Competitiveness of Greek tourist industry Presented by: THR, - - PowerPoint PPT Presentation

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Competitiveness of Greek tourist industry Presented by: THR, - - PowerPoint PPT Presentation

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Competitiveness of Greek tourist industry Presented by: THR, International Tourism Consultants Data collection: Association of Cyprus Tourist Enterprises, Egyptian Tourism Federation, Turkish Tourism Investors Association Dubrovnik &

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SLIDE 1

Competitiveness of Greek tourist industry

Presented by: THR, International Tourism Consultants

Data collection: Association of Cyprus Tourist Enterprises, Egyptian Tourism Federation, Turkish Tourism Investors Association Dubrovnik & Neretva County Tourist Board, Regional Government of Istria responsible for Tourism, SETE, THR

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SLIDE 2

Content

Introduction Research Strategies Partnership

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SLIDE 3

Content

Introduction Research Strategies Partnership

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SLIDE 4

What is in it for you ?

A better understanding of competitiveness “Hot” results from research 10 recommendations for improving competitiveness Keys for successful cooperation Case examples on previous topic

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SLIDE 5

The wheel of prosperity

Investments Prosperity ROI

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SLIDE 6

Prosperity Tourist investments

Cost of inputs

Profits & Salaries

Richness production

Turístic General

Induced investments Destination value for efforts Exported added value

ROI Multiplier effect

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SLIDE 7

Competitive tourist cluster

Higher selling prices Higher return on investments A fair flow of investments More and better jobs and salaries Higher value of assets/properties Higher perception of wellbeing Positive attitude towards tourism Etc.

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SLIDE 8

Number or Tourists

Reality

Exploration Involvement Development Decline Consolidation Stagnation

Time

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SLIDE 9

Prosperity

Tourist investments

Cost of inputs

Profits & salaries

Richness production

Turistic General

Induced investments Destination Value for efforts Exported added value ROI

Multiplier effect COMPETITIVENESS

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SLIDE 10

Competitiveness

YEARS

AVERAGE PROFITABILITY OF THE SECTOR

19% 8% 2%

COMPETITIVE COMPANY

BANKRUPCY AVERAGE COMPETITIVENESS

5 COMPETITIVE FORCES

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SLIDE 11

Insecurities / unsafeties

Efforts Emotional pyramid Experiences

+ =

Value

+

Q.S.P. Discomforts Price

Choose a competitive strategy

70% 20% 10%

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SLIDE 12

Insecurities / unsafeties

Efforts

Emotional pyramid

Experiences

+ =

Value

+

Q.S.P.

Discomforts Price

2 Basic strategies

Diabolic circle Virtuous circle

Emotional intelligence management Rational intelligence management

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SLIDE 13

EDUTAIN- MENT To learn ENTERTAIN- MENT To see EXP. ESCAPER To do EXP. ESTETIC To be there

Guest immersed Guest absorbed Guest active Guest passive

Develop the system of experiences

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SLIDE 14

Quality of services Money

Value perception Efforts perception

Feelings

+

Insecurities / unsafeties

+

Understanding the “value for efforts” formula

What we offer to the client Request from the client

Value for money

Experiences

+

Discomforts

+

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SLIDE 15

Safety & security Diversity Personalization Acceptance Growth Contribution

Step 4: Develop the emotional pyramid of each cluster

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SLIDE 16
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SLIDE 17

Content

Introduction Research Strategies Partnership

  • Seaside
  • Cities
  • Satisfaction
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SLIDE 18

Objectives

To understand the competitive situation

  • f Greek Clusters
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SLIDE 19

Clusters

  • Greece (Athens, Heraklion, Zakhyntos)

Spain (Barcelona, Las Palmas, Lloret) Portugal (Lisboa, Algarve, Madeira) Turkey (Istanbul, Belek, Alanya) Croatia (Dubrovnik, Istria, Makarska) Cyprus (Limassol, Paphos, Larnaca)

Egypt (Cairo, Sharm El Sheikh, Alexandria)

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SLIDE 20

Content

Introduction Research Strategies Partnership

  • Seaside
  • Cities
  • Satisfaction
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SLIDE 21

0%

Algarve

0%

Las Palmas

0%

Istria

0%

Zakynthos

0%

Paphos

3%

Madeira

17%

Alanya

24%

Heraklion

36%

Larnaka

57%

Lloret de Mar

61%

Makarska

85%

Belek

HOTELS CONSTRUCTED < 10 YEARS

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SLIDE 22

ROI Evolution

Lloret de Mar Las Palmas Zakynthos Paphos Istria Makarska Larnaka Alanya Belek Heraklion

0% 2% 4% 6% 8% 10% 12% 14% 16%

  • 100%
  • 50%

0% 50% 100% 150%

ROI increase 2000-2004 ROI value 2004

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Rev Par Evolution

Belek Paphos Zakynthos Alanya Larnaka Makarska Heraklion Istria 5.000 10.000 15.000 20.000 25.000 30.000

  • 20%
  • 10%

0% 10% 20% 30% 40% 50% Rev Par increase 2000-2004 Rev Par value 2004

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SLIDE 24

Land Value 2004 (€ m2)

500 1.000 1.500 2.000

Lloret de Mar Las Palmas Alanya Belek Heraklion Paphos Zakynthos Istria Makarska Algarve Madeira

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Apartament Value 2004 (€ m2)

1.000 2.000 3.000 4.000 5.000 6.000 7.000

Lloret de Mar Las Palmas Istria Makarska Zakynthos Heraklion Paphos Larnaka Belek Alanya

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Occupancy Evolution

Zakynthos Larnaka Heraklion Belek Paphos Alanya Istria Algarve Makarska

0% 20% 40% 60% 80% 100%

  • 30%
  • 20%
  • 10%

0% 10% 20%

Occupancy increase 2000 - 2004 Occupancy rate 2004

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SLIDE 27

Average labour cost vs employees per room

Heraklion Las Palmas Istria Alanya Belek Lloret de Mar Zakynthos

200 400 600 800 1.000 1.200 1.400 1.600 1.800 0,00 0,20 0,40 0,60 0,80 1,00 1,20

Employee per room 2004 Average labour cost 2004

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SLIDE 28

Average labour cost (€ per month)

Heraklion Las Palmas Paphos Lloret Larnaka Istria Algarve Belek Alanya Zakynthos 200 400 600 800 1.000 1.200 1.400 1.600 1.800

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Interest rate vs hotels constructed less than 5 years ago

Heraklion Belek Alanya Algarve Paphos Zakynthos Larnaka Istria Las Palmas Makarska Lloret de Mar 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 0% 2% 4% 6% 8% 10% 12%

Interest rate 2004 Hotels constructed < 5 years

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Prices

1,00

Madeira

1,00

Madeira

1,00

Algarve

1,00

Algarve

2,00

Lloret

1,30

Larnaka

2,00

Istria

1,62

Paphos

2,30

Las Palmas

2,00

Lloret

2,59

Larnaka

2,00

Las Palmas

2,67

Heraklion

2,00

Istria

2,73

Paphos

2,07

Heraklion

3,00

Zakynthos

2,18

Zakynthos

3,11

Alanya

2,26

Alanya

3,92

Belek

2,42

Belek Heine- ken Cluster Coca- cola Cluster

0,65

Heraklion

0,75

Madeira

0,79

Zakynthos

0,75

Algarve

0,89

Alanya

0,80

Istria

1,00

Madeira

1,00

Lloret

1,00

Algarve

1,20

Las Palmas

1,08

Belek

2,19

Paphos

1,13

Larnaka

2,71

Larnaka

1,20

Las Palmas

2,71

Alanya

1,30

Istria

2,73

Belek

1,43

Paphos

2,86

Heraklion

1,50

Lloret

3,00

Zakynthos Water Cluster Espr esso Cluster

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SLIDE 31

Prices

3,50 Lloret de Mar 1,00 Madeira 3,79 Alanya 1,00 Lloret de Mar 3,90 Las Palmas 1,00 Algarve 4,77 Belek 1,50 Las Palmas 4,84 Zakynthos 2,00 Istria 5,00 Istria 2,32 Zakynthos 5,08 Heraklion 2,35 Heraklion 5,25 Larnaka 2,71 Alanya 5,67 Paphos 2,73 Larnaka 6,00 Madeira 3,05 Paphos 6,00 Algarve 3,15 Belek Photo film Cluster Ham- burger Cluster 1,00 Madeira 1,75 Paphos 2,31 Larnaka 2,75 Istria 2,79 Heraklion 3,07 Alanya 4,29 Belek 6,57 Zakynthos 7,00 Las Palmas 9,00 Lloret de Mar 12,00 Algarve Lounge chair Cluster

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SLIDE 32

0% Istria 0% Paphos 1% Alanya 3% Larnaka 7% Zakynthos 7% Heraklion 26% Belek 33% Madeira 33% Makarska 35% Algarve 42% Lloret de Mar 74% Las Palmas

HOTELS BELONGING TO A CHAIN 2004

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Airport connexions

23 3 20 Istria 49 49 Zakynthos 60 17 43 Paphos 139 59 80 Las Palmas 143 68 75 Alanya 143 68 75 Belek 143 7 136 Heraklion 153 61 92 Larnaka TOTAL REGULAR GATEAWAYS CHARTER GATEAWAYS

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SLIDE 34

Hotels with e-booking, 2004

3%

Istria

20%

Lloret de Mar

29%

Zakynthos

54%

Alanya

56%

Heraklion

62%

Belek

67%

Paphos

72%

Las Palmas

100%

Larnaka YES HOTELS E-BOOKING, 2004

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Content

Introduction Research Strategies Partnership

  • Seaside
  • Cities
  • Satisfaction
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SLIDE 36

Athens

Zakynthos Heraklion

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SLIDE 37
  • 1. Are they satisfied?

22 % 5 % Unsatisfied 18 % 41 % Completely satisfied 60 % 54 % Satisfied Value for money =2,95 Overall satisfaction =3,35

Athens kynthos Heraklion
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  • 2. What do they like less/more?

1 2 3 4

Absence of crowd / traffic Cleanliness / environm. Meeting/exhibit. facilities Entertainment night life Shopping facilities Food outside hotel Personal safety / security Access / local transport Hotel Overall Friendliness / Hospitality Cultural natural attractions

Athens kynthos Heraklion
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  • 3. What other destinations do they consider?

3% Nice 3% Santorini 5% Crete 3% Dubrovnik 3% Florence 10% Istanbul 5% Cairo 13% Barcelona 3% Paris 13% Rome Preference 21% of answers: Did not reply / don’t know

Athens kynthos Heraklion
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SLIDE 40
  • 5. Athens’ main competitors

Meetings Cultural Sun and beach Lisbon Lisbon Lisbon Barcelona Barcelona Barcelona

Athens kynthos Heraklion
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SLIDE 41

54% Hotel Overall 44% Friendliness and hospitality of local people 33% Cleanliness and well-kept environment 62% Cultural/natural attractions 56% Personal safety and security

  • 6. What do the tourists want in Athens?
Athens kynthos Heraklion
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SLIDE 42
  • 7. What influences most the satisfaction?
Athens kynthos Heraklion

0,00 0,20 0,40 0,60

Cultural natural attract. Personal safety / security Hotel Overall

  • Friendlin. Hospitality

Cleanliness well-kept environm. Access / local transport Food outside hotel Beach facilities /equipm.

  • Entert. night life

Shopping facilities Absence of crowd / traffic

IMPORTANCE IMPACT

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SLIDE 43

Athens

Zakynthos

Heraklion

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SLIDE 44
  • 1. Are they satisfied?

32 % 39% Completely satisfied 56 % 55% Satisfied 12 % 7% Unsatisfied Value for money =3,17 Overall satisfaction =3,31

Athens kynthos Heraklion
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SLIDE 45
  • 2. What do they like less/more?

1 2 3 4

Absence of crowd / traffic Cleanliness well-kept Access / local transport Shopping facilities Entertainment night life Personal safety / security Cultural natural attract. Beach facilities /equipm. Food outside hotel Hotel Overall Friendliness / Hospitality

Athens kynthos Heraklion
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  • 3. What other destinations do they consider?

4% Kefalonia 4% Kos 5% Mallorca 5% Malta 5% Menorca 11% Rhodes 6% Ibiza 19% Crete 4% Santorini 13% Corfu Preference 13% of answers: Did not reply / don’t know

Athens kynthos Heraklion
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  • 5. What do the tourists want in Zakynthos?

41% Personal safety and security 39% Friendliness and hospitality of local people 32% Beach facilities and equipment 44% Cleanliness and well-kept environment 76% Hotel Overall

Athens kynthos Heraklion
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SLIDE 48
  • 6. What influences more the satisfaction?

0,0 0,5 1,0

Absence of crowd / traffic Shopping facilities Access / local transport Cultural natural attract.

  • Entert. night life

Food outside hotel Beach facilities /equipm. Friendliness / Hospitality Personal safety / security Cleanliness / well-kept environm. Hotel Overall

IMPORTANCE IMPACT

Athens kynthos Heraklion
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SLIDE 49

Athens Zakynthos

Heraklion

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SLIDE 50
  • 1. Are they satisfied?

24% 42% Completely satisfied 59% 54% Satisfied 17% 4% Unsatisfied Value for money =3,05 Overall satisfaction =3,38

Athens kynthos Heraklion
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SLIDE 51
  • 2. What do they like less/ more?

1 2 3 4

Entertainment / night life Shopping facilities Food outside hotel Access / local transport Absence of crowd / traffic Cleanliness well-kept Beach facilities / equipment Personal safety / security Cultural natural attractions Hotel Overall Friendliness / Hospitality

Athens kynthos Heraklion
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  • 3. What other destinations do they consider?

2% Gran Canaria 2% Chania 3% Santorini 3% Malta 3% Sharm El Sheikh 4% Corfu 3% Kos 13% Rhodes 2% Formentera 6% Mallorca Preference 8% of answers: Did not reply / don’t know

Athens kynthos Heraklion
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  • 5. What do the tourists want in Heraklion?

43% Friendliness and hospitality of local people 35% Cultural/natural attractions 35% Personal safety and security 44% Cleanliness and well-kept environment 84% Hotel Overall

Athens kynthos Heraklion
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Content

Introduction Research Strategies Partnership

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SLIDE 55

Competitiveness is managed at cluster level

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SLIDE 56

Strategies for a more competitive industry

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SLIDE 57
  • 1. Value creation is a condition for profitability

Increasing price and reducing cost is not the right way. It is better to increase the WTP and reduce the suppliers cost.

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SLIDE 58
  • 2. Manage the competitiveness within the

destinations The destinations should not wait for the other to resolve their problems….. because these won’t be resolved.

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SLIDE 59
  • 3. Beware of the peril of “high volume

markets”

Ensure that you will be able to capture value. Niche markets can be beautiful.

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SLIDE 60
  • 4. Revise the portfolio of each cluster

Diversify. Identify attractive sectors (nowadays

  • ver 60).

Progressively abandon sectors without attractiveness.

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SLIDE 61
  • 5. Create attractive industry structures

It’s necessary to have a “Minimum Efficient Size” for creating more value. The small ones cannot follow which helps the consolidation of industry.

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SLIDE 62
  • 6. Create competitive advantage

Know how your activities affect costs and WTP through the chain. Re-engineer the value chain.

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SLIDE 63
  • 7. Build on your cluster strengths

It is good to reduce the weaknesses. But only if this does not reduce the strengths.

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SLIDE 64
  • 8. Understand the limits of your

advantage Each advantage is specific for its market and in a specific context. Do not pretend that it serves you for everything.

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SLIDE 65
  • 9. Understand that the “value” is in

experiences It is neither in beds nor in the quality.

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SLIDE 66
  • 10. Cooperation, cooperation,

cooperation…

Public-public. Private-private. Public-private.

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SLIDE 67

The Puerto de la Cruz case

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Puerto de la Cruz: 20 years without competitors

Sun and beach The Teide landscape Hotel inventory Prestige Closeness to the

airport

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SLIDE 69

The Problems arrived

New competitors Clients with new interests Low capacity to serve the new clients Aviation accident New airport in the south

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SLIDE 70

Option 1 Decrease prices Small investment Not very complex product Client barely sophisticated

Searching for the solutions

Diabolic circle

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SLIDE 71

Option 2 Develop Competitive Advantages Invest in Human Resources Complex product Sophisticated client

Searching for the solutions

Precious circle

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SLIDE 72

There is no common strategy Lack of knowledge

  • n the new market

tendencies Lack of team work within the cluster Lack of investment in capacitating Strategy Factors Demand Cluster

Weak Diamond

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SLIDE 73

Develop the strategy Understand the market and its tendencies Develop the cluster Improve the advanced factors Strategy Factors Demand Cluster

Action plan

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SLIDE 74
  • 1. Creation of a working committee

Public and Private sector Business meetings Presentations to cluster Will be maintained in the future

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SLIDE 75
  • 2. Creation of a mix fund

50% public sector 50% private sector 900.000 € for promotional actions

and improvement of competitiveness

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SLIDE 76
  • 3. Concrete strategies are being

discussed and agreed upon

Product development: Health Implications: Coastal adaptation Hotel infrastructure adaptation

(benchmarking trip)

Creation of pedestrian areas, etc.

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SLIDE 77
  • 4. The market opportunities

are being studied

Interviews with Tour Operators, Travel

Agencies and Tourists

Spaniards Northern Europe Tendencies and strategic options

Wellness sector

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SLIDE 78
  • 5. Puerto de la Cruz

recovers the coastal area

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SLIDE 79
  • 6. Benchmarking trip

Main health centres Double objective: learn and negotiate the

possibility to create subsidiaries

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SLIDE 80
  • 7. Short term product development is

being discussed and agreed upon

Short term: attraction of events, adaptation

  • f the sand areas, attraction of business

meetings, special interest (National Parks, astronomy)..

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SLIDE 81
  • 8. Creation of the Valle de la Orotava

Corporative Identity

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SLIDE 82
  • 9. Improvement of quality

Implantation

  • f

an integrated quality system: directed to all tourist services (from taxis to beach cleaning service, police, tourist information, car rental, restaurants, etc.)

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SLIDE 83

Conclusion

The comparative advantages do not last forever; these have to be surrounded by some good competitive advantages

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SLIDE 84

Content

Introduction Research Strategies Partnership

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SLIDE 85

Cruise business from the USA to the Occidental Mediterranean

Opportunities for Barcelona

  • 1. Growth of cruise sector
  • 2. Mistakes of Genova

Goal To become the main “home port” in this part of the Mediterranean seas

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SLIDE 86

Genova mistake 1: No slots available in Genova between 7 and 10 a.m. Barcelona reaction: slots guaranteed from 8 to 10 a.m.

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SLIDE 87

Genova mistake 2: 70 minutes for immigration, customs and baggage claim Barcelona reaction: All process guaranteed in 30 minutes

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SLIDE 88

Genova mistake 3: Difficult access to buses Barcelona reaction: special parking

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SLIDE 89

Genova mistake 4: Very difficult transport

  • f luggage to the

harbour Barcelona reaction: By “magic” the luggage appears at 6p.m. In the ship (clients’ room)

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SLIDE 90

Genova mistake 5: Difficulty to organize city tours Barcelona reaction: Special Tourist Bus with departure at the airport

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SLIDE 91

Genova mistake 6: Anarchic and disperse shopping Barcelona reaction: “Barcelona Shopping line”. 1200 signs + special shopping guide

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SLIDE 92

Genova mistake 7: Difficulty to book rooms for pre and post cruise Barcelona reaction: Creation of the “Barcelona Centre Hotels” and opening of two sales offices in NY and Miami

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SLIDE 93
  • 3. Other competitive activities

Special Horse Show by Municipal Police Creation of 8 special excursions pre & post cruise Art triangle: Dalí Museum, Picasso Museum, Miró Foundation Modernist Art Circuit Barcelona: THE FUN CITY

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SLIDE 94
  • 4. Result of the match

Genova Barcelona 1

10% 18% Others 65% 15% Barcelona 25% 67% Genova 2000 1995 Market share

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SLIDE 95
  • 5. Partnership
  • 1. Tourist Board of Barcelona

Coordination of the whole project

  • 2. National Airports Authority

Slots and guarantee

  • 3. Handling company

Special handling system

  • 4. Guardia Civil (Customs)

Reengineering of the customs procedures

  • 5. National Police

Reengineering of the immigration procedures

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SLIDE 96
  • 5. Partnership
  • 6. Luggage bell boys

Special identification system for luggage

  • 7. Transport company

Special transport to the harbour

  • 8. Tourist Bus

Matching its schedules to airplanes’ arrival

  • 9. Barcelona Chamber of Commerce

Shopping line

10.Ground Operators Association

Creation of special excursions

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SLIDE 97
  • 5. Partnership

11.Barcelona Centre Hotels (association)

Created the association and opened USA

sales offices 12.Customs of the harbour

Special procedures

13.Transporters of luggage in the harbour

Put the luggage in the room

14.Guardia Urbana de Barcelona

Special show

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SLIDE 98

Total 14 players Some 20 “value chains” linked 300 million us $ new business

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SLIDE 99

Resources + Infrastructures + Services + Organization + Comercialization

Offering Public Private =

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SLIDE 100

A Shift from Competing Businesses to Business Networks

Traditional = “Competing Businesses”

Company A Company A Company B Company B Company C Company C Company D Company D

Emerging = “Business Networks”

Company A Company A Company B Company B Company C Company C Company D Company D Consortium 1 Joint Venture 2 Strategic Alliance Cooperative Marketing Arrangement 3

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SLIDE 101

Enterprise’s conditions Reduction of exit barriers Tax incentives for investements Simplification of regulations Good management education Benchmarking programs Opportunities for cooperation 1 Critical areas No monopolies

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SLIDE 102

Factor’s conditions

Cooperative research programs Development of new technologies Better human resources training Access to financial resources Critical areas

Opportunities for cooperation 2

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SLIDE 103

Conditions of the public sector

Efficient public services Low bureaucracy Good infrastructures

Critical areas

Intelligent regulations

Opportunities for cooperation 3

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SLIDE 104

Demand conditions

Quality Labels System Loyalty programs Consumer’s rights protection Marketing one to one

Critical areas Opportunities for cooperation 4

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SLIDE 105

4 Areas of “Partnership”

Competitiveness

A t r a c t i v e n e s s M a r k e t i n g M a n a g e m e n t P r

  • d

u c t i v i t y

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SLIDE 106

Competitiveness

Price Level Loyalty Level Recommendation Level Sales Efficiency CRM New Competitive Advantages System sustainability Well – being Feeling Growth Potential Salary Level Investment Profitability Heritage Value

Productivity Administration Attractiveness Marketing

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SLIDE 107

Improving the destination’s tourism attractiveness Perceived Value

Services & sensations

Reduced Efforts

Incommodities & Insecurities

Results

  • Higher Price Level.
  • Stronger Loyalty.
  • Recommendation.

Results Results Results

Improving the destination’s tourism attractiveness Perceived Value

Services & sensations

Reduced Efforts

Incommodities & Insecurities

Results

  • Higher WTP
  • Stronger Loyalty.
  • Recommendation.

Attractiveness Marketing

COMPETITIVENESS

Productivity Administration

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SLIDE 108

Co-operate to improve the marketing

  • f the tourism destination

Results

MARKETING PLANNING MARKET INTELLIGENCE NEW AND MORE IMAGINATIVE PRODUCTS STRONGER COMERCILISATION

  • Better adaptation to demand.
  • Higher sales’efficiency.
  • Better customer loyalty.

Attractiveness Marketing

COMPETITIVENESS

Productivity Administration

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SLIDE 109

COMPETITIVENESS

Productivity Administration Attractiveness Marketing

Results:

Co-operate to increase productivity

  • f the tourism destination

CAPITAL VALUE OF TOURIST RESOURCES

Protection, Improvement and Good Explotation System

RETURN ON INVESTMENT Public & Private

HUMAN RESOURCES PRODUCTIVITY

  • Quantity & Quality
  • Servuaction Efficiency
  • Increased heritage value of

the destination in the long run.

  • Higher profitability of

investment.

  • Higher Salary Level.
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SLIDE 110

Partnership to improve the management

  • f tourism cluster’s systems.

Results:

COMPETITIVE DIAMOND GROWTH MODEL “TABLEAU de BORD”

  • Better and more balanced growth.
  • Higher capacity to attract

investments.

  • Welfare feeling among local

population.

  • Higher sustainability of the system.

COMPETITIVENESS

Productivity Administration Attractiveness Marketing

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SLIDE 111
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SLIDE 112

EFXARISTO!