Lloret Turisme’s target is to evolve from traditional tourism based on sun and beach, to a less seasonal visitor with more heterogeneous interests.
Lloret de Mar, with 1.1 million visitors and 5.3 million overnight stays in 2017, is the fifth most important holiday tourist municipality in Spain. Despite its established success as a traditional destination among the main tourist markets for the country (Great Britain, Germany, France, etc.), Lloret’s tourism managers have drawn up an ambitious strategic repositioning plan, to achieve a more balanced destination, which is less dependent on specific tourism markets and products.
One of the plan’s cornerstones is to know visitor interests and perceptions, and identify the tourism products that can help the destination’s transformation, in order to impact the local economy as equitably as possible. To do so, they’re leveraging Mabrian’s Travel Intelligence tool, that allows them to capture and analyse users’ spontaneous interactions on Social Media and opinion portals, regarding the destination.
This knowledge is already being applied to segment and personalise communication, as well as to launch specific marketing campaigns such as #beallortenec, which seeks to capture the interest of specific market niches related to specific products, with more interest for the destination.
From the analysis of Lloret de Mar visitors’ preferences and interests in the first half of 2018, clear trends can already be observed that are in line with Lloret Turisme’s strategic objectives.
The interest shown by users for the classic products for the destination (Sun and Beach and Nightlife products), has been reduced in favour of an increased interest in Cultural, Active and Family tourism products. With this in mind, the relative weight and dependence on these traditional tourism products is reduced, offering alternatives that add value to Lloret.
However, it’s interesting to compare the evolution of interests, with the satisfaction level shown by the same visitors, in their Social Media interactions. Thus, we see for example, that while the Cultural product generates more interest and also more satisfaction, the Active product generates more interest, but less satisfaction on the users part, compared to the first half of 2017. The Family product remains stable in the satisfaction indicator.
Real-time monitoring of these indicators, along with many others that the Mabrian platform offers, will allow Lloret to measure and act in an agile way to the evolution of demand and context.