伦敦旅游发展规划-英文版.doc

Visit London
——the Mayor’s Plan for Tourism in London
Contents
1 Foreword by the Mayor of London 1
2 Introduction 2
3 London’s Visitor Economy 3
4 The Mayor’s Role 7
5 Challenges for Tourism in London 10
6 Principles of the Mayor’s Plan 15
7 Headlines for Action Plan 17
8 Organisational Structure 21
9 A New Start – driving the process forward 24
10 Glossary 25
11 Abbreviations 30

1 Foreword by the Mayor of London
Tourism is vital to London’s prosperity. Ours is a world city with unrivalled appeal. But with growing competition from other destinations around the world, London can no longer afford to take its status for granted or rest on its laurels.

Although London attracts a large number of overseas and domestic leisure tourists, and ranks highly as a destination for business travellers,we could do much better. For too long the tourist industry has lacked sufficient government support and a sense of strategic direction.

London’s tourism has long needed a blueprint for long-term growth. This has never been more urgent than now. The event of 11 September shook international tourism profoundly and hit London particularly hard.

There have been several stages in my strategy to re-strengthen this vital industry. My first programme was emergency aid to attract people back to the hard-hit West End theatreland by offering discounted tickets to everyone in the country. This led to the sale of 47,000 tickets.

The second step was to set up the London Tourism Action Group which,working with the London Tourist Board, offered a ‘Great London Deals’campaign with hundreds of cut-price offers for the capital.

The next step is to launch a radical marketing campaign for the capital and to revamp the longer-term structures for promoting tourism in London. I have this year put £3 million into this from the London Development Agency, and intend to provide £4 million next year. I want this to be matched by a similar sum from the private sector.

London’s tourism will continue to face challenges. We all hope that a new Gulf War can be avoided but if it does come, London will be faced with the challenge of rapidly rebuilding visitor confidence in the capital. We must hit the board running for this challenge by revamping our tourist delivery now.

Alongside these immediate challenges a growing level of activity needs to be sustained in order to fight growing competition from rival destinations. We need to strengthen our position as one of the top tourist destinations of the world. This is why I have decided to radically step up the support given by the public sector to tourist sector support in London.

With my agreement, the London Development Agency has appointed advisers KPMG to look at all the implications of a new delivery structure for tourism in London. I expect their work to be completed in time for this structure to start delivering against my plan by April 2003.

Visit London – my three-year strategic plan for tourism in London – will:

·Provide new direction for London’s tourism industry, marked by a strong private sector ethos – I nominated an expert in marketing, Tamara Ingram, Chairperson and Chief Executive of one the world’s largest advertising agencies, McCann Erickson, as new Chair of the London Tourist Board and Convention Bureau. She was subsequently appointed by the LTB Board.
·Move tourism up the political agenda and secure increased funding through public-private partnership.
·Co-ordinate and engage the many stakeholders more effectively.
·Work at improving the London ‘product’ by taking a clear strategic approach to the capital’s infrastructure needs.
·Create a step-change in marketing with smarter targeting.
·Ensure improved data intelligence is gathered to monitor trends and make London even better for the future.

Let’s all work together towards creating the best possible welcome for
London’s visitors.
Ken Livingstone
Mayor of London
2 Introduction
This paper sets out a framework for a programme of action by the Mayor and partners to develop London’s Tourism over the three years from 2003/4 – 2005/6. It has been informed by a Strategic Review of Tourism in Londoncommissioned by the London Development Agency (LDA), and by extensive consultation with industry, boroughs and other stakeholders and the input of the Greater London Authority (GLA) Group. It builds on the work of the London Tourism Action Group (LTAG) in developing a rapid response to the impact on the tourism industry of the events of 2001. This 3-year plan for tourism in London is the result of a year’s work by the LDA, GLA and Mayor’s advisors.

This document presents high-level objectives for London’s tourism sector and outlines the framework for delivering tourism support over the 3-year plan period and beyond. A more detailed Action Plan will be drafted and consulted upon within the current financial year, in which a range of actions will be defined for different partners. These will link to the Mayor’s forthcoming Cultural Strategy.

Visit London is aligned to the Mayor’s statutory strategies, in particular the Draft London Plan (DLP), Economic Development Strategy (EDS) published by the LDA and Transport Strategy, and has been prepared with regard to the Mayor’s cross-cutting themes of equality, health and sustainability.

These connections will be reflected in the development of the detailed Action Plan. Tourism is a vital component of London’s economy.The Mayor has a duty to promote tourism and to assist him in carrying out this duty he receives a grant from the Department of Culture, Media and Sport (DCMS).The Mayor has delegated power to the LDA toundertake the GLA’s obligations to the DCMS.

Visit London has been developed alongside the current programme of activities for 2002/3 agreed between the Mayor and DCMS to ensure a continuation in delivery of services. This is being delivered on behalf of the Mayor, by the LDA and through London Tourist Board and Convention Bureau (LTB). In 2002/3 the programme of activities focuses on promoting Greater London as a tourist destination and as a Gateway to the UK. To a lesser extent it addresses encouraging domestic UK visits to London and developing the tourism product. The Mayor through the LDA has allocated an additional £1.25 million to tourism in 2002/3.

3 London’s visitor economy
Economic significance
The EDS for London recognises the tourism and hospitality sector as one of the most significant driving the London economy (see table below). It is also one of three sectors that the LDA has prioritised for sector development. The sector encompasses a diverse range of sub-sectors,including accommodation, catering, conference and exhibition venues,travel and tourism services, retailing, visitor attractions, restaurants and leisure facilities.

Domestic and Overseas Tourism to London, latest 2001 figures (millions)
UK Residents
Overseas Residents
Trips
Nights
Spending
Visits
Nights
Spending
16.9
39.8
£2995
11.49
76.3
£5661
Source: UKTS 2001, IPS 2001*Note: IPS figures are provisional.
London, Excluding Visiting Friends and Relatives, 1990–1999

LTB’s Tourism Strategy for London has calculated that the number of jobs created by tourism is around 275,000 full-time job equivalents.This accounts for some 8 percent of all London’s employment. This calculation includes day visitor spend which is estimated to add 10 percent to the total (25,000 jobs). This total figure is open to question, as the base year for the calculations used for the ratio between tourist spend and job creation was 1985. Since 1985, an annual percentage amplifier has been applied. But it is known that the structure of employment in the industry has changed considerably since 1985 (Information and Communication Technologies; part-time employment; capital investment etc). This demonstrates the fragility of the key economic statistics on London’s tourism. The development of a structured research programme as outlined in section 6 of Visit London and possible development of a Tourism Satellite Account (TSA) will help to provide firm data.

Tourism is set to grow. The DLP forecasts that growth in employment in hotels and catering will be second only to financial and business services.This forecast was supported by a report on hotel capacity and demand which identified a 3.4 per cent annual increase in overseas visits to London between 2000 and 2020.

UK forecast

London’s tourism sector encompasses a range of businesses, from large multinational companies to a significant number of Small and Medium Enterprises (SMEs). As the effect of 11 September proved, the success of the tourism sector has a huge impact on the rest of London’s economy as there are strong inter-relationships with the creative, cultural, retail and ICT sectors. It is these sectors that provide the products and services that underpin London’s offer as a place in which to live and work, and as a leading world tourism destination.

Gateway to the UK
London has long been established as the international gateway to the UK,with 59 per cent of overseas visitors arriving via one of London’s airports.Over half (56 percent) of all overseas visitors to the UK spend time in London and 45 per cent of overseas visitors visit London only. Many tourists travelling by rail, car and coach to Britain also choose the capital as their initial destination.

The success of London in the global tourism marketplace therefore, has a major impact on the performance of the UK tourism economy. The Mayor has restated his commitment to ensuring that London continues to contribute to the wider interests of the British tourism industry. Through working with the British Tourist Authority (BTA) and key regional partners,Visit London will seek to sustain London’s international profile and status as a World City and gateway to the UK

World class tourism product
The range and scale of London’s tourism is unmatched in other world cities. London’s wealth of world-renowned and iconic heritage and cultural attractions, from the Houses of Parliament to the Tower of London, from ‘Historic Greenwich’ to the national museums and galleries, from the Neasden Temple to Kew Gardens and London Zoo – acts as a major magnet for overseas, domestic, leisure and business visitors.London’s visitor attractions dominate the UK market.

Major sporting events such as tennis at Wimbledon, cricket at Lord’s and the Oval, and rugby at Twickenham add to London’s tourist draw.Entertainment, art and music scenes in London are renowned for edge and creativity – 500,000 young people are estimated to go ‘clubbing’ in London on a Saturday night. London’s retailing has world-class distinctiveness and reputation. Recent developments such as the Excel exhibition centre in Docklands add to the international appeal of London as a business tourism destination. London is clearly very successful as a conference and exhibition destination. However, increasing global competition demand provision of business-friendly facilities, such asaccommodation with Internet access. London has many of the world’s great hotels, and some excellent local bed and breakfasts.

London’s diversity
The wide variety of events in London both encourages and depends on the tourism industry, and provides a means of expressing and interacting with London’s culturally and ethnically diverse communities. These communities are also an important source of distinctive, culturally specific events, cuisines and traditions that are central to London’s cosmopolitan vitality. Many minority ethnic businesses operating in the sector have strong overseas links and provide valuable access to foreign markets. London’s unique selling point in assimilating a range of minority communities provides a model for a successful, cosmopolitan,metropolitan society for other cities to emulate. Arts and creative industries fuel London’s high-value evening and night-time economies

Benefits for Londoners
Tourist attractions promote and sustain London’s international profile.Tourism and hospitality play an essential role in support of London’s status as a World City, global financial centre and commercial hub.

Tourism provides exceptional quality of life benefits for London’s resident communities through both leisure and employment opportunities.What is good for a tourist is often good for a Londoner. An outstanding range of facilities and events is sustained by the purse of a tourist.For many businesses in London profitability depends on the tourist andLondoner alike.

The tourism sector accounts for 12 per cent of London’s Gross Domestic Product (GDP) and supports 13 per cent of London’s workforce. Needless to say, growth in the visitor economy benefits London economically and crucially distributes that benefit across London’s sub-regions,communities and businesses through direct, indirect and induced spend.

Managing the impacts of tourism
Careful management is required to do the following:
·Improving Londoners’ understanding of the benefits of tourism.
·Building assessments of the impact on transport and other supporting infrastructure into planning and development plans for new tourism facilities
·Developing effective area and visitor management to reduce visitor pressure in central locations and improve ways of getting around the city
·Increasing the supply of visitor accommodation across London, ensuring better distribution, to ease congestion and improve value for money
·Co-ordinating planning, licensing and management policies and quality assurance programmes to enable the development and distribution of new tourist facilities across London adjacent to new hotel development
·Working with relevant stakeholders to minimise the negative impacts of aviation and London’s airports through increases in efficiency in air transport and noise performance.
·Making it easier for people to use public transport, especially between London’s airports and central London, and to spread visitors’ use of public transport, providing incentives to maximise off-peak usage.

Partnership with London boroughs
The London boroughs’ ongoing support for the tourism industry will be pivotal in enabling the plan to be developed across London. The DLP identifies several important areas where the Mayor intends to work with boroughs and others to improve capacity, quality and the distribution of visitor accommodation and facilities.

Many Londonwide tourism initiatives from the collection and provision of core data to integrating visitor information services will depend on the strength of partnerships created in order to drive fo