At the end of the Plan the key performance indicators are defined. As done in any Strategic Plan, every KPI is assigned with an accountable person in charge of its tracking and interpretation, a priority level to determine its relative importance compared to other indicators, and a frequency determining how often the indicator has to be measured.

The Observatory in charge of the monitoring service is likely to be the most appropriate agent to carry out the tracking of the KPI, in close collaboration with the Competitiveness Club, the DMO and representatives of the Government. For most of the programs, the only way is to carry out a survey on satisfaction asking the tourists about all the correspondent issues. The best moment to do so is when they are about to leave the destination, while at the check-in queue or waiting hall at the airport, for instance. Airports provide us with an excellent opportunity to target specific segments for geographical markets. Another good option is to do it in the hotel halls. The survey should ask about their satisfaction on every issue object of study, their assessment about it on a scale of 1-5, and the importance given also from 1 to 5.

However, there are some competitiveness programs for which specific KPIs can be designed. With regards to the cross-destination programs, this is the case of the following programs:

New flight connections: considering not only the connections themselves, but also the overall capacity (number of flights x airplane capacity). Consider also the capacity increase in the current connections.

Congestion, noise & air pollution: there are specific sensors to measure both noise and air pollution, and also to measure the number of vehicles transiting through a certain point. To count people, there have to be “counters” –persons- in the critical bottlenecks or hot points.

Human resources training: the attendance and successful compliance of the learning goals assessed through skill and knowledge examinations is the main way to measure the effectiveness of this program.

Accommodation upgrade & development: the number of new accommodation facilities built, as well as the number of facilities having been certified with a quality certification or a higher star rating should be the main indicator.

Eco-label system: the number of eco-labels certified for each kind of operator, as well as the number of certifications for each eco-label category for every type of operator, to measure both the environmental friendliness of every type of operator in percentage and intensity.

DMC incubator: both the number of micro-entrepreneurs working in the incubator and their business growth should be measured. Besides, also the time needed for them to be self-sufficient and abandon the incubator, as well as the training assessment should be considered.

Tourist offices & call center: in both cases the service demand should be measured, paying attention to what kinds of information are most demanded. Ideally, also the service demand concentration in certain hours should be measured to provide the adequate resources.

Destination APP: not only the number of downloads, but also other facts such as the number of content uploads by the users (photos, stories, etc.), creative reviews, map downloads, geo-localized deals received and accepted, etc.

With regards to the cluster competitiveness improvements assessment, the indicators to be measured other than by the tourists’ assessment survey are mostly those related to spiritual value, and so on the benefits for the local population and heritage:

Local inhabitants’ survey asking about their satisfaction on several issues such as:

·   Street & public spaces cleanliness

·   Employment & income

·   Pride about the destination

·   Destination model

·   Cultural heritage preservation

·   Noise & Air pollution

·   Congestion issues

·   Tourists’ behavior

·   Cultural life (events calendar)

·   Natural heritage preservation

Further, many other aspects related to the benefits for the destination should already be measured by the Government such as the unemployment rate and the average salary, or by the destination management such as the level of contribution to the open innovation system, the growth of the collaborative model, etc.

With regards to the aforementioned product programs, the correspondent KPIs could be:

Product clubs: number of created clubs, active participants in each club, and the product operators’ satisfaction with the activities carried out.

Product Quality labels: number of operators certified with every label created, product operators’ satisfaction, tourists’ satisfaction, and outbound operators assessment.

Benchmarking trips: number of trips organized, number of participants, and product operators’ satisfaction with the results.

How else would you measure the success of these programs?

Posted by Jordi Pera

Jordi Pera is an economist passionate about tourism, strategy, marketing, sustainability, business modelling and open innovation. He has international experience in marketing, intelligence research, strategy planning, business model innovation and lecturing, having developed most of his career in the tourism industry. Jordi is keen on tackling innovation and strategy challenges that require imagination, entail thoughtful analysis and are to be solved with creative solutions.

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