Tourism Scotland – our Vision for the Future ‘Beyond 2020′

Tourism Scotland – our Vision for the Future ‘Beyond 2020′


Hello everybody its Marc Crothall here
Chief Executive of the Scottish Tourism Alliance and also chair of the Strategy
Steering Group that’s been brought together to shape Scotland’s future
Strategy Beyond 2020. I’m here at the EICC at our Autumn Conference to unveil
that future strategy but we appreciate that many of you weren’t able to make it
to Edinburgh so this video we’ve recorded is to allow you to get a feel
and understand what our future vision and mission and our strategic priorities
are importantly after you’ve watched it we’d like you to take part in the survey
questionnaire with the link that will follow that it will allow you to feedback your thoughts and what you consider to be the priorities for
action under the four headings. Thank you very much. So you’ve heard from Stephen and you’ve
heard from our Minister about the past the here and now so what about the
future. Stephen referred to how the landscape of
the global tourism industry has changed the way people have travelled the way
they visit the way they explore and experience destinations is entirely
different to what it was seven years ago and despite all the unknowns that exist
within today’s political and economic climate we know with absolute certainty
that the patterns and trends of today’s tourism market will have changed again
beyond recognition within the next 10 years. We can’t predict the future of course but we can and indeed have drawn on
today’s insights and yesterday’s lessons to shape a robust strategy for the
future. So what do we know for sure we know that today’s traveller visits books
and experiences Scotland in a very very different way to what they did in 2012
we know that the global climate emergency agenda has shifted the way we
think about where we travel and stay how we get there the impact we ourselves
have on our global environment and our destinations. We’re being much more conscious in making our leisure and food choices we
also know that our domestic market is becoming ever more cautious in their
decision-making and that their level of spend on tourism and hospitality
experiences is at risk of further decline as such there is an increasing
need to attract more visitors but the right visitors to Scotland year-round in
order to grow our tourism industry we have continued political and economic
uncertainty we’re witnessing an even faster pace of technological change and
global to growth in tourism our core markets are unlikely to change new
markets will have worked in emerge and we will continue to build on our
competitive and unique strengths that we have across all our assets our landscape
and scenery our heritage and our culture our people and our welcome our
activities our events and festivals and the business events that we attract will
continue to bring visitors to our shores as we look to the future insights tell
us that food tourism and adventure tourism will have the potential to
become key drivers of visits to Scotland the healthy living trend has also become
an important item on the checklist of tomorrow’s traveller in the medium-term
global tourism experts refer to 12 mega trends happening today for Scotland
we’ve merged these under four headings as we look forward to 2025. These are we
want our visitors to experience more enjoy immersive live like a local rich
experiences we need the market we need to market the whole of Scotland and
ensure that our visitors can experience all of what our landscapes and
destinations have to offer we know that today’s traveller is
evolving and that we attract many different types of visitors both
culturally demographically we also know that it’s just important that just how
important it is it is for data to influence the way the visitor experience
and what has become a very dynamic world we’ve also looked at how our competitors
are shaping their future tourism strategies – and we can see some
distinct themes emerging many of which mirror our own there increasing
competitiveness whilst pursuing sustainability improving quality through
infrastructure facilities and services strengthening their international
position building distinctiveness creating conditions for growth and
investment there supporting innovation addressing seasonality spreading tourism
and encouraging spend in areas of high potential and they’re addressing their
skills and labor issues they’re attracting new source markets and
they’re improving their transport and connectivity and importantly they’re
improving their knowledge and their data as a result of what’s happening in terms
of trends forecasts and future consumer behaviour there is a need for our
tourism industry government public sector and communities to collectively
respond adapt and collaborate to deliver a responsible sustainable manage growth
for the future future success will only be achieved through partners
our mindset as a nation as a sector is is shifting from attracting volume to
delivering greater economic social benefits for our nation and for our
local communities the people who live and work in all our villages or towns or
cities the people who work in your businesses the time has come to change
and adapt our future national strategy must therefore respond in a different
way to address these current and future challenges and maximize the
opportunities that we have in our sites in the short medium and long term we
know how difficult it is right now to look to the future with the current
challenges we’re experiencing across the industry and the immediate challenges
that we know that are on the horizon dealing with the unknowns of tomorrow
today are not easy especially when our industry is in a fragile state with many
potential impact still to be felt brexit the climate emergency the potential
introduction of a tourist tax by some local authorities immigration and
Scotland’s depopulation crisis is the backdrop to our current tourism
landscape and remember too that our destinations all experience different
challenges and indeed opportunities it is a time therefore to act and be brave
be ambitious before word thinking and maintain the level of resilience which
we’re all known so well for displaying it is now more important than ever that
we create the very best memories for everyone who visits and experiences all
that Scotland has to offer with no long-term damage to our environment our
strategy should enrich lives and preserve our places with our industry
acting as pioneers for delivering responsible tourism we need to look to
build a 21st century tourism industry for all that’s our people our visitors
our businesses our communities and our environment tourism is acknowledged as
having a hugely important role in delivering Scotland’s wider economic
strategy and national performance framework the sta will continue to focus
on the core of the organisation’s agenda which is aligned to delivering
sustainable growth for business through representation
the industry voice to bring about changes at policy level that will have a
positive impact on our tourism sector and wider economy Scotland has a global
reputation to protect and we will only realize our collective vision if our
policies and economic conditions allow us to ensure that we are seen and can
can present the country as a quality attractive destination throughout all
stages of the visitor journey and that we are able to compete globally on price
the draught of Scotland’s future national strategy has unlike TS2020
being developed through an equal partnership approach with a range of
stakeholders from industry Scottish government and our public agencies it is
reflective of the changing world we live in our new mindset approach to how we
live and work and represent a bold step forward and setting our industry on a
path to delivering benefits to those who both visit us Scotland’s people the communities within our destinations our local economies our
wider economy and indeed all our sectors so now to the big reveal well we tested
a draft vision and mission with all those who attended the workshops in the
focus groups and we listened to the feedback and the majority of those who
attended told us the sentiment was right but we needed to be bolder more
ambitious and the words of our future vision and our mission must reflect that
and make clear it is Scotland’s tourism vision you said that they must not be
bland they mustn’t be under they must and uninspiring enormous they come
across as being vanilla or to PC so with the help of the marketing professionals
at the union agency I’m delighted to now share with you our future vision. Scotland. We will be a world leader the
world leader in 21st century tourism. 21st century tourism, what do we mean by
that well tourism is going to change it must change if the industry doesn’t
change it governments will and if governments won’t tourists will and if
tourists won’t communities will a new model will be developed sustainability
responsible innovation and technology already are in
many destinations the driving forces that are influencing decisions on new
ways of providing the visitor with the experiences they’re looking for so how
will we deliver our vision through having a very clear and concise mission
which is together we will grow the value and positively enhance the benefits of
tourism across Scotland by delivering the very best for our visitors our
businesses our people our communities and our environment a bold ambition and
direction as I’m sure you will agree and one which I hope will inspire you and
show you that we are on a brave new journey a step change from the ambition
content and the delivery approach of TS2020 whilst this strategy has evolved
from TS2020 it marks the dawning of a new era for
our industry a marked difference in our approach to delivering what we see a
picture of success looking like the strategy has not been developed in
isolation it’s a result of widespread engagement across the industry visit
Scotland led events back in February and March to capture the views and opinions
of industry leaders and the most significant trends that could impact
tourism in Scotland in the coming years the STA then led a program of
facilitated workshops across Scotland and a series of focus groups with young
people working in the industry to test the essence of the vision and the
mission and the priority areas of focus you might ask is our vision too big well
a vision statement should set our direction it should be ambitious it
should be inspiring it should energize us and if we’re ever in any doubt about
where we’re heading our vision should refocus us it should be our reality but
it should also be our collective dream it should inspire all our stakeholders
our tourism businesses our suppliers to industry our government or local
authorities or public sector agencies our people and future generations
and anyone who has a touch point with Scotland’s tourism industry this is
everyone’s strategy it’s not inconceivable that Scotland can be the
world leader in 21st century tourism. We’re already known and recognized
globally for our joined-up approach and delivering our current tourism strategy
and have become a case study for how businesses communities governments
around the world should collaborate we look and we will continue to look beyond
our shores for insights better ways of doing things as a nation we’re of course
already world leaders in innovation it’s in our blood our DNA and it’s in the
nature of how we how we respond to opportunities and challenges we have the
strength of vision that enables us to lead the way we inform the debate we
influence others to do the right thing and we act by taking the right steps
it’s entirely within our reach to be the world leader in 21st century tourism but
one question I’m sure you all have in your mind is how are we going to achieve
our goal Scotland’s future tourism strategies being developed around four
key priorities people place businesses and experiences each with a key aim and
a set of outcomes we recognize that the visitor experience is a combination of
several different elements all coming together and that for tourism in
Scotland to thrive in the future we must address these challenges and seize the
opportunities that sit behind these four key priority areas our passionate people
are thriving places are diverse businesses and our memorable experiences. So let’s explore these four areas in more detail we have an overarching aim
for each of the four areas and each has four measurable outcomes to our passion
of people the aim to attract develop and retain a skilled committed diverse and
valued workforce our four outcomes our people feel valued for the contribution
that they make and have a voice in the workplace all parts of our industry are
record as a valued career choice attracting the
best people and providing opportunities for all to make the best of their skills
and talent we use innovation and creativity our businesses and
communities provide and create good and fair work in a supportive workplace
environment the diversity of our workforce is also more closely reflects
the population of Scotland for our thriving places the aim to create and
develop a sustainable destination together that tourism is recognised
nationally regionally and locally in our communities as a force for good a
catalyst for thriving communities and is able to respond flexibly to the diverse
needs of Scotland’s places the impacts of tourism on the environment and our
communities are understood and responsibly managed and our landscape
scenery natural and built heritage are cared for and protected for the future
generations everyone takes shared responsibility for our places to ensure
the right growth in the right areas benefiting both our businesses and our
communities our places are both connected physically and digitally and
supported by the appropriate investment so – right – to diverse businesses an
aim to build business resilience sustainability and importantly
profitability outcomes with supportive within a supportive environment our
businesses adopt responsible and fair business practices are open to change
and they are committed to investing in their future our businesses have the
capacity to secure appropriate investment and the productivity of the
sector shows positive improvement driving inclusive growth and improves
financial returns our businesses are embracing innovation and technology to
better support both the visitor experience and use and the use of new
business models that support competitiveness and reflect the changing
landscape and our businesses demonstrate visible leadership through increased
collaboration building sustainable and resilient business practices and in
resting in their people and future success and to our memorable experiences
we continue to provide the very best authentic and memorable experiences we
provide a wide range of immersive responsible authentic and rich
experiences that reflect our strengths and changing visitor trends every
visitor expectation is met with each visitor enjoying the very best
experience creating ambassadors for Scotland all over the world
visitors are staying longer throughout the and they come more often throughout
the year they see more of Scotland and they’re spending more during their visit
our visitors are able to make seamless journeys and have barrier-free stays
that are accessible to all so we have our vision we have our mission and we
must protect and consider the environment in everything we do and we
have our four strategic priorities for us to deliver our aims and achieve our
vision and mission we must determine define and bring about the right
conditions for success and we’ve identified these to be as follows we
must strengthen our ability to harness the power of technology and data we must
have the right policy regulatory landscape in place we need to ensure
access to investment we must proactively invest in the right transport and
digital connectivity and we need to provide a support network for business
and importantly we need to successfully position Scotland and our tourism
industry both internally and externally tourism cuts across every sector we’ve
always said that tourism is everyone’s business it touches every part of
Scotland’s economy this future strategy has been developed together by industry
government and the agencies who all share this bold vision together we will
deliver this through a joined-up approach spanning all sectors and
destination through our ways of working being brave
outward looking forward thinking collaborative responsible and putting
our communities our people our visitors our businesses and our environment at
the heart of everything we do we can be the world leader in 21st century tourism
and we can measure our collective efforts by setting our own standards for
success it’s a ten-year vision to 2030 that will be supported by short medium
and long term action plans it is realistically and rightfully ambitious
we’re a resilient industry we have a proven we’ve proven that many times over
before and we’ve built strong partnerships which will see our
businesses our people achieve great things delivering profit for purpose and
substantial rewards for the good of all our current and future challenges are
well known to us some may of course appear differently however we also have
many opportunities ahead and we look and much to look forward to as an industry
and delivering success not only for Scotland’s tourism sector but for the
wider economy creating a better country to live and work in and for the world to
visit this is an exciting ambitious strategy for each and every person to
own and take responsibility for delivered with your individual passion
and expertise this is a strategy for each and every one of us in this room
and one to be proud of so what next well you’ve heard a lot from me today and as
you know this is a draft and it’s important that we continue to consult
with all our stakeholders over the coming months as we build the short
medium and longer-term action plans to deliver this future strategy which will
be officially launched on the 4th of March at the National Tourism Conference
in Glasgow. Thank you!

Leave a Reply

Your email address will not be published. Required fields are marked *