The CLIA Spain column
By Alfredo Serrano
Managing Director CLIA Spain
Article from CruisesNews magazine no. 65 – June 2023
Management, management, and more management
The arrival of Easter has officially kicked off the tourist season in Spain. In recent weeks, we have witnessed a surge of news reports demonstrating that the long-awaited full recovery is now almost a reality, much to the relief of thousands of families whose livelihoods were completely paralyzed by the pandemic. It's important to remember that tourism accounts for more than 12% of Spain's gross domestic product.
The cruise sector is no exception to this trend, and we look to the future with some optimism: this year we could match or even slightly surpass the volume of cruise tourists reached in 2019, when almost 30 million people opted for this vacation option worldwide. A resounding figure, but one that, to truly understand our scale, we must compare with the more than 1.4 billion international tourists registered in 2019.
The aforementioned recovery and, let's not kid ourselves, in the case of our country, the proximity of the municipal elections have once again brought to the table the demands of some sectors that are calling for the need to regulate (and even limit) tourism, and cruise tourism, especially in some of the most popular destinations.
The possibility of traveling, of enjoying a few days off, is closely linked to a social achievement: paid vacations. Travel enriches—in the broadest sense of the word—both visitors and those being visited: it brings us closer to other realities, fosters tolerance and respect for difference, and, of course, stimulates economies and generates wealth. It is a win-win relationship in which the many positive externalities should be maximized and any negative ones minimized.
And for this, management is fundamental; a management that requires close collaboration between public and private entities, and in which both are willing to work for a common good, which should be none other than finding the point of balance between the well-being of the residents and the experience of the visitors.
Choosing effective management means moving away from preconceived notions, ideological stances, and beliefs based on unreliable sources; from demonizing certain groups. At the same time, it means making decisions based on rigorous data; being willing to engage and listen to all elements of the ecosystem and support ideas proposed by others; and being committed to always seeking the best possible option, understanding that there are no magic formulas or single solutions.
That is precisely why it is crucial that management be linked to a thorough preliminary analysis that allows for an in-depth understanding of all aspects of the case, including the specific characteristics of each segment: only then will it be possible to draw up a roadmap that takes into account the different realities and needs. It seems like common sense, but, as is well known, common sense is often the least common of the senses.
On this journey, and in today's digital world, new technologies can become an excellent (though not the only) companion. For example, there are applications that allow you to see, in real time, the number of visitors in a given space. Why not leverage them to manage visitor flow in your most popular destinations?
No one said management would be easy, but it seems to be the only way if we want to maximize the countless benefits that tourism can bring to society and find solutions to the challenges. Of course, private companies must assume their responsibility, but leadership must lie with public administrations and their leaders, promoting innovative long-term plans that provide concrete answers to concrete needs.
