Glasgows Tourism Strategy

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Question Description

Please write an answer of 500-750 words for each question, and combine your answers in one Word document. Please use academic and non-academic sources in each answer, and reference them in MLA format, with a bibliography at the end of each answer. The Glasgow Tourism policy, mentioned in questions 1 and 2, is uploaded below.


1. Glasgow’s Tourism Strategy includes a scan of the destination’s internal and external environment (section 3 - page 7-9). Critically evaluate the extent to which the policy vision (section 1 - page 4-5) address the opportunities and threats that are presented here. The Glasgow policy is uploaded at the bottom of this page.

(Please make a list of the internal and external opportunities and challenges that are identified in section 3. Are the opportunities adequately leveraged, and the threats adequately addressed, in the vision and priorities Glasgow is proposing? Try to include the academic literature for definitions of key concepts (internal and external environment, policy vision) and for best practices in developing coherent tourism policies)


2. Consider the role of the state in the implementation of Glasgow’s ‘Place’ objectives (page 14-17) – which political ideology / ideologies underlie this policy? Explain your answer. The Glasgow policy is included at the bottom of this page.

(What are the roles of the public, private and voluntary sector in this section? What does that tell you about the political ideology that underlies this policy? Please highlight the key characteristics of the ideology from the literature. You can also make use of external evidence to support your answer (e.g. which political party was in power when the policy was written?))


3. Discuss how social tourism has been seen as a way to reduce social exclusion. Please also give an example of a social tourism system that is in operation today – how does it work?

(Please include definitions of social tourism and social exclusion (from the literature) in your answer.)

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Glasgow’s Tourism Strategy To 2016 Tourism is one of Glasgow’s biggest industries. In terms of employment, it ranks alongside Financial Services, Health and Retail. Twenty-five years ago, this position would have been unthinkable. Through continuous investment in both the tourism infrastructure and marketing, Glasgow has risen to become one of the UK’s top tourism cities. In 2005, the city attracted 2.8 million visitors who spent £700 million. COUNCILLOR STEVEN PURCELL LEADER OF GLASGOW CITY COUNCIL AND CHAIR OF GLASGOW CITY MARKETING BUREAU Within Glasgow’s Ten Year Economic Development Strategy, tourism is identified as a key industry that will help the city achieve the step change that is necessary to fulfil its ambitions for the future. Step change involves a significant shift in thinking. It was with this mindset that a partnership comprising Glasgow City Council, Glasgow City Marketing Bureau, Scottish Enterprise Glasgow and VisitScotland Glasgow set out to produce Glasgow’s Tourism Strategy to 2016. The strategy takes account of trends affecting tourism and, in particular, the need for cities to specialise and differentiate themselves in order to compete in the global marketplace. The Glasgow: Scotland with style brand is vital to the city’s international positioning. Discretionary business tourism, short breaks and large-scale events are all seen as presenting the biggest opportunity for growth. The strategy highlights the importance of Scotland’s new Arena, the development of the Riverside Museum and the need for 3,000 new premier hotel rooms by 2016. With an ambitious target of attracting an additional one million visitors by 2016 – taking the sector into the £1 billion per annum bracket – the strategy affirms the need for partnership working on an unprecedented level. Taking these principles further, there is an expectation that vital transport links such as the Clyde Fastlink, Glasgow International Airport rail link and Crossrail solution will be a priority for transport providers and the Scottish Government alike. Similarly, the support of the business community in Glasgow is essential to the success of the strategy and this has been developed by working with key stakeholders and members of Glasgow Chamber of Commerce in its development. This is the most thoroughly considered and widely researched tourism strategy the city has ever produced, which is exactly what is needed to create a Glasgow that is as much a place to enjoy for its citizens as it is for visitors.  Contents 1 VISION 4 2 GOVERNANCE 6 3 MARKET CONTEXT 7 4 IMAGE AND BRAND 10 5 PEOPLE 12 6 PLACE 14 6.1 6.2 6.3 Accommodation Transport Information Communications Technology 7 PRODUCT 7.1 7.2 7.3 7.4 7.5 7.6 7.7 Culture, Leisure and Visitor Attractions Meetings, Conventions and Exhibitions Architecture Major Events Retail Merchant City Clyde Waterfront 8 SUSTAINABLE TOURISM 26 9 BUSINESS INNOVATION 28 10 RISK MANAGEMENT 30 11 MARKET INTELLIGENCE AND MEASURING PROGRESS 30 18 APPENDIX  A Alignment TO a STEP CHANGE FOR GLASGOW 32 B  LOSSARY OF TERMS & LIST G OF ABBREVIATIONS 34  In line with the city’s economic development strategy, A Step Change for Glasgow, the key objective is to maximise economic growth for the benefit of Glasgow’s citizens, while at the same time creating a more attractive environment for visitors and investors. The strategy complements Glasgow City Council’s key objectives and agenda for social renewal. It also embraces Scottish Enterprise’s tourism priorities of innovation, product development, business leadership development, and destination development. The approach to delivery seeks to reflect the relationship between the city and the wider region, in particular the strengthening links with Edinburgh via closer collaboration. 1 VISION Our vision Our shared ambition for metropolitan Glasgow is of sustained and sustainable growth in the tourism industry as a contribution to the wealth and well-being of all. Our vision for Glasgow 2016 is of a leading destination in key markets offering a unique, dynamic and authentic experience through the quality of place, product and service differentiated through the strength of the brand, Glasgow: Scotland with style. Ten year priorities To achieve the vision for tourism, four key priorities have emerged from a process of research and consultation with stakeholders and industry representatives. Not only do they represent the main pillars around which the strategy and subsequent action plans will be developed, but they complement and support the broad themes within Glasgow’s economic development strategy. Strategic Targets  t o deliver a minimum growth of 60% in tourist revenue with a target of achieving 80% g  row tourism-related employment to 40,000 increase  capacity by 3,000 premier hotel bedrooms The four strategic themes are: Policy Context 1. Image and Brand: a positive and unique image is a key influencer. Glasgow’s Tourism Strategy to 2016 takes advantage of the favourable national policy environment, the city’s recent economic growth and higher levels of ambition and aspiration for Glasgow’s future prosperity and well-being. 2. People: Glasgow’s citizens are the city’s greatest asset and must benefit from tourism’s growth. 3. Place: place attractiveness, accessibility and quality of environment are competitive drivers for a successful tourism destination. The strategy is closely aligned to key national and city policy documents. 4. Product: this must be fresh, distinctive, innovative and appealing to target markets. Scottish Tourism: The Next Decade – A Tourism Framework For Change takes a similar long-term approach to tourism development and sets ambitious targets. As Scotland’s largest city, and a successful urban destination, Glasgow has an important part to play in contributing to national targets through its business and short break tourism markets. The strategy reflects principal policy initiatives, including the importance of cities in regional development. These four themes will be underpinned by the cross-cutting themes of sustainability, innovation, collaboration and market research. Strategic Ambition Glasgow will be recognised as a leading global tourism destination with delivery driven through a city-wide partnership of organisations, institutions and businesses committed to this single vision. Strategic Targets Global tourism is projected to grow at 4% per annum, with Scotland having set a national target of revenue growth of 50% by 2015. Demonstrating Glasgow’s ambition, the city will deliver a minimum growth in tourism value of 60% by 2016, with the objective a stretch target of 80%. This stretch target represents a significant step change in terms of performance. Achieving 80% growth will mean that in 2016 Glasgow will welcome four million tourists, equating to an additional one million tourists compared to 2005, with tourism generating revenues for the city in excess of £1 billion1. Glasgow will meet aspirations by building on its current status and delivering a quality tourist experience consisting of: w  orld-class infrastructure It is projected that up to 9,000 additional tourism-related jobs will be created as a result of this growth. ‘ must-see’ attractions c lean, well-maintained and sustainable public and civic spaces These increases in volume, value and employment will be achieved by focusing on a number of drivers including place quality, connectivity, authenticity, product innovation, strategic management and targeted marketing. Other factors will include a continued strong demand across primary market sectors responding to the brand proposition. This demand will stimulate a growth in supply of accommodation of a targeted 3,000 additional premier hotel bedrooms by 2016, and a continued increase in yield per consumer as Glasgow moves itself up the tourism value chain. s  eamless transport connectivity e  vents of international significance fi  rst class service from a well-trained workforce Increased investment in the city region brand, Glasgow: Scotland with style, is central to the task of projecting Glasgow on the world stage as a creative and highly desirable place to visit. Together with the infrastructure developments in the pipeline and a more strategic focus, Glasgow has the capability and drive to deliver a true step change in tourism performance by 2016. A major events strategy, including Glasgow’s bid to host the Commonwealth Games in 2014, a new Riverside Museum (above right) and Arena at the Scottish Exhibition + Conference Centre (below right) are all key drivers to realising targets. 1 In real terms   Delivery 2 GOVERNANCE Development of Glasgow’s Tourism Strategy to 2016 has been led, in partnership with the private sector, by the four main agencies in Glasgow with a remit for tourism development (Glasgow City Council, Glasgow City Marketing Bureau, Scottish Enterprise Glasgow and VisitScotland). Glasgow’s Tourism Strategy to 2016 sets out the means for realising this potential, articulating the city’s shared ambitions and objectives for the industry during the coming decade. Ownership of the strategy lies with the Glasgow Tourism Strategy Steering Group which will report back to stakeholders and the Local Economic Forum on progress against delivery, ensuring synergy with the implementation of the city’s economic development strategy. Glasgow’s tourism industry has played a leading role in the city’s economic growth in recent years, thanks to the successes of landmark events, such as European City of Culture 1990, investment in new infrastructure, the growth in the conference market and improved connections to mainland Europe and international cities. Participation in this group by Glasgow Chamber of Commerce ensures a link to the private sector and will reinforce the engagement of the industry in the delivery of the strategy’s action plan. The new tourism strategy builds upon the achievements of the Glasgow Tourism Action Plan 2002-2007, recognising that, although significant improvement has already taken place since the early 1980s, the transformation is as yet incomplete. Central to Glasgow’s reinvention, tourism is one of the sectors offering the potential for achieving continued growth and for achieving a step change in overall economic performance. 3 MARKET CONTEXT Volume and Value Glasgow has grown and developed as a tourism destination. With over 10,0002 hotel bedrooms, conference facilities including the Scottish Exhibition + Conference Centre, a wealth of visitor attractions and strong retail offering, the city has adapted and developed quickly to respond to market opportunities. Tourism is the fastest-growing global economic sector in terms of foreign exchange earnings and job creation. Whilst specific world events have resulted in temporary shifts in travel patterns, they have not resulted in less travel – according to the United Nations World Tourism Organization (UNWTO), world tourism is experiencing an average growth of 4%. Tourist numbers have increased consistently due to a combination of powerful marketing and a quality urban tourism product. The city has demonstrated its ability to compete with the best on a world stage. For many years, traditional sun and sea summer holidays dominated international tourism but this pattern has changed. Today destinations are competing vigorously to offer a range of diverse experiences and activities to the increasingly sophisticated traveller. In 1995, 1.49 million trips were made by visitors to Glasgow, generating £263 million in spend. In 2005 the city attracted 2.8 million trips, with expenditure of £700 million. Some 29,640 people were employed in tourism-related activities in Glasgow in 2005, accounting for 7.6% of all jobs in Glasgow and representing 16.2% of the total tourism workforce in Scotland. Some of the key emerging trends which the strategy must reflect include: The group’s remit is to: In moving to a ten year timeline, in line with A Step Change for Glasgow, the strategy will capitalise on progress to date and raise the bar in terms of the scale of ambition and scope of achievement. Within the new economic strategy, there is a clear statement of intent to create a step change in Glasgow’s performance and an expectation that tourism, as one of the city’s recognised specialisms, will play a prominent role in meeting this challenge to generate prosperity and create an excellent economic environment for all. Today 1. Lead development and implementation of the Glasgow Tourism Strategy and Action Plan in conjunction with relevant public and private sector partners. L  ifestyle and demographic change: an older population with more disposable income and more leisure time 2. Report on progress against delivery to key stakeholders and the Local Economic Forum. A  ccessibility: ease of access to an increasing number of destinations 3. Monitor and measure success using agreed tracking mechanisms. C  limate change: greater awareness of the impact of travel and tourism development on the environment The strategy will be complemented by a set of action plans to be developed, reviewed and refined during the coming decade. These will enable Glasgow to respond to changing economic and environmental circumstances without losing sight of the overall vision. Research will be undertaken to benchmark the city and measure progress against targets. Visitor Profile Leisure is the primary reason for visiting Glasgow, with 53% of UK and 48% of overseas visitors coming to the city for a leisure break. The biggest growth area, however, in recent years has been discretionary business tourism. According to International Congress & Convention Association (ICCA) statistics for 2005, Glasgow is now 33rd in the world for numbers of international association meetings held and 22nd for the number of international delegates hosted. I CT and its application: global access to web-based information, helping consumers to research, select and book holidays C  ompetition: within short break and discretionary business tourism England continues to generate the bulk of visitors, and although the USA represents the single biggest country of origin for overseas visitors, mainland Europe remains the primary source of international tourism revenue. The average length of stay in the city is three nights for UK visitors and 6.2 nights for those from overseas. P  ropensity to pay more for experience than goods G  rowing demand for service-based skills and quality of service. Closer examination of the visitor profile shows that Glasgow enjoys a broad market mix. Short break tourists, for example, are drawn from a wide range of demographic age groups. The most recent comprehensive visitor survey found that 80% of the city’s current tourist base is in the ABC1 socio-economic bracket, with high aspirational values and expectations. KEY STAKEHOLDERS AND THE GLASGOW LOCAL ECONOMIC FORUM GLASGOW TOURISM STRATEGY STEERING GROUP Greater Glasgow Hotels Association Tourism, Retail and Leisure Group Glasgow Restaurateurs Association  Glasgow’s Leading Attractions 2 Glasgow Tourism Accommodation Review 2004/05 Strategic Major Events Forum  Current Position An analysis of Glasgow’s tourism industry helps to highlight priority areas for the strategy to target: STRENGTHS WEAKNESSES B  rand L  ow level of entrepreneurship E  ntertainment and nightlife P  ackaging of experiences C  ity centre retail offer L  ack of scheduled direct air services C  ulture C  leanliness A  rchitecture S  ignage C  onference facilities G  aps in transport infrastructure P  artnerships and joint working R  esidual image issues C  ompact I mage of sector for employment F  riendly S  kills and labour shortages A  ccess to Highlands/Edinburgh/golf L  ack of 5 star hotel operators H  E medical and scientific research C  reative community I nternational gateway R  obust risk management process OPPORTUNITIES THREATS C  ontinued brand development A  ccommodation capacity issues I ncrease in short break travel D  ecline in numbers of people flying N  ew hotel development D  ecrease in popularity of city breaks E  xperiential services Q  uality of visitor experience not equal to that of competitors C  ollaboration with Edinburgh and other surrounding destinations I nability to match competitor investment D  eveloping service excellence L  ack of available labour A  ttracting large scale events I nnovative new products and packaging I ncrease in competition in business tourism market W  aterfront regeneration G  rowing competitor retail offers D  ifferentiation through unique selling points F  ailure to deliver key transport projects – West Coast high speed rail link, airport link, Crossrail E  mployment-rich sector I CT applications G  reen issues G  reen issues Glasgow has been particularly successful in the discretionary business tourism market, hosting many International Association meetings, notably in the medical and scientific sectors. The city’s historic pre-eminence and continued excellence as a centre for engineering, scientific and medical achievement has been instrumental in bringing this about. Glasgow’s distinctive contribution to this specialist market sector needs to be vigorously supported and developed, helping it to attract high value-added conferences as well as influential, international organisations. The city also offers a strong short break proposition. This includes an excellent retail offering, the unique architectural legacy of Charles Rennie Mackintosh, world-class galleries, diverse visitor attractions and celebrated nightlife complemented by a year-round events calendar. Glasgow’s performance, however, must be viewed against a general growth in urban tourism. One of the city’s greatest challenges comes from growing competition from other city destinations. At a global level, the discretionary business tourism market is experiencing unprecedented growth in the supply of facilities. New conference centre proposals and developments have meant that recent market entrants such as Liverpool, Dublin, Dubai, Hyderabad, Gdansk, Valencia, Vancouver, Barcelona and Rome are vying for the same discretionary business tourists as Glasgow. As competitors commit significant resources to enhance their marketing capability, the battle for share of voice in a crowded marketplace becomes more intense. Glasgow recognises the demographic and social changes taking place in the wider market and continues to develop authentic and quality visitor experiences for key market segments. As previous research3 has demonstrated, it will be important for Glasgow to maintain a wide market base, with tailored offerings which build on unique products and areas of competitive strength. Collaboration with Edinburgh on relevant tourism-related projects, such as inter-city travel and major events, could enable the cities to compete more effectively in the global arena. The UNWTO has identified cultural tourism, short breaks, international meetings and ecotourism as areas for future growth. This is good news for Glasgow which is well placed to take advantage of a strong cultural product, an established track record in the international meetings market and a developing reputation as a successful short break destination. This competition is just as fierce in the leisure tourism market, with cities such as Barcelona, Prague, Dublin and Manchester all strong competitors. Glasgow will benchmark itself against these and the other top league cities who take part in the European Cities Tourism Report. There is also growing internationa ...
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