伦敦旅游发展规划-英文版.doc

1、1Visit Londonthe Mayors Plan for Tourism in LondonContents1 Foreword by the Mayor of London 12 Introduction 23 Londons Visitor Economy 34 The Mayors Role 75 Challenges for Tourism in London 106 Principles of the Mayors Plan 157 Headlines for Action Plan 178 Organisational Structure 219 A New Start d

2、riving the process forward 2410 Glossary 2511 Abbreviations 301 Foreword by the Mayor of LondonTourism is vital to Londons 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 fo

3、r 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 d

4、irection.Londons 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. M

5、y 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,

6、 offered a Great London Dealscampaign 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 2this from the London Developm

7、ent Agency, and intend to provide 4 million next year. I want this to be matched by a similar sum from the private sector.Londons 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 rebuildin

8、g 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

9、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 n

10、ew 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 Londons tourism industry, marked by a strong pr

11、ivate sector ethos I nominated an expert in marketing, Tamara Ingram, Chairperson and Chief Executive of one the worlds 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 p

12、olitical 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 capitals infrastructure needs.Create a step-change in marketing with smarter

13、targeting.Ensure improved data intelligence is gathered to monitor trends and make London even better for the future.Lets all work together towards creating the best possible welcome forLondons visitors.Ken LivingstoneMayor of London2 IntroductionThis paper sets out a framework for a programme of ac

14、tion by the Mayor and partners to 3develop Londons 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

15、 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 years work by the LDA, GLA and May

16、ors advisors.This document presents high-level objectives for Londons 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

17、 actions will be defined for different partners. These will link to the Mayors forthcoming Cultural Strategy.Visit London is aligned to the Mayors statutory strategies, in particular the Draft London Plan (DLP), Economic Development Strategy (EDS) published by the LDA and Transport Strategy, and has

18、 been prepared with regard to the Mayors 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 Londons economy.The Mayor has a duty to promote tourism and to assist him in carryi

19、ng 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 GLAs obligations to the DCMS.Visit London has been developed alongside the current programme of activities for 2002/3 agreed between the Mayor and DCMS

20、 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. T

21、o 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 Londons visitor economyEconomic significanceThe EDS for London recognises the tourism and hospitality

22、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 4sub-sectors,including accommodation, catering, conference and exhibition venues,travel a

23、nd tourism services, retailing, visitor attractions, restaurants and leisure facilities.Domestic and Overseas Tourism to London, latest 2001 figures (millions)UK Residents Overseas ResidentsTrips Nights Spending Visits Nights Spending16.9 39.8 2995 11.49 76.3 5661Source: UKTS 2001, IPS 2001*Note: IP

24、S figures are provisional.London, Excluding Visiting Friends and Relatives, 19901999LTBs 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 Londons employment. This calculation incl

25、udes 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

26、 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 Londons tourism. The development of a structure

27、d 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

28、.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 forecast5Londons tourism sector encompasses a range of businesses, from large multinational companies to a significant number of

29、 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 Londons economy as there are strong inter-relationships with the creative, cultural, retail and ICT sectors. It is these sectors that provide the products an

30、d services that underpin Londons offer as a place in which to live and work, and as a leading world tourism destination.Gateway to the UKLondon has long been established as the international gateway to the UK,with 59 per cent of overseas visitors arriving via one of Londons airports.Over half (56 pe

31、rcent) 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, ha

32、s 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

33、 will seek to sustain Londons international profile and status as a World City and gateway to the UK.World class tourism productThe range and scale of Londons tourism is unmatched in other world cities. Londons wealth of world-renowned and iconic heritage and cultural attractions, from the Houses of

34、 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.Londons visitor attractions dominate the UK market.Major sporting even

35、ts such as tennis at Wimbledon, cricket at Lords and the Oval, and rugby at Twickenham add to Londons 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. Londons retailing has

36、 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 comp

37、etition demand provision of business-friendly facilities, such asaccommodation with Internet access. London has many of the worlds great hotels, and some excellent local bed and breakfasts.6Londons diversityThe wide variety of events in London both encourages and depends on the tourism industry, and

38、 provides a means of expressing and interacting with Londons culturally and ethnically diverse communities. These communities are also an important source of distinctive, culturally specific events, cuisines and traditions that are central to Londons cosmopolitan vitality. Many minority ethnic busin

39、esses operating in the sector have strong overseas links and provide valuable access to foreign markets. Londons 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 in

40、dustries fuel Londons high-value evening and night-time economies.Benefits for LondonersTourist attractions promote and sustain Londons international profile.Tourism and hospitality play an essential role in support of Londons status as a World City, global financial centre and commercial hub.Touris

41、m provides exceptional quality of life benefits for Londons 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 Lond

42、on profitability depends on the tourist andLondoner alike.The tourism sector accounts for 12 per cent of Londons Gross Domestic Product (GDP) and supports 13 per cent of Londons workforce. Needless to say, growth in the visitor economy benefits London economically and crucially distributes that bene

43、fit across Londons sub-regions,communities and businesses through direct, indirect and induced spend.Managing the impacts of tourismCareful management is required to do the following: Improving Londoners understanding of the benefits of tourism.Building assessments of the impact on transport and oth

44、er supporting infrastructure into planning and development plans for new tourism facilitiesDeveloping effective area and visitor management to reduce visitor pressure in central locations and improve ways of getting around the cityIncreasing the supply of visitor accommodation across London, ensurin

45、g better distribution, to ease congestion and improve value for moneyCo-ordinating planning, licensing and management policies and quality assurance programmes to enable the development and distribution of new tourist facilities across London 7adjacent to new hotel developmentWorking with relevant s

46、takeholders to minimise the negative impacts of aviation and Londons airports through increases in efficiency in air transport and noise performance.Making it easier for people to use public transport, especially between Londons airports and central London, and to spread visitors use of public trans

47、port, providing incentives to maximise off-peak usage.Partnership with London boroughsThe 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 borou

48、ghs 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 forward Visit London.Londons waterwaysEnhancements to the River Thames and Londons other waterways have delivered positive improvements for both business and leisure tourism.The Blue Ribbon Network in London has shown the pote