Articles Digital Marketing and creating online businesses.

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.

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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: The coronavirus has caused a huge general stoppage in the fashion industry, either due to the closure of stores or factories to protect their workers, by voluntarily turning to the production of garments for medical use or because its production depended mainly on China or Italy. Fashion, which produces more than 10% of the total CO² emissions on the planet, is the second industry that consumes the most water. Plastics have replaced natural fibers and polyester is used in 60% of production, generating two to three times more carbon than cotton without degrading in the ocean. Greenpeace indicates that the washing of garments throws the equivalent of 50 billion microfiber fragments into the sea.

7. Replacing oil derivatives: The Ellena MacArthur Foundation points out in a study that 40% of plastic packaging ends up in landfills, a third in the ocean and only 14% is recycled. This draws a critical scenario. Therefore, the search for replacement of biopolymers and the implementation of 100% functional strategies for recycling is a necessity for the industry. The startup Oimo, located in La Salle Technova, the La Salle-URL innovation park, is dedicated to the design of new ecological materials in Spain and the United Kingdom. With the aim of reducing the 14 million tons of plastic that ends up in the ocean, it has developed a water-soluble material as an alternative to plastic packaging. In this sense, the Innova Institute considers that sustainable entrepreneurship in alternative packaging to plastic will be reinforced in 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: The Covid-19 has promoted the development of teleworking, but it has also shown that this option has minimum conditions for its development. Previous experience makes it possible to recognize the collaborative economy models associated with these proposals such as shared offices, shared garages and coworking spaces. The strength of these movements has led communication companies such as ETB, Movistar and Mapfre Seguros to present their users with coworking spaces. However, minimum conditions must be ensured to optimize results, both the separation of environments between family and work, facilitating innovation when interacting with companies in the same sector, knowledge transfer or generating alliances and complements when spaces are given. with companies from different sectors.

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.

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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

How's the lockdown going?

I hope both you and your family are doing well. Here in Barcelona we are pulling ... starting now the third week.

As you already know, the success of an entrepreneurial project depends largely on 3 things: that the product or service is of quality, that there is a need in the market and that you make a good marketing plan. Due to COVID-19, the needs of people and companies have changed, so if we are able to detect them, we will gain a competitive advantage.

Last week we met a part of the La Salle Entrepreneurship and Innovation research team to jointly analyze the entrepreneurial opportunities that are emerging due to COVID-19. We detected 10 areas in which new opportunities to undertake are emerging once the pandemic ends.

These areas are:

  1. Telecommuting
  2. Online training
  3. Connections security
  4. Online access to healthcare
  5. 3d print
  6. Support services for the elderly
  7. Wellness at home
  8. Leisure and entertainment
  9. Access to culture
  10. Logistics

If you want to read the original article, you will find it here: (in English for now)

We sent the article to the La Salle-URL press department and it seems to have been very well received in various publications. I put below sites where you can find the article in Spanish and in some cases a little more summarized.

Here you will find a version in Spanish that has been published in Emprendedores magazine: Ten opportunities to undertake when Covid-19 is over

And here is another version that they have published in American Retail: Ten opportunities to undertake when Covid-19 is over

And another for Self-Employed and Entrepreneurs: Some activities where it will be easier to undertake after the COVID-19 crisis

Also Head Topics has published: Ten opportunities to undertake when Covid-19 is over

The magazine Innovación Económica has also published it: Ten post-pandemic business ideas

And curiously, the fashion magazine Harpers Bazaar, has also published it: Ten opportunities to undertake when Covid-19 is over

I hope the article is useful to you and that you also see opportunities that you can take advantage of.

This week we are working on another article dedicated exclusively to entrepreneurship on issues related to sustainability, I share it with the one that is finished.

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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Cultural Marketing - Digital Marketing for Cultural companies in 2020

Design a good strategy Digital Marketing It is important for all kinds of companies, but especially for cultural given the peculiarity of its diverse publics and the scarce resources with which they must obtain good results.

The secret of the Marketing Cultural is segmentation. The key to success is understanding that you are a sniper attacking certain segments. And the attack must be done with specific content that you know will have value for that segment. It is important that you understand what "will have value for that segment" ... this is the key ... you must know your audiences.

It is also important to have clearly in Digital Marketing There are 4 growth strategies that you can put into practice, and that can be perfectly applied to Cultural Sector. These are:

Market penetration strategy: You are looking for more audiences like the current segments you already have. Enter Google Analytics -> Acquisition -> Search Console -> Landing pages -> click on the most searched. Improve the SEO of these pages and you will have more traffic like the current one.

Product Development Strategy: Get your current clients to hire more services. Create a funnel with various services / products that have more and more value and that the same customer, start with the wide part of the funnel and as he gets to know you, he hires more services of greater value to him and higher turnover.

Market development strategy: You need to attack segments that you don't have now. Make a list of the market segments of your industry and select some of those that are not your clients. Analyze why they are not, adapt one of your products or services to fit that segment and publicize the service (with SEO and advertising).

Diversification Strategy: Attack new segments with new products. This is the riskiest strategy because there are two variables that can fail you ... it is the last one that you should carry out. Select a segment you don't have and create a specific product for that segment. Include it on the web and do SEO and advertising to attract that new segment.

Again, the important thing for the Marketing Cultural is that you don't mix segments. Remember that you are a sniper ... the temptation will be great ... you will think "since I do it for this segment, I also include the rest" ... no! It will not work. This is the key to Digital Marketing for Business Cultural. Believe me, I have designed strategies for many.

If your company is in Catalonia, you should know that the SDE (Business Development Service of the Department of Culture) has opened, just two weeks ago, the aid to create Marketing plans Cultural Enterprise. You will find the information here: Marketing consulting for Cultural Enterprises

If you need us to help you put these strategies into practice, contact us for a first meeting: Contact

If you want to know the techniques Digital Marketing that work well this 2020, you will find them here an article that I wrote last week: Digital Marketing techniques that work in 2020

The image with which I illustrate this article you are reading is taken from my new book “Guide to create your online action plan”. It is not yet for sale (we are in the revision phase of the edition), in the book I explain in more depth the 4 growth strategies. The one with the link will post it under these lines.

I hope the article has been useful to you.

Keep in touch.


How to move from selling products to selling solutions

In the changing environment in which we live today, companies need to innovate with all the resources available to them. One of these resources is the Business Model (the system by which a company creates value, offers that value to a specific target audience and collects the value in the form of income). Innovating in the Business Model is a capacity of companies called Business Model Innovation (BMI). The objective of the BMI is to disrupt the market by creating a model that gives the company a competitive advantage.

When what the company wants is not to disrupt, but to survive a disruption from a competitor, that process is called Business Model Adaptation (BMA) and consists of changing the current model to adapt to the new environment.

One of these changes in the business model that many companies are carrying out in order to survive in the current environment is to move from selling products to selling solutions. This type of Business Models in English are called Outcome-Based Business Models... in Spanish it is difficult to give it a name that conveys what it really is ... so we call it Business Models Based on Selling Solutions instead of products. The ultimate goal is to increase turnover and maintain a closer relationship with your current customers (get captive customers).

Examples of "How to sell products to sell solutions"

B2B example (business to business): the example of a book is that of Xerox and how it goes from selling photocopiers to selling the service of charging for photocopies, from the machines that companies rent for a small price and install in their offices. But it is also the change that Amazon made in the early 2000s… it went from being a book store to a comprehensive solution for writers, and then for all kinds of companies.

Example B2C (from business to consumer): we are a veterinary clinic and we have gone from selling single consultations to a flat monthly fee for animals that require special treatments. Another example related to animals… we sell cat food and we know that every two months our customers will buy a 5 kg bag of feed. We offer them an annual flat rate and automatically send them every two months the feed for their cat so they don't have to worry about shopping. We can do it at a slight discount to motivate customers. In the tourism sector, the change has already taken place years ago… products are not sold, experiences are sold.

What exactly is the change from “selling products to selling solutions”:

Stopping selling products to sell solutions is not easy to do, so when a company succeeds, usually someone writes a case. Well, today I was reading one of these cases, and I found it interesting to share how they did it, in case it can serve as an inspiration to any of the readers of this blog. Here is a little summary:

From the supplier's point of view: This goes from a model based on making money selling a product, carrying out its maintenance and selling spare parts, to earning money depending on whether or not your product achieves the results that the client wants. The product, maintenance and spare parts become expenses. Revenue will depend on the feasibility of the solution.

From the customer's point of view: This one becomes dependent on a provider with whom you are going to have an almost dependent relationship, it will be very difficult to change providers. Your business model and that of the supplier must be aligned.

How the change is made

The change requires three phases:

Phase 1 of: "How to go from selling products to selling solutions"

Definition of the new value proposition: in this phase we must identify the opportunities in the creation of value with our clients. We must look for opportunities that are win-win (win-win) and evaluate the potential benefits that it could bring for our company. We also have to determine which products are going to become services and how this fits into our client's strategy. Being a good listener to customers and clearly understanding what they need to fix is ​​a key success factor. The feedback from our commercial department will be decisive in this phase. You have to listen carefully to the customer and to our commercials.

Phase 2 of: "How to go from selling products to selling solutions"

Description of how customer service will be provided. This phase has two well differentiated key processes:

  • The design of the service: design of the value architecture, design of all the processes and the adaptation of the products that are going to be converted into services.
  • Customer relationship design: risk analysis, design of performance measurement indicators (KPIs, by Key Performance Indicators) and the creation of the contracts that will govern the relationship with the client.

Phase 3 of: "How to go from selling products to selling solutions"

Execution of the service and control of the final result: This is the phase in which the solution is installed for the client and all processes are refined to explore opportunities for improvement. Also in this phase it is necessary to train our sales team to effectively sell solutions. Likewise, during this phase the control mechanisms are implemented and it is analyzed if the distribution of value between us and the client is fair (if the relationship with the client is really win-win).

I hope this summary was interesting and inspiring to you.
If you want more information about "How to move from selling products to selling solutionsHere are some links that may interest you:

Keep in touch!

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What are the dynamic capabilities and what they

What are the dynamic capabilities

Dynamic capabilities are the different skills, processes, procedures, organizational structures, decision rules and disciplines that allow the detection and capture of opportunities that appear in a company. This is the academic definition. Hope you understand it. If not, keep reading please.

Dynamic capabilities enable companies to create, deploy, and protect intangible assets that, in the long term, will enable superior business performance. Hence, it is important to detect in your company what these capabilities are and that you promote them. Firms with strong dynamic capabilities are much more entrepreneurial and better adapted to changes in the market.

Why do we call them dynamic capabilities?

Well, as opposed to non-dynamic capacities. The dynamics allow to change, to evolve the company. The rest of a company's capabilities allow it to operate normally, and obviously they are just as important as the dynamics. It's just that having dynamic capabilities in fast-moving environments like today has become a competitive advantage. Hence we are now talking about this ability.

Types of dynamic capacity

There are at least 3 dynamic capabilities that you should develop:

  1. The ability to know how to detect opportunities and threats.
  2. The ability to know how to take advantage of opportunities.
  3. The ability to maintain, combine and grow the tangible and intangible assets of our company.

In relation to the latter, one of the intangible assets of our company is the business model.

The adaptation of business models is the object of study of my doctorate: the ability to adapt a business model when this is necessary for the survival of the company. My general research question is “If everyone knows that when the market changes, companies also have to change to adapt. Why are there companies that do not change and die?

Obviously the answers are many and not all are the field of the "management” Some of them are explained from the point of view of people's psychological behavior (risk aversion, fear of change, fear of failure, etc.). In my case, I analyze the reasons from a business point of view, not from a psychological one.

At least there is

Returning to dynamic capacities, as I have already mentioned, in my research and in my professional work, I am focusing on the capacity of "Business Model Adaptation", that is, the capacity to change and adapt the business model of a company to adapt to changes in their environment.

At the moment in which we live, with Amazon and Alibaba spreading all over the world, COVID-19 disrupting the markets, in a world where the Earth is flat and the market is almost infinite, and where all information can digitize… it is clear that we must adapt and change.

On the other hand, I think it is essential that someone help companies to adapt, instead of trying to make companies disruptive and that they are the ones who break and transform the markets. It seems unrealistic to me to think that SMEs in our country are going to be able to survive by being disruptors... Some of them, obviously, but I think it is more appropriate to help them develop the capacity to adapt. It is clear that to adapt successfully you have to be creative and innovate... one thing does not take away the other.

Well, I won't go any further. In this article I only wanted to explain a little better what dynamic capabilities are (Dynamic capabilities), and that this reflection will help you think about which are those of your company or those of your person. Are you able to detect opportunities and threats? (or put another way, do you have time to detect opportunities and threats?) and are you able to recombine your company's resources to take advantage of those opportunities? Does day to day drag you and you can't stop the inertia of your business to adapt it? Do you dare to do it?

I hope I have gotten the reflection.

as I have already commented

You will find more information on dynamic capabilities here. It is a closed article by the best specialist in dynamic capabilities. Just by reading the abstract it will be useful to you. If you have a way to get the entire item, you'll love it.

If you want to know more about business models, there are two articles of mine that can help you:

  1. On the difference between strategy and business model
  2. Whether or not they have changed the types of business model
  3. as I have already commented

Let's keep talking

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