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1、LONDON 2030TOURISM VISIONSECTION ONESECTION TWOSECTION THREEContentsLondon 2030 Tourism Vision0204 Foreword 05 Introduction 07 The Vision 09 Managing the destination21 Maximising our impact for Londoners33 Leading in sustainability45 Redefining our measure of success57 The role of policymakers60 Bri

2、nging the Vision to life62 AcknowledgmentsTourism Vision 2030Foreword Tourism is a driver of Londons economy and one of the cornerstones of our diverse,vibrant,global city.Our world-class cultural offering attracts visitors from all over the world as well as being a major reason that companies conti

3、nue to invest in London,while our hospitality and leisure venues provide memorable experiences and unparalleled levels of service to Londoners and visitors.A huge number of global companies also convene here to share knowledge and best practice at the many incredible conference venues that we boast.

4、Crucially though,for our residents and communities,tourism is also both a source of employment and an important part of what makes London such a great place to live.We all know that the last few years have been particularly tough on our tourism industry.Not only then is it the right time to do this

5、piece of work,but it also allows us to build on how well the tourism community came together during the coronavirus pandemic and worked collaboratively for the benefit not just of their own businesses,but Londons economic recovery.This Vision is grounded in that principle and is a chance to look to

6、the future and really consider the challenges and opportunities that lie ahead.Fundamentally,I think that this Vision goes to the heart of the type of city we want London to be.We want it to be resilient,inclusive and sustainable.We want it to be a place Londoners are proud of,and that welcomes and

7、entertains people from across the UK and beyond.And we want it to continue to be a world-leading,global city whose history,culture,diversity and innovation are showcased.This Vision is exactly that a framework and guiding set of principles which will allow all of us who have a part to play in this g

8、reat industry to create our strategies with a common goal in mind.I am looking forward to taking these next steps together.Sadiq KhanMayor of LondonIntroductionSo much has changed since London created its last tourism vision in 2017.Brexit,climate change,coronavirus,digital transformation and the wa

9、y that behaviours have responded to each mean that we are now adapting to a fundamentally different environment.For London,as a truly global city,the loss of our domestic and international visitors,conferences and events hit our tourism industry harder than most.But London has always been resilient,

10、able to adapt and to innovate.It is a restless city,always striving to be better.This is our London 2030 Tourism Vision.It brings together the insights and ambitions of the breadth of our industry to describe clearly what we,together,want Londons tourism to look like in 2030.It is a description of a

11、 sustainable,resilient and inclusive future.It is an invitation to write Londons next chapter,together.Our next task is to build strategies for each of our individual organisations,and a joint London-wide plan.The Vision will be the common foundation for those strategies and they must be aligned bec

12、ause the challenges and opportunities ahead can only be met if industry and policymakers are all pulling in the same direction.Our shared view of the future is based on extensive research,stakeholder roundtables,a written consultation and analysis.Organisations from across the industry have contribu

13、ted.In the process,a clear consensus has emerged.We have a“north star”that we can use to make choices.We will make the tourism experience the absolute best it can be for visitors and for Londoners.London has always been about experience;our unique selling point is that we have a remarkable mix of hi

14、story,innovation and culture,which means there really is something for everyone.Whether that be iconic or innovative,how we experience this city is what drives the value of tourism.Experience encompasses everything.How a city makes us feel to live,work in or visit.How every element or touch point is

15、 part of a bigger,interconnected place.And how all of that is shared and reflected through Londons brand and values.London 2030 Tourism Vision06To take our tourism experience to an even higher level will require a new approach.We now understand that the true value of tourism to our city goes beyond

16、economic metrics.It is deeply woven into the fabric of what London is and our long-term prosperity and wellbeing.We need to gauge success by the quality of experience for our communities and visitors;tourism benefiting all Londoners,and the costs of tourism being minimised and shared.This Vision set

17、s out four key pillars to underpin experience:1.Managing the destination how we expand our offer,improve data sharing and visitor knowledge.2.Maximising our impact for Londoners how our industry drives positive change for London and Londoners.3.Leading in sustainability how tourism plays its part in

18、 supporting London and the UKs goals.4.Redefining our measure of success how we measure impact and shape future growth.During our work with industry colleagues on this Vision,we have begun to think about how London&Partners should respond to the challenge it lays down to us as the citys business gro

19、wth and destination agency.We make the following commitments:Championing the vision:supporting businesses and organisations in London who work in or adjacent to the tourism industry.To share guidance and facilitate knowledge sharing across industries and policymakers to improve outcomes.To help make

20、 tourism in London a world-leading industry delivering value for visitors,Londoners and the UK as a whole,by continuing to coordinate industry action.Increasing the communication between organisations:working to bring together organisations across London to collaborate more freely and openly in orde

21、r to help create a seamless and dynamic destination that provides the best experience for visitors from start to finish.Providing timely information and insights:sharing up-to-date information and insights via our communications,newsletters and events making sure businesses and organisations can res

22、pond to the latest trends.Developing the London brand:creating a cohesive narrative around our citys strengths and values,helping us uniquely position London as an innovative,inclusive and iconic global city.Promoting London:providing best-in-class marketing and communications support,delivering PR,

23、campaigns and bids that will attract visitors,events and conferences,showcasing the vibrant culture,venues and dynamism that make this city unique.As we move forward together,we acknowledge there are barriers we need to collectively address,and more work to be done.We hope that the Vision provides t

24、he inspiration to begin that work and take us to 2030 and beyond.We would like to thank Tourism Economics and Stonehaven who have worked with us throughout,as well as to everyone and every organisation that have taken part.The strategy process will continue.But this Vision sets out a clear ambition

25、for what tourism can and should be for our city a driving force for sustainable,resilient and inclusive growth.Rose Wangen-JonesManaging DirectorMarketing,Destination&CommercialLondon&Partners08London will be a brilliant experience for visitors and Londoners alike.To experience London will be to fee

26、l our values and to live our brand it is at the heart of who we are as a city.A visitors experience starts with inspiration,a desire that drives their choice to make their booking.It continues through the welcome on arrival,all the way through to how they enjoy our vibrant culture,hospitality and re

27、tail,the quality of our conference and events venues,and the safety and accessibility of our city.That is true for Londoners as well.Tourism isnt just something that happens in our city.It is a fundamental part of what makes our city great.It supports our cultural institutions and our restaurants,cr

28、eates jobs and builds diversity.Tourism makes our experience as Londoners richer,better,unique.This Vision makes experience the“north star”for London tourism in 2030 and sets a clear direction to inform our strategic choices to get there through four pillars:Managing the destination.Maximising our i

29、mpact for Londoners.Leading in sustainability.Redefining our measure of success.London 2030 Tourism Vision0704030201Managingthe destinationMaximising our impact for Londoners Leading insustainability Redefining our measure of successTHEVISIONManagingthe destinationA VISION TO:Broaden the London expe

30、rience Improve visitor knowledge and data sharing networks Make tourism accessible to all01London 2030 Tourism VisionThe London experience in 2030 will build on our mixture of the iconic and the new.Underpinned by our rich cultural heritage,the London experience will drive reputational and brand val

31、ue,develop and evolve Londons offer,and be accessible for all Londoners and visitors.This offer will also look to the future,embracing innovation and technology,which will ensure that London remains at the forefront of global tourism.That experience will reflect the importance of tourism both to vis

32、itors and to Londoners.Leisure visitors will have ease of access,new discoveries,and a high-quality experience that leaves them feeling relaxed,valued and entertained.Londoners may be looking to learn and see something new in their free time whether thats a dedicated holiday or a few hours spare in

33、an evening.By 2030,we will have broadened the spectrum of opportunity,meaning a greater range of visitors who can find a true connection to London and can return time and again to both well-known and more off the beaten track attractions.By 2030,we will have expanded the capitals offer by opening up

34、 more parts of London for longer each day.That will give space to visitors without reducing numbers,and simultaneously deliver for tourists and businesses,and Londoners who can take advantage of major attractions before or after their workdays.It will also distribute the impact of tourism across the

35、 day,and across communities,improving the experience for visitors and communities alike.11Broaden theLondon experienceLondon 2030 Tourism Vision12In 2030,the London experience will be a vibrant mix of large and small,independent and institutional,and historic and new.One of Londons greatest strength

36、s is the balance between historic attractions,world class family days out and independently owned venues.Those independently owned venues bring a range of benefits to London for visitors and Londoners.They create vibrancy and energy,and broaden the offer across the day and into more geographies and

37、communities.They also embed the economic benefit of tourism within the city,with more entrepreneurs and communities able to benefit from the profitability of the industry.In 2030,we will have sustainable visitor numbers and visitation dispersed across a wider range of visitor districts around the ci

38、ty and across more of a 24-hour period.That will open up access and improve the quality of that access.We will have reinvested in better,greener infrastructure to allow Londoners and tourists alike to make the most of the city.Our experiences in 2030 will be reflective of the diverse nature of Londo

39、n,its communities and visitors,ensuring that everybody sees themselves,their friends and families reflected in its tourism offer.Improve visitor knowledgeand data sharing networksBetter data sharing can transform the London visitor experience,by giving visitors better information about what is happe

40、ning and where,and giving industry better information about the behaviours and demand of those visitors.In 2030,Londons strong global position as a tech leader will mean that we will have established ourselves as experts in using data to inform the tourism industry.This requires a supportive regulat

41、ory environment,which recognises the power of business to innovate towards common goals,while protecting data privacy.Londons tourism industry should be aligned with Londons Emerging Technology Charter.1As a practical example,data could empower tourists to choose to visit attractions at non-peak tim

42、es and to choose lesser-known and independent attractions at busy times.Better knowledge can also enable visitors to optimise their journeys and their experience of attractions once they arrive.From reducing queues to smoothing peak/off-peak cycles which have become increasingly concentrated by post

43、-pandemic patterns of travel both Londoners and visitors experience of the capital can be improved.1 Mayor lays out pathway for ethical use of future technologies|London City HallLondon 2030 Tourism Vision14By 2030,data will have transformed the accessibility of Londons tourism offering.In 2030,ther

44、e should be a central database for accessibility information,with customers with disabilities not having to rely on incorrect or outdated information.This lack of information visibility affects supply.Creating accessible venues and places to stay is often capital intensive,and without consistent and

45、 effective ways of reaching a customer base,the risk may be too great.Mobility and travel needs are diverse with accessibility levels varying across the city.Our Vision is that by 2030 visitors and Londoners will experience a truly accessible city.Smart systems can not only help smooth the way with

46、accurate,live and easy-to-follow information,but they can also help both business and leisure users with different needs to share road and public transport networks efficiently.Beyond mobility,by 2030 our Vision will also address neurodiversity,understanding that everybody experiences London in a ma

47、nner that is unique to them.Make tourism accessible to allLondon 2030 Tourism Vision1517London 2030 Tourism VisionProposals01020304Broaden and diversify capacity and improve real-time visitor information,to increase visitor duration and thereby providing a less crowded and better experience.Foster a

48、 truly 24-hour economy supported with increased access and opening hours,balancing community needs with visitor experience.Provide live visitor information on wait times at major attractions and other useful information to help tourists self-manage their demand and disperse across off-peak times.Imp

49、rove accessibility and connectivity to create seamless end-to-end journeys for all visitors.Maximising our impact for LondonersA VISION TO:Create rewarding careers better jobs,better training,better pay Enhance the sectors reputation as a driver of social mobility Foster a virtuous circle in which e

50、mployees take pride in Londons offer,creating a better customer experience02This Vision sees tourism in 2030 as playing a key social role by helping to drive improvements in London,for Londoners,that deliver for businesses and integrate visitors.Culture,hospitality and wider tourism already play an

51、important role in the liveability of London,with residents benefitting from the cultural assets that the industry provides.In 2030,Londoners will view tourism as a core part of their citys identity,because engagement has increased,with Londoners seeing tangible benefits of the industry including as

52、a source of good jobs and rewarding careers.Create rewarding careers21London:labour requirement by sector in tourismThousands400350300250200150100500 Other services Passenger transport services Travel agencies Source:ONS,Oxford Economics,Tourism Economics278594415491122801214316415828211651184452225

53、41181577019161415237235233501037101444713451082571132724316464911850174752284554918531252991305619515831461542058137330143612157643466736359226415122London 2030 Tourism VisionCultural and sporting activitesAccommodation and food2017201820192020202120222023202420252026202720282029203023Creating rewar

54、ding careers also impacts visitor experience.In 2030,motivated and proud staff are an asset to the industry,leading naturally to an improved customer experience and through that,greater productivity and profitability.Today,London tourism risks a long-term staffing crisis.There are too many jobs avai

55、lable with too few people to maintain the sector.By elevating the status of careers within the tourism economy,the industry can connect with Londoners who are eager for well-paying jobs with career development prospects.London 2030 Tourism Vision9876543210Jan-15May-15Sep-15Jan-16May-16Sep-16Jan-17Ma

56、y-17Sep-17Jan-18May-18Sep-18Jan-19May-19Sep-19Jan-20May-20Sep-20Jan-21May-21Sep-21Jan-22 Transport Hospitality All vacancies RetailUK:vacancy rates by sectorVacancies per 100 jobsSource:ONS,VACS02:Vacancies by industry,Tourism Economics24London 2030 Tourism VisionHistorically,tourism and hospitality

57、 have been an important route into skilled and leadership roles for workers from diverse social and economic backgrounds,as well as an important employer for people arriving in the UK to work.The hospitality sector is particularly upwardly mobile as an industry,with the greatest proportion of senior

58、 managers who started off their careers in entry-level posts rather than via university education.Our Vision is that in 2030,perceptions of hospitality jobs will have been improved by a conscious effort to tell success stories and cultivate hospitality as a long-term profession,illustrating the care

59、er progression available and the satisfaction that comes from connecting London to the world,and being one of the contributors to the experiences visitors will treasure for a lifetime.The industry and education sectors should come together to provide training to get more Londoners into fulfilling,ca

60、reer-defining roles.By creating the right opportunities while simultaneously leveraging technology to fill skills gaps and free workers to perform more rewarding and high-skilled roles,businesses will be more efficient and make more money while improving experiences for Londoners.Enhance the sectors

61、 reputation as a driver of social mobilityLondon 2030 Tourism Vision26Proposals01020304Improve the link between education providers and employers:educate school leavers about,and connect them with,opportunities in tourism sectors.Agree and align on the most relevant qualifications that encourage peo

62、ple to fill high-skilled needs and elevate the prestige of a career in the industry.Trumpet the success stories of those building careers and tourism businesses in London.Leverage technology to fill skills gaps and create roles that focus on value-add contributions to overall experience.29London 203

63、0 Tourism VisionLeadingin sustainabilityA VISION TO:Support jet zero ambitions Make London one of the greenest cities in the world,whose growth is enhanced by its green credentials Leverage Londons role as a gateway to other destinations,improving the carbon efficiency of tourism and contributing to

64、 UK economy 03The Vision supports the Mayor of Londons aim for London to be a zero carbon city by 2030.That means a focus to deliver on Londons ambition to be one of the greenest cities in the world,from the moment of arrival to the moment of departure.As a global city,London will continue to attrac

65、t visitors from around the world,and in 2030 we will see that trend continue with enormous potential financial benefits.However,those visitor numbers and spend must also be set against our sustainability obligations,meaning that the carbon efficiency of an entire visit will be a key marker of succes

66、s in 2030.Our goal will be to create the highest economic benefit per kilo of carbon generated,with net zero domestic transport and sustainable accommodation and attractions making it a green experience for all.Business tourists often have heightened corporate awareness of sustainability concerns an

67、d increasingly,corporate policies to match those values a trend London should do everything to encourage and respond to.In contrast,we know that tourists want sustainable options but are overloaded with choices and face pressures on their budgets to travel,particularly for leisure visitors.Data is c

68、ritical to better signposting and prioritising sustainable travel options for consumers,from promoting sustainable attractions to showing greener and more active travel options.For businesses managing carbon travel budgets,more transparent information about the carbon cost of travel and hotel emissi

69、ons has improved sustainable decision-making in 2030.Make London one of thegreenest cities in the worldLondon 2030 Tourism Vision33Average score on a likert scale of 1 to 7 1 =Not likely at all 6 =Extremely likelyIn our Vision,London has responded by cutting down on carbon and waste,with individual

70、businesses taking responsibility for their own paths to net zero.For example,UK Hospitalitys Net Zero roadmap considers sector emissions hotspots,decarbonisation opportunities and practical steps for setting net zero goals.2 The wider industry is also considering the impact of food waste,consumption

71、 and recycling.In 2030,we will have supported the realignment of Londons streets and parks for pedestrians and cyclists,helping visitors walk and cycle more,and use motor vehicles less.The Vision wants to identify where environmental considerations are an opportunity for green growth.That means thin

72、king about how we can support and deliver smart infrastructure and business practices that benefit Londoners and visitors alike.Today,the tourism industry is acting ahead of demand for greener travel and that is the foundation on which a Vision for sustainable tourism can be built.By 2030,we will ha

73、ve embedded all these sustainability efforts into the fabric of our city and industry,giving leisure and business tourists a seamlessly sustainable experience,in which London continues to innovate and take green solutions to market.Importantly,Londoners will benefit too,from cleaner air to better co

74、nnectivity.2 UKHospitality,Net Zero Roadmap35Projected travel behaviour per category by countryConsidering ecocertificationAverage score on a likert scale of 1 to 7 1 =Not likely at all 6 =Extremely likelyAdjusting period oftravel/destinationSource:ETC(chart constructed),via Tourism EconomicsChoosin

75、g localChoosing alternativemodes of transportationNumber of respondents:1,545The NetherlandsFranceItalyGermanyUKMean score6543210London 2030 Tourism VisionLondon 2030 Tourism Vision36The carbon efficiency of a visit is not limited to a stay in London.Using sustainability as a pillar of our future st

76、rategies allows us to consider Londons tourism within the context of the wider UK and wider Europe.In 2030,London has increased its role as a gateway to the rest of the UK and beyond.This means that London enables visits to multiple destinations,both within the UK and in continental Europe,in order

77、to specifically maximise the carbon efficiency of visits to London.Therefore,this Vision seeks to encourage longer stays in London itself,as well as positioning the city as the best long-haul destination from which to access other parts of the UK and Europe.This is equally applicable to both leisure

78、 and business tourism.Specifically from a UK perspective,this gateway approach would have a positive impact on,UK economy in 2030.It is estimated that today,“London gateaway”travel accounts for 12.3%of all visits to the rest of the UK and is associated with 1.9bn spending in parts of the UK outside

79、London.That figure can grow.In order to achieve this,it is imperative to encourage visitors to chose low emission options such as rail over air travel for journeys to and from London,across the UK and Europe.By 2030,work should have taken place to establish rail or emerging low emission/carbon neutr

80、al forms of transport as the options of choice for visitors bookending their travel via London.Leverage Londons role as a gatewayLondon gateway as a share ofrest of the UK inbound travelVISITSNIGHTSSPEND2.8M15.6M1.9BNSource:Tourism EconomicsShares of UK inbound travelLondon,London gateway in the res

81、t of UK and rest of UK direct51.6%5.4%7.2%41.2%66.9%27.7%51.4%4.2%44.4%VISITSNIGHTSSPENDSource:Tourism EconomicsRest of UK:London gatewayRest of UK:DirectLondonLondon 2030 Tourism Vision38As an island,a significant number of visitors will need to access the UK by plane.This represents a significant

82、environmental challenge until the aerospace sector can deliver on jet zero ambitions.3Our Vision for 2030 needs to be a bridge from todays travel model towards a zero carbon future.To do that,London will need the infrastructure(such as storage and production for sustainable aviation fuel)required fo

83、r airlines serving our city and country to make jet zero a reality.While the solutions are beyond the scope of our Vision,the tourism industry can support and help make jet zero a reality.3 UK Government 2020,jet zero strategy:delivering net zero aviation by 2050Support jet zero ambitionsProposalsIm

84、prove connectivity and signposting throughout the city so that London is one of the greenest cities from arrival to departure.Increase the attractiveness for those combining business and leisure travel,for lower carbon journeys and longer stays.Develop marketing strategies that encourage longer stay

85、s by using London as a gateway to the UK and Europe.Make sustainable travel,such as rail,the option of choice for journeys across the UK and Europe,to and from London.01020304London 2030 Tourism Vision39Redefining ourmeasure of successA VISION TO:Incorporate a new set of metrics and data points to s

86、upport and enhance existing economic measurement and improve data sharing Identify and attract tourism source markets that will deliver both growth and resilience Shape future demand04London 2030 Tourism Vision43The coronavirus pandemic has given us the opportunity to redefine what success looks lik

87、e,the future we envision for our city,and how we measure it.Pre-pandemic,tourism was considered primarily through an economic lens.However,there is now a greater appreciation of the true value of tourism to our city,and how deeply it is woven into the fabric of our experience of London.By 2030,we wi

88、ll have gone beyond traditional volume benchmarks to provide the highest-quality tourism package that delivers both commercial and experiential value that also enjoys the support of Londoners.These benchmarks will include social,environmental and experiential factors such as:Reputation:sentiment mea

89、sure Experience:Net Promoter Scores(aligned to the key areas of focus in this Vision e.g.24-hour economy,transport etc,as well as the overall experience)Economic:spend per visitor Duration:average length of stay Environmental:carbon per visitor spendIncorporate a new set of metricsIncorporate a new

90、set of metrics and data points to support and enhance existing economic measurement and improve data sharing.London 2030 Tourism Vision44Additionally in 2030,the industry should consider creating a citywide,anonymised dashboard of strategic data which will allow businesses and organisations to see a

91、 balanced scorecard of the citys tourism health.In turn this will allow the industry to be more flexible and agile,further improving its resilience.On the supply side,data sharing networks will empower businesses to work together to systematically leverage Londons existing assets and enhance the cit

92、ys tourism offering.In 2030,combining business and leisure or“bleisure”will be a larger segment than is currently the case.London can build on the strengths of its combined cultural and business tourism offer by collecting new information on the needs of these travellers that can support an integrat

93、ed offering.In particular,this will allow visitors to move between business and leisure activities seamlessly in a day without having to swap between information platforms,transport networks or communication networks.ThousandsUSFranceGermanyIrelandItalySpainThe NetherlandsPolandLondons top business

94、visits source markets,2019Source:Tourism Economics and LPS329582322195194145194200The Vision is mindful of the competitive landscape.London has always been a world-leading destination:in 2019,London achieved the greatest number of bed nights among its European city competitors according to the CityD

95、NA Benchmarking Report,and it maintained that title in 2021.3Nonetheless,the coronavirus pandemic disrupted the status quo in a way that has yet to fully settle,with competitors spending heavily to recover.4London cannot rest on its historic laurels.Londons comparatively high proportion of internati

96、onal visitors was thrown into stark relief when restrictions came in particularly in comparison with competitors like New York City,where close to 80%of visitors are from domestic markets.5 Londons proportion of domestic visitors increased during the pandemic,but the proportional increase was nowher

97、e near enough to balance out the impact of the lost international tourism.This Vision for a more resilient future includes developing the citys domestic tourism offering and marketing not only increasing this audience but increasing Londons connections(both cultural and commercial)with the rest of t

98、he UK,benefiting both.That means understanding where Londons growth is going to come from and,importantly,what growth we want to target to achieve the balance of outcomes that this Vision proposes across social,environmental and economic factors.Identify and attract growth markets and resilient visi

99、tor mix454 CityDNA Benchmarking Report5 France committed to a 18bn rescue public fund,while New York City launched a$30m recovery campaign.6 Office of the New York State Comptroller,2021.4660%InternationalDomestic40%20%0%-40%-20%-60%-80%-100%2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 203

100、0Amounts in percentage change since 2019%of totalLondon nights:domestic versus international Domestic proportionof nights45%40%35%30%20%25%15%10%5%2019 2020 2021 2022 2023 2024 20250%Source:Tourism EconomicsLondon 2030 Tourism Vision47Selected markets ranked by size and growth potential,2030Source m

101、arket comparison:size versus growthCAGR 2025-30GrowthNote:Estimates exclude VFR travellersSizeHNESPITADEUFRAUK(DOMESTIC)HKGNights in 2030,INDSGPKORGRCMYSCZEZAFBRASAUCANMEXHUNARGJPNNLDAUSAREMarketsSTABLE GROWTHUK-United KingdomFRA-FranceESP-SpainITA-ItalyDEU-GermanyLARGE GROWTHCHN-ChinaSMALL GROWTHIN

102、D-IndiaSAU-Saudi ArabiaCAN-CanadaARE-UAEBRA-BrazilKOR-South KoreaHKG-Hong KongSGP-SingaporeMYS-MalaysiaGRC-GreeceCZE-Czech RepublicZAF-South AfricaARG-ArgentinaMEX-MexicoHUN-HungaryAUS-AustraliaJPN-JapanC0%2,0004,0006,0008,00010,00012,00014,00016,00018,00020,0002%4%6%8%10%12%US-United StatesNDL-The

103、NetherlandsSource:Tourism EnconomicsthousandsUS48London 2030 Tourism VisionTourism Economics work shows that in 2030,London will have seen strong growth in overnight stays by tourists.With markets such as China and India forecast to grow dramatically,leading to a potentially significant increase in

104、visits.Our Vision is to manage both the growth of inbound visitors and the growth of the industry(and supporting infrastructure)that will welcome them,in tandem so that the growth is sustainable for London and Londoners.The increased overall numbers therefore shows the necessity to spread visitation

105、 by increasing access to more parts of London at different times,creating opportunities for new visitors without overcrowding and compromising experience.We will strategically assess each growth source to deliver place-specific marketing of London abroad with our goals of increasing nights spent in

106、London per visit,and positioning London as a gateway to the UK and Europe,in line with our sustainability vision of generating the most value-add per kilo of carbon generated.All this work will be done with our brand and values in mind,attracting visitors who are aligned to the mindset of the city w

107、e want to be.However,knowing where the growth may come from is not the same as shaping it towards a Vision of London.A Vision for Londons future has to address the breadth of the city as a whole.That means that in 2030,destination marketing of London as a city must play an important role alongside m

108、arketing of specific venues,hotels or attractions.We need a strong global brand that will stand out in an increasingly competitive market.To be effective,we need to think of audiences in a different way as our customers needs change,and target them accordingly.We will need to go beyond demographic a

109、nd geographic definitions and consider expanding audience segmentation to include understanding their mindset,and the curious,adventurous and green-focused nature of our audiences,who are aligned to Londons values and brand.It is important to acknowledge that creating a strong global brand will requ

110、ire sustained,long-term marketing support.Therefore,the Vision needs to create a long-term funding model(including public and private)to deliver effectively.Shaping future demandLondon 2030 Tourism Vision49London 2030 Tourism Vision51ProposalsCreate a new pan-industry dashboard that improves data sh

111、aring,forecasting ability and measures tourism health.Develop a destination management marketing strategy that is aligned to the Vision and understands the mindset of our future audiences,inspiring them to choose London as their destination and stay for longer.Diversify Londons visitor mix,improving

112、 resilience by increasing our mix of domestic(including Londoners)and international visitors.Agree sustainable,long-term,public/private funding for marketing and destination development.01020304The role of policymakersThis Vision recognises the significance that government buy-in at national and loc

113、al level has,not just to unlocking individual projects but even more critically,in creating the conditions for businesses and organisations to pull together in the same direction.To make the Vision a reality by 2030,government can support the major principles outlined at the start,joining up future

114、planning,regulation,funding and legislation to allow businesses to deliver against the Vision points which in turn deliver on key local and national government priorities.In keeping with the Visions focus on a dynamic,frictionless experience that puts Londoners and visitors first,there are two eleme

115、nts that require focus:delivering nationally,for all parts of the UK to benefit from tourism to London,and locally,for Londoners specifically to benefit.Nationally,the largest area in which our industry cannot act without government partnership is infrastructure,which is particularly critical for th

116、e Visions sustainability objectives.For potential domestic travellers and inbound travellers wanting to connect to the rest of the UK a primary concern is the expense and trip length associated with current travel options to the capital.Improving availability and reliability of rail and road infrast

117、ructure links between the rest of the country and London is critical.This can also unlock opportunities for supply chains,enabling more businesses from across the UK to supply the London tourism industry.Locally,our tourism businesses are desperate to fill skilled roles,with real prospects for advan

118、cement and career development,but are falling victim to the current skills shortage,and partnership with our state education sector is crucial to a long-term solution.This means facilitating additional training and tailoring qualifications to match needs in hospitality and tourism and working togeth

119、er to improve links and awareness of opportunities in our industry.The Mayors Academies Programme 6 is already making these connections between employers and adult learning providers in the capitals hospitality sector and other key industries.We want a future in which anyone,from any part of the UK,

120、who wants an opportunity in London can find the training and links they need to access that in the sectors that comprise tourism in the capital.More broadly,we need to work in close collaboration with government to keep London(and the UK)competitive as a place to visit,with sensitivity to how policy

121、 impacts visa applications,taxation and the accessibility of the UK compared to other destinations.7 About the Mayors Academies Programme|London City Hall54Source:ONS,Oxford Economics,Tourism EconomicsLondon tourism ratios compared to the UK,by sectorShare of sectoral employment attributable to tour

122、ism activityUK 2019London 201977.1%CulturalactivitiesTravelagenciesTransportrentalAirtransportWatertransportRoadtransportRailwaytransport65.7%21.6%16.1%27.1%33.7%13.2%8.0%15.3%14.2%49.9%48.6%14.6%14.7%62.8%61.4%25.2%24.1%19.4%23.6%1.4%1.4%19.4%London 2030 Tourism VisionAccommodationExhibitions and c

123、onferencesFood andbeverageSport andrecreation56This Vision sets the course for a vibrant tourism offer that puts experience at its core.It provides common ground on which to build our individual strategies,defining the role each of us will play in making the Vision a reality.It is important to ackno

124、wledge that the Vision can only be delivered if we move forward together.This is a call to every business and organisation in London to join with each other with the common understanding that if London is strategically aligned,everyone benefits.There is work now to be done to truly bring this Vision

125、 to life.For London&Partners,the work will now begin to produce a destination management strategy that uses the framework of the Vision as its guiding principle.The hope and expectation is that this framework is adopted and used by all the different businesses and organisations that make up Londons

126、tourism industry.What is for certain is that nobody can predict the future,but by being aligned around a common Vision the citys tourism industry can help make itself as resilient,inclusive and sustainable as possible.In turn,that combination of stability and ability will allow Londons tourism offer

127、 to evolve and prioritise experience through a combination of managing the destination,maximising our impact for Londoners,leading in sustainability and,ultimately,redefining our measure of success.Bringing the Visionto life.London 2030 Tourism Vision08Tourism Vision 2030Acknowledgements Thank you t

128、o all the organisations who have taken the time to participate in the creation of this London 2030 Tourism Vision.AirbnbAssociation of Leading VisitorAttractions(ALVA)Angel Business Improvement DistrictBaker Street Quarter PartnershipBarbican CentreBeds and Bars Group LimitedBlue Orchid HotelsBromle

129、y BID LimitedBusinessLDNBusiness Travel Association LimitedBusiness Visits and Events Partnership(BVEP)Camden Town UnlimitedCatalystCentral London ForwardCentre for LondonCity of London CorporationConfederation of British Industry(CBI)Cross River PartnershipEasyJet PLCEdwardian Group LondonEurostar

130、International LtdExCel London LimitedExpedia Group LimitedGatwick Airport LimitedGreater London Authority(Policy teams and Parties)Grosvenor Britain&IrelandHeart of London Business AllianceHeathrow Airport LimitedHilton Hotels&ResortsHS1 LimitedIHG Hotels&ResortsLondon City AirportLondon Councils Li

131、mitedLondon HQ Ltd(Northbank BID,Victoria BID,Victoria Westminster BID,Whitehall BID)London Legacy Development CorporationLondon Property Alliance(WestminsterProperty Association)London Tourism Co-op LtdMade tourism marketingMarriott Hotels LimitedMayor of LondonMerlin EntertainmentsNew London Archi

132、tecture LimitedNew West End Company(NWEC)Olympia London(Olympia ManagementServices Ltd)QEII CentreSouth Bank BID LtdTeam London Bridge LimitedTheCityUKThe Crown EstateThe Fitzrovia Partnership,BusinessImprovement District LimitedMeetings Industry AssociationThe O2The Royal Parks LimitedTourism Allia

133、nce Limited(UK)Transport for London(TfL)Tripadvisor LimitedUKHospitality LtdUKinbound LimitedUnited Airlines IncVictoria and Albert MuseumVirgin Atlantic Airways LimitedVisit GreenwichVisitBritain HQWeAreWaterloo Ltd(BusinessImprovement District)WestfieldGET IN TOUCHFIND OUT MORE169 Union StreetLondon SE1 0LLTel:+44(0)20 7234