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City tourism with a European perspective
Reports requiring action by individual countries and by government tourism agencies, and those involving collaboration between the various international agencies such as ESCAP, TCSP and the WTO. In the latter category, there was a strong commitment to the provision of assistance for international agencies to bring about integrated planning. ESCAP, in particular, was identified as a suitable agency to provide advisory services and/or countrylevel workshops based on the ESCAP Guidelines. Whatever the constraints of such a workshop, there were clear benefits for Pacific island participants in terms of sharing experiences, networking and exchanging ideas. Doubtless more soul searching about the conduct of the masterplanning process took place in the informal evening sessions than
in the workshop itself. For non-islanders such as myself, one of the highlights of such gatherings is the cultural sessions where islanders display their singing and performance skills in an impromptu setting. Most of the NTO representatives would have little problem securing employment as Club Med animateurs,r Collectively they present an impressive showcase for the vibrancy of the .Pacific cultures and generate a desire to get to know better this diverse region.
Brian King Department of" Hospitality and Tourism Management Victoria University of Technology PO Box 14428, MC Melbourne, Victoria Australia 8001
City tourism with a European perspective Centre-piece of The UK Tourism Society's Eighteenth Annual General Meeting and Society Day (16-17 June 1995) was the conference 'City Tourism With A European Perspective'. Held in the Scandic Crown Hotel on Edinburgh's Royal Mile, the conference brought together speakers involved in managing city tourism. The common theme to emerge is the need for effective partnerships and investment - whether capital, human, promotional or all three. Dr Roger Carter, Chief Executive of the Edinburgh Tourist Board, stated that the city had been largely complacent about its tourism until 10 years ago. Business was then highly seasonal and there was a relatively low average expenditure; seasonality was, indeed, reinforced by the three main summer festivals. Edinburgh Tourist Board operates from a position of strength for it is also an Area Tourist Board receiving funding from central government, via the Scottish Tourist Board, the two local authorities and Lothian and Edinburgh Enterprise Ltd (LEEL). Partnership with the private sector has resulted in membership of the Edin-
146
burgh Tourist Board standing at over 820; together with funding for marketing activities, private sector contributions to the Board total over £700 0011. Roger Carter argued that high occupancy rates and good seasonal spread achieved over the four years since the Edinburgh Tourism Initiative started have led to increased investment. One new hotel is at the point of completion with two more under construction, providing 335 new rooms - an increase of 6.2% in the city's stock. Expenditure by visitors has increased by about 20% or £60 million between 1989 and 1994. Dr Des Bonnar, Chief Executive, Lothian & Edinburgh Enterprise Ltd, stated that the Old Town Initiative is the most important single component of E d i n b u r g h ' s tourism product, attracting over 8 million visitors who
spend £340 million. Only five years ago, it was falling into disrepair with a lack of investment, and traffic using it as a through route. The comparison with competitor cities showed that unless something was done rapidly terminal decline would ensue. Public expenditure of £30 million has effectively ~pump-primed" over £100 million from the private sector, improving the physical environment; the new Edinburgh International Conference Centre has already secured 60 conferences at an estimated value of £22 million. Diversifying the Edinburgh product has led to events being brought to the city or created. Running from February to May 1995, the exhibition of Star Trek memorabilia attracted 192 000 visitors and an estimated £4 million at a quiet time of the year. Hogmanay has become the largest winter festival in Europe, lasting five days and filling hotels at a traditionally low-season time. Tom Webb, London Tourist Board Special Projects Director, gave the conference a political perspective on city tourism. Whilst having to deal with eight groups of customers or buyers of the Board's services, each with their own agenda, Webb assured the conference that similar circumstances apply in many of Europe's capitals. Abolition of the Greater London Council has resulted in 33 local authorities to negotiate with instead of one as in competitor cities. However, the formation of "London First" with 20(I professional and corporate members besides local government input, has resulted in several ~.chievements, namely private finance for the Underground Northern Line, the Breathe Easy air pollution campaign, Investors in People in London, support for Daylight Extra and a new exhibition centre. Referring to London First's remit on inward investment, Webb commented that the partnership between the private sector, local and national government has raised £3 million and has received enquiries from over 13(1 companies, of which a number are likely to locate in London within the next 12 months - a development agen-
]¢t'[)OFL'; cv for the city was considered to be long overdue. Elizabeth Jeffreys, Chief Executive of the Greater Manchester Visitor & Convention Bureau, represents 10 local authorities; within the 'partnership' are Manchester Airport, the Passenger Transport Authority, the Training & Enterprise Council, Central Manchester and Trafford Park Developmcnt Corporations and a rapidly growing membership of over 260 from the private sector. ttaving been established in 1991, the Bureau identified six key objecti~cs for the period 1992-95 with targets set against each to permit measurement of performance: • to develop and promote the Greater Manchester profile target: 2'9',, increase; achieved: 3% ; • to generate increased i n b o u n d business through the promotion of (;rcatcr Manchester as a gateway target: 10% increase on inbound ~isitor numbers staying at least one night {approximately 66 000 stays); achieved: 22% : • to expand conference and business travel target: to increase the volume of conference and business sector by 5% (approximately 750 000 delegate stays): achieved: 6% ; • lo increase the number of leisure visitors largel: to attain a 15% uplift in UK
leisure visitors staying (approximately 69 001) stays); achieved: 16% ; • to meet visitor needs target: establish 'Welcome Host'; achieved and Investors In People status by end 1995; • to raise f u n d i n g target: 150% increase to the budget over a three-year period (budget target £1 225 (100); achieved: 170%. Jeffreys stated that there should be recognition of the need to create a better balance between the analysis ol research data and instinctive and intuitive opinions on how to differentiate the city regions" strengths and opportunities. Northern Ireland Tourist Board chief executive, fan Henderson, brief ly outlined the situation emerging in Belfast. The city is benefiting from a n u m b e r of initiatives including a Freephone number to book accommodation, extended opening hours for attractions and the introduction of a Welcome Host programme. The d i s a p p e a r a n c e of b o r d e r checks, demolition in early June of the first permanent check-point and abolition of car control zones from August are all signs of a positive approach to tourism in the city. Indeed, there are now 'Peace tours', led by a historian, visiting the Falls and Shankill Roads. Introducing a continental European perspective, Hans Dominicus, Amsterdam Tourist Board Marketing
Director, outlined the background to the 1994-97 marketing plan. Their research showed that emotional criteria come to the fore in tourist decision making; if a city has a weak or negative image, then it is deleted from the list. Furthermore, certain criteria are paramount in choosing which city to visit, the top three being atmosphere, history and museums. Dominicus noted that the competitor analysis showed that tourist perception of a city before and after a visit can change radically - in no other city under examination is that before-and-after phenomenon so strong as in Amsterdam. The example of the city's mragc as a nruseum city was cited: prior to the visit, Amsterdam scores 5.5 on a scale of 1 to l(t but after the visit this increases to 8 plus. Dominicus echoed previous speakers on the need for investment, creating urban renewal in many cases, promotion of "musts" rather than the e n t i r e p r o d u c t and c o o p e r a t i o n / pooling of resources with other organizations, l te cited the example of the strategic alliance between the Amsterdam Tourist Office, the Netherlands Board of Tourism and KLM.
Graham D Busby Department (ff' Land Use & Rural Management Univer~ilv (if Ph'mouth Ph, mouth Devon 7"()12 6NQ, UK
147
in the workshop itself. For non-islanders such as myself, one of the highlights of such gatherings is the cultural sessions where islanders display their singing and performance skills in an impromptu setting. Most of the NTO representatives would have little problem securing employment as Club Med animateurs,r Collectively they present an impressive showcase for the vibrancy of the .Pacific cultures and generate a desire to get to know better this diverse region.
Brian King Department of" Hospitality and Tourism Management Victoria University of Technology PO Box 14428, MC Melbourne, Victoria Australia 8001
City tourism with a European perspective Centre-piece of The UK Tourism Society's Eighteenth Annual General Meeting and Society Day (16-17 June 1995) was the conference 'City Tourism With A European Perspective'. Held in the Scandic Crown Hotel on Edinburgh's Royal Mile, the conference brought together speakers involved in managing city tourism. The common theme to emerge is the need for effective partnerships and investment - whether capital, human, promotional or all three. Dr Roger Carter, Chief Executive of the Edinburgh Tourist Board, stated that the city had been largely complacent about its tourism until 10 years ago. Business was then highly seasonal and there was a relatively low average expenditure; seasonality was, indeed, reinforced by the three main summer festivals. Edinburgh Tourist Board operates from a position of strength for it is also an Area Tourist Board receiving funding from central government, via the Scottish Tourist Board, the two local authorities and Lothian and Edinburgh Enterprise Ltd (LEEL). Partnership with the private sector has resulted in membership of the Edin-
146
burgh Tourist Board standing at over 820; together with funding for marketing activities, private sector contributions to the Board total over £700 0011. Roger Carter argued that high occupancy rates and good seasonal spread achieved over the four years since the Edinburgh Tourism Initiative started have led to increased investment. One new hotel is at the point of completion with two more under construction, providing 335 new rooms - an increase of 6.2% in the city's stock. Expenditure by visitors has increased by about 20% or £60 million between 1989 and 1994. Dr Des Bonnar, Chief Executive, Lothian & Edinburgh Enterprise Ltd, stated that the Old Town Initiative is the most important single component of E d i n b u r g h ' s tourism product, attracting over 8 million visitors who
spend £340 million. Only five years ago, it was falling into disrepair with a lack of investment, and traffic using it as a through route. The comparison with competitor cities showed that unless something was done rapidly terminal decline would ensue. Public expenditure of £30 million has effectively ~pump-primed" over £100 million from the private sector, improving the physical environment; the new Edinburgh International Conference Centre has already secured 60 conferences at an estimated value of £22 million. Diversifying the Edinburgh product has led to events being brought to the city or created. Running from February to May 1995, the exhibition of Star Trek memorabilia attracted 192 000 visitors and an estimated £4 million at a quiet time of the year. Hogmanay has become the largest winter festival in Europe, lasting five days and filling hotels at a traditionally low-season time. Tom Webb, London Tourist Board Special Projects Director, gave the conference a political perspective on city tourism. Whilst having to deal with eight groups of customers or buyers of the Board's services, each with their own agenda, Webb assured the conference that similar circumstances apply in many of Europe's capitals. Abolition of the Greater London Council has resulted in 33 local authorities to negotiate with instead of one as in competitor cities. However, the formation of "London First" with 20(I professional and corporate members besides local government input, has resulted in several ~.chievements, namely private finance for the Underground Northern Line, the Breathe Easy air pollution campaign, Investors in People in London, support for Daylight Extra and a new exhibition centre. Referring to London First's remit on inward investment, Webb commented that the partnership between the private sector, local and national government has raised £3 million and has received enquiries from over 13(1 companies, of which a number are likely to locate in London within the next 12 months - a development agen-
]¢t'[)OFL'; cv for the city was considered to be long overdue. Elizabeth Jeffreys, Chief Executive of the Greater Manchester Visitor & Convention Bureau, represents 10 local authorities; within the 'partnership' are Manchester Airport, the Passenger Transport Authority, the Training & Enterprise Council, Central Manchester and Trafford Park Developmcnt Corporations and a rapidly growing membership of over 260 from the private sector. ttaving been established in 1991, the Bureau identified six key objecti~cs for the period 1992-95 with targets set against each to permit measurement of performance: • to develop and promote the Greater Manchester profile target: 2'9',, increase; achieved: 3% ; • to generate increased i n b o u n d business through the promotion of (;rcatcr Manchester as a gateway target: 10% increase on inbound ~isitor numbers staying at least one night {approximately 66 000 stays); achieved: 22% : • to expand conference and business travel target: to increase the volume of conference and business sector by 5% (approximately 750 000 delegate stays): achieved: 6% ; • lo increase the number of leisure visitors largel: to attain a 15% uplift in UK
leisure visitors staying (approximately 69 001) stays); achieved: 16% ; • to meet visitor needs target: establish 'Welcome Host'; achieved and Investors In People status by end 1995; • to raise f u n d i n g target: 150% increase to the budget over a three-year period (budget target £1 225 (100); achieved: 170%. Jeffreys stated that there should be recognition of the need to create a better balance between the analysis ol research data and instinctive and intuitive opinions on how to differentiate the city regions" strengths and opportunities. Northern Ireland Tourist Board chief executive, fan Henderson, brief ly outlined the situation emerging in Belfast. The city is benefiting from a n u m b e r of initiatives including a Freephone number to book accommodation, extended opening hours for attractions and the introduction of a Welcome Host programme. The d i s a p p e a r a n c e of b o r d e r checks, demolition in early June of the first permanent check-point and abolition of car control zones from August are all signs of a positive approach to tourism in the city. Indeed, there are now 'Peace tours', led by a historian, visiting the Falls and Shankill Roads. Introducing a continental European perspective, Hans Dominicus, Amsterdam Tourist Board Marketing
Director, outlined the background to the 1994-97 marketing plan. Their research showed that emotional criteria come to the fore in tourist decision making; if a city has a weak or negative image, then it is deleted from the list. Furthermore, certain criteria are paramount in choosing which city to visit, the top three being atmosphere, history and museums. Dominicus noted that the competitor analysis showed that tourist perception of a city before and after a visit can change radically - in no other city under examination is that before-and-after phenomenon so strong as in Amsterdam. The example of the city's mragc as a nruseum city was cited: prior to the visit, Amsterdam scores 5.5 on a scale of 1 to l(t but after the visit this increases to 8 plus. Dominicus echoed previous speakers on the need for investment, creating urban renewal in many cases, promotion of "musts" rather than the e n t i r e p r o d u c t and c o o p e r a t i o n / pooling of resources with other organizations, l te cited the example of the strategic alliance between the Amsterdam Tourist Office, the Netherlands Board of Tourism and KLM.
Graham D Busby Department (ff' Land Use & Rural Management Univer~ilv (if Ph'mouth Ph, mouth Devon 7"()12 6NQ, UK
147