Articles Digital Marketing and creating online businesses.

What is "purchase intention" and how to measure it on the internet

La intención de compra es la probabilidad de que un consumidor compre nuestro producto o contrate nuestro servicio, en un periodo de tiempo determinado. Y es una métrica básica para nuestro embudo de conversión.

¿Por qué es importante medir la “intención de compra”?

El camino que sigue un consumidor desde que descubre nuestra marca en internet, hasta que compra nuestro producto o contrata nuestro servicio es tortuoso y complicado. En cada paso del embudo de conversión de nuestra empresa hay que descubrir cómo será el conjunto de usuarios que forman parte del público objetivo de cada paso del embudo. La “intención de compra” suele encontrarse antes de la fase final de nuestro embudo y debemos ser capaces de medirla.

Al principio del embudo, para medir el interés por un producto tenemos métricas como el “alcance de una publicación” (cuánta gente la ha visto en nuestra web o en nuestras redes sociales) o un poco más abajo del embudo la “interacción con una de nuestras publicaciones” (también en nuestra web o en nuestras redes sociales) por ejemplo, gente que ha hecho “like” o gente que ha “compartido”. Pero con estas dos métricas (alcance e interacción), aún no podemos tener clara cuánta gente tiene “intención de compra”…

¿Cómo medir la “intención de compra”?

La “intención de compra” debe medirse en el momento en el que el usuario está frente a una posibilidad real de compra. Es decir, frente a una ficha de producto. Esto pasará normalmente en nuestro sitio web, aunque si tenemos venta en Facebook o en otra plataforma, también allí podemos medir la “intención de compra”.

Para conocer la “intención de compra” debemos medir:

  1. Clics a fichas de producto –> nuestro sitio web
  2. Clics al listado de tiendas físicas en las que venden nuestro producto –> nuestra web y redes sociales.
  3. Uso y redención de cupones de descuento –> redención en nuestra web, repartición de los cupones por parte de los Influencers con los que trabajamos.

Creando el embudo

Con lo que hemos comentado, podríamos crear ya una versión simplificada de nuestro embudo:

  1. Interés por nuestra marca (medir: alcance de las publicaciones)
  2. Interés por nuestros productos/servicios (medir: interacciones)
  3. Intención de compra (medir: clics en página de producto + listado de tiendas + cupones)
  4. Compra Iniciada (medir: clics en la cesta de la compra)
  5. Compra finalizada (medir: ventas efectivas)

Espero que estos consejos te hayan sido de utilidad. ¿Cómo es tu embudo? ¿Cuántos pasos tiene? ¿Qué mides en cada paso? ¿Quieres que le eche un vistazo? Seguimos la conversación en los comentarios.

Si deseas saber más sobre las métricas en las redes sociales, aquí tienes este artículo en el que explico las 10 cosas que debes medir.

A hug.

Invitation to the International Congress of Adaptation of Business Models

En octubre empezará el Congreso Internacional de Adaptación de Modelos de Negocio, los días 5, 6, 7 y 8 de octubre. Este es un evento que hemos creado conjuntamente Quadrant Alfa, The room Y The Human Branding. We think that in times like these, it is necessary to do everything in our power to help companies recover and achieve much more resilient business models (more resistant to disruptions such as that caused by COVID-19).

The congress is specially designed to help companies in 2 aspects:
To understand that a business model is made up of different components and that the adaptation of a component does not imply a radical change, so it is perfectly acceptable for most companies and managers.

Let's see a whole list of adaptation possibilities that we can carry out in each of the 9 components of a business model. We will highlight how companies adapted them during COVID-19 to inspire you and discover how you can adapt yours.

If you are in the southern hemisphere and in full confinement, knowing how European companies have adapted will help you stay ahead of your competitors and not suffer what we have suffered. If you are in the northern hemisphere, knowing what companies are doing will help you recover faster.

For this we have brought together 19 experts from 5 different countries who, in 4 days of 4 hours, will help us to make the task much easier and above all, to see more clearly how to implement the changes. The presentations will take half an hour to make everything much more agile and you will have time to ask specific questions. The congress is in Spanish.

As a reader of my website, you have a 10% discount on the price of any ticket if you use the discount code MONTSE10 when making the purchase.

You will find all the information here:

These are some of the expert speakers that we will have at the congress:

(If you buy the ticket, don't forget to write MONTSE10 in the section dedicated to the coupon, inside the shopping cart)

Keep in touch.
See you at the congress.

Soft Skills essential for Tourism professionals

This week from Innova Institute de La Salle - URL we have been working on creating a list with the soft skills (or soft skills) necessary for professionals in the tourism industry.

This research is part of a whole series of articles that we are writing about how Covid-19 has affected companies and society.

Last week we mentioned the hard skills that tourism professionals need to overcome the crisis caused by the Covid-19. In this post I presented this article and my participation in a round table organized by UNWTO to help the tourism sector: Hard Skills essential for Tourism professionals.

Let's go to soft skills ...


The original article is not yet published on our blog, but some magazines and newspapers have echoed it and have published it in whole or in part. Here I include some of these publications:

In the magazine El Economista: The key soft skills of tourism professionals for PostCOVID-19

In News and Diaries, they cite the article in The Economist: The key soft skills of tourism professionals for PostCOVID-19

In Today's Economy they have also published the article: The key soft skills of tourism professionals for PostCOVID-19

I hope the article is also of interest to you.

Keep in touch

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Hard Skills that tourism professionals need

A couple of weeks ago, from the Innova Institute de La Salle - URL We were analyzing what were the hard skills (or hard skills) in English, that tourism professionals needed to get out of the crisis caused by the Covid-19.

This is the infographic with which we illustrate the article that you can find on the blog of the Innova Institute.

Hard skills tourism

You can read the full article here:

Hard skills for the tourism industry

Following our research, we also participated in a round table organized by the World Tourism Organization.

You can watch the video here:

And several online publications are citing the research and the article.

Economy Today: The key hard skills of tourism professionals for PostCOVID-19

We are now working on an article on soft skills. I share it with the one that has it.

ICT engineers are also the heroes in this crisis

Last week from Innova Institute From La Salle-URL we were collecting “adventures” of ICT engineers in which it is shown as part of the well-deserved recognition of health personnel, there is another group that also deserves special recognition, the group made up of all those who are making it possible for us to work from home, to maintain telecommunications infrastructures and to ensure that networks are fast and secure.

In the article we have interviewed 9 people who explain their particular way of the cross to keep the infrastructure of their companies or organizations running.

On our blog at the moment, we have only published the article in English, but some digital newspapers and magazines have already echoed it.

Full article in English: Nine adventures

I attach here the first to publish it and as the week progresses I will publish the rest links.

In Today's Economy: Nine adventures in which ICT engineers have been essential during the COVID-19 crisis

Keep in touch

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COVID-19: Digital adaptation or digital transformation?

From the Innova Institute de La Salle - URL we continue, as every week, analyzing different aspects with which COVID-19 is transforming companies and their environment. This week we reflect on whether it is really leading to the digital transformation of companies or if they are simply adapting to circumstances and everything will return to normal when the pandemic passes.

The areas that we have analyzed are the following:

  1. Education: The digital transformation in education responds to a process of media literacy adapting to the ways of learning and accessing the knowledge of new generations.
  2. Financial services: Financial services as they are known today are going to change, adapting to more digital models.
  3. Telecommuting for companies and workers: There is a clear difference between what telework is and what thousands of companies around the world have put into emergency practice to continue operating during the COVID-19 period.
  4. Ergonomics in teleworking: It is still unknown when the alarm state will end for COVID-19. For this reason, companies must propose to their workers to adapt their temporary work offices at home, in order to be able to work ergonomically in search of business results.
  5. Government online: Being the ultimate goal of a Government to ensure the general welfare of its entire population, it is difficult to imagine this task without real contact between its protagonists.
  6. Culture and tourism: Both tourism and culture have taken advantage of COVID-19 to maintain contact with users through the networks. Many institutions have understood that their value proposition at this time should be to entertain people in confinement, especially children, and a large part have offered online services aimed at entertaining and entertaining.
  7. SMEs - Commerce: Business development sees digital transformation as a way to improve its results by optimizing its processes and facilitating its management, which is reflected in profits, growth and advantages over those that do not make these investments.

The original article with each section well explained and reflected on whether it is adaptation or transformation has not yet been published on our blog, but some magazines have already echoed it. You can find it in the following publications:

Tic and SMEs: COVID-19: Digital adaptation or digital transformation?

Granada Companies: COVID-19: Digital adaptation or digital transformation?

Today's Economy: What will be the organizations response to COVID-19: Digital adaptation or digital transformation?

In the digital publication Contact Center Hub, they have made a summary with the section dedicated to telework: Teleworking before COVID-19: Digital adaptation or digital transformation? and they also quote us in another article Is teleworking here to stay?.

I hope this information is useful to you and that you also reflect on whether the changes they have implemented in your working life during these weeks have transformed you or you will return to your normal life when all this has happened.

If you want to leave your opinion, do not be shy ... under these lines you have the comments section, I will be happy to have a conversation about it.

A hug


10 ideas to undertake in sustainable sectors

Continuing with the publications that we carry out from the Entrepreneurship Research group of the Innova Institute de La Salle-URL, this week we have been working to discover areas related to sustainability, in which there are possibilities of successful entrepreneurship. We have addressed this issue because we think that after the Covid-19 (what is already called the PostCovid-19) sustainability will be a much more considered feature in business models than it has been until now.

The areas in which we think there are opportunities are the following:

1. Agriculture and food industry: The world hiatus caused by Covid-19 is supplying a small truce that is allowing a regeneration of the planet. Environmental awareness has grown, consumption of resources is more responsible, there has been a notable improvement in environmental quality, and people have realized that protecting the environment contributes to a healthier and more balanced life.

2. Sustainable urban mobility: The high concentration of people in the means of transport and its improvable health conditions have made urban mobility one of the main sources of infection, increasing the risk of contracting the virus by between 4% and 6%. Consequently, the authorities and administrations of many countries have been forced to minimize its use and consider developing sustainable ventures in this sector.

3. The circular economy: The European Commission has just published the Action Plan for the Circular Economy. Proposed policies include increased product durability, the right to repair electronic devices, reduced use of plastics, and more accurate eco-labeling, among others. Following this path, the Innova Institute predicts that undertaking on issues related to the circular economy is a good opportunity for the PostCovid-19 scenario.

4. Integrated and efficient water management: Water scarcity already affects globally. What was once a problem for developing countries is now also a problem for developed countries. Water is not an infinite resource, but it is used as if it were. For this reason, the need for a comprehensive water treatment has been evident throughout its generation, use and recovery cycle. Despite everything, in 2030 there will still be 60% of the countries in the world that will not carry out this necessary comprehensive treatment system.

5. Logistics and supply chain: The companies that have provided a fast, safe and reliable service during Covid-19, and are also committed to sustainability, are those that will be strengthened after the pandemic and will generate confidence in customers in the PostCovid-19 era. These companies focus on innovation and quality, acting locally, but under collaborative logistics management models with other companies in the network. Thus, they meet the needs of small batches, with fast service and ensuring quality and traceability in the process.

6. Fashion, the second most polluting industry: El coronavirus ha provocado un enorme parón generalizado en la industria de la moda, ya sea por el cierre de tiendas o fábricas para proteger a sus trabajadores, por volcarse voluntariamente en la producción de prendas para uso médico o porque su producción dependía mayoritariamente de China o Italia. La moda, que produce más del 10% del total de emisiones de CO² en el planeta, es la segunda industria que más agua consume. Los plásticos han reemplazado a las fibras naturales y el poliéster se usa en el 60% de la producción, generando de dos a tres veces más carbono que el algodón sin degradarse en el océano. Greenpeace indica que el lavado de las prendas arroja al mar el equivalente a 50 billones de fragmentos en microfibras.

7. Replacing oil derivatives: La fundación Ellena MacArthur señala en un estudio que el 40% del empaquetado de plástico acaba en basureros, un tercio en el océano y solo un 14% se recicla. Esto dibuja un escenario crítico. Por eso, la búsqueda de sustitución de biopolímeros y la implementación de estrategias 100% funcionales para el reciclaje es una necesidad para la industria. La startup Oimo, ubicada en La Salle Technova, el parque de innovación de La Salle-URL, se dedica al diseño de nuevos materiales ecológicos en España y Reino Unido. Con la voluntad de reducir los 14 millones de toneladas de plástico que terminan en el océano, ha desarrollado un material soluble al agua como alternativa al packaging de plástico. En este sentido, el Innova Institute considera que el emprendimiento sostenible en empaquetados alternativos al plástico saldrá reforzado en el PostCovid-19.

8. Energy efficiency: The Covid-19 crisis has revealed that transformative changes are possible overnight. In terms of energy, it is demonstrated that there is no reason not to phase out fossil fuels and deploy renewable energy and energy efficiency technologies. It is in line with this concept that the European Union has developed a series of proposals to lead the economy towards energy savings.

9. Telecommunications technology: During the confinement of the Covid-19, the traffic on online platforms that allow the organization of meetings, the development of virtual classes and the establishment of communications and conversations has increased considerably. Some of them were already known —such as Zoom, Hangout and Whereby— and others have taken the opportunity to make themselves known or to implement complementary services.

10. The built space: El Covid-19 ha promovido el desarrollo del teletrabajo, pero también ha evidenciado que esta opción tiene condiciones mínimas para su desarrollo. La experiencia previa permite reconocer los modelos de economía colaborativa asociados a estas propuestas como oficinas compartidas, los garajes compartidos y los lugares de cowork. La fuerza de estos movimientos ha llevado a que empresas de comunicación como ETB, Movistar y Mapfre Seguros hayan presentado a sus usuarios espacios de coworking. Sin embargo, se deben asegurar condiciones mínimas para optimizar los resultados, tanto la separación de ambientes entre la familia y el trabajo, facilitar la innovación al interactuar con empresas del mismo sector, la transferencia del conocimiento o al generar alianzas y complementos cuando se dan espacios con empresas de diferentes sectores.

The original article with all the sections well explained you can read it here: The Innova Institute analyzes how sustainable entrepreneurship could be for the PostCovid-19 era

I hope this information is helpful to you and allows you to reflect on the need for sustainability in future ventures.

Keep in touch.


Changes in the business models of Cultural companies

From the Innova Institute de La Salle - URL this week we have been working on the analysis of how companies in the Cultural sector are adapting different components of their business models because of the Covid-19.

We have found adaptations of their models in the value proposition, in the ways of distributing their products or services, in the selection of their target audience and other more components. Unfortunately we have not found many changes and adaptations in the income section. Even so, the research carried out is interesting and I think it will give of itself for a not so informative and more scientific article.

The article has been well received by the press and it has been published directly in several magazines, and it has been referenced in others.

You can read it here:

Audiovisual panorama: Nine keys on the adaptation of business models of cultural companies by COVID-19

Entrepreneurs Magazine: How to adapt your business model if you are a cultural company

Today's Economy: Nine keys on the adaptation of business models of cultural companies by COVID-19

Senior Manager: Nine keys to adapting the business models of cultural companies due to the coronavirus

If you are interested in Marketing for Cultural Industries, you may also be interested in an article that I wrote on February 18, 2020 about growth strategies and about the help to create strategic plans of the Department of Culture of the Generalitat.

You will find the article here: Cultural Marketing - Digital Marketing for Cultural companies in 2020

I hope this information from you is useful.

The next article that we will prepare from the Research Institute is about the forced digitization of companies ... it is titled something like "Adaptation or digitization", when we have it finished, I share it through the blog and social networks.

Keep in touch.

Hope it all goes well for you

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10 areas that take after CodId-19

¿Qué tal va el confinamiento?

Espero que tanto tú como tu familia estéis bien. Aquí en Barcelona vamos tirando… empezando ahora la tercera semana.

Como ya sabes, el éxito de un proyecto de emprendeduría depende en gran manera de 3 cosas: que el producto o servicio sea de calidad, de que haya una necesidad en el mercado y de que hagas un buen plan de marketing. A causa del COVID-19 las necesidades de las personas y las empresas han cambiado, así que si somos capaces de detectarlas, obtendremos una ventaja competitiva.

La semana pasada nos reunimos una parte del equipo de investigación en Emprendeduría e Innovación de La Salle, para analizar conjuntamente las oportunidades de emprender que están apareciendo a causa del COVID-19. Detectamos 10 áreas en las que están apareciendo nuevas oportunidades para emprender una vez termine la pandemia.

Estas áreas son:

  1. Teletrabajo
  2. Formación online
  3. Seguridad en las conexiones
  4. Acceso online a la sanidad
  5. Impresión 3D
  6. Servicios de ayuda a la 3a edad
  7. Bienestar en casa
  8. Ocio y entretenimiento
  9. Acceso a la cultura
  10. Logística

Si quieres leer el artículo original, lo encontrarás aquí: (en inglés de momento)

El artículo lo enviamos al departamento de prensa de La Salle-URL y parece que ha tenido muy buena acogida en diversas publicaciones. Te pongo a continuación sitios en los que podrás encontrar el artículo en castellano y en algunos casos un poco más resumido.

Aquí encontrarás una versión en castellano que nos han publicado en la revista Emprendedores: Diez oportunidades en las que emprender cuando se acabe el Covid-19

Y aquí otra versión que han publicado en American Retail: Diez oportunidades en las que emprender cuando se acabe el Covid-19

Y otra de Autónomos y Emprendedores: Algunas actividades donde será más fácil emprender tras la crisis del COVID-19

También Head Topics lo ha publicado: Diez oportunidades en las que emprender cuando se acabe el Covid-19

la revista Innovación Económica también lo ha publicado: Diez ideas de negocios post pandemia

Y curiosamente, la revista de moda Harpers Bazaar, también lo ha publicado: Diez oportunidades en las que emprender cuando se acabe el Covid-19

Espero que el artículo te sea de utilidad y que tú también veas oportunidades que puedas aprovechar.

Esta semana estamos trabajando en otro artículo dedicado exclusivamente a la emprendeduría en temas relacionados con la sostenibilidad, lo comparto a la que esté acabado.

Keep in touch.

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What it is the Macro-segmentation and what is

What it is the macro segmentation

The macro segmentation It is a division of the relevant market to decide who will offer our products. Not the subdivision of our market segments market segmentation that is normal, and when the segments are really small, we call micro-segmentation strategy, it is not that. The macro-segmentation It is used to decide what will be our market with respect to the global market.

What use the Macro-segmentation

  • It helps define the scope of activity of the company and, therefore, it helps to focus on this area rather than be tempted to do "a bit of everything".
  • It helps to know which market we are targeting and, therefore, what needs must we satisfy to offer value to that market.

Macro segmentation

Macro-Segmentation Strategies

While the Macro-Segmentation It is very useful to decide who our market will be (strategic decision of company management or management), as a marketing strategy it is not.

A strategy of Macro-Segmentation It is based on offering the same type of product to the entire market. Today this practice is used only rarely. Companies that had always gone with a single range of products for the entire market (eg Coca-Cola) now use market segments (Coca-Cola Light, Coca-Cola Zero, etc ...) or customize even more locally ( Coca-Cola in Spain is not the same as in Morocco, there is much sweeter because like most to the market). A good exercise is to enter the web of Coca-Cola and see its product range. Read the description of each product and see that some are the same, but differently oriented segment: Coca-Cola.

On the internet, the marketing strategy we apply is always that of micro-segmentation.

If you want to know more about this technique, this article can help you: what is micro-segmentation

I hope I have helped you clarify the terms and what time you can distinguish macro-segmentation, segmentation and micro-segmentation.

Keep in touch

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