Innovation in Nature Based Tourism Services

Innovation in Nature Based Tourism Services

1. Description of the case study

Casa de Bucovina - Club de Munte S.A , a trading company was founded in March 1998 as a joint stock company with private capital, with six founding shareholders, Romanian legal entities.  When the company was founded, the shareholders pursue the following objectives:

-identification of new partners interested in developing such a project;
- further promote and manage tourism complex

In 2002 it has been decided the affiliation to the hotel chain Best Western International. The affiliation agreement was signed in April that year.

Currently, the activities developed by the company is related to the operation of hotel Best Western Bucovina - Club de Munte Gura Humorului resort. Best Western Bucovina - Club de Munte is located in the vicinity of the famous painted monasteries of Bukovina, Humor Monastery 5 km and 6 km to Voronet Monastery. The hotel is also the best starting point for the so-called 'tour of the monasteries' - with many tourist attractions: the church of salt from Cacica Catholic Cathedral, Marginea (the famous black pottery) , Putna Sucevita Moldovita Monastery Humor Monastery Voronet. Moreover, the hotel is located in an area filled with history and tradition and the specific landscape Bucovina add benefits to the tourist may have when choosing the Best Western Bucovina - Club de Munte

As owner and operator of the Hotel Best Western Bucovina - Club de Munte, services with the highest share in the company's revenues are accommodation and catering.

v    Accommodation: 130 rooms

 24 double bedded rooms
 60 twin rooms
 38 single rooms
 4 Junior Suites
 Executive floor: 2 apartments, 2 VIP double twin
All rooms are equipped with minibar, cable TV, radio, telephone.

v    Food & Beverage Services

 Restaurant Casa de Bucovina - 180 seats
 Porch House Restaurant - 70 seats
 Terrace - 40 seats
 Lobby Bar - 60 seats

v    Other services

 7 conference rooms with a total capacity of 550 seats
 Spa area (sauna, Jacuzzi, Hamam) and fitness

Billiards
 Parking for cars - 60 seats
 Parking for coaches

Given that the hotel has the facilities, the company is able to offer clients a diverse package of services. Besides the accommodation and catering, the hotel offers:
I) services on the activities carried out in the hotel (indoors)
for individual customers: package mise-en-form: whirlpool, sauna, hammed, massage, fitness and spa area for corporate clients: the organization of events (conferences, trainings, seminars, symposia) in the July conference.

II) services for activities conducted outside the hotel (outdoors)
At the request of customers, the company can undertake the task of organizing a large number of cultural and sporting activities, such as visits to monasteries, visits to craft workshops of Bukovina, with fiddlers rustic tables, campfire, ram / calves on skewer, lamb to pot, etc. , trips to 'green grass', paragliding, mountain climbing, mountain biking, river rafting, climbing, free ride skiing, horse riding, tennis, football, handball, basketball

Hotel Best Western Bucovina reach a wide public: itinerant groups, under the 'circuit monasteries, individual tourists - Romanian and foreign - are on holiday and corporate clients. Customer structure of nationality, calculated from the entry into the hotel (August 10, 2002) and by mid-2006 indicates that 70% of hotel guests were foreign nationals.
Customer structure by country of origin in 2004 is as follows:
• 30% Romanian
• 70% of the foreigners: Italy 18% Germany 11%, Austria 8%, France 3%, UK 6% USA 3%, Switzerland 3% Spain 4%, Portugal 1% Japan 3%, other countries 13
Customer structure by country of origin in 2005 is as follows: • Romanian 46.8%
• 53.2% of the foreigners: Italy 11%, Germany 8%, Austria 6%, France 4%, 3% UK, U.S. 3%, Switzerland 2% Spain 2%, Portugal 1% Japan 1%.

Investments for the company for high quality corporate services segment led to structural changes on the source of customers. If in 2004 the largest share of the customers came from working with travel agencies and corporate clients share was located only at 10% (of total nights), in 2006, corporate customers have grown to a weight over one third, while increasing their share and come on their own (which were presented to the hotel reception, without resorting to a travel agency). The situation is evidence of increasing recognition of the hotel in the region.
For 2007, arrivals were presented as follows:
• Romanian 49.7%;
• 50.3% foreign.

Analiza: Particularitatile somato- functionale, psihice si motrice ale juniorilor A Lucrare: YUMEIHO (tehnicile de baza)

At this point share of foreign tourists is on 50%.

2. Description of the case process

Gathering information was done in several ways using several sources. First there was a process of identifying and choosing these methods.

After this process were identified as follows:

Written-sources: private (specialized magazines) or public (printed by various government organizations in the field).

- Consulted newspapers and magazines

Contacting different associations, which includes hotel

-Market research

-Spot-on analysis

-Meeting with employees or with a leadership position, etc.

I think the most important step in gathering information was made to interview employees and one in hotel management. In this way was made as detailed analysis of the issues that interested us and that we have not found written in magazines and other sources. The interview mainly focused on the problems they have and if they have a strategy for the future.

SWOT Analysis

v    Strengths

• Location: only 4 star hotel located in the historical area, the intersection of roads linking Moldova - Transylvania - Maramures;
• The only hotel in the area to ensure a high quality standard, the international customer and business requirements; • Affiliated with an international chain, which gives potential customers confidence on the quality standard of facilities and services;
• warm and friendly staff;
• Modern Facilities.

v    Weaknesses

• remoteness from major cities, the source of customers;
• eccentric placement is not an advantage for the organization of meetings at which participants from different parts of the country;
• relatively poor rail and air access from major cities (one direct train from night flights operate only during the season at high rates (in Suceava airport facility is not operating in winter);
• Location in a small town without attractions, events, devoid of modern recreational opportunities;

• Location in an economically underdeveloped area that does not provide a source of local customers;

• Shortage of qualified staff in hotels;

• The small number of third part providers for related services.

v    Opportunities:

• cultural and spiritual richness given the existence of numerous monasteries;

• The beauty of the natural environment;

• Wealth and authentic traditions, the specific area;

• Bukovina - destination included the major tour operator agencies in tourism circuits promoted;

• Desire for new original tourist destinations;

• Local supply of services for conference segment is poorly represented (number and quality);

• Affiliation to the Best Western hotel chain to bring its contribution to customers.

v    Threats

• Instability of economic, political and the social;

• depreciation and currency exchange rate fluctuations;

• financial blockage in the economy;

• Restructuring difficult to predict macroeconomic effects on the internal market.

4. Problem definition

The main problem is the competition in this area. Of course there are advantages over competitors, for example:

• only 4 star hotel in the area of large capacity;
• modern facilities, conference facilities;
• service quality;
• good location to the historical in the area;
• membership in an international chain hotel.

Unfortunately, these benefits do not outweigh the fact that fares are higher, sometimes much higher than the competition, even if the quality is superior. Many tourists during this time of crisis rather pay less than pay more for higher quality. Also there are travel agents for which this element is essential in choosing the hotel and not necessarily seek quality.

Crisis

The crisis has affected the whole tourism in Bucovina, hostels and even some hotels had to end or reduce their activity. After analysis we see how the crisis affected the hotel. First, it reduced the number of customers, the lower social classes in particular.

Secondly present customers are not willing to spend as much as they did before the crisis.

6. Innovation plan

Following the SWOT analysis we could see which are the main problems.

From here we can see how to solve these problems and even improved resulting in innovation. The main innovation brought to the hotel is extending its Arinisul (construction of a 3-star hotel on the river Moldova, investment value amounting to EUR 1.5 million, building a high capacity restaurant (approx. 300 persons) Arinisul Park area, raising the investment value is EUR 420 000).

Of course, there are a multitude of other innovations that are not as important or essential. All these innovations help the hotel to be more attractive and therefore have more clients.
      Still should be introduced any new or old should be improved.
For example to have a price policy. Not everyone can be accommodated at the same prices.Also prices should be compared with the services and prices offered by competitors.
  Another innovative element appears to be a loyal customer club hotel.

Solar panels for the environment and not only (reduced cost of energy).
Organising a festival or specific area of winter sports competitions would be an attraction for tourists;
     In terms of personnel, there must be team-building period. Also, all employees should participate in courses and specialization.

We all know that tourists want to taste as many types of dishes of the region. Introducing a wide variety of cuisine would be a key element for attracting tourists.