Copyrighted material - Taylor & Francis

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1 444 CHAPTER ELEVEN The public sector and tourism BOX 11.2: CASE STUDY: THE SCOTTISH TOURISM FRAMEWORK FOR ACTION AND SCOTTISH TOURISM THE NEXT DECADE: A FRAMEWORK FOR TOURISM CHANGE In 2001 the newly created Ministry of Tourism, Sport and Culture in the Scottish Executive (SE) set out to develop a number of new directions for Scottish tourism. It closely followed the SE s first tourism strategy in February 2000 A New Strategy for Scottish Tourism with a new strategy in The initial strategy in 2000 identified five key areas for action in Scottish tourism to improve the performance of the industry, against a decline in overseas arrivals. These areas were: 1 the effective use of information technology 2 better marketing 3 higher standards of quality 4 higher standards of service 5 the development of the skills base of tourism employees. In 2002, the new ministry developed its new vision and priorities for Scottish tourism, embodied in The Tourism Framework for Action , which set out a vision thus: Scotland is a must-visit destination where visitors needs come first, and tourism makes a vital contribution to economic growth. This identified three specific priorities: 1 To develop a better and stronger market position for Scotland, based on clearly identified brands and products to meet customer needs. 2 To improve the consumer focus to drive forward quality standards, as well as developing new products and services, ultimately to create successful business leadership. 3 To enhance the status of tourism in Scotland, based on understanding the linkages between different elements of the economy and tourism that require businesses and stakeholders to work together collaboratively, particularly through partnerships and alliances to improve sales, competitive position and focus. These objectives and visions are embodied in Figure 11.4 ; they require actions to be delivered by businesses, public sector agencies and the SE. For example, in _Y602_Ch11.indd 444 1/21/2009 6:13:20 PM

2 Governmental tourism strategies 445 Vision what Scottish tourism must aim to achieve 2005 Scotland is a must-visit destination, where visitors needs come first, and tourism makes a vital contribution to economic growth Priorities the targets that will help achieve the vision Market position High brand awareness Consumer focus Successful business leadership Enhanced status Working together Objectives the building blocks for delivering targets Increased conversion awareness to sales Enhanced products and services Taking account of tourism Increased direct access opportunities Investment in people and skills Increased profile Strategic actions the steps towards our objectives 2000 Tourism business actions Local and national public sector agency actions Scottish Executive actions FIGURE 11.4 Scottish Tourism Framework for Action (reproduced with permission from the Scottish Executive) Continued 15_Y602_Ch11.indd 445 1/21/2009 6:13:20 PM

3 446 CHAPTER ELEVEN The public sector and tourism VisitScotland launched a new brand and product portfolio to refocus VisitScotland s marketing focus for Scottish tourism (outlined in Figure 11.5, which shows the key products and segments in the market). Based on this framework, the SE identified the role of tourism and nontourism businesses in taking a responsibility for delivering the framework for action. A detailed set of actions is identified in relation to each objective in Figure 11.4 together with the responsibility for implementation. For example, in improving Scotland s market position it outlined the following objectives: To achieve high brand awareness amongst target groups, with three actions spread between businesses and public sector agencies. To increase the conversion of potential visitors from awareness to sales, with four actions split between public and private sector. To increase direct access opportunities for target consumers, with two actions, largely aimed at the SE to develop the infrastructure and services as well as businesses collaborating to market such improvements. A similar matrix of objectives and actions was developed for each of the three priorities ( Figure 11.4 ). Interestingly, the framework for action identified the multiplicity of relevant public sector agencies which need to work in partnership to deliver the public sector element of the strategy, including: The area tourist boards, particularly in relation to leading marketing initiatives that fit with VisitScotland s objectives, as well as operating TICs, delivering area tourism strategies and advising tourism businesses. The former British Tourist Authority (now VisitBritain), working with VisitScotland to market Scotland internationally using VisitBritain s network of overseas offices as well as its international market intelligence/research. The Forestry Commission, which manages forestry resources and has a contribution to make to create opportunities for tourism. Historic Scotland, which manages 330 historic visitor attractions across Scotland and markets heritage resources to the tourism market. The local authorities who develop policy and deliver services within national frameworks for tourism, whilst also administering planning controls and managing publicly owned or leased tourism facilities. These agencies also work with local business associations 15_Y602_Ch11.indd 446

4 Governmental tourism strategies 447 What the product does for me Diversity Romance Relaxes Stimulates Challenges Authentic Discerning Cultured Space Adventure Facts and symbols Highlands scenery, tartan, bagpipes, castles, lochs, whisky, golf, Edinburgh, accent Friendly Proposition Scotland A powerfully enriching personal experience Live it Essence Enduring Dramatic Human The natural wonder of northern Europe Proud Landscape Vibrant cities Culture and history Describe the Outdoor activities product World-class golf Festivals/Hogmanay Wildlife Fine food and drink Real City and rural beaks B&B Five-star luxury Welcome Special Enriched Individual Unpretentious Independent Confident Professional Rejuvenated Inspired How the brand makes me look Different Brand personality In awe Safe How the brand makes me feel Innovation, integrity, pride, proficiency Values FIGURE 11.5 The VisitScotland brand essence wheel. ( VisitScotland, reproduced with permission) Rational Emotional Continued 15_Y602_Ch11.indd 447

5 448 CHAPTER ELEVEN The public sector and tourism (e.g. Chambers of Commerce) and trade associations (e.g. local voluntary tourism associations such as Dunblane Tourism Association) and part-fund the former area tourist boards (now part of a seamless VisitScotland organization covering all of Scotland) and actively participate in delivering area tourism strategies. The Scottish Arts Council, which supports and promotes the arts and administers lottery funding for the arts in Scotland. The Scottish Enterprise Network, comprising the local enterprise companies and Highlands and Islands Enterprise Network, which are involved in formulating strategies for training and infrastructure development and support services such as Small Business Gateway and vital coordination/networking opportunities for local tourism businesses. The Scottish Executive, with legislative responsibility for the Scottish economy functions devolved from the UK government in Westminster. It is responsible for direct funding to tourism and support agencies including local authorities, VisitScotland, Scottish Enterprise, Historic Scotland, Scottish Natural Heritage, the Scottish Arts Council and Sportscotland. The Scottish Museums Council, which is the organization that represents 200 members in Scotland with 320 museums. Scottish Natural Heritage, which provides advice on the conservation of natural heritage, recreation in the countryside and coastal areas. Sportscotland, which administers the Lottery Sports Fund in Scotland and promotes sporting opportunities. It has a role to play in relation to the growing interest in sport-related tourism (e.g. golf) and eventbased tourism. VisitScotland, which formulates strategy for marketing Scotland, based on the 1969 Development of Tourism Act. It is also the lead organization in the promotion of tourism and in identifying research needs for Scottish tourism. It also cofunded area tourist boards (in conjunction with local authorities and its business membership) and advises government on tourism issues as well as managing tourism quality assurance schemes. To implement the strategy and to evaluate its achievements, the following four steps were introduced in 2002: 1 The SE and VisitScotland were to develop a measurement framework for the required actions, with a series of performance indicators that measure progress. 15_Y602_Ch11.indd 448

6 Governmental tourism strategies A steering group was created, chaired by the Minister for Tourism, Sport and Culture, to oversee progress with the framework for action. 3 VisitScotland were to chair an implementation group to monitor actions, and to engage the industry to advise the steering group. 4 The hosting of events to engage the Scottish tourism industry to improve the mutual understanding of tourism and to recognize each organization s roles and responsibilities. What is interesting about the framework is the extended coordination, communication and leadership role needed to drive Scottish tourism forward in the new millennium. It also emphasizes the scope of organizations that must be consulted in relation to tourism policy, and the potential conflicts that exist between agencies with competing objectives (e.g. conservation agencies and business development agencies). It also reinforces the arguments that policy-making is multilayered and involves a large number of interest groups. The progress towards targets set in the tourism strategy included: increased marketing spend by VisitScotland: their budget has been doubled since 2001 and its marketing spend leverages in tourism revenue for every 1 spent, up from 12 in This compares with VisitBritain s estimated Return on Investment in tourism of 44:1 for overseas marketing and 20:1 on domestic marketing VisitScotland s brand proposition being demonstrated in research as unique, with its focus on the five key elements (see Figure 11.4 ) (active, cities, freedom, business, and culture and heritage) additional training for businesses being provided by Scotland s Enterprise Network since 2000, to try and raise the standards of provision in the tourism sector (especially food quality) business leadership being established by Pride and Passion the Scottish Executive Route Development Fund: this has improved accessibility to Scotland by funding 13 new air links and the Rosyth Zeebrugge ferry service since 2000 as well as ferry services to remote islands. In November 2005, the draft Scottish Tourism The Next Decade: A Framework for Change was launched for the period This set a new set of ambitious targets for Scottish tourism: To grow the revenue from Scottish tourism by 50 per cent, equivalent to a volume growth of 2 per cent a year. Continued 15_Y602_Ch11.indd 449

7 450 CHAPTER ELEVEN The public sector and tourism To achieve this target, the strategy set out its ambition based on business entrepreneurship, business leadership and a focus on the consumer, with the public sector strongly supporting businesses and industry bodies to grow the sector. Sixteen targets were set out in the strategy for , among which were: establishing a tourism research network to ensure approach research is undertaken and disseminated to all stakeholders businesses to collect data to know their visitor (who they are, why they have come and what they want out of their trip) VisitScotland to increase the proportion of businesses involved in its Quality Assurance schemes the Scottish Tourism Innovation Group s Pride and Passion scheme to double the number of friends each year, each of whom will make a commitment to improving the visitor experience the organization People First to develop and implement a workforce development plan so as to achieve a more highly skilled workforce by 2006 managers and business owners to increase the take-up of training enterprise agencies (i.e. Scottish Enterprise and Highlands and Islands Enterprise) and the career organization Springboard Scotland to deliver support to businesses to improve recruitment and retention of staff the Scottish Executive to help provide affordable homes in locations facing a recruitment problem due to a lack of housing for workers who are priced out of the market the Tourism Innovation Group to work with groups of businesses, enterprise agencies and VisitScotland to identify emerging visitor trends, needs and new product opportunities every tourism business to become fully e-enabled by 2010 to maximize booking opportunities from VisitScotland.com. Following on from the Tourism Framework for Action , the new strategy seeks to measure success using many non-numerical measures; instead it focuses on more intangible and qualitative measures. Qualitative measures may be easier to use to justify success than existing quantitative indicators such as value of tourism revenue, visitor numbers, visitor satisfaction and expectation surveys. Nevertheless, the headline target established of growing Scottish tourism is unambiguous and clear and can only be evaluated using quantitative measures. 15_Y602_Ch11.indd 450