Siantes y durante la pandemia era un desaf&iacute;o captar turistas, $ el actual entorno no lo hace m&aacute;s f&aacute;cil. La apertura de fronteras atrajo alos visitantes de alto poder adquisitivo que, ante las restricciones de sus destinos habituales en Europa oen Asia, decidieron dar una oportunidada los mexicanos, principalmente, alos desoly playa, como Canc&uacute;n o Los Cabos.
Pero tras la reapertura de los destinos convencionales, la competencia se ha intensificado, y las aerol&iacute;neas y hoteles han volteado a una herramienta que ha servido para atraer y retener a los m&aacute;s &aacute;vidos consumidores: los programas de lealtad. Aunque este formato existe en variasindustrias, ha sido en el turismo donde hatenido un mayor potencial. Seg&uacute;n un estudio dela consultora Accenture, el sector a&eacute;reo y el de hospedaje tienen el mayor dividendo de lealtad&rdquo; un indicador que pondera el valor de recompensa y el nivel de gasto requerido de un consumidor para alcanzarla.
Para Gerardo Herrera, acad&eacute;mico de la Universidad Iberoamericana, estos esquemas son un aliado crucial en un entorno en el que el nivel de servicio ya no parece ser suficiente para tomar una decisi&oacute;n.
&ldquo;No basta que te compre, necesitas generar lealtad, que es la compra repetida&rdquo;, explica. Es dif&iacute;cil competir en una industria donde los servicios son commodities, que son lo mismo uno que otro; la lealtad es tratar de inclinar la balanza&rdquo;.
Antes de la pandemia, el uso de los programas de lealtad era relativamente&nbsp;diferente entre el sector a&eacute;reo y el hotelero: mientras las aerol&iacute;neas buscaban atraer a los viajeros de mayor poder adquisitivo, los hoteles apostaban a la frecuencia derivada de los viajes de negocios, un segmento que no apunta a volver en su forma prepandemia.
<img src="https://cdn.magzter.com/1384877718/1669749762/articles/bQZsYXYFS1670915210774/XS2TGP3Dy1670915274398.jpg">
Pero la competencia desatada por el covid-19 impuls&oacute; a las l&iacute;neas a&eacute;reas a elevar su apuesta. Este ha sido el caso de Aerom&eacute;xico, que, como parte de su estrategia de reestructura, adquiri&oacute; la totalidad de PLM Premier, empresa operadora de Club Premier en la quela compa&ntilde;&iacute;a era el principal accionista.
&ldquo;El programa de lealtad es parte de una estrategia de segmentaci&oacute;n de mercado premium&rdquo;, se&ntilde;ala el acad&eacute;mico de la Ibero.
El sector hotelero ha tenido la misma diferenciaci&oacute;n entre viajeros de placer y de negocios. Cadenas como Grupo Posadas, Marriot, IHG y Hilton han apostado a sus respectivos programas de lealtad para mantener un flujo estable de ingresos y, sobre todo, recurrente.
Con la pandemia, los viajeros buscaban nombres conocidos para garantizar un determinado nivel de seguridad, dice Mario Carbone, director de Desarrollo de Hilton para M&eacute;xico y Centroam&eacute;rica. En promedio entre nuestras marcas, 60% de los cuartos son ocupados por hu&eacute;spedes del programa&rdquo;.
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