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2011-2014
summary january 2011

strategic marketing plan for turismo de lisboa

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Contents
Think of Lisbon shared responsibility A strategic vision for Turismo de Lisboa ambition Vision Objectives Positioning Lisbon in foreign markets an evolving strategy (TLx10 vs TLx14) Strategic guidelines Strategic programmes The rebirth of a meeting place in a capital city square: The Terreiro do Pao Belm: The cultural icon, a museum district a new standard for the meetings industry a family destination a closer relationship with the river and the ocean a region focused on tourism: Lisbon for all Bringing Lisbon closer a very personal customer experience a new approach to the brand Promoting tourism Projecting Lisbon 03 04 05 06 07 08 11 15 20 23 27 29 30 33 35 36 39 41 43 44 47 48

Think of Lisbon

isbon 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.

Bearing in mind the various competencies of Turismo de Lisboa, this new Plan has been designed according to three approaches: City, Greater Lisbon and Promotional Area. At the City level, in which Turismo de Lisboa has a cooperation agreement with the Lisbon City Council, its implementation is more comprehensive and developed. In the territory comprising the municipalities of Lisbon, Cascais, Sintra, Mafra and Oeiras (Greater Lisbon), where its duties and competencies are similar to those of the regional tourism authorities, its responsibilities are fulfilled in accordance with the interests of those entities. As regards the Lisbon Promotional Area (a larger territory 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 planning 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 confirm our commitment to this new phase of action and to the achievement of these great objectives. Twenty-first century Lisbon must continue to open itself up to the world, its patterns, its flows, 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.
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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 defined in the previous Plan, thus ensuring the achievement of the objectives and sustained growth of this destination. It also identifies 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 identified 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 affirm 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 flows. Domestically, it aims to consolidate its market share and help make Portuguese tourism more competitive.

Antnio Costa
Mayor of Lisbon

Shared responsibility

D
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ynamism, a strategic focus and the ability for innovation 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.

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 professional training and awareness-raising activities in the different 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.

In order to follow market trends and create distinctive initiatives, the key players in tourism especially those in the private sector 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 21 century wants, going far beyond
st

Mrio Machado

Vice-Chairman of Turismo de Lisboa

A STRATEGIC VISION FOR TURISMO DE LISBOA

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A STRATEGIC VISION FOR TURISMO DE LISBOA

Ambition
The strategic ambition of the Lisbon Region is to affirm 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 2011-2014 Strategic Marketing Plan for Turismo de Lisboa takes into account the Strategic ambition and the Vision and value proposal for the destination. These form the basis of the strategic objectives that have been defined. With these objectives in mind, we have defined strategies for Markets, Segments, Products and Brand. The TLx14 identifies ten strategic programmes which incorporate strategic initiatives for marketing when related to image and communications
6 Strategic ambition for the Lisbon Region as a tourist destination

the domestic market and help make Portuguese tourism more competitive.

and for operations and support when aimed at infrastructures, access, tourist resources, cultural resources and human resources.
Help make Portugal more competitive in the context of international tourism

2011-2014 Strategic Marketing Plan for Turismo de Lisboa

Strategic ambition Vision and value proposal Strategic objectives Market strategy Segment strategy Product strategy Brand strategy
Strengthen its position in terms of attracting tourists and generating overnights, particularly when compared to identified benchmark regions/cities

Increase its market share in the domestic tourism market

Strategic programmes

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Vision
Lisbons value proposal (vision) should be enhanced through elements that reflect the incentives and attractiveness 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 Modernity, the Human Element, Unique Historical Importance and Diversity of Experiences.

Areas to be developed

Capital Status Attractiveness

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Authenticity

Diversity of Experiences

Vision

Sensations

Unique Historical Importance The Human Element

Sophistication and Modernity

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.

Objectives
The strategic objectives defined in the TLx14 are intended to bring the citys performance in the area of tourism closer to European best practices while encouraging tourism in the rest of the Promotional Area. They are also designed to reaffirm the value proposal of this destination. The strategic objectives fall within three areas of development in the tourism sector: increase quantity and value, upgrade the experience of visitors and generate more awareness of the destination.
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Increase quantity and value

Increase the number of visitors (first-time and repeat visitors) from traditional and emerging markets, thereby maximising the value they create for the sector.

Upgrade the experience of visitors

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).

Generate more awareness of the destination

Place 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 objectives
For every strategic objective, there are different types of scenario for the city of Lisbon, Greater 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 value

An increase in quantity and value can be measured by the number of tourist overnights and their average expenditure.

Increase the number of overnights by Portuguese and international tourists Evolution in the number of overnights1 in the city of Lisbon (2005-2014e; thousands)

Increase the average expenditure of Portuguese and international visitors (tourists and day-trippers) Evolution of the average daily expenditure1 (excl uding transport) in the city of Lisbon (2007-2014e; thousands)

1.004,4 5.742,0

-377,6 6.113,6 5.980,7 5.736,0 628,1

135,14 125,03

131,41

137,15

5.109,2

2005 2006 2007 2008 2009

2014e

2007

2008

2009

2014e

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

Upgrade the experience of visitors

Upgrading visitors experience can be measured according to satisfaction levels.

Maintain satisfaction levels of Portuguese and international visitors (tourists and day-trippers) Evolution in satisfaction levels in the city of Lisbon First-time visitors (Confirmed my expectations + Exceeded my expectations) (2008-2014e; %) Evolution in satisfaction levels in the city of Lisbon Repeat visitors (Confirmed my expectations + Exceeded my expectations) (2008-2014e; %)

90,7% 83,2%

90,7%

69,2% 62,7% 62,7%

2008

2009

2014e

2008

2009

2014e

Generate more awareness of the destination

Increased 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.

Strengthen the international image of the region as a tourist destination among target markets (tourists and day-trippers) Evolution in the number of news articles appearing in international publications (2005-2014e) Evolution in the number of hits on the Turismo de Lisboa website (2005-2014e; thousands)

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2.576

3.118

3.366 2.933 2.162 2.200 477,8 1.243,4 1.401,6 2006 2007 2.206,1 2.154,5 2.5000,0

2005

2006 2007

2008

2009

2014e

2005

2008

2009

2014e

Fonte ATL Anlise Deloitte

Increase quantity and value

Municipalities of Lisbon, Cascais, Oeiras, Sintra and Mafra Increase the number of overnights by Portuguese and international tourists Lisbon Promotional Area Increase the number of overnights by Portuguese and international tourists Increase the average expenditure of Portuguese and international visitors (tourists and day-trippers) 1,063,700 overnights AAGR09-14e=0.9% EUR 114.78 795,700 overnights

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Positioning
The strategic position adopted by Turismo de Lisboa is organised into four sequential phases: Markets, Segments, Products and Brand.

Markets
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Segments

Products

Brand

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Markets
The analysis of the different markets has defined the following strategic positioning:

Market strategy
Strategy
Strategic markets Growth Growth Priority markets Maintenance Secondary markets Growth
IItaly, United Kingdom and Ireland

Mature markets
Spain Germany, France

Medium and high-potential markets

Brazil and Spain (niche) USA, Scandinavia (Sweden, Norway, Finland and Denmark) The Netherlands and Belgium Russia

Emerging markets

Poland, Czech Republic, Hungary

Key: Mature markets-Leading markets in international tourism expenditure (only foreign markets) and generation of overnights in Lisbon Promotional Area. Medium and high-potential markets-Markets with high international tourism expenditure which do not represent a significant number of overnights in the Lisbon Promotional Area. Emerging markets-Markets with high international tourism expenditure and a significant increase, in recent years, in the generation of overnights in the Lisbon Promotional Area. Analysis: Deloitte

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Segments
The strategy to be followed regarding Segments should be based on the following analysis:

Segments Strategic segments Priority segments

Strategy Growth Attraction/growth Maintenance Maintenance Strategy Growth Attraction/growth Maintenance

Mature segments
26-35 years 36-45 years 46-55 years 56-65 years

Medium and high-potential segments

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 identified outbound markets.

Secondary segments Segments Strategic segments Priority segments Secondary segments

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> 65 years 18-25 years < 18 years

Mature segments With partner/With friends

Medium and high-potential segments

Households without children Households with children

Individual Work colleagues Groups1

Maintenance

Groups - Includes persons travelling with family or with friends. NB: The segments identified 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 significant number of overnights in the Lisbon Promotional Area. Analysis: Deloitte

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Products
The strategy for products should be defined according to the following table and summary. Gastronomy and Wine applies to all products
Products/ Supplemental Motivations

Strategic products

Priority products

city Breaks

meetings industry

Touring
Gastronomy and Wine

Golfe

cruises

Touring
nautical Tourism (water sports and maritimetourism activities) Health and Well-being religious Tourism Golf nautical Tourism (water sports and maritimetourism activities)

Touring city Breaks

sun and sea

Health and Well-being Golf residential Tourism

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

strategy for products in the Lisbon Promotional Area (LPA) in each outbound market along with the degree of intensity that the promotion of each tourism product should have in the various markets.

Market strategy
Strategic markets

Strategy

The following table summarises the

Strategic products
city meetings Touring Breaks industry Golf

Priority products
cruises

Supplemental products/motivations
Gastronomy sun and nautical and wine sea Tourism nature Tourism religious Health and residential Tourism Well-Being Tourism

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Priority markets

Secondary markets

Spain Brazil G Germany France USA Sweden G Norway Finland Denmark United Kingdom Ireland M Italy The Netherlands Belgium Russia Poland G Czech Republic Hungary
Key: G = Growth; M = Maintenance Promotion effort: High Reduced or None

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

Brands
Besides the three international brands already included in the Promotional AreaLisbon, Estoril and FtimaSintra must also be recognised as an international brand for the unique qualities that have defined 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 justified, based on the specific 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
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should form part of the plans designed for the LPA.

International brands Current LPA brands

Estoril Lisbon
Estoril. One place. A thousand sensations.

Ftima
The altar of the world

Sintra
Sintra, Capital of Romanticism

TLx14

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Lisbon in the foreign markets

Achieving the strategic objectives defined increase quantity and value, upgrade the experience of visitors and generate more awareness of the destination requires adopting a distinctive position based on outbound markets, demand segments, their preferences, intrinsic characteristics and the products that will be promoted. The segmentation and adaptation of a strategic position 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 attributes most valued by each market, along with the factors that should be communicated in each outbound market.
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Map showing the interaction between the strategic objectives and the areas of Markets, Segments and Products: Strategic and priority markets
Market strategy Strategic markets Growth Spain Brazil Germany France USA Priority markets Growth Sweden Norway Finland Denmark

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city Breaks meetings industry Touring Golf cruises nautical Tourism1 Gastronomy and Wine sun and sea nature Tourism religious Tourism residential Tourism Health and Well-being < 18 years 18-25 years 26-35 years 36-45 years 46-55 years 56-65 years > 65 years individual With partner Households without children Households with children With friends Groups Work colleagues
Key: Promotion effort: High Reduced or None

Segment strategy
1

Includes nautical sports and maritime-tourism activities Analysis: Deloitte

Type

Age group

product strategy

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Map showing the interaction between the strategic objectives and the areas of Markets, Segments and Products: Priority and secondary markets
Market strategy Uk city Breaks meetings industry Touring Golf cruises nautical Tourism1 Gastronomy and Wine sun and sea nature Tourism religious Tourism residential Tourism Health and Well-being < 18 years 18-25 years 26-35 years 36-45 years 46-55 years 56-65 years > 65 years individual With partner Households without children Households with children With friends Groups Work colleagues
Key: Promotion effort: High Reduced or None

Priority markets (cont.) Maintenance Ireland Italy Netherlands Belgium Russia

Secondary markets Growth poland Czech Republic Hungary

product strategy

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Segment strategy
1

Includes nautical sports and maritime-tourism activities Analysis: Deloitte

Type

Age group

Map showing the interaction between the strategic objectives and the areas of Markets, Segments and Products: Proposal of value (1/2)
Having identified 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.

Market strategy

Strategic markets Growth Spain Brazil Germany France

Priority markets Growth USA Sweden Norway Finland Denmark

The Lisbon Region: The indisputable seaside capital city, bordered by the river, unique in its way of welcoming, to be discovered as you wish Lisbon, a cosmopolitan and open-minded capital city, shaped by the discovery of new worlds and unique for its hospitality and multiculturalism
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Lisbon, a trendy capital city, with its creativity and imaginative ways of adapting to the latest trends Lisbon, an authentic capital city for the qualities of its light and its scenic views Lisbon, a traditional and contemporary capital city for its fusion of cultures and flavours that offers a 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
Promotion effort: Analysis: Deloitte High Reduced or None

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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)
Market strategy Italy Priority markets (cont.) Maintenance UK Ireland Netherlands Belgium Russia Poland Secondary markets Growth Czech Republic Hungary

The Lisbon Region: The indisputable seaside capital city, bordered by the river, unique in its way of welcoming, to be discovered as you wish Lisbon, a cosmopolitan and open-minded capital city, shaped by the discovery of new worlds and unique for its hospitality and multiculturalism
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Lisbon, a trendy capital city, with its creativity and imaginative ways of adapting to the latest trends Lisbon, an authentic capital city for its sensations of light and scenic views Lisbon, a traditional and contemporary capital city for its fusion of cultures and flavours that offers a 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
Promotion effort: Analysis: Deloitte High Reduced or None

An evolving strategy
Outbound markets

Changes to the previous Strategic Marketing Plan

In 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.

TLx10
According to the TLx10, the markets to target should be: Strategic markets: Spain Priority markets: United Kingdom, Germany, France, Italy, USA and Brazil Medium and high-potential markets: The Netherlands, Belgium, Ireland, Denmark, Sweden, Norway, Finland, Russia, Japan, China and other Eastern European countries

TLx14
The 2011-2014 Strategic Marketing Plan for Turismo de Lisboa considers the following markets: Strategic markets (growth): Spain and Brazil Priority markets - Growth: Germany, France, USA, Finland, Denmark, Norway and Sweden - Maintenance: Italy, United Kingdom, Ireland, The Netherlands, Belgium Secondary markets (growth): Russia, Poland, Czech Republic and Hungary

Main implications
Although the segmentation used in the strategic marketing plans cannot be compared directly, it can be shown that for the 2011-2014 period Turismo de Lisboa should consider the existence of two strategic markets (Spain and Brazil) rather than one. As regards priority markets, Turismo de Lisboa may find it necessary to readjust and/or direct its actions according to new segmentation (the degree of importance that markets have in the strategy).

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Demand segments TLx10

No targeted demand segments have been specified.

TLx14
According to the 2011-2014 Strategic Marketing Plan, Turismo de Lisboas activities should focus on the tourist segments between the ages of 26 and 55 and who travel with a partner or friends.

Main implications
Turismo de Lisboa should focus its activity not only according to the new market strategy, but also according to demand segments with greater relevance and/or potential for growth at the destination.

Analysis: Deloitte

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Principal needs for change to the TLx10 with respect to tourism products and brand Tourism products

TLx10
According to the TLx10, the plan of action for tourism products should align with the National Strategic Plan for Tourism, with a special focus on City Breaks, the Meetings Industry, Golf and Nautical Tourism (including cruises).
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TLx14
The 2011-2014 Strategic Marketing Plan should view the products of City Breaks, Meetings Industry and Tourism as strategic. Golf and Nautical Tourism should be viewed as priority.

Main implications
Turismo de Lisboa may have to readjust its activities according to the new priority that has been established and to the appearance of new infrastructures planned for the destination. These include support for nautical sports, the new cruise terminal and changes in the consumer patterns of tourists.

Brand TLx10
According to the TLx10, the Lisbon brand strategy should be based on six fundamental areas and seek to introduce 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 strategy is based on the value proposal of The indisputable seaside capital city, bordered by the river, unique in its way of welcoming, to be discovered as you wish. Five elements which make up this proposal of value have also been defined, aimed at specific market segments and intended to highlight the qualities that can set the destination apart from the competition.

Principais implicaes
Brand may be the area in which Turismo de Lisboas efforts should involve more substantial changes. Broadly speaking, the strategy shall focus more on each market and demand segment by appealing to their motivations and communicating the most attractive and distinctive elements.

Analysis: Deloitte

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STRATEGIC GUIDELINES

Description of the strategic guidelines

In order to achieve the strategic objectives of the TLx14, strategic guidelines have been defined for the areas of Markets/Segments, Products and Brand, which should guide Turismo de Lisboas actions.

Geographic areas where the strategic initiatives should be applied

Ftima Templrios

Oeste
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Lezria Mafra/ Ericeira Sintra Estoril/ Cascais Cidade de Lisboa Oeiras Costa Azul

Micro-centres Belm Parque das naes TLx10

Key: TLx10 macro-centre

Historic centre

Baixa-chiado alfama/castelo/mouraria av. Liberdade Bairro alto/santos

Eixo ribeirinho (riverfront axis)

Geographic perspectives of the TLx14

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Objective: Increase quantity and value

In 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 defined for each one by seeking to adapt the offer and organise tourism promotion according to the profile 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, financial 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.

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

Strategic guidelines
1.1 Markets /Segments capture outbound markets and demand segments with more disposable income and a greater tendency to travel to international destinations.

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1.2 attract visitors by applying communication and customer loyalty strategies aimed at targeted markets and segments.

Strategic guidelines
1.3 maximise repeat visits by providing distinctive experiences for Portuguese and international tourists and conveying the idea that there is more to be discovered at the destination. Products 1.4 Extend tourists average length of stay through cross-selling among the various tourism products available in the Lisbon Promotional area and other supplemental services which add value to their experience and ensure their satisfaction. 1.5 Develop tourist programmes and products that reduce the seasonal nature of the destination.

Objective: Upgrade the experience of visitors

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).

Upgrading 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 profile 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.

Strategic guidelines
Markets/ Segments
2.1 increase knowledge about the entire value chain concerning the profile of visitors from the various outbound markets and demand segments. Provide an organised tourism offering that ensures a level of service that meets the requirements of the various markets and demand segments. Provide credible information and a constant and hospitable welcome/support to visitors so that each one feels like a citizen of Lisbon.

Products

2.2

Brand

2.3

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Objective: Generate more awareness of the destination

Strategic objective: Place Lisbon top of mind in the list of the must-see European capitals by increasing awareness of the city in outbound markets and strategically relevant demand segments.

The region should consolidate its image as a tourist destination 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 distinctive elements of the destination 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 entities and players in the sector so that they know more about the destination and act as a means of promoting the region.

Strategic guidelines
3.1

Promote the main distinctive elements of the destination according to target markets and segments by presenting an innovative proposal of value that cannot be replicated elsewhere.

Brand

3.2 Define innovative communication strategies by using channels of communication that are appropriate to the preferences of current and potential visitors. 3.3 create partnerships among institutional/private entities and players in the sector that allow broader and deeper knowledge about the destination and the availability of personalised tourist programmes

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STRATEGIC PROGRAMMES

A unique experience
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 meetings industry. In order to enhance its offer and leverage its position, we must implement and ensure the marketing of microdestinations (such as Estoril, Tria and Oeiras) located near the city of Lisbon. The region, also a destination for families, could
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also be improved by creating the conditions necessary to practise 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 experiences, 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 value 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.

expand with the construction of a fun and leisure park. The relationship with the Tagus River and the Atlantic Coast must

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 identified 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

Programme 1 | 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 ocean Programme 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

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Programme 1
The rebirth of a meeting place in a capital city square: The Terreiro do Pao Objectives
Reinforce 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 capital

Upgrading 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.
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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 defining 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 intervention, 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.

Programme 2
Belm: The cultural icon, a museum district Objectives
Maximise the destinations cultural offering Upgrade the Belm micro-centre

Culture and museums

Programme 2, dedicated to Belm: The cultural icon, a museum district, is focused on upgrading its tourism offering, similar to Programme 1.
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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 (Museum 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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Programme 3
A new standard for the meetings industry Objectives
Maximise the offering for the meetings industry at the destination

A destination for conferences

Growth, upgrading and awareness are the targets defined for Programme 3, entitled A new standard for the meetings industry.

Growth of the meetings industry (MI) product should be based on the competitive advantages of the destination a mild climate, diversity of experiences, the qualities of its light, picturesque settings and gastronomy, 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 complement 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 essential that a privileged location be chosen, such as the Praa de Espanha with its excellent range of hotels (4500 rooms), so that a second, larger conference centre may be built, while maintaining the existing centre. Another offer enhancement strategy would be to leverage the this products 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-business programmes that encourage tourists to prolong their stay or return for leisure trips.

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Programme 4
A family destination Objectives
Maximise the offering for entertainment and leisure at the destination Encourage the offering aimed at families

Together in Lisbon
Promoting a theme park with a distinctive offering is the strategy defined for Programme 4: A family destination. The creation of a multipurpose entertainment park capable of welcoming 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 encourage 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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Programme 5
A 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 ocean

The focus on growth and upgrading defines the strategy for Programme 5, A closer relationship with the river and the ocean.
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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, developing support infrastructures and establishing schools for sailing, kite surfing, wind surfing and more. Multipurpose nautical facilities must also be developed which, in addition to meeting the sectors needs, act as poles of attraction for maritime-tourism activities and water sports. The development 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 internationally 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 simplification and debureaucratisation of certification for navigators, legalisation of vessels and licensing of maritime-tourism activities.

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TL/GusTaVO fiGuEirEDO

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Programme 6
A 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 all

Programme 6, A region focused on tourism: Lisbon for all, should be developed according to the areas of growth, upgrading and awareness.
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The wealth of tourism offered in the region will reach new levels of projection by making use of its historical and cultural heritage for tourist activities, whether through event hosting or the reconversion of structures into charm hotels, museums or exhibition spaces. In addition to highlighting their importance in the affirmation of tourism at the destination, this will maximise the enjoyment of unique experiences, the diversification 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 touristfocused position with respect to hours of operation, quality standards and differentiation of products. It is equally essential to expand the range of high-quality, distinctive, 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 assisted access 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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Programme 7
Bringing Lisbon closer Objectives
Improve air and rail access to the capital

A closer Lisbon
The 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 outbound markets by developing partnerships to capture new routes to the destination. The terminal station of the Lisbon-Madrid high-speed rail network should be located in the heart of the Portuguese capital, 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 benefit from the competitive advantage offered by this connection to Spain, a strategic outbound market.
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Programme 8
A very personal customer experience Objectives
Encourage 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 experience
Improving the experience of visitors is the objective of Programme 8, A very personal customer experience.
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We are all hosts of Lisbon. Each one of us must therefore contribute 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 residents regarding the image that visitors form of Lisbon, we must make the various players aware of the importance of their participation in the process, along with the resulting benefits and returns. Improving the reception of tourists therefore requires joint effort 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 benefits. Examples of strategies that could be implemented include the development of a standard customer service programme in various 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 that Lisbon 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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Programme 9
A new approach to the brand Objectives
Generate more brand awareness Organise a marketing and communication strategy Jointly manage the destinations brands and promotional efforts

A cutting-edge destination
Programme 9, A new approach to the brand, is linked to a strategy based on growth, upgrading and publicity. This programmes strategy involves monitoring
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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 sophistication 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 promotional activities. This will be based on a coherent, flexible system that allows and ensures unified actions while bearing in mind the specific qualities associated with Estoril. Marketing programmes should also be developed which promote specific tourism products in a comprehensive fashion.

the awareness of international brands and tactical brands 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 image to be promoted. The destination should be promoted on the basis of a primary brandLisbonand three additional international brands: 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

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Programme 10
Promoting 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 destination

Growth 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 will continue to ensure that human, material and financial 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 Lisbon and more news articles about the destination, it will be necessary to increase investment in personalised promotional activities, specifically in public relations, fam trips and press trips. Particularly in the two strategic markets, the promotional strategy must be intensified 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 order 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 offline publicity. Demand in the various outbound markets should be segmented. Priority should be given to investment in promotion aimed at target segments, taking their motivations and preferences into consideration.
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Projecting Lisbon
A tourist destinations growth and consolidation are processes 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
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vision that matches the profile of the tourists we seek to attract, one that is based on their preferences and motivations. 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 that reason, any new step taken to promote the destination will indeed be a great one.

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Summary of the 2011-2014 Strategic Marketing Plan for Turismo de Lisboa Study conducted by Deloitte Consultores Participants AHP Associao da Hotelaria de Portugal AHRESP Associao da Hotelaria, Restaurao e Similares de Portugal ATL Lisboa Convention Bureau/ Gastronomia/ Cultura & Eventos/ Marca/ Lisboa Visitor Bureau/ Touring/ Golfe APAVT Associao Portuguesa das Agncias de Viagens e Turismo AIP Associao Industrial de Portugal Citur Intervisa Travel Service Top Atlntico Team Quatro Netviagens (ES Viagens) Turismo Estoril Entidade Regional de Turismo de Lisboa e Vale do Tejo Cmara Municipal de Sintra Parques de Sintra Monte da Lua Cmara Municipal de Lisboa Entidade Regional do Plo de Desenvolvimento Turstico do Oeste Entidade Regional do Plo de Desenvolvimento Turstico de Leiria/Ftima Cmara Municipal de Mafra Hotis VIP Hotis Altis Accor Hotis SONAE Turismo Hotis Heritage Continental Group Hotis Vila Gal Hotis Real Hotel Dom Gonalo Grupo Lena Hotis - Termas de Monte Real Hotel Sheraton Hotel Mundial ANA Aeroportos de Portugal TAP Portugal APL Administrao do Porto de Lisboa Carris/Carris Tur UACS Unio das Associaes do Comrcio e Servios Grupo Estoril Sol Casino Lisboa e Casino Estoril FIL Feira Internacional de Lisboa Parque Expo CCB Centro Cultural de Belm IGESPAR Instituto de Gesto do Patrimnio Arquitectnico e Arqueolgico IMC Instituto dos Museus e da Conservao Fundao EDP Museu da Electricidade ACISO Associao Empresarial Ourm-Ftima EGEAC Empresa de Gesto de Equipamentos e Animao Cultural Comisso Vitivincola da Regio de Lisboa Culturgest Marina Parque das Naes David Lopes Ramos Jos Avillez Padre Vtor Melcias
The 2011-2014 Strategic Marketing Plan for Turismo de Lisboa can be viewed in its entirety at www.visitlisboa.com TURISMO DE LISBOA RUA DO ARSENAL, 23 1100-038 LISBON PORTUGAL TEL. +351 210 312 700 ATL@VISITLISBOA.COM
Jannuary 2011

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AWARDS AND COMMENDATIONS

since the TLx10 went into effect, Lisbons status as a tourist destination of choice has continued to grow and be reinforced. recognition of this trend is evident in the various prizes awarded by the most prestigious international entities in the tourism sector and through the countless references that the international media have dedicated and continue to dedicate to Lisbon. The following are some such examples.

AWARDS 2010 European Best Event Awards Oceanic 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 30th edition of the National Public Opinion Award by the Regional Council of Public Relations Professionals (November) World Travel Awards Winner, Europes Leading City Break Destination Nominee, Worlds Leading Destination Nominee, Worlds Leading Cruise Destination European Consumers Choice (European Consumers Association) Best European Destination 2010: Consumers Choice 2009 World Travel Awards Winner, Europes Leading Destination Winner, Europes Leading City Break Destination Winner, Europes Leading Cruise Destination Business Destination Awards 2009 (by British magazine, Business Destination) Lisbon Convention Bureau voted best European Convention Bureau ICCA (International Congress and Conference Association) Lisbon ranked in 8th place 2008 ICCA (International Congress and Convention Association) Lisbon ranks 6th among the most popular cities to hold congresses 2007 IAGTO (International Association of Golf Tour Operators) Best European Golf Destination REFERENCES 2010 Trivago (price comparison and booking website) Lisbon was the third most popular city among Spanish users between March and April Lastminute.com (booking website) Lisbon ranks among top 20 destinations for bookings between January and May The Telegraph (April barometer) Lisbon is one of the three best European cities for price-quality ratio The Guardian Online (Travel section, June) Lisbon, Recommended City

Google Turismo de Lisboa website, www.visitlisboa.com, is featured as a success story in terms of Internet-based promotion 2009 Cond Nast Traveller (British magazine) Awarded 12th place in its annual world ranking Monocle (British magazine) Lisbon among the worlds 25 best cities to live in Financial Times (newspaper supplement, How to Spend It, February) Lisbon recommended as a tourist destination TripAdvisor.com (American survey) Lisbon identified as one of five European cities with the best price-quality ratio Cond Nast Traveller (Spanish edition, April) Lisbon recommended as one of the three best tourist destinations Go Voyage (French travel website, May, survey of travel agents and other specialists) Lisbon ranked at the top of the list of preferences Travelvideo.com (American website) Lisbon cited as the destination with the best price-quality ratio Lonely Planet Magazine (July) Lisbon cited as the most interesting capital city in Europe Associated Press (American news agency, January) Recommends taking holidays in Lisbon Paris Match magazine Suggests visiting Lisbon 2008 ShermansTravel & Yahoo Travel Lisbon ranks third among the top ten places to visit in the world (February 2008) IgoUgo travel website Lisbon 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 Lisbon The New York Times Dedicates a supplement to travels to Lisbon (July) LExpress Styles French magazine suggests Lisbon as a getaway for couples (March) Le Figaro Magazine Lisbon voted as its winter destination (October) 2007 The New York Times Lisbon voted as the second best destination in the world (December)

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