Quality and value for money are essential, says Quarmby
There's no denying it, events have had a devastating impact on tourism in recent years. But the impact across Britain is still patchy, with London and other cities worst hit by the drop in overseas visitors.
The one bright spot is inbound travel from Continental Europe. Budget airline networks now offer astonishing access and value for Europeans to visit London and regional Britain, with flights from 80 airports across Europe to Stansted alone.
Domestic uplift
Domestic tourism is different. The "closing" of the countryside due to foot-and-mouth disease had a devastating impact on domestic tourism, although it then saw a boost following the events of 11 September. This year, the war in Iraq is likely to create a similar boost as Britons think twice about travelling overseas.
So, can Government, tourist boards and the industry do anything to mitigate this roller-coaster volatility, where a dip always mows down another few thousand small businesses?
There are two things.
First, we should address known weaknesses in the tourism product, making this country more competitive as a world destination - and more attractive for more Britons to stay here.
The most important of these weaknesses is the quality and value for money of our accommodation, as surveys show that 30% of overseas visitors to London leave dissatisfied with where they've stayed. They find high prices and poor value, accommodation which is simply not clean, and rooms and facilities that are tatty and poorly maintained.
The tragedy is that a minority can ruin the reputation of the many. Sadly, market forces will not shift the crap because much accommodation is bought "sight unseen". That's why many in the industry, including me, support the introduction of statutory inspection of serviced accommodation, based on reaching minimum standards of space, cleanliness, service, facilities and customer care.
The existing tourist board and AA and RAC inspection and quality-assurance schemes focus on the right issues, but they are voluntary, so participation levels vary.
Minimum standards
No government likes to introduce new regulation; current plans are for local government to mobilise and coordinate existing environmental health, food safety and fire regulations to define and enforce a minimum acceptable regime.
This is a good initiative, but I doubt it will solve the problem. In the end, a basic statutory "minimum standards" version of the existing voluntary inspection schemes will, I believe, be needed; participation in the current schemes would give exemption.
Raising skills levels in tourism and hospitality is important, but Government agencies need to understand the employers' need for more workplace development and short courses, not just qualification-led training.
One of the lessons I learned at Sainsbury's about developing a customer service ethos is that you don't start with staff on the checkouts - you start at the top, with the management. If a heartfelt belief in the importance of the customer is not walked and talked by the management, then staff dealing with customers will never get it. Some hospitality businesses need to take a leaf out of the retailers' books in this regard.
Leadership
Second, governments, tourist boards and the industry can mitigate the effects of tourism's inherent volatility by providing strategic leadership, particularly in marketing.
Scotland has led the rest of the UK here. North of the Solway, government tourist boards and industry have signed up to a strategy and action plan with five key principles - a clear marketing strategy for Scotland; better use of new technology for the customers; higher standards of product quality and service; development of skills; and getting the support structures right. And it's being delivered.
England is now coming up to speed. The Government's decision last autumn to merge the BTA and the ETC to create one lead tourism body for marketing Britain overseas, and England domestically, was unexpected and - initially, at least - controversial.
The lopsided remit was of concern to Scotland and Wales, which depend on the BTA to give a balanced promotion of Britain overseas and provide a platform for their own campaigns. But commitment to ringfenced funding and strengthened accountability to stakeholders, alongside a revamped overseas marketing strategy which gives more airtime to the distinct and diverse brands within Britain, has given comfort to the industry and political interests, subject to checking delivery.
Partnership
One result of the devastating events of 2001 was the remarkable partnership of the Government, the BTA and the tourism industry in 2002, which delivered a £40m international marketing campaign, which in turn helped get 1 million extra visitors back to Britain. As a result, Britain was the only country in Europe to see growth from US tourism.
In response to the pent-up demand for strong leadership of domestic marketing of England, a £4m domestic partnership campaign has been put together even before the new organisation takes effect, with support from RDAs and the tourism industry.
One instant campaign does not make a strategy, though it's a good start. A domestic marketing strategy needs buy-in and support at regional, sub-regional, destination and local government level across England.
While central government financial support for tourism in England looks proportionately modest in comparison with that in Wales or Scotland, a further £200m of public expenditure goes into tourism through RDAs and local government. The task is to harness that expenditure to support a coherent overall strategy for England.
A faltering economy and an international war do not bode well for tourism right now. But handing over BTA, as it becomes VisitBritain, to my successor, Sir Michael Lickiss, I feel confident of the progress being made to help ensure that tourism is a little less subject to events.
David Quarmby was chairman of both the BTA and the English Tourist Board from 1996 to 1999, and of the BTA alone until March 2003
