Tourism strategy for Glasgow

The research paper title highlights tourism strategy for Glasgow that is guided by its vision statement, which states that their shared ambition for metropolitan Glasgow is of sustained and sustainable growth in the tourism industry as a contribution to the wealth and well-being of all. In addition, the vision for Glasgow 2016 action plan is of leading destination in key markets offering a unique, dynamic, and authentic experience through the quality of place, product, and service differentiated through the strength of the brand, Glasgow: Scotland with style. Glasgow 2016 action plan takes advantage of the city’s growth, favorable national policy environment, and higher level of ambitions and desire for Glasgow’s future prosperity and well-being. This clearly indicates that the strategy for Glasgow tourism is closely linked to the national and city policy document. The Glasgow outcomes and to ensure it meets its 2016 vision, there are certain elements that highlighted in its vision that shows its intention of ensuring economic growth of Scotland. Due to this, the tourism sector takes a major role in protecting the environment and working closely with communities for mutual benefits (Tribe 2010 p. 5). For successful strategic planning, there are several key elements of corporate strategy, which if well implemented, leads to success. These elements include. i. Strategic analysisii. Strategic purposeiii. Strategic choice iv. Strategic implementation Strategic purpose for tourism Glasgow is defined in its mission which states what the organization aims to achieve in the specified period. In the case of Scotland tourism 2016 action plan, the mission is that by 2016, tourism is seen as the major contributor to economic growth of Scotland. in this regard, the key contributor to Scotland tourism include Glasgow leading attractions, Tourism retail and leisure group, Greater Glasgow hotels association, Glasgow restaurateurs association, Scotland tourism and ministry of tourism. Strategic analysis incorporates consideration of influences upon Scotland tourism in terms of operating environment and resources available in order to attain its objectives by 2016. Strategic analysis is concerned in dealing with major strengths and weaknesses within internal resources and threats and opportunities posed by external environment in which the organization operates (Tribe 2010 p.10). In this sense, Scotland tourism identifies some threats in its external environment. These threats include. i. The use of IT by customers ii. The impact of travel on climate change iii. Competitive nature of tourism destination iv. Increase in fuel prices The major strength include i. Brand name ii. culture iii. partnership and joint working iv. international gateway v. city centre retail offer vi. architecture vii. conference facilities and viii. access to highlands Major opportunities for Scotland tourism include. i. Continued brand development ii. Increase in short break travel iii. , New hotel development iv. Experiential services v. Collaboration with Edinburgh and other, surrounding destinations vi. Developing service excellence vii. Attracting large scale events viii. Innovative new products and packaging ix. Waterfront regeneration x. Differentiation through unique selling points xi. Employment-rich sector xii. Green issues Major weakness includes. i. Signage ii. gaps in transport infrastructure iii. packaging of experience iv. cleanliness v. Image of sector for employment Strategic choice is more concerned with selection strategy, evaluation of available options and generation of strategic options. The strategic option favored by Scotland tourism 2016 action plan has moved from mass tourism where they initially concentrated on price to major emphasis on quality or differentiated tourism where consumer or visitor and host experience is emphasized. The Glasgow: Scotland with style