Comparación de las Estrategias de Fidelización de Colsubsidio en el Servicio de Recreación

Abstract

This monograph presents a comparative analysis of the loyalty strategies implemented by the Colombian Family Compensation Fund, Colsubsidio, in its recreation service during the periods before, during, and after the COVID-19 pandemic, covering the years 2018 to 2023. The main focus of this research is to understand how an organization of great national relevance, with extensive infrastructure and millions of members, was able to strategically respond to a health crisis that deeply affected the operation of its in-person services and its relationship with users. Founded in 1957 and recognized for its mission: “To generate opportunities for closing social gaps” (Colsubsidio, 2025), Colsubsidio has consolidated a broad recreational offering, including clubs, hotels, the Piscilago water and conservation park, and BLOC centers. The public health crisis that began in 2020 posed an unprecedented challenge for the entity, as it led to the temporary closure of its facilities, which in turn caused a sharp drop in occupancy and attendance levels. Faced with this situation, the organization was compelled to adjust its loyalty strategies, adapting to the new environmental conditions and the changing expectations of its members. The research was conducted using a descriptive quantitative approach. Data from Colsubsidio’s management and sustainability reports from 2018 to 2023 were considered to observe variations in the occupancy of services in the recreation sector. In addition, a systematic review of 14 academic articles related to loyalty strategies was carried out, providing a theoretical framework to contextualize the organization’s actions. The results show that, in the pre-pandemic period, Colsubsidio focused its efforts on strengthening infrastructure, diversifying services, and creating benefit programs. During the pandemic, the organization accelerated the digitalization of its processes, developed virtual platforms, online activities, and emotional well-being programs, successfully maintaining member engagement despite restrictions. In the post-pandemic stage, a hybrid model combining in-person and digital experiences was consolidated, environmental sustainability efforts were strengthened, and the service offering was segmented, which allowed for a progressive recovery of occupancy and profitability indicators. Among the most relevant conclusions, it is highlighted that adaptability, technological innovation, and continuous training of human talent were decisive factors in sustaining user loyalty and overcoming the challenges imposed by the crisis. As a recommendation, it is suggested to deepen the use of data analysis tools to personalize the offering, maintain and update loyalty programs, and continue strengthening both the sustainable approach and internal training. The research on comparing Colsubsidio’s loyalty strategies, analyzing its occupancy, shows that loyalty—understood as an integral and dynamic strategy—can become a key pillar for organizational transformation in contexts of high uncertainty. This experience provided valuable lessons for the Colombian recreation sector and for Colsubsidio, particularly in crisis management and in building long-term relationships with members.