Analysis of trends in gastronomic tourism
El analysis of gastronomic tourism trends allows us to know the context in which this activity takes place. It provides us with an approach to the main trends in the tourism sector, helps us understand the role that gastronomy plays in contemporary societies - in particular, as a key element of cultural heritage, as an instrument of innovation and regional competitiveness or as a lever for the SDG - and to reflect on the particular dynamics of gastronomic tourism and its possible impact on the strategic tourism proposal of the destination.
The entity of management The destination must structure a market intelligence system that includes gastronomic tourism and allows to observe and interpret its main trends and improve its processes, planning and management.
To do this, it is proposed to promote a control panel fed by integrated information from international, national, regional and local entities, in addition to the use of new information sources such as big data and new data sources such as social media, telephone operators, credit cards, etc. to exploit, among others, the following issues:
- the general evolution of the tourism sector and, in particular, of gastronomic tourism;
- the economic situation and the geopolitical situation;
- changes in markets and tourist demand;
- the strategy of other leading or competing destinations;
- the challenge of the digital economy and the 'collaborative' economy, with the appearance of new operators;
- el impact of technology and social media;
- concern with sustainability, climate change and the impact of tourism on destinations;
- gastronomic trends, etc.
In this sense, it is recommended to monitor the following sources of information:
- Official documentation and statistics on the tourism sector from international organizations such as UNWTO, the World Travel & Tourism Council (WTTC), the World Economic Forum (WEF) or the World Bank, and from national, regional and local organizations,
- studies of trends of companies in the digital economy such as Google, TripAdvisor, Booking and reports of companies specialized in market research and market trends such as GfK or Phocuswright,
- documentation and studies on gastronomic tourism, such as the UNWTO Global Reports on Gastronomic Tourism, conclusions from the UNWTO / BCC World Forums on Gastronomic Tourism and documents from organizations such as the United Nations Educational, Scientific and Cultural Organization ( UNESCO), the Food and Agriculture Organization of the United Nations (FAO), the Organization for Economic Cooperation and Development (OECD), and reports from specialized entities such as the BCC, and
- documentation and studies on trends, consumption patterns and gastronomic innovation.
Likewise, within the framework of the gastronomic tourism strategy, it is necessary to deploy an improvement in the primary information sources of the destination such as demand surveys, incorporating the Insights gastronomic tourism (motivations, activities, evaluations, satisfaction, etc.), conducting focus groups or promoting university research on gastronomic tourism. Equally, of relevance is the Insights data on credit card consumption or user and tourist comments on the various tourism and gastronomic digital platforms.
In this sense, issues such as the periodic review of the scorecard, the treatment and exploitation of information and the dissemination of knowledge are key.
Analysis comparative and competitors of the destination
El Insights comparative and competitor is the basis for knowing the positioning of the gastronomic tourism destination.
Within the destination's gastronomic tourism strategy, it is relevant to carry out a comparative analysis with other gastronomic destinations that give us information on how they are working in relation to the subject and study what their strengths are. These destinations should be chosen due to a geographical location and product typology similar to the destination, or because they are relevant for their gastronomic tourism proposal.
This analysis will allow us to advance in the identification of the current and desired gastronomic positioning of the destination.
To carry out this analysis, a series of selection criteria are recommended, among others:
- natural and cultural environment: attractiveness of the place on a landscape and cultural level where the gastronomic activity takes place,
- product: the quality of the product / raw material with which you work for the development of the gastronomic experience,
- elaboration: the treatment of the raw material is valued, maintaining its quality and enhancing its flavor in a natural way in the kitchen,
- quality of service: it is related to the attention and clear and transparent information towards tourists,
- price: the cost of the product for tourists is evaluated,
- experiences: the number and quality of tourist experiences that take place around gastronomy are valued,
- destination connectivity: the frequency and number of destinations connected to the gastronomic destination at a national and international level are assessed,
- communication of the offer: evaluates the quality of the communication for the promotion of the gastronomic destination offer,
- variety: evaluates the number of product categories in the destination,
- diversity: evaluates the number of products by categories of the destination,
- professionalization: evaluates the development and the intention of professional development of the gastronomic sector,
- profitability: evaluates the cost / benefit of gastronomic activities,
- positioning: assesses the conceptual territory that the gastronomic destination occupies and how it is projected,
- visibility: evaluates the presence of the gastronomic destination in its markets, and
- innovation: assesses the degree of innovation in the gastronomic tourism offer and the processes of relationship with tourists.
To define the positioning of the gastronomic tourist destination, it is necessary to carry out a strategic diagnosis from different perspectives:
Dimension / perspective 1: Gartner Matrix that allows you to analyze:
- the development and marketing capacity of the offer, and
- the anticipation and adaptation of the destination to the trends and needs of the gastronomic tourism market.
Dimension / perspective 2: Boston Consulting Group matrix that allows to analyze:
- the growth rate of the gastronomic tourism sector, and
- the relative participation of the destination in the gastronomic tourism sector.
Dimension / perspective 3: McKinsey matrix that allows to analyze:
- the market appeal of the gastronomic destinationand
- the competitive position in the gastronomic tourism market.
Issues to consider:
- Good practices. Clearly identify the relationship of competitors in the field of gastronomic tourism and the experiences of good practices in the different areas that allow the destination to establish criteria for defining the strategy.
- Destiny values. Select the appropriate criteria for comparative analysis based on the objectives and values of the destination and the dynamics of demand for gastronomy tourism.
- Sources of prestige. Analyze primary and secondary sources to evaluate the performance of competing destinations and good international practices.
- Tools professionals. Use tools such as the proposals (Gartner, Boston Consulting and McKinsey matrices) to draw the positioning map of the target and identify its possible strategic path.