Notitur May / June 2015 by Amdetur

Year XXVII May - June 2015

2015

Official Magazine of the Asociación Mexicana de Desarrolladores Turísticos, A.C. amdetur.org.mx

May June

»Connections Who’s the Buyer? Getting to know the new timeshare customer

»Legal Aspects Cancelation of taxpayer

registry numbers for Micro-industrial Limited Corporations

SMART

TOURIST

DESTINATIONS

AMDETUR

Amdetur Agenda and Covention 2015.

Marketing:

Metrics and Analytics.

BOARD OF DIRECTORS CHAIRWOMAN

Ana Patricia De la Peña Sánchez Original Resorts VICE PRESIDENT Gerardo Rioseco Orihuela PROVAC Posadas EXECUTIVE Gonzalo Maqueda Cornejo PRESIDENT AMDETUR

SECRETARY

Carmen Carballido Starwood TREASURER Jorge E. Téllez Landín Sol Mar

COUNCIL MEMBERS

Fernando Azcona Lizárraga / Villa Group Javier Robles / Grupo Vidanta Francisco Medina / Grupo Hotelero Santa Fe Gibrán Chapur / Palace Elite Marcos Agostini / Interval International Ricardo Montaudon Corry / RCI

DIRECTOR

MAY JUNE 2015 12

Rosa de Jesús Lugo Dorantes

NOTITUR CHAIRWOMAN

Ana Patricia De la Peña Sánchez Original Resorts VICE PRESIDENT Gerardo Rioseco Orihuela Grupo Posadas EXECUTIVE Gonzalo Maqueda Cornejo PRESIDENT AMDETUR PUBLISHER Raymundo Hernández DESIGN KEMCS Diseño y Marketing www.kemcs.com TRANSLATION Elizabeth Collins Morrison elizcollins@mac.com PHOTOGRAPHY José Mata / www.pbase.com/ppmata AMDETUR Cel. (04455) 1885 8581 ADVERTISING Raymundo Hernández C. raymundo.hernandez@amdetur.org.mx rayhernandezlcc@gmail.com

LOCAL ASSOCIATIONS

C.P. Javier Vales González, Asociación de Clubes Vacacionales de Quintana Roo, A.C. / Lic. Alejandro Lemus Mateos, Asociación de Desarrolladores y Promotores Turísticos de Tiempo Compartido, A.C. (Puerto Vallarta) / Sr. Paul Wesley Little, Asociación Sudcaliforniana de Desarrolladores de Tiempo Compartido, A.C. / Ing. José Luis Centeno, Asociación de Promotores de Clubes Vacacionales del Estado de Guerrero, A.C. / Lic. Fernando de Leeuw Santiago, Asociación de Clubes Vacacionales de Cozumel, A.C. / C.P. Fernando Alaniz Cárdenas, Asociación de Clubes Vacacionales de Sinaloa, A.C. / Lic. Cristhian Orozco Oseguera, Asociación de Desarrolladores y Operadores Turísticos de Ixtapa y Zihuatanejo, A.C. / Ing. Guillermo Dávila Espinosa, Asociación de Desarrolladores Turísticos de Manzanillo y la Costa Alegre, A.C.

FEATURED ARTICLE SMART TOURIST DESTINATIONS Tourism is one of the most important economic and social phenomena in today’s world, and this is very clear in the latest figures. According to data from the World Tourism Organization (UNWTO), in 2014 there were 1.138 million international tourists, 4.7% more than the year before, and tourist activity generated 1 out of every 11 jobs in the world. Tourism has also proven its resilience to economic cycles, its potential for promoting infrastructure construction and its tremendous capacity to help create wealth in developing countries. .

Notitur Digital is a bimonthly online publication, published by the Asociación Mexicana de Desarrolladores Turísticos, A.C. (Amdetur), WTC, Montecito # 38, Piso 32, Oficinas 11 – 14, Col. Nápoles, Mexico 03810, D.F. Phone and fax (55) 5488 2028 to 31. It is a sister publication to the printed magazine Notitur, whose registry numbers are: Certificate of Valid Title no. 3856, dated April 19, 1989; Certificate of Valid Content from the Comisión Calificadora de Publicaciones y Revistas Ilustradas no. 3172, dated April 19, 1989; Reserve Certificate Number 04-2005-030817343600-102 from the Instituto Nacional del Derecho de Autor, Ministry of Public Education. Amdetur is not responsible for the advertisements or “advertorials” published in Notitur Digital. Notitur treats personal information on its subscribers accoridng to the privacy standards of the Federal Law on the Protection of Data Held by Private Parties. For more information on our privacy policy, visit our webpage at: www.amdetur.org.mx.

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MAY JUNE 2015 02

AMDETUR AMDETUR ACTIVITIES

MARKETING METRICS AND ANALYTICS

18 18

Whenever I’m about to start designing a digital communication campaign, the first thing I do is look for data. I want to understand the company’s context; it doesn’t matter if it’s a tourist company, a maquiladora or service firm. I want to know where the company is and how far it can go, and that’s what the data will tell me.

07 CONNECTIONS WHO’S THE BUYER? GETTING TO KNOW THE NEW TIMESHARE CUSTOMER

They’re younger, better educated, and wealthier. They’re also better informed before they walk in the door (75 percent have had some form of interaction with a timeshare resort before purchasing). Today’s buyers are savvier and more diverse, yet they still purchase for the same reasons people have been buying timeshare for decades: 36 percent purchased timeshare to save money on future vacations, and 31 percent bought for the flexibility the product offers.

LEGAL ASPECTS CANCELATION OF TAXPAYER REGISTRY NUMBERS FOR MICRO-INDUSTRIAL LIMITED CORPORATIONS On January 26, 1988, the Federal Law to Promote Microindustry and Artisanal Activity (LFFMAA, by its initials in Spanish) was published. Its purpose was to promote investment and encourage national economic development by extending tax, financial, market and technical assistance to this type of companies, as well as simplified procedures for creating and operating them.

www.amdetur.org.mx

amdetur.org.mx

AMDETUR

AMDETUR ACTIVITIES

FURTHER PROGRESS ON THE OFFICIAL MEXICAN STANDARD (NOM) ENTITLED “SPECIFICATIONS FOR ENVIRONMENTAL PROTECTION AND MITIGATION OF THE ADVERSE IMPACT OF CLIMATE CHANGE ON THE PLANNING, DESIGN, CONSTRUCTION, OPERATION AND WITHDRAWAL OF TOURIST REALESTATE FACILITIES IN COASTAL ECOSYSTEMS.”

AMDETUR been working uninterruptedly on this issue. In February of this year, AMDETUR presented the Secretary of Environment and Natural Resources, Juan José Guerra Abud, with its study on the impact of the NOM project. During the meeting our Association explained the points it considers to be indispensable to protect the industry, while preserving the sustainability of destinations and taking the necessary precautions regarding climate change. The response from SEMARNAT, which came from the General Department of Environmental, Urban and Tourism Promotion, headed by Carlos Sánchez García, was positive. The new draft of the NOM incorporates our comments, including elimination of provisions regarding civil protection, a substantive change in mitigation provisions, and others. AMDETUR must still follow up with the work group, however, paying particular attention to presentation of the Environmental Impact Statement Regulations, which will be presented in the plenary session of the National Consulting Committee on Environmental and Natural Resource Regulations (COMARNAT). Another specific area of interest is the definition of “coastal ecosystem” included in the regulations. Local associations should become involved by sending comments for the work group and defend the interests of their particular destinations. This could become a federally-enforceable standard, so it would affect all of Mexico’s coastal destinations. Members are also invited to send their comments about the work groups.

CONTINUING WORK BY AMDETUR AND THE MEXICAN TOURISM PROMOTION COUNCIL (CPTM) REGARDING THE TIMESHARE PROMOTION AND ADVERTISING CAMPAIGN

On March19, the Chairman of the Board of Directors, Ana Patricia de la Peña and executive chair Givette Pérez Orea met with Rodolfo López Negrete, General Director of the Mexican Tourism Promotion Council, Rubén Reachi Lugo, Secretary of Tourism for the state of Baja California Sur; and Miguel González González, General Director of Tourism Promotion for the state of Jalisco, in order to introduce a marketing campaign for timeshare and set up a cooperation scheme through which the CPTM can participate in this key initiative for the tourism industry.

support the campaign during the second half of 2015. He also mentioned that the campaign could be bolstered by a timeshare promotion campaign in social media, particularly on Facebook and Twitter, where users could share what they liked most about Mexico.

28TH CONGRESS OF THE MEXICAN CONSTRUCTION INDUSTRY CHAMBER (CMIC)

La AMDETUR estuvo presente en el 28 Congreso de la Cámara AMDETUR was present at the 28th Congress of the Mexican Construction Industry Chamber, participating in a panel on “Tourist Infrastructure: Catalyst for Investment and Jobs.” AMDETUR Chairwoman Patricia de la Peña spoke, along with Franco J. Carreño Osorio, Director of Development for the National Tourism Promotion Fund (FONATUR), Pablo Azcárraga Andrade, Chairman of the National Tourist Business Council (CNET) and Roberto Calvet Martínez, former Chairman of the Mexico City Delegation to the Mexican Construction Industry Chamber. The purpose of the panel was to discuss connective plans and infrastructure to make the country’s tourist destinations more attractive. Ms. De la Peña focused her presentation on “Three Challenges to Connectivity,” which in turn represent three major areas of opportunity for Mexico. The first of this was air connectivity, a strategic factor for the country’s connectivity. She mentioned that this is affected by its high cost compared to other regions of the Americas, in addition to its quality standards, which need improving. The second is Marine Connectivity, whre she touched on the issue of the national ports system and promoting the cruise industry. The third of these challenges or opportunities is land connectivity, referring to the highway structure and its fundamental role in connecting toward tourist destinations. Mexico’s National Infrastructure Plan already has some major railway projects: the Mexico-Toluca, Mexico-Querétaro and Trans-Peninsular railways. There are other areas of opportunity as well, like sustainability, preservation of natural resources at tourist destinations, the creation and consolidation of tourist projects, taking advantage of various sub-sectors of tourism like cultural, business and eco-tourism, health and sports tourism, and others. Ms. de la Peña concluded by saying that tourism is a natural catalyst for infrastructure, and generates unique synergies between public and private investment. By investing in tourist infrastructure, the government can trigger a virtuous circle that stimulates private investment and makes it more profitable, in turn leading to greater benefits for society at large.

Rodolfo López Negrete recognized the importance of the vacation ownership industry in our country, remarking that the CPTM would 2

NOTITUR 2015

AMDETUR

WORK WITH THE FEDERAL CONSUMER PROTECTION AGENCY (PROFECO)

During AMDETUR’s most recent meeting with the Federal Consumer Protection Agency, PROFECO head Lorena Martínez expressed her concerns over the image that timeshare fraud has given Mexico elsewhere in the world. In light of this issue, PROFECO recently created a National Verification Program in which it visits the country’s leading tourist destinations to monitor timeshares. Ms. Martínez promised to work efficiently with other agencies like the ministry of Tourism, the Ministry of the Economy, Ministry of Communications and Transportation, and Ministry of Foreign Relations, among others, and asked AMDETUR to specify its requests regarding the work plan with other government organizations. Among the most representative progress made on this issue were: • Incorporation of the National Timeshare Verification Program into PROFECO’s regular duties in the country’s leading tourist destinations. • Develop a campaign through PROFECO’s website in order to publicize information on timeshare companies with registered contracts, and also to publish the requirements for obtaining this registry. • Discussion of the possibility of including Timeshare properties in the National Tourism Registry and new Regulation on the General Tourism Law. • Discussion of the possibility of incorporating Timeshare companies with standardized contracts into the public information provided by DATATUR. Finally, the head of PROFECO asked the Secretary of Tourism for Baja California Sur to coordinate with the state’s government to sing an agreement on setting up a verification unit at that tourist destination

GENERAL LAW ON MEDICAL TOURISM

On March 27, the National Tourism Committee of COMPARMEX held a meeting, in which Armando Ríos Piter introduced a bill for the General Law on Medical Tourism, laying the foundations for a new international tourism policy in the area of medical care. On March 20, 2014, the draft of a decree was proposed that would allow the Ministry of Health to issue certifications for service providers in the area of medical tourism. In keeping with this project, and taking into account the fact that medical tourism has become one of the leading source of tourist revenues and demand in the world, the challenge is to boost Mexico’s role as a world-class destination for medical tourism.

• “A conventional tourist stays 3 nights and 4 days on average; a

medical tourist, between 5 and 15 days, depending on the recovery period. • “The large size of the natural market, which is made of “baby boomers” from the US and Canada, particularly retirees, thousands of which are actively looking for ways to preserve their quality of life at the best price. Research has shown that the first factor that determines a place to live are its hospital facilities. Mexico has around a million and a half US and Canadian citizens residing here. • “The medical tourism industry is growing exponentially, and the beneficiaries are hospitals, clinics, doctors, nurses, paramedics, ambulances, clinical labs, drugstores, hotels, housekeepers, waiters, bellhops, travel agencies, airlines, tourism service providers, taxis, car rental, restaurants, real estate and veterinary clinics.

“So far, Mexican medical tourism has evolved without the support of public policies, so establishing a regulatory policy to provide infrastructure and promote medical tourism is crucial for turning this industry into a substantial component of the tourist industry, because of its contribution to the economy employment.” TIANGUIS TURÍSTICO

From March 23 to 26, 2015, the 2015 Tianguis Turístico was held en Acapaulco, Guerrero, an event that yielded the following results, according to the Secretary of Tourism, Claudia Ruiz Massieu:

• 31,000 business appointments, seven percent more than

projected; • 2,500 presenters • 540 business suites, the highest in the event’s history • Across a space of 22,500 square meters, the largest ever in terms of installations, some 690 buyer companies from around the world attended--including, for the first time, some countries of the Mideast and Africa, and an unprecedented number from South Korea, as well as Latin America. • Countries like Tunis, Morocco and Lithuania participated • Of the 690 companies, 266 were Mexican and 424 were international, 50 percent more than in the last Tianguis Turístico at Acapaulco Another novelty was the presence of the Development Banks, with an offering of financing from Bancomext (Mexico’s Eximbank), Nacional Financiera (NAFIN)( and the Financiera Nacional para el Desarrollo, which met directly with a little over 200 companies. NAFIN identified financing needs of one billion pesos among companies that attended during the three-day event. ◄

The bill includes the following text:

• “The importance of Medical Tourism requires that a business

model be develop where all services are interrelated in order to ensure quality and safety. Mexico must urge satisfied patients to communicate their experience through word-of-mouth advertising to all possible users in the neighboring country to the north. The benefits of promoting medical tourism include: • “High profitability: a conventional tourist spends USD1,500 dollars and a medical tourist between $5,000 and $20,000 per stay, depending on the treatment. amdetur.org.mx

MARKETING

METRICS AND

ANALYTICS

By Antonio Salgado / Founder / CEO Strategy in digital communications, brand psychology, Edu&Startp Community Director #SMCMX Sales Sr. at Analytic mobile /Neuro & PsychoMkt http://asalgado.com

henever I’m about to start designing a digital communication campaign, the first thing I do is look for data. I want to understand the company’s context; it doesn’t matter if it’s a tourist company, a maquiladora or service firm. I want to know where the company is and how far it can go, and that’s what the data will tell me.1

The first data I’m going to look for are metrics2. For me, these are Key Performance Indicators (KPIs)3, which, for digital purposes I will divide into the following categories:

Business goals Conversion, Sales, Retention and Loyalty

It’s obvious what we want to know. It’s also obvious that we need certain technology, like a customer relationship management (CRM)4 system that helps us to discover who among are possible consumers are prospective clients; an accounting system that lets us discover how many sales we’ve made and other systems to determine whether loyalty programs are working and shared among consumers.5

Traditional metrics CTR, Bounce rate, hits, shares

Traditional metrics tell us how many impressions our ads make in search engines when potential consumers conduct searches related to our products or services, how many leave our sites, in what part of our web site they leave it, and finally, what and how many times our content is shared and on what networks or platform.

Emerging metrics Mobile opt user, buzz, sentiment, usability These metrics are even more interesting. They give us additional information on the consumer, and are things that are normally not asked because they’re either not known or taken for granted. For example, if I were to ask my students if they’d had a chance to have breakfast, the most logical answer I’d expect is a yes or a no; but when they also give me a reason why they haven’t had breakfast, I have 4

NOTITUR 2015

MARKETING FINANCIAL PERFORMANCE

KEY PERFORMANCE INDICATORS

Turnover

Cashflow

EBIT emerging metrics; otherwise anything we see in the social media is just that--things or messages. We have to remember that social network strategies are medium and long-term efforts; they’re not instantaneous, and the success stories we’ve seen or heard about in congresses or courses already have a previous data record and have gone through exactly the same processes I’m describing.

Customer Satisfaction Process Cost Delivery Reliability

The first system for analyzing digital communications is the one we insert into our website and/or online shop or e-commerce site--one example is Google Analytics8. The procedure for installing this system’s code is fairly simple. The interesting thing is in the tool’s settings, which if done right can give us a lot of information about visits, operating systems, stay times, new and repeat users, and what’s more, new Google Analytics functions together with Adwords9 can tell us what messages on the social media generate a purchase, prospects and even the investment cost of the message, or the source that generates a phone call, among other things. This is important information for calculating return on investment (ROI)10 for our strategy.

Error Rate Cycle Time PROCESS PERFORMANCE

The following analytics systems are directly related to the social networks. These systems can indicate how many messages relating to us are circulating in the social media, web sites, blogs11 and digital portals. They can also tell us the sentiment of those messages, the geographic location, and even the platform they were sent from . I don’t recommend the use of free analytics system, because these are normally limited to already-defined temporalities that have no use because they are past analytics, meaning we will always be reacting with a delay. Ideally, we need payment systems to conduct these analyses, because they let us store dada for an extended period of time and look it up whenever we need it. We can have evolving, real-time systems; we can also have access to more functions, like detecting possible crises due to the volume of mentions or users, social tagging like hashtags12, peak traffic times, most widely used

an emerging metric that lets me then offer an added value to my training, like offering breakfast during class. Another interesting example was when Facebook launched its mobile app; the did didn’t expect the users’ response-they measured the previous points but it didn’t occur to them to pay attention to all the users’ comments and recommendations to each other on their Facebook walls. When they started to pay attention, it helped them to greatly improve the program, correct errors and modify their policy on data usage and protection.6 Obviously these are not the indicators I’m looking for; every company has its specificities, but I believe it’s a good starting point to align the business goals of the digital word. Being clear about these objectives will help us understand the numbers we get from the analysis system, or analytics.7 Now that we have a horizon with indicators, it is important to have data from the analytics systems, because without them it is almost impossible to understand a digital context and generate a strategy for digital communication, crisis management and amdetur.org.mx

MARKETING

platforms, social influencers, and a long line of etceteras that make the difference between knowing and finding out where our company is at this time, and the business opportunities that can be seized or missed.13 Analytics systems don’t tend to be cheap; the simplest and most useful start at $60 dollars a month and the most complex can be as much as $4,000 dollars a month. These represents and investment that, if channeled correctly, is high-value. There are few free services worth the trouble. The problem is that a good system requires technical support (systems engineers) to make some adjustments and settings for the program, or computer capacity to handle large volumes of data show them properly in graph form. To sum up, we are working with various types of data: Big Data14: Large amounts of unstructured data, like social media, and in general all the information generated on the web.

Smart Data: methodology with which we can make business decisions based upon the analysis of Big Data and Small Data.

Small Data15: Discrete amounts of data, like business accounting. Smart Data16: The methodology we can use to make business decisions based on an analysis of Big Data and Small Data. All together, making combined use of these data and analytics, it is always possible to make business decisions, and even to conduct predictive analysis of the consumption times of our captive clients and prospects, in order to provide help when it comes time to make a decision, and influence them to choose our services and/ or products more or less independently of what others think--and these are always a significant factor for consumers, but this is the subject for another article on social psychology applied to business and influencing methods). Some tools used and recommendations are listed below: Pay: AnaliticPro http://www.analitic.cl/ Octosync http://www.analitic.cl/productos/octosync/ Tweetreach https://tweetreach.com/ Trendsmap http://trendsmap.com/

Network Analysis Programs: Gephi http://gephi.github.io/ Socnetv http://socnetv.sourceforge.net/ Cytoscape http://www.cytoscape.org/ NodeXL http://nodexl.codeplex.com/ Netvizz https://tools.digitalmethods.net/netvizz/facebook/netvizz/ Social CRM @ Twitter Venddo http://www.venddo.com/ ◄

Free: Graph search https://www.facebook.com/about/graphsearch Facebook analytics Twitter analytics https://analytics.twitter.com Topsy http://topsy.com/ Google Trends http://www.google.com/trends/ Google Analytics: Basic training in Google analytics Online and free https:// analyticsacademy.withgoogle.com/ Google Analytics Group on Google Plus https://plus.google.com/ communities/101074850362306833265

Sources: 1- http://upload.wikimedia.org/wikipedia/commons/e/ed/Software_AG_KPI's.JPG 2- "Métricas e Indicadores - Centro de Investigación de la Web." 2003. 25 Mar. 2015 3- "Performance indicator - Wikipedia, the free encyclopedia." 2008. 25 Mar. 2015 4- "CRM - Wikipedia." 2006. 25 Mar. 2015 5- http://pixabay.com/static/uploads/photo/2014/03/07/21/41/analytics-282739_640. png 6- https://c1.staticflickr.com/1/77/179564306_ada5926b98.jpg 7- "Social Analytics: Medición del Marketing en redes sociales ..." 2012. 25 Mar. 2015 8- "Google Analytics Official Website – Web Analytics & Reporting." 2005. 25 Mar. 2015 9- "Google AdWords." 2010. 25 Mar. 2015 10- "ROI - Wikipedia." 2008. 25 Mar. 2015 11- "Blog - Wikipedia, la enciclopedia libre." 2004. 25 Mar. 2015 12- "Hashtag - Wikipedia, la enciclopedia libre." 2010. 25 Mar. 2015 13- http://upload.wikimedia.org/wikipedia/commons/9/9b/Social_Network_Analysis_ Visualization.png 14- "Big data - Wikipedia, la enciclopedia libre." 2012. 25 Mar. 2015 15- "Small data - Wikipedia, the free encyclopedia." 2014. 25 Mar. 2015 16- "Turning Raw Data Into Smart Data - InformationWeek." 2013. 25 Mar. 2015

NOTITUR 2015

ASPECTOS LEGALES

CANCELATION OF TAXPAYER REGISTRY FOR MICRO-INDUSTRIAL LIMITED CORPORATIONS By Eduardo Joel Ibarra Acosta. General Director of Outreach and Regulation Federal Taxpayers’ Defense Agency

n January 26, 1988, the Federal Law to Promote Microindustry and Artisanal Activity (LFFMAA, by its initials in Spanish) was published. Its purpose was to promote investment and encourage national economic development by extending tax, financial, market and technical assistance to this type of companies, as well as simplified procedures for creating and operating them. The LFFMAA establishes only two requirements for the incorporation of microindustrial limited corporations: a) Authorization by the Ministry of the Economy or the authorities to which it delegates this function, regarding the content and form of the corporate charter; and b) A statement of intent to incorporate by the corporation’s partners, made before the Public Registry of Trade of the corporate domicile. Unlike other commercial corporations in general, under the LFFMAA, microindustrial limited corporations need not formalize any of their corporate actions before a Public Notary or Commercial Notary, and if they wish to dissolve, they need only present the certified documents corresponding to their dissolution and liquidation to the same Public Registry of Trade. Up until last year, these companies had been having problems when they tried to cancel their listing with the Federal Taxpayers’ Registry (RFC). This was because according to Processing Form 83/CFF which the companies had to fill out and submit to the tax administration authorities, companies applying for cancellation of that listing as a result

amdetur.org.mx

ASPECTOS LEGALES

of the total asset liquidation referred to in Rule II.2.4.2, section XIV of the Miscellaneous Tax Rules for 2013, were required, among other things, to present a certified copy and photocopy of the notarial document certifying the corporation’s liquidation, without distinction as to the specific features of micro-industrial companies explained above. The Federal Taxpayers’ Defense Agency (PRODECON) became aware of the obstacles this type of company were facing in various parts of Mexico, so it conducted a Systemic Analysis1 and found that, in fact, the tax administration service was refusing to cancel the RFC listing of micro-industrial limited corporations that had been created in accordance with the LFFMA, specifically because they had not supplied the notarized public instruments (before a Notary Public or Commercial Notary) certifying their liquidation. In light of this situation, and in defense and protection of these taxpayers’ fundamental rights, PRODECON proposed that the federal tax administration authorities take the necessary actions to modify processing form 83/CFF. It suggested that the rule stipulate that in order for these companies to cancel their RFC listing it would be sufficient for them to present the minutes of the extraordinary meeting approving that dissolution and liquidation, duly registered with the Public Registry of Trade. PRODECON argued, as mentioned above, that the applicable laws--the LFFMA--do not oblige these companies to formalize their corporate actions through a notarial certification, but this was being required of them in order to cancel their RFC listing. In response to PRODECON’s request, the federal tax authorities made an addendum to the above-mentioned processing form regarding the Notice of Cancelation of RFC listing due to total asset liquidation referred to in Rule II.2.4.2 of the Miscellaneous Tax Rules for 2014, and in the current processing form 82/CFF referred to in rule 2.5.16, section XIV of the Miscellaneous Tax Rules for 2015, clarifying that companies created pursuant to the LFFMAA would not be required to present a certified photocopy of the notarial document certifying the corporation’s liquidation, and that they would only be required to provide an original or certified copy of the registry of the minutes of the extraordinary meeting approving that liquidation, with the Public Registry of Trade corresponding to the corporate domicile.◄

1- Systemic Analysis 12/2013, which can be viewed at: http://www.prodecon.gob.mx/ Documentos/AnalisisSistemicos/2013/12-2013-analisis-sistemico/

NOTITUR 2015

ADVERTORIAL

¿CÓMO DIFERENCIARME DE LOS DEMÁS? ¿Qué tanto importa la satisfacción del cliente? ¿Qué tan importante es saber que piensan de tu empresa? Hoy en día el cliente se vuelve más exigente y es común escuchar comentarios o quejas del mal o buen servicio de algunas empresas. Los turistas siempre están a la orden del día y buscan llenarse de buenas experiencias a través de los servicios que ofrecen las empresas en este sector. ¿Qué es lo que quiere un turista al viajar? Tener una estancia plena y satisfactoria. ¿Cómo? A través de un excelente servicio y una experiencia única que lo motive a regresar en su siguiente viaje. Con los avances en TICS, el acceso a la información y la movilidad que se tiene actualmente con una gran diversidad de dispositivos móviles, herramientas como Tripadvisor, uno de los sitios de consulta y expresión más representativos hasta el momento, se han convertido en un indicador predominante sobre el servicio y la satisfacción del cliente para los proveedores de servicios turísticos. Esta situación se ha vuelto un requerimiento ante el tan saturado y competitivo mercado turístico, por lo cual las empresas, deben contar con personal altamente capacitado, orientado al servicio con las habilidades y aptitudes que se requieren para satisfacer los deseos, necesidades y expectativas del cliente. Esto es posible, gracias a empresas especializadas en brindar soluciones mediante capacitación, consultoría y desarrollos tecnológicos. Una de ella es Rauda Consultores, que cuenta con más de 12 años de experiencia brindando soluciones empresariales orientadas a la innovación en el servicio, medición de impactos, desarrollo de personal así como buscar un crecimiento integral de la empresa con base a la productividad y efectividad de las estrategias que desarrolla a la medida de cada cliente. Durante este tiempo ha beneficiado a más de 7 mil micro, pequeñas

y medianas empresas a integrar nuevas y mejores tecnologías de información que se reflejan en fortalecer su presencia en el mercado, ser más competitivas y principalmente orientar sus estrategias a la total satisfacción del cliente. La metodología de Rauda Consultores permite detectar las áreas de oportunidad de las empresas a través de un análisis exhaustivo principalmente en su personal y estructura organizacional, con lo cual, han logrado aumentar las ventas, el nivel de satisfacción del cliente, disminuir costos para el incremento de las ganancias y desarrollar unidades estratégicas de negocio en los sectores Comercio, Servicios y en especial el Turismo a nivel nacional.

Rauda Consultores es un referente a nivel nacional, al ser de los precursores en la inclusión e implementación de beneficios en TICS, en proyectos integrales de capacitación y consultoría que fortalecen a las empresas en relación a sus capacidades y habilidades administrativas, financieras y comerciales, que ha impactado en el desarrollo económico del país. El fortalecer e integrar a las empresas turísticas, es una premisa importante a considerar, por lo cual empresas especializadas como Rauda Consultores, son una excelente alternativa para agregar valor a los proveedores turísticos, así como su lema dice:

amdetur.org.mx

Que no lo hayas intentado, no significa que no puedas hacerlo ¡PIENSA EN GRANDE!

ARTICLE

â&#x2013;˛Images: Barcelona and Palma de Mallorca.

NOTITUR 2015

ARTICLE MERCADOTECNIA ASPECTOS LEGALES

SMART TOURIST

By D. Antonio López de Avila Muñoz Chairman of the State Society for Innovation Management and Tourism Technology, S.A. (SEGITTUR)

DESTINATIONS T

ourism is one of the most important economic and social phenomena in today’s world, and this is very clear in the latest figures. According to data from the World Tourism Organization (UNWTO), in 2014 there were 1.138 million international tourists, 4.7% more than the year before, and tourist activity generated 1 out of every 11 jobs in the world.. Tourism has also proven its resilience to economic cycles, its potential for promoting infrastructure construction and its tremendous capacity to help create wealth in developing countries.

1. Nota de prensa de la OMT publicada en junio de 2015

Nevertheless, the management of tourist destinations has been significantly affected in recent years by the emergence of new trends that have transformed the tourism market as we knew it just a few years ago. Trends that have affected both demand--the entry of new kinds of tourists and changes in consumption habits--and supply--upgrading of results through new technologies and innovations across the value chain. NOTITUR 2015

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Lloret de Mar ►

With this scenario shift, resorts must prepare themselves to transform potential threats into real development opportunities and to improve their competitiveness in this changing environment. We must take action to make sure the destinations and the companies that operate in them can face these changes by building a strategic position based on competitiveness, profitability and sustainability over time. Spain, one of the world’s leading countries for tourism, has been one of the first to react to these changes through a reconversion of its tourist resorts. Its National Tourism Plan for 2012-2015 called for the creation of “Smart Tourism Destinations,” quickly adapting tourist destinations to incorporate innovations in the form of new technology, sustainable development (in its various forms) and offering comprehensive tourist experiences. The program is being led by the State Society for Innovation Management and Tourism Technology (SEGITTUR). But what is a Smart Destination and what are the elements that make it possible? SEGITTUR defines it as:

"An innovative space for tourism, accessible to all, built on cutting-edge infrastructure technology to guarantee sustainable development of the territory, facilitate visitors’ interaction with and integration into the environment, and improve the quality of their experience at the destination, as well as the quality of life of its residents." The fundamental pillars supporting smart tourist destinations are innovation, accessibility, technology and sustainability. It is also crucial that resorts turn their focus to the visitors themselves, so they can develop and introduce comprehensive smart systems intended to improve their integration into and interaction with the destination (before, during and after the trip). This means introducing elements that facilitate interpretation of the environment and decision-making, and afford a better quality vacation and leisure experience. The startup of the project in Spain involved 11 pilot destinations, chosen for the variety of tourist scenarios they offer, including: Palma de Mallorca (Islas Baleares), Villajoyosa (Comunidad Valenciana), Casteldefells and Lloret de Mar (Cataluña), Las Palmas de Gran Canaria and El Hierro (Islas Canarias), Marbella and Almería (Andalucía), Badajoz (Extremadura) and the Murcia region (Murcia). With these pilot Smart Destination projects in Spain and their prolonged experience in managing innovative solutions and technologies applied to all types of destinations, SEGITTUR has developed a unique know-how, which it is now beginning to export to other destinations around the world, like Mexico. In a 2012 memorandum of understanding on tourism between the Mexican Ministry of Tourism and Spain’s Ministry of Industry, Energy and Tourism, the two countries introduced a program of cooperation under which Mexico would develop its own Smart Destination model. The island of Cozumel was chosen as the first pilot destination, because it is a great, mature tourist destination in need of an overhaul and conversion into a 21st-century model for tourism. The goal is to make Cozumel the first Smart Island in the Caribbean.

amdetur.org.mx

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SEGITTUR prepares a diagnosis based on an audit of the destination that involved interviews with various public and private-sector figures, from the perspective of innovation, technology, sustainability and accessibility. Based on this diagnosis, a plan of action is created, with improvement indicators and recommendations that should be followed to earn Smart Tourist Destination certification. Conversion of the model requires a strategy of creating new value for the destination through innovation and technology, which will make it more competitive and profitable, through a better knowledge about what is going on in the territory in real time, a more optimum use of its existing tourist resources, the identification and startup of value in others, improvement in promotion and marketing processes, the use of more efficient, renewable energy sources, thus improving the quality of visitors’ stay and the quality of life for local residents. This type of program can improve a destination’s competitiveness in the short term, and in the medium-long term, can create jobs, increase tax revenues for the government and, more importantly, bring an unmistakable increase in general satisfaction indicators. Clearly, obtaining this recognition will be a big step forward for Cozumel in terms of its strategy and governance, and an excellent start for turning Mexico into a smart tourist destination.◄

NOTITUR 2015

▲Images: Barcelona and Palma de Mallorca.

Potente Desempeño con Tranquilidad Total Software de Servicios Financieros Para la Industria de la Hospitalidad El software de encriptación avanzada de última generación de ResortCom asegura que sus archivos y documentos estén sanos y salvos mientras nuestro personal administra su cartera con un alto rendimiento y garantiza bajos índices de cancelación.

SERVICIOS FINANCIEROS

SERVICIOS DE RESERVACIONES

Los profesionales de los centros de contacto de ResortCom junto con la tecnología de vanguardia, mantienen a propietarios y a socios felices, mientras guían el ingreso de forma segura.

Pregúntenos como logramos resultados excepcionales en el manejo de carteras y cobranza con la mejor seguridad y protección de sus datos. RESORTCOM INTERNATIONAL L.L.C.

6850 BERMUDA ROAD, LAS VEGAS, NV 89119 T 619-683-2470 F 619-683-2077 E odiliar@resortcom.com W resortcom.com AGENCY: STUDI0 2055 760.729.8205 | JOB # GBG 603473 | PUBLICATION: DEVELOPMENTS | ISSUE DATE: MAY 2015 SIZE: HALF PAGE HORIZONTAL | PLACEMENT: RIGHT-FACING PAGE | CLIENT: GBG & ASSOCIATES 619.255.1662 | RESORTCOM INTERNATIONAL

"International" IS IN OUR DNA

ResortCom International services about 250,000 timeshare owners yearly. Our company is a U.S.-based,

medium-sized organization with about 500 employees. This size allows for flexibility within our organization so that we can provide a range of cutting-edge services and a flagship, customizable software platform with the most advanced security and privacy features available. We have been providing financial, resort, leisure and technology services to the vacation ownership and resort industries for nearly three decades. Our roots are deep in Mexico, and our multicultural experts are sensitive to diverse customs and business practices. We offer a Las Vegas-based contact center staffed by a team of multilingual professionals who use an award-winning CRM system to deliver service excellence. We are known as the top performer in Global Portfolio Management--exemplified in healthy portfolios, low delinquencies and low foreclosure rates. ResortCom’s “Internationally fluent” Financial Services Division also specializes in Maintenance Fee Billing and Collections, Merchant Credit Card Services, Tax Withholding Trust Administration, Custodial Services and Lender Support, with extensive worldwide experience.

Coming soon: The release of our flagship SAAS Platform. This platform is the most advanced in the industry. The software supports multiple currencies and languages and is fully brandable. Among other features, ResortApp offers a back office component, both member and credit card websites, full points and weekly contract management options, and mobile card swiping.

For more information please email our team:

odiliar@resortcom.com (Financial Services) or miked@resortcom (Technology) or call +01-619-683-2470. amdetur.org.mx

Agradecimiento especial a nuestros complejos turĂsticos afiliados en MĂŠxico

Interval International desea expresar un agradecimiento a sus complejos afiliados en México. El apoyo que nos han prestado ha sido un factor clave en nuestro éxito en este mercado. Por cerca de 40 años Interval International se ha posicionado como líder e innovador en la industria de la propiedad compartida. Con presencia en México desde 1987, hoy la empresa cuenta con oficinas en la Ciudad de México, Cancún y Los Cabos para atender las necesidades de sus clientes desarrolladores. Interval está comprometida a seguir contribuyendo al éxito de dichos clientes y les reitera su agradecimiento por el apoyo continuo.

CONNECTIONS

WHO’S THE BUYER?

NOTITUR 2015

CONNECTIONS

hey’re younger, better educated, and wealthier. They’re also better informed before they walk in the door (75 percent have had some form of interaction with a timeshare resort before purchasing). Today’s buyers are savvier and more diverse, yet they still purchase for the same reasons people have been buying timeshare for decades: 36 percent purchased timeshare to save money on future vacations, and 31 percent bought for the flexibility the product offers.

The, conducted by HSR Associates, has given the industry a lot to think about. Here, Developments has enlisted a panel of sales and marketing gurus to provide their insights into what’s behind the changes and how we should be responding. Weighing in are: • Phil Brojan, senior vice president of marketing, RCI; • Patrick Connolly, senior vice president of owner support, and John Sutherland, executive vice president of sales & marketing, Holiday Inn Club Vacations ; • Dave Gilbert, president, Interval International; • Edward F. Kinney, global vice president, corporate affairs and communications, Marriott Vacations Worldwide Corp.; • Jeff Myers, chief sales & marketing officer, Wyndham Vacation Ownership, and • David Stroeve, vice president of sales operations, and Ginny Vietti, vice president of marketing, Breckenridge Grand Vacations.

Do you think the changes reflect an organic change within the marketplace or are developers changing their marketing tactics? Myers: Both. Today’s timeshare owners are using various devices to actively research timeshare products, and they find our products fit their vacation preferences—from the unique vacation experiences, to the ability to travel with friends and family to spacious, accommodating resorts.

amdetur.org.mx

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Similarly, companies are tapping into what these new types of buyers truly care about by expanding into the digital space, making information about our products more accessible, and being socially and environmentally conscious.

Kinney: I think the customer profile is changing in reaction to the product we’re

offering now. Points have a lower entry point, and there’s more flexibility. Younger buyers find that this more appealing. Plus, we can tailor the product to individual customer needs.

Do you think the changes reflect an organic change within the marketplace or are developers changing their marketing tactics?? Vietti:

We are using the communication tools our market uses—meaning social media, content marketing, monitoring and responding to reviews, etc. We watch the data about our tour guests and buyers to see if they start to shift dramatically so we can offer tour promotions that appeal to them. We’re incorporating more content marketing and what could be called PR to attain share of voice in the market. Our bread and butter, though, comes from “tried and true” marketing tactics.

Gilbert: New Buyers research timeshare products, and they find our products fit their vacation preferences—from the unique vacation experiences. it is so important for us to invest in the technology platforms and digital applications that enable us to meet the “real time” communication and service expectations

Developers have refined their marketing programs, and anything that doesn’t have a great ROI went away. They’re more selective as far as credit ratings, which means a higher income prospect.

Today’s buyers spend more time researching the product. Will this affect your sales process? Sutherland: I think so. The message remains the same, but the prospect is more

knowledgeable. This requires using the latest communication tools available with a professional package (delivery, message, content, and look) at every point of contact.

Brojan: Historically, our industry looked at more research as a challenge, but it’s not

a challenge. It’s our biggest opportunity. As consumers research our product online, they’re leaving useful data behind that can be used to create very tailored, one-toone presentations that increase close rates and lower sales and marketing costs. Our presentations can be hyper-personalized, with the right product presented in the most effective way.

Stroeve: What we’ve done is give our sales agents open access to information so that

they can collaborate freely with each other. This allows our sales team to stay in line with consumer awareness. It’s similar to playing chess. Information allows us remain a few moves ahead, to evolve so that we remain in front instead of trying to keep up.

What about after the sale? Connolly:

As the average age of new buyers decreases and more importantly, Gen Y and Millennials have become the new market, and it is important for us as a company to make sure we service these new customers at the pace and level they are accustomed to. That’s why it is so important for us to invest in the technology platforms and digital applications that enable us to meet the “real time” communication and service expectations that these generations have

Myers: We have to make sure our product matches the buyer of tomorrow. At the end of day, we have to evolve product. We also believe that our employees must represent the community we serve, so we embrace having a very diverse talent pool.

NOTITUR 2015

CONNECTIONS

Gilbert: We use our critical mass to create savings for members;

the value proposition is a huge focus for us as members won’t exchange every year. Our members now have apps for their smartphones as well as mobile enhancements, social media, and the Interval Community. With today’s members, we have to meet every need anywhere, anytime. Judy Kenninger, RRP, is principal of Kenninger Communications and has been covering the resort real estate industry for nearly two decades. Her e-mail is judy@kenningercommunications.com.

Recent Buyers: What’s Changed? Note: The definition of recent buyers varies slightly between the studies. Data for 1978 and 1998 from Timeshare Owners: Who They Are, Why They Buy conducted by Richard Ragatz, Ph.D., RRP. For the 1978 study (the first of its kind), all buyers were considered to be recent. In 1998, a two-year guideline was used. The 2009 data is from the AIF Vacation Timeshare Owners Report conducted by Penn, Schoen, and Berland Inc., which used a oneyear definition. The 2014 AIF Shared Vacation Ownership Study conducted by HSR Associates, refers to those having made their initial purchase in the past three years. ◄ 1978

1998

2009

2014*

Median Age

Have a college degree

51%

57%

67%

72%

Median Household Income

$23,000

$70,050

$94,938

$94,800

Singles

12%

17%

21%

Recent buyers have college degree, 39 years old and have an income of $94,800 USD

* The 2014 study includes data on new owners who made their initial purchase in the last three years.

amdetur.org.mx

Famous for making Wonder Woman swoon.

Once loaned his cape to Superman, when the Man of Steel had forgotten his at the Fortress of Solitude.

Enrique Peña, General Director Victor Reynaud, Project Director, Sheraton Hacienda del Mar Resort

With two resort-industry “Super heroes” at its helm, a whiff of glamorous international intrigue pervades the salt sea air in and around the fabled Sheraton Hacienda del Mar, in San Jose del Cabo, Mexico. Building a resort of this caliber is a towering feat in and of itself; but, since 1994, Enrique and Victor have also masterminded a vacation club and timeshare business that’s “unearthly” in its success. Super heroes though they might be, the Hacienda del Mar’s dynamic duo are wise enough to have sought sage counsel and support from Concord, which has been at their side handling collections activities since the dawn of the resort’s timeshare segment. With a superb team like this one guiding it, the Hacienda del Mar resort reaches beyond the realm of “super” to become, simply, “spectacular.”

Want to unleash your inner Super Hero?

Contact Joy Powers at (321) 293-0293. NOTITUR 2015

PowerOfConcord.com

Meridian Financial Services

Los servicios incluyen:

es una agencia de cobranza especializada que ofrece servicios a carteras completas y parciales.

• Programa de recuperación

Meridian es una compañía de vasta experiencia en la industria de la propiedad vacacional. Entendemos el impacto de la deuda incobrable, así como la importancia de mantener al día las cuentas de sus propietarios y de preservarles la confianza en la decisión de su compra.

• Cobranza completa para clientes nacionales e internacionales

“Sin Costo para Usted”

• Estrategias de cobranza personalizadas

• Presentación de informes crediticios • Rastreos • Servicios en línea • Asesoramiento en créditos y cobranzas

Para obtener mayor información de cómo Meridian puede trabajar para usted, comuníquese con: Greg Sheperd, presidente, 828.575.9564 o al 866.294.7120, extensión 6705 (EE. UU.); GSheperd@merid.com Zaida Smith, vicepresidenta de ventas internacionales, 828.575.9564 o al 866.294.7120, extensión 6747 (EE. UU.); ZSmith@merid.com NOTITUR 2015

SUS EXPERTOS EN LA RECUPERACIÓN DE CUENTAS POR COBRAR