Achieving together: a national agenda for tourism
The first national conference of the Malta Tourism Authority was held last week. The Malta Business Weekly attended the conference and is
reproducing an edited version of the speeches by the main participants
'Branding Malta' - John C. Grech, MTA chairman
The setting up of the Malta Tourism Authority last September came in the wake of unanimous support by Parliament and this endorsement has empowered us to embark upon a process aimed at bringing on board the entire Maltese community, in order to address the issues which are critical to the long-term success and sustainability of the Maltese tourism industry.
Over the last three months, the MTA has been engaged in putting together the proposals for a three-year strategic plan, with the basic premise that this will not be a plan prepared by the MTA for the industry and the country, but rather with all our partners and the Maltese community.
Tourism has been with us for at least the last 40 years. It is part of Maltese economic reality and ingrained in our social fabric. The last two generations have got used to the ebbs and flows of the annual tourist cycle.
Despite occasional fluctuations in volume - usually of a few thousand arrivals - the islands have, after all, been receiving one-million-plus visitors every year since 1992 - so, one may think - why the fuss if we have a few thousand less or more this year? Taking the tourism industry for granted has therefore become easier as time goes by.
However, the story is not that simple. The truth of the matter is that Malta nowadays competes with some 150 destinations globally. Many of these - and this includes a growing number of our Mediterranean neighbours - have only recently discovered the economic impetus which tourism can give to their country's development, and their economic and political stability - and are ensuring that they can offer the right kind of package at the right price, while always striving to achieve the highest quality. In other words, they realise the value of the goose which lays the golden eggs and will do all they can to nurture and protect it.
The economic benefits of tourism to Malta are undeniable. Tourism- generated activity today accounts for quarter of Malta's GNP and a third of employment. These facts also lead to another important conclusion, namely that everybody benefits from tourism activity and the multiplier effect this generates.
Tourism is, by nature, a people's industry, where the experience of the tourist is practically totally dependent on human interaction with service providers as well as the host community. In the case of Malta, however, the role of the host community is amplified, in that foreign visitors to Malta are not restricted to particular resorts, but rather, live together with us: they walk in our streets, they shop and eat out in the same establishments as we do, they drive on our roads and use our means of public transport.
This means that we can all make a difference to the tourist's experience while in Malta, and that everybody has a role to play in the success of our tourist industry. The greatest challenge of the Malta Tourism Authority is that of encouraging the Maltese community to look upon the tourism industry as belonging to all of us.
We firmly believe that tourism should not be treated as an industry but as a national concern. The MTA can direct, motivate and regulate the industry. However it can only go so far on its own steam. We want to be the catalysts in the creation of a national movement in favour of the tourism industry. We need the input of everybody to turn Malta into a country and a tourism destination we can all be proud of.
Although price remains an important determinant in the tourism equation, holiday destinations have realised that the real key to long-term success in tourism is quality and value for money.
The development of a number of new four- and five-star properties since 1996 contributed to the overall quality of the Maltese tourism offer, and to the upper band of the accommodation sector in particular. However, it is essential that quality - both in terms of physical amenities and service - be consistent across the board.
The service aspect is also key to the tourism industry. The Institute of Tourism Studies has carried out sterling work since its inception in 1989. However, no-one can deny that at a national level, we are seriously lacking in service standards.
A quality mentality at all levels has to take root among us before it can be offered to the foreign visitor. This should not, and in any case, cannot come about purely due to the requirements of the tourist industry. Unless there is a national effort for higher standards and stricter enforcement of these standards throughout, we cannot make these available solely for the benefit of the visitor.
Malta has worked well with the major UK and German operators over the years. Although the islands do not match the size or capacities of their Mediterranean competitors, tour operators have sought to derive elements in our offer which have facilitated Malta's inclusion in their mass programmes.
Malta has therefore been cast in slots by major tour operators, most of the time according to the package criteria adopted for the larger, mass market destinations which have the economies of scale to accept high volume levels, particularly in summer.
There are serious indications that Malta has to move out of this typeset. We do not have the capacity or critical mass to cope with these kind of volumes and to justify greater commitment by tour operators.
It is up to us to come with the solution. We have to identify tourism products in which Malta can have a competitive advantage, which can enhance Malta's overall offer and which can help ensure the sustainability of this industry within the national economic and social contexts. We then have to package these products and market the benefits of these to the tour operators and the traveller.
These products could include conference and incentive travel, together with other business-related travel, as well as other kinds of special interest travel, such as relating to sports, culture, festivals, yachting, English language learning, cruise liner business and so on.
Malta needs to be repositioned afresh on the global travel market. We would like Malta to be synonymous with a destination where there is always something exciting to do for everybody, at any time of the year.
The long-term focus of Maltese tourism has to be on the economic benefits of tourism rather than on number of arrivals. We have to start thinking of the economic value of our marketing efforts, considering, for example the benefits (and opportunity cost) of working towards getting an extra package tourist, versus those of getting an extra conference delegate or special interest traveller.
We need to search for new ways to bring our offer to the attention of the traveller. We need to take advantage of new technologies to enable us to reach our prospective customer.
The MTA has developed a visual strategy in order to enhance the brand value attached to the Maltese islands. Malta now has a new brand image which will provide the MTA with the means to communicate the promise encapsulated in the islands' unique value proposition.
To carry out its brief effectively, the MTA needs the support of private and public sector allies. One of the fundamental characteristics of our strategic plan is its reliance on all the stakeholders of the tourism industry.
Since its establishment, the MTA has been actively seeking partners to join it in promoting the Maltese islands. The limited resources our country possesses necessitate a better rationalisation and the collective strength of our efforts to market Malta overseas.
I strongly believe in the principle that the role of every private and public institution is to promote Malta first and to sell a particular service second.
These considerations ultimately tie in with the fact that the aspirations of the Maltese tourism industry must coincide with those of the local community. We cannot forget that tourism does not function in a vacuum but rather in a complex economic and social scenario off which it feeds and towards which it contributes.
This is a reality which has to be respected. More than that, we have a responsibility to ensure that tourism contributes towards improving the quality of life on the islands.
Success in tourism in Malta necessitates creativity, purposefulness, coordination and commitment by all. We need to be responsive to change and innovative in our approach.
We need to seek the support and the alliance of all operators in our markets and at home. We need to make the best of our assets and treat our visitors with outstanding hospitality and provide outstanding service.
We need to focus on value and delivery if we want a successful and sustainable industry.
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