We talked to Jaume Monserrat, CEO & Co-founder of Dingus on how they accompany hotels in their business strategy through innovation and technology and here is what he said about it.
First of all, how are you and your family doing in these COVID-19 times?
Jaume Monserrat: With great uncertainty and trying to make daily progress on changing the company’s strategy, both in the short and the medium run. The criteria of “survival first and recovery later” has marked the election of priorities at all levels.
Tell us about you, your career, how you founded Dingus.
Jaume Monserrat: After more than 20 years working in the biggest companies of the tourism industry, we decided to start our own project, based on “how important technology would be from early 2020 onwards”.
How does Dingus innovate?
Jaume Monserrat: Perhaps, it may be easier to do it when you start from zero. Since innovation is part of our DNA, all processes and technologies are innovation-based from the beginning because we always aim to offer something new, efficient, and with added value.
How does the coronavirus pandemic affect your business finances?
Jaume Monserrat: Our revenue has decreased almost a 45%. Our main target is hotel companies, which have remained closed for more than one year, so we have had to be extremely empathic and careful when managing the cash flow.
Did you have to make difficult choices regarding human resources, and what are the lessons learned?
Jaume Monserrat: A company whose main activities are technology and tourism demands a high – qualified professionals. This means it was not easy at all to make some decisions from one day to the next, being conscious of the possible human resources lost. From the very beginning, our main strategy has been trying to keep the 100% of our taskforce. However, this percentage would be subject to the duration of the crisis. We have learned that it is possible to do different things, eliminate what is not working, and rather focus on processes, reengineering, and more efficient technology.
How did your customer relationship management evolve? Do you use any specific tools to be efficient?
Jaume Monserrat: We do. Firstly, showing a very empathic behavior with the customers and then trying to help them going through this situation. Our Crisis Committee has developed specific KPIs to control all the areas: from the customer to costs and cashflow control.
Did you benefit from any government grants, and did that help keep your business afloat?
Jaume Monserrat: Yes, we did. Thanks to this, it was possible to reduce the payroll without the need to dismiss any worker.
Your final thoughts?
Jaume Monserrat: Times are very challenging, so we must be willing to accept that the situation is going to/could/can change very fast during the recovery. I am convinced that tourism is currently facing a deep changing process, using technology as one of the most important levers for a real and complete digital transformation.
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