Tourism - Autumn 2003 - issue 118 by Tourism Society

TOURISM T h e J o u r n a l f o r t h e To u r i s m I n d u s t r y

Autumn 2003 Issue 118

IN THIS ISSUE

The Queen Elizabeth II Conference Centre, Westminster, London

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Charting a fresh course for the Society Graham Wason

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Interview with Lady Cobham Colin Clark & Adrian Clark

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The inbound market Andrew Grieve

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The outbound market Rochelle Turner

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The domestic market Simon Curtis

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UK business tourism John Gallery

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Tourism degree finals Neil Wright

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Discover Folkestone Dave Hughes

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Sport and tourism Peter Cave

Britain’s Talking Business STOP PRESS • STOP PRESS • STOP PRESS • STOP PRESS

The Tourism Society Award 2003 Given on the authority of the Council of the Society to individuals or organisations who have made an exceptional contribution to the development of tourism in the United Kingdom. A Special Message of Appreciation and Recognition is sent to

Her Majesty The Queen For Royal Tourism Day, 10th June 2003. This unique initiative, involving so many Members of the Royal Family visiting tourism businesses and attractions across the United Kingdom on the same day, celebrated the excellence which exists within the industry and recognised the contribution of the industry to all parts of the United Kingdom. The Day was the latest expression of support given by Her Majesty and Members of the Royal Family to the tourism industry over the duration of Her Majesty’s reign. In announcing the Award, Graham Wason, Chairman of the Society, said that senior members of the Royal Family had been involved in events during the past year that were aimed at supporting and encouraging all levels within the tourism industry. Previous recipients of The Tourism Society Award are… • The Chefs of Britain • Britain’s TIC Staff • Farm Stay UK

PLUS: Meetings reports Book reviews Network news Membership news

• Ian Grant (former Chairman of the Scottish Tourist Board) • Britain’s Blue Badge Guides • Chris Collier MBE MTS

e - m a i l : t o u r . s o c @ b t i n t e r n e t . c o m I w e b s i t e : w w w . t o u r i s m s o c i e t y. o r g

E D I TO R I A L CONTENTS

Out with the old, and in with the new As 2004 arrives, fresh-faced and full of promise and potential, change is in the air – in the tourism industry and the Tourism Society as elsewhere. Practically every page of this issue of this Journal demonstrates that there are currently a myriad changes at play, affecting every aspect of how tourism products and services are designed, marketed, bought and sold in the UK, and beyond. On the page opposite, our Chairman describes some of the key developments in the Society’s own activities, while, throughout the Journal, our contributors reflect upon important changes in their own organisations and sectors of this industry. My own presence in these pages as Guest Editor for the year ahead, is in itself a novel experiment, coinciding with the attractive new image designed for the Journal by Bob Anderton MTS of Anderton Design. As a Society member since 1988, I have more than once made the new year’s resolution to take a more active role in its activities. So when I was invited, as a former travel journalist, to put my skills to use in editing the Journal, I was delighted to accept the opportunity of making this contribution to the Society’s principal means of communicating with its members. Regular readers should notice a number of innovations in the year ahead. For example, more prominence will be given to business tourism, with an article devoted to that sector in each issue, beginning here with John Gallery’s contribution on page 15. The voice of the next generation of tourism professionals will also be given a regular hearing, in the Generation X slot. Moreover, with the aim of using space in the Journal more efficiently, Book Reviews will be condensed, with the full versions being posted on the Society’s website. It is also hoped that this will encourage members to visit the website more often, to benefit from its wide range of useful content. In the interests of putting faces to names, I also intend to display contributors’ photographs beside their articles. As you can see, I myself am setting an example in this new feature. The futurologist, Eric Hoffer famously said that ‘In times of change, it is the learners who inherit the future. Those who have finished learning find themselves equipped to live in a world that no longer exists’. As guest editor, I am looking forward immensely to maintaining the Journal’s fine tradition of keeping Tourism Society members fully informed as to the most important changes and trends affecting this fascinating industry. Rob Davidson FTS Guest Editor

Chairman’s Page

In Focus

Meeting Reports

Inbound

Outbound

Domestic

Business Tourism

Generation X

Industry News

Special Feature

Networks

Book Reviews

Membership News

Diary Dates 2004 January

Prospects for 2004, Sofitel St James, London

February 18

Tourism Student Careers, London

March

Burning Issues: Tourism Question Time, BTTF, Birmingham

June

4 24

Planning: For or against Tourism? Leicester

Event Tourism: Panacea or Pandemonium – The Annual Conference, Liverpool

© The Tourism Society, 1 Queen Victoria Terrace, Sovereign Court, London E1W 3HA Tel: 020 7488 2789 Fax: 020 7488 9148 Email: tour.soc@btinternet.com Website: www.tourismsociety.org Registered in England No.01366846 The subscription fees for 2004 are £72.00 (inland) and £80.00 (overseas). Guest editor – Rob Davidson FTS Print DSPrint & Redesign Tel: 020 8805 9585 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, and is distributed quarterly to 1400 senior 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.

C h a r t i n g a f re s h c o u rs e fo r t h e S o c i e t y resulted in 80 new members during has embarked on a strategy aimed at the last six months, as part of increasing international members. additional new funding worth close to This strategy has three prongs: £10,000 for the Society. During his encouraging more like-minded year on the Board professionals also introduced living and . . . professionals living he the new logo, working outside and working outside launched the TS the UK to join as charity golf day, individual the UK to join as and edited NoTeS. members; individual members . . . The new look for assisting such the Journal, members to set evident in this edition, was another of up networks of the Society in their his proposals. own country, when there is both critical mass and willingness to do so; The voluntary role of Chris Martins and forming strategic alliances with within the Tourism Society has now similar professional organisations in changed. He has stepped down from other parts of the world. Led by John the position of Chief Executive to focus Seekings FTS and myself, this on developing the Society in the north. initiative has attracted early The Yorkshire region has been indications of support from PATA (the he last few years have been consolidated, and others established in Pacific/Asia Travel Association) and difficult for professional bodies. Cumbria and the North East. TTRA (the Travel & Tourism Research But The Tourism Society is now Association). In addition, at the charting a fresh course through The Board is committed to taking forward national level there are plans for difficult waters. the initiatives pioneered by Chris. reciprocal arrangements with The Malta Tourism Society and with a Here are a few examples of new In September, at the Board meeting similar body in Southern Africa. activities that are well underway: following the AGM, I completed a three-year term as Chairman of the Many of the Society’s new initiatives • In the autumn, the Society launched Society. At Chris Martins’s request, I were inspired by Chris Martins FTS. It its ‘Mentoring for Women’ campaign. declared myself willing to serve was announced at the AGM in Cardiff Led by Gaby Marcon MTS and Board another year, which was accepted by that, as the result of a very generous member Alessandra Alonso MTS, this the Board. and compelling offer made by Chris industry-wide initiative has already Martins to the Board, he would take up brought fresh energy and attracted In January, I will enter my fifth year as the new role of positive media Chairman. As the normal limit is four Chief Executive of attention to the . . . this is a rare years, I will thus become the longest the Society from 1st Society. And with serving Chair of the Society. This 70% of employees privilege and an exciting July 2003. anomaly arises because I stood in when in the industry opportunity . . . my predecessor, Elizabeth Jeffreys FTS, Chris commented being female, this resigned on her move to Jersey in at the time that initiative has the January 1999. During this time, with ‘this is a rare privilege and an exciting potential to attract many new the help not only of Chris Martins this opportunity. The essential brand value professionals to the Society. year but also the commitment of of the Society is professionalism and fellow officers of the Society and the our aim is to do more to differentiate • Based on the Scottish Chapter hard work of the Secretariat, the our members as the best in this example, regional networks of the Society has business while Society have been established its helping them to successfully in other parts of the . . . it needs a new Chair reversed declining improve still further. country, notably Yorkshire, now a during 2004 to take its membership and New recruits with thriving network chaired by Steve financial fortunes. similarly ambitious Price FTS. Others are taking shape in mission forwards . . . Now in good attitudes towards Wessex, chaired by John Seekings shape, it needs a excellence and FTS, Devon and Cornwall, led by Julie new Chair during 2004 to take its success in tourism will be welcome.’ Russell MTS, in Cumbria, the Northmission forwards. East and East Midlands. The Board is committed to these aims. • Reflecting the increasing globalisation Initiatives introduced by Chris have of the tourism industry, the Society

CHAIRMAN’S PAGE

G ra h a m Wa s o n F T S , C h a i rm a n

I n t e r v i e w w i t h L a dy C o b h a m 14 October 2003

IN FOCUS

C o l i n C l a rk F T S a n d A d ri a n C l a rk F T S for example. Section IV gave the UK a valuable opportunity to become more internationally competitive – when they were used in connection with the development of Center Parcs, or to provide en-suite bathrooms in hotels, for example. There’s still a lot to do, however. AC – Do you think that the RDAs could be considered as funders of Section IV-type projects ?

Lady Penelope Cobham

ady Cobham was appointed as a member of the board of VisitBritain in April 2003. She is Chairman of the British Casino Association, Chairman of the West Midlands’ largest commercial radio station, 100.7 Heart FM, and consultant to Ernst & Young and Farrer & Co. She is Chairman of the largest UK Arts prize – the Gulbenkian Prize for museums and galleries – and is a Trustee of Thinktank, the Birmingham Museum of Science and Discovery. She has just completed 10 years as a Trustee of the V & A and retired in July from chairing the Civic Trust. She has served on a range of boards and national bodies including English Heritage, the Countryside Commission and British Waterways, and has also served as a Special Advisor on Heritage and Tourism in the Culture Department. Between 1977 and 1994 she was instrumental in restoring 18th century Hagley Hall and opening it to the public. During that time she was closely involved in the Heart of England Tourist Board.

CC – Welcome back to the tourist boards. Any immediate thoughts on your return to tourism ? PC – It’s good to be back, at this very interesting time for UK tourism. I’m amazed to see that there are still echoes of the old ETB – the wrapping up of Section IV Grants,

PC – The VisitBritain board recognises that much needs to be done, with the help of RDAs. There is a need to raise standards to ensure a consistent level of quality (especially in the accommodation sector). In this respect, board members will be ‘out and about’ in the regions. CC – Have you any comments on the UK national tourist boards’ new structure – advantages, opportunities?

tourism interests, it makes sense that there is one body that is seen as Mr Tourism and I think that we are stronger as a body working closely with Wales and Scotland. Obviously, there are sometimes considerable differences but in the main we are all going in the same direction, with the same objectives. We want to grow visitor numbers and grow the spend. We are hoping that this year 12 million will be again reached and that the new structure will make us seem bigger and bolder to the outside world and to our many constituencies. CC – Do you see any opportunities for synergy, bearing in mind that much of what interests the inbound market, also interests the domestic market, especially for second holidays and short breaks – cultural, heritage etc? Now too, there is the opportunity to look at the product from the point of view of the two markets. That was never done in the past.

PC – Yes. Look at the steep rise in the PC – The creation of VisitBritain has balance of payments deficit on resulted in a wealth of expertise at travel account since early 1990s. Board and Executive levels. Whilst We are all travelling a great deal it is important that the England more round the world and expect team remain separate, in many the same facilities and quality. It is senses the available expertise is inconsistent to think that when such that it has to be of benefit we are travelling around this that the two marketing groups can country we don’t have broadly call upon each others’ knowledge the same expectations as visitors and experience. I was in the from overseas. VisitBritain New York office recently and spent some time listening in Inbound visitor numbers are still on the call centre. Clearly whether well down on earlier years. It will people are ringing about Scotland, take a lot of work over a long time England or wherever, they expect to return to previous levels of answers about any part of the UK visitor numbers and spend. As a and they don’t expect to be result of September 11th, SARS, referred to yet another place. So continuing uncertainties arising having all that knowledge and from economic weakness and fear experience together has to be of of terrorism, there is still a benefit. Clearly Wales, Scotland problem with the whole concept and Northern Ireland must see of travelling. But its themselves fully quite clear that the on a par with . . . it makes sense that things that attract England and see that their there is one body that is people to the UK still our heritage individual seen as Mr Tourism . . . are and cultural identities are activities – just the respected. things that attract so many Looking at where we might domestic visitors whether on develop relationships with non-

Returning to issues that are of PC – Yes. For example, here at St holiday, taking a short break or importance to residents as well as Katherine’s Dock, what residents out for the day. The new visitors, and particularly to the want is similar to what tourists organisation presents a great night time economy campaign of want. Unfortunately, for security opportunity to explore and the Civic Trust, we can take the reasons, we don’t develop these case of the area around my office have litter bins, so synergies. But . . . a great opportunity people have to go in Broad Street, Birmingham, on the quality of the canal. During the day, vast what we are to explore and develop round and pick up numbers of day visitors and the litter, especially offering, from these synergies. business people walk along the at weekends. There hotels to canal because it’s really nice. are always lots of attractions, has People in the area all have an day visitors and overseas visitors to be of the very best and there is interest in ensuring that there is a around. Many are families who still a lot to do to achieve this. balanced economy there. House buy ice creams, sandwiches etc., builders have an interest in this so issues such as litter collection CC – Presumably the quality grading too, since they cannot sell and quality of street furniture are systems for accommodation, apartments if the area is blighted very important. The walk from developed by the ETC, will by complete mayhem descending Tower Bridge along the South continue under the new structure? on the canal in the evening. As Bank is really lovely and there are the apartments were built, the now plenty of places to stop for PC – The schemes are under active growth of wine coffee and a consideration and it will be bars and clubs at bacon interesting to see the outcome of . . . the Civic Trust has a first brought life to sandwich. the work being led by Alan Britten. Visitors and It is interesting to note that the really important role to the area, but there is a difficult balance residents all Wales Tourist Board scheme play as honest broker to achieve. I think benefit. But if requires accommodation to be there are quality graded before it can appear between the public and the Civic Trust has a really important problems, in the tourist board’s guides. In private sectors. role to play as residents can England this presents difficulties for honest broker phone the the RDAs. Whatever the outcome between the public council, while of the review, it is essential for us to and private sectors. There are visitors, on the other hand, are offer quality commensurate with some 800 affiliated voluntary civic unlikely to do so. prices charged. Price societies with a vital interest in competitiveness and value for quality of life issues. Achieving CC – Given the importance of high money are fundamental. good development and high standards, has the Civic Trust ever standards of architecture and undertaken cross-Europe studies CC – Much of the rest of Europe offers town centre management is vital of budgets available to local more affordable accommodation. and benefits us all. And the Civic authorities for urban This too is important when Trust has a vital and unique role management and quality of people are deciding whether to to play in accomplishing this. environment issues? One tour Belgium, France, England or indicator could be the amount of Scotland. CC – The Trust is campaigning for local investment in capital equipment, authorities to have a more clearly e.g. cleaning, washing equipment PC – With the internet, people can and broadly defined role in for streets etc. now make comparisons for establishing a strategy for urban themselves. I believe that 30% of management in all its respects, PC – When a recent report was people in the UK have bought a including quality aspects of the produced for Michael Howard on tourism product on-line in the last local environment. the impact of tourism on the year and 50% of Americans. So it historical environment, overseas is critical that the value for money PC – Yes, this is a good target, so long comparisons were made. But it is there. as one avoids planning which is was really comparing apples with too tight and prescriptive. It is oranges, because in a place like CC – The Civic Trust campaign on essential to be able to respond Windsor, we never had the level drinking and the management of flexibly and creatively to any of resources that were available in the night economy is interesting. attractive development and the overseas towns or cities we Increasingly, residents’ support of funding opportunities which arise. considered, largely due to the local environmental policy and Historically, some of our most lack of enthusiasm for management is essential and important visitor attractions arose hypothecation of taxes. So those improved local environments are from such circumstances. overseas comparisons are difficult. helpful to tourism.

at the UK and examining whether PC – This has to be a hard call. Firstly I Looking back to London Docklands there will be potential for some think that the work that the Development Commission days, it mega resort casinos. I think the VisitBritain team have done around was quite a challenge to get local critical thing, however much a brand values over past few months communities’ commitment. Many place like Blackpool may want might seem a bit frilly but I think it people find the plans very casino development, is to ensure is critical because we have to be daunting to understand – and overall balance, that the resort is absolutely sure that we are feeding in to them even more of a not overwhelmed and that the projecting UK plc in the very best challenge. Here too, there is a role gambling is integrated with the way. So I think the time, effort and for the Trust, which can work with local economy as a whole. Some money spent on it will help to builders and developers and liaise local people are concerned about ensure that we are promoting with local communities. The Trust the possible impact on their effectively what we want to helps the community articulate its businesses, but I am less promote. And I think we have to response to proposals, where concerned about that and believe work hard on our necessary that competition will grow the traditional markets arranging visits . . . look at the growing but also look at the market as a whole. I think the and meetings markets like China where growing markets best way forward, and it is what is in the on the table, is deregulation to like China where we evenings, in we don’t yet have the get rid of obviously out of date don’t yet have the playgrounds or appropriate status. provisions. This will bring us into appropriate status. I wherever line with the rest of Europe. But believe this is a people gather. we must also have in mind that in matter for action by the Foreign the light of experience safety nets Office or DTI. It may be a low AC – This takes us right back to the may be appropriate to deal with priority for them but it is a high beginning in the sense that any problems that arise. On that priority for us and we should work probably, in a country like this, basis I think we could see a with them on this and other tourism will never achieve durable potential major injection of hurdles to entry into growth recognition by vox pop unless investment into one or two markets. vox pop is included in developing seaside resorts which do need the community plans which they sort of substantial strategic Whilst we have to accept that we then see also benefit visitors. investment which will attract are a small island we don’t want to Otherwise they are not interested, other funds and the development drop back too much, relative to not involved and tend to think in of other facilities. I am keenly other countries. We also need to “nimby” terms. aware of the great benefits which have a balance of markets. We flowed to Birmingham from the cannot focus solely on high spend PC – Yes. I was in Bournemouth NEC and later convention centre visitors. But there is a question recently. Although some residents and Symphony Hall about the complain about the intrusion developments. We extent to when lots of people arrive in the . . . There is a prediction now have further which we town for conferences and major plans for should focus summer holidays, most realise that by 2010 business Birmingham East on growing that without the visitors many of travel will make up 45% side with numbers. We the things they enjoy when they Millennium Point, want to make wish to – for example, the theatre of the spend. the Nicholas sure that and Bournemouth Symphony Grimshaw building, tourism Orchestra – would not survive. as a key development. growth benefits the UK community. There is a prediction I do think proper consultation AC – You see gaming investment not that by 2010 business travel will before policies are finalised is as a loss leader but very much as make up 45% of the spend. My essential. For example, in the case a strategic development catalyst? recent visit to San Francisco was a of congestion charging, the start reminder of the importance of the and finish times are of vital PC – Yes, Birmingham also benefited business market to that city. But it importance to theatres, concert from major European and has become a highly competitive halls and other businesses which government funding, but correctly market with shorter lead times and together make a vital economic developed gaming has substantial downward pressure on prices. It is contribution. potential to stimulate broader equally challenging for our own growth and investment in some of hotels, but it is traditionally a high AC – Going back to something we our resort towns in particular. spending market and one which touched on earlier, especially with we certainly wish at the very least enlargement of the EU and the to restore. ever widening range of destinations, it does seem that Deregulation is important for the UK must accept that it cannot continued tourism growth. A expect in future to be as particular instance is gaming. All successful in numbers terms as it the big gaming companies was in its heyday. around the world are now looking

Tre n d s H o l i d ay I n n Ke n s i n g t o n Fo ru m

erhaps it was the combination of the hot weather outside and the last of the summer wine inside, but remembering names proved to be one of the stumbling blocks at this stimulating meeting at The Holiday Inn Kensington Forum Hotel in London. What was the name of that speaker…John, Paul, or was it George? It was a sobering reminder that the key to any CRM strategy is to get the name right first, and the rest, as we all know, is easy.

But it has not been an easy year so far, and we were all anxious to find out how everyone else had fared. Had they had more visitors than last year? Where were all the Americans? What would the crystal ball predict for 2004? A distinguished panel, chaired by Michael East, Managing Director of the Eastcastle Management Group, was ready to give their verdict – Richard Dickinson, Director of Strategy and Insight at VisitBritain; Dr Crispian Tarrant, Managing Director of BDRC; Richard Carrick, CEO of Hoseasons; Kathryn Beadle, Marketing Director at Virgin Holidays; and John Bamsey, the CEO of InterContinental Hotels Group in UK and Ireland. Richard Dickinson FTS introduced the new tourism organisation, VisitBritain, which has a clear remit to build the value of both inbound and domestic tourism in this country. VisitBritain is setting out to achieve this by providing greater marketing focus, by providing strategic leadership and market insight, and by providing co-ordination throughout the industry, particularly with other tourist boards and regional development agencies. Richard emphasised that the level of inbound tourism remained extremely volatile. Visitors from Europe had been up by 17% in June compared to the same time in 2002, but they were down 10% in July. In the same month the key American market remained 3% down, year on year. The new marketing remit of VisitBritain meant that resources could now be concentrated on delivering a high profile response in partnership with the tourism industry. The short break campaign in eleven different European markets, for example, had focused on

19 UK cities, whereas the ‘Enjoy England’ campaign in the spring and autumn of this year had successfully highlighted the wide range of opportunities available to the domestic holiday market. VisitBritain’s immediate priorities were to develop the England marketing strategy; to build the British brand for the overseas markets so that it was more about lifestyles and activities and less about heritage and history; to work closely with the RTBs and the RDAs; to develop new markets such as China, Poland, Korea, and Russia; to build the database of visitors from 1.6 million to 6 million; and to develop key markets such as business tourism, the VFR market and niche sectors such as the cruise market. Market intelligence would focus less on raw data and would try and establish why things were happening in the tourism sector so that the industry was better informed about current and potential customers. Dr Crispian Tarrant explained the changing demographics in our society, though he stressed that identifying and segmenting the future tourist was proving increasingly difficult. Kids were getting older much quicker, seniors were staying younger for longer, and most adults in this country were working longer than ever before. New markets were appearing, with the increasing number of active over 50s, the rise in the number of single person households to 7 million people, and the increasing spending power of working women. New group compositions were forming and potential markets, such as health tourism, were opening up. Though disposable income had increased in the UK, the hard working ‘cash rich, time poor’ group within our society were increasingly looking to their leisure time to provide rest, reward and regeneration, whereas older people and those who were not working were looking for greater fulfilment, discovery and self exploration. Research indicated that value for time as well as value for money was increasingly important, and that the quality of an experience was now a key issue, particularly for the ‘harried affluent’ working adult. Tourist organisations needed to understand

levels of customer satisfaction with products and services. Looking ahead to the future, Dr Tarrant emphasised that survival will increasingly depend upon the flexibility of organisations in responding to varying customer needs and adapting to sudden change. Success, as opposed to survival, is all about spotting waves and learning to surf, as Richard Carrick FTS had realised. A good company understands its customers and responds to those customers’ needs, but most companies lack insight into their customers and don’t anticipate future trends. Hoseasons had spotted a potentially monster wave in the UK, because they recognised that people lead increasingly busy lives, that they needed more relaxation and recuperation, that they were rejecting packaged solutions, and that they were looking for a family holiday in this country which could be perceived as ‘cool’! Hoseasons had responded by developing holiday lodges and larger cottage complexes, providing good quality accommodation for a flexible period of time within two hours’ drive of major conurbations. Richard reported that whilst it had not been a good year for the domestic market, UK holidays were on the increase, since those people who were travelling were now travelling more frequently.

MEETING REPORTS

17 September 2003

Kathryn Beadle reminded us to follow our own instincts rather than accept things at face value, and encouraged us to look beyond the obvious – for example, though the number of single parents was on the increase, they rarely travel alone. She stressed the increasing importance of the internet, as Virgin Holidays’ research had shown that people spend 20% more when they book online compared to those booking their holidays through traditional means. There had also been a significant increase in the use of the web by the over 50s, the key age group that now accounted for 1/3 of all disposable income in this country. Holiday-makers were now increasingly expecting flexibility in the way that they book their trips overseas, whether it is multi-centre holidays or stays of varying durations, and the internet provides the opportunity to ‘pick and

mix’. Customers wanted more information than ever before, and though service remained important, most people would sacrifice service for a substantial discount. Kathryn emphasised that the outbound market to the US had done well this year, and that the long-haul market to South Africa and the Indian Ocean had also performed well, though the Far Eastern market remained difficult. John Bamsey was buoyant, despite the daunting task of having to sell some 30,000 rooms across 200 hotels. Business was volatile, extremely short term and difficult to forecast, though the occupancy rate over the summer

had remained high in InterContinental’s London hotels. Hotels were generally achieving lower rates in London than two to three years ago, but the position was not as serious as the time following the previous Gulf War. Though the highspending US market was starting to recover very slowly, there were also early signs of recovery in the domestic and European tourism markets. Intercontinental had also noticed that more and more individuals from overseas were booking accommodation via the internet. London, of course, remained the key gateway to the UK, and John concluded his presentation by urging

all tourism professionals to talk up the benefits of our capital city to the rest of the world. Whether the tourism sector can be optimistic for 2004 remains to be seen, but what was clear from this series of presentations was the fact that organisations which respond to the changing demographics in our society, and provide flexible services and products, can develop business in key markets, despite the uncertainty within the industry caused by dramatic world events. Stephen Browning MTS Stephen Browning Associates

M e n t o ri n g Wo m e n i n To u ri s m I t a l i a n S t a t e To u ri s t O ffi c e 23 September 2003 here was overall recognition of the need to mentor women in the industry, and to provide them with active and on-going professional and personal development to ladies.

The main points arising from the meeting were as follow: 1. The mentoring scheme should provide either women and men to mentor females. Ideally, mentees would have the opportunity of more than one mentor: a woman and a man, for example. 2. It will be important to provide both mentors and mentees with some training or basic understanding of how the process develops. While there is no need to over-engineer

the process, mentors and mentees need clear objectives to maximise the benefits. 3. One to one mentoring will be a key element of the scheme, but will in time be complemented by other initiatives, such as networking events and workshops. The first workshop was scheduled for 29 October with Sunny Crouch FTS – leading destination marketeer and GM of the new World Trade Centre – talking about 'lessons on the way to the top' 4. The scheme will be initially available to members of the Tourism Society but the intention is to open it up to other organisations, possibly at a small fee to help the administation of the process.

5. It was recognised that the mentoring initiatives for females is particularly important for small and medium sized enterprises in the industry, which often cannot afford other formal training due to budget and time restraints. If properly implemented, this can become a key source of informal knowledge and professional development for female employees in the industry. 6. A steering committee has now been formed to progress the initiative – several senior women attending this meeting have already given some of their time commitment to the project. Alessandra Alonso MTS KPMG

Th e To u ri s m S o c i e t y S c o t l a n d 3 October 2003 his all-day seminar, sponsored by Scottish Enterprise and Bell College, was run as a means of exploring the perceived gap between the provision of tourism and skills education by the higher and further education sectors in Scotland and the needs of the industry.

training models will have to be adopted, with new approaches to delivery and shorter, more focussed, training programmes. Most importantly the employers need to take responsibility for training, recognising the link between training and business growth.

The seminar was opened by Tourism Society Scotland Chair Kenneth Wardrop MTS who introduced two presentations giving a sectoral overview of the skills and labour market issues.

The new Sector Skills Council will see competitiveness as a key issue, and will aim to engage with the sector on the framework for learning, the sector environment and the wider environment. Gail Honeyman of Futureskills Scotland was able to contribute the latest research on tourism skills and labour issues to the meeting. Futureskills Scotland exists to provide information to support evidence-based policy making. They conducted the largest ever workplace survey in Scotland, with 8500 businesses in Scotland taking part, 1500 of which were in the tourism sector. The survey covered 320,000 employees, 34,000 in tourism and included all sectors of the economy and sizes of business.

The presentation of Marc Robertson of the Hospitality Training Foundation (HtF) linked the 14 separate disciplines in ‘tourism’ and provided a detailed overview of the industry in Scotland. Although the sector employs 2 million people across the UK it receives less government support than higher profile sectors, e.g. media. The cost of the skills shortage to the industry is huge, with a 16% vacancy level across the industry and as much as 63% of chefs’ vacancies remaining unfilled. The situation is bad and getting worse. In addition to this, the supply of labour is affected by demographic changes. The population is getting older and the young are an increasingly scarce resource, with 20% fewer under 15s by 2020. There were 540,000 S/NVQ registrations in the sector in 2003 but there is a need to ensure that the ability to train people is protected, for example through retaining expensive to run training kitchens. There has been a general decline in higher education numbers and a decline in the practical content in HE courses. A major worry is the increase in people working in the hospitality sector without qualifications, having increased by 7.5% since 2000. some 21% of the workforce now holds no formal qualification and interestingly, operative staff hold higher level qualifications than management. However, only 22% of hospitality graduates enter the industry. In looking at future skills needs, new

direct effect on sales and profitability. However, there are fewer than average employers doing off-the-job training and a concern is that most employers (nearly 60%) do not believe training is necessary. Following this overview, there were four presentations giving different perspectives on the skills issue, from a variety of perspectives: education, visitor attractions and support agency.

MEETING REPORTS

S k i l l s a n d E d u c a t i o n S e m i n a r B ri d g i n g t h e G ap B e l l C o l l e g e

Eva McDiarmid from the Association of Scottish Visitor Attractions (ASVA) reminded the meeting that tourism is Scotland’s third-largest employer and that this is something to be proud of. There is a question as to whether people are studying travel and tourism as a first choice career or perhaps they didn’t achieve enough passes for their first choice? The sector is perhaps not managing the expectations of students to ensure that they remain in it, but we should also be aware that the skills they acquire are transferable. ASVA runs training and development courses, the most popular of which are those that deliver direct business benefits, eg events management. The least popular are those concentrating on soft skills such as team building and staff development.

The main distinguishing characteristics of the tourism sector are that labour turnover and quit rates are twice the national average, there are more partThe main distinguishing Two case studies time, short-term were presented. and seasonal jobs characteristics of the Mount Stuart is an than in other tourism sector are that instance of great sectors and, on average, the jobs labour turnover and quit awareness of customer needs and are less skilled. The rates are twice the of acting on main challenges national average . . . feedback. The staff facing tourism are an integral part employers are of the whole business and staff competition from within and outside development and skills training are Scotland, attracting new customers, integral parts of their business plan. attracting appropriately skilled staff and There is genuine investment in people the cost of labour. There is a high and the benefit is that visitor numbers prevalence of hard-to-fill vacancies in are continuing to grow each year – the sector due to skill shortages, low against a backdrop of little growth wages and shortage of labour but skills nationally. The National Trust for gaps are more prevalent than Scotland ‘Skills for Success’ programme shortages, with 1 in 6 workplaces has been a highly successful series of affected by skills gaps. The main gap courses for property managers aimed appears to be in softer skills including at improving management skills in a customer handling, team working and number of areas including addressing oral skills. The impact of these skills issues peculiar to the trust such as gaps and shortages is severe as it has a

unemployment rate has fallen consistently over the past 18 years taking the area from being one of Scotland’s unemployment blackspots to having one of the lowest rates. Tourism accounts for 35% of Lochaber’s GDP and employs 2500 Professor Tom Baum FTS of Strathclyde people in approximately 200 University’s Scottish Hotel School gave a businesses. It brings a million visitors to higher education perspective on the the area every year with an average issues and asked whether there was spend of £250 per head. Visitors rate really a gap to be bridged? The notion ‘problems with staff’ at the top of the of tourism as a low skill industry is way list of issues. In response, a number of off the mark because employees need initiatives have been set up to tackle emotional as well as managerial and soft the skills problem, including skills in their jobs, so tourism is really a appointing a tourism training advisor, high skills industry. Tourism is in its establishing the Lochaber Centre for relative infancy in HE and the ‘gap’ is Tourism Excellence, running a tourism very imprecisely defined. There is degree course in Lochaber, via Perth diversity in delivery driven by its origins College, developing the capacity to in hospitality, business, rural deliver a range of training through studies/agriculture. There is pressure for Lochaber College and running a series standardised curricula although of seminars, best practice events and ‘qualification inflation’ has led to the masterclasses. Tourism accounts for development of both sectoral generic 40% of the local courses in tourism enterprise management and There is a need to company’s niche tourism discretionary skills programmes in educate for change events, rural, within the tourism sector expenditure. business, activities, in areas such as markets, In terms of further snow etc. There is a education and need to educate for consumer behaviour, training, there are change within the products and technology. many initiatives tourism sector in including VQ areas such as training in food markets, consumer preparation, HNC and HND behaviour, products and technology. qualifications in tourism, modern apprenticeships, a Young Chefs Club, But is there a common educational Hospitality Tasters, and a Bed and agenda to meet the needs of diversity Breakfast Club. The industry comprises and change? Indeed, does the industry 5% of businesses that are leading the know what it requires and at what level way, 15% that are aspiring to improve, should industry needs be met? And 30% that are complacent and 50% what numbers can the industry absorb, that are lifestyle businesses or simply there being no guidance on future uninterested. The question is: how do requirements? For the future, there is a we bind together these different need to focus on generic/transferable aspirations. It remains difficult to skills, there will be a need for some form motivate people to join the industry, of rationalisation in HE, there will need too few managers in tourism are to be a reinvention of the sub-degree qualified and employment in tourism is qualification and HE will need to take seen as a last resort. account of the growth in demand for continuous professional development. So what is needed? A change in the way we regard tourism – in the ‘Pride Morven Cameron from Lochaber and Passion’ model at national level as Enterprise chose ‘Tourism – the Greater well as locally through, for example, an Good’ as the theme for a case study Ambassadors’ Club. Young people presentation, outlining the issues as must want to work in tourism and be seen from a rural highland area where better prepared to do so. And we tourism is the dominant occupation, perhaps need to focus more on the accounting for more than one in three individual rather than the business? In jobs. Some 30-40% of available jobs Lochaber, there is an industry-led are temporary or seasonal. Lochaber initiative to establish Lochaber as the has very low unemployment count of ‘Outdoor Capital of the UK’, local 200 (2%) but has an additional 775 on strategy implementation, an incapacity benefit and the managing volunteers and selling membership. The course consisted of 2-day workshops and a toolkit being issued to participants and has already yielded significant business benefits.

accelerated management development programme called ‘Get a Move On’ and initiatives led by Springboard. Challenges include the need to change the culture at national and local level, the need to address the ‘who pays’ dilemma and the need to emphasise the importance of the greater good of the industry. The presentations were rounded off by James Morgan of the Scottish Qualifications Authority who presented a review of the current provision of qualifications available through SQA. These include qualifications at National Qualification (NQ) level, Scottish Group Awards (SGA) and Higher National (HNC and HND) levels. SQA has been undertaking a review of Higher National Qualifications in Travel and Tourism involving extensive consultations over the winter of 2002/3 involving the industry and colleges. The consultation elicited a very good response with a number of key issues emerging including the industry’s understanding of the current suite of qualifications. There are a number of issues surrounding the articulation from FE to HE and the potential for standardisation or adopting the English model of foundation degrees. The issue of who benefits – individuals or industry – and the implications this may have for funding was raised as was the need for joining up training routes to allow continuous progression. There is also the need to change attitudes through engaging the industry, and particularly microbusinesses, in the training process. And crucially, there is a need to plan the provision of future training and education on the basis of future needs. Some twenty new or revised travel and tourism units have been commissioned. The review process is seeking to validate the new courses in the Autumn of 2004, with the first presentation in Autumn 2005. Following the presentations, Denise Drummond MTS led a short session to identify the key themes for the afternoon discussion groups. An overall theme for the groups was agreed, together with four subsidiary issues which were explored in rotation in the afternoon session: Helping to break the vicious circle and focussing on customer needs, how do we: i. Encourage FE and HE to consult

with industry (and vice versa) …and have more meaningful discussions.

ii. Make courses more attractive to all recipients? ‘Travel’ is an attractive element to people signing up for courses. There is a need to manage student and industry expectations and sell courses on benefits such as excellent networking, social elements, good industry links as well as academic credentials. This involves thinking much more about students as clients. Also work experience needs to be paid to make this an attractive element of learning. Perhaps a single professional body for tourism would help bring together a fragmented industry? The addition of better advice and guidance for people going to college as well as access courses was felt to be beneficial. iii. Make the courses more relevant and useful (outputs?) to the industry and the individual? There were questions as to how much liaison there is with industry and whether the right questions are being asked and there was some debate as to whether the feedback that was received from industry was really listened to or whether it is ignored. Core skills are important but many colleges are unwilling to include these. Market research was another subject raised as providing essential information about the

iv. Become more effective at best practice exchange? There was a feeling that networking is the best means of achieving the necessary sharing of best practice, and informal networking is even better, peer pressure being a motivating factor. It was felt that short, sharp sessions work best, perhaps relating case studies to a niche audience would be effective, and that it is useful to look outwith the immediate locale (and Scotland) for best practice examples. It is important to sell the business benefits of networking and best practice exchange. It may be possible to use marketing groups to pull people together then move on to other things. Robin Lingard FTS, vice-chair of the Tourism Society Scotland summed up and closed the seminar with thanks to speakers and organisers, including Scottish Enterprise and Bell College, the main sponsors.

the industry, education and students, including potential entrants to the sector. On the other hand, the ‘gaps’ may be as much perceived as real but the education sector can do much in terms of dispelling this view. Industry would like education to provide a coherent, understandable and relevant qualification system that encompasses the full range from basic skills through to advanced management. There is also a feeling that the educational establishments could do better in terms of their handling of customer groups – in this case meaning students and businesses. The educators would like to see industry taking more responsibility for training and making the best of the business benefits that result. Industry also needs to pay attention to the success of schemes for the collective exchange of information and best practice, allowing a wider perspective on skills shortages to be taken. Students need to be considered in terms of managing their expectations in terms of prospects for employment and of the quality of experience in the educational establishment. There are a number of ways of selling the benefits of improving their knowledge and skills including the quality of teaching and the social/networking aspects of student life.

MEETING REPORTS

The industry and FE/HE sectors need to talk and act on this issue: understanding among the various viewpoints is an issue as there is a traditional view that HE is about ‘thinking’ and FE is about ‘doing’, whereas courses should be on a continuum. Employers need to employ graduates at operational level then promote them so that they can ‘do the job’ and manage other people. It is possible to generate loyalty through good practice, building on existing networks. And the educators should be encouraging owner-managers to champion management training. Other suggestions for improved working include matching college terms with industry needs, bringing businesses together to talk to colleges and universities and holding industry seminar days in colleges.

requirements of industry, linked to discussion on making courses relevant by including skills such as change management and thinking skills. The jump from FE to HE is still a problem.

Conclusions

Paul Buchanan MTS PBA Solvtions The meeting heard that there are a number of key issues driving the tourism labour market at the present time. These include the high turnover and quit rates in the sector linked to more part-time, seasonal and short term jobs. On top of these factors are problems associated with demographic change, skills gaps and skills shortages in tourism as well as decreasing demand for skilled employees at the lower end of the jobs market. These add up to a major challenge for the industry in attracting the right . . . there needs to be people in competition with a greater recognition other sectors. of the skills that are To counter this, very important to there needs to be a greater recognition tourism businesses . . . of the skills that are very important to tourism businesses, principally the soft skills including communication and emotional skills. The discussions placed great importance on the interaction between

R e fl e c t i o n s o n a c h a l l e n g i n g ye a r fo r i n b o u n d t o u ri s m INBOUND

A n d re w G ri e ve F T S D i s c o ve r Trave l a n d To u rs he 2003 season is largely behind us now. It has been a year of trial and tribulations for the inbound industry which suffered considerable disruption to business patterns due to the Iraq war and SARS. For at least one prominent inbound operator the struggle for survival has already proved too much, further demonstrating the fragility of this industry sector after three troubled years. Business has still not returned to levels seen during the last "normal" year of 2000. Inbound tourism from Europe is recovering, helped by the appreciation of the Euro which stands around 10% higher than a year ago. But the all-important North American market remains depressed and shows few signs of recovering quickly. The recent failure of the major tour operator, Far and Wide Vacations, is just the latest sign of the problems in the US travel industry

A new group of large competitors have recently appeared in the crowded online travel market place. A number of Destination Marketing Organisations (DMOs) in the shape of National Tourist Boards are seeking to re-invent themselves as online distribution channels. From the safety of their public sector government agency jobs, Tourist Board executives are able to play in the competitive tourism market place. VisitScotland has invested £millions of taxpayers’ money in a public/private partnership to create a commission earning web-based booking business featuring Scottish products. This operation is currently bleeding money and it will be years before the poor taxpayers gets any return on their investment. Meanwhile, the operation has sectors of the Scottish tourist industry up in arms at the sight of VisitScotland.com draining public funds which could be better used elsewhere. The key driver of change in the supplier distribution channel is the need to deliver value. When an intermediary (travel agent, tour operator, ground handler etc) fails to deliver value to the customer or product/service owner, that link in the supply chain becomes surplus to requirements and is swiftly

jettisoned. Competition drives down costs and drives out the inefficient businesses. It is all too easy to reduce costs and charges when your cost of capital is zero. The internet is providing a major new distribution medium bringing consumers and product owners together, and new online travel retailers have quickly developed to deliver a large range of tourist products instantly, and often at lower rates. There is a plethora of travel websites featuring UK products, ranging from the likes of Expedia and Lastminute.com to the thousands of local sites. Just what do the publicly financed DMOs such as VisitScotland think they can bring into this crowded market place that is not already provided by the thousands of existing websites which are NOT supported by taxpayers’ money? Press reports suggest that VisitScotland.com will lose over £1.5 million this year alone, selling just £3.5 million of holidays. It would almost be cheaper to parade VisitScotland staff along Princes Street in Edinburgh handing out £10 notes to every passing tourist !

a booming economy have all come together to give a very welcome boost to the domestic tourist industry. The domestic market dominates British tourism with the exception of just a few internationally-renowned destinations such as London. The newly created VisitBritain could not have had a more favourable start in their efforts to market England to the British. It was good to see the Enjoy England campaign, as England has for far too long been the poor relation of tourism in the UK. However, I suspect that the record-breaking summer enjoyed by England’s travel industry had little to do with the campaign, which only added more demand to an already buoyant and overheated market. The real challenge will come when domestic demand is choked-off by increased mortgage rates and a typically wet and chilly summer. However, if the profits from a successful 2003 are re-invested in improving the English product then some real longterm gain may be realised.

Domestic British tourism has had one of its most successful years in living memory. Fear of overseas terrorism, a weak pound, a superb dry summer and

Letter From: Derek Taylor FTS Dear Sir, With respect to a distinguished consultant, the major part of Stuart May’s review of my book, ‘Ritzy – British Hotels 1837 – 1987’ discusses what couldn’t be in the book because the period it covers stops at 1987. History isn’t like consultancy; instant judgments on current situations can be replaced by more mature considerations when all the facts are known and you have the benefit of hindsight. Typical examples are the reputation of the Ritz in 1898, the creation of the ‘Come to Britain’ movement in 1926, and the Grant Scheme in 1973. We will only know in the years to come what exactly is happening today and what effect it will have. Yours sincerely, Etc.

Changes in the outbound P a c k a g e h o l i d ay m a rke t R o c h e l l e Tu rn e r T U I U K

OUTBOUND

summer, brochures for Summer 2004 carrier, Britannia, and sales are 67% up uch has been said and written holidays were launched during some of year on year for the three months in the last couple of years the hottest weeks of weather in British August to October. In Spring, the about the changes taking place history, yet another factor further website was further in British society. adding to the difficult trading updated by adding Studies show that Studies show that we environment for holidays over the last accommodation we have become couple of years. options, allowing more anxious, more have become more customers the demanding and less anxious, more demanding flexibility to put Keeping focused and adapting our traditional in our systems to the changing needs of holidays together beliefs. At the same and less traditional in consumers is paramount. Fortunately, themselves. New time, the range of our beliefs. we know that there is strong and brochures offering products and growing consumer demand for short breaks rather services available holidays. British tour operators can than traditional 7 or 14 night packages from all industries is greater than ever adapt to changes in the type of have also been launched within the last before resulting in more competitive demand, change in destinations, year. All of these options give prices and a proliferation of brands. change in customers greater Michael Wilmott of the Future durations, change flexibility together Foundation presented research recently With every move in modes of travel, with the at their State of the Nation conference change in activities reassurance that saying that the majority of people forward, it seems, in all other they are travelling believe that they have more choice recent years, there has and changes thrown at with an established than they need in every sector (except, been something around us. It would just and trusted brand interestingly enough, clothing). help, of course, if that is ATOL to knock us all back. there were greater bonded. When it comes to holidays, TGI data political stability shows that more British people are and more ‘typical’ British weather! With every move forward, it seems, in taking three holidays a year and fewer recent years, there has been something of us are having just the one main around to knock us all back. This past annual holiday. Short breaks have been the prime beneficiary of this trend, intensified in part by the extraordinarily low prices offered by Ryanair and easyjet, which have worked to reduce our natural aversion to risk and have grown the market for independent travel exponentially as a result. As ever, technology has also played a part in In October, Adrian was joined by two new recruits to the this development, with the internet facilitating this growth by making the Tourism Society’s offices, Mark Jakobsen and Flo Powell booking of holiday components a very simple process for those willing to Mark Jakobsen MTS spend a little time surfing on the Starting at the Tourism Society as the Membership Executive, Mark comes WWW. from an education rich in Tourism. Starting with a Bachelor’s in Leisure and Tourism from Bangor, he went on to successfully complete a Tourism However, at present, the outbound Management Masters at the University of Westminster a year later. Mark then package holiday market is still strong took a year out, spending time in Denmark, Belgium and Austria but he now and represents around half of all leisure returns to the tourism industry with the same passion with which he left holidays taken. People still want to take Westminster in 2002. core package holidays, but a consequence of taking more such Flo Powell MTS holidays in a year means that the A recent graduate from Bournemouth University with a first in Tourism average duration of those packages is Studies, she thoroughly enjoyed the course and gained valuable event falling. It also means that operators management experience from International Students House during her such as TUI UK who have relied on the placement year in 2001. Both factors led Flo to apply for her new job as traditional package traveller for many Meetings Executive for the Tourism Society. She has just moved to London years have had to start re-evaluating from her Brighton home of 10 years and is looking forward to fulfilling her their product offering. Late last year we new career and enjoying her new life. launched a seat-only website, Britanniadirect.com for our flagship

N e w To u ri s m S o c i e t y S t a ff M e m b e rs

DOMESTIC

Th e M e d i s C l o s e r t h a n yo u Th i n k – Th o u g h t s o n t h e D o m e s t i c M a rke t S i m o n C u r t i s M T S M e dway C o u n c i l s I tap my keyboard looking out onto a cold overcast autumnal afternoon, the miraculous hot weather of summer 2003 in the UK is starting to fade from the memory. No doubt we will have another wet winter to contend with, something of a norm in recent years. The wonderful spring and summer weather was a great stimulus to the UK domestic holiday scene though, nicely coinciding with the launch of the new England marketing campaign.

Though 2003 has not been a uniformly good season for all destinations and attractions, feedback from colleagues throughout the UK has suggested that it has been a happy season for the majority, particularly those destinations which are traditionally dependent on the domestic market. I have heard from a number of sources, for instance, that the West Country has had a particularly successful year to date. Clearly London and some of the heritage city "honeypots" may well be the main exceptions here, still struggling to counter the slow recovery of the US and other long-haul markets. While we await the official end of year statistics from VisitBritain, I can provide some facts from Kent which, in many ways, may be seen as something of a microcosm for the UK industry generally, as this county possesses a strong heritage product (Canterbury and Rochester), traditional seaside resorts (Margate, Folkestone), trendy emerging resorts (Whitstable, Deal) and a solid rural offer. The Kent business barometer, which measures real-time performance among a representative sample of around 75 leading tourism businesses across the county, showed improvement on 2002 performance across all sectors – although there was a slight fall-off in late summer. The consistent performers were the accommodation providers and especially camping and caravanning, a sector which is so often overlooked. Kent beaches were certainly busy

during the mid-summer heat-wave, as elsewhere in the UK.

for the first time in a sustainable fashion, with real resources.

The attractions sector, as ever, is more complex. Kent has a number of leading visitor attractions which have a high dependence on overseas visitors (e.g. Canterbury Cathedral, Dover Castle, Leeds Castle). While these attractions have made some adjustment to trends in the domestic market, the fragility of the near-Europe market is still stunting the recovery of volumes back to their late-1990s peaks. Interestingly, the one sector which has recorded reduced volumes on 2002, is that comprising the Cross-channel operators, who have been affected by the twin trend of slow recovery in the inbound market with reduced volumes of outbound domestic tourists this summer.

In my patch, Medway and Maritime Kent, our marketing slogan of "The Med is closer than you think" was particularly apt this summer. Just 45 minutes from Victoria station, visitors were able to enjoy temperatures in the high 30s while sun-bathing in Rochester Castle Gardens or cruising on the River Medway. We have been delighted by an approximate 10% uplift in visitor volumes this year compared to 2002, which has been broadly shared across all leading attractions in Rochester and at the Historic Dockyard in Chatham. The test will now be to sustain (and hopefully grow) such volumes next year when we may not be able to rely again on such wonderful weather. We are confident of a continuing strong domestic market but are also starting to turn our eye back to near-Europe which is stirring again from its slumber of the last four years.

Overall, though, the Kent picture is a positive one, bolstered by the new public-private partnership (Kent Tourism Alliance) which has brought the key private sector players together with the public authorities and DMOs

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Jo h n G a l l e ry M T S , G re a t P o t e n t i a l t last, there are positive signs that Business Tourism is finally gaining the recognition it deserves as a real force for the future in the UK tourism industry. The Tourism Alliance reported in June 2003:

• The Meeting Industry Association UK Conference Market Survey 2003 reports a 4.7% increase in association sector and a 1% increase in the corporate sector meetings events over 2002.

"… The sector is an excellent example of tourism in microcosm: growth potential hampered by lack of investment. London lacks a major (5000+ delegates) purpose-built convention and exhibition facility. It is estimated that business travellers contribute some £3bn to the London economy. In the process, they support other activities as well as stimulating and facilitating trade development. Result: London continues to lose up to 3000 jobs/£100m in revenues as bypassed by international convention bureaux. This omission needs to be addressed soonest."

Growth Curve

The report notes that the issue had "seemingly fallen off the government’s agenda."

Good News Now, up-beat data from the British Conference Venues Survey and Exhibition Facts illustrate that demand for meetings and exhibitions remains buoyant. • Business tourism represents the largest market share of UK tourism. • VisitBritain projects that by 2010 business visit expenditures will account for 45% of total inbound tourism spend. • Business trips have grown by 53% over the last ten years. The conference market is estimated to be worth £7.3 billion. Last year visitors to exhibitions grew by 14%. International visitors to exhibitions were 10% of the total and were up by 40%. International exhibitors made up 18% of all exhibitors. • Inbound business visitor expenditure currently represents 31.7% of all inbound tourism spend.

Further evidence that the sector is in a growth curve is demonstrated in the finding that associations anticipate a 16.5% increase in the number of events that will be organised in the next year, while corporate sector events are expected to rise by 10%. However, these positive signs for business growth are by no means guaranteed, and it is of the utmost importance that Business Tourism is supported at every level. Michael Hirst FTS, Chairman of the Business Tourism Partnership recently (July 2003) told Members of the All Parliamentary Export Group that business tourism was the essential driver of British exports and that business events made a huge national and local economic impact, contributing to UK trade in excess of £100 billion. The number of truly international events in the UK is still too low and Hirst called upon VisitBritain and Trade Partners UK to step up their activities to attract more. He suggest a number of ways in which Business Tourism could be boosted in the UK:

• The establishment of a business travel department within England Marketing, with commensurate resources to gather greater marketing intelligence, resource a business events database, develop new incentive market products, increase promotion of "business extenders" and ensure better collaboration between conference locations.

BUSINESS TOURISM

U K B u s i n e s s To u ri s m : Fa c i n g t h e c h a l l e n g e , l e a d i n g t h e way

• The formation of an England Convention Bureau, to include exhibitions and business events, possibly as a self contained, public private partnership between VisitBritain, Trade Partners UK and industry players. • Support for a proposal from the Association of Exhibition Organisers, the Exhibitions Venues Association and the British Exhibition Contractors Association, to create an Exhibitions Marketing Agency to promote the benefits of exhibiting. • More assistance to small businesses to participate in highly cost-effective conferences and exhibitions. • Identification of key industrial sectors for pilot schemes to develop more international events in the UK. • More support from overseas Government missions to promote UK business events. • Revision of the Inward Mission Scheme. • Increased support programmes from Regional Development Agencies in recognition of the significant contribution business events make to local regeneration and investment.

• The need to keep UK events within the UK and attract more international events to the UK through a more coordinated, business-like approach, from VisitBritain and Trade Partners UK, with greater Ministerial support.

Strategic Action

• More business tourism resources within VisitBritain to build on Britain’s reputation as a place to come and do business and ensure opportunities are communicated to industry and effectively exploited abroad. "Visit Business Britain".

These proposals and recommendations are important to everyone involved in this sector of the industry. Encouraging evidence that things are moving forward comes in the form of a recent comment from Ken Purchase MP, chairman of the All Parliamentary Export Group "Members of both

Houses of Parliament recognise the important contribution business tourism makes to UK exports and are eager to support the initiatives being made by the sector". Plus, there are a growing number of opportunities for stakeholders to participate in this expansion. For example, all of the Regional Development Agencies are currently researching and reviewing strategies for tourism within their wider remit, and some have already begun to implement new roles and responsibilities. Influencing these strategic decisions and creating a focus on business tourism is essential and people in the industry need to become more involved in this process to make sure that the right decisions are made.

Product Quality What of the product and service that the industry provides to this important market? For example, are there too many mediocre venues, with service issues that are more akin to hostility than hospitality? This is a serious issue because if the industry is to complete successfully for the international business market, then quality of delivery is as important as the marketing message. Slow response rates by venues, staff who lack knowledge, apathy, poor communication and poor value, are all practical issues that must be addressed.

Qualifications There is a case for qualifications that will ensure people are promoted into positions that reflect their knowledge and experience in the meetings, conference and events industry. Too many people can be appointed or promoted into positions of responsibility but lack the necessary skills to deliver. As an example, the Meetings Industry Association promotes a management development programme that addresses such issues.

High Prices High prices are also an issue – with low-cost airlines providing the new paradigm for the airline industry, the migration of events overseas is a reality, as the overall cost may often be lower (especially Europe) than in the UK – and often with higher specification venues and service! Corporate meetings, conference and event planners are also under greater financial scrutiny with ‘procurement

management’ high on the Financial Director’s agenda. Venues need to ensure that their yield management is robust but flexible, those operators who do not embrace the price/quality/ value expectation will lose out.

Innovation The ease and speed with which IT has permeated our lives is a threat or opportunity depending on your point of view. Digital-video meetings creating virtual events without the need for travel is growing (Noel Edmonds Face2Face product is about to open its 100th location); mobile computing, wireless hotspots and more ‘field-based’ executives create new challenges for venues. If the business tourism operators cannot rise to these challenges and provide their own innovative ideas, they will lose out here too.

Partnerships More than ever, this is a time for business tourism partnerships. Working alone, a venue cannot possibly meet potential buyers in sufficient numbers to create the volumes of interest that are needed, especially with all of these other challenges too. • Working partnerships at local, regional and national level are as important if not more so than ever before. • There are some great examples of partnerships in place but there are still too many in-built restrictions or protectionist attitudes around. • In local authority tourism departments business tourism should have higher priority. • Private operators should have greater involvement in the general promotional activity for their destination. • There should be more activities that include local business people not directly engaged in the tourism industry, but who can provide alternative perspectives, insight and influence. • Networks such as the Tourism Society regional branches, where shared good practice, networking and updating knowledge are a key prerequisite to an effective Business Tourism industry.

Intermediaries The importance of intermediaries and suppliers to meet the client’s needs jointly as a priority is another area to address. Too many venues fail to recognise what an important and powerful marketing tool these agencies are. Too many hold meetings-related accommodation on long lead times or with multiple venues. The resulting lack of trust is bad for the industry. Much more relationship building between intermediaries and suppliers is needed here.

Embracing the challenge It is certainly the time to take up the challenge of maximising the success of Business Tourism in the UK. The good news is that the sector is taking off and more resources are filtering through to promote and expand it. If these resources are properly managed, then business tourism is poised to lead the way for a more consistent tourism industry in future.

The joint Tourism Society/ Association for Conferences and Events meeting, ‘Future Trends in Business Tourism’ took place on 8 December. A report of this event will be included in the next edition of the Journal.

A N e w Fro n t i e r : E n t e ri n g t h e Fi n a l Ye a r o f a To u ri s m D e g re e Th o u g h t s a n d a s p i ra t i o n s o f a To u ri s m S o c i e t y s t u d e n t re p re s e n t a t i ve , a s h e b e g i n s t h e fi n a l ye a r o f h i s d e g re e c o u rs e . t seems like yesterday, but it was in fact 2 years ago that I started my degree in BA Tourism and Planning at the University of Westminster. Now I find myself entering the 3rd and final year of the course and thinking beyond next summer for the first time. Most people have told me that the last year of a degree course is the most stressful. That remains to be seen, but what is clear is that there is lots of work to be getting on with …

GENERATION X

N e i l W ri g h t , U n i ve rs i t y o f We s t m i n s t e r

what lies ahead. The most important It’s important for any student in their thing is to enjoy your final year at final year to keep one eye on the university and use it as a steppingfuture. Perhaps it’s too early at this stone for the rest of stage to start your lives. My other looking for jobs and planning ahead, but I would recommend that great passion is for certainly as the new some serious thinking on music and a recent to a palm year begins I would your future is called for. visit reader said that I recommend that would end up living some serious in California and working in the music thinking on your future is called for. industry. Time will tell … Your universities should certainly be giving you advice of what steps to Meanwhile, good luck to everyone follow in terms of job hunting. Make working hard at university – and make the most of the Careers Service – they sure you leave with no regrets. know more about jobs in tourism than you might think.

One way or another, I’ve been involved in tourism for 4 years now, and my interest in studying this subject was initially fuelled by a burning desire to travel the world. True, I have done a But before the job, comes the small fair amount of travelling in the past matter of getting the degree in few years. This year, for example, I tourism. Despite spent the summer the heavy break in Eastern . . . absinthe in Prague, workload, I’m not Europe and later in North America. So vodka in Warsaw and ice panicking. My to anyone after a few months cream in New York . . . advice who finds spent drinking themselves in a absinthe in Prague, similar situation is to use effective time vodka in Warsaw and eating ice cream management to get work done early in New York, I came back down to and not leave it to the last minute. Also earth with a bump a couple of weeks it is important to have an enjoyable ago when I came back to university. I social life as well in order to take now find myself with 3 coursework yourselves away from the pressures of deadlines before Christmas, exams to studying. I like to relax at a gig or in follow in January and if that wasn’t the pub with friends. But try to keep enough, there is the small matter of a part-time jobs mainly to the weekends, 12,000-word dissertation to be to allow ample time for studying working on as well. However we do during the week. I work every Saturday get to go on field trips as well – this for example for a Tour Operator, which year it’s to Malta (more travel !). So is good experience things are not for when I do finally always as bad as . . . enjoy your final year graduate next they seem. at university and use it summer. It would be nice to as a stepping-stone for So for anyone who think that this time is reading this next year, we’ll be the rest of your lives. article (hopefully millionaires. But, there are some of OK, not in this you!) my feelings at this stage are of industry we won’t. So what advice can growing ambition and anticipation for I share with others in my position ?

Apology As many readers will have realised, the person on the far left of the photograph on page 12 in issue 117 is not Dimitrios Buhalis but VisitLondon’s new Chief Executive, David Campbell. Apologies to both gentlemen for the confusion.

Correction In the Minutes of the AGM , Peter Heard FTS was attributed to Tourism South & West Wales. However Tourism South & West Wales has not traded since July 2002. Peter is Joint Proprietor of Tregynon Country Cottages & Farmhouse Restaurant.

INDUSTRY NEWS

D i s c o ve r Fo l ke s t o n e B re a t h o f Fre s h A i r o r Wi n d o f C h a n g e ? D ave H u g h e s F T S To u ri s m P l u s aced with the need to make savings to balance its budget for 2003/ 2004 earlier this year, Shepway District Council in South Kent reduced, among other things, its tourism budget by £150,000. In addition to having an impact on the extent of the marketing of Folkestone, Hythe and Romney Marsh as a visitor destination, the budget cut resulted in the closure of the Folkestone Tourist Information Centre just weeks before Easter.

Not surprisingly, local tourism businesses were extremely concerned about the potential impact of such a significant cut in Council support for tourism. Folkestone Town Centre Management Ltd, chaired by Eurotunnel’s Managing Director Bill Dix MTS, stepped into the breach and arranged the continued operation of a new-style visitor centre in the same premises used by the TIC. It was clear however that more would need to be done to compensate for the Council’s significantly reduced support for tourism. The result was the launch in July of "Discover Folkestone, Hythe & Romney Marsh" as a separate business unit of Folkestone Town Centre Management Ltd. Originally established by major tourism companies in the area, Discover Folkestone now has some 80 members, each of whom contributes funding to enable the company to achieve its primary objective of marketing the area as a visitor destination. Contributions vary according to business type and size, and the company is threequarters of the way towards achieving its first year target of raising £20,000 from membership contributions. Another 30 or so potential members are currently in the pipeline and a further 250 prospective members from related sectors such as retail, catering and leisure have been identified. A full-time general manager for the company has been seconded from Eurotunnel and a budget of £60,000 has been set, with a third targeted

from membership contributions and two thirds from commissions from sales through Folkestone Visitor Centre and from other trading activities. Discover Folkestone pays Hythe-based tour operator En Route Travel to run the Folkestone Visitor Centre on commercial lines. Although born out of crisis, the formation of Discover Folkestone has galvanised tourism businesses into an effective partnership working much more than has hitherto been the case in the area. Whilst a private/public sector partnership – the Shepway Tourism Forum – has been in place for several years, it had been largely inactive for some time. The two local accommodation sector based groups – The Folkestone, Hythe and District Hotels and Catering Association and STAY Folkestone – were not geared to respond to the situation which prompted the creation of Discover Folkestone but have since given the company their full support. In addition to maintaining a staffed visitor centre in Folkestone, the company has also produced its own destination brochure and its own website – www.discoverfolkestone.co.uk. Accommodation bookings at the new visitor centre were 160% higher during its first six months operation than the equivalent period for the previous TIC in 2002. The visitor centre is also directly linked to visitor centres at the Calais Eurotunnel Passenger Terminal and in Boulogne. In addition, a festivals and events working group has been formed and a steering group is being established to take over the responsibility for guiding the company’s work and providing strategic direction. Although a relatively new organisation, a number of lessons can be learned from Discover Folkestone’s experience which may be of value to other destinations or areas where local authority support for tourism may be

under threat. It should be remembered, after all, that the provision of services by local authorities to support the development of tourism is discretionary. As local authority budgets come under ever increasing pressure, it is inevitable that the need for all discretionary services will be challenged regularly and robustly. • A reduction in or withdrawal from tourism work by a local authority can provide a stimulus for improving or increasing private sector cooperation. • It is worth looking at whether there is an existing suitable local company (such as a Town Centre Management company) to which a tourism partnership operation might be added. • A new partnership can provide the opportunity to reconsider the ways in which tourism support services are provided in an area, with a stronger focus on taking a much more commercial approach. • The chances of success will be helped if major companies are prepared to take a lead to demonstrate or reinforce their commitment to their local community, as well as offering their commercial expertise. • The introduction of a ‘formal’ structure for partnership working may evolve from action taken to address an initial problem or crisis. • A private sector-led partnership can engender a sense of increased self determination in tourism businesses. In summary, a negative development can have positive results. Discover Folkestone will be interested to hear from readers – either through Tourism or direct to folkestone.tcm@tiscali.co.uk–about similar developments elsewhere. Is such a major reduction in local authority funding a one-off or part of a trend?

C ra c k i n g D o w n o n P a s s p o r t I D Fra u d he Government’s drive to tackle ID fraud was stepped up on 8 December as new security processes went live to help stop criminals using lost or stolen passports.

The UK Passport Service (UKPS) has brought in new procedures to fasttrack the reporting of lost and stolen passports – 166,000 last year alone – preventing them being used fraudulently. From now on, those whose passports are lost or stolen will need to complete the new LS01 form to obtain a new one. The form aims to reduce identity fraud by more accurately tracking UK residents’ passport data, and details relating to a lost or stolen passport. Home Office Minister, Beverley Hughes, said: "Passports are valuable documents to criminals. They use them to create the multiple identities that help them commit serious and organised crimes, and they are a key document in stealing individuals’ identities. Identity

theft is one of the fastest growing crimes, costs the country £1.3 billion every year, and can ruin victims’ lives. "To prepare Britain for the security and technological challenges of the future, the Government is bringing in hightech biometric passports which will build a base for a compulsory, secure, national identity cards system. "While we develop these, we are making it more difficult for criminals to use stolen or lost documents. But the public must also play a role – taking care of their passports and reporting them promptly if they are lost or stolen." The UKPS is also reminding people to take good care of their passports at home and abroad, as new research shows that the public fails to take basic steps to protect their most valuable personal document: • 23 per cent of people would not think to check their passport after a burglary; • Only 7 per cent keep their passport in a safe place at home;

• 61 per cent haven’t filled in the emergency contact details in the back of the passport; and • 37 per cent carry their passport with them while abroad rather than putting it in the hotel safe. The UK Passport Service has also reminded people that they need to allow adequate time to replace lost or stolen documents – particularly if they are planning a Christmas abroad – as essential security checks mean that it can take a week to replace a lost or stolen passport. The research also shows that the public have a worrying ‘last minute’ attitude to checking their passport before a trip: • 17 per cent start looking for their passport one day before a trip; • 15 per cent start looking only a few hours before a trip; • 7 per cent have had a last minute panic because they were going away and either didn’t have or couldn’t find their passport • 3 per cent have left home for a trip abroad without their passport.

M o re R u n way s a re n o t t h e A n s we r N a t i o n a l Tru s t c a l l s fo r G o ve rn m e n t t o p u t d o m e s t i c t o u ri s m b e fo re a i rp o r t e x p a n s i o n ith publication of the Air Transport White Paper now imminent, The National Trust has renewed its call for the Government to focus on encouraging domestic tourism rather than embarking on an unnecessary and highly damaging programme of airport expansion.

“The Government should concentrate on getting tourists to spend their money in Britain rather than encouraging them to spend more and

more money overseas,” said Tony Burton, Director of Policy and Strategy for the National Trust. “Latest figures show that Britain ran up a massive £15.3 billion deficit in tourism in 2002.The country is losing nearly £175 000 every hour, and an illconsidered programme of airport expansion will make the situation infinitely worse as well as inflicting unnecessary environmental damage”.

The Trust believes that the Government should be supporting domestic tourism with better promotion, improved access, quality accommodation and better rail links. The Trust is also deeply concerned about the environmental impact of the Government's proposed “predict and provide” approach and warns that damage to regional environments and heritage assets could also undermine regional economies.

“Research shows that the economic value of the environment is at least three times greater than that of aviation in several areas of the UK, such as the North East and the South West,” continued Tony Burton. “Airport expansion with its side effects of noise, pollution and increased road traffic could seriously damage the environmental assets on which these

regional economies are based.” As Europe’s largest conservation organisation and a major force in the heritage and tourism industry, the Trust has first hand experience of the damage aviation expansion can cause to the UK’s most valued heritage. Many Trust properties are in danger of permanent damage if some of the

expansion plans put forward by Government go ahead. Tony Burton concluded: “We will be very disappointed if the White Paper promotes the idea of new runway capacity before alternative ways of reducing the growth in flights have been implemented.”

SPECIAL FEATURE

E x t ra D ay l i g h t ? C l i ve E dwa rd s F T S ome few years ago there was a private member’s bill before parliament called, I believe, the “Daylight Extra” bill.

Essentially it proposed that the UK should bring its clocks in line, throughout the year, with those in continental (Western) Europe – in other words our clocks would be in line with those in France, Germany, Holland, Belgium etc. The effect would be to give us an extra hour of daylight in the evenings throughout the year – we’d still move the clocks forward an hour in the summer, and back an hour again during the winter just like the rest of Europe. But why would we want to do this, and what benefits would it bring? Firstly, according to ROSPA, one effect would a reduction in the number of children killed or maimed on the roads – the reason being that in general children are usually more subdued, and less prone to larking about during their journey to school than they are when let out of school in the afternoon, so travelling to school in the dark is less dangerous than coming home in the dark. Secondly, research by the Tourism Society indicates that an hour’s extra daylight in the evening would produce a significant increase in tourism

revenues – attractions could stay open later, holidaymakers would take advantage of the lighter evenings to spend longer out-of-doors, and generally they’d be likely to spend more. Additionally the lighter evenings in say April or September/October would encourage more people to take off-season breaks. Unfortunately this proposed bill was “talked-out” by an unholy cross-party alliance of Scottish MP’s who simply disliked the idea of darker mornings, on the grounds that it would have an adverse impact on farming and the building trade. Given that farmers are now being urged to diversify into tourism, it seems odd that they should continue to obstruct a proposal which would enhance their income; as for the building trade I cannot really see any valid reason why they simply couldn’t adjust their working day by an hour. When I was at the recent Camping Cheques Conference in Faro I raised this matter with Roger Helmer, the MEP with a “tourism brief” who was a speaker at the conference, and we enjoyed an interesting discussion, during the course of which we even talked about the idea that if the Scots were so adamant that a time change would impinge adversely on their economy (which in fact I very much doubt) then, given that they now have

their own parliament, why shouldn’t they have their own time-zone too! Roger Helmer then asked me whether I felt that a time change across a land frontier between England and Scotland would be better than a time change across the English Channel – an interesting point. In fact I believe I’m correct in thinking that a lot more people travel between England and the Continent than between England and Scotland, so in terms of the inconvenience resulting from the need to change your watch when crossing from one time zone to another the idea of England bringing its time in line with most of Europe, rather than with Scotland, would actually be less of an inconvenience. In fact of course, until the coming of the railways in the 19th century, Scotland did have its own time-zone! It was only brought into line with England because people kept missing trains because of the time difference – given that most people cross the border between England and Scotland by road these days that argument seems hardly to apply. Given the benefits in terms of enhanced tourism revenues, for no capital outlay, and in terms of fewer road accidents involving children, isn’t it time we started to lobby for this Daylight Extra Bill to be resurrected?

S p o r t a n d To u ri s m – i s t h e re a p o l i c y fi t ? he 53rd Congress of AIEST (International Association of Scientific Experts in Tourism) in September was held, appropriately enough, in Athens, the venue for next year’s Olympic Games, on the theme 'Sport and Tourism'. Over four days, new demand trends for sports tourism, the socio-economic significance and the management and marketing of sport and tourism events were considered. The term ‘sport’ was interpreted somewhat widely to embrace what many understand to be active leisure – which has always been part of the tourism experience. Given the synergies that exist between sport and tourism, my own contribution was to assess the extent of co-operation and links between the various institutions responsible for sport and tourism in the domain of public policy, looking especially at major sporting events.

of sporting excellence in more popular sports. Events strategy in sport and other areas rests with local government. Achieving sporting excellence is a challenge for the sport governing bodies to make best use of the additional resources allocated through Sport England and similar bodies for Scotland and Wales. Regional Sports Boards are concentrating on improving facilities and widening participation, helped by the fact that sport will soon have access to new national lottery funding streams. VisitBritain has a remit from government to look at sport as a driver for tourism in Britain and is currently focusing on golf which is both a spectator sport, but also likely to bring visitors from overseas who are attracted by the prospects of playing on British golf courses. However with its recent responsibilities to lead and coordinate tourism marketing of England, VisitBritain's resources for promoting sport are limited.

addition to the newly constructed airport, there will be 120 km of new roads and 90km of upgraded highway. A 21km light railway (tramway) is being constructed together with 32km of new suburban railway and improved port facilities. Finding sufficient accommodation has been a major challenge with most hotel rooms in Athens itself already allocated to the International Olympic Committee. Many officials will be housed in military accommodation and sports complexes. At least seven major cruise ships are due to berth in the port of Piraeus including the new Queen Mary 2. Many spectators will find themselves based in the environs of Athens and surrounding Islands and some will be brought in by air for 1-3 night packages from Islands such as Mykonos, as an 'add-on' to their holiday. It is at this stage difficult to judge how many people will actually attend. Fewer packages have been sold than expected for the current Rugby World Cup in Australia, largely due to overpricing.

SPECIAL FEATURE

P e t e r C ave M T S U n i ve rs i t y o f C e n t ra l L a n c a s h i re

The Congress also provided an opportunity for the Greek sporting and tourist bodies to showcase their own strategy for the In Britain the development of . . . a successful Olympic holistic relationship individual sports. Much has been said about the lack of They clearly hope Games will demonstrate between sport and readiness of some of the sports tourism is not well that a successful Greece’s potential as a supported by policy complexes and other building work. Olympic Games will From observation it appeared that frameworks, as is demonstrate destination for active most of the sports complexes were the case in Greece’s potential sports holidays . . . well advanced or even complete and mainland Europe, as a destination for some had already staged events as a with minimal active sports trial for the Olympics. Transport will contact between sport and tourism holidays and that this in turn will help perhaps be the biggest challenge as bodies except in the case of major to extend the tourist season. It was some of the rail links seemed far from sporting bids such as the London interesting to note that there was not complete and even then rolling stock Olympics where it is necessary and complete harmony between the sport will need to be tested. The boat expedient. Even in this instance, the and tourism representatives. Concern terminal for the nearby islands in links are not seamless with the Mayor was expressed by a Greek delegate Piraeus already seemed overcrowded. of London having responsibility for that plans for the further development The new airport, though impressive, tourism, but not directly for sport. of wind surfing and jet skiing on the was quite congested landside, However, in the case of London’s 2012 island of Lefkada took no account of especially in the catering area; and the bid, the link between the sport and social and environmental concerns and post office located in the arrivals area tourism partners is provided through capacity constraints expressed by the was hard to find! the London residents. This perhaps confirmed that However, airside, Development there remains a challenge for The challenge of the lounges were Agency. government to provide for association and co-operation between sport and having today's Olympics clean, comfortable and spacious. These Finally in Athens tourism bodies rather than allowing in a city such as Athens infrastructure there was an sport and tourism policy links to improvements are opportunity to see develop in an ad-hoc manner, if at all. is massive. something that some of the Athens has needed developments Sport policy in Britain is directed for a considerable time and the underway for next year’s games. The primarily at increasing and widening delegates would wish the Greek challenge of having today's Olympics participation, the improvement of authorities well for the 2004 Olympics. in a city such as Athens is massive. In sports facilities and in raising the levels

NETWORKS

NORTHERN REGIONS

WESSEX

"international presence".

Chris Martins FTS Newly-launched Tourism Society regions in the north of England continue to show promise. Each has been introduced within the last 12 months, and all three – those for Cumbria, the North-East, and Yorkshire – are staging a series of events and recruiting new members.

John Seekings FTS The inaugural meeting of the infant Wessex Chapter took place at Longleat on 17th October. It took an unusual form, being combined with the October Management Meeting of the Tourism Society-inspired Wessex Tourism Association. The purpose of this combination was to give intending founder members of the chapter an inside view of the Association at work.

Although regular meetings were not given high priority, the inaugural meeting closed with support for an annual meeting jointly with the equally infant Devon/Cornwall Chapter to discuss matters of concern to the entire South-West region.

Tourism Society Yorkshire will have held seven seminars by the time of its first anniversary in December, and has attracted at least 30 recruits from within the county. Tourism Society Cumbria was inaugurated in October at an event in Kendal that involved Richard Tibbott, head of Locum Destination Consulting as guest speaker. Professor Victor Middleton FTS acted as interim chair. The Newcastle launch of Tourism Society North-East, later that month, featured presentations by Tim CantleJones, a director of OneNorthEast, and by Peter Sloyan FTS, chief executive of the Northumbria Tourist Board. Each launch was attended by over 30 industry professionals, with several joining the Society on the night. Follow-up events in each region will take place before Christmas.

The general view was that the region’s proximity to London militated against regional chapter meetings. Instead, the emphasis should be on participating with other Society members on Wessex-related projects of mutual interest. One example already being activated is a grant-funded feasibility study on setting up England’s first Family History Centre for tourists. Another is on developing US-style limo services from Heathrow and Gatwick to main centres in Wessex. The two projects represent a working partnership between the chapter and the Association. Another project – in which the association would not be involved – is the personal involvement of individual chapter members in developing the new Society initiative revealed at the Annual Dinner, to build an

DEVON AND CORNWALL Julie Russell MTS The first meeting of the Tourism Society Devon and Cornwall Network was hosted at Plymouth Gin at Black Friars Distillery, 60 Southside Street, Barbican in Plymouth on Thursday 23 October. This event was sponsored by the Devon and Cornwall Tourism Skills Network. The programme included a Welcome & Introduction by Julie Russell to the Tourism Society Devon & Cornwall, a brief presentation about the Tourism Skills Network Devon & Cornwall by Phil Helmore followed by a Guided Tour of the Gin Distillery, gin sampling and networking. A selection of local West Country food was provided by JDI deli, based at Plymouth Gin. Future events are planned for the new year.

Business Travel

Anna E Leask MTS Napier University This comprehensive text is fully entitled ‘Business Travel: Conferences, Incentive Travel, Exhibitions, Corporate Hospitality and Corporate Travel’. These are the areas covered in the book, whose clear chapter objectives, case studies and reference sections lead the reader through this complex industry in a logical and encompassing manner. This textbook is directly aimed at the higher education market, reflecting the developing nature of research and publications in the field of business travel and business tourism. The increase in teaching in this area of tourism in the upper undergraduate and postgraduate levels required a textbook that could adequately meet the needs of students, which is exactly what this textbook does. It provides a useful analysis of relative theory and practical issues relating to a diverse and dynamic industry. A more detailed review of this book appears on our website: www.tourismsociety.org

Tourism Forecasting and Marketing Kevin K F Wong and Haiyan Song (eds) Haworth Hospitality Press, 2002 ISBN: 0 7890 2087 4 150 pages $24.95 John Latham, FTS Southampton Institute Tourism Forecasting and Marketing is a collection of eight papers, authored by researchers from different parts of the world, all of which consider modelling and forecasting from a variety of perspectives. The range of papers demonstrates the different approaches used in modern forecasting, including time series and econometric/explanatory models. For the most part, sophisticated statistical methods are used, with some authors expertly making their findings

A more detailed review of this book appears on our website: www.tourismsociety.org

Tourist Trap: When Holiday Turns to Nightmare Patrick Blackden Virgin Books, 2003 ISBN: 0 7535 0845 1 250 PAGES £36.99 Peter Burns MTS University of Brighton This book, part of Virgin's ‘True Crime’ series, provides a compelling yet sensitively written account of crime, tourism and tourists. The author tries to place the crimes in some sort of social context. In particular, the chapter on sex tourism in the developing world discusses the responsibilities of tour companies that promote sex tourism. In the afterword, Blackden describes how the father of Julie Ward, murdered in a Kenyan game park, continues with his efforts to find justice, despite years of official cover-ups designed to protect the national tourism industry.

general section on the wealth of Europe’s natural and cultural resources followed by chapters that are more oriented towards developing a viable tourism product. It contains a number of useful checklists, such as ‘key elements of a business plan’, that will be helpful to those thinking of entering the tourism business. Finally, five useful case studies are reviewed. The authors appear to have relied on readily available material, which may lead to an unbalanced impression for some knowledgeable readers. Despite this, the book will be extremely useful to those with current or aspiring business interests in this sector; to those interested in how to set up in the tourism business in general; as well as to students and others with a more academic inclination. A more detailed review of this book appears on our website: www.tourismsociety.org

Heritage: Management, Interpretation, Identity Peter Howard Continuum, 2003 ISBN: 0 8264 5898 X 278 pages £19.99

Ecosystems Ltd European Commission, 2003 ISBN: 92 894 4574 2 122 pages

Philip Long MTS Sheffield Hallam University The study of heritage is situated within and between several academic disciplines including geography, history, archaeology, ecology and cultural studies. In this regard Heritage Studies is comparable to the field of Tourism Studies which has also grown and developed through applications of theory from a diverse range of disciplines. Heritage also contributes significantly to a vast range of tourism products, promotions and place images, and tourists motivated and inspired by aspects of heritage represent valuable market segments for the tourism industry. Heritage Studies courses at undergraduate and postgraduate levels at universities and colleges in the UK and in overseas countries have proliferated in recent years.

Hugh Somerville FTS This consultant study looks at the opportunities for cultural and heritage tourism in non-traditional areas. It covers recent market trends, with a

Unlike tourism however, the development of the field of Heritage Studies had not been associated with the emergence of many texts that provide integrated and accessible

This does not purport to be an academic read; it will come in useful for a train journey but probably not for a book at bedtime! A more detailed review of this book appears on our website: www.tourismsociety.org

Using Natural and Cultural Heritage to Develop Sustainable Tourism in Non-Traditional Tourist Destinations

BOOK REVIEWS

Rob Davidson and Beulah Cope Pearson Education, 2003 ISBN 0582 40444 4 290 pages £26.99

accessible to the general reader. The book will be of interest to tourism researchers, teachers and students, and by marketing and planning specialists and will deservedly find itself on the shelves of many university libraries.

coverage of the field as a whole. Peter Howard is to be congratulated for doing just this. A more detailed review of this book appears on our website: www.tourismsociety.org

No Frills: the Truth Behind the LowCost Revolution in the Skies Simon Calder Virgin Books, 2003 ISBN: 0753507706 326 pages Price: £9.99 Andreas Papatheodorou MTS University of Surrey This book aims at unravelling the recent rapid rise of low-cost airlines. It introduces first the earliest form of lowcost airlines, then examines the rise of Southwest Airlines, Virgin Express, Ryanair, easyJet and Go and briefly reviews the newest breed of low-cost carriers. It discusses the impact of September 11th and also provides some insight about how to start a nofrills carrier. The book concludes with prospects for low-cost, no-frills airlines in the context of Europe. The author has produced a book, which is extensively researched, entertainingly written and packed with anecdotes. The book succeeds in providing comprehensive information on the industry and vividly depicts characters such as Stelios Haji-Ioannou and Michael O’Leary. For those who wish to complement an academic perspective of the low-cost airline phenomenon with a witty journalistic approach this is the book to read. A more detailed review of this book appears on our website: www.tourismsociety.org

Service Quality in Leisure and Tourism Christine Williams and John Buswell CABI Publishing, 2003 ISBN: 0 75199 541 1 230 pages £25.00 Simon Curtis, MTS Medway Council This book is divided into three parts.

Part 1 explores the theories and concepts behind service quality and sets the scene. Part 2 becomes more practical, discussing the principle of designing a service to meet customer expectations. In Part 3, the authors discuss various quality management techniques and assess their usefulness for managers and for affecting organisational change. Despite the potential dryness of the subject matter, this section proved a stimulating synthesis of the various tools available. Service quality is indeed a huge subject, permeating every aspect of leisure and tourism. The authors are to be commended for bringing considerable coherence to the subject. The book is exceptionally well researched and draws case studies and examples liberally from all areas of leisure and tourism practice. For the researcher with a thirst for the service quality issue, this is a useful signpointer to further texts. For the practitioner and "system skeptic" person like myself, I recommend the book for the surprisingly readable and succinct analysis of Part 3. A more detailed review of this book appears on our website: www.tourismsociety.org

Complete A-Z Travel & Leisure Handbook Ray Youell Hodder & Stoughton, 2003 ISBN: 0 340 848936 281 pages £9.99 Chris Holloway FTS This text provides a valuable source of reference alongside the extant dictionaries and encyclopaedias of tourism. One of a range of handbooks aimed at AVCE/vocational A level students in leisure & recreation and travel & tourism, the text can usefully be consulted by students on more advanced courses as well as by practitioners. In particular, it provides a useful means of interpreting the rapidly multiplying acronyms and abbreviations used within these industries. The inclusion of website addresses for the more important entries is commendable. Definitions are always clear and succinct, and the contents

comprehensive. The selection of entries appears somewhat random, at times, and there are occasional outdated items, but very few errors of fact. The orientation is strongly British. The low cost and good value this handbook represents make it a valuable addition to any library, and I recommend it for purchase by all serious students of tourism at this level. A more detailed review of this book appears on our website: www.tourismsociety.org

CONGRATULATIONS has been appointed VisitBritain’s new Head of Business Tourism, responsible for developing business travel into and within Britain

Hugh Somerville FTS has been appointed Visiting Professor at the University of Surrey School of Management

Tim Strickland MTS has been awarded an MBE for his part in the Middlewich Project and for his contribution to archaeology

Chris Collier MBE FTS

Bob Downie FTS

General Manager, De Vere Whites Hotel, Reebok Stadium, De Havilland Way, Horwich, Bolton BL6 6SF Tel: 01204 667 788 e-mail: roland.ayling@devere-hotels.com

Chief Executive, Cumbria Tourist Board, Asheigh, Holly Road, Windermere, Cumbria LA23 2AQ Tel: 01539 440 410 Fax: 01539 440 419 e-mail:

Director, Royal Yacht Britannia, Ocean Drive, Leith, Edinburgh EH6 6JJ Tel: 0131 555 8800 Fax: 0131 555 8835 Email: bobd@tryb.co.uk Website:

ccollier@gocumbria.org Website: www.gocumbria.org

www.royalyachtbritannia.co.uk

Alison Barham MTS Quality Manager – Technical & Development, VistBritain, Quality Standards Department, Thames Tower, Black Road, Hammersmith, London W6 9EL Tel: 020 8563 3387 Fax: 020 8563 3158 e-mail: alison.barham@visitbritain.org Website: www.visitbritain.com

Emma English FTS Laura Cranfield MTS Partnership and Loyalty Programmes Manager, Millennium and Copthorne, Scarsdale Place, Kensington, London W8 5SR Tel: 020 7872 2477 Fax: 020 7872 2475 e-mail:

Executive Director, British Educational Travel Association, Vigilant House, 120 Wilton Road, London SW1V 1JZ Tel: 020 7808 7177 Fax: 020 7630 8118 e-mail: eenglish@betauk.com

MEMBERSHIP NEWS

Jeremy Brinkworth MTS

Roland Ayling MTS

laura.cranfield@mill-cop.com

Mark Fisher MTS Ceri Thomas MTS

Michael Barker MTS

Susan Crawley MTS

has been awarded an MA in Marketing from the University of Wales, a new qualification highlighting innovation and new challenges in marketing. Ceri's dissertation focused on organisational communication, and was based on research carried out among local authorities in Wales

Project Director, Daus Carnegie Training, 8 Killingbeck Drive, Acorn Business Park, Killingbeck, Leeds LS14 6UF Tel: 0113 248 8878, Fax: 0113 269 8128 e-mail:

Conference Bureau Manager, Tees Valley Tourism Bureau, Aurora Court, Riverside Park Road, Middlesbrough TS2 1RY Tel: 01642 862 011 Fax: 01642 862 017 e-mail:

John Yacoumis FTS has been appointed Visiting Professor at the University of Surrey School of Management

DIRECTORY UPDATES AND NEWS & MOVES David Phillips MBE FTS ‘Gamersgill’ 114 Rusper Road, Horsham, West Sussex RH12 4BW Tel: 01403 261247

WELCOME NEW MEMBERS Bob Anderton MTS Committee Member, Holgate Windmill Preservation Society, 74 Windmill Rise, Holgate, York YO26 4TX Tel: 01904 795851 e-mail: andertondesign@btconnect.com

Jane Alpay MTS Marketing Services Manager, Millennium Hotels and Resorts, Corporate Marketing Department, Scarsdale Place, London W8 5SR Tel: 020 7872 2480 Fax: 020 7872 2475 e-mail: jane.alpay@mill-cop.com

michael_barker@dale-carnegie.com

sue.crawley@teesvalley-tvdc.co.uk Website: www.visitteesvalley.co.uk

Lynne Borrows MTS

Jez Davison MTS

Advanced Tutor, York College, Tadcaster Road, York YO24 1UA Tel: 0194 770367 Fax: 01904 770499

Project Manager, Tees Valley Tourism Bureau, Aurora Court, Riverside Park Road, Middlesbrough TS2 1RY Tel: 01642 862 011 Fax: 01642 862 017 e-mail:

Richard Brown MTS

jez.davison@teesvalley-tvdc.co.uk Website: www.visitteesvalley.co.uk

Chief Executive, Eurostar, Eurostar House, Waterloo Station, London SE1 8SE Tel: 020 7922 4422 Fax: 020 7922 4482 e-mail: richard.brown@eurostar.co.uk Website: www.eurostar.com

Louise Bryce MTS Head of Industry Relations, Visit Britain, Thames Tower, Black’s Road, London W6 9EL Tel: 020 8563 3277 e-mail: louise.bryce@visitbritain.org

Jason Burrows MTS Managing Director, The Platform, 19 Stoney Street, The Lace Market, Nottingham NG1 1LP Tel: 0870 8720020 Fax: 0870 8720021 e-mail: jason.burrows@the-platform.com Website: www.the-platform.com.

Andrew De Freitas MTS Managing Director, Andrew De Freitas, Vale De Milho Golf Club, Carvoeiro, Lagoa, Algarve, 8400 Portugal Tel: +351 282 084135 Fax: + 351 282 084230 e-mail: adf@netvisao.pt

Richard Delves MTS Project Manager, Questions Answered Ltd, Brackenhill, 29 St. George’s Place, York, North Yorkshire YO24 1DT Tel: 01904 632 039 Fax: 01904 610 070 e-mail: richard@questions.co.uk

John Donnelly FTS Managing Director, Travel Factory, Burstow Hall, Burstow, Staffordshire, ST18 0DR Tel: 01902 623 456 Fax: 01902 625 100 e-mail: john@jo-uk.com

Curriculum Leader, York College, Tadcaster Road, York YO24 1UA Tel: 0194 770367 Fax: 01904 770499 e-mail: mfisher@yorkcollege.ac.uk

Julia Frater MTS Tourism Manager, Tees Valley Tourism Bureau, Aurora Court, Riverside Park Road, Middlesbrough TS2 1RY Tel: 01642 862 006 Fax: 01642 862 017 e-mail: julia.frater@teesvalley-tvdc.co.uk Website: www.visitteesvalley.co.uk

Ian Gardner MTS Marketing Manager, The National Trust for Scotland, 28 Charlotte Square, Edinburgh EH2 4ET Tel: 0131 243 9386 Fax: 0131 243 9397 e-mail: igardner@nts.org.uk Website: www.nts.org.uk

Christopher Garnett FTS Chief Executive, GNER, South East Offices, Kings Cross, London N1 9AP Tel: 020 7904 4611 Fax: 020 7465 9248 e-mail: christopher.garnett@gner.co.uk Website: www.gner.co.uk

Susan Garland FTS Consultant, 11 Sears Close, God Manchester, Huntingdon, Cambridgeshire PE29 2JZ Tel: 01480 411 242 Fax: 01480 411 242 e-mail: susiegw@tiscali.co.uk

Debbie Germaine MTS

Sue Hill MTS

Nina Johnson-Bennett MTS

David MacNulty MTS

Retail Consultant, Practical Retail Solutions, 33 Brownlow Street, Leamington Spa, Warwickshire CV32 5XH Tel: 01926 338 248 M:07932 687 321 e-mail:

Advanced Tutor, York College, Tadcaster Road, York YO24 1UA Tel: 0194 770367 Fax: 01904 770499

Managing Director, Management Search Executive Limited, 12 Harley Street, London W1G 9PG Tel: 020 7323 3506 Fax: 020 7830 6070 e-mail: search@mseltd.co.uk

dgermaine23@hotmail.com

Group General Manager, Cedar Court Hotels, Denby Dale Road, Wakefield, WestYorkshire WF4 3Q2 Tel: 01924 276310 Fax: 01924267346 e-mail:

Director, Tourism Development International, 14 Clarinda Park North, Dun Laoghaire, Co. Dublin, Ireland Tel: +353 1 230 1665 Fax: +353 1 230 1667 e-mail:david@tourismdev.com

Michelle Grant MTS Director, L & R Consulting, Studio 7, Bluecoat Chambers, School Lane, Liverpool L1 3BX Tel: 0151 707 2255 Fax: 0151 707 2577 e-mail:

John Horvath MTS

Proprietor, The Copermines, The Bridge, Coniston LA21 8HJ Tel: 01539 441 965 Fax: 01539 441 944 e-mail:

Jh@cedarcourthotels.co.uk

info@coppermines.co.uk

Website:

info@lrconsulting.co.uk

www.cedarcourthotels.co.uk

www.coppermines.co.uk

Chris Green FTS

Sharon Hutchinson

Adrian Jones MTS

Chief Executive, Virgin Trains, West Wing Offices, Euston Station, London NW1 2DS Tel: 020 7983 8000 Fax: 020 7320 0506 e-mail:

Tutor Travel & Tourism, York College, Tadcaster Road, York YO24 1UA Tel: 0194 770367 Fax: 01904 770499

Business Development Manager, VisitBritain, Thames Tower, Blacks Road, London W6 9EL Tel: 020 8563 3290 Fax: 020 8563 3064 e-mail:

Sasha Jackson MTS

adrian.jones@visitbritain.org Website: www.visitbritain.org

chris.greene@virgintrains.co.uk

Cathy Guthrie FTS Chair, Northumbria Network of Tourist Information Centres Steering Group, 18 Cuninghill Avenue, Inverurie, Aberdeenshire AB51 3TZ Tel: 01467 620 769

Claire Hancer MTS England Industry Relations Manager, VisitBritain, Thames Tower, Black’s Road, London W6 9EL Tel: 020 8563 3246 Fax: 020 8563 3278 e-mail: claire.hancer@visitbritain.org

Website: www.visitbritain.com/ukindustry

Michael Harrison MTS Managing Director, Harrison Hotels Ltd, The Newington Hotel, 147 Mount Vale, York YO24 1DJ Tel: 01904 623090 Fax: 01904 619937 e-mail: info@thenewington.co.uk

Website: www.thenewington.co.uk

Marketings and Communications Officer, The National Trust, Fountain Abbey, Ripon, North Yorkshire HG4 3DY Tel: 01765 643 165 Fax: 01765 601 002 e-mail: sasha.jackson@nationaltrust. org.uk Website: www.fountain.org.uk

Mark Jakobsen MTS Membership and Meetings Executive, The Tourism Society, 1 Queen Victoria Terrace, Sovereign Court, London E1W 3HA Tel: 020 7488 2789 Fax: 020 7488 9148 e-mail: riggel@hotmail.com Website: www.tourismsociety.org

Furlongs, Parkenhead Lane, Trevone, Nr Padstow, Cornwall, PL28 8QH, Tel: 01841 521 432 e-mail: garethjames@hotmail.com

Mersyside Tourism Skills Coordinator, England's North West Tourism Skills Network, The Mersey Partnership, The Cunard Building, Pier Head, Liverpool L3 1ET Tel: 0151 237 3901 Fax: 0151 227 2325 e-mail:

John James MTS

andrea.higginson@merseyside. org.uk Website: www.visitliverpool.com

john.james@cornwallenterprise. co.uk

Development Manager, Cornwall Commercial Tourism Federation, Pydar House, Pydar Street, Truro TR1 1EA Tel: 01872 332 831 Fax: 01872 332 919 e-mail:

Jonathan Metcalfe MTS Chief Operating Officer, GNER, Main HQ, Station Rise, York YO1 6HT Tel: 01904 522661 Fax: 01904 523392 e-mail: jonathan.metcalfe@gner.co.uk Website: www.gner.co.uk

Rhodri Mitchell MTS General Manager, De Vere Oulton Hall Hotel, Rothwell Lane, Oulton, Leeds LS26 8HN Tel: 0113282 1000

June Nelsey MTS Jane Knowles MTS Sales Director, English Lakes Hotels, Law Wood, Windermere, Cumbria LA23 1LP Tel: 01539 439 478 e-mail: janek@elhmail.co.uk

Director – Operations and Sales, Monk Bar Hotel, Monkgate, York YO31 7JA e-mail: sales@monkbarhotel.co.uk

Anita O’Donovan MTS Dawn Korosso MTS 21 Chatsworth Avenue, Sovereign Vale, Venture Park, Kettering, Northamptonshire NN15 6XN Tel: 01536 410 877

Marketing Co-ordinator, Harewood House Trust, Moor House, Harewood, Leeds LS17 9LQ Tel: 0113 218 1010 Fax: 0113 218 1002 e-mail: business@harewood.org

Jackie Lembrick Tutor Travel & Tourism, York College, Tadcaster Road, York YO24 1UA Tel: 0194 770367 Fax: 01904 770499

Lisa Lernoux-Dock MTS Gareth James FTS

Andrea Higginson MTS

Philip Johnston MTS

Sales Manager, Chewton Glen Hotel, New Milton, Hampshire BH25 6QS Tel: 01425 282 299

Katy O’Malley MTS Festival and Events Manager, Tees Valley Tourism Bureau, Aurora Court, Riverside Park Road, Middlesbrough TS2 1RY Tel: 01642 862 027 Fax: 01642 862 017 e-mail: katy.o’malley@teesvalley-tvdc.co.uk Website: www.visitteesvalley.co.uk

Sarah Longster MTS

Flo Powell MTS

Tourism Officer, Tees Valley Tourism Bureau, Aurora Court, Riverside Park Road, Middlesbrough TS2 1RY Tel: 01642 862 009 Fax: 01642 862 017 e-mail:

Meetings Executive, The Tourism Society, 1 Queen Victoria Terrace, Sovereign Court, London E1W 3HA Tel: 020 7488 2789 Fax: 020 7488 9148 e-mail:

tourism@teesvalley-tvdc.co.uk

Website: www.visitteesvalley.co.uk

powell_flo@hotmail.com, Website: www.tourismsociety.org

Bill Ward MTS

Sales Manager, The Grange Hotel, 1 Clifton, York YO30 6AA Tel: 01904 644 744 Fax: 01904 612 453 e-mail: br@grangehotel.co.uk

Owner, Dunsley Hall Country House Hotel, Dunsley, Whitby, North Yorkshire YO21 3TL Tel: 01947 893437 Fax: 01947 893505 e-mail:

Nicholas Rudge MTS

reception@dunsleyhall.com Website: www.dunsleyhall.com

Marketing Director, Cendant Vacation Rental Group, Spring Mill, Earby, Barnoldswick, BB94 0AA Tel: 08701 971 000 Fax: 01282 445 030 e-mail: nick.rudge@cendantvrg.co.uk

Peter Sloyan MTS Chief Executive, Northumbria Tourism Board, Aykley Head 1, Durham DH1 5UX Tel: 0191 375 3000 Fax: 0191 386 0890 e-mail: sloyan@utb.org.uk

Ms Rachel Woods MTS Tourism Strategy Assistant, The Merseyside Partnership, 5th Floor, Cunard Building, Pier Head, Liverpool L3 1ET Tel: 0151 237 3928 Fax: 0151 227 2325 e-mail:

MEMBERSHIP NEWS

Beryl Rowntree MTS

rachel.woods@merseyside.org.uk Website: www.merseyside.org.uk

STUDENTS Bath Spa University College

Kerstin Schmidtke Karen Toogood

Dr. June-Alison Sealy FTS Head Sectoral Affairs, CBI, Centre Point, 103 New Oxford Street, London WC1A 1DU Tel: 020 7395 8055 Fax: 020 7395 8178 e-mail:

Birmingham College of Food, Tourism & Creative Studies

june-alison.sealy@cbi.org.uk

Claire Morrey

Derek Taylor FTS

Hallam University

Consultant, 22 Mountview Close, Hampstead Way, London NW11 7HG Tel: 020 8455 1388

Jessica Elizabeth Oâ&#x20AC;&#x2122;Dwyer

Joan Tomkinson MTS

University of Westminster

Sales Manager, Armathwaite Hall Hotel, Bassenthwaite Lake, Keswick, Cumbria CA12 4RE Tel: 01768 776 551 Fax: 01768 788 905 e-mail:

Alessandro Cantu Susan Clarkson Hayley Collins Elisabetta Federighi Pinar Kalali Olga Korzhova Mandy Law Lisa Showalter

joan.tomkinson@armathwaitehall.com Website: www.armathwaite-hall.com

Jie An Canterbury Christ Church University College

Leeds Metropolitan University

Karen Schwartz

Wayne Topley MTS General Manager, Marriott Hotels, York Marriott, Tadcaster Road, Dringhouses, York YO24 4JQ Tel: 07799 347581 Fax: 01904 770612 e-mail: wayne.topley@marriotthotels.co.uk

Scott Wilson is a major consultancy providing a wide range of independent services and advice in both the built and natural environments. Around 3,200 motivated and talented professionals are enhancing our reputation for excellence in 80 countries. Weâ&#x20AC;&#x2122;re working together with our clients and communities all over the world to build a better future.

Opportunities in tourism and leisure at Scott Wilson.

Senior Tourism Consultant

We are currently seeking a Senior Tourism Consultant to help serve our growing UK client base and develop the business further. Based in Abingdon, Oxfordshire our Tourism and Leisure team is an established market leader in tourism and leisure strategies and attraction feasibility and development. The range of work covers local authority tourism development and marketing strategies, destination master plans, development plans and funding bids for museums and heritage attractions, sustainable tourism, and countryside recreation. Our recent appointment to the Tourism Consultants Panel of the London Development Agency will provide opportunities to work with other Scott Wilson professionals on many aspects of the capitalâ&#x20AC;&#x2122;s development programme. Operating within the Scott Wilson planning division, the team is supported by the services of planners, urban designers, landscape architects, economists and environmentalists, with a high level of IT and graphics support. The position requires an individual with proven managerial, professional and business development skills. The ability to bring new business contacts to the practice would be helped by experience at a senior level in the public or commercial sector of the UK tourist industry. Knowledge of funding sources, including the Lottery and EU would be helpful. If you have the appropriate experience and you are seeking a challenging environment within a world-class consultancy, please send your full CV, with a covering letter, stating current salary and quoting ref ND1303 to Joan Kingett at Scott House, Basing View, Basingstoke, Hampshire RG21 4JG or e-mail her at joan.kingett@scottwilson.com If you would like to discuss this opportunity further please contact Malcolm George, Head of the Tourism & Leisure team, at malcolm.george@scottwilson.com In matters of recruitment and selection Scott Wilson is committed to equal opportunities.