attitudes during the crisis Hoy nos voy a hablar de destinos, ni hoteles, ni costes ni distribución, ni tan siquiera del entorno 2.0.
Quiero hablar sobre la actitud generalizada del empresariado durante un período de crisis como el actual.
El escenario es nuestro país, España, uno de les tres destinos líderes turísticos durante los últimos 30 o 40 años.
Para poner en escena my reflection, I divide the total hotel capacity in two: Those establishments with financial burdens and facilities without charge.
is logical and lawful for employers over a period of crisis, want to maintain their operating margins.
If this provided a significant reduction in revenue and margin to be maintained, we must cut costs. Of this, no doubt.
And of course, how easy it is cut in one of the items represents a significant percentage of fixed costs, staff forgetting la hotelería es servicio y que el servicio lo dan las personas .
Y aquí, empieza mi reflexión. Lo que puede resultar lógico y lícito puede no ser normal.
Los datos económicos tan terroríficos en sectores industriales como la construcción o la automoción no se han dado en el turismo.
A pesar de los pesares, se va aguantando –de mejor o menor manera en función de la principalidad del destino que nos ocupe-.
So why is most of the business by cutting in front to give personal profits during the crisis?
I think there are two main reasons:
1) I do not know it consciously or not given importance, that the downsizing will affect the service and it will worsen the reputation of the establishment with the cost of lost guests and magnify the cost to recover those lost guests.
is business training problem .
2) Nobody wants to give up their benefits
We are the country of improvisation. response to the crisis, make decisions based on the "now" as to divert demand lower prices, lay off staff, stop marketing campaigns ... ... ... ... ... .... Actions, all aimed at minimizing the blow by falling incomes without thinking that those can cause us to lose market position in a "wee country" when it has taken us years and years to get it.
Honestly, I am not owner- think I could give up 1 year of my benefits when I over do not know how to benefits.
And it would be a conservative strategy: maintain the right balance including finance charges .
And here comes the I think the other major current problem that affects mainly hotel groups (the larger the group, more financial problems):
During the bubble economic, not only families, but companies were financed so brutal that when the economic turmoil decrease the crack would occur quickly .
And this is what is happening up some national hotel giant:
financial burden + Too high rents = Trim overhead = Hack.
In this situation, the result is: liquidation of assets to bear some financial debt, mergers bit enlightening between major groups, non-renewal of contracts rent ... ....
Perhaps hindsight is easy to write these lines but I hope and pray that at least this crisis will add to the English business hotel read the manual and learn to prevent future similar situations:
Growth yes, but a moderate and safe .
