Professional Documents
Culture Documents
Tourism
PST
competitiveness.
The is a system
The operational tools of this strategy
are: of ongoing cooperation
• launching Inter-institutional joint between stakeholders in
forums (set up at DG Tourism
of the MiBACT) between central
the tourism sector
governments, local authorities and
Taking part
to plan together
For the first time in Italy, the Strategic The key moments of the process were
Plan for Tourism was drawn up by the States-General of Tourism of
the Standing Committee on Tourism Pietrarsa (October 2015 and especially
Promotion and through joint working April 2016).
sessions with a fully open and
participatory method.
Plan methodology
to the development of the Plan, which
serve as valuable core knowledge and
information for future work.
SPECIFIC TARGETS
These help to achieve the
Overall Targets.
AREAS OF INTERVENTION
These are the areas of operation
to achieve each specific target.
ACTIONS
These are the key strategic initiatives in line with the Plan, which will be part of a yearly
implementation programme, specifying its costs, financial sources and organisational and
management methods.
A world
on the move
In 2015, world tourism saw international
arrivals up 4.4% (1.19 billion) compared
to the previous year, generating a
turnover of approximately 6,500 billion
euro (approximately 10% of global GDP)
with direct employment covering around
108 million jobs (amounting to around
5% of overall employment).
Tourism today
an international growth of around 5%.
This projection – going up until 2030 –
confirms an upward trend of around 4%
per year on average.
The tourists who travel abroad the
The key role of the web in most are the Chinese, Americans and
the growth of the tourism Germans. In 2015, the data for Italians
also saw a growing trend compared to
demand. Holidaymakers previous years.
plan and share their own Modern travellers
experiences first-hand
Similarly to other sectors, tourism is
undergoing an increase in demand
that no longer focuses only on the
destination, but seeks out unique and
sensational trips to transform a holiday
into an experience to be shared and
remembered. The approach to the
market has also seen profound changes;
transactions relating to the sharing
economy in the five key areas
(collaborative finance; private
accommodation; private transport;
domestic services on demand;
professional services on demand) will be
worth an estimated 570 billion euro.
Companies in this sector with the
highest turnover are those relating to
tourism, making up 1% of the global
value. Yet the most important data is the
growth rate, which is over 50% per year.
just think that only one international During the consumption stage (once at
tourist out of ten comes to Italy as part the destination):
of an organised tour and that, besides
planning their own trip, tourists use • 58% use online sources to look up
social networks to become reviewers activities and services
and, in turn, influence the choices of
other travellers. • 40% directly create new content and
share it
The digital revolution has brought about
a change in consumer behaviour, from Future planning must also consider the
the decision stage through to pursuing fact that by 2025, "Millennial" consumers
authentic experiences. will make up half of all travellers
worldwide.
Of all web browsers:
Vision
the sustainable management of natural
and cultural resources, while generating
economic and social benefits for the
local area.
overarching
principles To innovate, specialise and integrate
the country's ameni es
SUSTAINABILITY
ACCESSIBILITY
INNOVATION
Efficient governance to
To boost the tourism system's
compe veness
invest in sustainability,
innovation and To create effec ve and
innova ve marke ng
accessibility
To achieve efficient and par cipatory
governance in the process of draing and
establishing the Plan and tourism Policies
INNOVATION • giving all people the chance to benefit
from tourism, regardless of age or
The topic of innovation covers tourist state of health
destinations, business models,
professional profiles, marketing, • giving tourists the opportunity to fully
communication, pricing and the quality appreciate the beauty and uniqueness
of services and products. of the heritage they are visiting
• redefining the great Italian seaside The overall target is broken down into
"landmarks" and main cities of art as three specific targets corresponding to
"gateways" to other emerging areas. three levels of development for mature,
emerging and new destinations, which
• creating alternative modes of travel can be enhanced and promoted.
(e.g. roads and paths) as tools to
reinforce knowledge of Italy's far- Specific targets
reaching history and heritage
TARGET A
A.1 – MATURE DESTINATIONS
• boosting the attractiveness of To enhance strategic tourist sites
UNESCO sites and cities of culture, and their respective products with an
to place Italy among the European integrated approach
leaders in terms of cities
Putting the area at • making responsible use of natural
In areas with a strong tourist appeal
(mature destinations), the PST aims
the centre settings such as nature parks and
marine parks, mountains and rural
to increase the quality of governance,
cooperation between the institutions,
areas. and public-private partnerships to make
the tourism supply more sustainable,
To innovate, specialise The Plan also aims to ensure a broad, innovative and diverse.
integrated and complementary supply in
and integrate the country's terms of Italy's major destinations and
tourist products (seaside, mountains,
amenities business, outdoors, spas, food and
wine).
cities lies in their status as places that
produce culture, express Italian style and
craftsmanship, and disseminate cultural
and creative industries.
A
To innovate, specialise and integrate the country’s amenities
A.2.4 A.3.4
Support for the national strategy for parks and Harmonisation of tourist information offices
protected areas, rural and inland areas and reception standards
A.2.5 A.3.5
Upgrading the ECST method and processes Support for innovative and creative businesses
(European Charter for Sustainable Tourism in to develop new products
Protected Areas), including the tourist-cultural
supply
This target aims to create favourable Indeed, priority will be given to systemic
conditions to revive the tourism sector actions, such as the management
and specifically: of open data and interoperability of
databases, in order to produce effective
• to promote innovation, digitisation and collaborations between stakeholders
creativity through the use of new technologies.
TARGET B
burdens government is committed to improving
mobility for tourism by setting common
• to strengthen business networks and goals with sector operators and key
supply chains stakeholders, and implementing
strategic-pilot projects to develop a
Competitiveness Specific targets "network of soft mobility" (e.g. cycle
tracks, tourist rail services and paths).
B.1 DIGITAL DEVELOPMENT It will also encourage inter-modality,
To digitise the Italian tourism starting with the main "gateways"
To boost the tourism system of international flows, to ensure the
system's competitiveness areas' "permeability" and to enhance
The Plan's actions will primarily be infrastructural heritage as part of the
geared towards developing new network overall strategy to make the areas
services by full engaging regional and attractive and promote their sustainable
local businesses. With the participation development.
of all stakeholders, the creation of
a "digital ecosystem of culture and
tourism" aims to create the necessary
conditions to bridge the digital divide.
• to reward progress in terms of quality
in the tourism sector through financial
and tax incentives and by providing
organisational and cultural support
for enterprises.
• to encourage integration
between businesses and develop
accommodation network models and
partnerships between business and
public operators to develop a local
systemic supply and reposition Italy's
tourism industry on the international
stage
B.5 - REGULATIONS
To develop a regulatory and
organisational framework that
promotes development
B.3 – SKILLS The perceived image and quality of the
To improve the competitiveness of the
To enhance hospitality skills and occupation must also be improved, for
sector, it is key to have a regulatory
develop know-how in line with market example by reassessing the rules of
framework that can cope with rapid
developments alternating school-work and reviewing
changes in the market, as well as ease
work placements with the involvement
the burden on businesses in terms of
Building hospitality skills also of associations and businesses in the
tax and social security contributions. At
means developing new abilities and sector.
the same time, incentives are needed to
professionalism based on the changing
tackle undeclared work and casual work,
demand. As such, innovative training B.4 – BUSINESSES
and effectively counteract all illegal
methods dedicated to operators must To develop and distinguish tourism
practices.
be disseminated both in the segment businesses
of vocational schools and in higher
education and post-university training. This specific target is divided into two
different strategies:
B
To boost the tourism system’s competitiveness
B.4.4 B.5.4
Developing public-private Tourist visa facilitation
cooperation to improve and
expand the range of tourist
products
B.4.5 B.5.5
Upgrading the system Setting up a national
of incentives to digitalise classification system of
tourism businesses accommodation
B.5.6
Regulations and checks to
tackle improper activities
and unfair competition
The third overall target of the PST is to C.2 – MARKETS
adopt a standardised approach to convey To expand and diversify the supply and
the Italian brand and all its distinguishing markets
values. The Plan prioritises the use of
online tools to attract demand, while Destination marketing will focus
encouraging dynamic management of on markets and products with high
target markets, products and strategies. potential for development in the medium
The marketing Italy adopts must be to long term, and on those that can
differentiated and specialised, based on a reduce seasonality and geographic
portfolio of products and their respective concentration most effectively. Setting
targets, as well as an innovative collection out shared strategies and inter-
and analysis of tourism data. institutional partnerships makes it
possible to implement effective joint
Specific targets activities on 'win-win' terms.
An Italian brand, standardised promotion and Reorganisation of the system for monitoring Setting out common guidelines on publishing
image coordination the supply and demand by developing joint rules for digital conversations on destinations
MAECI-ENIT reports with a view to improving interoperability
C.1.5
DMO Forum
The Plan's governance is based on a In terms of governance, the Plan must
dynamic, multi-level process, whose have reliable statistical data that it
key elements are: the Standing can quickly draw upon to help ensure
Committee on Tourism Promotion efficient decision-making and effectively
in Italy; the participatory platform; address the global trends of the tourism
inter-institutional forums; and tools to system. Information on tourism in Italy
monitor the Plan's progress. Governance is being reorganised using innovative
ensures an ongoing dialogue between technological architecture, an expansion
operators, stakeholders and government of statistical data, the creation of
authorities at various levels. a specific "competitive dashboard"
powered by key indicators, as well as
Specific targets the relaunch of the National Tourism
Observatory overseen by the Italian
D.1. - OPERATIONS National Tourist Board - ENIT.
TARGET D
To promote integrated and participative
management, while constantly updating D.3 – MONITORING
the Plan and encouraging operators To monitor policies and tourism
to make choices with a view to development plans
sustainability and innovation
Governance Close collaboration between institutions
Monitoring will take place through a
"PST monitoring dashboard" which
and participation tools open to uses specific performance indicators
stakeholders in the tourism sector are to assess the effectiveness and
To achieve efficient and required both when drawing up the Plan, efficiency of the strategies and actions
and in the subsequent implementation implemented. This target also serves as
participatory governance and monitoring phases to ensure a "social report" for both stakeholders
when drawing up the Plan ongoing inter-institutional forums with
the Regions and the central government.
and citizens, as well as an "ongoing
improvement and update tool" for the
Plan itself.
D.2 – DATA
To expand the information and
availability of data on tourism in Italy
D
To achieve efficient and participatory governance in the process of drafting and establishing the Plan and
tourism Policies
D.1.1 D.2.1 D.3.1
Permanent inter-institutional forums at Expanding and developing systems to produce Creating a surveillance system on PST’s results
DGTurismo and disseminate tourism-related data and impacts
INTERVENTION
AREAS OF
D.1.2 D.2.2
Creation of a document/IT system on tourism Identifying and implementing relevant indicator
for government bodies systems
D.1.3
Digital communication and exchange systems
to provide guidance and information to
operators
Indicators of the redistribution of flows in areas to be made more attractive through specific activities and programmes
(such as inland Areas or those which Paths cross through)
Change indicators of well-being, quality of life, attractiveness and specialisation of the main Italian tourist destinations
Change indicators of costs for administrative formalities
Change indicators of the proportion of high-end and luxury accommodation
Change indicators of groupings of tourism businesses (consortia, networks, central purchasing groups, etc.) to boost their efficiency and
improve the quality of the services on offer
Change and start-up consolidation indicators for new entrepreneurship in tourism
Training adaptation indicators to develop new skills and professionalism
Number of inter-modal initiatives launched/funded
Change indicators of initiatives to digitalise public tourism promotion services
Change indicators of Italy's tourism brand positioning in major markets and new markets
Change indicators in relation to trends of arrivals/stays for different areas of origin and promotion and marketing policies (*) Non-exhaustive list of the first
Change indicators of Italy's competitive position in the destinations using digital tools, social media and networking set of performance indicators
Change indicators of the adoption of stages 1, 2 and 3 of the ECST by protected areas. used during the observation
period to monitor and assess
Change indicators of average tourist spending in protected areas
the overall effectiveness of
Change indicators of green jobs in the tourism sector in protected areas future actions of the PST.
All onboard
towards one Plan
The implementation of the strategy The standing committee sessions and
described in the PST and the forums are continuing their work to
achievement of the targets lie with update the PST and transform it into
those who have contributed to the Plan yearly implementation programmes.
according to their specific role and
responsibilities.
A constantly
evolving Plan
Credits
Andrea Gnassi, Cristina Grieco, Paolo Rosso and Luciano Sbraga.
Stefano Landi, Fabio Maria Lazzerini,
Giovanni Lolli, Elena Lorenzini, The PST is the result of the work of
Mara Manente, Francesco Morandi, thousands of operators, authorities and
Francesco Palumbo, Antonella Parigi, citizens who have contributed their ideas
Mauro Parolini, Luca Patanè, and proposals.
Gabriella Pecorini, Armando Peres,
Antonio Nicola Preiti, Paolo Rosso, To find out more:
Ugo Soragni, Alessandro Tonetti, www.pst.beniculturali.it
Gianni Torrenti, Elena Vannelli,
Vincenzo Zappino.