A Review of the 2020 Strategy The national tourism strategy, TS2020 was launched in 2012 with the ambition “to make Scotland a destination of for a high quality, value for money and memorable customer experience, delivered by skilled and passionate people”.

It helped to define the visitor economy in both leisure and business What has the review revealed? visitor terms and allowed organisations to take a more strategic Since the launch of TS2020, the tourism sector has witnessed approach to the planning and delivery of activity based on a better growth across a number of areas, but most significantly in: understanding of local markets, opportunities and customer demand. • overnight visitor spend - from international visitors in An ambitious strategy particular, with an increase in expenditure in real terms of By 2020 the Scottish tourism sector aims to have: some £250m at the end of 2017 • grown visitor spend by £1 bn in real terms, from £4.5 bn • economic value– this has grown substantially and now in 2011 to £5.5 bn in 2020 contributes an estimated £3.9bn GVA to the Scottish • increased Scottish tourism advocacy score from 25% economy annually to over 50% • employment - the tourism sector now employs 206,000 • increased the average visitor spend from £358.56 in 2011 people in Scotland, equal to around one in 13 jobs across • increased total employment in the tourism industry the country from 185,100 in 2011 • increased total tourism turnover from £6.221m in 2011 • The tourism business base – this has grown strongly in recent years, to over 14,500 businesses. A new approach TS2020 was informed and led by industry, reflecting the sector’s appetite for growth and commitment to developing Scotland’s tourism offer. The strategy is presented in a framework, commonly referred to as the ‘Rocket’ which defines the sector’s target markets Developing Scotland’s assets and identifies Scotland’s tourism assets - five key areas with potential Each asset block developed an action plan early in 2013/14 as a for growth. These were collectively known as ‘asset blocks’, result of TS2020. They also developed their own strategies or and include: Nature and activities’, ‘Heritage and culture’, ‘rockets’ aligned to the national strategy. Nature and Activities, a ‘Business tourism’, ‘Destinations, towns and cities’; and wide ranging portfolio of assets has supported the creation of sub- ‘Events and festivals’. sectoral strategies for , marine tourism and country sports. The strategy has recently been reviewed, and has assessed the Evidence of progress and key deliverables has been most notable contribution which TS2020 has made to the growth of the tourism across the Business Tourism and Heritage and Culture asset blocks. sector, as well as identifying achievements and outcomes.” These groups have regularly met to discuss progress and take A STRATEGY FOR LEADERSHIP AND GROWTH forward planned activities from their action plans and asset block specific strategies.

However, there is evidence of progress and success across all asset BY 2020 , VISION blocks and a number of destinations and cities. This is a result of SCOTLAND IS A DESTINATION OF FIRST CHOICE... action plans and activities being aligned to TS2020 and industry’s understanding of and buy-in to the national strategy. Grow visitor spend through quality to at least £5.5bn by 2020 MISSION Notable examples include: the mobilisation of Marine, Business OUR GROWTH MARKETS Tourism, Cycling and Golf asset blocks. Distant Cousins Near Home Neighbours Turf Emerging Markets Developing Scotland’s assets for the benefit of attracting more tourists has also taken place. Driven by effective partner and

PROVIDING AUTHENTIC EXPERIENCES STRATEGY industry collaboration the NC500 a route of just over 500 miles Nature & Heritage Destinations, Events & Business of stunning coastal scenery across the Highlands and Islands Activities &Culture Towns & Cities Festivals Tourism reached a global audience of 2,300,000,000 in 2017 and has

IMPROVING THE CUSTOMER JOURNEY 85,000 followers on social media. Food & Drink Transport Accommodation The Midlothian and Borders Tourism Action Groups have delivered a number of activities to support businesses to exploit BUILDING OUR CAPABILITIES Marketing & the tourism opportunities presented by the Borders railway and Skills Sustainability Intelligence CAPABILITY surrounding areas.

LEADERSHIP & COLLABORATION The impact on destinations The Tourism Development Framework TS2020 has been very successful in driving aligned implementation Influencing investment: and delivery of activities to develop the visitor experience and boost outlines public and private sector investment worth over tourist numbers at the local destination level. It has directly influenced £16 billion across almost 700 projects that will support each 29 destination-based strategies and action plans that are aligned to part of the customer journey and provide authentic experiences. the national strategy framework, several sub-sector strategies and These include multiple projects relating to digital connectivity, other initiatives, such as the national growth fund agenda and the such as rolling out Superfast Broadband across Scotland’s urban Scottish Thistle Awards. and rural areas, transport connectivity, including the dualling of the A9 and rail improvements between and , and As of 2018, 27 of these 29 strategies are linked to TS2020, and 20 of accommodation and food and drink. these strategies had developed their own ‘rockets’ mimicking the TS2020’s framework for delivery. This reflects the strategy’s appeal and flexibility to drive a variety of organisations and groups’ Raising the quality of the visitor experience, in particular The Tourism Skills Group continues to support the aim of ambitions for their local tourism sector. skills: increasing the quality of the visitor experience in Scotland. Driven Since TS2020’s launch Glasgow and Edinburgh have been two of by a national Tourism Skills Investment Plan examples of initiatives the top performing destinations. , the Highlands and Islands include the expansion of Modern Apprenticeships and World Host and have also performed strongly, in terms of sectoral training to support skills development in the sector. development, visitor numbers and business optimism.

Engaging with the tourism business community Building capacity Despite the disparate and dispersed nature of the tourism sector, The TS2020 mid-term review in 2016 highlighted four national there have been good levels of engagement at all levels of the priorities which have demonstrably been taken forward: industry not evidenced prior to TS2020. A key example of this success has been the development of the national tourism sector Increasing the digital capabilities of the sector: The Digital Tourism Scotland (DTS) programme was launched in 2015. The gathering, growing from a single conference with around 150 programme provides digital support to tourism businesses helping to delegates in 2013 to the Scottish Tourism Month in March 2019 overcome the current skills gaps in the sector and support business reaching an estimated 12,500 attendees across some 25 events. and wider economic growth. In its first three years the programme has supported 5,285 tourism staff and 2,250 businesses in the process. Increasing the leadership capabilities of the sector: The Destination Leadership Programme is funded through Scottish Enterprise and delegate fees, and delivered by Edinburgh Napier University. It has received UK-wide recognition for developing leadership capabilities within the tourism industry, including a 2017 Times Higher Education Leadership and Management Award. Over the first five cohorts to 2018, the programme produced over 100 senior tourism professionals with a Masters level leadership qualification. The rest of this report presents some examples of the strategic approach, activities, opportunities and outcomes influenced by TS2020 and associated with the Scottish tourism destinations of Edinburgh and the Outer , the Golfing sub-sector and the cross-cutting skills programme of Digital Tourism Scotland.

2014 2016 2012 The BTFS group was March established to grow the 2015 First Scottish Tourism Week 2016 2018 June sector by at least an aims to engage over 2020 businesses into the tourism December 27 Scottish destinations Launch of additional £400m October conversation and to 'inspire Scottish country sports link their strategies to TS2020 visitor spend Mid-term review all to achieve the per annum Tourism 2020 tourism strategy launched TS2020 - 20 of these of TS2020 vision' by the Scottish Country have developed their begins Sports Tourism Group own ‘rockets’ (SCSTG)

2012 2019 2015 2017 2019 2013 2015 September 2016 DLP wins a Times Launch of national events 2015 Higher Education January 2019 March March strategy and creation of April Leadership and TS2020 First STA Marine tourism strategy Events and Festivals December New heritage Management Review begins March conference launched by Marine Industry Group Launch of tourism action plan Award Scottish Tourism Tourism Development (EFIG) DTS Programme launched by the Month - reaches Group Heritage Tourism 12,500 attendees Group EDINBURGH THE JEWEL IN THE CROWN

Edinburgh is recognised as a world-class tourism destination and evidence shows it plays a significant role in boosting Scotland’s economy by offering authentic mem- orable experiences to their visitors. Industry leadership and collaboration is at the heart of this success with the Edinburgh Tourism Action Group (ETAG) driving and enabling industry to capitalise on the growth opportunities within the city.

In 2017, Edinburgh attracted 4.26 million visitors, generating £1.48 billion Chinese Tourists in visitor spend for the city economy and supporting an estimated 8,600 Edinburgh is the UK’s second most popular visitor destination for additional FTE jobs. The tourism business base in Edinburgh increased Chinese tourists. With industry partners in Edinburgh, Scottish by 19% between 2011 and 2018, over double the national average. Enterprise has supported the ‘China Ready’ programme, which aims to ensure the destination is well positioned to meet this growing market. 4.26 1.48 19% VisitScotland and Scottish Enterprise have also supported the MILLION BILLION INCREASE VISITORS visitor spend business base Edinburgh China Social Media Project which aims to engage Chinese visitors via innovative online approaches, and has held welcome events for Chinese students, designed to create networks of Chinese Edinburgh Tourism Strategy nationals to study and work in the city. The Edinburgh 2020 Tourism Strategy was launched in 2012 and was ETAG’s ambition is to increase the volume and value of Chinese embraced by the tourism sector, creating a focus for growth based on visitors to Edinburgh and attract Scotland’s first direct flight from the four key objectives set out in the strategy by 2020. Edinburgh is now China. ahead of target in three of its four strategy objectives, namely: • To increase the number of visits to the city by a third; Tourism Innovation In recognition of the fact that the use of data has the potential for real • To increase total expenditure by 3% per annum; impact within the tourism sector, the • To increase the average spend of visitors by 10%. Edinburgh Tourism Innovation Challenge (#ETIC) was launched in 2017. A number of tourism and International Visitors digital experts were recruited to work collaboratively and come up with International visitors to Edinburgh have increased by almost half since innovative solutions to some of Scotland’s tourism sector challenges. 2011, reaching over 2 million visits in 2017 - totalling over 10 million bed As a result, three new businesses formed to provide digital solutions to nights and spending £1 billion. This is almost 63% in terms of volume and travel challenges in Scotland. 45% in terms of value of total international tourism in Scotland for 2017. The substantial growth in new direct international air routes has been key Youth, Student and Educational Travel to delivering this growth. Youth, student and educational travel represents an enormous opportunity for the future growth of the UK travel and tourism industry. Business Tourism Edinburgh is the top UK destination for the youth student travel The annual economic value of Edinburgh’s business tourism is estimated market outside of . #UncoverEdinburgh is an innovative to be in excess of £300 million. In October 2017, Convention Edinburgh digital campaign which uses internationally known key influencers to launched the Make It Edinburgh campaign, which was aimed at raising produce videos content which brings an energised perspective of the global profile of Edinburgh as a Business Tourism destination of choice. Edinburgh to encourage all year-round visitors from this key market.

2016 2018 2019 2012 November 2017 2018 April Edinburgh Chinese July #UncoverEdinburgh January Social Media #UncoverEdinburgh reaches 4.9 million October October Edinburgh Tourism Campaign, launched campaign launched across various social First stage of Development process Strategy launched by ETAG media channels #ETIC17 for the Edinburgh tookplace Tourism 2030 Strategy begins

2012 2019 2017 2018 2016 2014 2017 August September October Edinburgh and South 2018 Midterm review of Make it Edinburgh East City Region The £780m Edinburgh Tourism campaign December Deal given the October Edinburgh tram ETAG Digital Performance Strategy published launched green light project is Solutions for To urism Monitoring Report of launched Conference Strategy published OUTER HEBRIDES A DESTINATION STORY

Situated on Europe’s Atlantic edge, the Scottish Western Isles of the Outer Hebrides, Na h-Eileanan an Iar in Gaelic, are a diverse chain of inter-connected islands with their own unique way of life.

The Outer Hebrides is well known as an area of outstanding natural being leisure tourists, up from 54% in 2013. The 2017 Islands Visitor beauty. Key cultural assets include the prevalence of Gaelic language Survey showed those coming for work or business was 19 per cent and arts such as traditional music. Visitors are also interested in and visiting friends and relatives 12%. With 930 accommodation and crofting. These cultural assets are all key aspects providers, bed stock is up 50% in five years too. The average spend of the Outer Hebrides’ heritage and the islands also boast prominent per capita of visitors was £309, up from £245 in 2013. For leisure archaeological sites such as the Callanish standing stones. Other visitors, the average spend was £344. historical attractions include the Bonnie Prince Charlie Way which Impressive growth influenced and driven by the Tourism offers visitors the opportunity to follow in the prince’s footsteps after Outer Hebrides 2020 tourism strategy and its actions. he fled to the Outer Hebrides following defeat at Culloden. Wildlife is another asset; the Outer Hebrides is a popular destination for birdwatching, and the islands also offer more active pursuits such as cycling, walking and water sports 218,965 £64.5 50% TOTAL MILLION INCREASE total spend Growing the tourism sector VISITORS in bed stock Outer Hebrides Tourism was established in 2014. It is the destination development and marketing group for the Outer Hebrides, an industry body whose membership has grown from some 100 The highlights companies to over 400 in the last five years. Its remit is to develop, The Eat Drink Hebrides Trail launched in 2014 aims to promote promote and sustain the tourism industry in the Outer Hebrides. It locally produced food and drink. The trail allows visitors to provides leadership to Tourism Outer Hebrides 2020, the public/ experience the Outer Hebrides through a waymarked journey of private partnership strategy for the development of tourism. The taste through the islands. There are now 40 company participants strategy IS closely aligned to TS2020 AND identifies 15 strands of on the trail an increase from 15 at the launch. activity and has a main target to grow tourism spend from £53m The Hebridean Way walking and cycling route, launched by Mark in 2013 to £74m by 2020. Key market opportunities arising from Beaumont in 2016, has proved popular with visitors. The Hebridean TS2020’s Asset Block approach, are identified in the strategy are: Way is dual aspect - a 185 mile cycling route from Vatersay to the walking and cycling, Gaelic language and culture, adventure Butt of Lewis and a 156 walking route from Vatersay to Stornoway. and wildlife, marine tourism, tours and trails. 3000 cyclists used the trail last year.

The story so far Marketing the Outer Hebrides has been the main focus of activity The Outer Hebrides tourism market is now worth nearly £65 million in last two years. A refresh of the OH website in 2015 has seen an a year, The latest official figures show an increase of 20 per cent from increase in unique page views grow from 1.2m to 2m last year. £53.5 million in 2013 and almost 90% of the target of £75 million set High profile marketing campaigns in 2018 include OH! an awareness to be achieved by 2020. Tourists are spending a third more per head raising campaign to core visitors hosted in Glasgow’s subway stations. than five years ago. In 2017 there were 218,965 total visitors with 68% ‘Outdoor Hebrides’ targeted a younger audience.

2014 2017 2019 2013 2018 Eat Drink 2015 Value of tourism Virtual Value of tourism Hebrdean Tr ail market grown to 'Team Hebrides' market launched £64.5million 'OH!''awareness come together Outer Hebrides £53.5million raising campaign in website refresh Glasgow subway stations

2013 2020 2018 2014 2019 2018 2016 'Outdoor Hebrides' 2019 June Developing campaign targeting Tourism Outer Hebrides Hebridean Way OHT strategy young people 2020 launched at Launch ofHebridean working towards ‘See Uist Soon' 2030 industry conference Way by cyclist Great Tr ail status campaign launch Mark Beaumont with partner Calmac GOLF AN UNTAPPED OPPORTUNITY?

Golf is a key visitor attraction for Scotland in terms of outdoor and leisure tourism, and Scotland is rightly recognised worldwide as the home of golf.

Golf has been played in Scotland since the 1500s and there are With a closer alignment to TS2020 and Scotland’s Economic Strategy approximately 600 affiliated clubs throughout the country. refreshed objectives focused on: Scotland is synonymous with the game, but there is recognition that • ‘Scotland the Home of Golf’ marketing toolkit use it cannot rest on its laurels in a competitive global market place. • Gathering quality visitor data and sharing market Value to Scotland intelligence The golf industry generated total revenues to the value of • Industry leadership and business engagement £1.171 billion and made a total gross value added (GVA) • Improving the quality of the golf visitor experience contribution to Scottish GDP of £496 million in 2014. • Maximising the opportunities of major golf and Scotland’s highly developed golf tourism and events offering, its industry events worldwide reputation as the Home of Golf and the country’s higher golf participation rate compared with the rest of the UK are cited Making it happen as the key factors in Scotland’s strong overall performance within GTDG partners are undertaking better co-ordinated marketing the UK golf industry. North America and Europe are key overseas and messaging through using the toolkit, and working with The Scottish markets. The golf tourism visitor profile is: 50% from Scotland, 18% Incoming Golf Tour Operators Association to actively promote Scotland as a golf tourism destination. This has included a successful , 19% North America and 9% Europe. ‘meet the buyer’ event as part of the Scottish golf tourism week, for mid-tier courses – where most of the untapped potential exists - to engage with tour operators. Through a concerted effort to gatherricher data, such as the industry 57% 600 £245 barometer to capture performance Golf Tourism is better able to REPEAT VISITS AFFILIATED AVERAGE from overseas visitors CLUBS spend per night evidence delivery against its strategy. This data also helps to clearly identify specific markets for different regions in Scotland. There has also been a range of activity specifically focussed on maximising the potential of high-quality, lesser-known courses in Forecasts for the future are positive and suggests a growing income Scotland, as well as co-ordinating regional activity around major golf stream for clubs at a time when domestic club membership is static. and non-golf events. The strategy for golf Through regional groups such as Golf and The Golf Tourism Development Strategy ‘Driving Forwards Country, an impressive 450 businesses are represented, including Together’ was launched in September 2013 but developed in hotels, attractions and tour operators, as well as clubs themselves. parallel to TS2020. The strategy’s vision is to make Scotland ‘the The Golf Tourism Strategy has galvanised the sector and has helped world’s premier golfing destination’ by 2020. It aspired to provide a to ensure that Scottish Golf and public sector partners have strong clear roadmap for future development, marketing and investment momentum in successfully delivering against its strategy and reflecting in the sector in order to achieve the industry’s mission to grow golf the ambitions of TS2020. visitor revenues from £220m in 2012 to £300m by the end of the decade. The Golf Tourism 2015 2019 Development Group (GTDG), which comprises 2013 eight regional golf groups and other agencies Golf 2017 Strategy launched; GlobalScots Solheim cup Value of Initiative Scottish Design including VisitScotland and Scottish Enterprise, was Golf Industry Masters Conference; study Strategy mid term established to oversee the delivery of the strategy. review

The strategy’s mid-term review in 2017 identified

that golf tourism was on course to exceed its original 2013 2019 targets for visitor revenue – even excluding the 2018 2016 2014 2017 impact of the Ryder Cup, at some £286m. As a Successful Solheim Support for portfolio Cup bid; of Scotland's result the target was Scottish Golf annual international December revised upwards to achieve World Golf Delivery of Scottish Tourism Week golf events Business Forum; Golf Tourism launch visitor revenues of £325m by 2020. Ryder Cup Industry Barometer (2018) Exploiting the Opportunities of Digital Tourism

The rapid development of digital technology brings innovation in to tourism, but it also means that visitor expectations are higher and constantly evolving as technology develops.

Increasingly, visitors and potential visitors expect to be able to Partnership working at its best digitally access information, book their accommodation, activity The programme is delivered by six partner organisations. and travel, access peer to peer reviews and more. To remain internationally competitive the Scottish tourism sector needs to adapt to make use of digital technologies that can meet visitor experience expectations at every stage of the process. The Tourism Scotland 2020 strategy highlighted the importance of the sector acquiring digital skills for all businesses.

This formed the rationale behind the Digital Tourism Scotland (DTS) programme. Launched in 2015 it sought to provide digital support to tourism businesses that could help to overcome the current skills gaps in the sector and support business and wider economic growth. Scottish Enterprise is responsible for developing the programme Digital skills required for the tourism business content and trainers, VisitScotland leads on developing the → Digital marketing programme website and its content plan, marketing and → Data management and analytics communications and supports attendee recruitment, whilst HIE uses → Being data driven including online bookings existing contracts to develop tourism specific digital webinars and → Content creation increase business engagement with DTS. → Social media → Managing online reviews Other partners (including Destination Management and Marketing Organisations and Local Authorities) are responsible for awareness- What did DTS deliver? raising activities and signposting tourism businesses to the In its first three years the programme has supported5,285 tourism programme via their own channels, e.g. website and social media. staff and 2,250 businesses in the process. The DTS programme delivers workshops, surgeries, awareness-raising sessions, group What businesses say support and online content including video podcasts at venues across all of Scotland. ‘All the workshops relate to tourism, which is → 14 regional and industry events groups via excellent and this also provides a great opportunity intensive support for networking.’ → 62 surgeries → 435 workshops and awareness-raising sessions ‘Using Google My Business; now we show constantly updated photos and guests can leave reviews; as a The DTS website includes a visitor feedback learning hub and result, our enquiries have increased significantly.’ provides 21 modules to support tourism businesses in using digital tools to collect, aggregate and analyse customer feedback in order to Participants on the programme said it had: improved their business grow their business. skills (84%), increased their website traffic (78%) and enabled them to have greater digital engagement with their target markets (74%). Almost one in four businesses has seen an increase in sales to date as a result of DTS support.

84% 78% 74% IMPROVED INCREASED DIGITAL business skills website traffic engagement Learning and Next Steps

Since 2012 the tourism sector has grown in a number of areas, with a number of destinations performing strongly in terms of sectoral development, visitor numbers and business optimism.

The evidence gathered as part of this review reflects a scale and diversity The overwhelming view from industry and stakeholders is that of planning and activity in the tourism sector not witnessed prior to “the strategy is still valid and relevant for the sector and reflects TS2020. Much of what has been delivered has been aligned to TS2020’s the make-up of the sector, its assets and priorities for growth”. aims, objectives and cross-cutting themes. Moving forward, the new tourism strategy should maintain the ethos At a national level the strategy has helped to define the visitor economy of TS2020 whilst considering how embracing inclusive growth and in both leisure and business visitor terms. It reflects the make-up of the sustainability (of sector growth, of businesses and physical assets) will sector, its assets and priorities for growth. make the sector more robust and improve its potential for growth. As well as the progress and success discussed in the case studies above, The outputs of this review will form part of the evidence base being there has also been evidence of notable progress and success in other used to inform the planning and development of a refreshed national asset blocks, destinations and cities. Examples include: the mobilisation strategy for the tourism sector post 2020. of Marine, Business Tourism and Cycling asset blocks, destinations across Fife and Perthshire and cities like Glasgow. Examples of effective collaboration around asset development include for example, the NC500 across the Highlands and Islands and the MBTAG’s activities to support and enable businesses to exploit the tourism opportunities presented by the Borders railway. TS2020 has also allowed organisations to take a more strategic approach to the planning and delivery of activity based on a better understanding of local markets, opportunities and customer demand. A significant degree of collaboration and partnership working has also been evidenced at national, sector and destination levels due to TS2020 resulting in more sector cohesion.