Organizations operate in a complex, globalized, changeable and vertiginous environment, and its evolution will determine the speed and the direction of future change. When this happens, organizations should realize that the main track to being competitive depends on the ability to successfully introduce innovations that allow differentiation (Crespí and Orfila, 2003; Jacob and Aguiló, 2008). The innovative capacity of the organizations would be to achieve growth, profitability and benefits such as protection against price wars (Aaker, 2008). The premise stems from the concept that the core of organizational strategy seeks differentiation (Porter, 1991). Innovation is an attitude linked to creativity and maintaining an inquisitive, imaginative and pragmatic spirit in a changing world, in balance with satisfying people’s needs. There is no doubt that innovating carries risks, but an organization makes this bet for two reasons: the future and the leadership of the market.
The tourism sector is not foreign to the process of improvement and innovation, evident in the evolution of the characteristics of the various services offered to tourists and visitors. Exoticism is the main attraction of emerging destinations, with the quality of service and the innovation of the supply a valued, but not essential element. But with the course of time, the exoticism of the destinations droops and it is necessary to provide another element of differentiation to stand out among its competitors. This usually involves the search for an original supply which can differentiate the destination, and an increasingly excellent quality of service. It is at this stage of the evolution of tourist destinations when innovation becomes essential for public and private managers. In this chapter it is proposed to analyze differentiation based on the innovation in nightlife of the tourist supply of Ibiza through a multicase analysis of several establishments.
Ibiza is an island of the Mediterranean, with 571.76 km2 of surface area and 144,000 inhabitants, with a strong economic dependence on tourism, having received 3,240.000 tourists in 2017 (Ibestat, 2018). The beginnings of tourism took place in the first third of the twentieth century, but it was between the second half of the fifties and seventies when the greatest tourist growth happened, because it allowed to leave the poverty situation that the population of the island lived until then. From its beginnings, Ibiza radiated an image of freedom that attracted artistic avant-gardes and countercultural (alternative) groups. The atmosphere of tolerance favored the existence of parties and nighttime places unthinkable elsewhere (Ramón, 2001).
Since the sixties, the nightlife supply have constituted a very relevant component of the supplyand image of Ibiza (Ramón, Azpelicueta and Serra, 2015). This supply of night entertainment has been characterized by owners through enterpreneurship and in constant search of innovations that would improve the attractiveness of their product. But entrepreneurship and innovation have not only taken the format of nightclubs; other forms of tourist activity and events have sought to increase added value and differentiate their supply. The most classic case is the beach clubs, but new formats have appeared that have realized the same evolution: party boats and hotel clubs (Ramón, Azpelicueta and Sánchez, 2016). The target of this chapter is to realize a review of this new type of tourist supply in the form of a multicase study, indicating the characteristics of the most emblematic establishments of each typology and the impact they have had. It should be noted that Ibiza has been a pioneer in these innovations, but they are being implemented in many other sun and beach destinations around the whole world, making Ibiza of interest for analysis for its pioneering examples. All the analyzed typologies are characterized by incorporating musical events and nightlife with classic tourist supply. This transformation does not imply a rupture with the image of the tourist destination, but a deepening in the ideas of freedom, party and enjoyment, that it implies.
A review of the innovation literature shows a variety of angles from which this issue has been studied: Schumpeter (1939) studied the process as a whole; Tushman and Moore (1982) analyzes innovation as an information process; Porter (1991) relates innovation to competitiveness; Muñoz and Riverola (1997) links innovation with learning and training. The provision of a broad literature on innovation and its diverse aspects raises the question of whether the different treatments given to the term and the diverse types of innovation contemplated have impeded the securing of homogeneous and determinant conclusions on the organizational characteristics that favor it; therefore, the concept of innovation that is being used is to be nuanced (Damanpour and Gopalakrishnan, 1998).
Innovation can be defined as
An innovation is the “introduction of a new, or significantly improved, product (good or service), of a process, of a new marketing method or of a new organizational method in the internal practices of the company, the organization of the workplace or foreign affairs” (OECD, 2005:56). For innovation, it means at least that the product, process, marketing method or method of organization are new, or significantly improved, for the company.
The researchers have established different classifications of the types of innovation, being the two best known (Sundbo and Gallouj, 1998; OECD, 2005): the grade of innovation (incremental or radical) and the nature of innovation (product, process, organization or marketing). In Table 5.1, it is noted that innovative generation can result not only from technological notions, but also as an extended reference that reinforces the role of the subject, his vision, his desires, his proposals and his surroundings.
The innovative activity of organizations has aroused the interest of researchers who have tried to identify the factors that lead to innovation (Damanpour and Gopalakrishnan, 1998). In addition, many organizations appear in a prominent place in business strategy and culture. These premises are applicable with special strength to the tourism sector. Tourism is the fastest growing industry in the world (Bigné, Font and Andreu, 2000), being fundamental to the economy of many regions. Tourism has made it possible to achieve high growth rates in countries like Spain since the mid-twentieth century, thanks to its direct impact on the sector, as well as indirect impact on other activities such as transport and construction. The innovation activities of a company depend on the diversity and structure of its links, which also depend on the nature of the company and its market, and the sources of information, knowledge, technologies, business practices, and human and financial resources (OECD, 2005). Moreover, the competitiveness of tourism companies depends on the conservation of the environment, since it is an attribute of the product and a necessary factor (Jacob et al., 2004).
| Types of innovation | Objectives | Means |
|---|---|---|
Process |
Reduce costs and times. Increase productivity. Improve flexibility. |
Renew the equipment. Renovate the facilities. Reorganize production. |
Product |
Improve quality and differentiation. Renew products. Open new markets. |
Incorporate new components. Create strong brand image. Segment the market. |
Management & Organization |
Professionalize management. Increased flexibility. Increase motivation. |
HR training. Extend the value chain. Outsource services. |
Social & Institutional |
Remove barriers. Disseminate good practices. |
Adaptation to the legislative framework. Innovation policy. |
Source: Méndez (1997) and own elaboration.
The economy of the Balearic Islands is strongly outsourced, representing 80% of GDP (Crespí and Orfila, 2003; Jacob and Aguiló, 2008; Serra, 2001); has a strong dependence on the economic development of the issuing markets (Serra, 2001); and must adapt to the transformation in the travel patterns and preferences of the tourists. Maintaining the competitiveness of the Balearic tourism sector depends, in addition to satisfying the demands of tourists, on competing with innovations and the incorporation of the opportunities that arise from technological development (Orfila, Crespí and Martínez, 2005). However, the introduction of any change in the company can generate resistance and obstacles that must be overcome in order to guarantee the future of the organization (Jacob et al., 2004).
Traditionally, there was a belief that tourism was a sector that developed little innovative activity and that consumed innovations originating in manufacturing sectors. However, there is increasing evidence that the services sector plays an important role in the use and generation of innovations, although it has been proven that innovation in this sector has specific characteristics and that unlike other sectors, non-technological innovation plays an important role (Jacob et al., 2004).
New technologies are setting up a new relationship map, creating new channels and enterprises and fostering an interesting movement of forces and opportunities, which have in the tourism sector an ideal crop field for the experimentation of new solutions (Macías, 1999). Therefore, the importance of innovation for the tourism sector should be highlighted along with its consideration as an element of development and competitiveness (Crespí and Orfila, 2003; Jacob andAguiló, 2008), transforming travel, with more informed and demanding customers who prefer destinations and more specialized products with a better value for their money. It has also made possible a reduction in intermediation costs due to increased global competition and an acceleration of technological change. In the case of the Balearic Islands innovation is characterized by:
The applied methodology is based on the case study (Yin, 2014), specifically a multicase study where we analyze examples of innovation based on the musical events and nightlife created on the island of Ibiza. Specifically, we analyze different types of supply that have been chosen for this element as innovation and differentiation of its service: beach clubs, party boats and hotel clubs. The aim is to explain what these innovations consist of from reviewing the most representative examples. In each case the characteristics of the supply and the origin of the most emblematic establishments are exposed. Before exhibiting the diverse cases, a quick review of the evolution of tourism on the island is carried out in order to put into context the emergence of these innovations in the tourism supply.
In order to carry out the study, we visited the websites of the establishments and the aforementioned business groups mentioned, as well as visiting the areas where the analyzed establishments are located. This information has been extended by the consultation of the system of analysis of Iberian balances (SABI) and the newspaper library, mainly the Diario de Ibiza. The pages of the establishments and hotel chains on social networks have also been consulted to obtain an orientated vision of the impact that these establishments obtain in the new communication environments.
Until the beginning of the twentieth century, the economy of Ibiza was based on agricultural, livestock and forestry products for export and for domestic consumption (Cirer, 2004; Ramón, 2001). The first documentary evidence of an interest in developing a tourist industry is found in the appearance of the guide Ibiza, Guía del Turista of Arturo Perez-Cabrero, published in Barcelona in 1909 (Ramón, 2001). Nevertheless, the origins of tourism started in the period from 1931 to 1936 and it was in these years when the first hotel infrastructures arose. Between 1936 and 1950 there was a parenthesis in the tourist activity caused by various events (wars, postwar and international sanctions), and from 1950 the tourist sector regained its presence in the insular economy, with the return of the artists and intellectuals and the appearance of the beatniks. The airport of Es Codolar was a military aerodrome until June 1, 1958, when it opened to commercial traffic (Soriano, 1996), although international flights could not land on Ibiza until 1966 (Cirer, 2004). In the fifties, in order to compete with Majorca, the Ibiza businessmen oriented most of their efforts to supply a differentiated product, resorting to the charm of Ibiza among artists and beatniks. From the sixties, the European and national press published reports depicting Ibiza as a refuge for the world’s outcasts(Rozenberg, 1990). It was these promotional actions which started the image of Ibiza as a destination for nightlife.
The sixties and seventies saw a tourist boom, with the arrival of the hippies, the emergence of entrepreneurship, modern hotels and a great urban development. Between the late sixties and early seventies, they opened the first nightclubs. In the eighties, there was a boom in the number of nightclubs and local establishments like Pacha, Playboy, Amnesia and Ku acquired worldwide fame. The shortcomings of the tourism trade previously led to a loss of quality, which became apparent in the eighties (Ramón, 2001), with a large number of rules being adopted that were designed to correct these shortcomings and limit the growth of tourist rooms (Cirer, 2001). The maximum influx of tourists that occurred at the turn of the century seems to mark a before-and-after in the trend of the sector. With the beginning of the twenty-first century, there is a qualitative improvement of the tourism supply, combined with a very stable volume of rooms. According to data from the Ibestat (2018) in 1999, there was one five-star establishment and 12 with four stars, and in 2017, there were nine five-star and 42 four-star. On the other hand, according to the same source, in 1999, there were 79,654 places and in 2017, they had been reduced to 78,113 places.
Since the late nineties there has been an emergence of projects aimed at improving the tourist infrastructure, mainly the hotel supply, and attracting tourists of greater purchasing power. The tourism promotion of the island is still focused on leisure and climate, but with the new century it has added to its image glamour and luxury. Consequently, the sector redirects the image of the island towards a combination of freedom with sophistication and luxury. The product supplied does not change but is looking to orient it to segments of greater purchasing power.
The improvements of the hotel supply and the development of a supply based on luxury were accompanied by the emergence of innovations in different types of tourist supply. They are innovations that do not involve technological developments, except in specific cases such as the nightclub Amnesia, but they involve new product concepts and new tourist profiles. In the vast majority of cases, innovative projects have been driven by new entrepreneurs or by a generational change in the consolidated companies.
The beach clubs are an evolution of the bars and restaurants located on the coast, mainly beach bars, which implies an improvement in the presentation and the menu of products, complete with the celebration of musical events. This fact brings the beach clubs closer to the nightclubs and, in practice, have become the main providers of the pre-parties, the events before the parties of the great nightclubs (Ramón, Azpelicueta and Sánchez, 2016). The beach club pioneers in Ibiza are Café del Mar and Bora Bora but, in recent years, the transformations of establishments in beach clubs with an supply focused on luxury tourism are multiple: Blue Marlin, Ocean Beach, Nikki Beach, etc.
Café del Mar is located in Ses Variades, in Sant Antoni area, along the urban nucleus. The idea of this establishment was from Ramón Guiral, Carlos Andrea and José Les, inaugurated in 1980 (Café del Mar, 2018). The idea was innovative and, beforehand, risky. On the basis of a bar located on the underside of a block of coastal tourist apartments, an establishment was created that supplied as an attraction the contemplation of the sunset while listening to classical music. After sunset, this establishment has a more conventional electronic music supply and offers pre-parties for the big nightclubs, although as an open space it must finish the music before midnight.
Something seemingly extravagant and that is not exclusive to a single region, as is the contemplation of the sunset, became the differential element. Ses Variades is an area of rocks and without a nearby beach, which achieved a significant presence of tourists thanks to Café del Mar. Next to Café del Mar opened Café Mambo and Savannah, among others, copying the supply of this establishment. Throughout the west coast of Ibiza and in other parts of the world establishments have appeared whose attractiveness is the sunset, but Café del Mar retains the prestige of being the pioneer of this supply.
Bora Bora opened in 1983 (Bora-Bora, 2018) at the underside of the Jettourist apartments, currently Bora Bora apartments, in Playa d’en Bossa. From 1997 it began to supply parties thanks to the permissiveness of the municipality of Sant Josep. At first, it supplied pre-parties and after-hours parties, after the closing of the nightclubs. At present, Bora Bora has been partially eclipsed by the presence of other beach clubs (Delano, La Plage, Sands, Ushuaïa, Nassau, Sirocco, etc.) and two hotel clubs (Ushuaïa and Hard Rock Hotel) in Playa d’en Bossa. In addition, they have opened new, more modern and luxurious establishments in various coves on the island. In spite of all this, Bora Bora is one of the pioneers of the beach club format in Ibiza, next to Café del Mar.
Blue Marlin Ibiza is a luxury Beach Club located in Cala Jondal. This important establishment is located in a small cove and is the pioneer of the luxury Beach Clubs in Ibiza. Services and prices are much higher than the previous beach clubs, leading to headlines in the media: “Blue Marlin Ibiza assures that is false a bill that circulates through the net of 142,939.50 euros” (NouDiari, August 9, 2016). Finally, to indicate that in the last years BMI Group (the company that owns Blue Marlin Ibiza) has expanded with beach clubs in Marina Ibiza, Abu Dhabi (UAE) and Los Cabos (Mexico), in addition to the restaurants Yemanjá in CalaJondal and Coricancha in Las Salinas, both located in Ibiza (Blue Marlin, 2018).
Nikki Beach is a project of American businessman Jack Penrod who opened it in 1997 in Fort Lauderdale (Florida). Currently the brand owns beach clubs in the United States, France, Spain, Thailand, Greece, Monaco, United Arab Emirates, Turkey, Italy and Barbados. It also has hotels in Thailand, Greece, Turkey and United Arab Emirates (Nikki Beach, 2018). The Nikki Beach of Ibiza is located next to the five-star hotel Me Ibiza of the chain Meliá Hotels International, in S’Argamassa (Santa Eulalia des Riu), forming a small pin of luxury tourism with musical events. Nikki Beach is a project that was not started in Ibiza, but came from outside, but it is a brand well known internationally as synonymous with luxury beach clubs, which in Ibiza has been associated with a hotel of a large international chain.
Although the island’s first beach clubs appeared in the eighties, it is from 2000 when they reached great international relevance and increased in number, almost eradicating traditional establishments on some beaches. Within the beach clubs of Ibiza, there are three main approaches (Ramón, Azpelicueta and Sánchez, 2016):
In the coastal areas, there are many boats that are destined for excursions or to rent for groups. Since a few years ago, these boats have begun to supply a special type of excursion that does not have the main objective of observing the seabed or access to secluded coves. In these cases, the boat acts as a platform for celebrating parties with music and alcoholic beverages, namely party boats (Ramón, Azpelicueta and Sánchez, 2016).In many cases, the promoters of these party boats are the great nightclubs of the island, which organize them as a pre-party of their establishments.
The party boats generate a significant controversy about the lack of specific legislation on this type of activity, involving a risk to the safety of the participants, and the inconvenience they generate in the coastal areas they frequent. All this is reflected in the local press: “The party boats will have the same controls as nightclubs and bars” (Diario de Ibiza, August 16,2014); “The autonomous government adopted the decree regulating the party boats” (Diario de Ibiza, April 17, 2015); “Formentera leads to the autonomous Parliament the prohibition of party boats on the protected coast” (Diario de Ibiza, July 13, 2015);“The autonomous government to punish the party boats sailing in the waters of the Natural Park” (Diario de Ibiza, July 14, 2015). Various administrations and associations have worked to regulate these boats and limit their activity in protected coastal areas.
Hotel clubs are establishments which have incorporated a second activity to the hotel’s accommodation: the celebration of events. These events usually consist of concerts, shows or festivals (Ramón, Azpelicueta and Sánchez, 2016). Four establishments in Ibiza fit the format of hotel club: Ibiza Rocks Hotel, Ushuaïa Ibiza Beach Hotel, Hard Rock Hotel Ibiza and Destino Pacha Ibiza Resort.
Ibiza Rocks was an initiative of Andy McKay and Dawn Hinde that resulted in the opening in 2008 of the Ibiza Rocks Hotel in the urban center of Sant Antoni, the island’s first initiative that sought to combine hotel accommodation with musical events. Ibiza Rocks Hotel supplies concerts and parties during the summer months in the pool area, and the hotel reservation includes access to these events. In 2010, Bar M became the Ibiza Rocks Bar, offering live music. The success of the idea led the company to enlarge the 368 rooms of the Ibiza Rocks Hotel with the 42 rooms of the Ibiza Rocks Apartments, and the guests of both establishments have free access to the services and concerts of the hotel (Ibiza Rocks, 2018). In 2008, the Pikes Hotel was acquired, a boutique hotel located on the outskirts of the urban nucleus of Sant Antoni, and after being remodeled it reopened in 2011 as Pikes Ibiza (Pikes Ibiza, 2018). Ibiza Rocks Group is currently comprised of three accommodations, three shops, two bars and a travel agency.
Ushuaïa Ibiza Beach Hotel belongs to Palladium Hotel Group. Ushuaïa Ibiza Beach Hotel is conceived as “a five-star theme park for adults” (Palladium Hotel Group, 2018). The brand’s philosophy indicates that “the Ushuaïa concept was born with the idea of becoming the epicenter of the best outdoor parties and offering the music-loving customer an exclusive experience complementary to their holidays” (Palladium Hotel Group, 2018). The Ushuaïa Ibiza Beach Hotel is composed of two establishments: The Ushuaïa Club with 234 rooms, inaugurated in 2011 and the Ushuaïa Tower with 181 rooms, inaugurated in 2013 (Ushuaïa Ibiza Beach Hotel, 2018). Ushuaïa Ibiza is the result of the renovation and modernization of two obsolete establishments, belonging to Palladium and focused on family holiday tourism: Fiesta Club Playa d’en Bossa and Fiesta Hotel Platja d’en Bossa. Ushuaïa is an idea developed by Abel Matutes Prats and was implemented after several years of improvements and coinciding with the generational change in the direction of Palladium Hotel Group. The main differentiating elements are the parties and events held in the pool area of the Ushuaïa Club and to which the clients of both establishments have access. The most common event is the electronic music festivals that act as pre-parties for the great nightclubs (Ushuaïa Ibiza, 2018). The supply of this establishment is considered “Adults Only”, thus meaning guests over 22 years old (Palladium Hotel Group, 2018).
Hard Rock Hotel Ibiza belongs to Palladium Hotel Group, is located on Playa d’en Bossa (next to Ushuaïa Ibiza Beach Hotel) and follows a pattern very similar to Ushuaïa but inspired by rock “n” roll. In this case, they chose to supply an establishment covered by a consolidated brand, Hard Rock International (Palladium Hotel Group, 2018). Hard Rock Hotel Ibiza was inaugurated in 2014, has 493 rooms and is the result of the refurbishment and modernization of two obsolete establishments belonging to Palladium and focused on family holiday tourism: Fiesta Club Don Toni and Fiesta Hotel Don Toni. This hotel includes in its supply of restaurants Sublimotion by Paco Roncero, a restaurant shows for 12 guests, which is considered the most expensive in the world. In addition to the festivals and concerts, the Hard Rock Hotel also has a convention center, allowing the option for Meetings, Incentive, Conferences and Exhibitions (MICE) tourism. The Hard Rock Hotel has an supply considered “Adults Only”, is not as innovative as the Ushuaïa or Ibiza Rocks and, being a later project, is not as well known as the Ushuaïa.
Destino Pacha Ibiza Resort is a hotel of 163 rooms, belonging to Pacha Group and placed in Cap Martinet, next to Talamanca Beach and within the municipality of Santa Eulalia (DestinoPacha Ibiza Resort, 2018). Pacha Group is composed of a set of nightclubs and establishments that makeup an extension of brand: Pacha Restaurant & Sushi Lounge, the Hotel, Restaurant Cabaret Lío, Sailboat Pacha 67 (the party boat of the group) and Destino Pacha Ibiza Resort (Pachá Group, 2018). Destino Pacha Ibiza Resort is a project created and directed by Hugo Urgell, son of Ricardo Urgell. Work on the Destino Pacha Ibiza Resort was long because the previous hotel was much deteriorated, and it opened for the summer season of 2013. Compared to the other hotel club on the island, this hotel is smaller and has a more leisurely policy of events (DestinoPacha Ibiza Resort, 2018).
The hotel club combines the activity of lodging and the celebration of events: festivals and concerts, mainly. The four hotel clubs have in common that the renovation of the establishment was accompanied by a change of name, an improvement in the quality of the service, a modern and differentiated design, and the incorporation of events, celebrated in the swimming pool area, to its supply. Three cases (Ibiza Rocks, Ushuaïa and Destino) are the development of an original concept and brand of Ibiza. In addition, with the exception of Ibiza Rocks Hotel, they supply a five-star hotel service.
The impact on the social media of these establishments is similar to that of the great nightclubs of the island, due to the events held, and much higher than that of many Spanish hotel chains. Palladium Hotel Group accumulates a high volume of followers in social networks, comparing with larger hotel chains, but more than three quarters of these followers are due to Hard Rock Hotel and Ushuaïa. The main criticism of the hotel clubs is the inconvenience the noise causes to residents. Ushuaïa Ibiza Beach Hotel is the hotel with more events and more media impact of the four and also which accumulates the most criticism from the neighborhood associations and the local press.
The mature destinations have the need not to fall into a process of degradation of their supply and this requires improvements and innovations that allow them to compete with emerging destinations that attract by their exoticism. In the case of Ibiza, the image generated by its parties and nightclubs has made the employers of the island give priority to the incorporation of musical events as a differentiating innovation of their establishments, as is the case of the beach clubs, the party boats and the hotel clubs. In all these cases, supplies of economical middle ranges, focused on a traditional sun and beach tourism, with predominance of families, are turned into tourist products focused on elderly people and the young, with good purchasing power and lovers of surprising experiences:
The emergence of these establishments has been paired with the incorporation of a new generation in the management, as is the case of Abel Matutes Prats in Palladium Hotel Group and Hugo Urgell in Pachá Group. The qualitative improvements in the supply of the island have been very important and necessary, but the events and, consequently, the beach clubs, hotel clubs and nightclubs have brought media impact. This multicase analysis allows assessing the importance of the innovations of tourism enterprises for the empowerment of a mature tourist destination and the ability of events to generate a powerful media impact in the era of social media. It should be noted that it is not necessary for all destinations to opt for musical events to differentiate and enhance their tourist supply and, in each case, it must be decided that attractiveness fits more to the history and characteristics of the destination. In the case of Ibiza, the musical events fit very well in the image and historical evolution of the destination.
While the main positive impact of these innovations is the media impact (traditional channels and social networks) of entrepreneurial initiatives and tourism destination, as well as higher prices for services rendered, the main downside is the inconvenience generated to residents, mainly due to the fact of making musical events a differentiating element. The parties are a controversial supply for residents for the inconvenience and risk of an imitation effect on the young local population.
Other innovations, mainly technological, have been tried, focused to the customer’s attention but their degree of success has been low due to technical, legal or acceptance problems by the clients. In recent years, the only technological element in which the tourist companies of Ibiza have had a clear success has been in the use of social media, but this success is due to the organized events. The festivals and concerts have a high capacity of generating electronic Word-Of-Mouth (eWOM) and the managers of online communication should only make a correct management of the flow of eWOM.
Musical events, concerts and festivals are the element that contributes the good (media impact) and bad (annoyances to the neighbors) of the new analyzed formats. The various cases analyzed are examples of incremental product innovations seeking to improve and add something to a product that was already too conventional and undifferentiated to ensure economic profitability. The differentiating element adopted was new for the companies, but not for the destination, since the supply of night entertainment (festivals and concerts) is widely tested on the island thanks to the nightclubs and bars.
The main limitation of this work is that it is an initial descriptive study of the new tourist supplies that have appeared in recent years in Ibiza, a world reference for vacation tourism. The supply formats exhibited have been virtually bypassed until the present time by the academic world and the need to deepen in their characteristics and implications in future research. The main lines of future research should focus on the residents, measuring attitudes towards the various supplies of nightlife and looking for the causes of these attitudes, and in the clients, analyzing their assessment of the experience, the degree of satisfaction with the nightlife and the propensity to generate eWOM that possesses. In addition, it would be of great interest to continue to deepen the management of this supply through case studies.
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