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Turismo de Lisboa is created, being an association between the city municipality and the tourism pri

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Title: Turismo de Lisboa is created, being an association between the city municipality and the tourism pri


1
(No Transcript)
2
Turismo de Lisboa is created, being an
association between the city municipality and the
tourism private sector
1997
Its main goal Promote Lisbon as an
international tourism destination.
The timing Huge investments were done for Expo
98 and the image gained would require continuous
efforts.
3
In 2001, Turismo de Lisboa expands its influence
into the Region of Lisbon, with the admission of
the several public bodies in charge of tourism
promotion in the territories around the city
2001
Its main goal To promote Lisbon as an
international tourism destination, not only as a
city, but also as a region.
4
2003
By Portuguese Government decision, Turismo de
Lisboa is appointed as the only institution
responsible for the international promotion of
Lisbons Region
5
2003
A contract, to last between 2004 and 2006, is
settled with the Portuguese Institute for
Tourism, with an action plan and definition of
public financing of those activities.
A second contract, to last another three years
was signed in 2007
6
  • MEMBERS OF TURISMO DE LISBOA (501)
  • 20 Official bodies
  • Lisbon Municipality
  • Other local/regional authorities in tourism (12)
  • 4 Municipalities Loures, Mafra, Oeiras and
    Sintra
  • 1 Tourism Commission VF Xira
  • 2 Tourism Boards Estoril and Ericeira
  • 5 Tourism Regions Leiria/Fátima, Costa Azul,
    Oeste, Ribatejo and Templários
  • Commission of Regional Development of Lisbon and
    Tagus Valley
  • EGEAC Lisbon Animation Company
  • Lisbon Hotel and Tourism School
  • Museums National Institute
  • Heritage National Institute
  • Parque Expo Society
  • Estoril and Sintra Convention Bureau

7
  • MEMBERS OF TURISMO DE LISBOA (501)
  • 9 Business and Professional Associations
  • AHP Portugals Hotels Association
  • AIHP Portugals Accommodation Industrials
    Association
  • AIP Portuguese Industrial Association
  • ANTLITUR National Association of Tourism Light
    Transportation
  • APAVT Portuguese Association of Travel and
    Tourism Agencies
  • ARESP Portugals Association of Restaurants
    and Similar Establishments
  • ARHCESM Regional Association of the Hotels of
    Estoril Coast, Sintra and Mafra
  • Chaves de ouro de Portugal
  • UACS Union of the Commerce and Services
    Associations

8
  • MEMBERS OF TURISMO DE LISBOA (501)
  • 153 Accommodation Units
  • 50 Travel Agents and Tour Operators
  • 26 Animation and Excursions Companies
  • 12 Meeting Venues and PCOs
  • 20 Transport and rent-a-car Companies
  • 96 Restaurants, Clubs, bars and caterers
  • 42 Monuments, Museums and Tourism Equipments
  • 11 Golf Courses
  • 5 Shopping Centres, 11 Gastronomy Wine Shops,
    10 Handcrafts Souvenir Shops
  • 36 Service Suppliers

9
MARKETING STRATEGY
10
1997
  • In 1997, Lisbon accommodation units had
  • 1.7 million arrivals
  • 3.7 million overnight stays
  • a RevPAR of 38.57
  • 9.045 hotel rooms available

11
1998
Turismo de Lisboa sets its first Marketing Plan
for the post Expo 98 period (1999-2002)
  • The basic communication ideas were
  • Human Scale
  • Tradition vs Modernity
  • Integrated Resort

12
1998
How to act ?
  • By tourism segment
  • City Breaks
  • Business Tourism
  • By source market
  • Spain
  • France
  • Italy
  • Germany
  • United Kingdom

13
2000
  • Lisbon has its best year ever
  • 2.2 million arrivals (30)
  • 4.8 million bed nights (30)
  • a RevPAR of 57.30 (48)
  • 10.007 hotel rooms available ( 11)

14
2000-2001
Turismo de Lisboa expands its activities to
Lisbons Region
A new marketing plan is conceived to last until
2005
15
2000-2001
The concept of integrated resort is
developed More emphasis is put into longer stays
Lisboa - So Much, So Close
16
2000-2001
  • New segments are elected
  • Golf
  • Sun Sea
  • Cruises
  • Religion
  • Touring
  • New markets are considered
  • Holland and Belgium
  • Scandinavia
  • USA
  • Brazil

17
2001
  • In 2001, some changes in the environment bring
    consequences to tourism operation
  • September 11th
  • Economy slowdown

Demand for tourism in Lisbon has a contraction
that lasts until 2003.
18
2003
  • Lisbon has its worst year after 2000
  • 2.0 million arrivals (-10)
  • 4.5 million bed nights (-6)
  • a RevPAR of 50.04 (-12)
  • 11.588 hotel rooms available ( 16)

19
2003
By Portuguese Government decision, Turismo de
Lisboa is appointed as the only institution
responsible for the international promotion of
Lisbons Region
20
2003
A contract, to last between 2004 and 2006, is
settled with the Portuguese Institute for
Tourism, with an action plan and definition of
public financing of those activities.
The Marketing Strategy is maintained, but a new
brand and communication policy are set in 2004.
21
2004
A new image, integrated in a national level, is
created for communication activities
22
A new motto
A very personal experience
23
A very personal experience
  • Lisbon Region is about individual experiences.
  • Lisbon Region is so diverse that you are allowed
    to perform your visit according to your personal
    likings.

24
A message expressed in itineraries suggested for
four kinds of people
  • Couples - Celebrate Romance
  • Young Friends - Group Spirit
  • Families - Amusement and Tranquillity
  • Golfing fans - Beyond Golf, Maximum Fun

25
2004
Mainly due to Euro 2004, figures in Lisbon City
recovered in 2004

In the three subsequent years there were
important changes in the environment that were
crucial for growth
26
2005/7
Developments in air transportation low fare
concept
  • January 2005
  • 8 low cost routes
  • E, D, B, DK, N, PL, IRL,

  • Summer 2008
  • 25 low cost routes
  • E, F, GB, D, I, B, N,
  • CH, IRL,RO,PL, A, CZ

E-commerce applied to tourism - both by diy and
by web based travel agents
27
2005/7
EASYNESS TO TRAVEL

28
2004-2007
Until 2007, absolute figures grew significantly
  • 2.8 million arrivals (37)
  • 6.1 million bed nights (35)
  • a RevPAR of 56.58 (21)
  • 14.085 hotel rooms available (13)

29
2006
New Marketing Plan 2007-2010
Concept of tourism centralities Macro
Centralities (within the region) Lisboa Estoril
and Sintra Micro Centralities (within the
city) Baixa/Chiado Historical Centre Belém
Discoveries Parque das Nações EXPO 98 A
connecting axis The Tagus River

30
HISTORY
2007-10
VALUE PROPOSITION
RESORT
HUMANSCALE
MODERNITY

AUTHENTICITY
EXPERIENCE
31
2007
FOCUS IN THE BRAND AND IN PRODUCTS/MOTIVATIONS
Brand , 22 Products , 78 City Breaks,
35 MICE, 23 Golf, 10 Touring, 10

32
2007
FOCUS IN SOURCE MARKETS
Spain - 25 United Kingdom and Ireland,
19 Germany, 16 France, 11 Italy,
8 Belgium/Netherlands, 7 Scandinavia, 5 USA,
4 Russia, 2 Poland, Czech Rep, Hungary, 2

33
OPERATIONAL STRUCTURE
34
Turismo de Lisboa Structure
Board of Directors
General Manager
Observatório
Executive Director for Information and Promotion
Director for Administration and Finance
Visitors Bureau
Convention Bureau
Image and Communication
Membership Relations
Press and PR
Events and Cultural Tourism
Golf
Gastronomy
35
Actions common to all segments
  • Communication Agencies in source markets E, F,
    I, D, GB, NL
  • Participation in the main international trade
    fairs
  • Fam trips with trade professionals
  • Press trips with journalists
  • Advertising Campaigns
  • Partnerships with airport and airline companies
  • Internet site www.visitlisboa.com

36
Specific actions for Leisure Products City
Breaks, Touring and Golfing
  • Partnerships with tour operators
  • Workshops and road shows
  • Sales calls

37
Specific actions for Business Tourism
  • Sales calls
  • Workshops
  • Inspection visits
  • Congresses captivation
  • Marketing Partners in USA, UK and Germany

38
Cultural Tourism, Events and Gastronomy
  • Oceans Festival in August
  • Gastronomy Festival Fish and Flavours in April
  • Cultural itineraries in the website (in execution)

39
TO FINALIZE
40
Whats the use of this model ?
For the public authorities - Better access to
knowledge of the sector - Better decisions -
Better fund allocation - Shared risk in
decision process
For the private sector - Concentration of
promotion efforts - Platform to intervene (and
help to improve public decisions) - facilitated
access on public issues
41
Whats the use of this model ?
For all - A common vision - Shared
responsibility - Resources optimization
42
THANK YOU VERY MUCH
43
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