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closer to the main tourism outbound markets in Europe by improving air access between Portuguese destinations and foreign cities and regions that have greatest tourism potential. Example: The partnership developed

by Tourism and Airport authorities resulted in 50 new routes to several regions in Portugal, with signifi cant impact regarding number of tourists and revenues.

6. Branding, promotion and distribution: Communication should be based on key elements of the value proposal defi ned for Portugal brand and for each region, emphasising communication of the differentiating elements - “Climate and Light”, “History, Culture and Tradition”, “Hospitality”, and “Concentrated diversity”. An example is the recent three-year international campaign with strong focus on on-line marketing. 7. Quality programme:

implementation of a tourism quality system and a human resources training programme that reinforces the quality of Portuguese tourism when interacting with tourists, in line with demanding international quality standards. Example: Assist tourists during the local experience, creating a mobile Internet site, improving the operation of tourism offi ces, the quality of tourism signposting, and guaranteeing the consistency of information provided. 8. Human capital excellence: improving tourism professions skills and knowledge, endowing the country with human resources that have a level of qualifi cations, specialisation and training suitable for development of the sector. For example: Turismo de Portugal has developed a partnership with the Ecole Hôtelière de Lausanne in order to certify the quality of all the Turismo de Portugal Schools. 9. Knowledge and innovation: knowledge achieved and incorporated in production activities, creating closer


distribution. In all projects, tourism beds should be operating before any other aspects. The main focus should be on the creation of Integrated Resorts, with associated offers (e.g. golf, wellness, sun and sea, nautical). Transport access and health facilities are also of decisive importance. Apart from this, the excellent air access from all main European markets to Portugal represents a strong competitive advantage when developing this product. Potential clients like to fl y within three hours’ time to their second home, and Portugal matches perfectly with its fl ight connections.

ties between research and knowledge centres and the key concerns of the sector, with important results in terms of business activity and promoting sustained competitiveness. 10. Effi ciency in the State-Company

“The main objective for Portugal should be to grow in terms of quality and not quantity”

relationship: building towards a culture intended to support investors and investment, eliminating unnecessary or ineffective steps, and simplifying relations with companies. 11. Business modernisation: makes it possible to reinforce the competitive positioning and capacity of Portuguese companies in the international context, fostering adoption of advanced technologies, accessing to platforms and services, offering greater visibility and better understanding of the preferences of potential customers, together with the best conditions in order to sell tourism products.

Preparing Portugal as a residential tourism destination.

As I have already mentioned, Contribution of tourism to GDP 45 sq.m 2009

Evolution of the consumption of Touism in the economic territory (thousand million)

% of GDP 14,8 8,8% Source: Statistics Portugal 2010 16,0 9,2% Change 1,2 0,4%

Residential tourism in Portugal is one of the Strategic Tourism Products currently being developed under the National Strategic Plan, focused on its outstanding quality and choice. The promotion of Portugal as a Residential Tourism destination highlights the country as a leading and high quality second home destination. Requirements to develop this

product on a sustainable basis are essential to consider, such as detailed diagnosis of the product in the priority regions. Currently the Algarve is the leading regional destination, but other projects with strong potential are also being developed in the Alentejo and Lisbon regions, always considering the following:

- Low density: our territorial management instruments do not allow excessive construction;

- High quality investment area availability (subject to compliance with stringent quality requirements and environmental protection); - Ensure the suitability of the

Resorts classification model (tourism complexes/tourism real- estate ventures);

- Revision of licensing requirements,

defi ning obligations in terms of the hotel offer provision and support services in the initial stage of the investment, together with the obligation for integrated resort management; - Definition of indicators for quality standards;

- Proposal of ZTI (Zones of

Tourism Interest) for interventions in coordination with other products, or involving urban planning, environment and landscape; - Defi nition of objectives and guidelines for promotion and

Also, the areas where these resorts have been developed over the years all have close connections to the main airlift gateways of Lisbon and Faro. Portugal presents other key important advantages when buyers are evaluating their decision of buying a second home: All year round good weather, with mild temperatures and a considerable number of sunny days. The country is politically stable. It is a safe destination. The Portuguese tourism sector is also strongly consolidated, being one of the top destinations worldwide. The fl exibility of the Portuguese legislation allows the owners of a second home property to decide what to do with the investment in the property if they want to have return, or if they want to use it just for themselves ... or both! Portugal is competitive and

affordable regarding the purchasing of consumer goods and services. Portugal is a country where you manage to achieve the proper conditions to develop residential Tourism. This is a clearly growing sector of

crucial importance for the future of Portugal’s tourism, and the main objective for Portugal should be to grow in terms of quality and not quantity, never confusing the residential tourism sector with the pure real estate sector.

Now the UK Director for the Portuguese National Tourist Office, in the recent past Filipe Silva has been an Advisor to the Secretary of State for Tourism, a Market Researcher at the Portuguese National Tourist Office, a Project Manager at AICEP, the Portuguese Trade and Investment Office and a Senior Auditor at KPMG.

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