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The Tourism Society Queens House, 55-56 Lincolnâ&#x20AC;&#x2122;s Inn Fields, London WC2A 3BH T 0207 269 9693 F 0207 404 2465 E journal@tourismsociety.org W www.tourismsociety.org Registered in England No. 01366846. ISSN: 02613700 Designed and produced by Script Media Group Contact Tony Barry 47 Church Street Barnsley S70 2AS T 01226 734333 E tb@whpl.net W www. whpl.net ÂŠ Copyright 2012 The Tourism Society Tourism is the journal of the Tourism Society.The views expressed in Tourism are those of individual authors and not necessarily those of the Tourism Society. Whilst unsolicited material is welcomed, neither transparencies nor unpublished articles can be returned. The Tourism Society cannot be held responsible for any services offered by advertisers in Tourism. All correspondence must be addressed to the Editor. Tourism is only available to members of the Tourism Society and on subscription, it is distributed quarterly to 1800 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.

Contents

Editorial Let’s ensure we profit from a historic 2012 In the words of the hilarious Siobhan Sharpe, PR ’guru’ in the BBC’s brilliant mockumentary, Twenty Twelve: “If we get bandwidth on this, you’ve got maple syrup on your waffle from the get-go”. Fortunately the real PR brains behind the Games were much more skilled and despite all the negativity in the build up to the Olympics, the final result was a stunning success.There is no doubt that the benefit to Britain’s tourism in years to come will be enormous providing we maximise the opportunities in a targeted and coordinated fashion. In this issue of Tourism, the Olympics provide an underlying theme for many of the articles. Society members and Gamesmakers Ylva French, Nicole Bobb and Jean Burbidge give a fascinating insight into the massive contribution made by the volunteers in making the Games such a success. The worldwide media coverage of the Games has painted Britain in a very positive light and it is hoped that this will attract more overseas visitors to Britain in the future. It is therefore vital that government at national, regional and local level does everything possible to support the tourism industry in its endeavours. However, we should also take note of the opportunities that exist to leverage this ‘feel good factor’ within the domestic market, where a huge amount of national pride has been generated by the Olympics. Those of us who attended the Society’s Annual Conference were treated to a stimulating day with excellent presentations, some of which are reported in this issue. Sir John Whitmore, who gave the keynote speech, writes here that “I have never been a tourist”. He then goes on to describe a life spent travelling. Victor Middleton’s article highlights the importance of adopting definitions for tourism across the industry with everyone ‘singing from the same hymn sheet’. With the effective communication of key messages being so crucial, there’s no room for Siobhan Sharpe gobbledegook!

Outbound:The changing business environment Noel Josephides FTS, Sunvil Holidays

The British Product: Coping with the UK’s weather Chris Osborne FTS,The Wales Tourism Alliance

Tourism Degrees: Challenges, and future industry engagement Brandon Crimes FTS, University of Hertfordshire

Legal: Making sure suppliers deliver Paul Matthews, Linder Myers LLP

Destinations: Cheshire’s Olympic odyssey Chris Brown MTS MTMI, Marketing Cheshire

VisitEngland: A Successful Olympics James Berresford,VisitEngland

Olympic Gamesmakers: In the village – Jean Burbidge MTS,Wild Goose Leys At the Opening Ceremony – Nicole Bobb MTS Events Services team leader – Ylva French FTS,Ylva French Consultancy

10-11

Tourism Definitions:The Language of Tourism, internationally, nationally and locally – making it fit for purpose Victor Middleton OBE FTS

12-13

Conference Report: Coaching and the Tourism Industry Sir John Whitmore, Performance Consultants International

Conference Report: People Julia Feuell, New Frontiers and OTT

Conference Report: Places Robin Barker MTS FTMI, Services for Tourism

Conference Report: Profit Michael Jones FTS, Delta Squared Performance Improvement

Consultants Network: Never too old – or young – for professionalism? Chris Wikeley FTS, Quality Counts

Membership News

19-20

Cover image credit: www.london2012.com

Mike Bugsgang FTS Board Member Tourism Society | Managing Director, Bugsgang & Associates

From the President’s Desk London 2012 is now a memory. Style, passion, originality, atmosphere, excitement – who could have asked for more? These Olympics have been a triumph and shown the world just what Britain can do. These are memories to cherish. But it is not enough simply to glow in the warm aftermath of a great success, nor sit back and allow the memories to fade into myth.There are lessons to be learnt both for the country and for tourism.The real legacy will be if we grasp what is there to learn and use it for the future. We must recognise the sheer professionalism of what was done. It is a remarkable feat of project management not only to have built the facilities broadly on budget and well within time but also to have conceived of the operation and daily management of the venues and put it all in place so seamlessly.This is not an accident. We do project conception and management across a wide range of disci-

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plines very well. One legacy therefore must be to make much more use of these skills in a coherent way in promoting tourism in the future. If there ever was a mission for DCMS this is it. We also need to recognise that not all of the UK has basked in Olympic benefit.The North of Scotland has had a poor tourism year with numbers and spend down. Back in 2003 when the then CMS select committee took evidence on a potential London bid scant attention was given to the future tourism legacy but evidence indicated that in the Olympic year there was little benefit outside the host city but that the benefits came in following years. If London 2012 is to be more than a warm Olympic memory and a poor tourism year, then we need to invest to turn that potential into reality.

Lord Thurso MP FTS | President,Tourism Society

Issue 151 Autumn 2012

Outbound

The changing business environment Forty years in tour operating is a long time and there have certainly been a great many changes over that span of years. There are few of us left who still charter aircraft other than TUI,Thomas Cook, Cosmos, Jet 2 and Virgin, who own their own planes. Just think of the number of middle-range tour operators that existed before the absorption of Thomson into Tui and Airtours into Thomas Cook. Now there’s Olympic Holidays and that’s about it. At Sunvil we still account for about 20,000 committed charter seats a season to Greece and the Azores and that makes us quite a sizeable tour operator ridiculous when you think of the number of charter-based operators that used to carry 50,000 to 500,000 passengers a year. In fact, the problem now is finding a UK-based independent charter carrier there just aren’t any, a reflection on how much the industry has changed. How does it all work now? The modernday tour operator buys the seats on an ad hoc basis from the likes of easyJet, Monarch and a variety of scheduled carriers.This means that they can never brochure an accurate price because they never know what they will be paying for the seat. Villa specialist companies no longer quote prices per person but per villa, as they too rarely commit to the number of flight seats necessary to match the number of beds in the villas. All this has led to the proliferation of smaller tour operators and some very large technology-based companies like Travel Republic and On The Beach Holidays. The smaller tour operators cannot generate the numbers because they do not have the pressure of filling aircraft seats and hotel beds to drive them.The technology companies mix and match flights and accommodation and have ridden on the increased use of the internet and the rapid growth of no-frills carriers. The resulting excess capacity has kept holiday prices at an unsustainably low level.The new generation of holiday com-

Noel Josephides FTS | Managing Director, Sunvil Holidays

Who will fly you to Greece? panies now act as agents and not principals and, as a result, do not pay VAT under the tour operators’ margin scheme. Because Government legislation has not kept up with the changing booking patterns, they have not had to work to the same capital and liquidity ratio requirements as legacy tour operators. How does it all look this year for traditional tour operators? The economic uncertainty simply translates into later bookings and, as a result, lower margins. The problems in Greece have not helped and nor has the media frenzy which has resulted in irresponsible reporting about the true state of affairs in that country. General reporting about what is claimed to be the imminent break-up of the eurozone has further fuelled uncertainty and the press do not seem to have grasped that this is not a perfect market and that it is the politicians who rule, and not the financial pundits who hope to profit from engineering a collapse.

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The Queen’s Jubilee, the European Championships and the Olympics have all contributed to distorting normal booking patterns.The fact is that nobody knows how the season will finish because of the late booking trend. However, the bad weather in the UK and the devaluation of the euro by about 10% have helped bookings to the eurozone, so it’s not all bad news! What can we expect in 2013? Well, we won’t have the Olympics, European Championships or the Queen’s Jubilee so, with any luck, we should have a calmer season. If the politicians of the eurozone manage to convince the financial markets that they have no intention of letting the eurozone collapse then that should help as well. However, a potential triple-dip recession in the UK is not good news so I would think we can probably anticipate that 2013 will be much the same as this year.

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The British Product

Coping with the UK’s weather Recent sunshine, coinciding with the beginning of the main summer holidays, has brought a welcome relief to both UK tourists and tourism operators after the apparently incessant rain from April to June/July this year and sporadic deluges in August. However, questions were being asked about UK tourism and how it can perform under these conditions. Towns and cities often benefit from weather that doesn’t support outdoor, natural holiday experiences, yet not so in this last blast.

What does this actually mean: hermetically sealed accommodation, restaurants, leisure facilities? Or does it mean where there is outside action, e.g. theme parks, outdoor pursuits centres, horse riding, quad biking, there should be commensurate under cover options, albeit not with the same offer? Sounds easy and sensible, but for farmers, fishermen, guides, ramblers and other people who do it outside and rural, it’s neither financially nor strategically imaginable – just think of the planning hurdles. Perhaps the solution then is to focus on wet activities, since once you’re wet you can’t get wetter; to look to rivers, lakes, sea for water borne / immersed action. That might be part of a solution, but it probably doesn’t help campsite operators and event organisers who have been squelching through their empty fields. Nor is anyone involved in domestic and inbound tourism happy with the recent sudden upturn in those seeking more reliable weather abroad. A direct tension: foreign sun versus inappropriate clothing (as Billy Connolly determined the only problems of UK holidaying to be). In Wales the strapline of real or ‘proper holidays’ has been used, a reference to actual, physical endeavour in a natural environment. It is honest; per-

Picture: Paul Speed.

It was as if the command had gone out to stay indoors, being inside homes rather than inside shopping malls, cinemas, museums, etc. One of the questions raised is, should we now contemplate making our holidays weatherproof?

Wet weather can bring benefits haps too honest for the UK climate experience. I am reminded of an even braver marketing campaign run by Visit Wales’s predecessor, the Wales Tourist Board, some years ago.This focussed entirely on accepting water that will come; it featured, inter alia, Bog Snorkelling at Llanwrtyd Wells.This has become a great, international event and just shows what inspiration can be had from water. Other Wales water activities, as well as the more ‘normal’ ones such as sailing, kayaking, fishing, swimming, kite surfing etc, include the now widely known and practiced coasteering, first introduced by TYF in St Davids, followed by canyoning (same thing but down gorges rather than around the bottom of sea cliffs). Now these new activities are truly wet weather, so it matters not a jot if it’s raining. Hah, there is really wet stuff to do and therefore promote. So do we look for retractable roofs, dry and wet weather marketing partnerships, hot and cold health days, and any other ideas to capture the mixture that is

leisure UK? Yet despite all the comments, and the criticisms they attract, we should not forget the UK’s special weather, the weather that forged our island spirit, our stubbornness, our humour. And the latter is where we should be looking to embellish our offer. Inappropriate clothing. We have exported some extraordinary humour, sometimes to the bewilderment of the rest of the world – viz Olympic opening ceremony c/o Danny Boyle – yet we retain a top level position on the international humour ladder. The trick, I think, is to combine that reputation with delivery on the ground whilst simultaneously delivering our product, professionally. I am reminded of a hospitality university’s leading light who suggested we rebrand ‘hospitality’ with ‘performance’. I have often considered this wholly appropriate. Chuck all this in the air and we end up with professional ‘wet & dry’. Sounds like a glasspaper, but I think it might float like a butterfly.

Chris Osborne FTS | Chairman, The Wales Tourism Alliance

www.tourismsociety.org

Issue 151 Autumn 2012

Tourism Degrees

Challenges, and future industry engagement The UK higher education system is undergoing significant and radical changes in the funding, accountability and expectation of future students. The publication in June 2011 of the Government’s White Paper – “Putting Students at the Heart of Higher Education” – generated considerable student protest and academic debate into the value and purpose of higher education.The proposals for these changes are based on four broad areas:

Higher Education Statistical Agency data. Student numbers remain healthy but will there be courses available soon?

Reforming funding. Delivering a better student experience. Enabling universities to increase social mobility. Reducing regulation and removing barriers for new providers. The aims of the White Paper were to put more power in the hands of the consumer. For higher education providers, this means that in the future funding will follow the choices of students. While accepting the proposals may well bring about improvement in areas of the student expectation and experience of higher education, it is worth considering what, if any, would be the consequences on tourism education in higher education. The intention is not only to increase the choice and quality of the student experience, but to create an environment whereby universities are funded through the demand for courses.This does raise some fundamental questions for the future of those institutions delivering tourism programmes. Can they attract sufficient students to cope with the demands of higher education and employment needs of the industry? The increased emphasis on employee engagement and reporting of graduate employment in the sector will require higher education institutions, and the tourism sector, to develop much stronger links and partnerships to demonstrate clearly why it needs tourism graduates. In these turbulent times for universities, it

Brandon Crimes FTS | Senior Lecturer,Tourism Department, University of Hertfordshire

is timely to reflect on whether the tourism academic community has failed to establish significant and effective relationships with the public and private sector to demonstrate how tourism academics and institutions benefit the industry and wider society. While many academics and institutions may well have established beneficial links with industry and are active members of the Tourism Society, the fact remains that tourism in our universities is deemed a ‘marginal’ subject in increasingly smaller faculties, and while student numbers appear healthy the variety of courses on offer may be of less relevance to the industry than they once were. Despite the general demand for university places still outstripping supply, tourism courses in universities and higher education establishments are facing pressure from significant fee increases for students, increased expectation of employment upon graduation and competition from new private providers. Universities that can profile supportive employers, provide evidence of industry recognition and report positive graduate employment will be rated highly in the various university league tables and National Student Survey (NSS).These surveys are considered as student ‘barometers’ that measure a range of

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indicators. However, one of the reported concerns frequently expressed by many tourism academics and institutions is the lack of sound careers advice and an understanding of what a ‘graduate’ entry job is within the sector. ‘To be successful, institutions will have to appeal to prospective students and be respected by employers’ 1 To emphasise the importance of graduates to the sector, it was a real pleasure to meet a new member of the Tourism Society, Rachel Jelley, Responsible Tourism Manager for Sunvil Holidays, at a recent Tourism Society event. As a tourism graduate, Rachel emphasised the point that from her experience, “graduates breathe life into a business.” At a time when universities are highlighting employability, professional accreditation and lifelong learning, can the tourism sector claim to be making a significant contribution in supporting tourism institutions, courses and graduates? Will this have any influence on the quality and number of future students enrolling on tourism courses? 1 Source: Students at the heart of the system: Higher Education White Paper.

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Legal

Making sure suppliers deliver One of the outstanding performances in the Olympic Park this summer occurred before the impressive opening ceremony, and unfortunately there were no medals won on this occasion.

Picture: www.London2012.com

With all eyes on London in the build-up to the Games, the high profile failure of G4S to deliver the service agreed for its eye-watering £284million contract highlighted the issues that can arise when a supplier falls short. The Government deployed thousands of extra military personnel to cover the security required to make up the shortfall, but how can SMEs and owner-managed businesses protect themselves from the risk of a similar situation? By way of example, failure to deliver on the part of a supplier can have serious consequences for a hotel relying on a caterer to deliver on quantity and quality in time for a wedding, or a B&B that regularly relies on laundered bedding to be returned by a set time.

Don’t rely on the Army to sort out your problems

Prevention is always better than dealing with the problems that result in this situation.

Agreed timeframe.

Such a document should include the following: Defines the service to be delivered and details: Required standard. Responsibilities of both parties.

Advance homework is always worthwhile when dealing with a new supplier.

Legal compliance.

Obtaining references and readily available information to see how established the supplier is by running a credit check can help avoid headaches further down the line.

Non-disclosure agreement.

If, despite best efforts, things do go wrong, having a written contract can help to ensure that a business doesn’t lose out financially and substantially reduces the scope for disputes as to what was promised. Service Level Agreements Where regular supplies are envisaged, a Service Level Agreement (SLA) should be seriously considered. This is a legal contract which should state exactly what is required from both parties and also takes into account what will happen should there be a failure to comply. It is advisable to have an SLA in place at the beginning of a new working relationship.

Payment and credit terms. Clear guidelines on termination. Defining service expectation This ensures clarity as to what is required from each party and provides peace of mind and evidence should a dispute arise. Whilst most of the provisions will relate to the expectations of the supplier, they will also set out the obligations on the other party to pay for the services provided including any credit terms. Many such contracts go on to provide that the supplier can withhold further delivery of services should any payments be significantly overdue. Non-disclosure agreement (NDA) In an increasingly competitive market place, it is wise to set out a non-disclosure clause, otherwise known as a ‘confidentiality agreement’ or ‘confidential dis-

closure agreement’. This helps secure any financial or other details disclosed to an external supplier from being shared with the competition or other party where knowledge of the information could prove detrimental. Terminating a contract If a supplier breaks the terms – for example, not delivering the service or quality agreed within the timescales discussed – having a signed contract becomes particularly important. The first step may be to discuss the issues with the supplier with a view to rectifying the situation but failing that, a business may well be within its rights to terminate the contract early. However, it is important that expert legal advice is obtained before taking any step of this nature. Failure to do so may cause the party purporting to terminate to be in breach. It is likely that any financial loss suffered as a result of the supplier not delivering can be claimed from them – again expert legal advice is important before pursuing a claim. Having a written contract in place will be of considerable benefit making it far easier to show how the supplier’s performance has fallen short of what was agreed initially.

Paul Matthews Corporate Commercial Partner, Linder Myers LLP

www.tourismsociety.org

Issue 151 Autumn 2012

Destinations

Cheshire’s Olympic odyssey The London 2012 Olympics confirmed what we secretly knew all along: we need a big improvement taking penalties, our baton passing requires a bit more practice, but we can put on the greatest show on Earth when we put our considerable national talents to good effect.

Picture: Tony Blake

Mind you, we’ve had a bit of practice thanks to perennial favourites like Wimbledon, the British Open Golf Championship, and arguably the most demanding football league on the planet. Annual events from Changing the Guard and The Boat Race, to The FA Cup Final and The Great North Run have also honed our event management skills. Our pride and joy in the big occasion were also evident at the Royal Wedding and The Queen’s Diamond Jubilee celebrations. When we staged Live Aid, there was a sense that we had a real appetite for creating events that would rock the world given half a chance. Looking back, it was all a preparation for the really big one – The Olympic Games, and wow, we did present it with panache and a sense of humour. We seized the opportunity to showcase our fashion, pop music and flair for design and invention, and set the Games themselves in stunning historic locations. Yes, we won medals and showed we can compete with the best in the world when we want but the greater prize will be in the way sporting achievement inspires future generations to fulfil their dreams. Winners train hard to achieve success; event managers and strategic planners do, too. Cheshire & Warrington had the foresight to seize the opportunities for business and the community presented by London 2012 and established a Steering Group to realise them. It developed an ’Embrace the Games’ strategy in 2008 to shape the legacy of the Olympic/Paralympic Games within Cheshire and Warrington.

Chris Brown MTS MTMI | Chief Executive, Marketing Cheshire

25,000 people turned out to celebrate the arrival of the Olympic flame at Chester Racecourse across the area that engaged people in The Strategy featured four themes: physical activity as the route to healthy Cultural Olympiad, Sport & Physical lifestyles. Activity,Visitor Economy, and Business Opportunities and agreed actions to We will not measure the success of the achieve them. Games just by medals won but in the way we now build on the breath-taking We welcomed the Olympic Torch Relay spectacle of the big event. with spectacular festivities that chimed with the national sense that the Games The historic occasion has built up a huge were history in the making.Thousands surge of interest in Britain that started lined the Torch Relay route as the with the Royal Wedding, continued with Olympic flame passed through the towns the Queen’s Diamond Jubilee celebraof Crewe, Congleton, Macclesfield and tions and is now at an all-time high Knutsford.The torch welcome cerethanks to the global media coverage genmonies showcased the creative talent and erated by the London 2012 Olympics – energy of Cheshire communities in disand the way Britain delivered it. tinctive and unforgettable presentations. Chester gathered at its much loved racecourse to celebrate the Torch Relay with a stunning performance by Cheshire Dance, Warrington made its way to Orford Park for its homage to the flame, and in East Cheshire comedian John Bishop took the torch to the top of Jodrell Bank radio telescope. Our hospitality and facilities came to the fore, too. At Manchester Metropolitan University in Crewe a team from Vanuatu prepared for the Games there, and Sport Cheshire created ‘Community Games’

Issue 151 Autumn 2012

The media who attended the Olympic Games are already heading to Cheshire thanks to VisitBritain’s Media Centre there. Marketing Cheshire, through its work in Britain’s Heritage Cities consortium, is actively working with partners across the country to tap into massive global interest in Britain and convert the heightened awareness of the UK into business for not only the visitor economy but also for products and services in other sectors of the economy. In many ways, our Olympic odyssey has just begun.

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VisitEngland

A Successful Olympics VisitEngland was primed and ready for London 2012 and had a dedicated marketing and PR plan in place to capitalise on the once in a lifetime opportunities offered by the Games and other exciting events of this year.

Picture: www.London2012.com

VisitEngland’s team focused its efforts on a number of initiatives to generate short term coverage and build on the long term legacy for tourism, and the next quarter will provide further exciting opportunities to build on England’s strengths. A central part of our work was about raising awareness of the wider England product. Around 30,000 media were working in London during Games-time and VisitEngland worked alongside VisitBritain and London & Partners to maximise the potential of this opportunity, collaborating with 150 English destinations to ensure they benefited from Games-time journalists on individual press trips. Using the London Media Centre we assisted with visiting journalist requests, encouraging them to explore beyond London and the Olympic venues. VisitEngland booked the Orient Express Pullman to host international and UK media. Over 200 journalists were aboard the train with a gourmet lunch served with English wine as they travelled through Kent. We also took over the Banqueting Suite in the Tower of London as a media-facing base over the weekend of ‘Super Saturday’.Two main events were hosted: the Fan in a Van After-Party, and Pop-Up England. The after-party celebrated the Torch Relay campaign while the Pop-Up England event gave space for 50 Destinations to host a table at the event. Around 300 journalists attended to glean story ideas and organise trips.VisitEngland also chartered the royal barge ‘Spirit of Chartwell’ for an afternoon Thames cruise and VIP gourmet lunch. This catered for 60 international and domestic media and has already resulted

in coverage at home and abroad. In September VisitEngland is operating over 30 group press trips from London. Focusing on London 2012 locations and stories for this year and beyond, the trips included the Beatles’ Liverpool, Cowes Week, a day at Downton Abbey and sailing events in Weymouth. We were promising the most accessible and sustainable Games ever and we delivered.VisitEngland provided expert advice on sustainability and accessibility to inform LOCOG’s Accommodation Checklist. We worked closely with VisitBritain to host a joint press trip to Stoke Mandeville to witness the coming together of the Paralympic Torch.This was followed by a lunch for 40 at the South Bank Centre. England’s accessibility is a key strength and VisitEngland further enhanced its online tools to help businesses improving accessibility and sustainability in 2012. The welcome of helpers, greeters and volunteers has been one of the outstanding success stories of the Olympics and VisitEngland worked with People 1st on a range of programmes to improve the Visitor Welcome including at airports and on all points of the visitor journey from booking to departure.

This unparalleled year offered unique opportunities for evaluating not only the impact of the Games on consumer behaviour and business confidence but also the effectiveness of the response from England’s tourism industry and VisitEngland as its tourist board.There are now new challenges ahead. Our successful Regional Growth Fund bid will enable a £41m programme supporting over 9100 jobs to be implemented over the next 3 years. This will be the start of a new partnership project to deliver local destination marketing and thematic campaigns and will generate £365million in additional tourism spend. We are already looking forward to England hosting the 2015 Rugby World Cup and in mid-August an additional £2m was offered to VisitEngland by Jeremy Hunt. We are delighted that the Government has shown their belief and confidence in the British tourism industry as an economic generator, and in VisitEngland in harnessing that potential through the extension of the ‘Holidays at Home are GREAT’ campaign. The additional £2 million will be used by VisitEngland to further stimulate the short break market working in conjunction with the travel trade.

James Berresford | Chief Executive, VisitEngland

www.tourismsociety.org

Issue 151 Autumn 2012

Olympics Gamesmakers Jean Burbidge MTS

Ylva Franch FTS

Nicole Bobb MTS

Personal experiences Opening ceremony volunteer In January 2012 I was fortunate to be offered a part as a ‘Ceremonies Volunteer Performer’ in the Opening Ceremony, 47D cast group. ‘WOW!’ Without a second thought I accepted this once in a in a lifetime opportunity to be part of a global event that expresses and celebrates the passion and creativity of the United Kingdom in front of the entire world. Rehearsals began in April. At the first session, Danny Boyle unveiled his plans for our group – the NHS. What!!? Honestly, I was totally disappointed for two reasons: I don’t work in the NHS, and secondly mixing politics and sports, not a good idea. It’s not surprising that I did not enjoy this session. It was decision time – should I accept my part, or quit? I chose the former and made a conscious effort to embrace the Olympic spirit, and I succeeded. Through 24 rehearsals we learned our dance routine in groups of 200 indoors, then moved up to 800 at Dagenham and finally 1000+ at the Stadium. I have to admit that being a Ceremonies Volunteer Performer was a significant undertaking and I had to totally commit myself for the period for rehearsals (up to 3 sessions per week, 10+ hours per day). However, the long hours provided ideal for meeting cast members from around the world and developing friendships, so much so that it felt that we were a great big close-knit family. The two technical dress rehearsals with an audience of about 60,000 were dreamlike, surreal. The importance of secrecy was engrained by the organising team; I did manage to #savethesurprise – well almost! On 27th July, pulling my bed onto the stadium was an epic moment; the entire cast pulled off a phenomenal live performance. It was beautiful to witness the contribution of the best that Britain has given the world, past, present and future. As a volunteer this was an incredible experience, that delivered what I expected and much more. Rio 2016 anyone?

Nicole Bobb MTS | Former Events and Administrative Assistant, Tourism Society In the village By chance I witnessed the victory parade of our Olympic athletes after Beijing in 2008. I applied two years later as a volunteer at London 2012, not because of any enthusiasm for sport but out of a professional interest in visitors to the UK and a strong patriotic desire to do my bit to help. My call to Games Making, from the list of reserves, came late one evening and it wasn’t long before I was on duty. One early task was to purchase something suitable from John Lewis to tie a flag

Issue 151 Autumn 2012

to a balcony. Psychological games came before the real ones – huge banners, branding on balconies (Slovenia recognisable from World Travel Market), and on suitcases (Switzerland’s were striking), and then finger nails in national colours became the norm too. Trading of pins, an easy conversation opener for all, started. Our team of four assisted the officials, their visiting dignitaries and athletes from one country between 8am and 10pm. An untypical day illustrates how triumph and tragedy affected us. A phone call from the stadium – our athlete was disqualified. The Chef de Mission obtained a recording of the race and looked at the details repeatedly, taking advice and then mounting an appeal.

journal@tourismsociety.org

Olympics Gamesmakers

Picture: www.London2012.com

Personal Experiences

Meanwhile, at the Royal Artillery Barracks it became apparent a medal might be won and the large flag was needed for the TV interview. Celebrating with the triumphant team, then straight back to sympathising with the distraught athlete was challenging emotionally. The main quality needed was the ability to put ‘normal’ life on hold for a few weeks in order to enter the surreal world of London 2012. Without the support of my family and the help of friends offering accommodation, I would have missed the opportunity of a lifetime. The motto on the village duvets best summarises my experience: Excellence (logistics, website, lawns and gardens). Friendship (smiles and conversation, especially at meal times).

www.tourismsociety.org

Respect (for the judges, coaches, administrators, the ever cheerful and vigilant military, security staff, police, caterers, cleaners, and all the other volunteers) – not forgetting the amazing athletes who are truly inspirational. Jean Burbidge MTS | Owner, Wild Goose Leys Events Services team leader When I volunteered some two years ago, I had imagined myself in press or hospitality because of my PR background, but I was recruited by Events Services as a team leader and based at Excel. Five arenas seating between 8,000 and 12,000 people were constructed in a short period for sports such as wrestling,

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boxing, judo, taekwondo, fencing and table tennis, making it the largest competition venue of the Games. The training involved five days starting in February including two at Excel in June. We as team leaders had a twofold role: to support our team members to deliver the best of visitor services from the entrance to the exit, and to be the eyes and ears on the ground, looking out for potential problems, and be prepared to act according to our training protocol. In my nine days at Excel, we had many challenges but no major incidents. Security checks at the west entrance were rigorous; we did have warnings of attempts to infiltrate the venue without tickets, illegal ticket selling, and occasional unruly behaviour inside by the public and some over enthusiastic officials from the many different countries. Each day we covered a different area of Excel, giving a chance to see several sports in action. The support from the organisers of the volunteer workforce was excellent although shifts were long, starting very early or finishing late. On the ground we worked with paid stewards, security and response teams, venue managers and group leaders. On the whole, the volunteers with their varied backgrounds and experience were the most resourceful, adaptable and helpful. I have worked with fantastic people: some got up at two in the morning to get to Excel, others slept on friends’ floors or paid for their overnight journeys from Glasgow or Sheffield – all that to carry out quite mundane tasks with a smile and efficiency – and to be part of the Olympics. It’s been a wonderful opportunity and worthwhile experience. What about the legacy for the tourist industry and volunteering? I shall be writing more about that in my blog…. http://ylva111.wordpress.com/

Ylva French FTS | Ylva French Consultancy

Tourism Definitions

The Language of Tourism, internationally, nationally and locally – making it fit for purpose You cannot manage what you cannot measure…. (oft quoted truism to stress the importance of measurement). Equally, you cannot measure what you have not first adequately defined. Who is the article for? Tourism professionals in their daily work, especially in informing decision makers at all levels (government and business) and overcoming the myths and clichés that still surround the visitor economy. What is it about? Clear definitions of the basic language of tourism for people involved at all levels in decision making in Britain’s tourism.These definitions were developed by an English Tourism Intelligence Partnership Working Group chaired by David James FTS in 2011. They have already been endorsed by the Tourism Intelligence Unit of the Office of National Statistics and VisitEngland and are in line with current international guidelines agreed by the UN World Tourism Organisation, OECD and the EU. Why does it matter? A major contributor to the global economy, tourism is a highly complex activity drawing on many sectors in both private and public sectors. Unless professionals in tourism adopt the same management language, which in 2012 we do not, there is endless scope for confusion in the media, by politicians, by the business sector and among the public generally. If we want to have tourism taken seriously we have to communicate a common understanding. Caveat To meet the word limits for this article the author has interpreted and summarised seven of the most important tourism terms. The full text with other terms can be

accessed on the Government ONS website1. 1. Tourism is the generic term covering both demand and supply that has been adopted and used throughout the World since 1937. The latest tourism UNWTO statistics Guidelines (IRTS 2010) notes: “Tourism is defined as the activities of persons identified as visitors. A visitor is someone who is making a visit to a main destination outside his/her usual environment for less than a year for any main purpose [including] holidays, leisure and recreation, business, health, education or other purposes….This scope is much wider than the traditional perception of tourists, which includes only those travelling for leisure.” 2. Visitor/s is the common denominator that covers all the forms of tourism defined above.The term embraces three separate categories. In each case the purpose may be holidays, business and conferences, sport, entertainment, visiting friends and relatives, religion or passive and active leisure activities. Tourists staying away from home for one or more nights for any of the purposes noted above. Within the UK such visitors may be domestic (UK residents) or inbound (resident in other countries). Same Day or tourist day visitors spending at least 3 hours away from home outside their usual environment for general leisure, recreational and social purposes but not staying away overnight. In principle (although not measured in current UK surveys) business visitors away from their usual working environment for day visits are part of the visitor economy. Leisure day visitors spending less than 3 hours away from home but outside their usual environment, for general leisure, recreational or social purposes.

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Not included in the published tourism statistics in England, many of this third group of visitors are local residents of destinations. They are vital to many providers of local leisure and recreation facilities and services; they use the public realm; they contribute to demand and supply (and the visitor economy) at destinations, and they should be formally recognised in destination management decisions. 3. Visitor Economy It follows logically that the expenditures of all three categories of visitor are parts of a modern visitor economy. Visitor economy embraces the whole of tourism and covers demand and supply in the economic sectors within which visitor activity and its primary and secondary consequences upon the economy of destinations takes place. Visitor economy thus encompasses the activities and expenditure of both public and private sector bodies that are directly or indirectly involved in supplying the goods and services for visitors at destinations. It includes the upkeep and development of the public realm and the infrastructure within which, and through which, visitor activities take place. The terms tourism industry, tourist industry, and tourism industries are all sub-sets of the wider visitor economy and they do not reflect the key participation role of the public sector. 4. Visitor destinationss are defined as places with identified boundaries that are recognised as visitor destinations and for which it is possible to measure the demand for and supply of tourism services (visitor economy). Visitor destination is preferred to ‘tourism destination’ because by definition it includes all categories of visitor. Typically such destinations are promoted

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and have some form of management process in place for visitor related purposes. At local level, destination boundaries in the UK are usually based on one or more local authorities or designated parts of such administrative areas, for example, National Parks. At regional level destination boundaries will always be a combination of local authority administration areas. At national level the boundaries are those of the nation.These levels reflect EU agreements on area administration. 5. Destination Management is a term now widely used throughout the UK although the organisations responsible for it are still developing. In terms of the definition of visitor destinations above it follows logically that effective management increasingly requires a formal planning and development process for the visitor economy as part of overall local authority planning. To be effective, modern destination management organisations (DMOs) have to be underpinned by the local planning and development process and must engage (directly or indirectly) with the following five processes: Planning and development strategy for the destination – reflecting local community consultation The processes designed to manage all categories of visitors at the destination Maintaining and enhancing the quality of the destination experience for residents and visitors (public realm)

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Undertaking tourism research and intelligence and measuring visitor activities (demand) and the supply of services provided for them. Collaborating formally with local businesses and other bodies engaged in providing services at the destination. Traditionally interpreted in the UK as a local authority role with support from local tourism businesses to undertake promotion, 21st century destination management requires a designated collaborative partnership with all relevant partners engaged in the five main processes noted above. The destination partners are local authorities working with LEPs and other relevant public sector organisations, and local businesses supplying tourism services (tourism industries). 6. Public Realm is the accepted and widely used term for the services that relate primarily to the usage of spaces available for the public (residents and visitors). Public Realm covers amenity spaces such as city/town/village centres, squares, parks and gardens, pedestrian areas, paths, and river/canal/seaside promenades. It covers local roads, car parking and public services such as information provision, toilets, cleansing and litter services associated with public spaces. It includes services to sustain heritage architecture and monuments and may involve direct responsibility for museums, theatres and related public facilities designed to attract visitors.

on which the overall quality of the experiences received at destinations is delivered. It is what makes places attractive or unattractive to visitors. In the wider context, public realm is always part of the local quality of life for residents and it influences inward investment to an area. Public realm is the direct responsibility of local authorities funded by Government, local business rates, Council taxes on residents and an Authority’s own revenueearning activities. Aspects of public space provision are often also partly vested in other public sector agencies working with local authorities. Public realm is not the direct responsibility of local businesses although they may be involved in development projects. 7. Ressponsible Tourism, also known as ‘wise’ or ‘sustainable’ tourism, has been defined by UNWTO as “tourism that meets the needs of present [visitors] and host regions while protecting and enhancing the opportunity for the future.” Achieving responsible tourism at a destination has economic, social and environmental implications and requires a designated DMO engaging in the five processes outlined above. 1 www.ons.gov.uk/ons/guide-method/methodquality/specific/economy/economic-value-oftourism/measuring-tourismlocally/2012/index.html See Measuring Tourism Locally; Guidance Note 1 (Revised 2012).

In a visitor sense, public realm is the stage

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Victor T.C. Middleton OBE FTS | Initiator of English Tourism Intelligence Partnership Working Group

Conference Report

Coaching and the Tourism Industry I have never been a tourist. A curious statement from someone who was invited to give the keynote address at this year’s Tourism Society Conference. But my life has been spent travelling. As a boy my family would visit relatives in Norway. By 19 years old I was an international racing driver competing in a different country each weekend, and after retiring from racing I moved to Geneva for five years from where I flew my own turbine aeroplane all over Europe. I then moved to California for another five years and then to upstate New York for five more. I started a ski school in France, a tennis school in England and lived on the road or in the air. I wrote what became the bestselling book on coaching that was translated into 25 languages so I went all over the world, including Russia, Japan, Australia, Korea and elsewhere to speak at conferences and train coaches. Although I travelled extensively, clearly far more than most, it certainly cannot be described as tourism. I did not choose where or when I went anywhere for a holiday or recreational reasons, and I seldom had any time to visit normal tourist sites. Journeys were arranged and bookings made and changed often at very short notice. I have, on no occasion, been able to truthfully describe myself as a tourist; I was from a different planet, and with this background I wondered what I could contribute to the Conference. Coaching is a pleasant, natural and effective way to communicate with anyone – friend or stranger – and I have no doubt that it could be very useful in the tourism business. When people travel widely, or

go on holidays to new or strange places, they obviously feel less secure and less certain than they do at home or in their own country. They need their concerns to be explained and dealt with simply and clearly if they are to remain comfortable, and that is very important for travellers and tourists.This is just the sort of thing that can be so well managed in a coaching conversation. Tourism professionals will be very well received if they have what is called a high level of people skills which can be described as natural, safe, helpful and easy to understand rather than academic knowledge-based information that can be found in brochures, on signs or the internet. I felt this process for communication with tourist customers is very important and that the tourism profession could benefit from paying a little more attention to it.

‘I am concerned that many people cannot afford the holidays these days that they are accustomed to, and many may not even be leaving their home countries at all.This is not likely to improve for many years anyway, and the cost of fuel for travel is likely to continue to rise for years.’

Sir John Whitmore | Chairman, Performance Consultants International

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I am concerned that many people cannot afford the holidays these days that they are accustomed to, and many may not even be leaving their home countries at all. This is not likely to improve for many years anyway, and the cost of fuel for travel is likely to continue to rise for years. The tourism business might well be in for a tough time and that could demand providing more innovative ways of spending time off close to home. What is sure is that we can never be sure any more. Although much of the content of your Conference was new to me, especially the financial information, I found the whole event very interesting. I had many good, if brief, conversations with nice people. Maybe one of these days I will even slow down on my own work life and take a tourist holiday in some faraway place. I hope that some of you will look after me, and then I will be able to give you more feedback. Thank you so much for taking me this far with your excellent event. May I wish you all a good year.

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Conference Report

People Following Sir John Whitmore’s thoughtprovoking, inspiring and somewhat emotional keynote speech on the topic of coaching and its place in leadership, Julia Feuell introduced ‘People’, the Conference’s first session of the day. Three expert speakers – Anne Pierce MBE, Chief Executive at Springboard UK, Sharon Orrell, Head of Research & Insight at VisitEngland and Nic Ray, Agency Chairman at Quirk, answered questions such as: How has demand changed? How can we attract more young people into the business? Who will our customers be tomorrow? And, are we converting enough customers from our online presence? Anne Pierce demonstrated how work experience is important for young people. In 2005, 82% of young people leaving school did not know what career to adopt. However, with Springboard’s awareness campaigns, 53% considered hospitality above any other sector (most having experienced it via work experience or company visits).There are now more hospitality vacancies in 2012 than in 2011; however, youth unemployment is the highest on record with 22.8% of young people being unemployed exceeding one million.These statistics provide a great opportunity for attracting young people into hospitality, and Springboard has launched a programme called ‘Inspire’ which aims to create 5,000 work experience placements in 2012 and is targeted to increase to a staggering 15,000 placements in 2013. Springboard’s aim is to support young talent through school into employment in hospitality, with in-school talks, career campaigns, and their ‘Into Work’ conversion programme. Springboard also supports employers with information about giving beneficial work placements. In July this year they also launched the ‘Big Hospitality Conversation’ which brings employers and young people together to encourage dialogue between them and encourage businesses to offer better work experience and apprenticeship opportunities. Sharon Orrell’s presentation, looking at British domestic holiday booking habits in

A watchful eye on youngsters in the Aramark Innovation Kitchen the present economic climate, began with encouraging news for UK businesses: the British booked 20% fewer holidays abroad in 2011 than in 2008 and preferred to holiday in the UK (average length of stay: 3.5 days), the main reasons being job security and finances. Sharon suggested that many UK establishments could be missing out on this trend, though, as they are not set up to handle last-minute bookings made online. Online bookings doubled to 20,000,000 between 2006 and 2011, and with most holidays now being taken ‘last minute’ this is something that businesses would be wise to address. In spite of the UK’s unpredictable weather, domestic holidays are still likely to dominate bookings beyond 2012 as people enjoy discovering new parts of the United Kingdom rather than going abroad. Finally, Nic Ray gave some valuable insights into how social media is unique and vital for a business in encouraging customer engagement and bookings. He explained that there was a much higher

conversion rate for sales (70%) from natural listings in Google rather than through pay per click, and that in order to produce better sales results, organisations should produce more valuable content for both Google and customers to read. Less, but more unique, content will give better search results on Google and sites with social signals will feature high in the lists as well. Images now score better than words in searches, but Nic explained that video content was the most useful. Visitors to websites with video content spend two minutes more on the site – valuable time when trying to convince them to become customers. Social media is a critical way to push for engagement by customers and encourages customers to feel closer and more loyal to a travel brand. On average it takes 2 weeks for a customer to make a decision and they need to be exposed to a brand six times to be certain of making a purchase.The travel industry has become very good at online marketing, but it also needs to keep up with continuous developments!

Julia Feuell | Managing Director, New Frontiers and OTT

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Conference Report

Places Wherever you sit in the ongoing debate about whether people choose their holidays primarily by place or experience there’s no doubt that it is ultimately our worldwide destinations that deliver the visitor experience. The ‘Places’ session in this year’s Conference focussed on destinations – urban and rural, coastal and inland, in the UK and across the world – and the factors influencing their evolution, starting with a global perspective and narrowing this down to the UK and finally UK destinations. Toby Nicol from the World Travel and Tourism Council (WTTC) was our first speaker, stunning the Conference with statistics that all of us should have to hand at all times: Tourism represents 9% of global GDP – more than automotive or mining and equal with manufacturing. It is creating 1 in 12 new jobs. There are 1 billion people who travel internationally. £1 investment generates a £3 return. The world remains in tourism growth, except in Europe & N America, where it is static. Toby’s forecasts for future growth were also stunning – with a further 4% growth forecasted by 2022, much of it from middle class travellers. In parallel, he predicted a very rapid change to the industry, with major structural changes, further digital impacts and an ongoing need for businesses to research and understand opportunities amongst a diverse and ever-changing global marketplace. VisitBritain’s David Edwards took the mantle from Toby, focussing on the UK and latest forecasts. In a growing world market, the UK’s share has been dropping for over 30 years, though continuing to hold up well in Western Europe and especially France.There was good news, in that Britain is ranked 7th in the world

Robin Barker MTS FTMI | Director, Services for Tourism

Cooperation is the key to get destinations moving in terms of Travel & Tourism competitiveness, 3rd for our cultural resources and – remarkably – 7th for our air transport, but this is balanced out by our embarrassing 135th slot in travel and tourism price competitiveness. Out of 139!

the resource with which to engage with local communities and build trust.

Getting under the skin of UK perceptions, there’s a real mix of good and bad news: inbound seat capacity is growing, but not as fast as it is to many competing destinations; our brand is strong, ranked 3rd out of 50 top countries and equally strongly for our culture, heritage, arts and people, but we’re 22nd when ranked for the country’s natural beauty.

The LEPs are still evolving, with many simply ‘not getting’ tourism. This isn’t their fault, but shows the need for the industry to invest time in informing, educating and working hand-in-hand with them. Along with proven BIDS and the evolving TBIDS opportunities, Mark felt that the future could look bright, but that ‘winning combinations’ was key.

Bournemouth’s Mark Smith completed our trio of speakers, looking at the major issues affecting UK destinations, their success and very survival. He presented a mixed bag, with good as well as bad news.

As Chair of the session, I’d like to thank my fellow speakers for their input as well as passion. By way of observation, so many of the identified challenges could so easily be addressed with greater teamwork and leadership, hence my single unanswered question of the day is: “If Obama can issue an Executive Order to sort out so many of the USA’s hurdles to tourism success, what do we have to do to achieve the same here?”

The recession and ongoing funding cuts had left their mark, with many destinations now leaner and offering greater value for money, but often without the scale to make an impact. Some had lost their status as destinations and become dormitory towns, whilst others had lost

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Alongside this there were great examples of success, with trust, teamwork and joint advocacy being critical success factors.

Answers not on postcards please, but on the Tourism Society Twitter account!

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Conference Report

Having considered the importance of staff and customers in the industry and the destinations that are visited, the Conference turned its attention to what it is that most businesses hope to get out of their work – profit. It was not simply a case of considering how to maximise ROI and margin, though. Different aspects were examined, with delegates hearing from the hotel and non-profit sectors, being taken through the pros and cons of discounting, and finally hearing directly from the banking sector on how to secure financing. Margins at London hotels in the build up to and during the Olympics came in for a lot of attention recently. Carl Weldon, CEO of HOSPA talked about maintaining a successful trading position. A key chart he displayed illustrated the complex flow of responsibilities associated with what (from the customer’s point of view) looks like a straightforward event, such as buying a drink, and the many points at which premises can lose out if they do not maintain constant and careful controls and checks. Controlling Food and Beverage profits will have a significant impact on the bottom line. Understanding the seasonal spikes in sales allows proper planning and stock control, meaning the risk of surprises on the balance sheet is avoided. It is not always a matter of using complicated number-crunching programmes to make sure everything is on track – one of Carl’s strongest pieces of advice was that kitchen managers should make sure they weigh the meat delivery at the door before it comes into the hotel. Simple things can make a big difference. Including a not-for-profit organisation in a session entitled ‘Profit’ might seem strange. However, for the National Trust, with a revenue of £0.5bn per year, managing its large business is clearly going to draw on traditional methods. The organisation’s view is that the bottom line is made up of more than just

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Picture: Christian Ferrari

Profit

numbers. Ben Cowell, Deputy Director of External Affairs at the Trust, described their triple bottom line which ensures that financial, environmental and social results are all taken into account when planning their ‘net gain’ (as they define profit). With the Trust’s founding principles based on social causes in the late 19th Century, this approach to the organisation’s performance is deeply ingrained. Community engagement and effective use of land – improving access, maximising biodiversity and providing redundant areas for local interests e.g. as allotments – are taken into account at the same time as property maintenance costs, tearoom revenues and membership subscriptions, to provide a holistic view of overall performance. If business is a bit flat why not offer some discounts to boost interest and sales? This may sound tempting, but as Petra Clayton of Custard Communications explained, it is not always the right path to follow. Although it can be a successful way to boost awareness you can quickly find yourself making sales at little or nothing

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above cost, especially if the discounts are offered through a third party. Maintaining contact with your customers is more important. With creative content on your company’s website, giving more background about what you offer and why it is good for people to use your products and services, it is easier to build strong loyalty. As a long-term strategy this is more effective than making lots of cheap product available. Rounding off the session, Chris Lee of Barclays spoke about what is required to ensure that banks look favourably on your request for finance. Despite what you might read in the papers, banks will lend and there are a few straightforward factors that will boost your chances of benefiting from their generosity. Make sure your business has a strong USP; understand appropriate industry regulations and be compliant; don’t leave everything to the Financial Director – get the CEO or managing director involved. Most importantly, don’t only speak to your bank when you need money!

Michael Jones FTS | Managing Director, Delta Squared Performance Improvement

Consultants Network

Never too old – or young – for professionalism? To quote from the Master of the House in Les Miserables, the innkeeper thought he was, amongst other things, a comforter, philosopher, and chaperone! Just a few of the many roles he could call on according to the varying needs of the different guests. Consultants may empathise with his dilemma. Who are we? Consultancy (is this the right word for our profession?) also encompasses many roles, each relevant and yet never quite describing the totality of the job. We tick the boxes, amongst others, of a teacher, practitioner and coach. And also retired! As I understand it the definition of retirement is ‘to cease to work’. So why become a consultant and say you are retired? I do not think that it helps the image of our profession to have such a category. And in anticipation of accusations of ageism, I should point out that I also think it is difficult for people to come directly from university and work as a consultant! There is a lot to be said for gaining a few life and business skills along the way before launching out on this route. So does the world of consultancy need to be seen as more professional? And in what way would it be achieved? In my time as Chair the subject was broached a few times but considered to be too hot a potato to handle. However, in these days of increasing competition, it may not be a bad idea. It could give the Tourism Consultants Network (TCN) a more distinctive position in the market place (achieved to an extent already by members having to sign the Declaration of Good Practice) and also attract more members who are keen to work and win business. The Consultant’s Weekly Hierachy A couple of years ago in response to a survey of members I received the following input from a member concerning the priorities for consultants today, showing the pressures on their time: 1. Delighting existing clients. 2. Hitting the bid deadline; filling the

Chris Wikeley FTS | Principal, Quality Counts Consultancy

Retired, with time for consulting pipeline; research 3. Networking with prospective clients at events, conferences and exhibitions. 4.Training for a competitive advantage – especially if no competitors there. 5. R&R. 6. Professional development. 7. Networking with other consultants. As I reported at the time, there is an element of humour to this list but at heart this is the truth. Some may argue with the order but it is unlikely that the top three will ever be replaced. Members want the TCN to give them a higher profile and leads for work.The TCN has begun to address item three but there is a long way to go. During my years as TCN Chair, I would have liked to achieve a higher profile for the group. Certainly I carried out more

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than a few presentations on behalf of the Consultants Network to prospective clients but I really wanted to get more from the office by way of work for the fee the Society charge us for ‘administration’. We have the resources to pay for part of a post which could be used to find leads and generate contacts for the group. In that way we could meet the needs and wishes of the membership and help to generate more work and leads. In passing on the baton, I urge support for the new team. I hope that the TCN gets more for its money from the Society; a place on the Executive Committee to make its voice heard, joining TMI; and, most importantly, continues to make its presence heard in the market place to the benefit of all active members. I am very fortunate that I have always enjoyed my work but come the day that I decide to retire, you can rest assured I won’t become a consultant!

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Membership News New corporate and group members at the Society illustrate very well the breadth of our appeal across the industry. The British Hospitality Association, BDRC Continental, Made,Visit Kent and Buckinghamshire New University are all very welcome and as we adopt a more flexible approach towards our corporate packages I look forward to developing strong relationships with all of them. The first half of this year has seen an increase in new members compared with

2011. With our new Membership and Administrative Assistant Barbara Stott joining the Secretariat team in August I am sure this positive trend will continue. Barbara brings many years of experience in PR and marketing in the arts sector, along with plenty of new contacts. Work on the next edition of the Membership Directory will begin shortly, so existing members should check their information by logging into the Society website and making sure everything is up

to date. If you would like to advertise in the Directory, please send me an email. Our social media profile continues to grow (4243 Twitter followers so far) and our events were given a recent boost by a tweeter describing them as ‘the best, a travel trade must.’ Come along and see for yourself!

Gregory Yeoman MTS| Executive Director gregory@tourismsociety.org

From the Chairman’s Desk First of all may I say it’s good to be back! At the AGM thanks was given to the ‘triumvirate coalition’ of Alison Cryer, Ken Robinson and me for holding the reins for the first half of 2012. I would add my personal thanks to them and to the rest of the Executive and Board for their continuing support. After a great Games and the euphoria of the Jubilee celebrations surely we must be looking forward to a fantastic future for the industry? As we know, tourism is subject to many external events – weather, political and civil unrest, the economy to name but three. And this year has been a good example of how when things work well for one sector it brings woe to another, e.g. wet weather: good for indoor attractions, bad for seaside resorts.

There will be a lot of talk about legacy – my personal view is that it is not a given even with the international exposure that brand UK has had this year. We all have to work for it. And if as individuals and businesses we don’t then we should not blame others if we don’t reap the rewards. I am looking forward to English Tourism Week 2013 because I have a feeling that it will be even more important next year. Perhaps the industry will wake up one morning in the new year and think “Hang on, no Jubilee, no torch relay, no Games… what are we going to do?” The answer is that working together, making the most of the tools and resources we have at national and local level and not resting on laurels of Olympic proportions, will make the reality of 2013 and beyond the legacy of 2012.

David Curtis-Brignell FTS | Chairman, The Tourism Society

Calendar of Events 2012 September 13th Cruising: Is it beneficial to all destinations? British Hospitality Association (BHA) office, London 17th Tourism Society Cumbria Tourism Law Workshop with Linder Myers Kendal College, Kendal

October 5th Tourism Society Scotland Market trends: How will they impact on your business in the year ahead? Roxburghe Hotel, Edinburgh 8th TMI Annual Convention: Broadening Our Horizons Balmer Lawn Hotel, Brockenhurst

11th Social Tourism MacIntyre Hudson offices, London 24th Media Masterclass Strand Palace Hotel, London November 1st Backpacking Unpacked London

7th Tourism Society/UNWTO debate World Travel Market, London December 5th President's Debate The Value of Outbound Tourism Central Hall, Westminster London

25th Crisis Management for Tourism BHA office, London

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Membership News Congratulations to Gerald Tattum, Peter Wear, Sandra Matthews-Marsh, Ufi Ibrahim and Noel Josephides who have been upgraded to Fellow of the Tourism Society (FTS). Welcome New Corporate Members The British Hospitality Association 0207 404 7744 www.bha.org.uk Ufi Ibrahim FTS ufi.ibrahim@bha.org.uk Frances Sturt MTS frances.sturt@bha.org.uk Camilla Woods MTS camilla.woods@bha.org.uk Martin Couchman OBE MTS martin.couchman@bha.org.uk Best of Britain and Ireland Philippa Allsop MTS 01926 888 123 philippa@expom.co.uk www.expom.co.uk The Caravan Club Natasha Macdonald MTS 01342 336 643 natasha.macdonald@caravanclub.co.uk www.caravanclub.co.uk Made 0207 831 8105 www.made2010.com Jonathan Mountford MTS jonathan@made2010.com Matt Littlechild MTS matt@made2010.com Welcome New Group Members Oxford Brookes University Angela Maher MTS 01865 483 821 amaher@brookes.ac.uk www.brookes.ac.uk Visit Kent www.visitkent.co.uk Stephanie Blackwell-Graham MTS 01227 812 922 stephanie.blackwellgraham@ visitkent.co.uk Julie Edwards MTS 01227 812 914 julie.edwards@visitkent.co.uk Chris Kirkham MTS 01303 258 594 chris.kirkham@visitkent.co.uk Alanna Kite MTS 01622 696 935 alanna.kite@visitkent.co.uk Farah Miri-Meziane MTS 01622 221 915 farah.mirimeziane@kent.gov.uk Cheryl Parker MTS 01227 812 917 cheryl.parker@visitkent.co.uk Sally Roger MTS 01227 812 906 sally.roger@visitkent.co.uk Fran Warrington MTS fran.warrington@visitkent.co.uk Mark Whitling MTS 01227 812 900 mark.whitling@visitkent.co.uk

Jill Dain MTS 01227 812 914 jill.dain@visitkent.co.uk Estelle Deerenberg MTS 01227 812 914 estelle.deerenberg@visitkent.co.uk Sam Dennis MTS 01227 812 914 sam.dennis@visitkent.co.uk Buckinghamshire New University 01494 522 141 www.bucks.ac.uk Adrian Guachalla Gutierrez MTS a.guachalla@bucks.ac.uk Elitza Iordanova-Krasteva MTS elitza.iordanova@bucks.ac.uk Nigel Griffiths MTS nigel.griffiths@bucks.ac.uk Jennifer Tilbury MTS jenny.tilbury@bucks.ac.uk Queen Margaret University Majella Sweeney MTS 0131 474 0000 msweeney@qmu.ac.uk Welcome New Members Louise Carswell MTS Coleg Llandrillo 01492 546 666 ext 343 l.carswell@llandrillo.ac.uk www.llandrillo.ac.uk Howard Willey MTS howard@hwms.freeserve.co.uk Andrew Cooper MTS Bath Business Improvement District 01225 430 640 andrew.cooper@bathbid.co.uk www.bathbid.co.uk Peter Sharp MTS GVA 0207 911 2201 peter.sharp@gva.co.uk www.gva.co.uk Gary Swarbrooke MTS G4S Assessment Services 01684 864 015 gary.swarbrooke@uk.g4s.com www.g4sassessmentservices.com John Telfer MTS Explore Worldwide 01252 379 521 johnt@explore.co.uk Simon Dabell MTS Attraction Advisors 07760 614 959 sdabell123@btinternet.com Anna Catalani MTS University of Salford annacatalani@gmail.com www.salford.ac.uk Allison Gilliver MTS Leicestershire Promotions Ltd allison.gilliver@l-p-l.com www.goleicestershire.com Anita Guest MTS Staffordshire County Council anita.guest@staffordshire.gov.uk www.staffordshire.gov.uk

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Caroline Wilson MTS Fountain Precinct caroline.wilson@marketingsheffield.org fountainprecinct.org.uk

Richard Fitgerald MTS North Wales Tourism richard@nwt.co.uk www.nwt.co.uk

Darren Taylor MTS Coventry City Council darren.taylor@coventry.gov.uk www.coventry.gov.uk

Stevie Keith MTS Coventry City Council stevie.keith@coventry.gov.uk www.coventry.gov.uk

Graeme Whitehead MTS Staffordshire County Council graeme.whitehead@staffordshire.gov.uk www.staffordshire.gov.uk

Sian Parry-Jones MTS Cardiff Council 029 2087 3388 s.parry-jones@cardiff.gov.uk www.cardiff.gov.uk

Grahame Jackson MTS Carlisle City Council grahamej@carlisletourism.co.uk www.carlisle.gov.uk

Gillian Rankin MTS National Mining Museum Scotland 0131 663 7519 marketing@nationalminingmuseum.com www.scottishminingmuseum.com

Janine Williams MTS Leicestershire Promotions Ltd janine.williams@l-p-l.com www.goleicestershire.com

Nicola Maughan MTS Brecon Beacons Tourism 01874 638 835 info@breconbeaconstourism.co.uk www.breconbeaconstourism.co.uk

Jill Killen MTS Cumbria Tourism jkillen@cumbriatourism.org www.cumbriatourism.org

Georgina Gough MTS Bath Spa University 0122 587 5723 gkgough@hotmail.com www.bathspa.ac.uk

Jim Oribine MTS Visit Peak District & Derbyshire jim.oribine@visitpeakdistrict.com www.visitpeakdistrict.com

Stuart Burroughs MTS The Museum of Bath at Work 01225 318 348 director@bath-at-work.org.uk www.bath-at-work.org.uk

Jo Butler MTS Visit Oxford Limited jbutler@oxford.gov.uk Joanna Faulkner MTS Visit Peak District & Derbyshire joanna.faulkner@visitpeakdistrict.com www.visitpeakdistrict.com Lily Davis MTS Eastbourne Borough Council lily.davis@eastbourne.gov.uk www.eastbourne.gov.uk Lydia Rusling MTS Lincolnshire County Council lydia.rusling@lincolnshire.gov.uk www.lincolnshire.gov.uk Sarah Willats MTS New Forest District Council information@nfdc.gov.uk www.newforest.gov.uk Tamsin Bowman MTS Carlisle City Council tasminb@carlisletourism.co.uk www.carlisle.gov.uk Tony Merrygold MTS Shakespeare County Tourism Ltd tony.merrygold@shakespearecountry.co.uk www.shakespeare-country.co.uk Valerie Hawkins MTS Mid Wales Tourism val@midwalestourism.co.uk www.visitmidwales.co.uk Wendy Denman MTS Visit Leeds wendy.denman@visitleeds.co.uk www.visitleeds.co.uk Zoe Hawkins MTS Mid Wales Tourism zoe@midwalestourism.co.uk www.visitmidwales.co.uk

Julian Pearce MTS Council of the Isles of Scilly 01720 424 806 jpearch@scilly.gov.uk www.scilly.gov.uk Noel Josephides FTS Sunvil noel@sunvil.co.uk www.sunvil.co.uk Rachel Jelley MTS Sunvil Holidays 0208 758 4722 rachel.jelley@sunvil.co.uk www.sunvil.co.uk Barry Woodfin MTS URS 01256 315 105 barrywoodfin@me.com www.ursglobal.com Ross Hopkins MTS TRIP Consultants +61 7 3356 3727 rosshopkins@bigpond.com Agnes Francis MTS Accela Marketing +1 758 452 6299 afrancis@accelamarketing.com www.accelamarketing.com Welcome New Students Alesia Hines Crieff Hydro Hotel ahines91@hotmail.co.uk Nestah Masiiwa The University of Sunderland nehmasiiwa@yahoo.com Tamara Ramos National Distance Education University of Spain (UNED) tamita8@hotmail.com

journal@tourismsociety.org

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Through an oversight in administrative procedures, the TCN AGM could not be held as announced at the Tourism Societyâ&#x20AC;&#x2122;s AGM, although those consultants present had a brief informal discussion. Subsequently the chairman Chris Wikeley decided to step down after a number of years in the post, for which he is to be thanked, and a new committee is taking shape under the guidance of Roger Goodacre (chairman elect), Ken Robinson and Chris Evans. In a difficult economic environment, prospects for the independent consultant obviously have become no easier. The new committee therefore will be organising a number of activities designed to raise the profile of the tourism consultant and to offer regular networking opportunities. Already planned is a discussion forum as part of the official World Travel Market programme, with a panel of high-profile speakers, to debate how best the independent consultant can market him/herself to the potential client. Before then, steps will have been taken to actively promote the TCNâ&#x20AC;&#x2122;s most useful resource, its detailed register of consultants. Any consultants not already on this register are missing an obvious opportunity and should take the necessary (inexpensive) steps immediately.

Tourism Consultants Network

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To join the Consultants Network please contact the Secretariat on 0207 269 9693 or email admin@tourismsociety.org.

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