GlasGow`s Tourism sTraTeGy To 2016

Glasgow’s Tourism Strategy To 2016
Tourism is one of Glasgow’s biggest industries. In terms of
employment, it ranks alongside Financial Services, Health
and Retail.
Twenty-five years ago, this position would have been unthinkable.
Through continuous investment in both the tourism infrastructure
and marketing, Glasgow has risen to become one of the UK’s top
tourism cities.
In 2005, the city attracted 2.8 million visitors who spent
£700 million.
COUNCILLOR STEVEN PURCELL
LEADER OF GLASGOW CITY COUNCIL
AND CHAIR OF GLASGOW CITY
MARKETING BUREAU
Within Glasgow’s Ten Year Economic Development Strategy,
tourism is identified as a key industry that will help the city
achieve the step change that is necessary to fulfil its ambitions
for the future.
Step change involves a significant shift in thinking. It was
with this mindset that a partnership comprising Glasgow City
Council, Glasgow City Marketing Bureau, Scottish Enterprise
Glasgow and VisitScotland Glasgow set out to produce Glasgow’s
Tourism Strategy to 2016.
The strategy takes account of trends affecting tourism and, in
particular, the need for cities to specialise and differentiate
themselves in order to compete in the global marketplace.
The Glasgow: Scotland with style brand is vital to the city’s
international positioning.
Discretionary business tourism, short breaks and large-scale
events are all seen as presenting the biggest opportunity for growth.
The strategy highlights the importance of Scotland’s new Arena,
the development of the Riverside Museum and the need for
3,000 new premier hotel rooms by 2016.
With an ambitious target of attracting an additional one million
visitors by 2016 – taking the sector into the £1 billion per annum
bracket – the strategy affirms the need for partnership working
on an unprecedented level.
Taking these principles further, there is an expectation that vital
transport links such as the Clyde Fastlink, Glasgow International
Airport rail link and Crossrail solution will be a priority for
transport providers and the Scottish Government alike.
Similarly, the support of the business community in Glasgow
is essential to the success of the strategy and this has been
developed by working with key stakeholders and members of
Glasgow Chamber of Commerce in its development.
This is the most thoroughly considered and widely researched
tourism strategy the city has ever produced, which is exactly
what is needed to create a Glasgow that is as much a place to
enjoy for its citizens as it is for visitors.
Contents
1
VISION
4
2
GOVERNANCE
6
3
MARKET CONTEXT
7
4
IMAGE AND BRAND
10
5
PEOPLE
12
6
PLACE
14
6.1
6.2
6.3
Accommodation
Transport
Information Communications Technology
7
PRODUCT
7.1
7.2
7.3
7.4
7.5
7.6
7.7
Culture, Leisure and Visitor Attractions
Meetings, Conventions and Exhibitions
Architecture
Major Events
Retail
Merchant City
Clyde Waterfront
8
SUSTAINABLE TOURISM 26
9
BUSINESS INNOVATION 28
18
10 RISK MANAGEMENT
30
11 MARKET INTELLIGENCE AND MEASURING PROGRESS
30
APPENDIX
A
Alignment TO a STEP CHANGE FOR GLASGOW
32
B
LOSSARY OF TERMS & LIST G
OF ABBREVIATIONS
34
In line with the city’s economic development strategy,
A Step Change for Glasgow, the key objective is to maximise
economic growth for the benefit of Glasgow’s citizens,
while at the same time creating a more attractive
environment for visitors and investors. The strategy
complements Glasgow City Council’s key objectives and
agenda for social renewal. It also embraces Scottish
Enterprise’s tourism priorities of innovation, product
development, business leadership development, and
destination development. The approach to delivery seeks
to reflect the relationship between the city and the wider
region, in particular the strengthening links with Edinburgh
via closer collaboration.
1 VISION
Our vision
Our shared ambition for metropolitan Glasgow is of
sustained and sustainable growth in the tourism industry
as a contribution to the wealth and well-being of all.
Our vision for Glasgow 2016 is of a leading destination
in key markets offering a unique, dynamic and authentic
experience through the quality of place, product and
service differentiated through the strength of the brand,
Glasgow: Scotland with style.
Ten year priorities
To achieve the vision for tourism, four key priorities have
emerged from a process of research and consultation
with stakeholders and industry representatives.
Not only do they represent the main pillars around
which the strategy and subsequent action plans will be
developed, but they complement and support the broad
themes within Glasgow’s economic development strategy.
Strategic Targets
t o deliver a minimum growth of 60% in tourist
revenue with a target of achieving 80%
g
row tourism-related employment to 40,000
increase
capacity by 3,000 premier hotel bedrooms
The four strategic themes are:
Policy Context
1. Image and Brand: a positive and unique image is a
key influencer.
Glasgow’s Tourism Strategy to 2016 takes advantage of
the favourable national policy environment, the city’s
recent economic growth and higher levels of ambition and
aspiration for Glasgow’s future prosperity and well-being.
2. People: Glasgow’s citizens are the city’s greatest
asset and must benefit from tourism’s growth.
3. Place: place attractiveness, accessibility and
quality of environment are competitive drivers for a
successful tourism destination.
The strategy is closely aligned to key national and city
policy documents.
4. Product: this must be fresh, distinctive, innovative
and appealing to target markets.
Scottish Tourism: The Next Decade – A Tourism Framework
For Change takes a similar long-term approach to tourism
development and sets ambitious targets. As Scotland’s
largest city, and a successful urban destination, Glasgow
has an important part to play in contributing to national
targets through its business and short break tourism
markets. The strategy reflects principal policy initiatives,
including the importance of cities in regional development.
These four themes will be underpinned by the
cross-cutting themes of sustainability, innovation,
collaboration and market research.
Strategic Ambition
Glasgow will be recognised as a leading global tourism
destination with delivery driven through a city-wide
partnership of organisations, institutions and businesses
committed to this single vision.
Strategic Targets
Global tourism is projected to grow at
4% per annum, with Scotland
having set a national target of
revenue growth of 50% by 2015.
Demonstrating Glasgow’s ambition,
the city will deliver a minimum
growth in tourism value of 60%
by 2016, with the objective a
stretch target of 80%. This stretch
target represents a significant
step change in terms of performance.
Achieving 80% growth will mean that in 2016
Glasgow will welcome
four million tourists, equating to an additional one million
tourists compared to 2005, with tourism generating
revenues for the city in excess of £1 billion1.
Glasgow will meet aspirations by building on its current
status and delivering a quality tourist experience
consisting of:
w
orld-class infrastructure
It is projected that up to 9,000 additional tourism-related
jobs will be created as a result of this growth.
‘ must-see’ attractions
c lean, well-maintained and sustainable
public and civic spaces
These increases in volume, value and employment
will be achieved by focusing on a number of drivers
including place quality, connectivity, authenticity, product
innovation, strategic management and targeted marketing.
Other factors will include a continued strong demand
across primary market sectors responding to the brand
proposition. This demand will stimulate a growth in supply
of accommodation of a targeted 3,000 additional premier
hotel bedrooms by 2016, and a continued increase in yield
per consumer as Glasgow moves itself up the tourism
value chain.
s
eamless transport connectivity
e
vents of international significance
fi
rst class service from a well-trained workforce
Increased investment in the city region brand,
Glasgow: Scotland with style, is central to the task
of projecting Glasgow on the world stage as a creative
and highly desirable place to visit. Together with the
infrastructure developments in the pipeline and a more
strategic focus, Glasgow has the capability and drive to
deliver a true step change in tourism performance
by 2016.
A major events strategy, including Glasgow’s bid to
host the Commonwealth Games in 2014, a new
Riverside Museum (above right) and Arena at the
Scottish Exhibition + Conference Centre (below right)
are all key drivers to realising targets.
1 In real terms
Delivery
2 GOVERNANCE
Development of Glasgow’s Tourism Strategy to 2016 has
been led, in partnership with the private sector, by the
four main agencies in Glasgow with a remit for tourism
development (Glasgow City Council, Glasgow City
Marketing Bureau, Scottish Enterprise Glasgow
and VisitScotland).
Glasgow’s Tourism Strategy to 2016 sets out the means
for realising this potential, articulating the city’s shared
ambitions and objectives for the industry during the
coming decade.
Ownership of the strategy lies with the Glasgow Tourism
Strategy Steering Group which will report back to
stakeholders and the Local Economic Forum on progress
against delivery, ensuring synergy with the implementation
of the city’s economic development strategy.
Glasgow’s tourism industry has played a leading role in
the city’s economic growth in recent years, thanks to the
successes of landmark events, such as European City of
Culture 1990, investment in new infrastructure, the growth
in the conference market and improved connections to
mainland Europe and international cities.
Participation in this group by Glasgow Chamber of
Commerce ensures a link to the private sector and will
reinforce the engagement of the industry in the delivery of
the strategy’s action plan.
The new tourism strategy builds upon the achievements
of the Glasgow Tourism Action Plan 2002-2007, recognising
that, although significant improvement has already taken
place since the early 1980s, the transformation is as yet
incomplete. Central to Glasgow’s reinvention, tourism
is one of the sectors offering the potential for achieving
continued growth and for achieving a step change in
overall economic performance.
3MARKET CONTEXT
Volume and Value
Glasgow has grown and developed as a tourism
destination. With over 10,0002 hotel bedrooms, conference
facilities including the Scottish Exhibition + Conference
Centre, a wealth of visitor attractions and strong retail
offering, the city has adapted and developed quickly to
respond to market opportunities.
Tourism is the fastest-growing global economic sector in
terms of foreign exchange earnings and job creation.
Whilst specific world events have resulted in temporary
shifts in travel patterns, they have not resulted in less
travel – according to the United Nations World Tourism
Organization (UNWTO), world tourism is experiencing an
average growth of 4%.
Tourist numbers have increased consistently due to a
combination of powerful marketing and a quality urban
tourism product. The city has demonstrated its ability to
compete with the best on a world stage.
For many years, traditional sun and sea summer holidays
dominated international tourism but this pattern has
changed. Today destinations are competing vigorously to
offer a range of diverse experiences and activities to the
increasingly sophisticated traveller.
In 1995, 1.49 million trips were made by visitors to
Glasgow, generating £263 million in spend. In 2005 the city
attracted 2.8 million trips, with expenditure of £700 million.
Some 29,640 people were employed in tourism-related
activities in Glasgow in 2005, accounting for 7.6% of
all jobs in Glasgow and representing 16.2% of the total
tourism workforce in Scotland.
Some of the key emerging trends which the strategy must
reflect include:
The group’s remit is to:
In moving to a ten year timeline, in line with A Step Change
for Glasgow, the strategy will capitalise on progress to
date and raise the bar in terms of the scale of ambition
and scope of achievement. Within the new economic
strategy, there is a clear statement of intent to create a
step change in Glasgow’s performance and an expectation
that tourism, as one of the city’s recognised specialisms,
will play a prominent role in meeting this challenge to
generate prosperity and create an excellent economic
environment for all.
Today
1. Lead development and implementation of the
Glasgow Tourism Strategy and Action Plan in
conjunction with relevant public and private sector
partners.
L
ifestyle and demographic change: an older
population with more disposable income and more
leisure time
2. Report on progress against delivery to key
stakeholders and the Local Economic Forum.
A
ccessibility: ease of access to an increasing
number of destinations
3. Monitor and measure success using agreed
tracking mechanisms.
C
limate change: greater awareness of the impact of
travel and tourism development on the environment
The strategy will be complemented by a set of action plans
to be developed, reviewed and refined during the coming
decade. These will enable Glasgow to respond to changing
economic and environmental circumstances without losing
sight of the overall vision. Research will be undertaken to
benchmark the city and measure progress against targets.
Visitor Profile
Leisure is the primary reason for visiting Glasgow, with
53% of UK and 48% of overseas visitors coming to the city
for a leisure break. The biggest growth area, however,
in recent years has been discretionary business tourism.
According to International Congress & Convention
Association (ICCA) statistics for 2005, Glasgow is now
33rd in the world for numbers of international association
meetings held and 22nd for the number of international
delegates hosted.
I CT and its application: global access to web-based
information, helping consumers to research, select
and book holidays
C
ompetition: within short break and discretionary
business tourism
England continues to generate the bulk of visitors, and
although the USA represents the single biggest country
of origin for overseas visitors, mainland Europe remains
the primary source of international tourism revenue.
The average length of stay in the city is three nights for
UK visitors and 6.2 nights for those from overseas.
P
ropensity to pay more for experience than goods
G
rowing demand for service-based skills
and quality of service.
Closer examination of the visitor profile shows that
Glasgow enjoys a broad market mix. Short break tourists,
for example, are drawn from a wide range of demographic
age groups. The most recent comprehensive visitor survey
found that 80% of the city’s current tourist base is in the
ABC1 socio-economic bracket, with high aspirational
values and expectations.
KEY STAKEHOLDERS AND THE GLASGOW LOCAL ECONOMIC FORUM
GLASGOW TOURISM STRATEGY STEERING GROUP
Greater
Glasgow Hotels
Association
Tourism, Retail
and
Leisure Group
Glasgow
Restaurateurs
Association
Glasgow’s
Leading
Attractions
2 Glasgow Tourism Accommodation Review 2004/05
Strategic
Major Events
Forum
Current Position
An analysis of Glasgow’s tourism industry helps to highlight priority areas for the strategy to target:
STRENGTHS
WEAKNESSES
B
rand
L
ow level of entrepreneurship
E
ntertainment and nightlife
P
ackaging of experiences
C
ity centre retail offer
L
ack of scheduled direct air services
C
ulture
C
leanliness
A
rchitecture
S
ignage
C
onference facilities
G
aps in transport infrastructure
P
artnerships and joint working
R
esidual image issues
C
ompact
I mage of sector for employment
F
riendly
S
kills and labour shortages
A
ccess to Highlands/Edinburgh/golf
L
ack of 5 star hotel operators
H
E medical and scientific research
C
reative community
I nternational gateway
R
obust risk management process
OPPORTUNITIES
THREATS
C
ontinued brand development
A
ccommodation capacity issues
I ncrease in short break travel
D
ecline in numbers of people flying
N
ew hotel development
D
ecrease in popularity of city breaks
E
xperiential services
Q
uality of visitor experience not equal to that
of competitors
C
ollaboration with Edinburgh and other
surrounding destinations
I nability to match competitor investment
D
eveloping service excellence
L
ack of available labour
A
ttracting large scale events
I nnovative new products and packaging
I ncrease in competition in business
tourism market
W
aterfront regeneration
G
rowing competitor retail offers
D
ifferentiation through unique selling points
F
ailure to deliver key transport projects –
West Coast high speed rail link, airport link,
Crossrail
E
mployment-rich sector
I CT applications
G
reen issues
G
reen issues
Glasgow has been particularly successful in the
discretionary business tourism market, hosting many
International Association meetings, notably in the medical
and scientific sectors. The city’s historic pre-eminence and
continued excellence as a centre for engineering, scientific
and medical achievement has been instrumental in bringing
this about. Glasgow’s distinctive contribution to this
specialist market sector needs to be vigorously supported
and developed, helping it to attract high value-added
conferences as well as influential, international organisations.
The city also offers a strong short break proposition.
This includes an excellent retail offering, the unique
architectural legacy of Charles Rennie Mackintosh,
world-class galleries, diverse visitor attractions and
celebrated nightlife complemented by a year-round
events calendar.
Glasgow’s performance, however, must be viewed against
a general growth in urban tourism. One of the city’s
greatest challenges comes from growing competition from
other city destinations. At a global level, the discretionary
business tourism market is experiencing unprecedented
growth in the supply of facilities. New conference centre
proposals and developments have meant that recent
market entrants such as Liverpool, Dublin, Dubai,
Hyderabad, Gdansk, Valencia, Vancouver, Barcelona
and Rome are vying for the same discretionary business
tourists as Glasgow. As competitors commit significant
resources to enhance their marketing capability, the battle
for share of voice in a crowded marketplace becomes
more intense.
Glasgow recognises the demographic and social changes
taking place in the wider market and continues to develop
authentic and quality visitor experiences for key market
segments. As previous research3 has demonstrated, it will
be important for Glasgow to maintain a wide market base,
with tailored offerings which build on unique products
and areas of competitive strength. Collaboration with
Edinburgh on relevant tourism-related projects, such as
inter-city travel and major events, could enable the cities
to compete more effectively in the global arena.
The UNWTO has identified cultural tourism, short breaks,
international meetings and ecotourism as areas for future
growth. This is good news for Glasgow which is well
placed to take advantage of a strong cultural product, an
established track record in the international meetings
market and a developing reputation as a successful short
break destination.
This competition is just as fierce in the leisure tourism
market, with cities such as Barcelona, Prague, Dublin
and Manchester all strong competitors. Glasgow will
benchmark itself against these and the other top league
cities who take part in the European Cities Tourism Report.
There is also growing international awareness of the city’s
attractiveness as a leisure destination. In 2006 Glasgow
was voted “favourite UK city” by readers of Condé Nast
Traveller and positive press coverage saw the city cited
as a “must visit experience” and “one of the top ten ‘must
see’ up and coming destinations”4. In an expanding global
marketplace, however, the challenge to increase market
share is relentless. It requires the city to present a fresh
and unique identity, focusing on the authentic selling
propositions which make it distinctive and competitive.
Clearly, differentiation is essential and Glasgow needs
to develop and promote a truly unique, quality product
to achieve step change and distinguish itself from its
competitors. The city’s brand, Glasgow: Scotland with style,
reflects consumers’ aspirations and encapsulates the
key values and essence of the city. The commitment to an
overarching brand strategy by all metropolitan partners
is helping to create a citywide platform on which Glasgow
can compete internationally and act as a powerful tool to
differentiate itself in this marketplace.
Achieving this will call for a panoply of assets. These
include continued and consistent branding to help
distinguish Glasgow’s offering; a highly skilled and
professional workforce; world-class infrastructure; easily
accessible products; and user-friendly booking processes.
A successful bid to host the Commonwealth Games in
2014 offers major opportunities for growth.
Tomorrow
Understanding demographics and consumer behaviour
will play a key role in anticipating future tourism trends.
Research suggests that people will be prepared to pay
more for an experience than for goods and that more
money will be spent on recreation. In return, however,
they will be looking for quality, value for money and an
authentic experience. There are a number of factors which
will influence the type of product demanded.
The route to success is exciting yet challenging.
Exploiting these opportunities will require strong
leadership and continued partnership between the public
sector, business community and people of Glasgow.
These will include an ageing
population, greater levels
of discretionary spend,
a lower birth rate and more
fragmented households, all
impacting on how much leisure
time people have and how they
choose to use it.
3 TNS Visitor Survey 2004
4 Lonely Planet and Frommer’s
These, along with the city’s waterfront development and
Glasgow’s strength in the creative industries, are assets
which need to be harnessed and further developed.
4 IMAGE AND BRAND
Glasgow recognises the need to develop and implement
a brand strategy to position and differentiate the city.
A positive and unique image is a key reason why tourists
choose a city for a short break and a convention organiser
selects one destination above another.
The city brand, Glasgow: Scotland with style, is a holistic
communications tool. From education to tourism, retail to
transport, events to investment, the brand will continue to
deliver a consistent and coherent message driving forward
a range of different partner activities on the national and
international stage.
The brand works on both the rational and emotional level,
conveying a unique sense of place. On a rational level,
the brand encapsulates the many physical attributes of the
city, including the legacy of Charles Rennie Mackintosh
and the Glasgow Style; the strength of its cultural
credentials; the history and heritage of the River Clyde and
the visual wealth of the best-preserved Victorian city in
the UK. This is combined with the creative ambiance that
has produced a world-renowned capital of contemporary
music, a city with an unbridled passion for sport and an
intense drive for urban regeneration.
To this, must be added the emotional characteristics of
its citizens with their own distinctive, self-deprecating
humour, genuine friendliness, a cosmopolitan attitude
and a firm belief in fair play.
To stay in Glasgow and to work in Glasgow is to experience
a connection to a city with a unique sense of style.
VisitScotland incorporates the essence of the
Glasgow: Scotland with style brand in its leisure
marketing for the city.
The national brand, Live it, Visit Scotland, is built around
attributes people associate with Scotland – the brand
essence: enduring, dramatic and human – and is captured
in the proposition that a visit to Scotland is such a unique,
powerful and personal experience that it can touch all
the senses. It reflects the renowned character, humour,
warmth and friendliness of the people of the city through
the proposition of Glasgow as “Scotland’s style capital”,
supporting the city brand, Glasgow: Scotland with style.
The delivery of Glasgow: Scotland with style effectively
positions the city’s image in a coherent, consistent way
and is fundamental to ensuring economic success.
10
11
5 PEOPLE
In the tourism industry, people are Glasgow’s greatest asset.
Investment in skills and training and the promotion
of tourism as a ‘first choice’ career is a fundamental
requirement for ensuring the creation of a workforce
capable of meeting tourist needs. Research indicates a
number of trends which cities must respond to.
These include an increased demand for people with
service-based skills and a growing emphasis on the
quality of service delivery. In the tourism industry, perhaps
more so than in any other, high standards of customer
service are essential in order to preserve and develop a
city’s reputation as a visitor destination.
For Glasgow businesses to succeed in an increasingly
competitive tourism marketplace they will need to
demonstrate that they are innovative and visitor-led.
At the same time they must keep striving to improve the
quality of their products, services and processes. This, in
turn, will require inspirational managers and leaders who
nurture and value their staff, a skilled workforce delivering
high quality service in an industry providing first choice
employment and career opportunities.
To reach a point where innovation, visitor focus and service
excellence are realised will require a focus on:
E
ncouraging leadership development in all
aspects of management.
D
eveloping a service excellence culture across all
aspects of the tourist experience.
C
lose partnership between education and industry
to develop high quality people. The partnership
will also capitalise on higher level skills generated
by the city’s further and higher education/research
institutions in tourism. It is essential that the value
and opportunities provided by a career in tourism
are clearly demonstrated in the education sector.
I mproving perceptions of the industry and
establishing tourism and hospitality as a career
of choice.
C
apitalising on the changing labour market to
find new solutions to address skills gaps and
shortages, including the recruitment of
migrant labour.
R
ecruiting the right staff and retaining them
through a culture of personal development,
essential to help Glasgow meet its aim of
world-class service for tourists.
Tourism provides jobs at all levels and targeted growth
will result in additional employment opportunities.
A key strategic objective is to increase employment in
tourism-related jobs from 31,000 to 40,000.
To ensure that tourism and hospitality are regarded as
a first choice career and a first choice route back into
employment, Glasgow must create a strong partnership
between the industry, public sector and education providers.
12
13
6 PLACE
Place attractiveness is an essential factor in giving a city
competitive advantage in a discretionary market. If first
impressions are lasting impressions, Glasgow must be an
accessible, welcoming, vibrant, and physically attractive
city with a unique product which influences the tourist to
return time and again.
In relation to the built environment, features critical to
success include continuing the city’s award-winning public
realm improvements with greater use of pedestrianisation
in key city centre locations, ongoing refurbishment of
historic buildings, removing the blight of vacant sites and
making further improvements to the cleanliness of the city.
The continued importance of high quality public realm
design, particularly in the main tourist areas, should be
recognised, and new public realm developments where
relevant should reflect Glasgow’s heritage.
New visitor orientation and directional signage is required
in the city. Clear, consistent and comprehensive signage is
important to enhance the tourist experience, encouraging
tourists to explore the city, stay longer and spend more.
Of equal importance is a sense of cultural and social
diversity, liveliness, creativity and openness combining to
create the vital city buzz. Encouraging an alfresco culture,
including pavement cafés, markets, shopping and
entertainment will also contribute to Glasgow’s
renewed cosmopolitanism.
To help create pride in the city in the long term will require
local buy-in and involvement of all of Glasgow’s citizens as
proud ambassadors of the city. To that end, Glaswegians
must continue to be mindful and supportive of visitor
needs to maximise the economic contribution to the city
made by tourism-related activity.
Glasgow will be an accessible, attractive and distinctive
destination, with increased high quality accommodation
supply, improved transport connectivity to all markets, and
a leading edge communications network.
14
15
6.1 ACCOMMODATION
6.2 TRANSPORT
In the last seven-year period Glasgow has witnessed
significant growth in the scale and profile of its
accommodation stock. This has increased by 40%
with 69 new accommodation properties including
new-build hotels, self-catering units and commercial
hostel operations. There are now over 10,0005 hotel rooms
available in Glasgow and over 17,0006 rooms in the wider
city region.
To compete effectively in global markets, Glasgow has to
ensure that it is easily accessible by air, rail and road. It
is essential that transport infrastructure is developed and
improved to a standard which can support future visitors’
needs. As visitor numbers grow, a modern, efficient and
extensive integrated transport network must be in place to
provide tourists with the quickest and most direct routes
in and around the city. Moreover, as a job-rich sector,
the tourism industry depends upon an efficient
transport infrastructure to link people with
employment opportunities.
Whilst Glasgow’s budget hotel provision has grown
strongly, there is now a need for a greater number of
rooms at the premium end of the market to help move up
the value chain and attract larger scale conferences. In the
next decade, it is estimated7 that a further 3,000 premier
hotel bedrooms will be required. The city’s efforts should
be focused on growing accommodation stock to create
opportunities and meet these new market requirements.
6.3 INFORMATION COMMUNICATIONS
TECHNOLOGY
A strong and modern communications infrastructure
is a fundamental component to economic success and
competitiveness, and is particularly important for tourism.
Information technology advances have revolutionised the
way people choose to research and book their travel and
holidays, and further quantum leaps in technology are
inevitable during the next ten years.
Glasgow has recently developed an ICT and Wi-Fi Strategy8
and aims to use wireless technologies to support
economic growth, enhance the delivery of public services
and add to the quality of experience of all.
To fulfil its economic potential, however, the airport rail
link must be complemented by a Crossrail solution which
will contribute to the seamless travel experience for
tourists to Glasgow.
Glasgow must provide information technology
infrastructure and content of the highest quality at all
stages of visitor engagement with the city. Glasgow
must deliver flexible and accurate information in a
range of formats to meet customer needs. As the official
destination marketing portal for the city region,
www.seeglasgow.com is a comprehensive information
resource for both the leisure and discretionary business
tourist. The first destination site in the world to facilitate
online conference bidding, the continued strategic focus
on ICT will ensure that this key marketing tool meets the
ongoing needs of customers. The VisitScotland national
tourism sites www.visitscotland.com and
www.visitscotland.com/citybreaks/glasgow also offer
a wealth of information for consumers regarding the
Glasgow tourism product, placing the city in the broader
national leisure and business tourism context.
5 Glasgow Accommodation Review 2004/05
6 Glasgow City Marketing Bureau 2007
7 Glasgow City Marketing Bureau
Glasgow and the city region are served by a
well-developed air, rail and road transport network:
G
lasgow International Airport
G
lasgow Prestwick Airport
E
dinburgh International Airport
T
rain services including; West Coast main line
from the south into Glasgow Central; East Coast
and North lines into Glasgow Queen Street
A
n extensive network of motorways linking
Glasgow to Edinburgh and to key national
destinations
While major investment is required to deliver these
strategic projects, many positive innovations need not
be expensive or difficult to introduce. Through-ticketing,
smart card technology, improved information provision
and integrated tickets for transport and events are all
necessary, as is a clean, safe, sustainable public transport
network. Reducing traffic congestion will contribute to a
clean city and enhance the overall visitor experience.
Businesses must continue to exploit new technologies and
media to make it as easy as possible to book Glasgow
tourism products.
A
large number of bus routes serving
Buchanan Bus Station
S
ubway
C
ommuter rail network.
While overall access is good, more needs to be done to
make Glasgow a world-class, urban tourism destination
with efficient services and sufficient capacity. In addition to
more direct air routes, further investment in inter-city rail
infrastructure and the city’s public transport services will
be required to create a truly integrated transport network
which travellers increasingly have come to expect.
From a strategic transport perspective, this will require
that gaps in infrastructure such as the M74 extension,
Clyde Fastlink, Glasgow International Airport rail link and
fast transport links to the city centre are addressed.
16
Glasgow is currently served by a strong network of
cycle and walking routes and additional and improved
infrastructure will allow tourists to access more of the
city’s attractions in a sustainable way, for example, by
encouraging an increase in river transportation options.
8 Glasgow: 21st Century Wireless City
17
7 PRODUCT
It is vital to make the most of Glasgow’s unique heritage.
A combination of repackaging existing products in
innovative and exciting ways and launching new products
is required to meet changing market expectations.
T
he city enjoys a strong international reputation
as a cultural and leisure destination for tourists.
Glasgow must place its cultural and leisure
attractions at the centre of its visitor offer.
G
lasgow is one of Europe’s leading conference
destinations. In order for the city to maintain its
dominant market position, it is imperative that
proposed developments in the city are delivered.
These include the Arena at the SECC, a significant
increase in bed stock and a substantive growth
in direct air routes.
G
lasgow has a rich architectural legacy with many
examples from the Victorian era complemented
by contemporary iconic buildings. Promoting the
city’s unique heritage as a major visitor attraction
is of key importance.
E
vents are a vital part of the city’s tourism
product. In 2005, eight major events alone
attracted direct expenditure of £6 million from
125,000 attendees. The wide range of events
on offer is designed to add value to the
Glasgow: Scotland with style brand.
G
lasgow is one of the best places to shop in the
UK. In the fast-moving retail environment, it is
essential to make sure that Glasgow retains and
develops its reputation.
T
he River Clyde has up until now been an
under-used asset rather than a visitor attraction.
Considerable public and private investment is
currently transforming the river into an integral
component of the city’s tourism product, with a
dynamic culture attracting people and activity to
the waterfront.
T
he promotion of the Merchant City quarter would
draw upon the area’s existing reputation as a focal
point for creative and cultural industries, building
upon regeneration work which has already taken
place, such as the development of the visual arts
exhibition and production spaces at Trongate 103
and The Briggait.
T
he proximity and importance of Glasgow and
Edinburgh to the national tourism product
presents opportunities for both cities.
Collaborating to Compete is the joint initiative
which aims to develop priority areas including
tourism, connectivity and higher education.
In the tourism industry, there is real scope for the
cities’ visitor and cultural attractions to join forces
to allow them to compete at a higher level.
18
19
7.1 C
ULTURE, LEISURE AND
VISITOR ATTRACTIONS
Gallery has nationally important art and history collections
and a reconstruction of Mackintosh’s own house. The
Mitchell Library is one of the largest public reference
libraries in Europe. Since it was opened in 1877, it has
acquired approximately 1.3 million items. The library is
home to the city archives, a noted collection of works by
Robert Burns and a family history and genealogy centre.
Glasgow’s Cultural Strategy9 emphasises the importance
of enhancing cultural infrastructure and events
programming to enable the city to compete globally,
and gives long-term direction for supporting and
developing culture.
Glasgow’s major museums offer a year-round programme
of high quality exhibitions. Contemporary art is
represented by the Gallery of Modern Art, Tramway and
CCA, reflecting the dynamism of the visual arts scene in
Glasgow which has produced six short listed artists and
two winners of the Turner Prize in the past decade.
In 2005, almost 75% of tourist trips to Glasgow were for
leisure tourism reasons, including holidays, short breaks,
visiting friends and relatives and all other non-business
related travel. These trips were worth £530.6 million to the
city’s economy.
Much of Glasgow’s appeal for tourists stems from the
range, quality and diversity of its visitor attractions.
Glasgow attractions generate over 30% of all visits10
to Scottish visitor attractions, over three million visits11
annually. They contribute to the city’s reputation as a
centre for culture which has existed since the 19th century
and which was reinforced with its designation as the
European City of Culture in 1990. This reputation has been
further enhanced with the creation of new or improved
visitor attractions such as the Riverside Museum, Glasgow
Science Centre, Kibble Palace and Kelvingrove Art Gallery
and Museum which is located in picturesque Kelvingrove
Park, one of Glasgow’s 70 open spaces and parks.
Glasgow is one of the most vibrant music and performing
arts cities in Europe. The Glasgow Royal Concert Hall,
the newly restored City Halls and the Old Fruitmarket
host a broad range of music genres. The theatre scene
in Glasgow is thriving. The Theatre Royal, together with
its sister theatre, The Kings, attracts audiences of over
560,000 annually. The city is home to groundbreaking
performances in the Arches, the Citizens’ and new
venues such as the Tramway, one of Europe’s leading
contemporary visual and performing arts venues.
The city hosts the majority of Scotland’s national arts
companies including Scottish Opera, Scottish Ballet,
The Royal Scottish National Orchestra, BBC Scottish
Symphony Orchestra and the National Theatre of Scotland.
The city’s visitor and cultural attractions play a vital role in
boosting tourist numbers to Glasgow and Scotland.
The Glasgow Conference Ambassador Programme –
a one-stop shop giving help and support to over 2,300
academics, scientists, business people and medics
considering hosting a conference – helps drive major
conventions to the city. In 2005-06, local Ambassadors
secured 89 conferences for the city worth £24 million of
local economic benefit.
As a city destination, leisure and entertainment are
important parts of Glasgow’s tourism product and are key
to creating a lively and animated atmosphere for tourists.
Glasgow has the widest range and largest number of pubs,
restaurants, clubs and related entertainment in Scotland
and is renowned for its nightlife and music scene – in 2006,
the New York Times listed King Tut’s Wah Wah Hut as the
seventh best way to ‘follow your bliss’ in its top 50 places
to visit in the world.
The convention sector is becoming ever more
competitive – China, for example, has plans to build
200 conference centres.
To remain competitive Glasgow must continue to invest in
conference and events infrastructure to build on existing
developments such as:
T
he expansion of the Scottish Exhibition +
Conference Centre (SECC) with a new
12,500-seat Arena.
To grow as a leisure and entertainment centre, Glasgow
must adapt as demographics change and new trends
emerge. The role played by market intelligence is
important, as is the development of new products and
operational methods in response to customer demand.
Tourists now ‘use’ leisure and entertainment differently12,
taking part in several activities in one venue, for example
eating, dancing, sport and having ‘elaborated’ shopping
experiences where retail, eating out and leisure converge.
This ‘use’ of leisure and entertainment will continue to
change over the next decade and Glasgow must be able to
anticipate future demand.
T
he refurbished City Halls and Old Fruitmarket
T
he re-opening of Kelvingrove Art Gallery
and Museum
A
new 400-seat atrium at the Glasgow
Science Centre
The city must play to its strengths and look to identify and
develop specialisms such as international associations,
notably in the medical and scientific sectors where there is
high added-value.
Glasgow has developed strong industry partnerships
including Glasgow’s Leading Attractions, Mackintosh
Heritage Liaison Group and Merchant City Development
Group who work together to improve the product, enhance
the profile and generate increased revenue and
tourist numbers. Strong industry and public
sector partnerships are key to shaping the product
in the future.
At the same time, it must invest further in its Convention
Bureau, the city’s lead body for congress bidding,
and in brand communications to continue
the change in perceptions of
the city.
7.2 MEETINGS, CONVENTIONS
and EXHIBITIONS
The city’s powerful cultural assets are central to Glasgow’s
marketing strategy for the city and vital in growing leisure
tourism in the years ahead. They have been bolstered
by the unprecedented success of Kelvingrove Art Gallery
and Museum and will be further strengthened with
developments at the Briggait and Trongate 103.
10 Visitor Attraction Monitor 2005
11 Visitor Attraction Monitor 2005
Under the guidance of Culture and Sport Glasgow, it is
widely recognised that Glasgow possesses art and cultural
collections of international significance. Glasgow has the
largest Civic Museum Service in the UK with world-class
collections of art, history and natural history in venues
such as the Burrell Collection, Kelvingrove Art Gallery
and Museum and the People’s Palace. During its imperial
heyday, Glasgow amassed the best collections in the UK
outside London of Impressionists and Old Masters, as well
as Scottish Art and Charles Rennie Mackintosh.
The University of Glasgow’s Hunterian Museum and Art
Glasgow is now one of the fastest growing
conference destinations in Europe and has
recently been climbing the ICCA International
Conference League table for the number of
delegate days hosted. In 2006, conference
delegates accounted for one in five rooms sold in
Glasgow and the city can boast more conference
delegate days than any other Scottish city.
12 The Henley Centre
9 Glasgow’s Cultural Strategy 2006, Glasgow City Council
20
21
7.3 ARCHITECTURE
Charles Rennie Mackintosh
The buildings, furniture, designs and artworks of
Mackintosh already provide Glasgow with a unique cultural
tourism advantage in the leisure market, giving the city
national and international profile, akin to that of Gaudi
for Barcelona and Frank Lloyd Wright in Chicago,
and underpinning the city’s brand proposition.
Glasgow enjoys a rich architectural legacy, with its strong
and distinctive built environment at the centre of its
visitor offer.
The city’s strength in architecture and design provide
unique selling points, ranging from the works of
Glasgow’s internationally-renowned artist, architect
and designer Charles Rennie Mackintosh to an enviable
collection of listed places of worship that includes
four cathedrals.
There is still untapped potential to maximise the legacy
of Mackintosh. The original Miss Cranston’s Tearooms
on Ingram Street in Glasgow are currently being
restored to make an important addition to the
Mackintosh product for future public display.
Victorian
Mackintosh attractions alone generate in excess of
380,000 visits per annum13 and the Mackintosh Festival
2006 and legacy marketing should generate 150,000
additional visitors to Glasgow and additional spend of
£7.75m by 2009. The city has the opportunity to capitalise
on its Mackintosh legacy through a long term development
plan. This includes the delivery of the Glasgow School of
Art Conservation and Access project, a targeted marketing
campaign and achievement of World Heritage Status for
The Mackintosh Building at The Glasgow School of Art and
Helensburgh’s Hill House.
Glasgow has some of the finest examples of
Victorian architecture in Scotland, including Alexander
“Greek” Thomson’s magnificent churches, shopping
arcades and mansion houses.
13 Visitor Attraction Monitor 2005
7.4 MAJOR EVENTS
7.5 RETAIL
Glasgow is regarded as one of the UK’s foremost
destinations for festivals and cultural events, most of
which have been an integral part of the city’s civic calendar
for a number of years. There are a myriad of colourful and
lively festivals which not only entertain Glasgow’s citizens
but also attract a wealth of visitors from overseas and
other parts of the UK every year.
Retail is a significant contributor to the city’s economy
and is a major attraction for tourists to Glasgow. The city
has been named as the top destination to shop in the
UK outside the West End of London and is predicted to
retain this position for the next ten years14. There are over
1,500 shops in the city centre which generate £2.4 billion
per annum retail sales turnover15. The city’s core retail
offering comprises Sauchiehall Street, Buchanan Street,
Argyle Street and Ingram Street, with smaller boutique
outlets established in the Merchant City and the West End.
Glasgow has been particularly successful in winning and
staging major sport events of a national and international
stature over the past 20 years. New developments
including the National Indoor Arena and the Velodrome,
aimed at developing sport at a local, regional and national
level, will help significantly to attract international events
and elite athletes.
Targeting events which reinforce the brand proposition
and deliver economic impact is central to strategically
positioning Glasgow on the national and international
stage as a stylish, dynamic and cosmopolitan city.
Events-led strategies are nothing new, but Glasgow will
implement the most up to date thinking on brand-led
events. Events are targeted in specific clusters to reinforce
Glasgow’s unique image: music – for example, Celtic
Connections; arts and culture – Glasgow International
Festival of Contemporary Visual Art; retail – Scottish Style
Awards; restaurants and nightlife – BBC Good Food Show;
sports – UEFA Cup Final 2007; and the built environment
– Glasgow River Festival and the Merchant City Festival.
The city’s Strategic Major Events Forum will ensure that
Glasgow is focused on the co-ordination, development
and bidding for major events in support of the city’s
economic strategy.
Glasgow’s Buchanan Street was placed in the world’s top
ten for the rental charges for retail floor space in 200616,
making it one of the most sought-after shopping locations.
It is important that the city takes action to ensure that it
maintains its competitive advantage as other cities seek
to emulate its success. The development of Buchanan
Galleries and St. Enoch Centre will create an additional
90,000 sq m of retail floorspace.
When selecting which events to bid for, support or
develop, the criteria for evaluation includes the media
exposure they will generate, the economic benefits to the
city, alignment with the brand and the national strategy
developed by EventScotland.
With the Glasgow bid for the 2014 Commonwealth Games,
this area of activity continues to constitute a major focus
for future development. As other facilities are developed
to support the bid, the scope for hosting major sporting
events will grow in strategic importance.
Contemporary
Glasgow was named as UK City of Architecture and Design
in 1999 and is home to The Lighthouse, Scotland’s Centre
for Architecture, Design and the City. The River Clyde
waterfront is being developed with buildings such as
the Glasgow Science Centre, the Glasgow Tower and
Norman Foster’s Clyde Auditorium. It will be further
enhanced with the completion of the new Riverside
Museum, designed by architect Zaha Hadid.
Maintaining Glasgow’s retail strength means investing
in the product, improving and protecting existing city
centre facilities and finding ways of differentiating
Glasgow’s offer from competitor destinations. This could
be achieved, for example, by mixing retail with other
activities, offering customer-led opening hours, securing
a major international department store and at the same
time supporting home-grown talent and encouraging new
boutique-type outlets throughout the city. These would
be complemented by the established shopping ‘quarters’
of Buchanan Street, Merchant City and the West End.
Glasgow’s retail offer must continue to be marketed as
part of the brand, Glasgow: Scotland with style, and a key
strategic goal is the continued strengthening of retail as
part of the city-break proposition.
Glasgow’s iconic landmarks are not only its buildings.
The Finnieston Crane has stood imposingly over the
Clyde since the 1930s and symbolises the city’s
engineering heritage. The city’s newest bridge,
the Clyde Arc, is a striking addition to the riverscape.
14 Experian Retail Ranking 2007
15 Glasgow City Centre Action Plan
16 Cushman & Wakefield Healey & Baker
18
22
19
23
7.6 MERCHANT CITY
7.7 CLYDE WATERFRONT
The Merchant City is the historical heart of Glasgow, home
to Glasgow Cathedral, the Market Cross, the original site
of The University of Glasgow and the grand buildings of
the Merchants that date back to when Glasgow was the
Second City of the Empire. As birthplace of Glasgow’s café
society and home today to galleries, venues and a diverse
range of speciality shopping, the Merchant City is a vibrant
cultural quarter. It has still to realise its full tourism
potential, however, and a priority for the next five years
will be to capitalise on the area’s many assets that include
restaurants, galleries, the City Halls and Old Fruitmarket
and niche shopping to increase tourist footfall.
The River Clyde and the surrounding built environment is a
great example of the city’s commitment to the preservation
of its rich heritage and its ambition to innovate and
embrace the future.
The river has been undergoing a process of regeneration
through a combination of public and private investment.
In 2004-05 the total value of projects and proposals for
regeneration of the river accounted for some £2.8 billion
of potential investment. Not since the height of the
shipbuilding industry on the Clyde has there been so much
interest, investment and activity on and along the river
suggesting that the time is right to grasp the opportunity
and create a major, natural visitor attraction.
There is an ongoing programme for regeneration of
the Merchant City. This investment provides a platform
for tourism development during the life of the
tourism strategy.
Key developments to help grow tourism in this area
would include; conserving and opening significant historic
buildings; continuing to attract speciality, indigenous,
independent operators; exploring opportunities to provide
new visitor attractions, developing cultural spaces
and creating a supportive environment for business
development.
Key developments planned for the waterfront include
a 12,500-seat arena, retail, fastlink transport and new
Riverside Museum. The new museum, which will replace
the current Museum of Transport, will create a more
accessible and environmentally stable home for Glasgow’s
significant transport and technology collections, including
exhibiting some stored materials not currently on public
display as well as allowing the proper representation of
Glasgow’s important maritime history.
There is a growing tourism business base in the area.
By working together there is an opportunity to develop
new and enhanced experiences to attract more tourists
and generate greater spend.
Several important issues need to be addressed if the river
is to fulfil its role as a visitor attraction. Critical factors will
include access and safety as well as developing greater
levels of activity such as festivals and events along and on
the river. Animation of the river has already begun with
the Glasgow River Festival, which attracted 85,000 visitors
in 2007 and is now established as an annual celebration.
There is huge scope, however, to complement and build
upon this success through the use of more river traffic
and a greater variety of activities.
The river and riverside must be clean, safe, attractive
and well-connected to the city centre for the benefit of
pedestrians and boat users, and be marketed cohesively
as one entity, creating a sense of place with which
tourists can identify.
24
25
VisitScotland has set an aspiration for Scotland to become
the world’s first carbon neutral tourism destination.
Glasgow is endeavouring to meet this challenge through
initiatives such as Glasgow City Council’s proposed Carbon
Management Programme to quantify and reduce current
emission levels.
8 SUSTAINABLE TOURISM
Climate change
In recent times, climate change has become a worrying
fact of life. Around the world changing weather patterns
have had catastrophic effects with some of these
phenomena experienced in the UK. Tackling the effects of
climate change is a priority objective, and commitment to
this must be reflected in developing the city’s
tourism infrastructure.
Clean Glasgow
Environmental issues are now a driver for consumer
choice. Maintaining Glasgow’s cultural heritage and
abundant green spaces is essential to delivering
an authentic experience for tourists with minimal
environmental impact. Improving air quality, reducing
vehicle emissions, implementing flood prevention
measures and removing the blight of vacant and derelict
land are long term objectives to which Glasgow is fully
committed. The more immediate problem of litter, graffiti
and vandalism threatens to undermine investment in
the city and has therefore to be given high priority when
considering how to increase place attractiveness, secure
major events and achieve the strategic ambition of
creating an excellent economic environment.
Scottish Tourism: The Next Decade – A Tourism Framework
For Change sets out the objective for Scotland to be
Europe’s most sustainable tourism destination. As stated
in the document, “Sustainable tourism in its purest sense
is an industry which attempts to make a low impact
on the environment and local culture, while helping to
generate income, employment and the conservation of
local ecosystems. It is responsible tourism, which is both
ecologically and culturally sensitive.”
26
Sustainable principles
Profit through sustainability
The tourism strategy views sustainability as a cross-cutting
theme central to all our future actions. In developing
a strong tourism product around, for example, Charles
Rennie Mackintosh and architectural heritage, every effort
should continue to be made to preserve and enhance the
integrity of the city’s historic assets while minimising any
negative impacts on the environment.
Businesses will be encouraged to embrace the Green
Tourism Business Scheme (GTBS). The Scottish
Government has proposed that by 2010, 30% of businesses
who participate in the VisitScotland Quality Assurance
scheme will also be at GTBS entry level or above. The
Sustainable Tourism Partnership will provide support
to Glasgow businesses to help them become more
sustainable and develop their understanding of how their
business practices may affect the environment.
The principles of sustainability should be incorporated
whenever new tourism infrastructure is developed in
the city. These would include energy, waste and water
efficiency as well as the use of sustainable,
locally sourced materials.
It will encourage the adoption of business practices that
are more sustainable in terms of resource efficiency and
environmental impact. Pursuing other achievable
and affordable environmental certification and award
schemes, such as the National VIBES award,
should also be encouraged.
Transport is a contributor to increased levels of CO2,
and the city will consider potential methods of offsetting
the carbon that is generated through travel. Sustainable
transport options, both external and internal, must be
encouraged, building on the success of initiatives such
as the Conference Delegate and Mackintosh Trail public
transport tickets. This is an area which may represent a
positive business opportunity.
Increasingly the tourist will demand that the companies
they deal with have strong environmental credentials.
Adopting robust environmental policies will not only
reduce energy consumption and foster sustainable
methods of working, but will also increase profitability.
27
9 BUSINESS INNOVATION
The tourism industry in Glasgow needs to capitalise
on its assets in ways that will meet the expectations of
discerning travellers and match the best of what is on
offer in competitor destinations around the world.
Scottish Enterprise’s (SE) role in tourism is to encourage
and support innovation in tourism. By building on those
assets that give Scotland and Glasgow a competitive
edge, it will help bring the different elements of the visitor
experience together in a consistent and integrated way.
Glasgow is one of the six key destinations identified by SE
as providing an opportunity to deliver significant growth.
Tourism Revenues 2005
Scotland
£4.2bn
Six Priority Destinations
£2.2bn
Glasgow and Edinburgh
£1.8bn
Glasgow
£0.8bn
Product development and innovation should be
visitor-led and based on sound research. Businesses will
be encouraged to undertake relevant research and to
work closely with the new Tourism Intelligence Unit set
up under Scottish Tourism: The Next Decade – A Tourism
Framework For Change, and implement appropriate
customer feedback mechanisms.
There will be focus on:
N
ew Business Start Up – encouraging the creation
of new businesses in the tourism sector.
I nnovation – tools, resources and support
for tourism businesses to identify market
opportunities, work collaboratively and develop and
implement new business ideas.
P
roduct development – to develop new visitor
products, services and experiences around key
Scottish assets such as the cities’ cultural and retail
offer, food, whisky, and key sports and activities.
B
usiness leadership – providing opportunities for
owners and key staff in businesses to develop their
own knowledge and skills through a programme
of training, master classes, conferences, seminars
and international visits, providing access to UK and
international best practice on key business issues.
Innovation based on visitor needs is vital to all successful
tourism businesses. Companies with the most distinctive,
innovative products have a competitive edge and will
continue to attract and retain visitors. There is a need
for industry and public sector partners to work closely to
deliver a series of initiatives to foster a culture of innovation
in the city.
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29
10 RISK MANAGEMENT
The importance of risk management to ensure effective
delivery of Glasgow’s Tourism Strategy to 2016 is clear.
As part of the action planning process, a risk management
plan will be developed with partner organisations both
locally and nationally. This will ensure a robust and
effective framework is in place to actively manage any
threats which may impact upon the city’s ability to achieve
its targets for tourism growth.
11 MARKET INTELLIGENCE
AND MEASURING PROGRESS
At both the city and individual business level, forecasting,
benchmarking and researching new market opportunities
will be vital in achieving objectives. Standardisation of
methodology and channels for information sharing must
be created.
It is important that city partners, industry and investors
are aware of current market profiles, trends, emerging
opportunities and threats, and use this insight to plan
for the future and maximise returns. It is essential that
this information continues to be shared with other area
tourism partners so that all may be able to reach
the widest possible markets. The tourism industry is a
fast-changing marketplace where good, robust knowledge
is essential to maintain competitive advantage and
drive innovation.
The website resource www.visitscotland.org provides
area statistics, market trends, news, and industry analysis
at a national and local level. Industry should utilise this
and other available resources to ensure the necessary
awareness of current issues and understanding of the
state of the market. As a whole, the city must have a
common picture of its environment nationally and globally
and be able to translate that market knowledge into an
appropriate response.
This will require a performance measurement framework
for all partners, to include such indices as hotel occupancy
and yield, inflow through airports, conference and event
impacts, attraction visits, tourist expenditure, employment
and number of new tourism businesses.
There is also a need to establish ways to quantify and
measure the more intangible impacts of the creative
industries and street-based culture, such as restaurants,
cafés, small galleries and the music scene.
The strategy action planning process will create these
measurable objectives. These will allow the city to regularly
gauge performance against its own targets and competitor
cities, and define the contribution to the national ambition
set out in Scottish Tourism: The Next Decade – A Tourism
Framework For Change.
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31
APPENDIX A Alignment TO a STEP CHANGE FOR GLASGOW
Glasgow’s Tourism Strategy to 2016
Cross Cutting
THEMES
STrategic
THEMES
PRIORITIES
Image & Brand
Glasgow: Scotland with style as the city region brand
A step Change for Glasgow
Build the
Metropolitan
Core
Education at
the heart of
the Economy
Culture of
entrepreneurship
Glasgow – Edinburgh:
collaborating
to compete
Leaders in strategic
area regeneration
Service excellence centre
People
Tourism as first choice career
Leadership development
Improved partnership between education and industry
INNOVATION
SUSTAINABILITY
Seamless transport
Place
COLLABORATION
Increased accommodation capacity
Wi-Fi city centre environment
MARKET
RESEARCH
Reputation as cultural and leisure destination
Leading conference destination
Maximised potential of distinctive built environment
Product
Diverse events and festivals programme
Retain and grow retail position
Development of new visitor quarters in Merchant City and
Clyde Waterfront
32
33
Work for
those without
International
position
APPENDIX B GLOSSARY OF TERMS & LIST OF ABBREVIATIONS
Green Tourism Business Scheme (GTBS)
Scottish accreditation body for tourism businesses.
www.green-business.co.uk/scotland.html
Clean Glasgow Strategy
The aim of the campaign is to make Glasgow a cleaner
place for people to work and everyone to visit.
www.glasgow.gov.uk/en/Residents/CleanGlasgow
ICCA
The International Congress & Convention Association is
the global community for the meetings industry with
870 members. www.iccaworld.com
Crossrail
The project will close the gap over the River Clyde,
allowing for a host of new rail connections to be made
across Strathclyde and the rest of the country.
crossrail.fs-server.com
International Passenger Survey (IPS)
A survey of a random sample of passengers entering and
leaving the UK by air, sea or the Channel Tunnel.
www.statistics.gov.uk
Culture and Sport Glasgow
Responsible for delivering cultural, leisure and outdoor
recreation services in Glasgow. www.csglasgow.org
Scottish Enterprise Glasgow
Glasgow’s economic development agency.
www.scottish-enterprise.com/glasgow
Discretionary Business Tourism
Conference which can choose where to meet.
Strategic Major Events Forum
Chaired by Glasgow City Marketing Bureau with partners
Glasgow City Council, Scottish Enterprise Glasgow,
Glasgow Chamber of Commerce and EventScotland.
The Forum determines strategic development for major
events in the city.
Glasgow 21st Century Wireless City
To fulfil its ambition to be a world-leader, the city
must continue to be at the forefront of ICT investment,
particularly in relation to the telecommunications
environment. There is growing interest in wireless
services and many cities are investing public money
in these technologies. www.glasgow.gov.uk
Trongate 103
Glasgow City Council, in partnership with nine Merchant
City-based visual arts organisations, is leading the
development of a major visual arts centre for the city.
www.trongate103.com
Glasgow City Council
Glasgow’s local authority. www.glasgow.gov.uk
Glasgow’s Leading Attractions
Group of Glasgow’s attractions working together to
identify common goals for the delivery of an enhanced
visitor experience. www.visitgla.com
UNESCO World Heritage Status
United Nations Educational, Scientific and Cultural
Organization, an organisation which is concerned with the
Protection of the World Cultural and Natural Heritage.
www.whc.unesco.org/en/about/
Glasgow City Marketing Bureau
Glasgow’s place marketing agency with the role to position
Glasgow in key national and international markets using
the brand, to create customers and promote sustainable
net economic benefit. Activity comprises development
and implementation of the city brand Glasgow: Scotland
with style; conventions, incentives, events, meetings and
exhibition sales; conference and event accommodation
bookings; event creation, attraction, management and
marketing; public relations; the development of the
website for the city region: www.seeglasgow.com
UNWTO
United Nation’s World Tourism Organization is a
specialised agency leading international organisation in
the field of tourism. www.unwto.org
VisitScotland
VisitScotland is the national tourist agency. Its core
purpose is to maximise the economic benefit of tourism
to Scotland. VisitScotland does this by attracting visitors
to Scotland, providing strategic direction to the industry,
providing information and inspiration to visitors and
potential visitors, providing quality assurance to visitors
and quality advice to the industry, and promoting
partnerships across the wider industry. It is the statutory
lead agency for leisure tourism in Glasgow.
www.visitscotland.org
Glasgow Tourism Accommodation Review 2004/05
Scottish Enterprise’s 2005 audit of tourism
accommodation in the City of Glasgow updates earlier
versions concluded in 1999 and 2001.
www.visitscotland.org
Glasgow Tourism Strategy Steering Group
The partners are: Glasgow City Council, Glasgow City
Marketing Bureau, Scottish Enterprise Glasgow,
Glasgow Chamber of Commerce and VisitScotland.
VisitScotland Quality Assurance
The scheme applies to accommodation, visitor attractions
and other tourism businesses, giving tourists a guide
using a scale of one to five stars to indicate the overall
quality of tourism experience to expect.
www.visitscotland.org
PHOTOGRAPHY: ANDY BUCHANAN, DAVID CLERIHEW, GLASGOW CITY COUNCIL/ZAHA HADID ARCHITECTS, SECC/FOSTER AND PARTNERS, NISBET/WYLIE, SIMPLE, IAN WATSON,
DRS GRAPHICS/GLASGOW CITY COUNCIL, TINA NORRIS, CHRIS CLOSE, CRAIG WATSON. THE WASSAIL BY CHARLES RENNIE MACKINTOSH ©GLASGOW MUSEUMS
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Www.Glasgowtourismstrategy.com
Printed on Revive recycled paper.
PRINTED OCTOBER 2007