Review of the Tourism Strategy of Tenerife

Transcription

IN
TE
GRA
TION
Review of the Tourism
Strategy of Tenerife
2012 - 2015
www.webtenerife.com
Review of the
Tourism Strategy of
Tenerife 2012-2015
A
Renewed
Strategy
W
The involvement of everybody
in the integral management of a
competitive holiday destination
ith the approval, four years ago, of the
Tourism Strategy of Tenerife 2008-2015,
the result of the consensus achieved
between the public and private agents
involved in tourism on the Island, we decided to set
down the direction to be followed towards the competitiveness and excellence of Tenerife as a holiday
destination. That strategy for tourism, integral and
with clearly-defined lines of action, established the
beginning of our progressive adaptation to the European and global tourist scene in which we have been
working since then.
we are thinking of something different, of a concept
which is much wider and more globalising.
After this time, and in line with the new challenges
that competitiveness imposes, we have carried out a
review and profoundly updated the Tourism Strategy
of Tenerife for the next few years. As a corollary of
this, the proposal arises to make a major change to
our model for tourism, especially regarding the management of the destination.
But in order for a holiday destination to be considered as such, and not as a mere sum of products, it
must have an essential aspect: integrated management, which will permit it to be a total and complete
tourist experience. For this reason, the key for the
next few years resides in to what extent we will be
capable of adopting a strategic vision and achieving
consensus; to design the most suitable management
and organisational structure for the Island as a holiday destination.
Tourism management must go beyond what it has
already done up to now. To be competitive in a system which is becoming more and more complex with
fewer resources requires, in the first place, a response
which deals with the set of questions related with
the destination in an integral manner, in which all
the pieces, from promotion to regeneration, from
attention to the tourist to connectivity, fit perfectly
together.
It is normal to use such terms as a holiday space,
nuclei, enclave, and resources or offer almost interchangeably to refer to the holiday destination. But in
reality when we speak now of the tourist destination
The holiday destination comprises a set of holiday
products and services which are offered in a particular territory - characterised by a social and economic
structure, regulations and a common brand image.
Those products and services, which complement each
other and at one and the same time compete with
each other, share the goods, infrastructure, equipment and resources (natural, cultural, social) of the
physical space in which they are located.
Achieving the desired competitiveness is an objective
which requires that we set demanding standards of
quality, but more than ever, that we achieve effective
public-private, public-public and private-private coordination. All the agents involved must be synchronised in order to overcome the barriers which still
make easy flowing cooperation difficult, something
which is crucial in order to face up with guarantees
of success to the decisive changes which we will have
to include in the island tourism system under this perspective of integrated management.
Review of the Tourism Strategy of Tenerife 2012-2015
As a result of this approach, the present Tourism Strategy of Tenerife 2012-2015 sets down in eleven objectives which will determine the course the management
of our holiday destination will take over the next few
years. Objectives which can be condensed, among
other aspects, into the following:
> Open-minded approach and goals so that the improvement in tourist areas is intimately linked with the positioning of the Island and
its most important products.
Finally, the document does not forget one of the great challenges that the Island faces: the future model of the most mature tourist resorts,
where it will be necessary to concentrate efforts on refurbishment, improvement, repositioning and innovation.
> Achieving a greater organisation and coordination in tourist products and services, while at the same time boosting the business
class.
In this section, Puerto de la Cruz is the obvious paradigm that the transition to a new tourism model is possible. With the clear aspiration to
become the driving force in the north of Tenerife, the path that has to be followed will not be, under any circumstances, simple. A first phase of
recovery - precisely in which the borough is currently undergoing- will be followed by a second stage of revitalisation in order to, subsequently,
conclude the process with its re-launch as a dynamic, competitive destination that is more than willing to satisfy the needs of the tourist of
the future.
> Working in coordination with the different public administrations
and encouraging the involvement of the managers of other productive sectors.
> Carrying out strategic management of connectivity, as this is one of
the keys to our future in tourism - to the extent that it dilutes the
inevitable disadvantage of being an island.
OB
JEC
TI
VES
4
> Reorienting our promotional tools in search of greater effectiveness
and return on our promotions.
As always, cooperation, coordination and collaboration among the public administrations and between them and the private sector will be
decisive, as will also be the understanding of the vital need to carry out this process by the people of Puerto de la Cruz themselves. In the
final instance, its success will be the success of Tenerife too and the guarantee that its example will serve as a reference for other areas of the
Island which, when they reach maturity, must also start the same process.
These are the pillars on which the new Tourism Strategy of Tenerife 2012-2015 rests. A document which arises from a clear vocation: to
achieve, with the involvement and participation of everybody, management based on the shared responsibility of the destination.
> Commitment to the use and advantage of the opportunities which
the new technologies offer, as well as encouraging a culture of innovation.
> Adaptation to the complexity of the sector by means of the incorporation of new areas of knowledge and research which are essential
in holiday destination management.
> Increasing the supply of resources through co-financing resulting
from public-private alliances in a context of greater competitiveness
and with fewer funds and public contributions.
> Professionalization, training and specialization of agents and tourism managers as tools for creating employment.
> Working on those differentiating aspects which project an image of
the Island as a competitive destination which in the mindset of the
consumers of tourism.
> Adoption of a new positioning which goes beyond promotional arguments, generating business strategies and involving the resident
population in products, services and experiences, to whom, as a unifying element, tourism should provide satisfaction and wellbeing.
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Contents
OBJECTIVE 1.Improvement of the tourism space, ensuring competitiveness, quality
and sustainability of the destination according to the positioning of the Island for tourism and the prioritisation of products
1.1> Actions of regeneration of the public tourist area
1.2> Actions of support for the improvement of the private holiday areas
1.3> Mobility and accessibility at the destination
1.4> Commitment to the environment and the sustainable development of the Island
1.5> Support for the simplification of administrative processes for improvement to public
and private tourist areas
1.6> Communication and raising awareness in actions carried out under this objective Review of the Tourism Strategy of Tenerife 2012-2015
9
OBJECTIVE 2. Creation, adaptation and improvement of the offer for tourism
2.1> Support for the development of products and services for tourism 2.2>Creation of a management node to channel the relations between the Public Administrations
and the business sector for the creation and development of products 2.3> Invigoration of the business sector and help in the process of development of the products 2.4> Revitalization of segments of traditional tourist activity on the Island
2.5> Attraction of external financing for the development of tourism products
2.6> Improvement of the quality of tourist options
2.7> Favouring the modification of legislative frameworks to encourage competitiveness
in the tourist sector 13
OBJECTIVE 3.Connectivity
3.1> Promoting an increase in air connections and airline capacity
3.2> Increase the number of cruise stopovers
3.3> Direct support to the airline industry in promotional actions
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OBJECTIVE 4.Differentiation and effectiveness in tourism promotion 4.1> Differentiation and specialization of promotional contents according to strategic segments
4.2> Boost to transverse communication with the local sector
4.3> Organization and participation in events and actions of interest to tourism
4.4> Direct support to the industry in actions of overseas promotion 4.5> Promotion and consolidation of the communications platform at the destination 4.6> Improvement of training on diversity of the options, both in origin and in the destination
4.7> Effectiveness of the current promotional tools 19
OBJECTIVE 6.Knowledge of strategic information for the management of tourism 23
6.1> Strategic monitoring of the supply and demand for tourism
6.2> Monitoring of air traffic and connectivity
6.3> Strategic monitoring of the competition in tourism 6.4> Monitoring of the image and perception of the holiday destination
6.5> Extending the subjects of study to the needs of the management of the holiday destination
6.6> Strategic approach of research
6.7> Systematization and simplification of the information
6.8> Management of knowledge 6.9> Business advice in information on the tourist market
6.10>Tourist planning OBJECTIVE 7.Innovation 27
7.1> Promotion of the culture of innovation among businesspeople from the tourism sector of the Island
7.2>Promoting innovation within Turismo de Tenerife in order to improve its competitiveness
as the agency managing tourism on the Island OBJECTIVE 5.Boost for promotion and communication online
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5.1> Making Tenerife's official web site, webtenerife.com, into the destination's reference site
on the Internet
5.2> Supplying visibility on the Internet to the Tenerife destination through the web sites of third parties
5.3> Giving visibility to Tenerife on the social networks
5.4> Marketing of products and services on Tenerife's official web site
5.5>Management of the relations with customers through online media, both with end customers and with the
industry
OBJECTIVE 8. Improvement of the cooperation and coordination of the agents in the sector in the 29
management of the holiday destination
8.1> Encouragement, by Turismo de Tenerife, of cooperation between sectors in favour of tourism
8.2> Improvement of public cooperation 8.3> Improvement of public-private cooperation 8.4> Improvement of the services provided by Turismo de Tenerife to the tourism sector 8.5> Involvement of the sector in the activity of Turismo de Tenerife
8.6> Increase of private cooperation OBJECTIVE 9.Involvement and linking of society with tourist activity 31
9.1> Participation and integration of society in tourist activity
9.2> Communication and dissemination of tourist activity, both for the industry and society in general
OBJECTIVE 10. Improvement in the professionalization, qualification and training of the tourist sector 33
10.1>Promotion of the professionalization of the tourism sector 10.2>Improvement of the training of future professionals in the sector
10.3>Improvement of the training of professionals who do not belong to the sector, in contact with tourists
OBJECTIVE 11.Image, positioning and communication 35
11.1>Reformulation and updating of the positioning of tourism in Tenerife
11.2>Internal management of the image of the destination and monitoring of the use of the image on the
part of local and overseas agents of tourism 11.3>Design and coordination of the strategy of communication of the holiday destination overseas
11.4>Specific Communications Plan for tourist products, segments and markets
Tenerife,
an integrated
tourism space
Objective
1
Improvement of the tourism space, ensuring competitiveness, quality
and sustainability of the destination according to the positioning of the
Island for tourism and the prioritisation of products
Since its creation in 2007, the objective of Improvement of Tourism Space on the Island has been centred on the holiday areas
that are part of the Agreement on Regeneration of the Tourism
Space: Arona, Adeje, Puerto de la Cruz and Santiago del Teide.
This geographical area implies that the actions in the scope of
this tool are aimed at two per cent of the island's territory, leaving aside for the moment other spaces with undoubted potential for tourism. With the updating of the Tourism Strategy, this
objective will consider Tenerife as a tourism space in its totality.
A number of different levels of treatment are set out below of
those geographical areas and resources to which the actions of
improvement of the tourism space will be extended:
> One level formed by the four holiday areas with the greatest
concentration of beds and a high degree of obsolescence:
Adeje, Arona, Puerto de la Cruz and Santiago del Teide, which
together account for close to 90% of the tourist beds on Tenerife.
> Other areas which, due to their proximity or problems, deserve a degree of cooperation and/or collaboration with the
above-mentioned holiday areas.
> We need to incorporate certain spaces on the Island which
are strategic for development for tourism, especially those
pieces of infrastructure related with the project “Tenerife,
volcanoes of life” (Tenerife, volcanes de vida).
> Areas of the coast, with criteria of priority for tourism.
> Protected Natural Spaces.
In relation to the improvement of the private space, a commitment is being made for a boost and support for the sector
through the creation of forums which will make it possible to
clearly simplify the processes of renewal and opening administratively.
In summary, it is intended to open our minds and goals so that
the improvement in the field of tourism is intimately linked to
the positioning of the Island for tourism and its most significant
products, which is reinforced by the transverse nature of actions, among other objectives.
Strategic lines of work
1.1 › Actions of regeneration of the public
tourist area
1.1.1> Agreement on Regeneration of the Tourist Areas of
Tenerife (Tenerife Island Authority - Cabildo), local authorities of Adeje, Arona, Puerto de la Cruz and Santiago del
Teide). Inclusion of the neighbouring tourist boroughs (Guía
de Isora, San Miguel of Abona) to handle projects to deal
with common problems and the establishment of criteria for
the addition to the Agreement of other holiday areas.
The actions for the improvement of the tourist areas included in the Regeneration Agreement are divided into two
levels, for which a priority will be the finding of financing
through public-private collaboration:
> Level I. Actions of a priority nature and municipal
responsibility. At this level are those specific actions
aimed at recovering the attractiveness of public spaces in
the short term, such as cleanliness on public roadways,
immediate interventions for maintenance and the review,
updating and homogenisation of municipal by-laws.
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1.1.2> Collaboration agreement
with other boroughs on the Island
with problems which are close to
the boroughs which form part of the
Regeneration Agreement.
· Dilapidated urban facilities.
· Improvements to the existing garden areas and
furniture, elimination of architectural barriers
and improvement of paving and urban infrastructure.
· Environment.
· Actions which increase the natural values of the
tourist areas.
· Access to the tourist boroughs and resorts.
· Mobility. Increase in the promenade areas and
improvement of the wheeled traffic in these
tourist areas.
At this level, matters and projects
that are common to all of these boroughs (regeneration of the coast,
footpaths, communal services, etc.)
are included, with the aim of giving
continuity to the actions planned in
the Regeneration Agreement.
1.1.3> Actions aimed at improvement of infrastructures of a strategic nature for the conduct of tourist
activity.
> Airports (above all, Tenerife South
Airport).
> Ports (the area of the cruise terminal in Santa Cruz de Tenerife).
> Island roads and motorways: Improvement and signage.
> Main icons and most visited areas
of the Island.
> Panoramic viewing points (especially, the link with the “Tenerife
Volcanoes of Life" project).
All activities on
the island should
be developed
with tourism in
mind
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1.1.4> Actions on the coastline.
A boost to actions with criteria of
priority for tourism, as well as minor actions for improvement and
maintenance of the coast (beaches,
promenades and access to the sea).
Support for the coordination committee with the coastal administration of Santa Cruz de Tenerife.
1.1.5> Natural spaces on the Island.
A decisive boost to the Tourism and
Environmental Committee of the
Cabildo Insular of Tenerife. Support
for and coordination of actions in
the said natural spaces.
1.2 › Actions of support for
the improvement of the
private holiday areas
1.2.1> Improvement in competitiveness of the accommodation on offer
and encouragement for renovation
and refurbishment of the most obsolete facilities through the following actions:
> Facilitating the adaptation of
the accommodation options to
the new standards and market
trends from both architectural
and functional points of view.
> Creation of an advisory service
(through the department of Improvement of the Tourist Areas)
which will serve as support for renovation in the technical, legal, etc.
areas. Support from programmes
such as “No solo camas” (Not only
beds - ASHOTEL and Consortium of
Puerto de la Cruz).
> Studying the application of new
lines of finance (RIC, Venture
Capital, etc.), and facilitating
access to bank funding.
> Establishing an annual renovation plan with the private sector, with commitments for investments.
Tools and
instruments for
public-private sector
collaboration
> Level II. Concrete actions of regeneration and
improvement of public areas. Includes medium
term actions whose purpose is the achievement
of a first-class holiday destination in the areas
that are listed below:
1.2.2> Renovation in sectors of economic
activity linked to tourism.
Restructuring, improvement and fundamental
reorganisation, when necessary, of those activities that are closely linked with tourist activity especially in the main tourist resorts- facilitating
access to plans for improvement from the public
administration and including commitments to
investment on the part of private agents.
> C
ommerce: preparation of a programme
which makes possible the modernization of open shopping areas, with the
establishment of lines of collaboration
with local authorities and associations
of shopkeepers. The establishment of a
system of support and direct advice to
the shopkeeper.
> Restaurants and catering.
> Tourist services.
1.3 › Mobility and accessibility in
destination
Promotion of improvements in the following
areas of mobility:
> Transport systems: buses, taxis, bus stops
and stations. Promotion of non-motorised
means of transport.
> Car parks.
> Elimination of architectural barriers.
> Promotion of the Tourism and Mobility
Committee created within the Tenerife Island Authority (Cabildo).
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1.4.1> Encouraging the integration of the whole of
the island as an essential component of the tourist
options.
1.4.2> Promoting the economic and political involvement of non-tourist administrative areas - environment, landscapes, roads, trade, etc. - in actions
aimed at sustainability.
> Contributing to the regulation and conservation of
those spaces that are part of the tourism options.
> Favouring the protection of the rural landscape of
the Island.
1.4.3> Giving incentives to criteria of sustainability in
the development of the range of tourist products and
services on offer.
1.4.4> Strengthening the ecological and natural values, products and services.
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1.4.5> Implementing instruments which act as an incentive to real environmental management of tourist
products and services as is the case of ecological hotels, car hire with low emissions or country cottages.
1.5 › Support for the simplification
of administrative processes for
improvement to public and private
tourist areas
Creation of forums of debate together with the tourist sector and other levels of the Administration with
the aim of simplifying the administrative processes
in the sector, especially those aimed at improvements to the options on offer.
1.6 › Communication and raising
awareness in actions carried out
under this objective
Communicating as part of each action the positioning of the destination in all messages and advertising
related with the actions, particularly making use of
new technologies, the Internet and social networks.
Cultural,
economic and social
sustainability
1.4 › Commitment to the
environment and the sustainable
development of the Island
Objective
2
Creation, adaptation
and improvement
of the offer for tourism
At the foregoing stage, this objective concentrated many
of its projects on the development of a strategy based on
differentiation. The lines of work, in a clear commitment to
the development of new tourist products, were carried out in
the following direction:
> The knowledge of products with potential for tourism
which might act as differentiating elements.
> Development of pilot projects to encourage these
products.
> Promotion of these products through the platform of
tourist information channels in the destination.
> Opening towards the business sector and other areas of
activity linked with tourism.
The proposal of work for this new period has been focussed
basically on the following areas:
> Support for business initiatives with potential for tourism
and promotion of the involvement of managers in other
productive sectors as driving forces and links with
businesspeople.
> Work, in a coordinated manner with other areas of the
relevant administrations, for the elimination of barriers
to carrying out tourist business activities, as well as the
encouragement of common projects in tourism.
> Commitment to improvement in the quality of the tourist
options.
> Search for instruments for attracting finance which lead to
the development of tourist projects.
Strategic lines of work:
2.1 › Support for the development of
products and services for tourism
> Identification and valuation of resources with a potential
use for tourism to be included in the options for tourists.
> Encouragement of the knowledge of resources in the territory and their potential use for tourism among the different social and economic agents on the Island.
> Advice for the development of tourism projects.
> Design of new products and/or services for tourism, for
which require a feasibility survey is necessary.
> Development of pilot projects for demonstration purposes in support of the development of new products and
services for tourism.
> Creation, within Turismo de Tenerife, of a strategic unit
for the development of products with the participation
of experts which will allow the priority of the products to
be established as well as their categorisation and their
respective action plans.
The strategic priorities for reinforcement of the tourist
positioning of Tenerife will be linked with the following
elements: nature and the sea (activities to be undertaken
there), family tourism, gastronomy and cultural identity.
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Differentiation
by enhancing the value of
our key strengths
2.2 › Creation of a management node
to channel the relations between
the Public Administrations and the
business sector for the creation and
development of products
2.2.1> Creation of networks of territorial units for
the development and management of tourist projects with the support, in each case, of those bodies
or public and private agents characterised by their
greater dynamism in the sector of activity or particular territorial area.
2.2.2> Creation and consolidation of inter-sectarian
commissions between the public and private sectors
for the joint management of tourist projects:
> Detection of public and private leaders in the territory for boosting tourist projects.
> Analysis and resolution of specific sectarian problems.
Identify public
and private
sector leaders
on the island
as the driving
force for tourism
projects
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> Resolution of problems and barriers to the proper conduct of
tourist activities.
> Development of tourism projects
in which different areas of the
administration and different activities are involved.
> Collaboration with other areas in
the development of projects to
improve the options on offer for
tourism.
> Coordinated management of resources with effects for tourism
and whose jurisdiction belongs
to different administrations or departments (footpaths, landscapes,
etc.).
Tenerife, the public administrations and businesspeople active
in tourism, both for the detection
of tourist projects and for support
and mediation in overcoming the
barriers which prevent the conduct of tourist activities.
> Creation of an online communications platform for the permanent
exchange of information between
Turismo de Tenerife and businesspeople in tourism.
> Implementation of district and/
or sectarian working groups for
carrying out specific projects in
tourism and the search for joint
solutions.
2.3 › Invigoration of the
business sector and
help in the process of
development of the
products
2.4 › Revitalization of
segments of traditional
tourist activity on the
Island
> Creation of the offer of specialist
tourist activities.
> Encouragement of innovative initiatives which come from the business fabric, with the active support of Turismo de Tenerife.
> Encouragement of business associations, clusters and product
clubs.
> Dissemination of best practices in
the creation and consolidation of
tourism products and services.
> Development of channels of communication which are effective
and fluid between Turismo de
> Detection of needs for improvements and adaptation of equipment related with traditional segments of tourist activity (sun and
sand, golf, conferences...).
> Encouragement of innovation as
an added value in the services
associated with tourism activities.
> Search for synergies to integrate
these activities with other tourism
services and products which will
give a greater value to them.
>
Development of tourism products and services suitable for
the needs of cruise passengers
on the Island.
Business
protagonism,
public sector backing
2.6 › Improvement of the quality
of tourist options
> Progressive incorporation of quality management systems into tourist activity.
2.7 › Favouring the modification
of legislative frameworks to
encourage competitiveness in
the tourist sector
> Urging the competent bodies to modify and
improve those steps which, due to their
complexity of definition or application, limit
the competitiveness of the tourist sector
(administrative simplification, inspection
and sanction for tourist activities, etc.).
Generate
professional networks
> Analysis and development of instruments
for public-private co-financing aimed at
maintaining infrastructures, resources and
services which have a strategic effect on
tourist activity.
Objective
3
2.5 › Attraction of external
financing for the development of
tourism products
Connectivity
This objective strengthens the lines of work which were
being carried out in the previous Tenerife Tourism Strategy,
which are now given a fresh boost:
> Promotion of new air routes and support for the increase
of frequencies in those connections that are enjoying
demand.
> Start up of marketing actions with the airlines to increase
frequencies or volume of seats to the Island.
> Opening of a new strategic line with the objective
attracting more cruise ships and a boost the “Cruise &
Stay” programme.
> Study of possible routes both in the mature markets and
in emerging markets.
An increase in actions in collaboration with airlines and a
firm commitment to developing initiatives which contribute
to our becoming less seasonal in certain markets.
3.1 › Promoting an increase in air
connections and airline capacity
3.1.1> Promoting the opening of new air routes which will
encourage and facilitate direct traffic with the Island and
competitiveness in air fares.
> Support for the increase in frequencies on those routes
with demand. Encouragement of new origins and geographical areas.
> Encouragement for the implementation of business class
in strategic markets.
3.1.2> Promotion of co-participation in air management
jointly with airlines, tour operators and airports for the development of strategic routes.
> Monitoring the situation of airport taxes.
> Proposals of potential air routes for the destination.
Connectivity as
the backbone of
competitiveness
3.2 › Attracting more cruise stopovers
> Encouragement for a “Cruise & Stay” programme in strategic markets
> Promotion of tourism activities at the destination for cruise
passengers.
> Cooperation with the Port Authority.
3.3 › Direct support to the airline industry in
promotional actions
> Actions and direct contact with the airlines to encourage
sales.
16
17
Tenerife
is headed
towards
quality
tourism
Objective
4
Differentiation and
effectiveness in
tourism promotion
This objective is oriented towards differentiation and effectiveness of the promotion as well as to invigorating the tourist markets and products. It focuses on the following actions:
> Review and reorientation of the promotional brands.
> Focus of the strategy of the Tenerife product on quality:
variety of tourism services and products, adaptation and
improvement of the destination.
> Review of the promotional contents to adapt them to the
new strategy of positioning the destination.
> Increase in actions in channels based on new technologies.
> Development of specialist strategies for different markets
and segments.
> Invigoration of the business sector with the start up of
joint tourism and non-tourism campaigns.
> Taking advantage of niches of products according to
trends detected in the markets.
> Boost to products which provide a diversified set of options in the destination.
> Fomenting and consolidation of the communications platform at the destination.
> As a priority objective, special attention to the needs of the
final consumer.
Strategic working lines:
4. › Differentiation and specialization of
promotional contents according to strategic
segments
4.1.1> Specialist promotions of tourism products in accordance with the priorities set down.
> Adapting contents, materials and channels of promotion
according to segment.
4.1.2> Design and implementation of the special promotional plans according to the communication plans designed.
> A
daptation of the promotional material and the channels
to the new positioning of tourism in Tenerife.
> R
eview of the promotional material, adapting it to trends
in the consumer and new technologies.
4.1.3> Innovation in promotional actions.
4.2 › Boost to transverse communication
with the local sector
> Promotion of transverse communication through the local
authorities involved with tourism and their businesspeople
on promotional activities.
· Informative meetings on the promotional actions at the
destination and outside the Island for the development of
possible joint commercial actions according to the product
priorities set.
> Information continuously to the sector on actions carried out
and to be carried out, with sending of news bulletins and
similar.
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> Holding of large events for purposes of tourism on the Island
(congresses of travel agents, prize-giving ceremonies for associations, press visits, etc.).
> Collaboration with sports and cultural events with national and
international media impact.
> Collaboration with tourist events organised by tour operators.
> Promotions in television and cinematographic productions of
great promotional impact.
4.6.1> A boost to the channels and informative materials for training in the tourism sector.
> Online training platform: Tenerife Expert.
> Training events.
4.6.2> Boost to the Communication Plan.
4.4 › Direct support to the industry in actions of
overseas promotion
4.7 › Effectiveness of the current promotional
tools
> Public relations actions with the media sector.
> Direct contact with intermediaries (tour operators and travel
agencies).
> Partnership actions with tourist and non-tourist companies.
> Measurement of the results of the actions in the destination.
> Measurement of the results of the actions in origin: loyalty programme with the industry.
> Improvement of the performance of promotional instruments.
4.5 › Promotion and consolidation of the
communications platform at the destination
> Review and updating of the platform of communication at the destination:
· Web page.
· Promotional leaflets used at the destination.
· Canal Descubre (Hotel TV channel).
· Development of new applications for the Tenerife Mobile tool.
· Updating of the campaigns on mupi posters and locations.
· Promotion of the Infotén Network with new offices in the network.
> C
onsolidation of the platform of tourist information channels at the
destination through:
· Agreements with AENA and other organisations for the location of
new sources and information points for the visitor.
· Improvement of the information on the Internet, with an increase
in the commercial information.
20
4.6 › Improvement of training the diversity of
options, both in origin and in the destination
Targeting
differentiation and
effectiveness in
tourism promotion
5
Objective
4.3 › Organization and participation in events
and actions of interest to tourism
Boost for online promotion
and communication
The strategic lines of this objective maintain, and at the
same time strengthen, those which have been carried out up
to now, with special effect on the following:
> Improvement of the design and contents of the Island’s
official tourism page, www.webtenerife.com, with the
objective of showing more effectively the priority tourism
products.
> Incorporation of the planning of the Internet channel in a
global communication plan of the destination.
> Start up of a plan in relation with tourists as a fundamental loyalty tool at three key moments: before the trip: web
site and social networks; during the trip: actions on mobile
terminals; after the trip: social networks and actions of
e-mail marketing.
> Strengthening of marketing on webtenerife.com giving
visibility to sales initiatives external to Turismo de Tenerife
led by local businesspeople who are aligned with the positioning of the tourist destination.
> Preparation and start up of a strategy for the destination
on social media.
5.1 › Making Tenerife's official web site,
webtenerife.com, into the destination's
reference site on the Internet
5.1.1> Continual enrichment and improvement of webtenerife.com through the adoption of a new image, content and
functionalities.
5.1.2> Boost to the visibility of the web on the Internet
through marketing actions on search engines:
> SEO Actions (Search Engine Optimisation). Actions
aimed at optimising the indexation of the web site on
search engines in order to improve its natural positioning:
· Campaigns of exchange of links with other websites.
· Technical optimisation of the page.
· Participation in collaborative websites to achieve an increase in popularity.
> SEM Actions (Search Engine Marketing). Actions of payment per click:
· Paid campaigns on search engines with a large traffic.
5.2 › Supplying visibility on the Internet to
the Tenerife destination through the web
sites of third parties
With the purpose of gaining a presence of Tenerife on websites with our target traffic, which favours sales, the visibility
and fame of the destination, the following actions will be
carried out:
> Taking space on trade websites: tour operators, airlines
and travel agencies.
> Contracting for campaigns on specialist web sites in accordance with the target audience identified in the product and marketing strategy of the Island.
21
5.4 › Marketing of products and services on Tenerife's official web
site
In response to the growing tourist demand on the site where the user is making his Internet
reservations more and more, a proposal of marketing of packages of experiences aligned with
the authenticity of the Island, one of its main sales arguments.
5.5 › Management of the relations with customers through online
media, both with end customers and with the industry
5.5.1> Start up of a Relational Marketing Plan which will include:
> Acquiring data bases.
> Actions of e-mail Marketing.
> Actions of Mobile Marketing.
22
Managing Tenerife's
communication on
social networks
> Invigoration of Tenerife’s image on the social networks managed by Turismo de
Tenerife.
> Encouragement of the management and invigoration of Tenerife on social networks
by other agents of the destination, among other actions with the continuation of the
“Tenerife Stream” project.
> Contracting of promotional campaigns on social networks.
> Organization of fam trips with the opinion leaders from digital media.
Objective
6
5.3 › Giving visibility to Tenerife on the social networks
Knowledge of strategic
information for
tourism management
In order to achieve an effective adaptation to the complexity of
the tourist trade, the activity of research and knowledge on the
part of Turismo de Tenerife must be extended to other subsectors
of tourist activity, as well as towards other related areas with
significant effects on tourism.
It is necessary to achieve a rebalancing in the weight that the
different fields of research and knowledge now occupy so as to
achieve a strategic approach, which requires the adaptation of
the existing tools and resources to new themes of knowledge.
> Monitoring of the island tourism situation.
> Monitoring of the source markets for tourism.
> Monitoring of accommodation indicators.
> Diagnosis of tourist areas.
> Analysis of already established tourist offers and products:
golf, congresses…
Knowledge facilitates communication, co-participation and the
exchange of interest and needs. It also favours the change of attitudes and of approaches necessary to renew the management
of the destination. For this reason we must to search for formulas
to work on the link between information and decision making
and to open up a field of work in participation in educational
and training activities for strategic purposes.
T he main changes of orientation of the objective are summarised as follows:
> R
ebalancing of research centred on traditional subjects (source markets, accommodation options and aerial connectivity)
with the opening of new fields of knowledge which have
proven keynote in the management of a holiday destination.
> Introduction of working formulae which facilitate the applied
use of information and make possible support for decision
making.
> Consolidation, at Turismo de Tenerife, of processes of planning
work.
6.1 › Strategic monitoring of the supply and
demand for tourism
6.2 › Monitoring of air traffic and
connectivity
> Analysis of potential air routes.
> Monitoring of the evolution of air traffic (routes, airlines, etc.).
6.3 › Strategic monitoring of the
competition in tourism
This will be carried out through:
> T he Canary Islands Price Observatory, which makes possible a
comparative analysis of the evolution of prices.
> Monitoring competing destinations, by means of published
sources and their agents.
23
Knowledge as a
management tool for
taking decisions with
less uncertainty
6.4 › Monitoring of the image and perception of
the holiday destination
> Analysis of the tourist’s perception of the holiday destination and its
image by means of such aspects as satisfaction, complaints about
the destination or the concepts of image associated with the holiday destination.
> Comparative perception vis-à-vis other competing destinations.
6.5 › Extending the subjects of study to the
needs the holiday destination management
Design and development of new sources of information in house.
Contribution of resources.
With the objective of favouring adaptation to the complexity of the
sector, research and information should be extended towards other
sub-sectors of tourist activity, as well as towards other related areas
with an important effect on tourism.
6.6 › Strategic research approach
> Progressive integration of new sources of information, which often do not belong to the tourism sector and are dependent on
other activity sectors: agriculture, the environment, fishing, transport or trade.
> Development of new areas of knowledge according to the dynamics of the sector, giving priority to research into the supply of
tourist activity, specific segments, etc. Development of an Observatory of Products which acts in a similar manner to the observatories of Connectivity and of Markets.
> Research into the field of new technologies.
> Monitoring and development of socio-economic indicators: tourism employment and economy.
Actions of necessary adaptation:
24
> Adaptation of the structure of files, instruments and the statistical system of the department of Research to incorporate new
subjects of analysis: data bases, publications, files, series, forms
for collecting information …
> Renewal of the content of the existing tools, as is the case of the
visitors' surveys of image, publications and forms for collecting
information, to adapt them to the information needs.
> Preparation of new statistical uses from existing sources and
tools.
> Review of the contents of the existing tools (questionnaires, publications, forms for collecting information, etc.) with the purpose
of specialising them to give a response to specific information
needs.
> Development of new research tools necessary to cover information needs.
> New demands for information in the tourism sector (for example,
online surveys).
> Implementation of new internal and external working systems
with the tourism sector which will permit a better link between
information and the process of strategic decisions.
6.7 › Systematization and simplification of the
information
> Preparation of data bases from the most usual sources of information which are most often used in analysis to favour flexibility
of the information.
> Creation of summaries or synthetic tables of complex information: indicators, barometers, control panels from information and
data of special interest to the destination.
> Visual-graphic preparation of the information to facilitate its use
and reduce complexity: aerial maps, geo-referencing of data, etc.
> Creation of an inventory of information available by subjects, so
that the users can know the existing information.
> Integration of programmes which aggregate data, which facilitate
the automatic capture of data and sources consulted periodically.
6.8 › Management of knowledge
6.8.1> Strategic and educative dissemination of the information
aimed at reorienting the management of the destination by means
of:
> Sectorial and multi-sectorial working committees.
> Themed committees.
> Dissemination especially of the studies carried out under the
Acoge programme.
6.8.2> Favouring, from knowledge, the management of the holiday
destination through:
> Promotion of studies of multi-sectorial participation which lead to a
more complex and integrated knowledge of the tourist system.
> Promotion of lines of work of exchange of information with other
areas of activity.
6.8.3> Dissemination of studies and data.
> Establishment of protocols of permits and access to the information, publications and data. Implementation of protocols of access and use for the different types of information available on
the website and on the internet.
> Implementation of use of RSS and warnings of updating for associates and users of the research publications.
6.9 › Business advice in information on the
tourist market
> Advice on market studies and tourist activity.
6.10 › Tourist planning
> Coordination of the process of strategic planning of the holiday
destination and its different areas.
> Progressive integration in the tourist planning of other areas of
competition.
> Strategic sectorial planning for the development of tourist products and activities.
> Development of systems of evaluation and monitoring of strategic objectives and plans of action.
25
7
Objective
Innovation
as the driving force
for tourism
competitiveness
Innovation
We are standing before a transverse objective, which drives
forward the competitiveness of the destination in tourism.
The recent review did not present substantial changes in relation to that carried out last year but it did present a very different orientation to that set out in 2008, with a much more
complete approach. The recent updating has also supplied a
new nuance which gives greater protagonism to innovative
projects managed by Turismo de Tenerife aligned with its
Strategy, giving priority to efforts in the matter of renewal
and improvement of the tourist areas or in the encouragement of tourist intelligence.
The role of Turismo de Tenerife is reinforced not only by promoting the culture of innovation, but by supplying knowledge to those people who work on innovation of the Island
so the actions to be carried out coincide with the Strategy,
among other aspects.
7.1 › Promoting a culture of innovation among
entrepreneurs in the island's tourism sector
7.1.1> Management of innovative projects of their own
which involve the participation of the businesspeople in
areas aligned with the Tourism Strategy of the Island, with
priority for the following:
> Renovation and improvement of tourist areas.
> Improvement of tourism products, with gastronomy as the
main building block of the "Saborea Tenerife" and "Tenerife volcanes de vida” plans for invigoration (Taste Tenerife and Tenerife, volcanoes of life).
> T aking advantage of tourist intelligence with the aim that
SMEs should exploit to the full the existing information in
Turismo de Tenerife.
> Improvement of the relationship with the customer. Continuity of the training project with social networks, "Tenerife Stream", and encouragement of communication
initiatives with the customer at the destination.
27
> Contribute knowledge of tourism to those who work with innovation on the Island with the aim of aligning their actions
to the tourism strategy of the destination (Acciisi, Tenerife Innova, Cámara, Feull, etc.).
> Promoting among the companies in the sector the knowledge
of programmes of aid for innovation, as well as all the training
and informative activities which are carried out on the Island
in the matter of innovation in tourism.
> Giving visibility to innovative initiatives within and outside the
Island with the purpose of setting an example.
7.2 › Promoting innovation within Turismo de
Tenerife to improve its competitiveness as the
agency managing tourism on the Island
7.1.2> Support for the development of projects of public-private
innovation of interest to the Island as a holiday destination:
> Promotion and active participation in the Tourism Cluster, Turisfera, of which the objective is to start up innovative projects of
collaboration between companies on the basis of three strategic
focuses:
· Environmental sustainability.
· Improvement of the tourism product.
· Relationship with the customer.
> Support for the start up of the Factoría de la Innovación Turística (FIT - Tourist Innovation Factory), conceived as a piece
of high-performance infrastructure in tourist innovation and
creativity.
> Support for other projects which, similarly, are generated on
the Island.
28
> Identification of programmes of R+D+i of a regional, national
or international scope so as to participate in them and capture
lines of financing for innovative actions.
> Creation of spaces and new processes within the company
which generate creativity and innovation in our activity.
8
Objective
7.1.3> Collaboration with initiatives of innovation of third parties so as to :
Improvement of the cooperation and
coordination of the agents involved in the holiday destination's management
Turismo de Tenerife, in its role as the agency managing the
destination, has as its mission to encourage a dynamic and
competitive framework, with wide social, institutional and
business support, for the consolidation and permanent
repositioning of the Island as a holiday destination. In this
way, one of the main aspects of this objective is to achieve
the greatest possible participation of all the sectors which
in one way or another can contribute to improving that
positioning of Tenerife.
Given the situation in which our economy finds itself, it is of
fundamental importance to maintain and, as far as possible,
to increase the level of participation of tourist activity.
For this reason, we shall continue to work on each and every
one of the lines previously begun, for which purpose it is
of vital importance to continue to boost public and private
cooperation in favour of tourism and of the development
of the island's economy. Inter-sectorial working committees,
the extension of the services of Turismo de Tenerife both to
associated companies and other possible clients and the
involvement of the sector in the preparation of the tourism
strategy, in the annual action plan and, in the final instance,
in decision making will be of fundamental importance.
8.1 › Encouragement, by Turismo de
Tenerife, of cooperation between sectors in
favour of tourism
> Promotion of inter-sectorial working groups which favour
the processes of support and involvement of these sectors
in the strategic activity of Turismo de Tenerife for the
benefit of the integral management of the destination.
8.2 › Improvement of public cooperation
> Coordination and extension of the number of actions to
be carried out jointly with island, regional, national and
international bodies with the purpose of uniting our
efforts and resources.
8.3 › Improvement of public-private
cooperation
> Channelling of the administrative steps and most frequent
general consultations in the local tourism sector through
the citizen's advice bureaux of the Cabildo de Tenerife.
> Extension, through the existing sectorial committees
(Regeneration Agreement of the Tourist Areas of Tenerife,
Environmental Committee, Mobility Committee), of the
needs and demands for actions of improvement in the
public sphere referring to tourist activity.
29
30
8.4 › Improvement of the services provided by Turismo de
Tenerife to the tourism sector
> Preparation and dissemination of a catalogue of services for possible clients, so
as to put our knowledge, experience, contacts and management capacity in the
service of those companies.
> Encouragement of contact between Turismo de Tenerife and the business community of the Island.
> Improvement in the communication of Turismo de Tenerife with the sector.
> Advice to companies and bodies related with the tourism sector.
8.5 › Involvement of the sector in the activity of Turismo de Tenerife
> Involvement of the sector in the preparation and review of the Strategic Tourism
Plan of Tenerife, in the preparation of the Plan of Action, in decision making, in
the conduct of joint activities, etc.
8.6 › Increase of private cooperation
> Facilitating meetings of businesspeople in the sector for the encouragement of
private cooperation.
Objective
Cooperation to support
tourism and economic
development
9
Involvement and
linking of society
with tourist activity
This objective makes a commitment, in this renewed Strategy of Tenerife, to raising awareness as a form of involvement
of the local population in a more active manner than has
been the case up to now, with the result that the citizen
is not a mere spectator but rather he or she plans a more
emphatic and relevant role. In this regard, the encouragement of the use, for the benefit of the destination, of the capacity of criticism of the Tinerfeño (citizen of Tenerife) aimed
at improvement is of importance. The creation of the figure
of the Tenerife promoter, where the attitude of constructive
criticism is emphasised, and active listening to what the local population has to say in relation to tourism is one of the
new lines of work that have been adopted.
Another of the commitments involves the reinforcement of
the segmentation of the target audience at which the tourist communication on the island is aimed, including schools,
high schools and the University and neighbourhood associations and old people's groups, while at the same time an
effort is made to promote a greater knowledge of the tourism industry through visits to hotels, theme parks or conference centres. Training for the population in general on the
opportunities generated by the sector is also increased.
In development of this objective, it is important to continue
with the dissemination of tourist activity by means of the
usual channels of communication (newspapers, radios, blogs
and social networks), and the encouragement of greater involvement of the media in tourism by means of the organization of press trips for local media. The integration of the
local business community and society in the activity of Turismo de Tenerife is promoted by means of events such as the
presentation of the annual event with conference promoters.
Finally, and with the purpose of reinforcing Turismo de
Tenerife as the official source of tourism on the Island, a
commitment will continue to be made to the generation of
tourist information. The corporate knowledge of Turismo de
Tenerife, what it is and what it does, in its role as manager of
the holiday destination (organization of company visits, dissemination of its attendance of fairs or holding of meetings)
is likewise encouraged.
9.1 › Participation and integration of society
in tourist activity
9.1.1> Raising awareness among the local population of the
launch of a campaign in substitution of Tenerife al Siento x
Ciento which will in turn encourage a more active participation on the part of the citizen.
> Creation of the figure of the volunteer or promoter of Tenerife who contributes to improving the destination by
means of his or her more or less critical contributions on
an Internet platform.
9.1.2> Encouraging the knowledge and enjoyment of the
holiday resources of the Island by the local population,
encouraging the development of formulas of participation
which will enable him or her to show what he or she most
values in the destination.
31
9.1.3> Development of actions of awareness-raising on the basis of the segmentation of the target
audience whose awareness it is intended to raise:
9.1.4> Promotion of the knowledge of the tourist
industry by means of actions which enable the population to better understand how the sector works.
> Visits to hotels and restaurants, companies,
theme parks, conference centres, etc.
9.1.5> Training of the population, in collaboration
with other institutions, for making proper use of the
opportunities of employment created by tourism.
32
9.2 › Communication and dissemination of tourist
activity, both for the industry and society in general
9.2.1> Promotion of the dissemination of tourist activity and its benefits by
means of: publication of information on tourism in the media, dissemination
of the Decalogue of Turismo de Tenerife, preparation of notes and organization of press conferences, etc.
9.2.2> Greater involvement of the media by means of the organization of
press trips with the local media.
9.2.3> Going deeper into the integration of the business community and
society in the activity of Turismo de Tenerife, by providing them with information:
> Annual event of the TCB with local promoters
9.2.4> Consolidation of Turismo de Tenerife as a reference point and official
source of information on tourism on the Island by means of the generation of
tourist information (corporate blog, Turismo de Tenerife newsletter…).
9.2.5> Spreading corporate knowledge of Turismo de Tenerife, what it is and
what it does, in its role as manager of the holiday destination by means of
the communication of its activities (organization of company visits, recording and dissemination of actions, etc.).
Objective
10
Society
unifies perception
of the destination
> Taking advantage of the initiative of the CIT (Centre for initiatives in tourism) “Conoce tu tierra”
(know your land), aimed at schoolchildren, the
creation of a pilot subject for study with a general content (which emphasises the benefits to the
economy, infrastructure, connectivity, culture and
leisure for tourism), talks in schools with distribution of leaflets …
> In relation with the juvenile population, fomenting the work of the University of La Laguna (Expertos en Tenerife - Experts on Tenerife) and extension to the high schools.
> Professional and neighbourhood associations,
groups of the elderly and of other kinds, with the
conduct of concrete actions for each one of them
through talks, etc.
Improvement in the
professionalization,
qualification and training
of the tourist sector
The tourist sector constitutes the main source of income for Tenerife, with the result that it is of fundamental importance not
only to achieve the maximum awareness of the local population
of the importance that it has for the Island but also to have the
best professionals in the service of the tourist.
The current situation, as well as the fact that Turismo de Tenerife
should be, more and more, a service company, has led to the
rethinking of this objective with the purpose of giving it greater importance. In this way, apart from continuing to carry out
training actions for different subsectors related with tourism, a
commitment is being made to increasing training programmes
which lead to a greater knowledge of languages.
The promotion of the signing of agreements for the conduct of
placements in local and overseas companies both for students
and active professionals who wish to continue learning or to
acquire knowledge in specific matters but most especially in the
knowledge of languages, is another of the lines to be started up.
The training of those professionals who, although they do not
work in the purely tourist sector, are in direct contact in some
way with our visitors (taxi drivers, shopkeepers, police, bus drivers, etc.) is also important.
With the aim of analysing in an ongoing manner the deficiencies
and advances in this objective, the creation of a committee of
professionals in this sector has been decided on.
10.1 › Promotion of the professionalization
of the tourism sector
> Support for training programmes in languages for professionals in the sector who are in contact with tourists.
> Conduct of specific training programmes for professionals in
the sector who are in direct contact with the tourist.
> Development of specialised training programmes in the matter of tourist strategy, positioning and new forms of sales of
the destination through new technologies for the staff of
companies involved in tourism.
> Start up and promotion in the sector of the signing of agreements to carry out placements and studies for active professionals at overseas centres.
10.2 › Improvement of the training of future
professionals in the sector
> Promotion of the training of pupils by means of agreements
for placements at Turismo de Tenerife and in other companies
in the sector with different schools and universities, both national and international, so as to favour their integration in
the world of work and above all, to improve their knowledge
of languages.
> Encouragement of specialised courses on the part of other
bodies (waiters, hotel housekeepers, etc.).
10.3 › Improvement in training of professionals
from other sectors who are in contact with
tourists
> Promotion and conduct of specialist courses for professionals
in other sectors who come into direct contact with tourists
(taxi drivers, bus drivers, police, etc.).
33
11
Objective
Communicate
the same message
Image, positioning
and communication
The capacity to gain a space in the mind of the consumer has
been drastically reduced with the result that this objective is
to concentrate on the differentiating aspects of the Island
with the aim of projecting an image of the destination as
a location for holidays which provides much more than just
sun and sand. This perception should contribute to improving our competitiveness and to achieving a differentiating
positioning with regard to other destinations.
The strategy of repositioning has as its objective to take our
tourist brand from its current image to the desired one. While working on the strategy of positioning of the destination
a series of fundamental aspects have been borne in mind:
> Differentiation, for which it is crucial to identify those inimitable arguments.
> Identification of our competitive advantages.
> To provide relevant benefits for our tourists.
> Integration of this strategy with the Communication Plans.
So that the new image of Tenerife should find its place in
the mind of the consumer, it should be a commitment of
the whole of the tourist sector, in such a manner that all the
people involved, whether private companies or institutions
and public bodies, should communicate the same message
in the same way.
Likewise, the new positioning must be represented not only
as a sales argument for local and overseas promotion of Tenerife but also it should be present when generating business strategies. It is likewise necessary to add it to each of
the products, services and experiences that are offered to
tourists, getting the local population actively involved as a
channel of communication of this positioning strategy.
11.1 › Reformulation and updating of the
positioning of tourism in Tenerife
> Identification and review of the main motivations expressed
by our tourists when taking the decision to spend their holidays on the Island.
> Adaptation to the changes in the consumer of tourism.
> Adaptation to changes in the composition of source markets.
> Correlation with the needs and the economic and social reality of the Island.
> Adaptation of the positioning to the resources and sustainability of the resources.
Great weather,
within easy
reach, safe and
friendly
35
11.2 › Internal management
of the image of the destination
and monitoring of the use
of the image on the part of
local and overseas agents of
tourism
11.2.1> The management must go from
external monitoring to management from
the destination itself, encouraging the
adaptation of the different operators and
intermediaries of the industry to the image
defined by the destination in its positioning strategy. That change will be articulated by means of:
> Promotion of the one to one relationship
with the intermediaries who operate with
the destination, encouraging communication
between the parties.
> Preparation of a manual of application of the
positioning strategy to share with the sector
outside and inside the destination.
> Promotion of the actions of CRM with the trade by means of the start up of a loyalty programme (incentive to guarantee the correct
monitoring of the Tenerife Expert training
programme).
> Promotion of the Tenerife Expert training programme, creating a specific module for the
dissemination of the positioning strategy.
11.2.2> Monitoring of the correct use of the
image and of the positioning in actions of
communication and promotion, giving incentives to the adaptation of the strategy of
image and communication, with the aim of
avoiding confusion in the market perception.
11.2.3> Promotion of the Tenerife Stream
training programme at the destination.
36
11.3 › Design and coordination
of the holiday destination's
communication strategy
overseas
> Contents. Review of all the promotional
contents of the destination with the aim
of adapting them to the new positioning
strategy:
· Elements to be reviewed: all the promotional material, leaflets, press dossiers,
copies of pages of advertising, promotional texts as a whole. Adaptation to
the positioning strategy of the online
contents, web page, blogs, social networks. Review and updating of the
strategy of social media to align the
contents with the strategy.
> Channels. Adaptation of the promotional channels to the different specifications
of the geographical markets and tourist
segments.
11.4 › Specific Communications
Plan for tourist products, segments and markets
> Preparation of a Communications Plan of
the range of products and segments of
the destination, encouraging the actions
of communication about the following aspects: nature and activities in the environment; the sea; gastronomy; local identityculture; and family.
> In relation with the promotional brands in
existence, there is a need to reinvent some
of them (Tenerife Select and Tenerife Golf),
giving them a new content through a specific communications plan.
> The attributes of climate, safety, friendliness-hospitality, landscapes and proximity,
will act as the central pillars of the sales arguments of the destination previously set
out. The plan must include and promote
the argument of Tenerife being a sustainable destination, an element which is being
introduced more and more in holiday markets, even having an influence on the decision on the next holiday destination.
> Development of specific communication
plans according to the geographical market, taking into account the peculiarities of
each one of the priority markets.
> Segmentation of markets. Preparation of
communication plans for the different segments of target audiences identified as a
priority for the destination. Adaptation of
the strategy of communication and the
most suitable channels and materials for
each one of them.
Thanks:
The process of updating of the Tourist Strategy
of Tenerife for the 2012-2015 period has been,
in itself, a clear indication that the collaboration
between administrations, the tourist sector and
experts from different areas generating valuable
results which have an effect on the progress of
the Island as an exemplary holiday destination.
Turismo de Tenerife would like to thank all
those who, through their participation and
involvement, have made possible the approval
of this document:
38
Abbas Moujir. Secretary General of FAUCA (Federation of Urban Areas of
and Partner of MINDPROJECT (Consultancy on innovation and technologies)
José Frechín. Adviser-founder of Métriz Canarias, SL.
the Canaries).
Eduardo Galván. Tourist Informer of the Tourist Information Office of Arona.
José Herrera. Head of Administrative Services of Tourism of the Cabildo
Agustín Santana. Professor of the Tourism Master's Programme at the
Eduardo Martínez. Manager of Hidria Ciencia, the Environment and
Insular de Tenerife.
University of La Laguna.
Development.
José Ignacio Alonso. Ex-Chairman of APAV (Provincial Association of Travel
Alberto de Armas. Environment expert at the Cabildo Insular de Tenerife.
Eduardo Parra. Professor of the Department of Economics and Management
Agencies of Santa Cruz de Tenerife).
Alberto Galván. Commercial Director of the Port Authority of Santa Cruz
of Companies of the University of La Laguna.
José María Senante. Technical Engineer of GESTUR Tenerife (Town Planning
de Tenerife.
Eileen Thoos. Coordinator of accounts of Tácticas de Comunicación y Medios
Management of Santa Cruz de Tenerife, S.A.).
Alexis Rojas. Director-founder of the radio and TV programme “La hora
Grupo BC.
Juan Antonio Jiménez. Chairman of APECA (Professional Association of hire
del turismo”. Elena Gonzalez. Head of Marketing of Promotur Turismo de Canarias.
cars of the Canaries) and Member of the Board of Directors of TURISFERA
Alicia Barquero. Informer at the Tourist Information Office of San Miguel
Emilio Navarro. Revenue Councillor of the Santiago del Teide Local Authority.
(Tenerife Cluster of Tourist Innovation).
of Abona.
Enrique Padrón. CIDE Executive of ASHOTEL (Tenerife, La Palma, La Gomera
Juan José Ramos. Manager of Birding Canarias.
Ángel Chinea. Director of the University School of Business and Tourism
and El Hierro Association of Hotel and Non-Hotel Accommodation).
Juan Luis Viscasillas. Head of the Technical Service of Planning of the Cabildo
at the University of La Laguna.
Enrique Talg. Vice-Chairman of Northern Area of ASHOTEL (Tenerife, La
Ángela García. Tourism operative at the Buenavista del Norte
Palma, La Gomera and El Hierro Association of Hotel and Non-Hotel
Juan Manuel Pardellas. Director of the newspaper Diario of Avisos.
Local Authority and Representative of INFOTEN (Network of Tourist
Accommodation) and Manager of Hotel Tigaiga.
Juan Vallecillo. Owner of CANARIAS.COM and NIZACARS.
Information Offices of Tenerife).
Esther Perez. Incentive Manager of Ultramar.
Julio Pérez. Councillor of Tourism at the Santa Cruz de Tenerife Local
Antonio Méndez. Vice-Chairman of FECITEN (Federation of Centres of
Eugenia Soriano. Head of Nexo Management Consultants.
Authority.
Tourist Initiatives of Tenerife).
Federico García. Chairman of the Tenerife Section of the College of Architects
Loli Rodríguez de Azero. Manager of Pueblo Chico and Chairwoman of
Armando Pinedo. Director of Communication of the Gran Hotel Bahía
of the Canary Islands.
TURISFERA (Tenerife Cluster of Tourist Innovation).
del Duque Resort.
Fernando Senante. Manager of the Consortium for the Rehabilitation of
Lorena Mamposo. Assistant to the regional management of the Canary
Arturo Catalán. Commercial Director of Mare Nostrum Resort.
Puerto de la Cruz.
Islands of services of ADECCO.
Aurelio Abreu. Island Councillor in charge of Wellbeing, Health and
Fernando Weyler. Manager of Weyler Consultores.
Luis Pérez. Vice-Chairman of the Southern Area of ASHOTEL and Director of
Dependency of the Cabildo Insular de Tenerife.
Francisco Jose Niño. Councillor of Tourism at the Arona Local Authority.
Hotel Paradise Park.
Bart Balduck. Delegate of MTS Incoming.
Gabriel Wolgeschaffen. Manager of Hotel Silken Atlantida Santa Cruz.
Luis Durango. Director of Communications of CCC (Compañía Cervecera de
Bruno Correa. Manager of the Hotel Paradise Park.
Gumersindo Urquiza. Architect, Head of the Technical Department of Fun
Canarias).
Carlos Fernández. Professor of Applied Economics of the University of La
Sport Factory S.L.
Luis Falcón. Manager of Intelligent Coast Group S.L. and Advisor to the
Laguna and Expert in Rural Tourism.
Héctor Gómez. Councillor for Tourism at the Guia de Isora Local Authority.
Consortium for the Rehabilitation of Puerto de la Cruz.
Carlos Ravelo. Manager of FEDECO (Federation of Commerce of
Ignacio de Logendio. Head of Human Resources of Spring Hoteles.
Madelon Van Ostrom. Executive of the Tenerife Scientific and Technological
Tenerife).
Javier Duboy. Technical Manager, Tácticas de Comunication y Medios Grupo
Park.
Carmen Padilla. Councillor for Tourism and the environment of the
BC.
Manuel Angel González. Vice-Chairman of the Chamber of Commerce of
Puerto de la Cruz Local Authority.
Javier Burzaco. Head of Nueva Isla Baja S.A.
Santa Cruz de Tenerife.
Christoph Kiessling. Manager of Siam Park.
Javier Redondo. Founder-shareholder of PRAXO Formación y Coaching.
Maria Victoria Cairós. Executive for Innovation of the Chamber of Commerce
David Novillo. Technical Coordinator of the Canarian Sustainable Ocean
Joaquín Soriano. Engineer of GIUR S.L.
of Santa Cruz de Tenerife.
Association.
Jorge Marichal. Chairman of ASHOTEL (Tenerife, La Palma, La Gomera and El
Mario Otero. Director of Airports Grupo Canarias AENA.
Desiderio Gutiérrez. Socio-director of EDEI Consultores and Professor of
Hierro Association of Hotel and Non-Hotel Accommodation) and Owner of
Marisol Bardón. ASHOTEL (Tenerife, La Palma, La Gomera and El Hierro
Marketing at the University of the Laguna.
Marylanza Suites & SPA Hotel.
Association of Hotel and Non-Hotel Accommodation) Training Manager.
Edu William. President of the Cluster of Regional Tourism and Owner
Jorge Rodríguez. Chairman of FECITEN (Federation of Centres of Tourist
Mercedes González. Head of the environment of the Cabildo Insular de
Initiatives).
Tenerife.
José Carlos Hernández. Agent for innovation Tenerife INNOVA.
Miguel Gutiérrez. Head of Senderisla, Aventura y Naturaleza.
39
Nancy Camerbeke. Commercial Manager of Hotel Jardines of Nivaria, Grupo
Adrian Hoteles.
Nayra Lafuente. Executive of the Online Department of Tácticas de
Comunicación y Medios Grupo BC.
Néstor Yanes. Head of the Department of Dissemination and Communication
of the Autonomous Organisation of Museums and Centres of the Cabildo
Oliver Hernández. Architect of GESPLAN (Territorial and Environmental
Planning and Management).
Orlando Pérez. Head of the Technical Service of Tourism and Innovation of the
Cabildo Insular de Tenerife.
Oswaldo Brito. Manager of PROYECTRAN (Proyecciones y Estudios
Transnacionales).
Patricia Delponti. Head of Communication and Image of Loro Parque S.A.
Pedro Rodríguez. Chairman of the Port Authority of Santa Cruz de Tenerife.
Pelayo Suárez. CIDE Executive of the ACIISI (Canarian Agency of Research,
Innovation and the Information Society).
Rafael Dolado. Councillor for Tourism at the Adeje Local Authority.
Ricardo Díaz. Manager of the Office of Transfer of the Results of Research,
OTRI, Vice-Rectorship of research and Transfer of Knowledge and Head of
the Department of Innovation of the University Business Foundation of the
University of La Laguna.
Roberto Konrad. Head of T3 (Tenerife Top Training).
Sergio Moreno. Director Institutional Relations UNESCO Professorship of
Tourism Planning and Sustainable Development of the University of Las
Palmas and Manager of the Institute of Tourism and Sustainable Economic
Development TiDES of the University of Las Palmas.
Tina Sonck. Manager of Canarias Viaja.
Valerio del Rosario. Manager of the business initiative El Cardón
NaturExperience.
Victor Pérez. Island Councillor of the Department of the Presidency and
Revenue of the Cabildo Insular de Tenerife.
Yurena González. Teacher of Sociology of the University of La Laguna.
Yurena Torres. Tourism Executive at the San Miguel Local Authority and
Representative of INFOTEN (Network of Tourist Information Offices of
Tenerife).
40

Review of the Tourism Strategy of Tenerife

Transcription

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