IN TE GRA TION. Review of the Tourism Strategy of Tenerife

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Review of the Tourism Strategy of Tenerife

2012 - 2015

www.webtenerife.com

TE IN

TION GRA

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The involvement of everybody in the integral management of a competitive holiday destination

Renewed A Strategy

Review of the Tourism Strategy of

Tenerife 2012-2015

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 Euro- pean and global tourist scene in which we have been working since then.

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.

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 inter- changeably to refer to the holiday destination. But in reality when we speak now of the tourist destination

we are thinking of something different, of a concept which is much wider and more globalising.

The holiday destination comprises a set of holiday products and services which are offered in a particu- lar 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, equip- ment and resources (natural, cultural, social) of the physical space in which they are located.

But in order for a holiday destination to be consid- ered 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.

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 synchro- nised 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 per- spective of integrated management.

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Review of the Tourism Strategy of Tenerife 2012-2015 Review of the Tourism Strategy of Tenerife 2012-2015

As a result of this approach, the present Tourism Strat- egy 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 tour-

ist areas is intimately linked with the positioning of the Island and its most important products.

> Achieving a greater organisation and coordination in tourist prod-

ucts and services, while at the same time boosting the business class.

> 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.

> Reorienting our promotional tools in search of greater effectiveness

and return on our promotions.

> 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 incorpo-

ration 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 tour-

ism 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 ar-

guments, generating business strategies and involving the resident population in products, services and experiences, to whom, as a uni- fying element, tourism should provide satisfaction and wellbeing.

OB JEC TI VES

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.

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.

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.

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Cont ents

OBJECTIVE 1.Improvement of the tourism space, ensuring competitiveness, quality

and sustainability of the destination according to the positioning of the Island for 9 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

OBJECTIVE 2. Creation, adaptation and improvement of the offer for tourism 13 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

OBJECTIVE 3.Connectivity 17

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

OBJECTIVE 4.Differentiation and effectiveness in tourism promotion 19

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

OBJECTIVE 5.Boost for promotion and communication online 21

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

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 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

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Review of the Tourism Strategy of Tenerife 2012-2015

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

Objectiv e

Since its creation in 2007, the objective of Improvement of Tour-

ism 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, leav- ing 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 Ten- erife.

> Other areas which, due to their proximity or problems, de-

serve 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 admin- istratively.

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.

Tenerife,

an integrated

tourism space

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> 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:

· 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.

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.

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 termi-

nal in Santa Cruz de Tenerife).

> Island roads and motorways: Im-

provement and signage.

> Main icons and most visited areas

of the Island.

> Panoramic viewing points (espe-

cially, the link with the “Tenerife Volcanoes of Life" project).

1.1.4> Actions on the coastline.

A boost to actions with criteria of priority for tourism, as well as mi- nor 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 ob- solete 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 Im- provement 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 renova-

tion plan with the private sector, with commitments for in- vestments.

All activities on the island should be developed

with tourism in mind

Tools and ins

truments f or public-priv at e sect or collabor ation

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.

> Commerce: preparation of a programme

which makes possible the moderniza- tion 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 Is- land Authority (Cabildo).

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Cultur al, ec onomic and social sus tainability

1.4 › Commitment to the

environment and the sustainable development of the Island

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 in-

volvement 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.

1.4.5> Implementing instruments which act as an in- centive 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.

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.

Objectiv e

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Identify public and private

sector leaders on the island as the driving

force for tourism projects

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 particu- lar 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.

> 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 de- partments (footpaths, landscapes, etc.).

2.3 › Invigoration of the business sector and help in the process of development of the products

> Creation of the offer of specialist tourist activities.

> Encouragement of innovative ini-

tiatives which come from the business fabric, with the active support of Turismo de Tenerife.

> Encouragement of business as-

sociations, clusters and product clubs.

> Dissemination of best practices in

the creation and consolidation of tourism products and services.

> Development of channels of com-

munication which are effective and fluid between Turismo de

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 communica-

tions 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.

2.4 › Revitalization of segments of traditional tourist activity on the Island

> Detection of needs for improvements and adaptation of equip- ment 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 pro-

ducts and services suitable for the needs of cruise passengers on the Island.

Differentiation

by enhancing the value of

our key strengths

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3

Gener at e pr of es sional netw orks

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.).

Connectivity

Objectiv e

Connectivity as the backbone of competitiveness

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.

Strategic lines of work:

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.

3.2 › Attracting more cruise stopovers

> Encouragement for a “Cruise & Stay” programme in stra-

tegic 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.

2.5 › Attraction of external financing for the development of tourism products

> 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.

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Objectiv e

Tenerife is headed towards quality tourism

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 technolo-

gies.

> 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 op-

tions in the destination.

> Fomenting and consolidation of the communications plat-

form 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 accord- ance 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.

> Adaptation of the promotional material and the channels to the new positioning of tourism in Tenerife.

> Review 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

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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 fundamen-

tal 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.

Strategic lines of work:

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 pay-

ment 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 ac-

cordance with the target audience identified in the product and marketing strategy of the Island.

4.3 › Organization and participation in events and actions of interest to tourism

> 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.

4.4 › Direct support to the industry in actions of overseas promotion

> Public relations actions with the media sector.

> Direct contact with intermediaries (tour operators and travel agencies).

> Partnership actions with tourist and non-tourist companies.

4.5 › Promotion and consolidation of the communications platform at the destination

> Review and updating of the platform of communication at the desti-

nation:

· 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.

> Consolidation 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.

4.6 › Improvement of training the diversity of options, both in origin and in the destination

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.

4.7 › Effectiveness of the current promotional tools

> Measurement of the results of the actions in the destination.

> Measurement of the results of the actions in origin: loyalty pro-

gramme with the industry.

> Improvement of the performance of promotional instruments.

Targeting

differentiation and effectiveness in tourism promotion

Objectiv e

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6

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.

Knowledge facilitates communication, co-participation and the exchange of interest and needs. It also favours the change of at- titudes 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.

The main changes of orientation of the objective are summari- sed as follows:

> Rebalancing of research centred on traditional subjects (sou-

rce 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.

Strategic lines of work:

6.1 › Strategic monitoring of the supply and demand for tourism

> 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…

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:

> The 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.

Managing T enerif e's communic ation on social netw orks

5.3 › Giving visibility to Tenerife on the 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.

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.

Knowledge of strategic information for

tourism management

Objectiv e

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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

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.

> Progressive integration of new sources of information, which of-

ten 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 dy-

namics of the sector, giving priority to research into the supply of tourist activity, specific segments, etc. Development of an Obser- vatory of Products which acts in a similar manner to the observa- tories 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:

> 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.

Design and development of new sources of information in house.

Contribution of resources.

6.6 › Strategic research approach

> Review of the contents of the existing tools (questionnaires, pub-

lications, 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 informa-

tion 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 infor-

mation which are most often used in analysis to favour flexibility of the information.

> Creation of summaries or synthetic tables of complex informa-

tion: 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 as-

sociates 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 prod-

ucts and activities.

> Development of systems of evaluation and monitoring of strate-

gic objectives and plans of action.

Knowledge as a

management tool for

taking decisions with

less uncertainty

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7

Innovation

as the driving force for tourism

competitiveness

Objectiv e

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.

Strategic lines of work:

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 "Tene- rife volcanes de vida” plans for invigoration (Taste Teneri- fe and Tenerife, volcanoes of life).

> Taking 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. Con-

tinuity of the training project with social networks, "Te- nerife Stream", and encouragement of communication initiatives with the customer at the destination.

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8

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, Turis-

fera, 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 Tu- rística (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.

7.1.3> Collaboration with initiatives of innovation of third parties so as to :

> Contribute knowledge of tourism to those who work with in-

novation on the Island with the aim of aligning their actions to the tourism strategy of the destination (Acciisi, Tenerife In- nova, 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

> 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.

Improvement of the cooperation and coordination of the agents involved in the holiday destination's management

Objectiv e

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.

Strategic lines of work:

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.

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9

Cooper ation t o support tourism and ec onomic de vel opment

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 com-

munity 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.

Involvement and linking of society with tourist activity

Objectiv e

This objective makes a commitment, in this renewed Strate-

gy 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 Turis- mo 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.

Strategic lines of work:

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 Te- nerife 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.

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10

Society

unifies perception of the destination

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:

> Taking advantage of the initiative of the CIT (Cen-

tre 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 distribu- tion of leaflets …

> In relation with the juvenile population, foment-

ing the work of the University of La Laguna (Ex- pertos 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.

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.

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, recor- ding and dissemination of actions, etc.).

Improvement in the professionalization,

qualification and training of the tourist sector

Objectiv e

The tourist sector constitutes the main source of income for Te- nerife, 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.

Strategic lines of work:

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 mat-

ter 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 agree-

ments 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.).

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11

Communicate the same message

Image, positioning and communication

Objectiv e

Great weather, within easy

reach, safe and friendly

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. Whi- le 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 ini-

mitable 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 Te- nerife 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.

Strategic lines of work:

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 rea-

lity of the Island.

> Adaptation of the positioning to the resources and sustaina-

bility of the resources.