Tourism - Winter 2008 - issue 138 by Tourism Society

7KH 7RXULVP 6RFLHW\ Trinity Court, 34 West Street, Sutton, Surrey SM1 1SH T 020 8661 4636 F 020 8661 4637 E journal@tourismsociety.org W www.tourismsociety.org Registered in England No. 01366846. ISSN: 02613700 Designed and produced by Wharncliffe Publishing Contact Tony Barry 47 Church Street Barnsley S70 2AS T 01226 734333 E tb@whpl.net W www. whpl.net ÂŠ Copyright 2008 The Tourism Society Tourism is the journal of the Tourism Society.The views expressed in Tourism are those of individual authors and not necessarily those of the Tourism Society. Whilst unsolicited material is welcomed, neither transparencies nor unpublished articles can be returned. The Tourism Society cannot be held responsible for any services offered by advertisers in Tourism. All correspondence must be addressed to the Editor. Tourism is only available to members of the Tourism Society and on subscription, it is distributed quarterly to 1500 professionals working in national and regional tourist boards, local government, travel agencies, and tour operators, visitor attractions, accommodation and catering, entertainment, information services, guiding, consultancies and education and training. Britain images ÂŠ www.britainonview.com

Contents

Editorial The Development of Tourism – it’s time to Act

2009 marks the fortieth anniversary of Labour’s Development of Tourism Act. It will also be a crucial year for changes that will determine the future performance of Britain’s tourism industry. For most of the last forty years world tourism has thrived. Britain has underperformed global growth, but traded successfully on our assets of history and cultural connections. Whilst the rest of the world has geared up to greater global competition, in Britain the last few years have seen a very different pattern emerging. Devolution at the national and regional levels, and the abolition of the England national tourism board, have encouraged separation, not cohesion. Since Labour came to power in 1997, the tourism balance of payments has plummeted to a near £20billion annual deficit. They latterly sought to limit public spending and DCMS disproportionately reduced the grants for tourism for 2008-2011. In the face of these cuts, DCMS authorised VisitBritain to conduct a far reaching Framework Review of British Tourism. VisitBritain has consulted widely, undertaken new studies and is now consulting on the key consensus-based proposals.This issue of the Tourism Society Journal focuses on this Review, as it reaches it’s final, prepublication stage, with comments from key players. The context for implementation of changes has recently changed radically, under the virtually unforeseen global economic turmoil that erupted in recent months. As personal wealth melts away and companies fail, competition for tourists will be tougher. Even the “great opportunity” of the 2012 Olympic Games now appears an uncontrollably expensive venture. The main legacy benefit could be from Tourism, yet to date Government has refused even the minimum seedcorn investment. Now, suddenly, in response to the financial maelstrom, Government is seeking opportunities for public investment to stimulate economic growth. British Industry has been challenged to identify opportunities. The answer, Chancellor, is tourism. The Development of Tourism? … it’s time to … ACT. Ken Robinson CBE FTS | Chair Tourism Society Think Tank

Prospects for Britain’s Tourism Industry 3 Barbara Follett MP, Minister for Culture, Creative Industries and Tourism & Regional Minister for the East of England Revealing the Hidden Giant Tom Wright CBE FTS, CEO,VisitBritain

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The Development of Tourism – it’s time to Act Ken Robinson CBE FTS, Chair,Tourism Society Think Tank

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The Economic Case for the Visitor Economy The Deloitte and Oxford Economics Report published in September 2008: a Synoptic Review Victor T.C. Middleton OBE FTS

The English Regional Development Agencies View 9 Maureen McAllister MTS, Head of Culture & Tourism, South West of England RDA A Scottish View 10 Kenneth Wardrop BA (Hons), MBA, MTS,Vice Chair Tourism Society Scotland and Project Director, Destination Edinburgh Marketing Alliance,The City of Edinburgh Council A Welsh Perspective John Walsh-Heron FTS, Chairman,Tourism Society Wales and Managing Director,Tourism Quality Services Ltd

A London View James Bidwell MTS, former Chief Executive,Visit London

Global Economic Turmoil – After the Dust has Settled David Edwards FTS, Head of Research and Forecasting,VisitBritain

Tourism Futures – A Case for 3 Dimensional Thinking Professor Geoffrey Lipman FTS, UNWTO,Victoria University & Christel DeHaan Institute

The Future of Inbound Tourism Mary Rance MTS, CEO, UKinbound

The Future of Outbound Tourism Mark Tanzer, CEO, ABTA

The Future of the International Aviation Industry Richard Branson, CEO,Virgin Group

The Future of the International Hospitality Industry Philippe Rossiter FIH, FTS, CEO, Institute of Hospitality

Location, Location, Location: Getting Tourist Accommodation Investment through the Planning Maze Martin Taylor MTS MRTPI, Director of Planning and Consulting, HLL Humberts Leisure, Chair RTPI South East

Hotel Development During the Credit Crunch – Aligning with the Public Sector 21 Dr Rob Bailey MTS, Five Lines Consulting Book Reviews Membership News

22&23 27&28

From the President’s Desk My view a year ago was that a recession was on the way and I advised budgeting on that basis. I compared the feeling to that of going into the recession in the early 90s. I was gently chided by some who felt I was being overly pessimistic. I was wrong on two counts: in fact the first six months were fine; sales did not fall off a cliff until September.The second was the comparison to the last recession. It is now clear that we are in uncharted waters and the recession will be deeper than anyone dreamt.The question is how long it will last, and I know no one at the Bank of England or in the Treasury who pretends to know. I will venture another prediction in the hope that I am wrong again.The recession will be deeper than that of either the 80s or 90s and it will take longer than expected to bottom out, and my advice

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(again) is to budget accordingly. This is exactly the moment for the government to invest in the future of tourism.Those who attended the dinner at the House of Commons will have heard Ken Livingston’s eloquent plea for more investment by the mayor for tourism to London. It is a message that is equally true for Britain as a whole.This is the moment to invest in VisitBritain and not only reverse the cuts in grant in aid, but to increase spending with a sustained campaign. Given the banks have had £500bn would it be too much to ask for an extra £30 million investment in the future of one of the country’s largest employers? However bleak the outlook for 2009 the vast majority of tourism businesses will survive, because we have a quality industry; but if we want to do more than survive, if

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we want to see the industry flourish again, then DCMS must make the case for investment for the future.

Lord Thurso FTS | President | Tourism Society

Prospects for Britain’s Tourism Industry Reflecting, re-assessment and change ‘The economic slowdown will create new challenges for all sectors but it will also create new opportunities. It is those that are willing and able to grasp these that will survive and thrive in the year ahead’

Traditionally, the New Year is a time for reflection, re-assessment and change.The fresh start gives us all a chance to look back on the highs and lows of the old year and to look forward to the pleasures and problems of the new. Some may feel that 2009 is going to have many more downs than ups and there is no doubt that it is going to be an uncertain and difficult one for us all. But, the tourism industry, which has done a great deal to strengthen itself over the past decade, is better placed than many others to deal with the testing times ahead. The economic slowdown will create new challenges for all sectors but it will also create new opportunities. It is those that are willing and able to grasp these that will survive and thrive in the year ahead. For tourism, one of the new opportunities will be the opening up of the domestic market as the credit crunch and the unfavourable dollar/euro exchange rates makes holidaying at home in 2009 more and more attractive. If we can make this experience pleasurable and memorable they will want to repeat the experience again and again.Tourism is a competitive industry and the vital margin of opportunity lies in the quality of

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service provided. Getting this right is even more important now because people have become even more value-conscious than they were. We must make sure that we offer visitors the very best of all we have.This is why VisitBritain’s strategic review of the tourism sector in this country is so important. We have to do everything we can to make sure that we use the resources that we have to maximise our offer and make our spending as efficient and effective as possible. The government is giving VisitBritain as much help as it can and, I am glad to say, discussions on the operational and funding matters arising from the Review are going forward in a positive and constructive fashion. We in Britain have a marvellous and unique tourism product to offer.This is one of our great strengths and we must

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make sure that everything else we do honours our beautiful landscape; superb heritage; stunning history and marvellous creative industries. I was very pleased to be made Minister for Tourism in the reshuffle because I believe that this country has such a varied and inspiring experience to offer its visitors. We must continue the good work being done on our welcome, quality and skills. If we do, I believe that the industry can and will emerge from the current economic difficulties both better and stronger. We must also build on the Deloitte report on the economic case for tourism commissioned by VisitBritain and the Tourism Alliance.This makes it clear what an important contribution the sector makes to Britain’s economy and gives me the ammunition I need to champion the sector in Westminster and across Whitehall. Barbara Follett MP | Minister for Culture, Creative Industries and Tourism | Regional Minister for the East of England

Revealing the hidden giant ‘Adversity reveals genius, prosperity conceals it’ I saw this phrase on a billboard recently and immediately connected it with British tourism. It reminded me of the remark made by Kim Howells MP when he was Minister for Tourism at the Department for Culture, Media and Sport in 2002. He said that one of the reasons that tourism does not enjoy a high profile in Government or Parliament is that Parliament often debates failing industries, rarely successful ones. Consequently it is only at times of crisis, such as during foot and mouth outbreaks, terrorism, or floods that the UK Government’s appreciation and understanding of tourism grows. The House of Commons Culture, Media and Sport Select Committee came to the same conclusion in their Inquiry into Tourism and stated as much in their Report published in July earlier this year. The Committee’s view, which has not changed one jot despite a changing committee membership, chairmanship and even committee title, is that tourism is a ‘hidden giant’ of the UK economy. In four inquiries into tourism conducted over 12 years the Committee has expressed its concern that the UK’s fifth largest industry is not given sufficient political and economic support by the Government and suffers from some significant but rectifiable weaknesses, such as improving data and reducing bureaucracy and duplication of effort and investment. It was against this background, coupled with the decision by the then Secretary of State for Culture, Media and Sport, James Purnell MP, in October of last year to reduce VisitBritain’s budget by 20 per cent over the next three years that the British Tourism Framework Review was born. James, his successor Andy Burnham, VisitBritain’s Chairman Christopher Rodrigues and I were all of the view that it was timely and sensible to review how we can maximise the significant public investment that goes into tourism across

‘Some conclusions demanded implementation as soon as possible rather than wait for the final document to be published’ Britain and determine the best structural framework for British tourism to grow and succeed. We were all clear that this Review needed to be about British Tourism plc, not VisitBritain Ltd. The need for an objective, independent analysis of our industry and of the public sector agencies which support it has widespread agreement and I am particularly pleased that so many organisations, companies, agencies and individuals have contributed to the process. It has been a longer process than we envisaged, more thorough and wideranging than planned and comprehensive in its scope. My guiding principles throughout the Review process are that we needed to be critically honest about our strengths and weaknesses; realistic about the public resources available to us, especially at a time of global as well as national recession; and solution-focussed. ‘Evidence-based policy’ is the Government-speak equivalent of insightlead marketing; we only do things that we know to be based in fact and that we have researched thoroughly. This characterises our approach in VisitBritain to our marketing campaigns

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and has been the approach followed during the Review process. This of course has meant that we have listened carefully to contributors from within this industry and without; learnt lessons from our competitors (competitor destinations but also competitors here in the UK for investment from the public purse); and studied a wealth of information, some historical, some newly commissioned about what British Tourism success should look like and how it can be achieved. If a criticism of the Review’s initial findings is that “we knew all this before” or “I’ve been saying that for years”, I accept that observation gladly. If the Review accurately reflects commonly held beliefs and a shared understanding of our situation then we start off from a place of consensus – a good place to begin. Some conclusions demanded implementation as soon as possible rather than wait for the final document to be published; a separate national board for England, with its own Chairman, Board, Chief Executive, staff and budget. That VisitBritain and VisitEngland should

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have their policy function and competence restored to them.That industry and Government should come to an agreement on exactly how much money is spent by the taxpayer on tourism in Britain, for what purpose and to what ends. That Government needs to address tourism policy issues and barriers collectively and systematically. That devolution has transformed the tourism and political landscape of Britain and that the promotion of Britain and its constituent parts overseas needs to reflect that reality. That our Britain-wide ambitions for tourism growth need to be constructed from the sum of our regional and national ambitions and targets and should be realistic but stretching, measurable and, crucially, we should be clear about who is responsible for achieving the targets. When the Review is finally published I hope that it will act as a catalyst for change, in Government, in the industry, in the public sector and in VisitBritain. It needs to because the prize is too dear, too important to lose. Tourism is our fifth largest industry, worth at least £114billion according to new Deloitte research commissioned by the Review team and the Tourism Alliance. It creates jobs and provides opportunities for people of all skill levels. Its transformative effects on rural and

‘We ignore tourism at our peril and to allow, through apathy or design, the slow management of decline of our industry and our international competitiveness is bordering on the criminal. We must and can do better’ urban communities are immense. It touches every constituency in every part of our nation. It brings in foreign earnings and the taxes paid by our overseas visitor make a huge and valuable contribution to the Exchequer. We ignore tourism at our peril and to allow, through apathy or design, the slow management of decline of our industry and our international competitiveness is bordering on the criminal. We must and can do better. If I may end this contribution on a personal note, I shall be leaving VisitBritain at the beginning of the New Year after a hugely enjoyable seven years as Chief Executive. When I joined the then British Tourist Authority I was absolutely aware that tourism was a ‘hidden giant’, in the words of the Select Committee, and that part of my role and that of VisitBritain was to reveal the giant, liberate it and point it in the right direction. I believe that the Review does that. I leave tourism hugely optimistic in the

potential of our industry to grow and succeed; to seize the opportunities afforded by the Ryder Cup, the 2012 Olympic and Paralympic Games and the Glasgow Commonwealth Games to remind the world of our tourism assets and invite them to explore Britain; and to constantly remind politicians of all parties and at all levels of government to take tourism seriously. If they do not, there are many, many countries around the world who do take tourism seriously and are just waiting for us to slip down the global league table of earnings and visitors. I am very grateful to all those who have contributed to the Review and who have shared their knowledge and insights with the Review team. My optimism for the future is born out of an admiration and respect for the sheer passion, energy and ambition that our industry possesses and the real desire that the Review contains for revealing genius and achieving lasting prosperity.

Tom Wright CBE FTS | CEO VisitBritain

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The development of tourism – it’s time to Act

The British Tourism Framework Review ‘Despite weariness after numerous reviews, industry generally welcomed this comprehensive re-think; whilst wishing it had been conducted first, before fixing what public funding was justified’ The Framework Review of British Tourism was initiated by DCMS in October 2007, in the wake of their decision to limit, then cut,VisitBritain’s funding over the three years running up to the 2012 Olympic Games. The industry was shocked. The all-party CMS Select Committee in July 2008 described DCMS policy and their funding decision as “simply baffling”. Minister Margaret Hodge explained: “Across the public sector, in excess of £350 million is being invested in marketing (tourism to, and in) the UK. Some of it comes from VisitBritain, and a lot comes from RDAs and some from local authorities. We want to use that money smartly—and any responsible politician in a responsible Government would think it wholly appropriate to have a strategic review …” Despite weariness after numerous reviews, industry generally welcomed this comprehensive re-think; whilst wishing it had been conducted first, before fixing what public funding was justified. VisitBritain have made the review Britainwide, open, comprehensive and thorough. DCMS have not sought to circumscribe the conclusions – and await the findings. We all seek changes that can bring greater cohesion, improve the use of scarce funding and enhance the economic and social benefits that tourism can bring. The fragmentation created by

national and regional devolution, and the abolition of the English national tourism board, has matured into fertile ground in which the seeds of closer future cooperation have begun to germinate. Yet, a year after the process began, the review’s findings have not yet been published, partly because the process has involved some major new analytical studies, which have been, or will be, made available along with the final report, within the next few weeks. Because of the widespread belief that Westminster Governments have consistently undervalued tourism, a new study was commissioned from Deloittes and Oxford Economics: this has already been published (as reviewed in this issue). The £350m cited by DCMS was analysed, revealing that the amount available for collective marketing initiatives (that might somehow replace the DCMS cuts to VisitBritain) is minimal. Provisional key findings of the review have also been reported (see: www.tourismreview.co.uk); the following is a commentary on some of the main proposals: The post-devolution brand

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independence of the home nations and London, called into question the relevance and role of the Britain brand and the activities of VisitBritain worldwide. But VB’s continuity is supported by all. The review concludes that VB’s future mission should be “Inviting People to Explore Britain”, working collaboratively, facilitating what the national partners and London require. Their brands will be used where they wish, with the Britain brand being used elsewhere. As VB authored this review, it is unsurprising that they rather humbly prescribe their future role - but some will sense that it is understated. The industry needs comprehensive market insights, data collation, travel trade databases, online systems, as well as leading (by agreement) on policies and programmes, and VB to serve as a strong hub for coherent joint activity. Recently,VisitBritain, the three national Boards and Visit London have signed a comprehensive new Heads of Agreement defining future collaboration over a wide range of issues. If they deliver on this, much of the fragmentation, mutual competition and duplication of recent

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‘ To generate the Britain-wide Olympic tourism legacy, we need new marketing activity to boost representation, assistance, media facilitation, information services and provision – starting now’ years can be overcome. They should commit to publishing an audit of how it is working in practice, say twice yearly, so that Governments and the industry can monitor delivery. The review’s conclusions for England are particularly important, reporting virtually unanimous views that an enhanced national board is necessary. The conclusion is that VisitEngland should be truly arms length from VB and be revitalised to serve the national lead role on strategy, policy and programmes. Before devolution, a contractual relationship with Regional Tourist Boards helped the implementation of national schemes, involving Local Authorities, Destination organisations and industry members. Post-devolution, this can only be achieved voluntarily. This makes the role of Partners for England absolutely key, as a consultative and deliverypromoting entity, to define and achieve shared strategic aims, common systems, and collective initiatives. P4E has made a good start with activities on the Placemaking Charter for Local Authorities, the Tourism Intelligence Partnership to improve industry data, marketing liaison, and other embryonic activity. Fragmentation in England was compounded by the RDAs having statutory responsibility for tourism, but being directed and funded primarily through DBERR to achieve “core outputs” defined around skills, regeneration and small business support. Tourism is treated differently by each RDA. The funding available to RDAs varies greatly, so does their investment in Tourism-related Programmes, unrelated to the relative scale of the industry or potential growth. Local Authorities are

key players but have no such statutory remit and their Tourism activities have reduced as budget limitations force their focus onto statutory tasks. If the value and opportunities of tourism were recognised by all (as demonstrated in the Deloittes Study), could some common objectives, descriptors and indicators be defined, to simplify understanding and the monitoring of the value of related programmes throughout Britain? DBERR has a published commitment to national policies; when these are agreed for tourism, could not the DBERR Secretary of State give guidance to the RDAs to seek to optimise the benefits of Tourism through their programmes? This would further legitimise tourism programmes, and help infuse common strategic aims, as locally appropriate, as they are implemented through Local and Multi Area Agreements, measured by agreed key performance indicators. Despite the “devolution of tourism” to Scotland and Wales, many aspects fall within “reserved matters” still decided at Westminster. Most Government Department’s responsibilities impact on tourism in England, yet so often, it is overlooked when new rules are imposed. The Review proposes a crossGovernment Ministerial “Tourism Advisory Council”, and considers whether this should be trans-national and involve “Industry leaders” (a large room and long range diary planning would be required). Whether it is trans-national or Westminster-focussed, it will need advisory input from VB, the national Boards, and the Tourism Alliance – perhaps with senior individuals by invitation as key topics demand. And what of Olympic Tourism

opportunities? Already activity to realise the potential “over £2bn”Tourism legacy benefit, is overdue and unfunded. Government says the legacy will be achieved by Britain becoming “world class” in welcome, skills and quality. This is not enough; those are just the basics to compete successfully in international tourism. To generate the Britain-wide Olympic tourism legacy, we need new marketing activity to boost representation, assistance, media facilitation, information services and provision – starting now. Adequate Government funding is urgent, or the prize will be missed. The Review, when published, will emerge in an entirely different economic context from when it was commissioned. During the global tourism growth of recent years, sadly Britain has lost market share, with shorter lengths of stay and lower spend from inbound visitors, while the British have increasingly travelled abroad. Now, with global financial turmoil, Government desperately needs to identify opportunities for economic stability, recovery and growth. Successive Governments have under-appreciated, undervalued and under-invested in tourism. Devolution has destroyed cohesion and hampered collective action. Call me biased, but there are no better opportunities than tourism that so require public investment, or so richly return economic and social benefits to the Treasury and all parts of Britain. Forty years on from the 1969 Act, our message to Government must be “implement the consensus findings of the Framework Review, with adequate investment. “The Development of Tourism?..... it is time to Act”. Ken Robinson CBE FTS | Chair Tourism Society Think Tank

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The Economic Case for the Visitor Economy The Deloitte and Oxford Economics Report published in September 2008: a Synoptic Review ‘What is new and crucial are the estimates for 2018 which indicate that overseas tourism expenditure could grow from £18.8 billion in 2007 to £34.2 billion while domestic tourism (day and stay) increases from £66.6 billion to 91.5 billion. That would broadly retain (but not grow) the existing visitor economy share of UK GDP’

Brevity is a challenge on this issue. This note offers ten short comments on the Study commissioned by VisitBritain and the Tourism Alliance to evaluate the economic case for the visitor economy. 1. Although there is no official definition for the Visitor Economy it is a welcome development that the estimates are based on this concept rather than the traditional ‘tourist industry’, reflecting current thinking on the wider impacts of tourism. 2.The good news is that the projections indicate that the UK visitor economy currently accounts for around 3.7 per cent of GDP on the narrow measure of direct spending and 8.2 per cent of GDP on the wider measure of direct and indirect economic inputs. It is understood that the Treasury confirmed agreement with the methodological approach adopted. 3. Most stakeholders will believe those metrics of the visitor economy and its growth potential are surely big enough to persuade any government to take it more seriously – as argued earlier in the year by the DCMS Select Committee that investigated tourism. 4.The Deloitte estimates of the visitor economy in 2007 broadly reflect and are in line with the estimates produced by the Tourism Satellite Account initiative of 2004 commissioned by DCMS. To that extent they are rooted in established and recognized data and support current understanding. 5. What is new and crucial are the

estimates for 2018 which indicate that overseas tourism expenditure could grow from £18.8 billion in 2007 to £34.2 billion while domestic tourism (day and stay) increases from £66.6 billion to 91.5 billion. That would broadly retain (but not grow) the existing visitor economy share of UK GDP. 6. Equally important; the Review shows that the tourism contribution (domestic and inbound) already declined in real terms in 2006, 2007 and is expected to fall again in 2008. Under scenario planning, the Review indicates that if UK GDP declines by 2.8 per cent in 2009 and 2010, which looks increasingly possible as this article is written, falls in domestic and UK outbound tourism combined could lead to a loss of some 114,000 jobs in the visitor economy. 7.The predictions for possible growth are based on assumptions about ongoing government and industry supply-side investment in infrastructure, public realm and product development that appear optimistic. The continued relative attractiveness of UK destinations over the next decade is also assumed; If that cannot be maintained, inbound tourism is shown (under a gradual decline scenario) to fall by 10 percent in 2012 with a loss of 68,000 jobs. 8.The bad news implicit in this Review is that only a handful of statistically competent readers – and probably no policy deciders – will ever understand the remarkable complexity of the statistical calculations, assumptions and modelling

projections contained in this report. All others will have to take them on trust. 9. It must also be said that the tourism statistics used for this report, however sophisticated the modelling, were judged to be inadequate in the Allnutt report of 2004. For example, domestic staying tourism estimates are based on 2005 because the data sets for earlier years are unusable; day visit expenditure, which ‘grew’ by an unbelievable 38 per cent as a result of method changes in 2005, amounts to two thirds of the £67.6 billion attributed to domestic tourism and no allowance is made for business day visits (because they are not measured). Although the Review utilises the data to good effect it cannot disguise the fundamental statistical inadequacies highlighted by the Select Committee in July 2008. 10.To summarise, as the implications of international and UK economic recession become clearer by the day, the case for greater support from Government as the principal stakeholder and beneficiary of UK tourism is well made in this important Review. Government should set the tourism policy agenda for regions and local government, and its role in influencing destination attractiveness is also key. For a sector of the economy that contributes some eight per cent (on the wider impact measure) Deloitte’s have made a powerful economic case for support.

Victor T.C. Middleton OBE FTS

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The English Regional Development Agencies View The Regional Development Agencies and Tourism England’s RDAs have sought to understand the nature of the challenges faced by the tourism sector and to respond to the opportunities presented to them. In general this has seen a focus on the quality of experience and service, the quality of place and its broader economic and social benefits, increased competitive intensity and positive impacts on productivity and GVA (Gross Value Added), rather than on promotional campaigns. The RDAs have developed clear strategies for Tourism and the Visitor economy which prioritise the strategic management and development of what is being promoted, and focus on the best use of all of the resources available, often by reducing duplication, to support tourism growth. It is due to these robust strategies that RDAs have been able to allocate considerable resources towards the development and support of tourism in the regions. The RDAs have proven to be extremely effective in levering investment into the tourism industry and public sector support into tourism partnerships at all levels. They have made the tourism sector part of economic development rather than an isolated sector, and ensured that tourism and the visitor economy is prioritised and taken seriously at regional and sub regional level.

Aspirations for VisitEngland and the future The tourism sector is both complex and diverse, and despite the constructive changes brought about by the RDAs and their delivery partners, often public sector expenditure on the visitor economy has been fragmented and ineffective. It is clear that particular emphasis, therefore, must be placed on the national, regional and local tourism strategic and operational partnerships; VisitEngland and an England tourism strategy offers the platform to improve and develop this. The aspiration for VisitEngland is a clear strategy, with aligned implementation,

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clarification of roles and responsibilities, and a consensus on priorities for the future which recognises the key issues surrounding the management and marketing of tourism in England – requirements which have been highlighted by the Partners for England Forum.

The evolution of Partners for England Partners for England address the key issues surrounding the tourism industry in England to ensure the sustainable prosperity of England’s visitor economy. It is led by the South West RDA, on behalf of England’s regional development agencies, and VisitBritain; however, the entire RDA network has been instrumental in its development and its ongoing work. Partners for England is a welcome step towards generating better understanding and more successful partnerships between RDAs, local authorities, public / private partnerships and the industry. In particular, the Place Making Charter aims to establish how key organisations can best contribute to supporting the development of the visitor economy; the English Tourism Intelligence Partnership will provide the robust evidence base, and the Partners for England Forum will ensure maximum engagement at all levels.

The Framework Review of British Tourism Public sector support for tourism needs to clearly articulate the objectives of publicly funded intervention and how this connects to, and supports mainstream activity; demonstrating the economic impact, and added value, of publicly funded intervention, in a language that everyone understands. Strong partnerships with the private

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sector are essential; it is for VisitBritain and other publicly funded tourism organisations to create the right strategic and tactical framework within which private sector contributions and support can be both maximised and made most effective. Through the RDAs there is regional strategic leadership and collective support for national strategy and initiatives; the review of VisitBritain will create stronger national policy leadership. Effective regional leadership and partnerships with sub-regional and local bodies are essential components of success and this will now be understood and reflected in the new arrangements emerging from the VisitBritain review. The RDAs now look forward to working with the new structures to take the industry forward; ensuring better communication and relevant support for this extremely competitive industry which will meet the challenges of the current economic climate and produce world class performance for the future. Maureen McAllister MTS | Head of `Culture & Tourism | South West of England RDA

A Scottish View

Scotland’s Tourism Framework for Change VisitScotland in 2008 reorganised to an ‘Integrated Network’ along thematic lines (visitor engagement, strategic partnerships, and business engagement), and consolidated in to six regions. It also integrates the work of EventScotland and VisitScotland.com (Scotland’s national destination web portal).This model can potentially offer insights in relation to delivering on the review recommendations relating to ‘marketing England at home and overseas’. Scotland’s ‘Tourism Framework for Change’ aims to grow Scottish tourism revenue by 50 per cent by 2015 (a potentially challenging target in the current economic climate?). The new Scottish Government is giving recognition to and investing in Tourism. It is also seeking to foster a new partnership approach between local and national government, the public and private sector, and alignment of the activities of all Scottish government agencies to ensure a coherent and holistic approach. Many commentators, however, believe there remains a lack of clarity on who is responsible for what, with continuing replication and duplication of effort amongst agencies. Increasing centralisation of these government agencies has also led to the emergence of ‘local’ destination management and marketing organisations – the implications of which for VisitScotland are not yet clear and the learning points for others are therefore as yet unknown. Details of the current organisation structure can be seen at

‘It is also seeking to foster a new partnership approach between local and national government, the public and private sector, and alignment of the activities of all Scottish government agencies to ensure a coherent and holistic approach’

Kenneth Wardrop BA (Hons), MBA, MTS |Vice Chair Tourism Society Scotland and Project Director, Destination Edinburgh Marketing Alliance, The City of Edinburgh Council

www.scotexchange.net/about_us/organisa tional_structure/visitscotland_restructure. htm It is heartening the British Tourism Framework Review proposals recognise the role of the visitor economy as an economic driver, necessitating a supportive government framework and legislative environment. With tourism being a devolved matter to the Scottish Parliament, the Tourism Society Scotland (TSS) believe it is important that UK legislative frameworks, and the role and remit of VisitBritain in promoting the UK overseas, are kept under review as the devolution process evolves. Currently there is undoubtedly confusion in the industry about the respective roles of VisitBritain and VisitScotland in overseas marketing.There also appears to be duplication in original research collection, and subsequent intelligence dissemination, creating confusion as to the most appropriate source. Recognition of the “portfolio of UK brands”, the revised mission for VisitBritain to “inspire people to explore Britain”, the concept of a “Brand Embassy”, the new framework governing

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relationships and strategic partnership with VisitScotland, and co-operation on shared commercial and technology platforms creates the opportunity for more effective working with VisitBritain. While Tourism is a devolved matter many important areas of policy impacting on tourism in Scotland are still reserved matters. Improved and affordable connectivity, especially direct air routes with continental Europe, has stimulated new markets for Scotland. UK Government policy on, for example, the safeguarding of landing slots for domestic routes at Heathrow, the potential break up of BAA’s Scottish estate, approval of future airport expansion, the development of a UK-wide High Speed Rail Network (connecting directly to the continent), are critical to future visitor growth. Policies on immigration,VISA controls and the fiscal regime all have a critical impact on the visitor economy. The Review’s objective to “ensure that the visitor economy is considered in the development of public policy” is therefore welcome. Hopefully Whitehall policy makers will also bear in mind the implications of their actions for the devolved nations, to avoid adverse impacts arsing from a failure to take account of the unique characteristics of these visitor economies. TSS support the acknowledgement in the Review of the need to widen the focus beyond the 2012 London Olympics, the Ryder Cup 2014 (‘the World Cup of Golf ’) at Gleneagles and the 2014 Commonwealth Games in Glasgow, offering legacy and promotional benefits for the whole of the UK. The economic recession puts a greater emphasis on the common factors identified in the Review: leadership and intervention; quality of product; infrastructure investment; connectivity; sustainability; changing demographics; and the need for co-ordinated policy and collaborative action; which are equally important to Scotland as to the rest of the UK.

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A Welsh Perspective

Destination Management and Marketing in Wales ‘VW future marketing budget of about £6 million pales against that of £21.5 million for Scotland and £43 million for Ireland’ In April 2006 the Wales Tourist Board became VisitWales (VW) and was incorporated into the Welsh Assembly Government (WAG) as a part of the Department of Economy and Transport. In the Autumn of 2007 VW was transferred into the Department of Heritage. This Autumn two reports have been completed which will further change the organisation and structure of tourism in Wales again. The Tourism Company, commissioned by VW: http://new.wales.gov.uk/topics/tourism/ne ws/ have completed a report on Destination Management and Marketing in Wales, which is at present being consulted on. This report proposes a number of options on DMO's and a possible different regional tourism structure in Wales. The second report commissioned by the WAG Minister for Tourism and undertaken by L&R on behalf of the Wales Tourism Alliance, is a Tourism Industry Analysis and Action Plan for Wales. This report formed the basis for discussion at a tourism summit on the 19 November with the Minister in attendance. Both these reports predicate greater partnership working and the TIAAP report particularly emphasises the need for the tourism industry to play a fuller role in developing tourism in Wales. The report also emphasised the economic value of tourism to Wales based on a subsidiary report undertaken by regeneris. Implementation of the main recommendation of these reports will lead to a fundamental restructuring of

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tourism organisations in Wales. The British Tourism Framework Review appears to endorse greater collaboration and co-ordination and the Deloittes report further articulates and emphasises the vital economic role of tourism, these are both welcomed. Some of the other recommendations and the budgetary constraints of VB have ramifications for the marketing of Wales both in the UK and overseas. Overseas, under the VB Market Prioritization framework, the devolved short haul heading states there will be no Britain marketing activity and given what is known about future budget levels it is inevitable that over the next few years there will be no Wales activity in some of these markets and possibly no marketing in any of them. VW have a budget of £17 million. For this financial year only an additional £4.3 million, primarily for domestic marketing, has supplemented it. VW future marketing budget of about £6 million pales against that of £21.5 million for Scotland and £43 million for

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Ireland. All have similar 'offers' and 'targeting'. It is unlikely that VW budgets will be increased to market overseas. Its domestic campaigns will also require innovation and resourcefulness if Wales is to maintain its market share. This, together with competition from a re-emerging VisitEngland and a "Campaign to Explore Britain" is going to ensure forthcoming years will be challenging for Welsh tourism marketing. The tourism industry in Wales is very supportive of collaborative partnership with WAG and is realistic, in the present economic situation, about government funding being limited. However government, both Westminster and Cardiff based, must now recognise the burgeoning evidence of the economic value of tourism. Tourism deserves funding that will ensure that it is fully prepared to face the current global economic challenges and is subsequently positioned to take advantage of the economic upturn that is hoped for. John Walsh-Heron FTS | Chairman, Tourism Society Wales and Managing Director, Tourism Quality Services Ltd

A London View

London tourism drives the British tourism economy

‘Real results will come from a confident and energised organisation which is not constrained by the machinations and bureaucracy of politics’ As the number one city in the world for international travel, London welcomes more overseas visitors than any other destination on earth. London drives the British economy and London tourism drives the British tourism economy. As we head towards recession, this critical economic relationship will be vital in maintaining the momentum across all areas of our industry, which in London alone employs over 300,000 and delivers over £16 billion in revenue each year. Statutory responsibility for Tourism in London is devolved from national government to the Mayor of London. Our success over the past five years has been due to strong political leadership and support for Visit London’s work, reinforced by consistent, reasonable levels of funding. This support has delivered an increase in London’s global market share for two consecutive years and £600 million more spent by international tourists in 2007 compared with 2006. So what of the tourism framework review? First, in the context of eight tourism ministers over the past 11 years, consistency of strategy and delivery across the industry is great news and absolutely critical to avoid confusion, duplication and wastage of scant resources. We welcome Deloitte’s comprehensive independent study of the

economic and fiscal benefits tourism brings to Britain. We welcome the removal of duplication and irrelevant brand presence in Britain's overseas marketing. Where the brand of London or the other national and regional destinations resonate, then VisitBritain should shift resources to markets where Britain marketing would be beneficial.This is why Visit London is a strong supporter of the new Memorandum of Understanding in overseas marketing.This initiative is long overdue and will go a long way to remove the unnecessary confusion of competing destination brands in our overseas marketing. The further incorporation of our collective digital strategies and learning into this work will be increasingly important as this area of communication and transaction continues to evolve and change at an amazing pace. We welcome the formation of an independent Visit England. As a Visit England board member, it is clear to me that success for Visit England will only come through genuine empowerment and independence, not only from VisitBritain but also from the Regional Development Agencies. Real results will come from a confident and energised organisation which is not constrained by the machinations and bureaucracy of

James Bidwell MTS | former chief executive, Visit London

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politics. Looking ahead, the 2012 Olympic and Paralympic Games give our nation and our capital a once in a generation opportunity to transform how we are perceived across the globe and to accelerate growth in our industry. Visit London’s 10 year strategy for London 2012 is to leverage the Olympic and Paralympic Games to promote London as a destination and to deliver the tourism benefits of the Games to the capital.The forecast tourism benefit to London is £2.2 billion against £2.9 billion for the UK as a whole. Despite these opportunities, there is as yet no allocation of additional budgets to deliver this legacy. The benefits are not automatic and require investment in the marketing and media opportunity. This needs to be recognised before it is too late. It has been a great privilege to be part of London and Britain’s tourism industry for the past five years. The combination of the framework review, ongoing political change, economic uncertainty and 2012 present us with both opportunities and challenges. This industry should be well set to deliver for our city and our nation. Lets us hope this Cinderella finally meets her Prince.

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Global Economic Turmoil – After the Dust has settled What does recent economic turmoil mean for future tourism prospects? RELENTLESS media coverage of ‘global financial meltdown’ and analogies with the Great Depression will, with time, become a distant memory, but will forever remain the mood music that typified autumn 2008. What does recent economic turmoil mean for future tourism prospects, and might there be other equally influential factors lurking in the background? In the short-term an economic slowdown will lead to shifts in tourism behaviour as businesses and families alike become more financially prudent. This frugality may manifest itself in many ways; business travel in economy not business class, conferences starting at 10am not 9am thereby reducing the need for overnight accommodation, day-trips to theme parks being substituted by daytrips to a ‘free’ museum, ‘sun’ holidays to Turkey rather than France etc. The hard statistical evidence and softer anecdotal evidence suggests that for the overwhelming majority of Britons, holidays have become an ingrained part of life and are not seen as an expendable luxury. We may all become a little less spontaneous in our holiday habits as a collective tightening of belts takes place, with a trend towards more pre-holiday planning and research to ensure the holy grail of ‘value for money’ and ‘maximising the holiday experience’ is achieved. However, an economic scenario that results in vast numbers of Britons foregoing their annual holiday is probably more dreadful than that described by even the gloomiest economic soothsayers. But, and it is an important ‘but’, for those to whom Britain represents the ideal destination for short-breaks ‘secondary’ to the main annual holiday, less discretionary income may lead to a disinclination to undertake domestic trips, or perhaps substituting four-night domestic short-breaks with a ‘weekend away’.

‘Credit crunch’ is a phrase that will forever be associated with the economic downturn, but a more significant factor influencing holiday behaviour for most Britons is the sharp increases seen in the price of staple items such as food and fuel. Inflation means less money to spend on leisure goods and services once all ‘essentials’ are accounted for; even if holidays are valued more than other discretionary items ‘trading down’ may occur, for example ‘taking sandwiches’ rather than eating in the cafeteria at an attraction, staying in budget accommodation not a boutique hotel and so on. The price of oil has been a major driver of inflationary pressure, but what of the longer term? Prices have tumbled from a peak of $147 a barrel, with the cost having halved in the space of a few months. Whether prices fall further depends on what happens to the US dollar on the currency markets and how severe the global economic downturn is, but when

we move to the ‘up’ phase of the next economic cycle the rules of supply and demand look set to put upward pressure on oil prices, and thus airfares. The Chinese and Indian economies will continue to expand rapidly over the medium-term, placing huge demands on raw materials including oil. In the absence of major new discoveries or technological advances demand for oil, the lifeblood of travel and tourism, will grow at a faster pace than supply. Taxes on aviation will soon be back in the spotlight, with ‘Plane Duty’ replacing ‘Air Passenger Duty’ and an ongoing debate about environmental taxes on aviation.The price of travel is not likely to fall significantly in coming years. For a generation travel costs fell while discretionary incomes rose, in the past year the reverse has been true. If we are at a turning point and travel costs are set to rise in line with or faster than incomes this will be far more significant in defining the shape and nature of future tourism than the current turmoil on global financial markets. David Edwards FTS | Head of Research and Forecasting VisitBritain

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Predictions for Global Tourism A case for three dimensional thinking THE world is swallowing a dangerous cocktail of economic recession, financial malaise, credit crunch, stockmarket turmoil & crumbling business/consumer confidence. Corporations & countries are being bailed out. Warren Buffet says he can’t predict the next six months except that headlines will be nasty and severe but in 4 years’ time markets & the economy will be just dandy. Given Mr Buffet’s track record, I’ll defer to his wisdom & offer my take on key issues for tourism. Current estimates of 2008/2009 performance of the sector, globally, regionally and nationally will be revised downwards for the next 6 months as rapidly worsening macroeconomic structures progressively unfold. As business and consumer confidence follows suit, the situation will only change with coordinated widespread stimulus packages, a global trade deal & nationally coordinated initiatives to shore up failing structures & sectors which will bite over time. All markets will be affected but not equally, as business & consumers cut back on budgets, postpone or cancel travel plans, go closer to home, trade down in price/quality options while reducing stay & spend. We will see major consolidation across the sector; transport, accommodation & related services. It will be vertical & hori-

Geoffrey Lipman FTS |Assistant Secretary General UNWTO | Victoria University and Christel DeHaan Institute

zontal; job losses will be significant with bankruptcies, mergers and takeovers all too familiar.The big losers will be in the world’s poorest countries, where tourism is an economic lifeline & development imperative. We must advocate for their support now, not when it is too late. Those equipped to take advantage, other than having deep pockets, will ruthlessly cut non essential costs and reposition products/prices to feasible markets and reliable segments. They will protect vital resources, starting with the human ones & eliminate the unnecessary.

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This is also the moment to plan “smart tourism”; clean: green: ethical & quality, no matter where in the product range & use ICT and public/private partnerships to extend operational & delivery capabilities. Skilfully done, it can reduce medium term costs while increasing customer appeal & satisfaction. For the UK Olympics or the African Soccer World Cup there will be special positioning and promotion challenges. Lessons from UNWTO’s “Resilience” activity can play a helpful role in tracking market shifts, identifying best practice and sharing information. At a broader policy level it is vital to position tourism as the logical sector to help economic stimulus – whether its employment support (because we create so many jobs) or infrastructure programs (because our payback across the economy is so pervasive and wide ranging). Particularly when financial mechanisms are considered we will deliver on tax breaks and moratoria better than most industries and money spent on tourism promotion will provide massive export and investment returns. It’s equally vital to stay on course with our development & climate action, because it’s right and because policymakers must do so. Tourism is critical for development as an export driver & job creator. It’s critical for climate, like all major socio-economic sectors & a key component of any green technology paradigm shift. Today, any consideration of the future should be like three dimensional chess where intensive actions in the hyperdynamic 2008 economic game must also strengthen the 2015 development game and the 2050 climate game. Such vision is not easy, faced with a short term crisis of this proportion. But when the upturn occurs, because economies ultimately correct and mobility is hardwired into the human gene, the big winners will be the ones who really understand the value of aligning short and long term decisions.

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The Future of Inbound Tourism Decline in pound’s exchange rate can provide boost to visitor economy THE world is facing a common problem: the financial and economic crisis. Yet the decline in the pound’s exchange rate means we can attract visitors to the UK and provide a much-needed boost to its visitor economy. The UK is now an affordable destination and we have seen this evidenced already in 2008 where visitor numbers from the EU have increased overall, buoyed by the strength of the Euro. Long haul inbound travel has been weak particularly from North America but with the uncertainty of the US elections now over and a feeling of confidence and expectation emerging in

its citizens, there is every reason to believe that 2009 could see a growth in travellers from the US. Inbound tourism also has massive potential to benefit from a growth in visitor numbers from countries such as China, India and Russia. Now, in times of economic downturn and in the lead up to 2012, it is vital that the UK and London, through its marketing agencies Visit Britain and Visit London, have the resource to promote the UK as the destination of choice. Driven by working with the resources available,The Tourism Framework Review is to be congratulated in determining

‘Now, in times of economic downturn and in the lead up to 2012, it is vital that the UK and London, through its marketing agencies VisitBritain and Visit London, have the resource to promote the UK as the destination of choice’

how Britain can go about achieving its objectives and delivering the full potential of the visitor economy, drawing together industry and public bodies to develop and deliver a national strategy for tourism. The partnership approach across public and private sectors can be used to great advantage and offers a smart and effective way of working where there are common drivers and objectives. The need for the industry to speak as one voice is clear and has been the mantra for the work of the Tourism Alliance over the last few years. What we need now is a period of action and real investment to exploit new markets and to maximise the opportunities for inbound tourism and the economy as a whole. Mary Rance MTS | CEO UKinbound

The Future of the Outbound Tourism industry Summer 08 performed well,Winter is looking okay THE travel industry has been somewhat cushioned from the harsh realities of the first phase of the economic downturn. Summer 08 performed well, and Winter 08/09 is looking okay. Many experts believe travel lags about six months behind the rest of the economy. Other sectors have already felt the full force of the credit crunch, and while we know holidays are one of the last things consumers will cut, no-one in the travel industry is under any illusion that 2009 is going to be anything other than challenging. Tour operators, travel agents and airlines have seen this coming for a while, and many have already taken sensible measures. The mergers of the ‘big four’ into two were well timed and their consolidation has meant there has been a great deal of

‘Tour operators, travel agents and airlines have seen this coming for a while, and many have already taken sensible measures’ streamlining and capacity cutting. The days where the big companies competed for market share with no regard to price have gone. Now the focus is very much on ensuring that businesses are successful and profits are healthy. This strict business model will serve businesses well during tough times. If there could be a silver lining to the failure of the UK’s third biggest tour operator, XL, it has had to be the further cut in capacity, which will keep prices

firm. It has also re-focussed Government’s collective mind about the importance of financial protection. There is plenty to be positive about in 2009. Brits for many years have seen holidays as more of a necessity than a luxury, and there is a certainty that people will travel, if only on one main holiday. We will also continue to see growth in the mid to long haul destinations such as Turkey, Egypt, and the Spanish Caribbean – which are good value destinations anyway. But our short haul favourites, Spain, France, Italy and Greece, will continue to provide reasons to go.The dramatic increase in popularity of all-inclusives last year has permeated to all destinations, while camping and caravanning have also proved to be popular.

Mark Tanzer | CEO ABTA

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The Future of the International Aviation Industry Facing one of the toughest challenges yet ‘We have already seen 30 airlines go bust over the past year, a much higher level than during the turbulent time just after September 11th 2001, and we are bracing for more.This creates pain for both the employees of these airlines and their customers’

No one can deny that aviation is facing one of its toughest challenges yet. As with the wider economy, aviation is feeling the effects of the global economic downturn.This year airlines have grappled with record fuel prices, only to be hit head on by weakening consumer demand as a result of the wider economic woes felt around the world. Fuel prices peaked at almost $150 a barrel in July.Today prices have eased to an average of $60, but this reduction has come as little relief to airlines as the value of Sterling decreases against the Dollar and consumer spending weakens.The Director General of the International Air Transport Association, Giovanni Bisignani, has described the current crisis facing the aviation industry as the ‘perfect storm’. All of these challenges leave the aviation industry facing unprecedented difficulties. We have already seen 30 airlines go bust over the past year, a much higher level than during the turbulent time just after September 11th 2001, and we are bracing for more.This creates pain for both the employees of these airlines and their customers. As well as the wider global difficulties, airlines are also facing an increased taxation burden by governments. Nowhere has this been more keenly felt

than in the UK, with the recent announcement in the Chancellor’s PreBudget Report of an increase in the cost of Air Passenger Duty (APD). This increase will see the current levels of APD skyrocket over the next two years. APD tax on a long-haul flight to South Africa, for example, will increase by no less than 50%. Business Class passengers will pay substantially more, with APD increasing from £80 to £170 for all flights over a distance of 6,000 miles. Such significant increases will not help the industry cope during these times of difficulty.There will inevitably be an impact as well on tourism. It is important that the UK Government take the ‘long-view’ approach towards the aviation industry. Delaying a third runway at Heathrow will not reduce net global greenhouse gas emissions; it will merely facilitate the growth of the continental European hubs.There is a strong case for the development of Heathrow, the UK’s only hub airport. The airport is near to bursting point, operating at 98% capacity. If the UK is going to meet the economic challenges of the future, Heathrow must be allowed to develop. Virgin Atlantic is particularly keen that despite these very challenging times, we

do not lose sight of our environmental responsibilities. The industry must continue to accelerate technologies that will provide the building blocks towards a more sustainable future. There is a growing consensus within the aviation industry for a global emissions trading scheme. Aviation is a global industry and global solutions must be applied in order to minimise aviations impact on the environment. Virgin Atlantic has championed the need for a global emissions trading system and is pressing policy makers to ensure that aviation is included in the post-Kyoto framework. Despite the unprecedented challenges facing the airline industry,Virgin Atlantic remains in good shape. We recognised the signs of a downturn two years ago. As a result, we adjusted our capacity, ensured our fuel was well hedged and built up cash reserves in our bank. We are confident that the industry will recover, but we are less certain as to how the industry will look once it emerges from the economic uncertainty. However, no matter what the future holds Virgin Atlantic will continue to serve the tourism industry with high quality, innovative, value-for-money services.

Sir Richard Branson Chairman Virgin Group

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Future of the International Hospitality Industry No reason at all why the industry should suffer long term damage from the current difficulties ATTEMPTING to predict the future is always a tricky business, and certainly a highly inexact science. To make the attempt in around 600 words, and against the current backdrop of unprecedented global economic turmoil, could at best be futile and at worst, misleading! The speed with which the banking crisis unfolded during September and October, as well as its scale, took everyone by surprise, even though the symptoms of the illness had been around for some time. As Jonathan Langston FIH, Managing Director TRI Hospitality Consulting comments, “hoteliers now have a real fight on their hands to uphold their rate growth policies and sustain profitability. Companies are bracing themselves for tough times.” Yet, at this very same period, the hospitality industry was in remarkably resilient mood, anticipating an eventual fallout from the financial crisis, but also planning its tactics to meet the challenges of the next two years. Many senior industry leaders commented, that while accepting the unusual nature of this recession’s ‘birth’, they had “been here before”, and they saw no reason at all why the industry should suffer long term damage from the current difficulties. Herein lies a clue about forecasting the future; it is all about how far out one looks. Immediate challenges will always exist in any business sector, and hospitality is no different in this respect. Even in the halcyon days of the early years of this new century, natural disasters, terrorism, health scares, and political unrest have all made a negative

‘Every analysis of future global tourism development has consistently pointed to around a 4.5% level of growth over the next 15 years or so’

impact on the industry at some time and somewhere in the world.Yet, at the same time, every analysis of future global tourism development has consistently pointed to around a 4.5% level of growth over the next 15 years or so. Within this growth prediction lays the power of the emerging next generation of travellers from places like India and China, where the numbers involved are quite breathtaking. It is these statistics which encourage investment into the industry, and it is this knowledge which supports decisions to design and build new destinations. Recent events have demonstrated this to great effect, where the financial resources of certain states and some individuals appear to far outstrip those of some governments. From these sources have emerged solid and encouraging investment proposals, which should cushion the industry from some of the worst effects of this latest recession. Taking the long view is vital if sensible planning is to occur; in this regard, it is a pity that successive governments appear incapable of seeing beyond the next election. Professor Keith Johnson FIH of Leeds Metropolitan University recently stated that one should be forecasting at least 40, if not 60, years into the future if the industry is to have any hope of being equipped to meet and adapt to the unknown challenges which will arise. While that may appear a somewhat academic and fanciful approach, this 1968 quote from Professor John Fuller

(Director of the Scottish Hotel School, University of Strathclyde at the time) serves to support Keith Johnson’s view: “It is the human contribution that will present the greatest problem in the next 40 years, for as costs mount and competition increases the need for people capable of translating the concept of hospitality into reality will become paramount.” Ironically, of all the challenges facing the international hospitality industry in the future, the availability of competent, dedicated and skilled people will remain by far the greatest. This should not, of course, come as any surprise, for despite the beauty and splendour of any destination, it is the quality of service that guests will remember most. Developing a skilled and capable workforce must therefore remain the number one priority if the industry is to enjoy the benefits of the exciting growth predictions mentioned earlier. In this regard, the industry’s professional bodies must continue to champion the powerful contribution to business success which stems from nurturing talent and professionalism. Langston, J. UK & European Hotels Market Review, Sep 2008 Johnson, K. at Orion Hotel Schools Congress, Dubai, 11 Oct 2008 Fuller, J, Hotel & Catering Institute Journal, Nov 1970, p.5 Philippe Rossiter FIH FTS | CEO Institute of Hospitality

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Tourism Consultants Network (TCN)

Location, location, location ... Tourist Accommodation Investment through the planning maze AS WE enter a period of economic uncertainty, local authorities may again look to tourism to help revive their ailing economies. This makes perfect sense; a less affluent population is likely to replace overseas trips with domestic holidays. Moreover, investment in tourist accommodation can assist the regeneration of local economies. Identifying sites for new tourist accommodation location is paramount. Developers are looking for areas where there is sufficient overall demand from visitors. Within these areas they will seek sites close to demand generators. These requirements are also the same for other uses which can often outbid tourist accommodation. This is where a good planning system comes in to allocate scarce land resources between competing uses. However, with the priority given to housing, retail, and business development, and to the protection of open countryside, it is often very difficult to obtain planning permission for tourist accommodation. National guidance for local planning authorities (LPAs) is contained within Planning Policy Statements 6 and 7 and in the “Good Practice Guide on Planning for Tourism”. PPS6 is mainly focused on retail development in town centres. However, it also applies to hotels under the reference “other town centre uses”. The PPS brought in the sequential test whereby a developer has to locate any new development within the town centre, or as sequentially close as possible. Crudely applied to major hotel development this test often makes sense, however this approach is inadequate to deal with a major hotel to service an airport, a golf hotel or country hotel proposals. PPS6 does at least require LPAs to assess the need for new hotel development however, this is most often overlooked or inadequately dealt with in

Martin Taylor MTS MRTPI | Director of Planning and Consulting, HLL Humberts Leisure | Chair RTPI South East

what are retail focused assessments. PPS7 provides a more flexible response to tourism development in stating that LPAs should support sustainable rural tourism that does not harm the countryside. It states that most tourist accommodation should be located in, or adjacent to, existing towns and villages, however, it does allow for the conversion of suitable existing rural buildings to provide hotel and other serviced accommodation and requires LPAs to adopt a positive approach to proposed extensions of existing tourist accommodation in rural areas. The Good Practice Guide on Planning for Tourism provides a more sophisticated approach. LPAs are required to have regard to the Guide in preparing new development plans and in determining planning applications. It recognises that tourism can be a focus for regeneration in urban and rural areas and states that policies should understand and reconcile market demand. In urban areas LPAs are required to assess the need for tourism facilities and to allocate an appropriate

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range of sites. In rural areas they should engender a positive approach to rural tourism proposals. Annex A of the Guide states that major hotels should be located in town centres in line with PPS6. However, with regard to other types of hotel it states that LPAs need to recognise the particular market being met. For example, accommodation targeted at countryside walkers obviously needs to be located in the countryside. With regard to budget hotels, the Guide recognises that edge of centre ring roads, or out of centre major routes may be appropriate where there are no town centre sites. Clearly achieving planning permission for the development of tourist accommodation through the planning maze is difficult. LPAs can help tourism development to regenerate their areas by undertaking a proper assessment of tourist accommodation needs and an assessment of potential sites for sustainable tourist accommodation both within town centres, in other appropriate locations within the urban area, and in sustainable locations in the countryside.

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Tourism Consultants Network (TCN)

Hotel Development During the Credit Crunch Aligning with the Credit Crunch WHATEVER the state of the economy, hotels rarely generate the return on investment (on a £ per square metre basis) of residential, offices or retail landuses for property developers and investors. However, the current economic climate means that developers are increasingly looking to complete schemes in partnership with the public sector to benefit from public sector momentum (often in relation to housing-led projects), land-ownership, planning, and potentially funding. To be successful with this, developers need to be tuned into the public sector’s urban regeneration agenda. The public sector often like hotels because of their ability to generate jobs, as well as the other tourism and physical benefits they bring to destinations. Amongst many other things, these benefits include: I Jobs created and supported in the local economy: The temporary jobs created during the construction phase of the hotel’s development, as well as the permanent jobs created directly within the hotel, which can be substantial. For example, a full-service hotel with 175 bedrooms could require c. 150 employees. There is also the indirect employment supported within the local area and wider region through (1) the hotel purchasing goods and services from local businesses, and (2) the spending of the hotel’s guests during their trip (eg in cafes, bars, restaurants, shops, and attractions). I Adding to the destination’s tourist offfer: Quality hotels provide an important addition to the ‘visitor offer’, particularly if they include a range of facilities that are able to attract visitors in their own right such as conference and exhibition rooms, or spas and health clubs. I Raising the profile and improving the image of a destination: High quality hotels can be symbols of change, and can have an iconic effect (if well-designed),

‘The public sector often like hotels because of their ability to generate jobs, as well as the other tourism and physical benefits they bring to destinations’ particularly on derelict brown-field sites. This can put these areas ‘back on the map’, and can act as a catalyst for stimulating additional inward investment. Also, major national and international brands do their own destination marketing to support the trading of their hotels (e.g., via their web-sites, and brochures), which further enhances the area’s profile and image. I Bringing derelict buildinggs back to economic use: Hotels provide a potential alternative use for certain derelict buildings, including those that have a rich history and have architectural merit (as these features often make memorable hotels). Although many developers and operators often prefer new build hotels (e.g., to optimise their financial return, and to meet operator brand standards), there are a host of highly distinctive derelict buildings (many

of which are listed) in inner city areas that could be considered, particularly if developers could bridge any viability gap through economic development or heritage grants. Hotels generate a range of urban regeneration benefits, a few of which are highlighted above. These benefits can be quantified in terms of their economic value (e.g., which can be used to support grant funding bids). Whilst the developer will examine the commercial viability of a hotel on a project by project basis, the current economic downturn (and the Government’s commitment to supporting and funding its on-going urban regeneration agenda) suggests developers should consider prioritising the hotel elements of their schemes to optimise the chances of forging effective partnerships with the public sector.

Dr Rob Bailey MTS | Five Lines Consulting

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Quarter 4 Issue 138 Winter 2008/9

Book Reviews Tomorrow’s Tourist: Scenarios & Trends Ian Yeoman Butterworth, 2008 ISBN: 978-0-08045339-2 357 Pages Published in association with the Future Foundation, Tomorrow’s Tourist comprises four very different sections. The first section provides a historic context, observing that tourism has grown from the 1950 figure of 25m and that a modest average annual growth rate of 3.4% over the next couple of decades indicates that 1.9bn people will be travelling by 2030 and identifying 17 ‘mega drivers’ that are likely to determine the future of tourism. These include inevitable ones, like energy, food and AIDS and the changing balances of power between Asia, Europe and the United States, but the three top drivers are: A World of Changing Values Living with Uncertainty and Fear Education, Wealth and Choice This reminds us that travel and tourism is ultimately about human experience and emotional relationships. Section II is a series of essays describing a range of possible scenaria indicated by these drivers. These include ‘Ostentatiously Expensive Dubai’, ‘Bridget Jones Goes on Holiday’ and ‘The Space Tourist’. There is much about self-discovery and authenticity, but also about self-indulgence and escapism. The final chapter in the section examines the “feminisation” of travel in Asia, demonstrating that marketing requires psychology and sociology more than it needs economics and technology; refreshingly,Yeoman recognises that the future of tourism is not a function of technology, since “technologies … are simply information channels and enablers … [and] drivers of the tourist’s choice of destination”. The penultimate section considers some fundamental “What If?” scenaria, including “What If Governments Banned Tourism in 2030 Because It Was Deemed Immoral, Dangerous and Bad for the Environment”; remember that Scotland was the first part of the UK to ban smoking! The final section reminds tourism professionals that scenario planning is not about crystal ball gazing, but about good business management “to ensure that strategy is ‘futureproof ’”. Tomorrow’s Tourist is a compelling and often though-provoking study in strategic tourism planning. Benjamin Carey MTS | Chairman,Tourism Society Scotland

Tourism Development: Growth, Myths and Inequalities Peter Burns and Marina Novelli CABI, 2008 ISBN: 978-184593-425-5 303 pages What a good and interesting book! As a layman, albeit with a degree in Land Economy and nearly 40 years of active involvement in tourism both in the UK and in developing countries, I nevertheless approached this review with some trepidation. But the book quickly became a must read item. I heartily commend it to anyone with an interest in the challenges and paradoxes of tourism development and especially to those engaged in such work. The editors have provided a first class introduction which sets the scene for the very detailed papers that follow. It would be invidious to single out any particular comment save to say that collectively they provide real and probably incontestable examples of the delicate balances, both economic and cultural, that should be addressed when planning and implementing tourism development work. The introduction opens with serious questions regarding the value and realism of developing tourism as a poverty eliminator. The papers throughout pose challenging questions and issues of real relevance both to funders and those engaged in development work – not forgetting of course the peoples and places that are the central to such work. A notable feature is the quality of the English and lack of jargon deployed by the authors of the individual papers, the vast majority being non-native English speakers. While this may in part be due to careful editing, it makes the volume far easier to comprehend than most and, essentially, increases its value to readers. My one minor criticism is that, when reaching the end of the volume, the reader is left entirely to draw his or her own conclusions. Perhaps the editors felt it was not appropriate to do otherwise but I would have welcomed at the very least a set of parameters within which to appraise the individual papers. Gilbert Archdale FTS

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Aviation and Tourism: Implications for Leisure Travel Anne Graham, Andreas Papatheodorou and Peter Forsyth Ashgate Publishing Ltd 2008 ISBN: 978-0-7546-7189-9 377 pages Reading this densely packed compilation of studies of the relation between aviation and tourism, I pondered on the intended readership. The editors say that they '...continue to be surprised at the failure of academia, government, industry and other stakeholders to fully recognise and appreciate the close and complex relationships which exist between aviation and tourism, particularly when leisure travel is concerned.' This motivated them to get '26 distinguished experts ' to contribute. All those stakeholders have plenty on their desks to contemplate; ranging from the third runway at Heathrow, the future economics of the airline sector, and energy prices, while the tourism industry itself is under severe pressure and all this within the scenario of the cliché of the credit crunch - help! The book is well structured starting with a brief over view and followed by seven parts covering leisure travel demand, regulation, airline issues, the implications for airports, economic and environmental impacts and some destination case studies followed by a round up of conclusions, themes and future issues. Separate papers within each section look at aspects of the main theme. Trying to read this book in one go is not for the faint hearted.There is a great deal of detail and the sheer scale of the attempted reach of the book is slightly intimidating. My own review copy is annotated with pencilled remarks and has a liberal profusion of 'post it notes' for future reference. So who is the book for? It provides a useful single source for those wanting either an overall view or others needing the detail of aspects of a particular theme. So, this book is perhaps essential reading for both students and for those who have difficult decisions to make on the future strategy of the aviation and tourism sector. Nick Booker MTS | Director, Attract Marketing Ltd

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Managing Airports: An international perspective, 3rd edition Anne Graham Butterworth-Heinemann, 2008 ISBN: 978-0-7506-8613-6 333 pages Often airports are taken for granted by those that pass through them on their way to a business or holiday destination.This book will help the reader appreciate the complex operations associated with airport management. Clearly written using a wide range of case studies and up to date statistics it will make any traveller reassess their perceptions next time they visit an airport. This successful book, now in its third edition, focuses on the management issues faced by airport managers and operators. Airports are highly complex operations and attract a wealth of media interest and curiosity by the general public.The book charts the changing nature of airports by applying an international perspective. It soon becomes clear that airport development is diverse and far from homogenous, reflecting corporate decision making, airline relations and national policy. Key themes such as privatisation and internationalization are explored as well as discussion of a range of consequences for airport operations. Inter-airport performance, airport economics, efficiency and service quality are compared through the use of benchmarks.The consequences of key global incidents such as 9/11 are discussed with an assessment of the actions taken at various airports which have transformed the nature of airport operations. The relationship between airline and airport is fundamental to the success of the travel business.The challenges that operators face in terms of charges, taxation, airport regulations and the provision of airport take off and landing slots are explained clearly as are issues relating to retail provision and the role of airport marketing. This book provides a clear insight into the current conditions that airports face and explores the challenges that lie ahead. Whilst there is a growing concern for the environment there is an increasing demand for airport growth. Environmental issues are one of the greatest challenges facing the air transport industry as it attempts to balance quality of life and sustainability with a desire for greater mobility. Alan Marvell FTS | Course Director â&#x20AC;&#x201C; Tourism, Bath Spa University

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Quarter 4 Issue 138 Winter 2008/9

Corporate Member

Membership News

I am pleased to announce the Society has a new corporate sponsor; Sputnik Internet, who are working on the Society’s new website which will offer a range of new services for members including an online forum and an online events booking system. The National Trust have joined as new corporate members, taking the total to 12, and new group, individual and student members are helping to make 2008 an extremely successful year for the Society. On a rather sad note one of the Society’s fellows, Elwyn Owen, passed away recent-

ly and our thoughts and condolences go out to his wife, Lyn Owen. Elwyn was renowned for his work, in partnership with Lyn, on producing the history of the Wales Tourist Board 'From Candy Floss to Mountain Bikes' which was much admired, as well as his tireless enthusiasm in his roles at the Wales Tourist Board until 1995 and later as a member of the Pembrokeshire Coast National Park Authority.

Members can expect another full and exciting calendar of events in 2009, kicking off with our annual ‘Prospects’ event on January 8 in London. Forthcoming journals will feature ‘Tourism’s Footprint’, ‘Marketing Solutions’ and ‘Tourism and Technology’.

Tourism Society Wales Chairman, John Walsh-Heron FTS, commented: “I know I speak for many of Elwyn's friends and colleagues who were touched by his courage

From the chairman’s desk I am delighted to announce that 2008 has been a particularly successful financial year for the Tourism Society with over 226 members recruited, an increase of almost 40 per cent on last year, six new corporate members and our first two corporate sponsors. This growth along with additional sponsorship revenue from our events ensures the Society is well positioned to weather the challenging times ahead and membership rates will remain the same for 2009. The new look journal, events and communications tools have given the Tourism Society a higher profile within the industry. Ever aware of our commitment to "People in the Right Places" we have put in place a free CV upload service for all members in response to the economic downturn and are developing a new website with tangible benefits including an online forum and membership directory. In 2009 we will continue to develop Continual Professional Development and networking events, investigate a mentoring scheme and look forward to finalizing our coming together with the Tourism Management Institute. Wishing you all a peaceful Christmas Holidays. I look forward to seeing you at "Prospects 2009", or at one of our future events or to receiving feedback on chairman@tourismsociety.org. Alison Cryer FTS | Chairman | The Tourism Society

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and fortitude in dealing with his illness ... We will all miss him greatly and value what he added to our lives over the years.”

Flo Powell MTS | Executive Director| flo@tourismsociety.org

Events calendar JANUARY 8th Prospects Sofitel St James Hotel, London 27th London’s Gateway Role for Tourism Visit London’s Boardroom, London FEBRUARY Tbc British Framework Review London Tbc Marketing in a Recession London MARCH 4th Annual Careers Event University of Westminster, London 18th Overcoming Employment Challenges in Tourism Academics & Employers Conference with ABTA & ITT Leeds Metropolitan University 26-27th Best of Britain & Ireland Trade Exhibition Excel Centre, London APRIL 21st Tourism’s Footprint:The Environmental Impacts of Tourism,The Royal Geographical Society, London 28th Tourism Consultants Network: Consultants & Heritage Lottery Funding Wellcome Collection, London MAY 15th-17th Seachange Fund Study tour to Torquay, Devon JUNE Tbc Overcoming Employment Challenges in Tourism Academics & Employers Conference with ABTA & ITT London 25th-26th Tourism Society Annual Conference & AGM Yorkshire

Quarter 4 Issue 138 Winter 2008/9

Membership News Corporate Sponsors

Mary-Ann Collinson Marshall MTS T: 020 7802 8360 E: maryanne.collinsonmarshall@westking.ac.uk Lorraine Hewitt MTS T: 020 7802 8360 E: lorraine.hewett@westking.ac.uk

Sputnik Internet www.sputnikinternet.com Andy Nicol MTS Head of New Media T: 0870 742 5959 T: 07713 119699 E: andy@sputnikinternet.com Jules Shale MTS Head of Marketing T: 07725 650616 E: jules@sputnikinternet.com Alex Moodie MTS Account Director T: 07875 060424 E: alex@sputnikinternet.com Gold Corporate Members The National Trust W: www.nationaltrust.org.uk Angela Howard MTS Senior Broadcast Officer T: 01793 817498 E: angela.howard@nationaltrust.org.uk Laura Brown MTS Visitor Marketing PR Officer T: 01793 817709 E: laura.brown@nationaltrust.org.uk Sally Williams MTS Visitor Marketing Assistant T: 01793 818562 E: sally.williams@nationaltrust.org.uk Suzanne Williams MTS Head of Visitor Marketing T: 01793 817572 E: suzanne.williams@nationaltrust.org.uk Margaret Barrett MTS Marketing Manager T: 01793 817711 E: margaret.barrett@nationaltrust.org.uk Laura Palmer MTS Trust-Wide Events Co-ordinator T: 01793 817579 E: laura.palmer@nationaltrust.org.uk

Karen Groves MTS T: 020 7802 8360 E: karen.groves@westking.ac.uk Llandrillo College

Sharon Hughes MTS T: 01492 546666 E: hughes25@llandrillo.ac.uk

Victor Launert MTS Houses of Parliament T: 020 72198176 E: launertv@parliment.uk W: www.parliment.uk

Welcome New Overseas Members Herve Birot MTS AB Scandinavian Discovery DMC T: +46 40303811 E: info@scandinaviandiscovery.com W: www.scandinaviandiscovery.com Alan Christie MTS Dubai Investment Group T: + 971 4318 9766 E: alan.christie@dubaigroup.com W: www.dubaigroup.com Rajesh Raman MTS The Holding Group T: + 968 95714189 E: r.raman@thggrp.com Welcome New Members Nazia Ali MTS Staffordshire University T: 01782 294269 E: n.ali@staffs.ac.uk W: www.staffs.ac.uk

Welcome New Fellows Henry Hallward FTS African Travel and Tourism Association T: 01235 772119 E: henry@hallward.net W: www.atta.travel Group Members Westminster Kingsway College W: www.westking.ac.uk

Steven Catherall MTS Houses of Parliament T: 020 72198176 E: catheralls@parliment.uk W: www.parliment.uk David Childs-Clark MTS VisitBritain T: 020 8563 3235 E: david.childsclarke@googlemail.com W: www.visitbritain.org Stephen Davies MTS The Welsh Whisky Company T: 01685 813300 E: stephend@welsh-whisky.co.uk W: www.welsh-whisky.co.uk Juliana Delaney MTS Continuum T: 01904 527700 E: jdelaney@continuum-group.com W: www.continuum-group.com Georgios Diakogeorgiou MTS Lastminute.com E: g_diakogeorgiou@yahoo.co.uk

Kevin Taylor MTS Data Driven Logistics Ltd T: 08458 733200 E: kevin.taylor@canditv.com W: www.canditv.com

Susan Haworth MTS The Clovelly Estate Company T: 01237 431200 E: suehaworth@aol.com W: www.clovelly.co.uk

Judith Kelly MTS Oxford Brookes University E: judithkelly@brookes.ac.uk

Rachael Bampton-Smith MTS Rachael Bampton-Smith Ltd T: 0151 244 5595 E: rachael@bampton-smith.co.uk

Sangita Makwana MTS E: sangita@representationplus.co.uk T: 020 8877 4505

Jon Hartley MTS Intercontinental Hotels Group plc T: 01895 512000 E: jon.hartley@ihg.com W: www.ihg.com

Anna-Louise Carswell MTS T: 01492 546666 ext 343 E: l.carswell@llandrillo.ac.uk

Sarah Gooding MTS Marketing Manager T: 01793 817680 E: sarah.gooding@nationaltrust.org.uk

Sarra Boudina MTS E: sarra@representationplus.co.uk T: 020 8877 4510

Nancy Simpson MTS Glint Marketing Services T: 0845 158 1412 E: enquiries@Glint-ms.com W: www.glint-ms.com/contact.htm

Connie Jones MTS JG London T: 0203 372 5555 E: conniejones1@yahoo.com W: www.jgevents.com

David Andrews MTS VisitBritain T: 020 8563 3200 E: david.andrews@visitbritain.org W: www.visitbritain.org

Oman Tourist Office

W: www.visitcountydurham.com

Claire Evans MTS Forest of Dean District Council T: 01594 812384 E: claire.evans@fdean.gov.uk W: www.visitforestdean.gov.uk

Nia Jones MTS T: 01492 546666 ext 249 E: n.jones@llandrillo.ac.uk

W: www.llandrillo.ac.uk

Sarah Caulfield-Ware MTS Marketing Manager T: 01793 817560 E: sarah.caulfield-ware@nationaltrust.org.uk

Harriet Darcel MTS Marketing Planning Manager T: 01793 817573 E: harriet.darcel@nationaltrust.org.uk

Natalie Gosling MTS T: 020 7802 8360 E: natalie.gosling@westking.ac.uk

W: www.lastminute.com

Teresa Timms MTS VisitCornwall T: 01872 322907 E: teresa.timms@visitcornwall.com W: www.visitcornwall.com Students Bath Spa University Leanna Dart Bournemouth University Nasir Adam Kings College London Sharan Bajwa Daniella Gotsi Maria Pia Grizzuti Stefanie Hannant Deborah Hopkins Prue Payne Aileen Puhlmann

Carole Luck MTS T: 01992 558573 E: carole@caroleluck.com Irina Martin MTS University College Birmingham T: 01564 784107 E: i.martin@ucb.ac.uk W: www.ucb.ac.uk

Oxford Brookes University Crystal Logan Yassica Ferrer Daysi Casalliglla

David McKnight MTS County Durham Tourism Partnership T: 0191 383 7428 E: david.mcnight@cdtp.co.uk W: www.visitcountydurham.com

Newcastle University Tom Cahill University of Bedfordshire Tomas Benko Miroslava Rybanska

Wai Mun Lim MTS University of Plymouth E: wmlim@plymouth.ac.uk W: www.plymouth.ac.uk

University of Exeter Supalak Akkaranggoon

Alexander Nelson MTS Chester - Le - Track E: burnopfield@yahoo.co.uk W: www.nationalrail.co.uk

University of Hertfordshire Katerina Benesova Hayley McKechnie Hollie Munford

Julie Perera MTS St Helens College T: 01744 623263 E: jperera@sthelens.ac.uk W: www.sthelens.ac.uk

University of Plymouth Jonas Cemaricius Amy Nutland Lyn Winter

John Powell MTS E: johnvpowell@yahoo.co.uk

University of Surrey Anngret Heicks Kai You Liu Alberto Ortiz Melisa Purnomo

Andrew Pozniak MTS Google E: andrewpozniak@google.co.uk W: www.google.co.uk Vineeth Purushothaman MTS Hospitality Sales Solutions E: vineeth@hospitalitysalessolutions.co.uk W: www.surrey.ac.uk Pamela Roberts-Powis MTS Blue Badge Tourist Guide E: pampowistourguide@msn.com David Rodin MTS DR Consultancy T: 01737 241681 E: rodindc@yahoo.co.uk Christopher Rouse MTS Barratt & Rouse T: 01722 504677 E:barrattandrouse@btinternet.com W: www.cbrehotels.com Louise Sams MTS County Durham Tourism Partnership T: 0191 383 7425 E: louise.sams@cdtp.co.uk

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University of Westminster Adriana Albu Peter Bekyarski Susan Blechschmidt Herculano De Almeida Batikla Evarist Antionetta Fishta Ivan Georgiev Zuzanna Gruchac Jing Li Beata Kyblova Tanzin Norbu Anton Popchev Terence Robles Ferenc Vegh Julianna Wintemute Xue Mei Zhang

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