORLD TRAVEL MARKET SPECIAL I 2013
Paradisus Princesa del Mar is extending its Royal Service An unforgettable stay for travellers in this Meliá hotel
T
he Paradisus Princesa del Mar Resort & Spa, an ultra all-inclusive hotel situated on the famous Varadero beach, reopened its doors in May. The Royal Service is the ultimate luxury feature in the establishments run by Meliá Hotels International in Cuba, offering personalised service and its own private entrance, an exclusive hotel within the hotel. This eco-resort designed for adults (18 years and above) was the first Meliá resort to offer the Royal Service, following in the finest tradition of luxury hotel management. A hill with gentle slopes, known as Hill Top Hideaway, sets the scene for this extensive area with excellent services and special facilities. The Royal Service area will have 168 rooms, including Junior Suites, Suites and Presidential Suites. One of the major attractions is the Garden Swim-Up Pool rooms, the first of their kind in the country, consisting of Junior Suites with direct and private access to the pool and a Balinese bed on the terrace, surrounded by luxuriant gardens. This modern area of the hotel blends into the classic tropical style characteristic of its architecture, in perfect harmony with the natural surroundings. The Royal Service of the Meliá Cuba hotels is synonymous with privacy, impeccable service and amenities to provide a memorable experi-
Luxury combinations Meliá Hotels International offers guests the possibility of combining its luxury products, thanks to the Royal Service and The Level at its hotels: • Royal Service Paradisus Princesa del Mar (Varadero) • Royal Service Paradisus Varadero (Varadero) • Royal Service Paradisus Río de Oro (Holguín) • Meliá Buenavista All Royal Service (Cayo Santa María) • The Level Meliá Marina Varadero (Varadero) (Opening soon) • The Level Meliá Cohiba (Havana) • The Level Meliá Habana (Havana) • The Level Meliá Santiago de Cuba (Santiago de Cuba) ence for guests. Consequently, in addition to the new rooms, other newly-designed facilities will be added: a lounge with reception and terraces, lobby bar, Internet room, restaurant with à la carte service, swimming pool, aquabar and a gazebo for wedding ceremonies. Royal Service guests at this five-star hotel can enjoy a personalised service throughout their stay, 24-hour butler and room service, daily diving sessions and green fee included at the Varadero Golf Club. They can also enjoy other added values, such
as a hydrothermal circuit (sauna, Scottish shower, jet shower, Jacuzzi) and discounts on massages at the Yhi Spa, in a cool, natural setting. This sanctuary for the body and soul bases its treatments on products from the Germaine de Capuccini brand with authentically Cuban aromas and flavours (coffee, rum, seaweed, chocolate…). The Royal Service offers haute cuisine in two international à la carte restaurants, exclusively for guests, as well as bars in the lobby, the swimming pool and on the beach, with Premium drinks and pool & beach concierge service. Royal Service guests enjoy preferential reservations for the resort’s specialised restaurants, serving Cuban, Caribbean, Japanese, Oriental, French and Italian cuisine. Luxury and comfort blend into one at the Paradisus Princesa del Mar, a wonderful resort that is now extending its Royal Service for the benefit of those seeking the ultimate in accommodation. A stunning beach, a stylish resort for adults only, where luxury is also offered by its Royal Service. The standard accommodation floor (outside the Royal Service) at the Paradisus Princesa del Mar has also been extended, with the addition of 78 modern Junior Suites. ■
Paradisus Princesa del Mar Resort & Spa Autopista Sur (South Motorway). Carretera Las Morlas km 19 ½, Varadero, Matanzas Tel. (53 45) 667200. Fax: (53 45) 667201 paradisus.princesa.del.mar@meliacuba.com www.paradisus-princesadelmar.com www.paradisuscuba.com www.royalservicecuba.com
2013 I WORLD TRAVEL MARKET SPECIAL I PREFERENTE I 31
Havanatur confirms the global appeal of Cuban tourism The celebration of the group’s 35th anniversary brings together 350 specialists
Cuba expects 200,000 Russian tourists in 2016 By R. L. C.
C
uba hopes to go from the 86,000 Russian visitors welcomed in 2012 to 200,000 in 2016, as stated by the Deputy Minister of Tourism, Xiomara Martínez, during her visit to Moscow for the International Trade Fair for Tourism and Travel Otdykh LEISURE. Although there was a decrease of Russian visitors during the first half of 2013, the negotiations carried out at the trade fair in Moscow showed a general confidence in a turnaround and improved figures for the period between October and May 2014. In the island’s stand in Moscow, Martínez has been at the head of a delegation of tour operators and tourism and hotel representatives, who confirmed Cuba’s willingness to work with the Russian market.
She said negotiations for the winter season have been revised with the representatives of the Russian market, “we will be working with Transaero and Aeroflot airlines, and a new charter for the tour operator Pegasus is guaranteed from October 28th until May 30th”. The Deputy Minister has noted that the most popular areas are “Havana and Varadero, but Cuba is more than just sun and sand. Another strong potential attraction is the Russian market’s interest in our culture, history and heritage”. “In the coming months, Cuba will celebrate a variety of events, like the 500 year anniversary of our heritage cities. Undoubtedly, they are very attractive festivities for those visiting us”, she stated, and also reminded us that “Cuba is, primarily, a safe, charming and fascinating island, with the quality of making every traveller feel at home”. ■
32 I PREFERENTE I WORLD TRAVEL MARKET SPECIAL I 2013
By R. L. C.
3
50 tour operators and travel agents from 20 different countries flew to Cuba to celebrate Havanatur’s 35th anniversary, confirming the growing worldwide interest in the island’s leisure industry. For the first time, this type of promotional formula has brought together an army of important specialists interested in bringing visitors to this country. They toured the sights and took the opportunity to celebrate the 35th anniversary of the Cuban company. The International Group of Tour Operators and Travel Agencies Havanatur S.A. acquired a significant amount of convening power at the Megafam 35, attended by important delegations from Brazil, China, Mexico, and even North America. The celebration was held at the newly opened Meliá Marina Varadero Hotel, an establishment with the goal of becoming the most distinguished recreational marina and resort of its kind in the Caribbean. This was an excellent occasion to summon tourist companies that play an important role in the Cuba destination, like Meliá Hotels International Cuba and the Gaviota Tourism Group, which operates the Marina Varadero. The president of Havanatur, Mayra Sánchez, attended to the foreign tour operators and informed them that the progress witnessed is due to a concerted effort on behalf of the destination and its benefits. The promotion executive for Meliá Hotels International, Frank Delgado, emphasized his company’s commitment to Cuba since their arrival in 1990, and the managers of Gaviota also spoke well of the present actions and future expansions. Gaviota has 25 years of experience and an alliance with Meliá and Havanatur, which demonstrates the boom in Cuban tourism. ■
Nautical offers for the high season Cuba’s tourist offer will include a new option, the “Sea Kayak”, allowing the practice of water sports in the sea, rivers and lakes of the island’s central region. This new feature will be available this coming high season with the inclusion of the country’s first specialized camp.
The hotel industry grows and reforms The Cuban Ministry of Tourism hopes to close the season with positive rates By L. M. F.
T
he Cuban tourism industry is optimistic for the new high season and is hoping to meet the original projections: reaching three million tourists by the end of the year. Current figures point to a turnaround, having observed a recovery starting in August of approximately 3%. In this sense, the Ministry of Tourism (Mintur) ensures that everyone is “working hard and we hope that the season will close with an increase compared to the previous year. We believe 2014 will be more positive for Cuba, regarding tourist arrivals and destination positioning in the international travel market”. Furthermore, it is worth highlighting the opening of new facilities
such as the Meliá Marina Varadero, with 423 rooms and 122 apartments, offering world class services and fea-
tures. The Eurostars Santa María Hotel, with 846 rooms, is also open, as well as the Pestana Cayo Coco, with 468 rooms under management contract with the Portuguese group. In addition, the Rex hotel opened in Santiago de Cuba, while the Blau Costa Verde expanded its services after remodelling more than 400 rooms, which can be considered as another facility in itself. The opening of the Royal Floor of the Paradisus Princesa del Mar Hotel, in Varadero, is of particular relevance for this high season, offering 168 rooms and high standard facilities.
Tourism is the island’s second largest economic activity, after the sale of medical services Moreover, we should also mention the renovation of facilities like Villa Cojímar, in Cayo Guillermo, and Villa Coral in Cayo Largo; as well as the opening of three new Italian clubs located in Varadero and the Santa María and Largo del Sur keys, under the tour operators Alpitour and Eden Viaggi. Tourism is the island’s second largest economic activity, after the sale of medical services, resulting in approximately 2.8 million visitors last year, 4.5% more than in 2011, a percentage they hope to repeat this year. ■ 34 I PREFERENTE I WORLD TRAVEL MARKET SPECIAL I 2013
Forum on Nature Tourism By L. M. F. More than 160 representatives from eight different countries in America, Europe and Asia assisted the 9th International Nature Tourism Conference, Turnat 2013, held in Cuba’s central region. Sources from the organizing committee have noted that the traditional meeting brought together tour operators, travel agents, journalists and authorities on nature from Costa Rica, Mexico, Canada, the United States, Germany, France, UK and China, in addition to the hosting country. GRANMA. Briggitte Manso, promotion and advertising specialist from Ecotur Travel Agency, emphasized that the goal of this edition has been to promote the tourism potential of the eastern province of Granma and its capital city, Bayamo. In addition to lectures and conferences, the programme included tours of the region’s main natural attractions, as well as trade shows. The participants visited the biological field station in the district of El Mango, a wildlife refuge in the Cauto River Delta, where you can observe thousands of migratory and endemic birds. FREQUENCY. Turnat is held every two years in a different location of Cuba, so as to promote the country as a destination among the specialists who commercialize these kinds of trips and others that may be interested in the subject professionally. ■
CUBA
An ideal destination for your health
SERVIMED, leading company with more than 25 years of experience in health services international management. We offer you the achievements of cuban medical science through our personalized treatments and programs. Main programs -Addiction Rehabilitation -Cancer -Clinical-Surgical -Retinitis Pigmentosa -Psoriasis and Vitiligo -Plastic surgery -Neurorestorative -Orthopedic Rehabilitation -Stomatology -Diabetic food treatment Other Services -Optical -Pharmacies -On-line consultation -Medical services for tourists medicos@sermed.cha.tur.cu www.servimedcuba.com Tel.:(537) 204 1630 / (537) 204 2658
Medium-sized tour operators manage to raise profits The results are thanks to exposure abroad and family management By F. Urrea
T
he majority of family run tour operators are managing a significant increase in their profits, even in the midst of the economic crisis suffered by the Spanish market, where the profita-
bility of wholesalers like Travelplan or Pullmantur has been hit especially hard. In recent years, because of their large, uncollected debts, the successive failures of Mundicolor, Nobeltours, Iberojet, Condor, Kirunna or Angalia threatened to drag down with them some of
the Spanish medium-sized tour operators, especially in the beginning. But over time, it became something positive: after the Marsans case, payment guarantees were increased and competition decreased. Tourism intermediation experts attribute the financial health of most medium-sized tour operators to their focus on profitability and low debt; compared to vertical group wholesalers where the goal is a positive result as a whole, not taking into account benefits in each individual element. This also explains why the retail market has teamed up with medium-sized wholesalers with turnovers close to â‚Ź100 million and led by family companies. Evidently, they manage their business differently than executives with no ties to the property. Mapa Tours, Europamundo or JuliĂĄ are
FERGUS HOTELS IS A HOTEL CHAIN WITH MORE THAN 15 HOTELS ALL LOCATED IN THE MOST ATTRACTIVE TOURISTIC AREAS OF SPAIN SUCH AS MALLORCA, IBIZA, COSTA BRAVA AND COSTA DE BARCELONA.
sup
FERGUS
Mar Mediterrania
Santa Susanna, Barcelona
fergushotels.com 36 I PREFERENTE I WORLD TRAVEL MARKET SPECIAL I 2013
FERGUS
Cala Blanca Suites
Santa Ponsa, Mallorca
CTRA. NII KM 672.5, 08398, Santa Susanna, Barcelona. Tel: (+34) 937 67 86 84 Fax: (+34) 937 67 82 59 info@fergushotels.com
Staying afloat without lowering margins By F. U. Other medium-sized tour operators have managed to stay in the black without having to lower margins, like Panavision and Catai, with an approx. €100 million yearly turnover for the first, and €75 million for the latter. They endure lowering their turnover without losing focus on profitability. Panavision, owned by the Ibáñez Enciso brothers, and Catai, whose ownership is equally shared by the Fernández Torres brothers and Corpfin, a venture capital company, have been adding products to their offer in recent years. They have been favoured by the bankruptcy of competitors, and even the weakness of some
three of the clearest examples of increased revenue recorded in recent times. They share a common link: a high exposure abroad, which lessens the effect of the economic situation in Spain. 57% of Europamundo is owned by Luis García Codron and is based in Madrid, although its activity is primarily in Latin America. Since 2007, it has experienced a sales increase of €48.5 million, totalling €115 million last year. For this year, and after averaging an annual growth of 20%, the owner of Europamundo said his forecast is 25% higher, after Orizonia’s bankruptcy. “We have not had a single year with losses
who recently undertook a capital increase. On a smaller scale, we should mention Marsol, owned by Esteban García, with an annual turnover of close to €70 million, Club 5 Estrellas, owned by the Blasco family and with sales approaching €40 million, and even Juan Ferrer’s Transrutas, with an income of approx. €20 million. In addition, there is a group of three tour operators in Pontevedra that dominates the northern Spanish market with regular benefits and a low profile. We are referring to Interrias, owned by Carlos Troncoso, Costas Galicia, property of David Caramés, and CN Travel, owned by José Ramón Fernández Seijas, with an annual turnover between €40 and 20 million.
since we opened in 1997, although 2001, 2002 and 2003 were affected by 9/11, currencies and the Iraq War”, said García, which can also be applied to the other above-mentioned high profiting wholesalers. Juliá, owned by José Adell, could also be included in this group of Spanish wholesalers focused on Latin America, although with a more modest turnover. Same as the Mapa Tours group, property of the Díaz Gutiérrez brothers and most widely used in Spain; its turnover in 2012 was €72.9 million, up 15% annually and forecasting a strong sale increase for this year as well, even higher than last year’s, making it the mediumsized tour operator with the best prospects among those working in their home country. ■
The distrust of the independent The performance of medium-sized wholesalers contrasts with that of others integrated in vertical or foreign capital groups, who suffer the distrust of independent retailers, show a lack of expertise capturing new travellers online, and experience the undeniable growth of the dynamic package. Travelplan represents the case of a large tour operator with 600,000 seats that still loses money, up to €4 million in the first half of the fiscal year.
2013 I WORLD TRAVEL MARKET SPECIAL I PREFERENTE I 37
Jin Jiang, those to fall most are the two largest groups in capitalisation, Marriott and Starwood. The former has depreciated by 33.63 percent in the period analysed, leaving 2.419 euros in the Exchange, the largest
loss amount in a tourism company so far this year, while the latter fell by 34.04 percent. Marriott is still the largest hotel group in stock value with 7.195 million euros, while Starwood has 5.841 million.
Spain launches new-look official website 3.000 million less in Spain
respective official languages (including Chinese or Japanese). The site provides information on more than 47.000 tourist attractions, including beaches, monuments, museums, events, and much more. This new version provides answers for a wide range of tourist needs, from the inspiration regarding where to go, to the sharing of the mem-
The new graphic design implies a substantial departure from previous versions
IAG, the conglomerate formed by the merger between British Airways and Iberia, is the tourism company to regories with friends and family and everything in between, becoming an indispensable tool for trip ister the most dramatic drop on the stock market of all the planning. five Spanish companies present on the Exchange. So far in Social networking is present throughout the 2011 the shares have lost half of their value, 50.29 percent. website, where the user is invited to comment on The giant airline however is still second in Europe, after all of the contents and a specific section - “share Lufthansa, in capitalisation, as it is valued at 3.010 million, your experience” - encourages uploading photos, and the third largest in passenger volume. videos and stories likely to provide inspiration In regard to the national hotel chains, Meliá is worth more for other prospective travelers on the stock market than NH, by a difference of over 100 milThe new graphic design implies a substantial lion euros. The chain, owned by the Escarrer family, is valued departure from previous versions. The look and by the market at 868 million euros, after having dropped by feel is now more accessible, universally attractive, 32 percent since January, while the group presided over by with bolder and simpler forms, lighter and cleanMariano Pérez Claver, with a drop of 10.55 percent, has a stock er colours and a new iconography. The study has analysedOne evolution thenew stock market the market capitalisation of 753 million euros. of the on main features of since www.spain. first trading session of 2011 in each country up until Friday Amadeus, which fell by 23.27 percent in 2011, is the info is that it now offers the chance to book all 23rd September. Thetheinclusion more years was trip discarded necessaryofelements for your to Spain: national company with the highest value on the stock exdue to the distorsion in the analysis caused by the extensions he latest version of Spain’s official tourist visitors with a wealth of content fully available in from transportation (flight, train, car rental, etc.) change with a capitalisation of 5.180 million euros, while of capital. TheGeroriginal currency of the all stock of each tourist company promotion website was recently launched. four languages (Spanish, English, French and to lodging, including the different prodVueling has a capital valued at 168 million after a drop of been changed Witheuros more than 12 million hits per year man), apart from 25 sub-siteshas providing specific into ucts euros. and services to be enjoyed at your destina42.49 to date.
Procedure
T
www.spain.info provides visitors and prospective
content for 25 national outgoing markets in their
38 I PREFERENTE I WORLD TRAVEL MARKET SPECIAL I 2013
tion. ■
www.illesbalears.es
The magic
dwells inside you The magic of these islands goes far beyond their history. It’s in every experience they give you.
DISSET CONSULTORS
Come and make the moment yours