Debate at this ASL session focused on examining the impact in Italy of global developments in tourism, with the participants acknowledging from the outset that both quantitative and qualitative changes in the industry require the country to formulate appropriate strategies if it wishes to ensure that the sector remains a key lever of its economy. The first aspect identified of this radical transformation was the emergence of new markets and new destinations which compete with those in Italy, though at the same time it was stressed that the opportunities offered by the growth of tourist flows from emerging countries, especially China, should not be forgotten. The second aspect highlighted concerned the huge shift in what tourists are demanding, in that they are no longer content to be merely passive visitors, but are keen to actively immerse themselves in an all-embracing experience, interacting with the place they are staying in. This now means that, in deciding between tourist destinations, international consumers look to a number of factors which differ from those that Italy has traditionally relied upon (namely, art and natural treasures) as its key selling points and as justifying its status as a leading destination.
It was suggested that this is a situation which also calls for a radical rethink of the legislative approaches used to regulate the industry in the past. Deemed even more crucial to addressing these challenges, however, was the issue of governance. In this regard, the participants noted that the current division of responsibilities between the state and regions in the field of tourism – as a result of amendments made to Title V of the Constitution – would seem to be entirely inefficient. There was accordingly a perceived need for the state to be re-vested with the power to centrally coordinate matters pertaining to tourism, enabling it to set standards and formulate promotional strategies, with local authorities left to implement those policies on the ground. It was conceded, however, that one issue remains to be confronted, namely, that of identifying the institutional body that would best coordinate tourism strategy at a central level. While the Ministry of Cultural Heritage has taken on responsibilities in this area, it was felt that the Ministry must demonstrate a holistic vision of the sector and not one skewed towards traditional cultural tourism, thereby allowing the industry to broaden its horizons.
It was therefore considered necessary to look to the key significance of the country’s tourism product and the importance of the context in which it is offered. Emphasis was placed on the fundamental need for shared approaches that lead the various different players to work towards clear objectives. Also seen as pivotal was the redefinition of the relationship between the public and private spheres, especially as regards the management of cultural heritage assets. Indeed, optimizing the use of public and state-owned facilities – with permitted-use zoning that favors the tourism sector – was viewed as a first step towards supporting local development and overcoming the barriers that continue to impede the adoption of a more market-oriented approach to managing the country’s national heritage.
There was a consensus of opinion, however, that in order for Italy to become competitive again, it must also devise strategies aimed at improving its tourism offering. First of all, this entails segmenting the target market, including so as to ascertain how to appropriately convey the extraordinary array of exciting prospects that the country has to offer to the various categories of tourists. Secondly, it is necessary to put together lead projects that enable the development capabilities of a particular local area to be anchored to individual firms or initiatives, in the process devising real benchmarks for industries and operators in a specific area. In addition, the participants pointed to an indispensable need to restructure the hospitality business, encouraging hotels to separate ownership from management of properties. Lastly, greater resort to technological innovation and e-service provision than has hitherto been the case was seen as imperative in order to refresh the offering and latch on to new tourist flows.
It was felt that once the offering has been built around these cornerstones, it is then necessary to market it correctly. Italian tourism should accordingly be promoted via a single and readily recognizable national brand. Indeed, the construction of such a brand could be the true legacy of Expo 2015, an opportunity to provide a coordinated showcase of Italy’s various local offerings. Moreover, despite the difficulties, this major event is set to take place at a favorable juncture, with international investors once more turning their gaze to Italy and its tourism industry with much interest. It is a case – it was affirmed in conclusion – of not missing this opportunity, by making sure of the existence of a stable regulatory framework, clear investment timeframes, as well as capable and competent go-to partners and institutions – all crucial elements to attract capital and promote recovery in this and other sectors of the national economy.