Quality Destination
Strategy 16.
To place increased importance on the Quality dimension of the Maltese Tourism offer by addressing those elements which are offering inferior experiences which only serve to drag down overall destination ratings to the detriment of quality suppliers and investors. To do this through an extended range of Quality Labels further strengthened with a thorough and professional Enforcement setup.
Rationale
Quality is not to be confused with luxury or high category but can be defined as the standard of something as measured against other things of a similar kind. Thus, the delivery of a quality tourism offer should not be limited to or constrained to the popularly termed “quality tourists” but should be a standard delivery across all aspects, categories and classes of the tourism offer extended to all visitors.
Whilst the delivery of Quality has always deserved to be given precedence and prioritisation in the destination, the digitisation of travel experiences and the proliferation of sites encouraging real time customer reviews prevailing at present has placed further pressures on destinations and companies to focus more seriously on elements detrimental to the delivery of overall quality. Failure to do so in the current realities has immediate, costly and long-term implications on reputation which in turn negatively affects the destination’s attractiveness and its ability to attract a more discerning and higher spending category of tourist.
The delivery of a Quality tourism experience is subject to a mix of factors which include both tangible elements such as the physical product and intangible elements such as levels of service. Whilst the delivery of such a Quality experience may be deemed to be very subjective, what is important at an aggregate, macro level is the cumulative score or ranking arising from the addition of all the individual personal ratings and rankings.
Analysis of data emerging from the Malta Tourism Authority’s Tourism Profile Survey between 2009 and 2019 in which respondents are asked to state whether their visit to Malta exceeded, reached or was below expectations, suggests that there is a worrying downward trend line when it comes to the share of visiting tourists whose visit exceeded expectations.
The trend line shows an overall decline of five percentage points over the eleven-year period for which data in available. The data also clearly shows that the bulk of the decline took place post 2015, coinciding with the period when the growth in tourism volumes had accelerated to very strong annual rates of growth and to a period when development activity through construction and the commencement of several large extraordinary infrastructural projects were contemporarily taking place. Other reasons contributing to the decline in visitor satisfaction can be attributed to the stresses of ten years of consecutive growth and the destination fatigue arising from such sustained growth.
The purpose of this particular Strategy is to provide further insight on the elements comprising the decline in visitor satisfaction so as to be able to address them for the ultimate reversal of the trend. This, in the belief that, by addressing those elements which are negatively impinging on destination experience rating, the level of satisfaction will be improved.
Objective
To recognise that the Destination’s Quality dimension needs to be holistic, encompassing the entire tourist experience. Quality enhances the viability of businesses as it increases the attractiveness of a destination and supports the sustainability of tourism industry in the long term. To place Quality as the top priority in all tourism related actions and to dissect the elements contributing to the decline in overall visitor satisfaction with a view to addressing them through appropriate actions. It is understood that these elements will range between external and tourism-specific and between location-related and operation-specific. To propose measures aimed at addressing the different elements and to strengthen the Tourism Authorities’ effectiveness in addressing low quality delivery through the introduction of Quality Service Schemes, the increased use of customer feedback tools, the more widespread use of stronger Quality labels and the improved effectiveness of MTA’s Enforcement function and its linkage with operational licence renewal.
Goals and Actions
GOAL 1
Undertake an in-depth analysis of inbound tourism flows to acquire further insights on factors influencing tourist satisfaction broken down by socio demographic, motivation, season and reasons. Build this analysis into an annual index to monitor changes.
Actions
Action 1. Combine MTA generated data from Profile and Locality Surveys with other qualitative sources of information.
Action 2. Generate Annual Index to monitor changes.
GOAL 2
Identify factors negatively affecting visitor satisfaction and produce Action Plan to address them.
Actions
Action 1. Use Index to identify and prioritise areas of concern and formulate short-term Action Plans in response.
GOAL 3
Revisit the criteria of the current MTA Quality Assured Label so as to widen its scope through the inclusion of further elements including staff expertise, service levels, sustainable management measures, health, hygiene, housekeeping and delivery of value for money. Work with the Malta Competition and Consumer Affairs Authority for the identification of the relevant standards and certification options.
Actions
Action 1. Analyse existing Quality Label components and draft additional elements for inclusion in assessment criteria.
Action 2. Investigate available national standards and certification services available via the Standards and Metrology Institute for application to tourism service providers.
Action 3. Announce the new Quality Label criteria and address them to a wider cohort of tourism service providers prioritising accommodation.
GOAL 4
Introduce Schemes to evaluate the level of quality in the provision of services and facilities provided and aim for Service Excellence across all Tourism Service Providers licenced by MTA.
Actions
Action 1. Introduce a system to measure and improve the level of quality of service and facilities provided in nonhotel type accommodation and other MTA-licenced Tourism Service Providers.
Action 2. In the case of hotels, in addition to the Star Rating standards and criteria, introduce a system to measure and improve the level of quality of service and facilities provided, aiming for service excellence.
GOAL 5
To enhance the skills of the MTA Regulatory function and to enhance the enforcement of the standards and classification criteria governing the accommodation rating system. Hotel star rating standards and criteria shall be prioritised.
Actions
Action 1. Identify and address skills gaps amongst officials in MTA Regulatory function to be able to reach this Goal.
Action 2. Give priority to Hotel rating standards and criteria.
GOAL 6
Introduce a Self-Assessment/Self-Improvement platform and encourage industry to introduce procedures to keep operations in check.
Actions
Action 1. Apply tried and tested private sector methods and adapt quality related methodologies used by other industries and sectors to the Maltese Tourism Scene to integrate the quality dimension more solidly into work practices and procedures across all components of the tourism value chain.
GOAL 7
Assess the current Compliance methodology and approach used by MTA and focus on strengthening weaknesses and addressing additional areas of operation not being adequately covered through present methodologies.
Actions
Action 1. Critically assess and review existing Compliance Methodology and benchmark it with Compliance bodies in other sectors.
Action 2. Propose and Implement changes to Compliance practices and focus on the basis of Action 1.
GOAL 8
Use a combination of Customer Review feedback and Compliance reports regularly, and introduce a system whereby compliant operations are rewarded and non-conforming ones are penalised.
Actions
Action 1. Identify the best and most representative Customer Review platforms relevant for Malta.
Action 2. Make full use of a combination of accumulated feedback generated by the selected Customer Review platform/s and the updated Tourism Compliance practices to assess each individual licenced operator’s performance.
GOAL 9
Constantly follow international best practice and developments in the area of Quality Delivery and update and adapt to local realities.
Actions
Action 1. Ensure that due recognition is given to the constantly evolving and developing situation internationally so that available tools are regularly updated in response to such changes.
Strategy 17. To make increasing use of the smart approaches being used by leading destinations for the better management of tourism flows to events and localities/locations in a way which reduces visitor impacts and enhance satisfaction.
Rationale
The exponential growth in tourism volumes worldwide until the 2019 global peak which was subsequently interrupted by the onset of COVID-19, had given rise to an international discussion on concepts such as over-tourism and unbalanced tourism. The discussion covered areas such as sheer tourism numbers, the overspill of tourism accommodation into traditionally residential areas leading to pressures on the domestic housing rental supply and the range of negative impacts brought about by the concentration of visitors on popular destinations leading to host population nuisance, loss of location character and physical damage and deterioration to the destination fabric.
Before the onset of smart technologies, destinations and localities could only monitor and quantify tourism volumes and impacts in a retrospective manner by acquiring data and insights which was historical. While this helped in planning for the future it was of little use within real time scenarios with the result that actions could only be taken in future on the basis of retrospective metrics.
Smart technologies generate a lot of data from a variety of sources which have the benefit of being real
time and location specific. Whilst respecting data protection principles in that such data is only presented in an aggregated manner, it presents a level of information previously unknown and unheard of which can be used by a destination or locality to better understand tourism inflows in real time and be better placed to manage tourism. This is ultimately beneficial both to the visitors themselves, as it reduces instances of high tourist concentration and help them avoid queues and huge crowds, whilst also proving beneficial to the host population and the business community by minimising negative tourism impacts and maximising commercial opportunities.
The use of smart technologies also ties very closely with the destination’s overall digitalisation strategies because they provide the basis on which real time information can be disseminated via specialised apps, portals and websites to visitors currently in the destination so as to keep them updated on events, activities, real time information and purchasing opportunities with a view to maximising their stay and targeting them in a manner which improves their satisfaction and encourages them to spend their funds in a focused and targeted manner.
Smart tourism ecosystems are very complex and embrace a range of areas including the internet of things, the widespread use and availability of the cloud, mobile communication and artificial intelligence technologies. This differs from traditional e-tourism in that it is more applicable during the trip itself rather than in the traditional pre- and post-scenarios, uses big data instead of static information and uses mobile digital appliances instead of deskbound units. It is more interactive and bridges the digital with the physical rather than presenting the digital as an alternative to the physical.
The ultimate benefit of evolving into a Smart Destination arises from the dual function of aiming to
improve the quality of life of every single person living in or spending time in a tourism destination.
Objective
Integrating the use of Smart Tourism Management Technologies into the fabric of Tourism Management through a mix of destination and locality specific tools with the aim of incorporating their use into the management practice of the destination and locality to collaborate with public and private, international and local organisations for access to smart tools and data and to keep abreast of ongoing developments by regularly following developments by both smart data generators and following best practice by leading smart destinations.
Goals and Actions
GOAL 1
Review the possibilities arising from the application of Smart Technologies to Tourism Management, Service delivery and Marketing.
Actions
Action 1. Work with Airport operators to introduce a range of Smart technologies to assist traveller in different areas of the airport experience.
Action 2. Revolutionise the provision of information services, included but not limited to that provided by Tourist Information Offices, through the introduction of Virtual Assistants and the use of other “Internet of Things” applications.
Action 3. Work with the Accommodation sector to introduce smart technologies with the dual aim of addressing enhanced guest experience and sustainability in the field of energy saving, diagnostic systems and matching staff requirements with demand for facilities.
Action 4. Use Smart Technologies to provide additional value to tourists through the provision of a range of location specific information, combining beacon and mobile technologies together with advising visitors about transport, attraction-availability and use of accommodation facilities.
Action 5. Make full use of cutting-edge technologies in the fields of Augmented and Virtual Realities as means of enhancing Destination Attractiveness and Visitor Experience.
GOAL 2
Provide a snapshot of current public and private smart digitalisation processes and seek to streamline efforts into achieving an overall Smart Tourism Technology Experience for Improved Tourist and Resident Satisfaction.
Actions
Action 1. Carry out a survey of such processes and draft action plans on the basis of results.
GOAL 3
Work towards the eventual submission by Malta as a European Capital of Smart Tourism candidate.
Actions
Action 1. Evaluate the criteria and guidelines for this award and undertake a gap analysis of what needs to be addressed by Malta for a future bid.
Action 2. Achieve an in-depth understanding of bids submitted for 2022 by short-listed cities Bordeaux, Copenhagen, Dublin, Florence, Ljubljana, Palma and Valencia.
Action 3. Create an Action Plan with timeframes and budgets for a future bid.
Action 4. Follow EU developments in terms of future calls to tailor-make submissions in accordance with requirements and timeframes.
GOAL 4
Link this Strategy with other Strategies relating to Climate Friendly Travel, Sustainability and the delivery of Quality Service.
Actions
Action 1. Ensure that Smart technologies are integrated fully with the deliverables of the Strategies concerned.
GOAL 5
Review developments annually in view of rapidly evolving situation.
Actions
Action 1. Constantly review technological developments emanating from the fourth industrial revolution and follow competitor developments with the objective a placing Malta as an innovator in this field.
Strategy 18. To strategically develop a Digitalisation roadmap, incorporating various sectors contributing to the local Tourism product, by empowering the Public, Private and Non-Profit organizations to invest and ensure that efficiency and market presence are maximized through the use of the latest available technologies.
Rationale
Up to a few years ago, digitalisation was a peripheral activity mostly in the realm of highly specialised,
fringe companies and individuals. It was something innovative and generally unreachable. With the
huge technological advances, the widespread and affordable availability of mobile digital devices and the affordability of data download, the picture has however changed substantially and dramatically.
Digitalisation has become an integral part of all aspects of the operation ranging from the availability
of information to various commercial opportunities such as booking and online purchase. It links with
smart technologies and artificial intelligence and coupled with constantly developing algorithms creates opportunities for companies and organisations to engage directly with consumers in an increasingly personalised manner.
Digitalisation affects all aspects of the value chain and engages with customers in the three phases of
the trip: pre-travel, during the trip itself and also post-visit. Pre-travel, it is generally used for information seeking and booking reasons, creating ample opportunities for targeted marketing and commercial propositions in line with the traveller’s online behaviour and profile. During the trip itself, it proves useful for further bookings and purchases, location specific offers and suggestions, mobility, social media usage and a host of other activities. Post-visit, its main function is to retain a level of engagement with the client in order to maintain a link which presents prospects for a future return visit or even enticing friends and relations to visit.
Malta has achieved and registered great progress both in terms of infrastructural investment and human resource development and the vast majority of tourism operators already engage in an element of digitalised activity albeit in a wide-ranging scale and variety of ways.
One of the biggest challenges which this Strategy seeks to address relates to the risks emanating from
fragmentation and mutual exclusivity which invariably result in a patchwork approach when experienced by the visitor. While some areas of the value chain are over exposed in terms of digital presence, others become conspicuous by the lacunae in which they lie. Updating of content, good management of systems, proper manning for quick response and systems which can intercommunicate with each other are all elements which a holistic strategy needs to address if the Maltese Islands truly aspire to offer a truly fully digitalised infrastructure to their visitors.
This calls for an extensive and all-embracing Digitalisation Roadmap which involves Public, Private and Non-Profit organisations. Such a Roadmap is adequately covered by the Tourism Digital Strategic Roadmap being funded by the Ministry responsible for Tourism and which collectively brings together a wide range of stakeholders committed to collaborate in its execution.
Objective
To follow the execution of the Tourism Digital Strategic Roadmap being funded by the Ministry
responsible for Tourism in order to ensure that it continues to contribute in a timely and valid manner to
the successful execution of Malta’s Tourism Strategy to 2030. To create a two-way relationship between the Tourism Strategy and the Tourism Digital Strategic Roadmap so that their execution and evolution take place in a mutually beneficial and useful manner.
Goals and Actions
GOAL 1
Support the Tourism Digital Strategic Roadmap to ensure that it empowers all relevantpublic, private and non-profit organisations in investing and maximizing the use of such technologies.
Actions
Action 1. Collaborate with relevant Ministries and Entities for the necessary dialogues and action plans to deliver this Strategy.
GOAL 2
Stimulating the provision and supply of a sufficiently skilled and empowered human resource within the entire tourism value chain to ensure that digitalization becomes widespread in the sector.
Actions
Action 1. Including the provision of specialised HR in this field within the overall deliverables emerging from the Strategy relating to Tourism Industry HR Development.
GOAL 3
Support the Strategy through the provision of direction for the necessary Investment inTechnology and Data Infrastructure.
Actions
Action 1. Explore and advise about EU funding opportunities and instruments.
Action 2. Assist the development and evolution of this Strategy by supporting regular digital audits of different sectors.
Action 3. Follow international developments to recommend data and digital infrastructure requirements.
GOAL 4
Use the structures emerging from the execution of the Tourism Strategy to encourage stakeholders to grow organically as part of an overall plan.
Actions
Action 1. Integrate the proposed Tourism Tech Working Forum’s workings with the rest of this Tourism Strategy to ensure parallel development.