VENEZIA - Eurac 2018-03-22آ  •Tourism and other activities are all components of a complex...

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Transcript of VENEZIA - Eurac 2018-03-22آ  •Tourism and other activities are all components of a complex...

  • Mara Manente Director, Ciset-University Ca’ Foscari, Venice

    VENEZIA:

    …. A SUSTAINABILE OR UNSUSTAINABLE BEAUTY?

  • VENEZIA: A SUSTAINABILE OR UNSUSTAINABLE BEAUTY?

  • Nome, data

    Historical

    Centre

    Lido

    Mestre-

    Marghera

    Municipality: 261.000 Inhabitants

    Historical Centre: 54.400 Inhab.

    (-1000inh per year)

  • Nome, data

    SUMMARY

    1. Big attraction: the numbers of tourism

    2. The phenomenon of excursionism and the “tourist region”

    3. The cost – benefit balance: negative externalities

    4. The competitive profile

    5. Strategic priorities

  • Venezia – the big attraction

    Historical Centre of Venice: evolution of tourist arrivals and nights. 1949-2015 •6,8 mln nights spent in the

    Historical Centre (average length of stay: 2,5 days) •7,6 mln tourist tickets sold by public transports •Int.nal tourists: 86% (USA, UK, France, Germany, China, Australia)

    •Over 1,5 million cruise passengers (1° Mediterranean home port)

    •3°Airport: 90 destinations, 86% international passengers

    •Different products: historical art cities, cruises, cultural landscape, business, hub exploring, MICE, sport, …

  • Venezia – the whole attraction

    •Over 25 million estimated visitors per year (less than 55.000 inhabitants)

    •3,4 million from the green area: tourists that sleep outside Venice but their main destination is Venice

    •2 bln euro the estimated overall tourist revenue

  • JESOLO

    NOVENTA

    SCORZE’

    STRA’

    MONSELICE

    SOTTOMARINA

    Coastal axis

    Riviera

    Mirano area

    Terme euganee

    Piave Terraglio

    Coastal axis

    MOBILITY AXES

    MESTRE

    45 MINUTES

    45 MINUTES 45 MINUTES

    45 MINUTES

    45 MINUTES

    Source: CISET

    Venezia and its relevant tourist region

  • Venezia – the “cultural” experience

    Tourists • 70% are first time visitors (50% in other cities) • Strong incidence of extra EU demand (USA, Australia, Canada, Japan, Brazil...) • Limited knowledge of the territory around Venice and of the city itself

    (preference for traditional itineraries: bus terminal-railway station, Rialto bridge, St. Mark square)

    • Good willingness to pay, medium-high expenditure

    MAIN PRODUCT/SEGMENT

    The experience in Venice • Focus on the magic atmosphere of the city and on its iconic value, but the image is

    generic • Few visits to museums (1 entrance per visitor in Venice, on average) • Tourists generally require a very similar experience, independently from their

    profile/willingness to pay • Also among same-day visitors, an important share require similar experience

    High turnover of visitors High dependence on un-differentiated markets

  • NEGATIVE EXTERNALITIES IN AN URBAN ENVIRONMENT

    • …

    • crowding out of other urban functions and a more complex “second level” crowding out, when activities related to cultural, high-quality visits are replaced with others selling cheap, mass flow oriented goods

    • congestion in terms of time (70% of flows concentrated in 4 hours) and places (34% public space used by tourists, static image related to the big attractions and iconic values)

    • visitors pay for the support services, but the costs for the maintenance of the primary attractions lie mainly on the residents …. AND

    •The fiscal mechanism cannot completely bridge the gap

    THE COST/BENEFIT BALANCE

  • Competitive profile The “icon”cities: Venice, Florence, Bruges

    GENERAL

    •Tourism plays a driver role: mono-culture

    •The city IS the attraction: just a few sites are recognized, but the potential of the resources is not completely exploited

    •Reduced differentiation of tourism demand by motivation

    •No peculiar development or change to lead them out of their side-line role in the next 20 years

    BRAND INDICES

    • Powerful tourist brands, strongly attracting international demand,

    • Presence in other sectors (politics, economics, culture, fashion, etc. ) considered not so significant in the last 30 years

    •Urban life perceived as ‘static’ and not exciting (pulse)* * The two super-index have been conceived to be assimilable to Anholt City Brand Index in order to

    compare resuls

  • THE ‘ULTIMATE’ CITIES (1)

    • Generally compete on many tourist markets (business, conventions, city breaks, cultural tourism, events, etc.),

    • Are drivers of different networks of mobilities at local and international level

    • Their offer can satisfy different targets

    • Tourism and other activities are all components of a complex project of urban development

    • Consolidated and global “brand” representing not only tourism, but also cultural, politica, finacial, etc role (cfr. Anholt City Brands Index )

    London, Paris, Barcelona, Rome

    0

    0,2

    0,4

    0,6

    0,8

    1

    Role of International

    tourism demand

    Variety of socio-

    demographic segments

    Variety of tourist

    activities/experiences offered

    Significance of core

    resources and attractors

    Competitiveness of

    accommodation supply

    Relative cost of city for

    tourists

    Presence of the city

    Pulse of the city

    Potential o f the city

    London Paris Barcelona Rome

    SOURCE: CISET, Osservatorio delle città d’arte, Analisi di benchmark delle principali città italiane, con Mercury, Doxa e Censis, per conto di Dipartimento Turismo.- Presidenza del Consiglio dei Ministri; Minghetti, Montaguti, “Cities to play: Outlining Competitive Profiles for European Cities”

  • THE “YOUNG TRENDY” CITIES

    Less established role as global tourist destinations  Rapid development of tourist flows in the last years mainly due to their: Perceived brand: “youth and

    liveliness” Increasing city presence at

    international level High value attributed to the

    pulse of the city

    Prague, Istanbul, Sevilla

    0

    0,2

    0,4

    0,6

    0,8

    1

    Role of International

    tourism demand

    Variety of socio-

    demographic segments

    Variety of tourist

    activities/experiences offered

    Significance of core

    resources and attractors

    Competitiveness of

    accommodation supply

    Relative cost of city for

    tourists

    Presence of the city

    Pulse of the city

    Potential o f the city

    Prague Istanbul Sevilla

    SOURCE: CISET, Osservatorio delle città d’arte, Analisi di benchmark delle principali città italiane, con Mercury, Doxa e Censis, per conto di Dipartimento Turismo.- Presidenza del Consiglio dei Ministri; Minghetti, Montaguti, “Cities to play: Outlining Competitive Profiles for European Cities”

  •  Strengthening the diversification of the economic sectors (avoid tourism mono-culture) and sustain tourism business to “hybridise” (e.g. with creative industry)

    Working on the traveller’s choice mechanism and buying model (Tour Operators, guides, blogs, social networks, influencers, …) by informing, guiding, selling experiences tailor-made and by increasing loyalty

    Priorities (1)

    The sustainability and competitiveness of the destination stay in its capacity to attract new market segments, to increase the significance of core attractions and make tourism a component of a complex project of urban development:

  • Qualifying the market demand and its behavior to avoid the standardization and trivialization of the tourist experience

     Enhancing the visitor-friendliness of the destination by

    •implementing a strategy for tourism management at metropolitan level

    • strengthening communication and information channels

    •diversifying the offer and quality of complementary tourist services

    • focusing on the internal and external accessibility

    •planning a strategy of attractions and events relevant to the targeted markets during all year

    …… priorities (2)

  • Diversifying the supply chain according to the ''experience approach“ through the rediscovery of multifaceted connections with the lagoon and the “terraferma” along the exiting mobility axes in order to avoid the “Gran Canal view” approach

    System of Intelligence - Monitoring sustainability (e.g. ETIS Toolkit for sustainable destination management) - Monitoring effectiveness and efficiency of policies for tourism

    …… priorities (3)

  • Many Thanks! Mara Manente

    CISET - Università Ca’ Foscari email:

    mara.manente03@unive.it ciset@unive.it

    URL: http//:www.unive.it/ciset

    @ilCISET

    @ manente03

    mailto:mara.manente03@unive.it mailto:ciset@unive.it