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To address our plans, Glasgow’s industry leadership must be strengthened and a series of actions advanced to improve strategic decision-making, product development, destination marketing and the quality of the visitor experience.
1. Establish a new Leadership Group and thematic delivery model, and deliver a new data and monitoring and evaluation framework.
2. Create a Cultural Tourism Consortium to develop the actions for our six key cultural assets.
3. Bolster our strategic partnerships with national tourism agencies VisitScotland and VisitBritain to influence investment in the presentation and visibility of Glasgow and Scotland.
4. Coordinate a new destination marketing strategy that positions the city as a short-break leisure destination and as a base to explore the wider region or a hub from which to tour Scotland. Glasgow must be viewed as a gateway to Scotland to attract a higher proportion of inbound tourists from UK and international markets.
5. Led by a new Glasgow Event Board with membership from public and private sector, the city will implement a renewed Events Strategy.
6. Glasgow must continue its work towards becoming smart and sustainable, making it easy for visitors to access information and find their way around using public transport or active travel.
7. Drive improvements in transport connectivity; way-finding and connecting visitors with local citizens in our ‘neighbourhoods’ to ensure our visitors enjoy authentic and memorable high quality experiences.
8. Strengthen digital capabilities to increase productivity and ensure Glasgow, as a city, is a forerunner in a programme of digital transformation and innovation.
9. Influence the city’s extensive programme of capital investment, city centre districts and skills and business support to enhance the customer experience and encourage extended overnight stays or additional spend from the day-time into the evening economy.
10. Develop a Skills, Jobs and Business Charter that raises the profile of tourism as a career choice, an employment sector and supports job creation, productivity improvements and service excellence.
The above actions are supported by a suite of detailed operational objectives that embed the strategy in everything we do as agencies and businesses.
© Glasgow Life