Lisbona TLx14 Marketing Plan 2011 2014

8/3/2019 Lisbona TLx14 Marketing Plan 2011 2014

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2011-2014

strategic marketing plan

for turismo de lisboa

summary

january 2011


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ContentsThk of Lbo 03

shed epoblt 04

A strategic vision for Turismo de Lisboa 05

abto 06

Vo 07

Obetve 08

Potog 11

Lbo foeg ket 15

a evolvg tteg (TLx10 v TLx14) 20

Strategic guidelines 23

Strategic programmes 27

The ebth of eetg ple ptl t qe: The Teeo do Po 29

Bel: The ltl o, e dtt 30

a ew tdd fo the eetg dt 33a fl detto 35

a loe eltohp wth the ve d the oe 36

a ego foed o to: Lbo fo ll 39

Bgg Lbo loe 41

a ve peol toe expeee 43

a ew ppoh to the bd 44

Pootg to 47

Poetg Lbo 48

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Think of Lisbon

Lisbon is one of the most beautiful cities in the world. It is a blend of the past

and the future, celebration and nostalgia, origins and voyages, modernity and

memory, the traditional and the cosmopolitan, unity and diversity all of

which make it unique.

Its river, its light, its neighbourhoods, streets, monuments, people, fado, gastronomy,

cultural life and economic activity are some of the citys other faces with which it

reveals and seduces. Those who have not visited Lisbon want to visit and those who

have visited want to return.

Today, Lisbon is a destination that is increasingly in vogue. We must respond to this

demand by improving every day the quality, innovation, degree and diversity of

our tourism offering.

We want tourism to be one of the primary aims of the city. We know that planning,

strategy, coordination and action are required to achieve this aim. The 2011-2014

Strategic Marketing Plan follows the guidelines dened in the previous Plan, thus

ensuring the achievement of the objectives and sustained growth of this destination.

It also identies the new challenges facing this activity in a global market that is

continually evolving and highly competitive.

Increasing quantity and value, upgrading the experience of visitors and generating

more awareness of the destination are the objectives identied in this new Plan,

which we will pursue with determination in order to place Lisbon top of mind

among European capitals.

With ambition and vision, we must afrm the Lisbon Region as an unrivalled tourist

destination, where every visitor can enjoy a personalised experience that matches their

expectations, desires and tastes. Among the capital cities of Europe, the Lisbon Region

seeks to be ranked among those with the greatest tourist ows. Domestically, it aims

to consolidate its market share and help make Portuguese tourism more competitive.

Bearing in mind the various competencies of Turismo de Lisboa, this new Plan

has been designed according to three approaches: City, Greater Lisbon and Pro-

motional Area. At the City level, in which Turismo de Lisboa has a cooperation

agreement with the Lisbon City Council, its implementation is more comprehen-

sive and developed. In the territory comprising the municipalities of Lisbon, Cas-

cais, Sintra, Mafra and Oeiras (Greater Lisbon), where its duties and competencies

are similar to those of the regional tourism authorities, its responsibilities are

fullled in accordance with the interests of those entities. As regards the Lisbon

Promotional Area (a larger territor y extending from Setbal to Ftima) Turismo de

Lisboas competencies include the international promotion of tourism, under the

aegis of the Agncia Regional de Promoo Turstica.

Reinforcing the positive aspects addressed by its predecessor, the 2011-2014

Strategic Marketing Plan continues the strategy of sustainability while also plan-

ning for the future, looking to new paths and ways to think of Lisbon and the

Lisbon Region.

As Chairman of Turismo de Lisboa, I would like to conrm our commitment to this

new phase of action and to the achievement of these great objectives.

Twenty-rst century Lisbon must continue to open itself up to the world, its pat -

terns, its ows, its changes, its surprises and its demands. The citizens of Lisbon

must be citizens of the world, and the citizens of the world must feel like citizens

of Lisbon.

Antnio CostaMayor of Lisbon


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Shared responsibility

Dynamism, a strategic focus and the ability for innova-

tion are key factors in the development of any sector,

especially ours, recognised in its own right as the major

driving force behind the Portuguese economy.

In order to follow market trends and create distinctive initiatives,

the key players in tourism especially those in the private sec-

tor must adopt a position that is aimed at tourists and meeting

their expectations.

Through greater creativity and by developing the citys tourism

offering, hotels, restaurants, shopping and services, they will

have what the tourist of the 21st century wants, going far beyond

a mere visit: personalised experiences that cannot be replicated

in any other part of the world.

This kind of work can only be carried out in conjunction with pro-

fessional training and awareness-raising activities in the differ-

ent subsectors of our business. Nowadays, these activities are a

regular occurrence and have been shown to have a very positive

impact on the performance of the economy driven by regional

and national tourism.

That is why the future of tourism is a shared responsibility, one

which we must all assume in our drive to achieve individual and

collective success.

Mrio MachadoVice-Chairman of Turismo de Lisboa


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A STRATEGIC VISIONFOR TURISMO DE LISBOA

STRATEGICGUIDELINES

STRATEGICpROGRAMMES

A STRATEGIC VISION FORTURISMO DE LISBOA


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AmbitionThe strategic ambition of the Lisbon Region is to afrm its position among the

most popular European capitals for tourists.

Within the context of national tourism, it seeks to increase its market share in

the domestic market and help make Portuguese tourism more competitive.The 2011-2014 Strategic Marketing Plan for Turismo de Lisboa takes into account

the Strategic ambition and the Vision and value proposal for the destina-

tion. These form the basis of the strategic objectives that have been dened.

With these objectives in mind, we have dened strategies for Markets, Segments,

Products and Brand. The TLx14 identies ten strategic programmes which incorpo-

rate strategic initiatives for marketing when related to image and communications

and for operations and support when aimed at infrastructures, access, tourist

resources, cultural resources and human resources.

2011-2014 Strategic Marketing Plan for Turismo de Lisboa

Strategic ambition

Vision and value proposal

Strategic objectives

Marketstrategy

Segmentstrategy

Productstrategy

Brandstrategy

Strategic programmes

Strategic ambition for the Lisbon Region as a tourist destination

Help make Portugalmore competitive

in the contextof international

tourism

Strengthen itsposition in terms ofattracting tourists

and generatingovernights,

particularly whencompared to identifed

benchmarkregions/cities

Increase its

market sharein the domestictourismmarket


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VisionLisbons value proposal (vision) should be enhanced through elements that reect the incentives and at-

tractiveness that characterise the region and set it apart as a tourist destination. The areas that make up

this value proposal are: Authenticity, Capital Status, Attractiveness, Sensations, Sophistication and Moder-

nity, the Human Element, Unique Historical Importance and Diversity of Experiences.

Caital Status

The HumanElement

Sohistication

and Modernity

Attractiveness

Sensations

Unique HistoricalImortance

Authenticity

Diversity ofExeriences

Vision

Areas to be developed

The Lisbon Region should therefore be: The indisputable seaside capital city, bordered by the river, unique in its

way of welcoming, to be discovered as you wish. A cosmopolitan, open-minded, trendy and authentic capital

city for the qualities of its light and its scenic views. Traditional, contemporary, romantic and spiritual.


STRATEGICGUIDELINES

STRATEGICpROGRAMMES


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ObjectivesThe strategic objectives dened in the TLx14 are in-

tended to bring the citys performance in the area of

tourism closer to European best practices while en-

couraging tourism in the rest of the Promotional Area.

They are also designed to reafrm the value proposal

of this destination.

The strategic objectives fall within three areas of de-

velopment in the tourism sector: increase quantity and

value, upgrade the experience of visitors and generate

more awareness of the destination.

Increase quantity and valueIncrease the number of visitors (rst-time and

repeat visitors) from traditional and emerging

markets, thereby maximising the value they

create for the sec tor.

Upgrade the experienceof visitorsImprove the experience of visitors (tourists

and day-trippers) and their impressions of

a destination with a very diverse offering

(ranging from budget to luxury).

Generate more awarenessof the destinationPlace Lisbon top of mind in the list of the

must-see European capitals by increasing awareness

of the city in the strategically relevant outbound

markets and demand segments.

Clear objectivesFor every strategic objective, there are different

types of scenario for the city of Lisbon, G reater

Lisbon (the area comprising the municipalities

of Lisbon, Oeiras, Cascais, Sintra and Mafra)

and the Promotional Area.


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Objectives for the city of Lisbon: Increase quantity and valueAn increase in quantity and value can be measured by the number of tourist overnights and their average expenditure.

2005 2006 2007 2008 2009 2014e

5.109,2

5.742,06.113,6 5.980,7 5.736,0

1 The accumulated estimates presented include the estimates for 2010.Source: ATL. Analysis: Deloitte

Increase the number of overnightsby Portuguese and international tourists

Evolution in the number of overnights1 in the city of Lisbon

(2005-2014e; thousands)

1.004,4 -377,6

628,1

2007 2008 2009 2014e

125,03135,14

131,41

Increase the average expenditure of Portugueseand international visitors (tourists and day-trippers)

Evolution of the average daily expenditure1 (excl uding

transport) in the city of Lisbon (2007-2014e; thousands)

137,15


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Upgrade the experienceof visitorsUpgrading visitors experience can be

measured according to satisfaction levels.

Generate more awarenessof the destinationIncreased awareness of Lisbon can be

measured by the number of news articles

published in the international media

and the evolution in the total number

of hits on the Turismo de Lisboa website.

Fonte ATL Anlise Deloitte

Maintain satisfaction levels of Portuguese and international visitors (tourists and day-trippers)

2008 2009 2014e

83,2%

90,7%

Evolution in satisfaction levels in the city of LisbonFirst-time visitors (Conrmed my expectations +Exceeded my expectations) (2008-2014e; %)

90,7%

2008 2009 2014e

69,2%62,7%

Evolution in satisfaction levels in the city of LisbonRepeat visitors (Conrmed my expectations +Exceeded my expectations) (2008-2014e; %)

62,7%

Strengthen the international image of the region as a tourist destination among target markets (tourists and day-trippers)

2005 2006 2007 2008 2009 2014e

2.5763.118 3.366

Evolution in the number of news articles appearingin international publications (2005-2014e)

2.2002.162

2.933

2005 2006 2007 2008 2009 2014e

477,81.243,4 1.401,6

Evolution in the number of hits on the Turismode Lisboa website (2005-2014e; thousands)

2.5000,02.206,1 2.154,5

Increase

quantity

andv

alu

e

Increase the number of overnights by Portugueseand international tourists

Increase the number of overnights by Portugueseand international tourists

Increase the average expenditure of Portugueseand international visitors (tourists and day-trippers)

795,700overnights

1,063,700overnights

AAGR09-14e

=0.9%EUR 114.78

Municipalities of Lisbon, Cascais, Oeiras, Sintra and Mafra

Lisbon Promotional Area


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PositioningThe strategic position adopted by Turismode Lisboa is organised into four sequential phases:

Markets, Segments, Products and Brand.

Markets

Segments

Products

Brand

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MarketsThe analysis of the different markets has dened the

following strategic positioning:

SegmentsThe strategy to be followed regarding Segments

should be based on the following analysis:

Age groups from 26 to 55 years who

travel with a partner or with friends are the

ones who contribute the most to generating

overnights in the city of Lisbon for the

identied outbound markets.

Strategy

Growth

Growth

Maintenance

Growth

Strategic markets

Priority markets

Secondary markets

Mature markets

Spain

Germany,France

IItaly, United Kingdomand Ireland

Medium and high--potential markets

Brazil and Spain (niche)

USA, Scandinavia(Sweden, Norway, Finland

and Denmark)

The Netherlandsand Belgium

Russia

Emerging markets

Poland, CzechRepublic, Hungary

Key: Mature markets-Leading markets in international tourism expenditure (only foreig n markets) and generation of overnights in Lisbon Promotio nal Area.Medium and high-potential markets-Markets with high international tourism expenditure which do not represent a signicant number of overnights in the Lisbon Promotional Area.Emerging markets-Markets with high international tourism expenditure and a sig nicant increase, in recent years, in the generation of overnights in the Lisbon P romotional Area.Analysis: Deloitte

Market strategy

1Groups - Includes persons travelling with family or with friends.NB: The segments identied have been taken from the Turismo de Lisboa Motivational Survey.Key: Mature segments - Leading segments in average net disposable income and generation of overnights in the Lisbon Promotional Area.Medium and high-potential segments - Segments with a lower average net disposable income than in mature segments and which do not represent a signicant numberof overnights in the Lisbon Promotional Area.Analysis: Deloitte

Segments

Strategic segments

Priority segments

Secondary segments

Segments

Strategic segments

Priority segments

Secondary segments

Strategy

Growth

Attraction/growth

Maintenance

Maintenance

Strategy

Growth

Attraction/growth

Maintenance

Maintenance

Mature segments

26-35 years36-45 years46-55 years56-65 years

Mature segments

With partner/With friends

Medium and high-potential segments

> 65 years18-25 years< 18 years

Medium and high-potential segments

Households without childrenHouseholds with children

Individual

Work colleaguesGroups1


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ProductsThe strategy for products should be

dened according to the following

table and summary.

Gastronomy and Wine

applies to all products

The following table summarises the

strategy for products in the Lisbon

Promotional Area (LPA) in each out-

bound market along with the degree

of intensity that the promotion of

each tourism product should have in

the various markets.

Strategic products Priority products

ct Bek meetg idt Tog Golfe ce

Products/SupplementalMotivations

Gastronomy and Wine

nautcal Toursm (watersports ad martme-

toursm actvtes)

nautcal Toursm (watersports ad martme-

toursm actvtes)

Tog Tog

ct Bek

s d seHelth d Well-beg

relgo To

Golf

Helth d Well-beg

Golf

redetl To

Key: Strategic products - Leading products as regards degree of maturity, potential for tourism development and generation of overnights in the LisbonPromotional Area. Priority products- Products with a degree of maturity and/or potential for tourism development which is lower than that of strategicproducts, but still signicant, and which have not generated a signicant number of overnights. Analysis: Deloitte

G

G

M

G

Strategicmarkets

Prioritymarkets

Secondarymarkets

Marketstrategy

Strateg

y

ctBek

meetgidt Tog Golf ce

Gtood we

s dse

ntlTo

nteTo

relgoTo

redetlTo

Helth dWell-Beg

Strategic

products

Priority

productsSupplemental products/motivations

NB: The products of Touring and Golf may be supplementary motivations for strategic products.1Includes nautical sports and maritime-tourism activitiesAnalysis: Deloitte

Key:G = Growth; M = MaintenancePromotion effort: High Reduced or None

Spain

Brazil

Germany

France

USA

Sweden

Norway

Finland

Denmark

United Kingdom

IrelandItaly

The Netherlands

Belgium

Russia

Poland

CzechRepublic

Hungary


STRATEGICGUIDELINES

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BrandsBesides the three international brands already included in the Pro-

motional Area Lisbon, Estoril and Ftima Sintra must also be recog-

nised as an international brand for the unique qualities that have

dened its status as the Capital of Romanticism.

The Lisbon brand is the main brand, but not necessarily an umbrella

brand. In certain contexts, tactical brands could be created and jus-

tied, based on the specic nature of initiatives associated with

tourism clusters, products or resources.

Because of its qualities and competencies, Turismo de Lisboa should

be responsible for the joint management of the Lisbon Promotional

Area brands and for all promotional activities abroad.

The Estoril brand should develop its own international promotional

plan to promote the brand and, in terms of tourism products, it

should form part of the plans designed for the LPA.

Estoril. One place.A thousand sensations. The altarof the world Sintra, Capitalof Romanticism

Lisbon

TLx14

Current LPA brands

Estoril Ftima Sintra

International brands


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Lisbon in

the foreignmarketsAchieving the strategic objectives dened increase

quantity and value, upgrade the experience of visi-

tors and generate more awareness of the destination

requires adopting a distinctive position based on out-

bound markets, demand segments, their preferences,

intrinsic characteristics and the products that will be

promoted.

The segmentation and adaptation of a strategic posi-

tion based on the market is designed to achieve the

most effective approach possible by Turismo de Lisboa

and maximise the return on effort and investment

when promoting tourism in the targeted outbound

markets.

What follows is a recommended strategy for each

market according to its relevance to tourism in the

region. A proposal of value is presented, based

on an analysis of the tourist profile and the at-

tributes most valued by each market, along with

the factors that should be communicated in each

outbound market.


STRATEGICGUIDELINES

STRATEGICpROGRAMMES


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Map showing the interaction between the strategic objectives and the areas of Markets, Segments and Products: Strategic and priority markets

Strategic markets

Growth

Spain Brazil

Priority markets

Growth

Germany France USA Sweden Norway Finland Denmark

Market strategy

Key: Promotion effort: High Reduced or None

ct Bekmeetg idtTogGolfcentl To1

Gtoo d Wes d sente To

relgo Toredetl ToHelth d Well-beg< 18 e18-25 e26-35 e36-45 e46-55 e56-65 e> 65 eidvdlWth pte

Hoehold wthot hldeHoehold wth hldeWth fedGopWok ollege

1Includes nautical sports and maritime-tourism activitiesAnalysis: Deloitte

Se

gmentstrategy

Agegrou

Tye

productstrategy


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Map showing the interaction between the strategic objectives and the areas of Markets, Segments and Products: Priority and secondary markets

Priority markets (cont.)

Maintenance

Uk Ireland

Secondary markets

Growth

Italy Netherlands Belgium Russia poland Czech Republic Hungary

Market strategy

ct Bekmeetg idtTogGolfcentl To1

Gtoo d Wes d sente To

relgo Toredetl ToHelth d Well-beg< 18 e18-25 e26-35 e36-45 e46-55 e56-65 e> 65 eidvdlWth pte

Hoehold wthot hldeHoehold wth hldeWth fedGopWok ollege

Se

gmentstrategy

Agegrou

Tye

productstrategy

Key: Promotion effort: High Reduced or None1Includes nautical sports and maritime-tourism activitiesAnalysis: Deloitte


STRATEGICGUIDELINES

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Map showing the interaction between the strategic objectives and the areas of Markets, Segments and Products: Proposal of value (1/2)Having identied the product and segment strategy for each market, we should now identify the elements of the value proposal to be communicated in each market according to

the tourism products to be promoted and the targeted segments.

Strategic markets

Growth

Spain Brazil

Priority markets

Growth

Germany France USA Sweden Norway Finland Denmark

Market strategy

Promotion effort: High Reduced or NoneAnalysis: Deloitte

The Lisbon Region: The indisputable seaside capitalcity, bordered by the river, unique in its wayof welcoming, to be discovered as you wish

Lisbon, a cosmopolitan and open-minded capitalcity, shaped by the discovery of new worlds andunique for its hospitality and multiculturalism

Lisbon, a trendy capital city, with its creativity andimaginative ways of adapting to the latest trends

Lisbon, an authentic capital city for the qualitiesof its light and its scenic views

Lisbon, a traditional and contemporary capital cityfor its fusion of cultures and avours that offersa variety of unique, personal experiences

Lisbon, a romantic capital city for its delightfulretreats, legends and secrets

Lisbon, a capital city of spirituality,peace, and human warmth


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Map showing the interaction between the strategic objectives and the areas of markets, segments and products: Proposal of value (2/2)

Priority markets (cont.)

Maintenance

Italy UK

Secondary markets

Growth

Ireland Netherlands Belgium Russia Poland Czech Republic Hungary

Market strategy

The Lisbon Region: The indisputable seasidecapital city, bordered by the river, unique in its wayof welcoming, to be discovered as you wish

Lisbon, a cosmopolitan and open-minded capitalcity, shaped by the discovery of new worlds andunique for its hospitality and multiculturalism

Lisbon, a trendy capital city, with its creativity andimaginative ways of adapting to the latest trends

Lisbon, an authentic capital city for its sensationsof light and scenic views

Lisbon, a traditional and contemporary capital cityfor its fusion of cultures and avours that offersa variety of unique, personal experiences

Lisbon, a romantic capital city for its delightful

retreats, legends and secrets

Lisbon, a capital city of spirituality, peace,and human warmth


STRATEGICGUIDELINES

STRATEGICpROGRAMMES

Promotion effort: High Reduced or NoneAnalysis: Deloitte


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An evolving

strategy

Analysis: Deloitte

TLx10

According to the TLx10, the marketsto target should be:Strategic markets: SpainPriority markets: United Kingdom,Germany, France, Italy, USA and BrazilMedium and high-potentialmarkets: The Netherlands, Belgium,Ireland, Denmark, Sweden, Norway,Finland, Russia, Japan, China and otherEastern European countries

TLx14

The 2011-2014 Strategic Marketing Plan for Turismode Lisboa considers the following markets:Strategic markets (growth): Spain and BrazilPriority markets- Growth:Germany, France, USA, Finland,Denmark, Norway and Sweden- Maintenance: Italy, United Kingdom, Ireland,The Netherlands, BelgiumSecondary markets (growth): Russia, Poland,Czech Republic and Hungary

Main implications

Although the segmentation used in thestrategic marketing plans cannot be compareddirectly, it can be shown that for the 2011-2014period Turismo de Lisboa should considerthe existence of two strategic markets(Spain and Brazil) rather than one. As regardspriority markets, Turismo de Lisboa may ndit necessary to readjust and/or direct its actionsaccording to new segmentation (the degreeof importance that markets have inthe strategy).

TLx10

No targeted demand segments havebeen specied.

TLx14

According to the 2011-2014 StrategicMarketing Plan, Turismo de Lisboas activitiesshould focus on the tourist segments betweenthe ages of 26 and 55 and who travel witha partner or friends.

Main implications

Turismo de Lisboa should focus its activity not onlyaccording to the new market strategy, but also

according to demand segments with greater relevance

and/or potential for growth at the destination.

Demand segments

Outbound markets

Changes to the previous Strategic Marketing PlanIn broad terms, a new strategic marketing plan requires strategic changes and/or readjustments at various levels.

What follows are key areas of the TLx10 and TLx14, along with needs for change resulting from possible differences

in the strategic drivers of the two plans.


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Principal needs for changeto the TLx10 with respect to tourismproducts and brand

Analysis: Deloitte

TLx10

According to the TLx10, the planof action for tourism products shouldalign with the National StrategicPlan for Tourism, with a specialfocus on City Breaks, the Meetings In-dustry, Golf and Nautical Tourism(including cruises).

TLx14

The 2011-2014 Strategic MarketingPlan should view the products of City Breaks,Meetings Industry and Tourism as strategic.Golf and Nautical Tourism should be viewedas priority.

Main implications

Turismo de Lisboa may have to readjust itsactivities according to the new priority that hasbeen established and to the appearance of newinfrastructures planned for the destination.These include support for nautical sports,the new cruise terminal and changes in theconsumer patterns of tourists.

TLx10

According to the TLx10, the Lisbonbrand strategy should be based onsix fundamental areas and seek tointroduce the concepts of Modernity,Authenticity and Experience as a

supplement to the features of Resorts,History and Human Scale.

TLx14

Turismo de Lisboas 2011-2014 brand strategyis based on the value proposal of Theindisputable seaside capital city, borderedby the river, unique in it s way of welcoming,to be discovered as you wish. Five elementswhich make up this proposal of value havealso been dened, aimed at specic marketsegments and intended to highlight thequalities that can set the destination apartfrom the competition.

Principais implicaes

Brand may be the area in which Turismode Lisboas efforts should involve moresubstantial changes. Broadly speaking, thestrategy shall focus more on each marketand demand segment by appealing to theirmotivations and communicating the mostattractive and distinctive elements.

Brand

Tourism products


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STRATEGICGUIDELINES


STRATEGICGUIDELINES

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Geographic areas where

the strategic initiatives

should be applied

Ftima

Templrios

Lezria

Oeste

Costa Azul

Sintra

Oeiras

Mafra/Ericeira

Cidadede Lisboa

Estoril/Cascais

Micro-centresTLx10

Hto cete Bel Pqe d ne Exo rbeho (rvefot x)

Bx-chdo

alf/ctelo/mo av. Lbedde Bo alto/sto

Key: TLx10 macro-centre Geographic perspectives of the TLx14

Description of the strategic guidelinesIn order to achieve the strategic objectives of the TLx14,

strategic guidelines have been dened for the areas

of Markets/Segments, Products and Brand, which should

guide Turismo de Lisboas actions.


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1.4 Exted tot vege legth of t thogh o-ellg og the vo to podtvlble the Lbo Pootol ae d othe ppleetl eve whh dd vleto the expeee d ee the tfto.

1.5 Develop tot poge d podt tht ede the eol te of the dett o.

Markets/Segments

Products

Strategic guidelines


Strategic objective:Increase the number of visitors (tourists and day-trippers), both rst-time and repeat visitors, from current and emerging markets,thereby maximising the value they create for the sector.

Objective: Increase quantity and valueIn order to increase the number of visitors and maximise

the value they create, the strategy should be aimed at

targeted markets and segments while bearing in mind

the importance dened for each one by seeking to adapt

the offer and organise tourism promotion according to the

prole and preferences of each market and segment.

At the same time, we must try to capture the markets and

segments with the greatest purchasing power and maximise

cross-selling among the various tourism products in the region.

With a view to the sectors economic, nancial and social

sustainability, Turismo de Lisboa should also develop a

range of initiatives that guarantee an increase in average

revenue for the sector, especially in hotels. This would be

achieved through an increase in the occupancy rate and/

or average selling price per room.


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Objective: Generate more awareness of the destination


Strategic objective:Improve the experience of visitors (tourists and day-trippers) and their impressions of a destination with a

very diverse offering (ranging from budget to luxury).

Products

Brand

Markets/Segments

2.1 icrease knowledge about the entire value chain concerning the prole of visitors fromthe vo otbod ket d ded eget.

2.2 Povde oged to offeg tht ee level of eve tht eetthe eqeet of the vo ket d ded eget.

2.3 Povde edble foto d ott d hoptble weloe/ppot tovto o tht eh oe feel lke tze of Lbo.


Strategic objective:Ple Lbo top of d the lt of the t-ee Eope ptl b eg wee of the t otbodket d ttegll elevt ded eget.

3.1 Poote the dttve eleet of the detto odg to tget ket deget b peetg ovtve popol of vle tht ot be eplted elewhee.

3.2 Dene innovative communication strategies by using channels of communicationtht e ppopte to the pefeee of et d potetl vto.

3.3 cete ptehp og tttol/pvte ette d ple the eto tht llow boded deepe kowledge bot the detto d the vlblt of peoled tot poge

Brand

Objective: Upgrade the experience of visitorsUpgrading the experience of visitors, or rather, improving their

experience and impressions of a destination with a vast and

diverse offering (from budget to luxury) will help increase:

Tourist loyalty to the destination by encouraging repeat visits

Awareness of the destination through word-of-mouth

The sector should therefore increase knowledge of the prole

of visitors from the different markets and segments in order to

adapt its offering to their preferences and demands. The tourism

offering (infrastructures, services, tourist entertainment, etc.) at

the destination should aim to satisfy visitors by giving them the

information they need, a model welcome and internationally

renowned service.

The region should consolidate its image as a tourist destina-

tion par excellence, arousing curiosity about visits and creating

awareness of the Lisbon brand.

Turismo de Lisboa should focus on a tourism promotion

strategy based on the main distincti ve elements of the des-

tination while presenting an innovative, attractive value

proposal. The choice of communication channels is essential

in order to ensure its effectiveness and adaptation to the

target segment profile.

Generating more publicity about the destination also requires

that partnerships be created among institutional/private enti-

ties and players in the sector so that they know more about the

destination and act as a means of promoting the region.


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A unique experience

Continuing the development and

growth objectives of the Lisbon

destination, the TLx14 presents ten

strategic programmes. The most

appealing area (Markets/Segments,

Products and Brand) has been

identied for each.

The strategic initiatives could

and should be developed within

one to four years, i.e., between

2011 and 2014.

2011-2014 Strategic marketing programmes for Turismo de Lisboa

Programme1 | The rebirth of a meeting place in a capital city square: The Terreiro do Pao

Programme 2 | Belm: The cultural icon, a museum district

Programme 3 | A new standard for the meetings industry

Programme 4 | A family destination

Programme 5 | A closer relationship with the river and the oceanProgramme 6 | A region focused on tourism: Lisbon for all

Programme 7 | Bringing Lisbon closer

Programme 8 | A very personal customer experience

Programme 9 | A new approach to the brand

Programme 10 | Promoting tourism

The objective of the ten strategic programmes of the TLx14 is to

maximise the awareness and complementary nature of tourism

in the region, where every tourist can enjoy an experience that

meets their expectations.

From the rebirth of the Terreiro do Pao as a meeting point in

a capital city square to Belm, a cultural icon, the region also

demonstrates enormous development potential for the meet-

ings industry. In order to enhance its offer and leverage its posi-

tion, we must implement and ensure the marketing of micro-

destinations (such as Estoril, Tria and Oeiras) located near the

city of Lisbon. The region, also a destination for families, could

expand with the construction of a fun and leisure park.

The relationship with the Tagus River and the Atlanti c Coast must

also be improved by creating the conditions necessary to prac-

tise water sports and by developing a water sports complex in

Algs. Setting up a base for budget airline companies is also

important: this will boost competitiveness and bring the region

closer to outbound markets; it will also provide visitors with ex-

periences, rather than a simple visit to the destination.

The new approach to the brand involves monitoring brand

awareness and tactical brands of the destination. This will be

done by conducting studies to determine the destinations val-

ue and the motivations of the various market segments. The

agreed promotion strategy will be followed and the promotional

focus should be aimed at strategic markets (Spain and Brazil)

and priority markets.


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Programme1The rebirth of a meeting place in a capital city square: The Terreiro do Pao

ObjectivesReinforce the destinations status as a capital city

Upgrade the Baixa and Frente Ribeirinha districts (Terreiro do Pao Ribeira das Naus)

Increase the offering of maritime-tourist activities and cruise line products

The symbol of a capitalUpgrading our tourism offering is the objective of Programme 1, entitled

The rebirth of a meeting place in a capital city square: The Terreiro do Pao.

One of the most beautiful squares in Europe,

the Terreiro do Pao is a symbol of the citys

capital status and a testament to the den -

ing moments in Portuguese history. In order

to better enjoy this square and its relationship

with the Tagus River, we should encourage

urban regeneration in the surrounding areas,

Avenida Ribeira das Naus, Cais do Sodr and

Campo das Cebolas.

Its arcade should also be the object of interven-

tion, with a focus on developing tourist activities.

Investing in cultural spaces, restaurants, es-

planades and other commercial areas and

organising events are also essential to the

development of the Baixa districts potential

for tourism.

Providing a full range of offers required for the

successful operation of the new Lisbon Cruise

Terminal and encouraging the development of

maritime-tourism activities, such as boat cruises

on the Tagus River, are also important. A ships

berth located next to the Terreiro do Pao would

encourage these activities while also serving as

a point where tourists and the river meet.


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Programme2Belm: The cultural icon, a museum district

ObjectivesMaximise the destinations cultural offering

Upgrade the Belm micro-centre

Culture and museumsProgramme 2, dedicated to Belm: The cultural icon,

a museum district, is focused on upgrading its tourism

offering, similar to Programme 1.

With its many monuments, majestic Belm maintains a close connection to

the Tagus River, which gives it the perfect backdrop.

In order to increase awareness of this micro-centre even more, we must

refurbish, upgrade and/or expand its existing cultural facilities, such as the

Museu da Marinha (Maritime Museum) and the Museu de Arte Popular (Mu-

seum of Popular Art). We must also ensure the development of the new

Museu dos Coches (Coach Museum), Museu de Arqueologia (Archaeology

Museum), Fundao EDP Centre for the Arts and the Belm Cultural Centre,

along with other facilities that come together and help make Belm the

cultural icon of the city.

With a view to promoting Belm as the Museum District of the Capital a

comprehensive plan must be developed which includes the creation of a

brand, signage, public areas, transport and the inclusion of various cultural

facilities.


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Programme3A new standard for the meetings industry

ObjectivesMaximise the offering for the meetings industry at the destination

A destination for conferencesGrowth, upgrading and awareness are the targets dened for Programme 3,

entitled A new standard for the meetings industry.

Growth of the meetings industry (MI) product shouldbe based on the competitive advantages of the des-

tination a mild climate, diversity of experiences, the

qualities of its light, picturesque settings and gastro-

nomy, just to name a handful. It should also be based

on the price-quality ratio of its hotels and the quality

of its facilities.

In order to achieve a new standard, we must promote

the construction of a new multipurpose conference

centre capable of hosting large conferences (up to

8000 people) and smaller events. It should comple-ment the regions existing infrastructures and position

Lisbon as one of the key MI destinations in Europe.

If the destination is to continue to develop, it is es-sential that a privileged location be chosen, such as

the Praa de Espanha with its excellent range of ho-

tels (4500 rooms), so that a second, larger conference

centre may be built, while maintaining the existing

centre.

Another offer enhancement strategy would be to le-

verage the this product s positioning and the creation

and marketing of MI micro-destinations located close

to the city of Lisbon, such as Estoril, Tria and Oeiras. It

is also important to create supplemental leisure-busi-ness programmes that encourage tourists to prolong

their stay or return for leisure trips.


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Programme4A family destination

ObjectivesMaximise the offering for entertainment

and leisure at the destination

Encourage the offering aimed at families

Together in LisbonPromoting a theme park with a distinctive

offering is the strategy dened for Programme 4:

A family destination.

The creation of a multipurpose entertainment park capable of wel-

coming up to four million visitors per year will be a major factor of

attraction that is worth promoting.

We should present distinctive, high-quality attractions and provide

complementary facilities that will generate overnights and encou-

rage tourists to extend their average length of stay in the region. It

is also important to have good road and rail access, car parks and

service areas.


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Programme5A closer relationship with the river and the ocean

Objectives Increase the offering of Nautical Tourism (water sports and maritime-tourism)

at the destination

Bring the river and the ocean closer

Closer to the river and the oceanThe focus on growth and upgrading denes the strategy for Programme 5,

A closer relationship with the river and the ocean.

The Tagus River and the Atlantic Coast should be equipped with the conditions to practice water sports.

This initiative involves the upgrading of the Frente Ribeirinha (riverfront area) and the coastal strip, de-

veloping support infrastructures and establishing schools for sailing, kite surng, wind surng and more.

Multipurpose nautical facilities must also be developed which, in addition to meeting the sector s

needs, act as poles of attraction for maritime-tourism activities and water sports. The develop-

ment of a water sports complex in Algs is one such example, along with the installation of more

mooring posts along the Tagus River.

Improving the offering will be an added value in the attraction, promotion and hosting of inter-

nationally renowned events that increase publicity about the destination in the leading target

markets and segments.In addition, a networked system should be created which will ensure connections between the

recreational marinas and docks in the region. We must also, among other things, encourage the

simplication and debureaucratisation of certication for navigators, legalisation of vessels and

licensing of maritime-tourism activities.


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Programme6A region focused on tourism: Lisbon for all

Objectives Improve accessibility to the main sites of tourist interest

Maximise usage of tourist resources with outstanding heritage value

Upgrade all aspects of the destinations tourism offering

Lisbon for allProgramme 6, A region focused on tourism: Lisbon for all, should be developed

according to the areas of growth, upgrading and awareness.

The wealth of tourism offered in the region will reach new levels of pro-

jection by making use of its historical and cultural heritage for tourist ac-

tivities, whether through event hosting or the reconversion of structures

into charm hotels, museums or exhibition spaces. In addition to highlight-

ing their importance in the afrmation of tourism at the destination, this

will maximise the enjoyment of unique experiences, the diversication of

venues and the generation of revenue for their upkeep and conservation.

It is essential to raise awareness among those in charge by issuing

licences for commercial activities at tourist sites and adopting a tourist-

focused position with respect to hours of operation, quality standardsand differentiation of products.

It is equally essential to expand the range of high-quality, distinc-

tive, traditional and authentic products by encouraging the creation of

clusters in historical and/or tourist areas, which would position Lisbon

as a destination with its own brands and products. The creation of

clusters of art galleries, antiques shops, shops of regional products,

delicatessens, old-fashioned chemists, hundred year-old restaurants,

goldsmiths and outdoor markets, among others, would be a factor of

attraction for tourists, visitors and residents alike.

The creation of new themed itineraries and routes, which would include

a wide range of complementary services, is also important.

We must also increase investment in the so-called soft mobility to

key tourist sites by developing tourist routes. Examples include assistedaccess from various tourist points to So Jorge Castle, or from the Largo

do Corpo Santo to the Largo da Academia Nacional de Belas Artes by

means of a panoramic lift/cable car.


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Programme7Bringing Lisbon closer

Objectives Improve air and rail access to the capital

A closer LisbonThe strategy of Bringing Lisbon closer, which

corresponds to Programme 7, is focused on growth.

It is essential to attract a base for budget airline companies

at Lisbon Airport or at a regional air base, which serves the

interests of the destination and increases its competitiveness.We must also focus our efforts on increasing the number and

frequency of connections between Lisbon and the main out-

bound markets by developing partnerships to capture new

routes to the destination.

The terminal station of the Lisbon-Madrid high-speed rail net-

work should be located in the heart of the Portuguese capi-

tal, preferably at Estao de Oriente. In order for this mode

of transport to be successful when compared to air travel, the

maximum duration of the trip should not exceed two hours

and 45 minutes. Lisbon will therefore benet from the competi-tive advantage offered by this connection to Spain, a strategic

outbound market.


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Programme8A very personal customer experience

ObjectivesEncourage a more organised offering and greater creativity on the part of players in the sector

Raise awareness and mobilise the population with respect to the importance of tourism at the destination

Upgrade the tourism offering and urban areas

An unrivalled experienceImproving the experience of visitors is the objective of Programme 8, A very personal customer experience.

We are all hosts of Lisbon. Each one of us must therefore contrib-

ute to a culture of excellence in tourism, helping to satisfy those

who visit us, recommend the destination to potential tourists

and increase international awareness.

Besides encouraging responsibility and pride among city resi-

dents regarding the image that visitors form of Lisbon, we must

make the various players aware of the importance of their par-

ticipation in the process, along with the resulting benets and

returns.

Improving the reception of tourists therefore requires joint ef-fort and focus by a range of players, including residents, hotels,

restaurants, shops, transport, travel agents, cultural facilities and

safety authorities, among others.

Given that we are known for our warmth and a willingness to

interact with tourists, our efforts should continue to focus on

service, quality and creating a brand that provides benets.

Examples of strategies that could be implemented include the

development of a standard customer service programme in var i-

ous tourism subsectors and encouraging the implementation of

a project that guarantees a friendly welcome to all tourists in all

parts of the region.

Great experiences require small details. This is why we must

do our best when welcoming tourists and showing them thatLisbon knows how to receive and how to operate, that it gives

its all, that it is a destination of excellence offering personalised

service.

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Programme9A new approach to the brand

ObjectivesGenerate more brand awareness

Organise a marketing and communication strategy

Jointly manage the destinations brands and promotional efforts

A cutting-edge destinationProgramme 9, A new approach to the brand, is linked to a strategy based on growth,

upgrading and publicity.

This programmes strategy involves monitoring

the awareness of international brands and tacticalbrands of the destination by conducting studies to

discover the destinations value and the motivations

of the various market segments. Determining the

impact and return on investment of promotional

marketing campaigns is essential, as is a strategic

management of the image aimed at markets and

segments while considering the products and im-

age to be promoted.

The destination should be promoted on the basis of a

primary brand Lisbon and three additional internationalbrands: Estoril, Sintra and Ftima. Tactical brands for

programmes, products or clusters should be developed

which set them apart and add value in a given context

(such as GolfeOeste, EriceiraSurf, Belm, Oeiras Work

and After Work, Fernando Pessoa and Santo Antnio).

We must invest in distinguishing the main brand,Lisbon, by focusing on intangible factors such as the

citys qualities of light, its capital status, the sophisti-

cation of an old city (but not antiquated), culture, sea,

authenticity and gastronomy.

The strength of the brand should be guaranteed

through a comprehensive management of the Lisbon

Promotional Area brands and all associated promo-

tional activities. This will be based on a coherent, ex -

ible system that allows and ensures unied actions

while bearing in mind the specic qualities associatedwith Estoril.

Marketing programmes should also be developed

which promote specic tourism products in a compre-

hensive fashion.


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Programme10Promoting tourism

Objectives Increase promotion of the destination

Maintain/increase forms of promotion with a view to sustainability

Organise the marketing and communication strategy

Promoting the destinationGrowth and generating more awareness are the main objectives outlined

in Programme 10 for the promotion of tourism.

The regional promotion strategy will be followed, which willcontinue to ensure that human, material and nancial resources

are maintained.

Promoting tourism should focus on the strategic markets, Spain

and Brazil, and the priority markets, directing investment to the

regions with greater population density, purchasing power and

tendency to travel abroad.

In practical terms, in order to generate more awareness of Lis-

bon and more news articles about the destination, it will be

necessary to increase investment in personalised promotional

activities, specically in public relations, fam trips and presstrips. Particularly in the two strategic markets, the promotional

strategy must be intensied through new distribution channels.

It is also important to increase promotion of the destination

through electronic and social networking channels which

will allow direct contact with the tourist.Developing partnerships with the general and specialised press,

airlines and tour operators, among others, is fundamental in or-

der to take advantage of synergies in tourism promotion and

access to niche markets with high potential.

Strengthening the image of Lisbon is also based on the promotion

of tourism products and resources according to the motivations

and demands of the targeted markets and segments. However,

we must also maintain the degree of investment in image and

promotional material while adapting it to a new reality and

reduce investment in traditional media and ofine publicity.Demand in the various outbound markets should be

segmented. Priority should be given to investment in promo-

tion aimed at target segments, taking their motivations and

preferences into consideration.


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Projecting LisbonA tourist destinations growth and consolidation are pro-cesses that are as difficult as its creation, if not more so.

A forward-looking vision, strategy, sustainability and the

ability to innovate are determining factors in its success.

Lisbon is no exception to this.

In a global society where information travels at the speed of

light and supply exceeds demand, it is as important to have

a distinctive tourism offering as it is to define a strategic

vision that matches the profile of the tourists we seek toattract, one that is based on their preferences and motiva-

tions.

Lisbons continued recognition as a tourist destination par

excellence is both a source of pride and a sign that, in order

to do more and do better, it is essential to possess creativity,

strategy and a strong focus.

Now that we have presented this new plan, we must make

the necessary efforts to have, in 2014, a Lisbon that is better

known and better promoted on an international level.

Lisbon has reached a very high level of recognition. For thatreason, any new step taken to promote the destination will

indeed be a great one.


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The 2011-2014 Strategic Marketing Plan for Turismo de Lisboa can be viewed in it s entirety at www.visitlisboa.comTURISMO DE LISBOA RUA DO ARSENAL, 23 1100-038 LISBON PORTUGAL TEL. +351 210 312 700 [email protected]

Jannuary 2011

Summary of the 2011-2014 Strategic Marketing Plan for Turismo de LisboaStudy conducted by Deloitte Consultores

ParticipantsAHP Associao da Hotelaria de PortugalAHRESP Associao da Hotelaria, Restaurao e Similares de Portugal

ATL Lisboa Convention Bureau/ Gastronomia/ Cultura & Eventos/ Marca/ Lisboa Visitor Bureau/ Touring/ GolfeAPAVT Associao Portuguesa das Agncias de Viagens e TurismoAIP Associao Industrial de PortugalCiturIntervisa Travel ServiceTop AtlnticoTeam QuatroNetviagens (ES Viagens)Turismo EstorilEntidade Regional de Turismo de Lisboa e Vale do TejoCmara Municipal de SintraParques de Sintra Monte da LuaCmara Municipal de LisboaEntidade Regional do Plo de Desenvolvimento Turstico do OesteEntidade Regional do Plo de Desenvolvimento Turstico de Leiria/FtimaCmara Municipal de MafraHotis VIPHotis AltisAccor Hotis

SONAE TurismoHotis HeritageContinental GroupHotis Vila GalHotis RealHotel Dom GonaloGrupo Lena Hotis - Termas de Monte RealHotel SheratonHotel MundialANA Aeroportos de PortugalTAP PortugalAPL Administrao do Porto de LisboaCarris/Carris TurUACS Unio das Associaes do Comrcio e ServiosGrupo Estoril Sol Casino Lisboa e Casino EstorilFIL Feira Internacional de LisboaParque ExpoCCB Centro Cultural de Belm

IGESPAR Instituto de Gesto do Patrimnio Arquitectnico e ArqueolgicoIMC Instituto dos Museus e da ConservaoFundao EDP Museu da ElectricidadeACISO Associao Empresarial Ourm-FtimaEGEAC Empresa de Gesto de Equipamentos e Animao CulturalComisso Vitivincola da Regio de LisboaCulturgestMarina Parque das NaesDavid Lopes RamosJos AvillezPadre Vtor Melcias

AWARDS AND COMMENDATIONSse the TL 10 et to effet Lbo tt to t detto of hoe h ot ed to go d be efoed


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AWARDS

2010European Best Event AwardsOceanic Festival judged the 2nd Best Cultural Event in Europe(November)Prmio Nacional de Opinio Pblica (Brazil)The communications initiative Lisboa Convida, developed

by Turismo de Lisboa in Brazil, was recognised in the 30 thedition of the National Public Opinion Award by the RegionalCouncil of Public Relations Professionals (November)World Travel AwardsWinner, Europes Leading City Break DestinationNominee, Worlds Leading DestinationNominee, Worlds Leading Cruise DestinationEuropean Consumers Choice(European Consumers Association)Best European Destination 2010: Consumers Choice

2009World Travel AwardsWinner, Europes Leading DestinationWinner, Europes Leading City Break DestinationWinner, Europes Leading Cruise Destination

Business Destination Awards 2009(by British magazine, Business Destination)Lisbon Convention Bureau voted best EuropeanConvention BureauICCA (International Congress and Conference Association)Lisbon ranked in 8th place

2008ICCA (International Congress and Convention Association)Lisbon ranks 6th among the most popular citiesto hold congresses

2007IAGTO (International Association of Golf Tour Operators)Best European Golf Destination

REFERENCES

2010Trivago (price comparison and booking website)Lisbon was the third most popular city among Spanishusers between March and AprilLastminute.com (booking website)Lisbon ranks among top 20 destinations for bookingsbetween January and MayThe Telegraph (April barometer)Lisbon is one of the three best European citiesfor price-quality ratioThe Guardian Online (Travel section, June)Lisbon, Recommended City

GoogleTurismo de Lisboa website, www.visitlisboa.com, is featuredas a success story in terms of Internet-based promotion

2009Cond Nast Traveller (British magazine)Awarded 12th place in its annual world rankingMonocle (British magazine)

Lisbon among the worlds 25 best cities to live inFinancial Times (newspaper supplement, How to SpendIt, February)Lisbon recommended as a tourist destinationTripAdvisor.com (American survey)Lisbon identied as one of ve European cities withthe best price-quality ratioCond Nast Traveller (Spanish edition, April)Lisbon recommended as one of the three best touristdestinationsGo Voyage (French travel website, May, survey of travelagents and other specialists)Lisbon ranked at the top of the list of preferencesTravelvideo.com (American website)Lisbon cited as the destination with the bestprice-quality ratio

Lonely Planet Magazine (July)Lisbon cited as the most interesting capital city in EuropeAssociated Press (American news agency, January)Recommends taking holidays in LisbonParis Match magazineSuggests visiting Lisbon

2008ShermansTravel & Yahoo TravelLisbon ranks third among the top ten places to visitin the world (February 2008)IgoUgo travel websiteLisbon ranks second among the top ten cities to visit (June)Best in Travel 2009 (Lonely Planet)Lisbon is listed among the top ten cities to visit for 2009(November 2008)Virtuoso Life Magazine (February)

Recommends visiting LisbonThe New York TimesDedicates a supplement to travels to Lisbon (July)LExpress StylesFrench magazine suggests Lisbon as a getawayfor couples (March)Le Figaro MagazineLisbon voted as its winter destination (October)

2007The New York TimesLisbon voted as the second best destination in the world(December)

se the TLx10 wet to effet, Lbo tt tot detto of hoe h oted to gow d be efoed.reogto of th ted evdet the vo pze wded b the ot petgo tetol ette the toeto d thogh the otle efeee tht the tetol ed hve dedted d ote to dedte to Lbo.The followg e oe h exple.


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Documents

Lisbona TLx14 Marketing Plan 2011 2014