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Eight experiences of starting a business from scratch in tourism industry

Eight experiences of starting a business from scratch in tourism industry

Summary is a written material for reviewing, checking, analyzing and evaluating after a certain period, a certain project or a certain work is completed, so as to learn lessons and get some regular knowledge. Can improve our written expression ability, so we should make a good summary and write a good summary. How to write a summary without becoming a mere formality? The following is a summary of my eight experiences in starting a tourism business from scratch, which is for reference only and I hope it will help you.

1. Create what customers really need.

The road to success is full of the bodies of many startups. They looked cool at first, but they had no market at all.

If you don't want to be one of these mummies, do yourself a favor and do product and market research. If you learn from the findings of a third party, take the time to read the full text of the report, not just the key parts.

But if you don't use the power of market research at all, it will be harmful to you, because then your whole company will be based on a bunch of assumptions.

When we founded Rezgo, we built the initial system according to the needs of real customer groups. We soon found that the company's business needs were similar to those of other companies in the industry.

In addition, we have done a lot of market research to understand the size and components of the market. It takes a lot of effort, but it means that we should establish the company system according to the real market situation, instead of relying on gossip.

We established Alpha in close cooperation with the company's first customer. After we launched the beta, we solicited the opinions of many initial customers and worked with them to improve the system.

As a result, the system is practical immediately, so it also has customer value.

Step 2 do what you have to do

Before we officially launched the product, it took us two years to build Rezgo. It took us a year to develop the beta version, another whole year to do the test, and then we started charging customers.

It seems to take a long time and a lot of money. The way we keep the company running is to develop applications for travel-related customers.

We spent some time and resources on internal development to manage the company by managing customer projects. The only difference is that the customer is ourselves.

Although it takes longer than expected to develop the company's system, it makes us clear that we should spend our limited time on the most important things and develop them in the right way from the beginning.

This also gives us longer preparation time and can collect more usage trends and booking data.

Failure is the mother of success (when you use other people's money)

Believe me, starting a business with your own money, failure should not be your choice.

This is not to say that you can't make mistakes, but that you can't rashly create some wonderful creative products without doing a good job in market research, and then get frustrated and quit the market. You should spend most of your time optimizing and improving your products.

In the testing stage, we found that if we want to provide destination tourism, activity products and accommodation products in the same system at the same time, the workload will double.

After studying the market situation, we decided to focus on destination tourism and activities. Over the years, we have also revised other aspects of the business model, but the core business has not changed.

This is not to say that we are not interested in other booking product markets, such as the deployment service of spa booking and doctor booking, wooden house short rent products, or even the idea of launching B2C destination tourism products, but our bottom line is to keep this in mind: if you want to succeed in something, you must concentrate.

It is important to know your own advantages.

465.438+0 billion dollars, really?

Seriously, is your idea really worth $654.38+0 billion? You know, Kayak only sold for $654.38+08 billion, but before Priceline bought it, Kayak's team spent nine years building it and had a good revenue record.

Not all companies are worth $654.38 billion, but it doesn't matter. There are many tourism enterprises with a value of less than $654.38 billion, but they are still very successful and their income is quite good.

Therefore, you can go forward with your dream of $65.438 billion. However, when you wake up from your dream, please aim at a practical goal for your company.

5. Repeated investment

As your company starts to make a profit, you may have the idea of getting some money from it. Please don't do this. The money earned can be used to put into operation again and help the company to carry out subsequent growth and development.

When starting a business, your budget may be tight in some ways. As your income grows, you can increase your budget in key areas, such as marketing and research and development.

When Rezgo was founded, we spent every penny we earned on the operation of the company, so that we could continue to spend time developing the system without worrying about the break of the capital chain.

6. Customer value orientation

There is a legend in startups: If your website can get a large number of visitors, then you can get customers. I call it legend, because according to my experience, it is not the case.

Letting more visitors visit the website may attract more attention, but whether these attention can be converted into customers depends on the relevance of traffic.

If you invest heavily in marketing activities, you may get nothing. The more you know about the reasons why customers buy products, the more likely customers will buy products in the future.

We have long known that some marketing techniques do not work for destination tourism and event providers. We once stopped a marketing campaign as soon as it was found to be ineffective and quickly shifted our goals.

7. Data measures everything

One of my last and most important suggestions is to monitor all the data. When making decisions that affect business, please judge according to the data.

At the beginning of our business, when we decided the next strategy from the perspective of development, there was very little data available.

You can make decisions based on market noise or the latest trends, but in fact, if you can properly measure business data and get accurate results, you can use the data to make decisions.

Blindness will play a role in some things, but nothing is more practical than cold, objective and neutral data in making decisions on key issues.

8. You are not alone.

Whether you are part of a vertical product chain (such as destination tourism and activities) or your business scope runs through different vertical fields, it is important to know other enterprises in your field and know how to correctly position the market.

If you want to "subvert" this field, you may not make friends in this field. And "subversion" is usually equivalent to "high cost" because you need to seize market share from existing enterprises.

In any case, no one likes a smart aleck. In my experience, although tourism is one of the largest industries in the world, when it comes to cooperation and networking, the world of tourism is actually the smallest.

Your success often depends on the cooperative relationship with other tourism enterprises.

Do your homework, make more friends, establish good relationships, and gain the respect of the industry, so that the chances of success of your startup will be greatly increased.

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