Memorandum submitted by VisitScotland
1. INTRODUCTION
VisitScotland welcomes the opportunity to submit
written evidence to the Culture, Media and Sport Committee of
the UK Parliament on its inquiry into the tourism sector in the
UK.
VisitScotland is a non-departmental public body
responsible for promoting and marketing Scotland as a tourism
destination. It reports to the Minister for Tourism, Culture and
Sport within the Scottish Executive. The organisation's key strategic
direction and priorities are set out annually in a Letter of Strategic
Guidance from the Minister.
In April 2005 VisitScotland was formed from
the merger of 14 individual area tourist boards and the former
marketing organisation (with the same name), VisitScotland.
Over a two year period until early 2004, there
was a widespread consultation carried out by the Scottish Executive
on the future of Area Tourist Boards (ATBs), and a review of tourism
funding and structures carried out by a cross-departmental Ministerial
Group on Tourism. Ministers decided that the creation of an integrated
tourism network should be effected by the merger of the existing
14 ATBs with VisitScotland. The Minister for Tourism, Culture
and Sport announced the outcome of the review in March 2004.
The Scottish Executive commissioned VisitScotland
to manage the project and the Tourism Network Scotland (TNS) Project
was set up immediately to deliver an integrated tourism network
by April 2005. It was a major undertaking; merging 15 independent
bodies, including their staff, resources, systems, commitments
and liabilities into one integrated organisation, and comprised
four phases of work, from specification through planning and design
to implementation. In parallel, legislative arrangements were
put in place by the Executive to dissolve the existing 14 ATBs
and transfer their assets and liabilities to two "network
tourist boards" which in turn were to be controlled by VisitScotland.
This was done through two Scottish Statutory Instruments which
took effect on 1 December 2004. The Tourist (Boards) Scotland
Act 2006, which was enacted on 1 April 2007, was the final step
in this process and consolidated the Scottish Tourist Board and
the two network tourist boards into a single body called "VisitScotland".
Three years on from the Ministerial TNS announcement
on the need to create a new integrated tourism support structure,
the "one team VisitScotland" is fully staffed, fully
operational and delivering against its core objectives.
A national strategy for the future development
of the industry—The Tourism Framework for Change—has
been developed by the Scottish Executive and published by the
Minister for Tourism, Culture and Sport. VisitScotland had a significant
input into this—including proposing the ambition for the
industry to achieve 50% revenue growth within 10 years—along
with many other interests and businesses. All of VisitScotland's
activities are geared towards contributing to this growth ambition.
2. FOUNDING LEGISLATION
AND STATUS
VisitScotland is established under the Development
of Tourism Act 1969. Its powers were amended by the Tourism (Overseas
Promotion Scotland) Act 1984. VisitScotland does not carry out
its functions on behalf of the Crown.
The Act gives VisitScotland the following functions,
duties and powers:
— to encourage people to visit
Scotland and people living in Scotland to take their holidays
there;
— to encourage the provision and
improvement of tourist facilities in Scotland; and,
— to give advice to Ministers
and public bodies on tourism matters.
The 1969 Act gives VisitScotland wide discretionary
powers with which to discharge these functions. In addition, VisitScotland
has specific powers, the most important of which are:
— to promote or undertake publicity
in any form;
— to provide advisory and information
services; and,
— to promote or undertake research.
As outlined above, The Tourist (Boards) Scotland
Act 2007 came into force on 1 April 2007 and this formalised the
structure was created by the TNS project.
The sponsor department (the Tourism and Major
Events team at The Scottish Executive) determines VisitScotland's
performance framework in the light of Scottish Ministers' wider
strategic aims. VisitScotland's objectives and key targets are
agreed within VisitScotland's business planning process.
3. VISITSCOTLAND
STRUCTURE
The organisation employs around 1,000 people.
There are 14 offices responsible for marketing and industry relationships
within a local area, a larger office in Inverness and the main
office in Edinburgh. There is also a small presence in London.
There are six directorates and 16 departments.
The directorates are:
— Visitor Services and Quality;
— Strategy, Partnership and Communications;
and
Management Team and the VisitScotland Board
Six directors and a Chief Executive report to
a non-executive Board which consists of a Chairman and six members.
The Board is appointed by the Minister for Tourism, Culture and
Sport. The Board meets eight times a year.
Funding
VisitScotland's total budget is around £72
million and comes from three main sources. The Scottish Executive
provides the largest source of funding, a grant of £48 million.
In addition there is funding from local authorities and income
from commercial and retail activities.
VisitScotland's core purpose
Tourism is central to the Scottish economy and
future. There are some 20,000 diverse businesses employing 200,000
people.
In Scotland, annual revenue from tourism is
currently around £4.2 billion. VisitScotland's core purpose
is to maximise the economic benefit of tourism. It does this by
attracting visitors to Scotland (including Scots to visit different
parts of Scotland). VisitScotland does not directly provide goods
and services to visitors but works in close partnership with a
range of tourism businesses and consortia. It provides support,
both in kind and financial, together with expertise to a range
of industry bodies and businesses across the country.
VisitScotland's core activities
The organisation focuses on five core activities
in order to maximise the economic benefit of tourism and to ensure
a coordinated and successful approach to marketing Scotland. These
five core activities are:
(i) To give strategic direction to the industry;
VisitScotland works closely with businesses,
trade associations and area tourism partnerships. On a practical
level it provides comprehensive research on visitor trends and
tourism related issues. It also offers opportunities for training
and seminars on specialist topics. On a strategic level it communicates
and coordinates priorities from the Scottish Executive around
the industry. Similarly it provides feedback from the industry
to the Minister and sponsor department.
(ii) To market Scotland and all Scotland's
tourism assets to all parts of the world;
VisitScotland has a strong marketing strategy
(outlined below in further detail) shaped by solid research into
the current and future lifestyle trends of visitors.
Scotland has benefited greatly from an increase
in direct flights. The Route Development Fund (supported by both
the Scottish Executive and Scottish Enterprise) has brought in
52 direct air links since inception in November 2002. In addition,
a direct access ferry link between Zeebrugge and Rosyth in Fife
has also played its part in improving access and increasing visitor
numbers.
There is no doubt that improved and direct access
is crucial in a market with an increasing demand for short breaks.
VisitScotland works with the Scottish Executive
and other agencies on transport issues which affect tourism such
as links to airports.
(iii) To provide information—and inspiration—to
visitors and potential visitors to enable them to get the best
out of a visit to Scotland;
VisitScotland operates around 100 Tourist Information
Centres (TICs) in both urban and rural locations. Around 50 of
the TICs open only for the main tourism season (April to October).
During peak season, VisitScotland's TICs employ around 550 staff.
A recent consumer survey around current information
(and sales) services operated by VisitScotland confirmed visitors'
preference for personal contact with VisitScotland staff. Visitors
were particularly keen on interaction with local tourism experts
and personal recommendations and inspiration on tourism matters.
A small project team (within the Visitor Services and Quality
directorate) has examined the use of new communication channels
and remote technology to deliver information to visitors.
(iv) To provide quality assurance to visitors
and quality advice to industry partners;
VisitScotland operates an established Quality
Assurance Scheme. This guides visitors on the standards to expect
and also advises businesses on how to meet customer expectations.
(v) To promote partnerships with—and
across—the wider industry to ensure we all reap the economic
benefits of collective effort;
There are a number of important and effective
partnerships across the private and public sectors.
Area tourism partnerships
The Area Director from each of the 14 local
offices is a member of a local Area Tourism Partnership. These
ATPs comprise representatives from the local authorities, as well
as private tourism businesses.
Enterprise agencies
VisitScotland has good working relationships
with the two main Enterprise Agencies (Scottish Enterprise and
Highlands and Islands Enterprise) together with the individual
local enterprise companies. These relationships are managed by
the Director of Strategy, Partnerships and Communications. In
2007, a programme of joint quarterly meetings was established
with the Chair and Chief Executive from Scottish Enterprise, Highlands
& Islands Enterprise and VisitScotland to focus on strategic
direction.
VisitScotland has well developed links with
groups working on sectoral or product development initiatives
(examples being the Tourism Innovation Group and Pride and Passion).
These bodies receive significant support and, in some cases, funding
from VisitScotland, HIE and SE.
A new focus on joint planning between Scottish
Development International and VisitScotland's International Marketing
and Business Tourism Units will deliver greater efficiency, focus
and clarity in areas of mutual interest in both core and developing
markets.
Other public agencies
VisitScotland's client management arrangements
ensure that it has strong strategic and commercial relationships
with a host of other organisations including the Scottish Tourism
Forum, COSLA, Scottish Natural Heritage, Historic Scotland, Scottish
Development International and the National Trust for Scotland.
In 2007, local authority partnerships will be
supported by a simplified system of reporting and monitoring being
developed jointly between VisitScotland and the Scottish Local
Authorities Economic Department. VisitScotland's Local Authority
Chairman's Committee and a joint National Convention continue
to be important communication channels which assist joint working
between these organisations.
Increasingly, VisitScotland is developing new
and successful joint marketing activities with key players in
the private sector, notably the airlines and Highland Spring.
4. VISITSCOTLAND'S
MARKETING ACTIVITY
VisitScotland continues to market Scotland as
a must-visit, must-return destination for business and leisure
travel to both domestic and international audiences. VisitScotland's
marketing activity has continued to go from strength to strength,
generating very impressive return on investment figures and gaining
professional peer recognition in wider UK marketing circles.
Through extensive research in the UK market,
we realised that years of marketing Scotland as "The Highlands"
had led to a rather one-dimension image of Scotland -beautiful
scenery but not much else. Therefore, our strategy was to add
breadth and depth to Scotland's image—yes, we have stunning
scenery but also vibrant cities, a huge range of activities, a
rich culture and fantastic wildlife and golf.
In the promotion of Scotland, our marketing
strategy is built around a strong brand and a product portfolio
that reflects what visitors want to buy, not necessarily what
we want to sell. This new customer focus permeates all that we
do and is the most telling feature of the new approach.
The brand is built around attributes people
associate with Scotland—the brand essence: enduring, dramatic
and human—and is captured in UK marketing in a proposition
that a visit to Scotland is such a unique and powerful personal
experience that it can touch all the senses—hear it, touch
it, see it, taste it, smell it, live it.
The creative strap line—Live it. VisitScotland—encourages
people to get involved with Scotland, to immerse themselves in
the many and varied experiences to be found here. This line appears
on every single bit of communication from VisitScotland in the
UK market, be it direct mail, advertising, online or in PR, creating
visual and content synergy.
In overseas markets the same brand essence is
translated into the proposition Welcome to our Life, based on
the findings that people come to Scotland from overseas to experience
the authentic Scottish way of life and to interact with local
people.
Within the brand messages designed to create
an emotional link to Scotland there is a portfolio of products
that encompasses all that Scotland can offer in ways that potential
consumers find easy to relate to.
Promotion of Scotland is also done on a geographic
basis where areas and places have particular resonance with visitors—for
example, Loch Lomond, Edinburgh, Loch Ness, the Highlands etc.
Most promotions link both geography and products from the portfolio—for
example, Freedom and Heritage trails.
Other marketing activity, using the same brand
and product portfolio building blocks, focuses on time of year—for
example, our Autumn Gold campaign—or one-off opportunities
like Highland 2007 or 2009: Year of Homecoming. This approach
to marketing has been successful over the past five years in giving
Scotland a distinctive voice in a very crowded market, resulting
in both increased visitor numbers and in a series of awards from
wider industry marketing professionals.
Such marketing activity will continue, with
a concentration on refining the approach through better segmentation
and CRM (customer relationship marketing) so that effectiveness
is constantly improving.
VisitScotland product portfolio
There are five key themes within the product
portfolio:
— Culture and Heritage; and
All that Scotland has to offer can be linked
into one or more of these themes and promotional activities are
built around sub-sets of these, as is shown below.
VisitScotland brand portfolio
| Wildlife | Golf
| Shopping | TV/Film | Conferences
|
| Castles/Heritage | Mountain Biking
| Night Life | Performing Arts
| Incentive Trips |
| Gardens | Walking | Food and Drink
| Visual Arts | Business Meetings
|
| Island Hopping | Climbing
| Sport | Literary | Exhibitions
|
| Hub Touring | Cycling |
| Events/Festivals |
|
| Watersports |
| Heritage/Genealogy | |
| Adventure Sports |
| Museums | |
| Fishing |
| | |
| Shooting |
| | |
| Ski-ing |
| | |
5. VISITSCOTLAND
WORKING WITH
INDUSTRY
Businesses, both from the mainstream of tourism and from
many related sectors, are key partners and customers. Effective
engagement, joint working and two-way communication with businesses
of all sizes throughout Scotland is important to both our success
and to the delivery of the wider industry growth ambition. With
the creation of the new Network, we are developing new and innovative
ways of working with all businesses.
Recognising the need to treat tourism businesses as customers
and to deliver products and services to them in a consistent and
coherent way, VisitScotland has established a new Directorate—Industry
Engagement. Industry Engagement involves listening to businesses,
understanding their needs and working to ensure that we offer
relevant products and services. Substantial progress has been
made in bringing the new Industry Engagement delivery framework
to life over the last year.
The Industry Engagement Directorate of VisitScotland works
with tourism businesses in the following key areas: offering advice
about tourism; the marketing and promotion of VisitScotland products
and services; the delivery and sale of VisitScotland products
and services; making inputs to local strategy development; and
making funding available, particularly through the Challenge Fund.
VisitScotland Relationship Managers (RMs) are responsible
for creating and maintaining relationships with tourism businesses.
These Relationship Managers are located throughout Scotland in
all network offices. The Division as a whole is dispersed across
the country with senior managers based in Aberdeen, Perth and
Stirling.
To date this approach to working with the industry has resulted
in VisitScotland establishing customer relationships with almost
11,000 businesses and generating £7.7 million in income from
a broad range of products and services. In addition we have leveraged
almost £1 million match funding via the new marketing challenge
fund.
Whilst Area Tourist Board membership and the associated costs
have been abolished, new product opportunities have been introduced
to ensure that businesses across Scotland continue to have access
to the full range of services that were previously available through
ATBs and VisitScotland. Businesses are now offered more flexibility
in the products that they can select from VisitScotland. This
is an important step in enabling both VisitScotland and our business
customers to focus efforts on those marketing opportunities which
are most effective. As a result, many businesses have seen cost
reductions for equivalent service.
In addition, we continue to liaise on a regular basis with
industry representative bodies. At a Scotland-wide level we value
good working relationships with the Scottish Tourism Forum, Pride
and Passion (a publicly funded and industry-led initiative aimed
at improving service and quality) and national industry sector
organisations. To ensure that our relationship with industry continues
to develop we have introduced a further VisitScotland Chair's
Committee with membership drawn from the industry.
6. QUALITY ASSURANCE
Quality is central to a successful tourism experience and
standards continue to break new barriers, particularly in relation
to making higher quality much more affordable, and improvement
is essential, not only to growing tourism and but in maintaining
existing tourism levels.
VisitScotland's approach to quality assurance in tourism
is a world-leading example of such a role being delivered by a
national tourism organisation. Building on the Scottish Executive's
Tourism Framework for Change, VisitScotland continues to develop
and grow consumer-led Quality Assurance (QA) schemes with the
aim of raising participation to 90% of the known supply of serviced
accommodation by the end of 2008. Plans to expand the depth and
breadth of VisitScotland's Quality Assurance operations remain
on target to deliver this increased participation in established
schemes during the year ahead and also to deliver a suite of new
quality improvement programmes.
VisitScotland Quality and Welcome Schemes
Main Schemes
Serviced and Self-Catering Scheme:
— Small serviced accommodation;
— Campus Accommodation, and
Hostel Scheme:
— Group Accommodation, and
— Activity Accommodation.
Caravan and Camping Scheme:
Visitor Attractions Scheme:
EatScotland Scheme:
Other Schemes:
Under Development schemes for:
Welcome Schemes
— Visiting Golfers Welcome
Under Development:
Supplementary Schemes:
— Green Tourism Business Scheme; and
7. SUSTAINABLE TOURISM
As outlined above, VisitScotland's core purpose is to maximise
the economic benefits of tourism to Scotland. Maximum benefits
will accrue only by ensuring the industry is sustainable—ie,
by ensuring that its impact on the social, cultural, economic
and natural environments does nothing to permanently impair these
environments. This means a vigilance to protect the natural and
cultural assets that are the foundations of our industry balanced
with the creative exploitation of these assets for social and
economic benefit.
The Tourism Framework for Change (TFFC) challenges the Scottish
tourism industry to achieve 50% growth in revenue in a sustainable
way. VisitScotland has a clear role in contributing to the achievement
of this ambition through the activities included in the organisation's
corporate plan. Since March 2006, VisitScotland's Sustainable
Tourism Unit has been working with other VisitScotland departments
to integrate sustainability into all that the organisation does.
In addition, a Sustainable Tourism Partnership has been set up
by the Scottish Executive and has brought together a wide range
of public and private sector partners to identify and tackle issues
at the industry level.
Target 14 in the TFFC concerns the establishment of a Sustainable
Tourism Partnership (STP) from March 2006 (building on the work
of the Tourism Environment Forum) to promote sustainable tourism
throughout Scotland. The STP, chaired by Tom Brock of the Scottish
Seabird Centre, is expected to include in its membership private
industry partners as well as organisations such as VisitScotland,
the enterprise networks, local authorities, Scottish Natural Heritage,
Historic Scotland and the national parks. The STP will act as
the implementation group for the TFFC sustainability theme.
The Scottish Executive called the first meeting of the STP
in August 2006. Two subsequent meetings have since been organised
with a good turn-out at each. Membership comprises many of the
obvious public agencies and interest groups and key tourism industry/business
organisations (including the Scottish Tourism Forum (STF) and
the Association of Scottish Visitor Attractions). The purpose
of the Partnership as laid out in the TFFC is to provide support
to businesses keen to become more sustainable, underpinned by
research and projects in relevant areas.
A proposed, detailed remit for the STP is currently in draft
form and is with members for consideration and comment. Once the
remit is agreed the next step will be the development of an action
plan. An STP sub-group has been set up to develop sustainable
tourism indicators for Scotland.
In addition, the Quality Assurance team work closely with
The Green Tourism Business Scheme (GTBS). The latter was developed
by VisitScotland, with assistance from Highlands and Islands Enterprise
and Scottish Enterprise, to help businesses working in the hospitality
sector achieve efficiency and marketing benefits by managing their
environmental responsibilities. The GTBS is the most successful
green tourism scheme in Europe and has 800 members around Scotland.
The ambition is to increase this to at least 1,000 by the end
of 2007.
The GTBS is a central plank of VisitScotland's approach to
encouraging businesses to think about a sustainable tourism industry.
8. VALUE OF
SCOTTISH TOURISM
The industry has recovered strongly from the low points of
2001 and is capitalising on an excellent fit with latest consumer
trends and renewed self-confidence. Measurement of volume and
value in our main market—the United Kingdom—can only
be done with confidence looking forward but international growth
has been significant and other indicators point to general strength
across the industry.
The table below shows the significance of tourism relative
to other leading industries in Scotland on the basis of GVA (Gross
Value Added).
International Visitors
The table below shows the significant growth in international
visitor volume and value since 2001.
Overseas Visitors to Scotland
|
| 2001
| 2002 | 2003
| 2004 | 2005
| 2005v2001 |
|
| Trips (m) | 1.59
| 1.59 | 1.57
| 1.88 | 2.39
| 50% |
| Nights (m) | 15.00
| 15.04 | 14.95
| 19.01 | 24.33
| 62% |
| Expenditure (£m) | |
| | |
| |
| Historic prices | 755
| 811 | 842
| 994 | 1,208
| 60% |
| Real prices | 839
| 878 | 887
| 1,022 | 1,208
| 44% |
| Source: ONS International Passenger Survey.
| | | |
| | |
|
| Note: Prestwick airport was included as a sampling point for the first time in 2005 giving a truer reflection of international traffic. Previously data for international passengers travelling through Prestwick had been estimated using information from interviews at a number of regional airports across the United Kingdom.
|
UK Visitors
The table below shows UK visitor volume and value for 2005.
UK Visitors to Scotland
|
| 2005
|
|
| Trips (m) | 14.9
|
| Nights (m) | 53.9
|
| Expenditure (£m) | 3,006
|
| Source: UKTS 2005. |
|
Note: As a result of introducing a new methodology in 2005
it is not possible to compare these results with those of past
years.
Total Volume and Value
The total volume and value figures for 2005 are given below.
Total Visitors to Scotland
|
| 2005
|
|
| Trips (m) | 17.26
|
| Nights (m) | 78.23
|
| Expenditure (£m) | 4,214
|
|
Occupancy
The table below shows figures for accommodation occupancy
since 2001. These indicate a steady growth over the period and
2005 figures are, in the main, the highest for 10 years despite
the fact that the stock of accommodation has grown, particularly
in hotels and self-catering.
Occupancy in Scotland
|
| 2001
| 2002 | 2003
| 2004 | 2005
|
|
| Hotels |
| Bed Occupancy % | 43
| 45 | 46
| 46 | 47
|
| Room Occupancy % | 58
| 60 | 61
| 61 | 63
|
Guest House and Bed and Breakfast
|
| Bed Occupancy % | 32
| 35 | 36
| 38 | 39
|
| Room Occupancy % | 40
| 43 | 44
| 46 | 47
|
Self Catering |
| Unit Occupancy % | 48
| 49 | 52
| 51 | 55
|
Camping and Caravan |
| Unit Occupancy % | 30
| 32 | 34
| 35 | 40
|
Hostels |
| Bed Occupancy % | 47
| 46 | 46
| 46 | 47
|
|
| Source: Scottish Accommodation Occupancy Survey, 2001-05.
|
The picture for Glasgow and Edinburgh is similar.
YTD Averages as at May 2006
|
| % | 2004
| 2005 | 2006
|
|
| Glasgow | 62
| 63 | 67
|
| Edinburgh | 69
| 70 | 72
|
|
| Source: Lynne Jones Research.
|
Hotel RevPAR
The UK Hotels 2006 report from TRI Hospitality Consulting
shows the growth in RevPar over the last few years.
Revenue Per Available Room (occupancy X average room
rate)
|
| £ | 2001
| 2002 | 2003
| 2004 | 2005
| 2005v2001 |
|
| 40.04 |
41.8 | 37.9
| 42.31 | 48.26
| 21% |
|
| Source: UK Hotels 2005, TRI Hospitality Consulting.
|
Visitor Attractions
The figures for visitor attractions show fluctuations but
a recently rising trend overall.
Scottish Visitor Attraction Numbers
|
| 2001 | 2002
| 2003 | 2004
| 2005 | 2005v2001
|
|
| 36,298,996 | 41,349,813
| 37,921,012 | 39,129,922
| 40,129,922 | 11%
|
|
| Source: Visitor Attractions Monitor, 2001-05.
|
Employment
Official figures are given below showing the growth in employment
in tourism related sectors; latest data available is for 2004.
Employees
|
| 2001 | 2002
| 2003 | 2004
| 2004v2001 |
|
| 194,564 | 200,823
| 199,249 | 204,225
| 5% |
|
| Source: NOMIS, 2001-05. |
9. VISITSCOTLAND
POSITION ON
TAXATION
In Scotland, VisitScotland shares an ambition with the industry
to grow revenues from tourism by 50 % by 2015. We would caution
against the introduction of a bed tax which could hinder this
ambition and damage one of Scotland's most successful areas of
economic activity.
It is VisitScotland's view that a tourism tax in the form
of a bed tax is not in the best interests of the tourist or the
tourism industry and is not the best way of achieving additional
funding. It is not just hotels and other businesses working directly
in tourism that benefit from the visitor economy—a wide
range of other businesses, from retail and leisure and from transport
to restaurants, rely on tourism to boost their income. Therefore
a bed tax would impact disproportionately on only one part of
the tourism industry and would undermine the sharing of the ambition
to grow tourism revenues by 50% by 2015.
Tourism is intensely competitive on a global scale and so
any increase in costs for the Scottish industry that are directly
passed to consumers could impact on visitor choice. VisitScotland
research shows that value for money is one of the key factors
which consumers consider when making choices about their leisure
or business trips.
Instead of introducing a bed tax that would impact directly
on the consumer, damaging our competitiveness, VisitScotland would
prefer to see greater consideration of how the gains made from
tourism, including through existing taxes, can be reinvested to
strengthen the Scottish tourism offering and help Scotland compete
in a globally competitive market.
With the exception of local taxation, most taxes are reserved
to the UK Government and are outwith the control of the Scottish
Executive.
10. DATA ON
SCOTTISH TOURISM
Good market intelligence is a key driver of innovation and
enterprise. To support the industry in this area, a new joint
initiative has been developed by Scottish Enterprise, Highlands
& Islands Enterprise and VisitScotland called Tourism Intelligence
Scotland.
Working closely with the Scottish Executive Tourism Unit
to support the delivery of the Tourism Research Network proposed
in the Tourism Framework for Change, Tourism Intelligence Scotland
is a key initiative in supporting the industry to achieve the
50% growth target set out in the framework.
The specific objectives of Tourism Intelligence Scotland
are:
1. To work with the industry to promote a strong market
and customer focus in Scottish tourism at all levels: Scottish,
destination/local, and business.
2. To ensure that the right intelligence is gathered
and effectively disseminated to the industry.
3. To promote an exchange of market intelligence around
the industry and to stimulate follow-through action.
4. To ensure that public and private sector resources
in this area are applied effectively and in a coordinated way.
5. To identify and learn from best practice in market
intelligence gathering and dissemination locally, nationally and
internationally.
6. To promote awareness of competitor destinations and
provide a basis for strategies to build competitive advantage
for Scotland and Scottish businesses.
7. To create a cultural change in the industry in relation
to the gathering and use of market intelligence that supports
the objectives of groups such as Pride & Passion and the Tourism
Innovation Group.
The following suggestions would improve Scottish data at
a national level and could be used to assist in informing Government
policy. In addition, the information gained from them could also
be used to shape VisitScotland's marketing and product development
strategies.
— Funding for full scale survey on day visitor
volume and value.
— Funding for National Visitor Survey (Domestic
and International) to research the following:
— Activities/Behaviour; and
This would offer greater accuracy than national volume and
value monitors, especially at a local level .
* Expansion of International Passenger Survey sampling points
to include Aberdeen Airport.
11. CHALLENGES FOR
TOURISM INDUSTRY
The tourism market is changing and the motivations and decision
factors of today's visitors continue to evolve. Scotland has an
extremely good fit with the latest consumer trends and has benefited
greatly from the increased number of direct flights from Europe
and North America in recent years. These direct flights help support
the marketing of Scotland and the attractiveness of Scotland as
a destination. Indeed, they have contributed significantly to
the 50% increase in international visitor numbers over the last
five years. However with new destinations emerging all the time,
holding on to existing market share is a challenge.
Consumer research over recent years has confirmed that today's
visitors are no longer for the traditional passive sun, sea and
sand holidays. Current and prospective demand presents a host
of opportunities for Scotland. In our research, we have found
that people are interested in visiting new places and learning
about different cultures. For others, their holidays are a chance
to pursue and develop their skills in a hobby or interest, resulting
in demands for activity and special interest holidays. Through
these, they can return to normal life refreshed and inspired.
Building on this research, VisitScotland's marketing strategy
and product portfolio (as outlined above) works effectively to
meet customer expectations.
The Tourism Framework for Change is built around a number
of key areas that are vital to support the growth of the tourism
industry. The key areas are:
— Market Intelligence & Innovation;
— Legislation and Infrastructure.
The TFFC is available for download from: http://www.scotland.gov.uk
March 2007
| 
