1. Background and objectives
The Fundació Mallorca Turisme has carried out the elaboration of a Strategic Plan of Tourism of Mallorca with the following objectives:
- Define the structural elements and processes of the tourist model of Mallorca.
- Have a perspective, with methodological rigor, on trends in tourism in general and, specifically, with destination Mallorca, as well as design of actions for the short and medium term.
- Encourage the participation of agents of the tourism sector and other economic sectors and in planning policies for tourism.
- Promote the coordination of public and private actions in the field of tourism.
- Dynamize the Majorca Strategic Plan for Tourism, with the highest social consensus and political possible
- Ensure the alignment of the strategic lines of work of Tourism with the most generic of interest to Mallorca.
- Consolidate a planning, monitoring and control methodology that allows not only identify current and future resource needs, but also the organizational model more optimal.
This Plan was developed according to the methodology and participation described, ending with prior to the outbreak of the global pandemic caused by COVID19. The irruption of this crisis health has had an impact of enormous proportions on the promotion, management and strategy of positioning of all the tourist destinations in the world in which Mallorca is no exception.
The main objective of this redefinition program is, therefore, the review and adaptation of the current Strategic Tourism Plan of Mallorca to global or local crisis scenarios, such as the case of the current situation of global health crisis.
In this way, the review, modification and inclusion of actions necessary to fit into the strategic axes and lines of action defined to adjust them to the new scenario and thus be able to act accordingly.
2. Diagnosis: Evaluation of Mallorca as a safe destination
2.1. Introduction: Current outlook in the face of the COVID-19 Crisis
We are facing one of the largest events of international impact within XXI century society, both demographically, economically and socially. Without doubt this It is the most critical situation that the tourism sector has had to face from the beginning of mass tourism, fundamentally marked by the inoperativeness of the sector as a whole due to international scale.
Wars, economic and financial crises, etc. events all of them where tourism has noted for its adaptability. Even after the 9/11 and M 11 attacks, where it was already introduced SAFETY, as a key when traveling, they supposed great losses for the sector, but they did not completely paralyze it, as is the case in the current crisis that is facing us.
“As of today, taking into account the SARS scenario, the size and dynamics of the global travel market, current disruptions, geographic spread of COVID-19 and potential economic impact, the UNWTO estimates that international tourist arrivals could decline between 1% and 3% in 2020 globally, compared to growth estimated at early January between 3% and 4%..”
Main consequences within the tourism sector.
Situation months prior to the state of alarm.
|No. of overnight stays||166.441||200.710||20,59%|
|No. of overnight stays||481.008||484.883||0,81%|
Volume of passenger traffic registered in recent months (January, February, March) at Palma de Mallorca Airport and comparison with the previous year.
|2020||No. Passengers||% Inc 2020 /s 2019|
|Month of March||517.154||-60,3%|
|2019||No. Passengers||% Inc 2019 /s 2018|
|Month of March||1.301.515||2,5%|
With regard to passenger traffic by sea, the latest data published by the Balearic Port Authority, once again show a positive projection for the year 2020, before the impact of movement restrictions caused by the state of alarm will limit the activity of movements and the prohibition of the disembarkation of passengers.
In the absence of data for the month of March, which would show the reduction in passenger flow, yes we can see how the maritime lines with the peninsula have been reduced, such is the case of Balearia, where currently only 4 of the 11 lines are active (under restrictions) that They operate in the Balearic archipelago for its connection with the peninsula.
One of the main effects of the current crisis, derived fundamentally from the restriction of movements, has been the sharp drop in passenger air traffic. According to the latest data published by AENA, the Palma de Mallorca Airport has seen its volume of passengers in more than 60%, compared to the same month of the previous year.
Drastic Cut of Flights. These charts show the relative volume of flight bookings and hotels in relation to January 2, 2020. Each of the lines shown are reservations in relation to that particular sector (business travelers, leisure travelers alone or in couple or family travelers with more than 3 passengers). The data will be updated daily.
Reservations and cancellations
In proportion to the movement restrictions, as well as by monitoring the recommendations from health authorities, the rate of flight cancellations and reservations, and hotels at INTERNATIONAL LEVEL, have been clearly truncated. Proof of this is the clear decrease reflected in the following graphs, ADARA Center for Technological and Digital Resources, whose index shows the relative reserves compared to the reserves of January 2.
AT A LOCAL LEVEL, the loss of the flow of travelers is especially pronounced at the Airport of Mallorca compared to the main airports on the peninsula, where the volume of Places scheduled for the months between March and May amounted to more than 785 thousand places. Situation of losses, which is reaffirmed if we analyze the fall in reserves for Easter in the Islands Balearic Islands, -72.42% compared to the reserve registered in 2019.
2.2. Positioning of Mallorca in the face of the Health Crisis of COVID 19
2.2.1. Sanitary Infrastructures
This attenuated situation within the impact of the pandemic, compared to the rest of the country, highlights the crucial role of the hospital network of the Balearic Islands and especially of the Island of Mallorca, facing the configuration of a safe destination and with a strategic location in the middle Mediterranean strip.
Mallorca has a prestigious health network, made up of four public hospitals for acute patients and three community care hospitals, an extensive primary care network, a Foundation of the Blood and Tissue Bank that is recognized as one of the best in Spain and a network of prestigious private health centers.
These institutions have their own investigation commissions, including the Hospital Universitario Son Espases, one of the main university hospitals in Spain, which since 2016 also has its own Faculty of Medicine.
Likewise, the commitment of the Island of Mallorca to attract research talent and help groups innovative scientists in their work, is supported by the presence of the Research Institute Sanitaria de las Islas Baleares (IdISBa), which in 2019 was recognized for its excellence in research by the Carlos III Health Institute, which leads the way in health Innovation in Spain. Currently, it is estimated that there are more than 700 health researchers working in the Islands Balearics.
The region also supports the promotion of key values such as scientific quality and excellence. TO For example, on an island with 880,000 inhabitants, there are more than 50 research groups and around 700 researchers, helping to strengthen a scientific ecosystem that is in full swing expansion.
Hospitals and beds on the island of Mallorca
According to the latest data published by the Ministry of Health, the island of Mallorca has 18 hospitals and 3,402 beds installed. This represents 72% of hospitals and around 79% of beds of the Balearic Islands.
Medical Personnel in Specialized Care per 1,000 inhabitants.
The Balearic Islands have 1.99 specialist doctors for every 1,000 inhabitants, a figure similar to that of national level (1.93 specialist doctors per 1,000 inhabitants).
Hospital beds in operation per 1,000 inhabitants.
The Balearic Islands have 3 hospital beds for every 1,000 inhabitants, a figure similar to that of national level (2.98 beds per 1,000 inhabitants).
Operating rooms in operation for every 100,000 inhabitants.
The Balearic Islands have 10.62 operating rooms for every 100,000 inhabitants, a figure above the level national (9.74 operating rooms per 1,000 inhab.). All this health infrastructure, takes on even greater weight when compared within the context national, finding that the Balearic Islands is the 5th Autonomous Community with the highest number of hospitals per 100,000 inhabitants (2.17 hospitals per 1,000 inhab.), even above the national average higher than at the national level (1.71 hospitals per 1,000 inhab.).
|HOSPITAL QUIRÓNSALUD PALMA PLANAS||Palma de Mallorca||169|
|HOSPITAL SON LLATZER||Palma de Mallorca||419|
|HOSPITAL UNIVERSITARI SON ESPASES||Palma de Mallorca||839|
|POLICLÍNICA MIRAMAR||Palma de Mallorca||206|
|CLÍNICA JUANEDA||Palma de Mallorca||196|
|CLÍNICA LUZ DE PALMA||Palma de Mallorca||38|
|HOSPITAL SAN JOAN DE DEU||Palma de Mallorca||200|
|HOSPITAL DE LA CRUZ ROJA ESPAÑOLA||Palma de Mallorca||76|
|CLÍNICA MUTUA BALEAR||Palma de Mallorca||40|
|HOSPITAL PSIQUIÀTRIC||Palma de Mallorca||168|
|HOSPITAL GENERAL DE MALLORCA||Palma de Mallorca||100|
|CLÍNICA ROTGER||Palma de Mallorca||186|
|HOSPITAL GENERAL DE MURO||Muro||169|
|HOSPITAL COMARCAL D'INCA||Inca||165|
|HOSPITAL CLINIC BALEAR||Llucmajor||34|
|AACC||No. Hospitals||No. Beds||Registry 2019||No. Beds per 100 hab.||No. Hospitals per 100.000 hab.|
|Principality of Asturias||25||3.785||1.022.800||3,7||2,44|
|Castile and Leon||37||9.414||2.399.548||3,9||1,54|
|Castilla la Mancha||28||5.589||2.032.863||2,7||1,38|
|Foral Community of Navarra||27||2.300||654.214||3,5||1,68|
3. D.A.F.O. Analysis
Despite the current situation of uncertainty and caution regarding the restrictions that are imposed on health matters, yes we can approach the main characteristics internal (weaknesses and strengths) and external situations (threats and opportunities), which lead the current crisis situation within the destination of Mallorca. This is an approximation punctual within the current changing and especially dependent process under which it is immersed in the tourism sector as a whole.
- Dependence on air and maritime traffic
- Dependence on long-distance source markets
- Loss of employment and liquidity by the productive fabric of the sector
- Dependence on sanitary restrictions that are imposed especially in what the airlines are concerned
- Possible impact that the current health crisis may have on one's own local population in order to be ready again to accept tourists and visitors without fear of possible contagions
- Only around 10% of the total travels of Spaniards are made outside of Spain, according to data from the INE. Internal Tourism will prevail.
- Health infrastructures as a guarantee for visitors and tourists
- Destination information tools
- Fluidity of other services, especially maritime transport
- Slowed behavior of the pandemic on the island compared to the rest of peninsular communities thanks to their particular climatic conditions and territorial
- Internationalization and diversification of source markets experienced these last years: Dependence on the international market
- Restrictions on tourist departures from the most distant source markets
- Loss of consumer confidence
- Slowdown in the behavior of international demand
- Preferences for private transport such as the car or caravans, compared to massive means of transport
- The impact that sanitary restrictions may have on connectivity of the destination, such as the loss of viability of flights commercial
- Preference for getaways to nearby destinations
- Preferences for private transport such as car or caravans, compared to massive means of transport (in this case, maritime traffic can offered as an alternative)
- Favorable scenario where internal and inter-island tourism demand could start to reactivate this next summer
- Demand trend to avoid large cities and public transport
- Increased consumer sensitivity to aspects such as health and safety public
- Concern for safety, sustainability and the growing demand for more ethical tourism products
4. Mallorca tourist reactivation program
4.1. General and Specific Objectives
Develop a Specific Program of Tourist Reactivation of the destination that faces the crisis of the COVID 19 and adjust to a new scenario marked by the loss of perception of SECURITY about destinations globally. For this, all those actions necessary in the organizational, promotional and physical and digital adaptation of the destination as instruments for the progressive recovery of tourist activity.
- Develop mechanisms for immediate intervention within the destination in terms of reinforcement and adaptation
- Recover and consolidate the Destination under Safety and Quality criteria
- Promote the Sustainable Development of the Destination, focused on the Quality of Life and Its Own Destiny Protection
- Develop a much more effective and versatile destination through New Technologies and that in Consequently, have prevention and control tools in the face of any crisis situation.
- Structuring the adaptation of the destination and its main attractions with guarantees of protection and tourist assistance
4.2. Starting Situation: Strategic Alignment with STP 2020-2023
From its initial proposals, the definition of the Strategic Tourism Plan of Mallorca for The 2020-2023 Horizon has had a transversal nature, a fact that has marked from the first moment the operation of the same.
The joint and crossed vision of its four Axes (Consolidation, Innovation, Sustainability and Smart Destination), with its four Lines of Intervention, destined to work on Governance; Promotion-Marketing; Physical and Social Adequacy of the Destination; and Talent and Training Professional, they allow to give a greater degree of coverage to each and every one of the agents that intervene directly in indirectly in tourism activity, as well as in the tourist travel life cycle.
This fact allows a clear and concise adaptation and restructuring of the same, with which to be able to cope with the current circumstances of global crisis, caused by the economic impact of the COVID-19 pandemic.
It is about preparing a strategy with which to cope with the new changes that are They are coming, after this unprecedented crisis, for the necessary evolution of Tourism. A crisis, where the fear and uncertainty caused by the situation joins, the globalized stoppage of economic activities and movements of people.
Based on these essential premises, both the proposed actions previously, in the Strategic Plan of Mallorca, as well as those that must be introduced to adapt the destination to the new circumstances.
Next, the basic matrix of actions is presented, which will focus the strategy to be followed by short term to reactivate the destination. These are encompassed around 3 large Areas of Intervention:
- GO Post / COVID-19 Organizational Management
- RPC Post / COVID-19 Redefinition of Product and Communication
- AD Post / COVID-19 Adequacy of Destination
4.3. Organizational Management: GO Post / COVID-19
After the current crisis and the reestablishment of tourist activity, many of the old Roles will have changed, something the tourism sector is quite used to. Is without doubtless the tourism sector the one that can coin the term to the greatest extent, so used in times of crisis as, RESILIENCE.
Said “resilience”, understood as the ability to overcome adversity, has been present for a long time within the sector and the destinations themselves, Crisis economic, constant changes in trends, revolution of the digital tourist, are among many other challenges faced by the sector with increasing speed tourist.
Despite this, the magnitude of the current crisis, a clear effect of the level and rise of the globalization, requires at this time of much more global and structural changes, tries to develop a new management model for tourist areas, where a organizational management based on:
- The stimulation of tourist activity. Offering all the necessary guarantees for the reactivation of destiny. It is therefore necessary to know and encourage from the first moment, the number of companies that will be able to re-establish their activity a priori and gradually.
- The establishment of mechanisms and tools for the continuous evaluation of the destination. The destination must have and evidence the presence of tools intended to control the destination (access, minimization and prevention of risks, etc.).
- The projection of a new image of the destination, based on a new positioning where parameters must be entered.
- Continued access to information as a "master key" in decision-making in face to be able to face in an agile way any risk situation that may occur at the destination.
Line 1: Tourism governance and intelligence
4.4. Redefinition of Product and Marketing: RPC Post / COVID-19
4.4.1. Strategic Approach
One of the main impacts that the current crisis has for the Tourism sector is global level and for destinations as a whole, are the changes at the social level that will directly affect demand. We talk about a new skin introduction within the scale of values of the tourist when choosing a destination and that in Consequently, they will affect the life cycle of the tourist trip.
In relation to this, destiny must be prepared to be able to respond to these new needs and requirements of the markets of origin, which will have to be treated in a personalized according to your special circumstances and the way in which they have been seen affected by the COVID-19 crisis. Ultimately, it is necessary to attend to both the demand from the main source markets as well as those emerging markets and those with potential under which to advance in the reestablishment of destiny in a more direct.
4.4.2. Actions to be developed
Taking into account that the reestablishment of social and economic activity, no longer only destination, but at the international level still does not have spatial or temporal concretion, There are many unknowns to be resolved: when will the tourist activity, the connectivity with third countries, at what rate it will be done, what will be the spending capacity of the society and the level of sanitary demand for destinations, etc.
Despite all these unknowns, it is necessary to continue working within the destination to redefine the product, based on segments and markets, as well as the commercialization of the itself, through the use of digital media and supports, giving priority to the design of strategies in web support or publications on social networks. It is therefore a question of a Intervention Area based on two clearly interrelated strata, REDEFINITION OF THE PRODUCT AND COMMUNICATION.
4.5. Adequacy of Destination AD Post / COVID-19: Infrastructures, Residents and Tourists, Companies and Professionals.
The only way to deal with a crisis situation like the current one, marked by the total inoperability of the tourist activity as a whole, is through the immediate intervention of the destination in terms of reinforcement and adaptation. To do this, roughly establish 4 major essential work areas under which to "encrypt destiny":
- Infrastructures: The Operational Capacity of the destination is one of the main elements under which your own security image will be sustained, at the same time that will allow greater agility when adapting to the new situation of tourist activity at the international level. The reestablishment of connectivity of the Island with respect to the national and international market, along with the Strengthening of control and security measures within the destination will be key within the reestablishment of destiny, as well as in the face of its ability to adapt future.
- Companies: Like the destination, it has to rebuild its image under parameters of safety and efficiency in the management of any risk, renewal and readjustment of the establishments, it must also be evident and palpable. In relation to this, should bring to light, reinforce and / or implement tools such as protocols for safety, promotion of staff training in languages, basic health guidelines, promotion of quality certifications in tourism and health matters, etc.
- Professionals: Without a doubt, one of the many lessons that the crisis of the COVID-19 has come to highlight, it is the importance of HUMAN CAPITAL, as a force and Saving formula when facing any crisis process. Are the professionals who will play a very important role in transmitting control, efficiency and above all safety and professionalism within the destination.
- Residents and Tourists: The new global panorama at the international level in terms of Security currently requires destinations a special treatment in terms of citizen awareness and attention to tourists and visitors. The Spirit of Solidarity generated as a connecting link within this international crisis must continue to live and latent within the values to be transmitted by destiny.
Participatory process (Public - private collaboration).
22 meetings by videoconference in the months of April and May.
Development of 5 digital seminars carried out between May 4 and 18, which They had the participation of 20 speakers, 5 moderators and a follow-up of 450 people in total.
In these NexMallorca seminars organized by the Mallorca Tourism Foundation of the Council to discuss the situation of the tourism sector through some of the products, the general opinion that the island should be consolidated as a safe destination has been confirmed.