For what do we start?
If we are to market a tourist destination, this means ensuring, first, hygiene and cleanliness standards required. A tourist, whatever its origin is sensitive to these factors which are, among other things, the primary source of attractiveness of the destination. Make mobilize common but also organizations concerned with environmental protection (ANPE, APAL ANGED) and implement an ambitious program to address all of these shortcomings is now essential.
On the other hand, transmit to foreign operators and tourists a reassuring message about the political and social stability in our country is also a prerequisite. Tourists do not go to a sanctioned restrictions on travel destination. At this level, the Tunisian diplomacy is invited to take action as soon as possible in order to remove various restrictions posted to our destination (especially those of European countries issuers: France, Switzerland, Germany ...).
A sector strategy is a priority
The implementation of a strategy for the Tunisian tourism is a priority to restructure the sector and drive change. This implementation, which started since last year, it faces several challenges significantly delaying its progress. It is essential to note that advanced by Roland Berger's study recommendations (2009-2010) are very relevant and perfectly applicable in our current context.
We must recognize: Tunisian tourism operation for over 60 years without a clear strategy. This was fatal to the development prospects of the sector and its prosperity. Thus we failed to align the expected growth rate by the WTO which is 4% annually for the countries of North Africa. The absence of such a strategy we inherited an accelerated cycle policies tariff slashing that left serious and lasting effects on the image of the destination and its positioning on the international markets. Furthermore, this contributed greatly to increasing dominance of tour operators to hoteliers face Tunisians and therefore it has deprived us of profit margins in foreign currencies and economies of scale for a significant exposure to the seasonal sector.
Stop the bleeding can not be done outside of a comprehensive strategy developed in consultation with all parties involved in tourism either directly or indirectly (Ministry of Tourism, ONTT, FTH, FTAV, airlines, shipping company, Ministry of Culture, Ministry of Higher Education, APAL ...).
The restructuring of the administration: a central component in the management of change
The establishment of new tourism or adoption of new methods and tools for communication or distribution products can not be done under the patronage of an archaic administration divided on the objectives and missions. The relationship "tense", often latent, between ONTT and the Ministry has constituted a real constraint for better governance of the sector. Leading Change begins by gathering all institutional around common goals and define a transparent and fair manner, tasks of each administration. Creating synergies and performance improvements are essential vehicles for intelligent and efficient pilotage service in the industry.
New products for responsible tourism more
Bring to market new tourism products can boost tourism and will also meet several other objectives:
Improved positioning of the destination
Diversification of tourism supply and reduced seasonality
Reducing regional inequalities and poverty
Increased length of stay per person
Improved training effects on other sectors such as handicrafts, etc.
It is essential to note that diversification is not a new concept for Tunisia. It's been over 15 years since we talked about new products (Saharan tourism, sports tourism, ecotourism ...), however, create a new product in a fairly independent manner seaside has been a major obstacle to commercialization. For information, the offer for ecotourism is strongly linked to the traditional hosting infrastructure which left this alone convicted in the distribution network (integrated circuits in packages and not independent trips). This can be made to the very concept of the product. Indeed, existing circuits do not meet the requirements of specialized security facilities TO, labeling and quality of even the attractiveness and ease of access side insurance side.
Unfortunately, such a policy of diversification can not go further. Most experts predict that the tourism of tomorrow will be a sustainable and responsible tourism. Therefore, diversification should be part of this logic. Diversification respectful of the environment, ethics but also greater involvement of local people.
E-Tourism: For a more modern tourism
Tunisians are hyper connected. We have undeniable advantages to benefit from new distribution channels online with a wider geographical coverage, more refined targeting and a more personalized loyalty. Are we talking about the rate of Internet penetration in homes, the development of mobile and tablets. The use of these new ICTs can only be favorable for Tunisian tourism.
Several targets showing relief dominance classic TO, lower commissions and shortening of intermediate circuits, maximization of profits CRM at ridiculous cost or even free in some cases, improving direct sales with better product configuration etc.
Advantage of the potential of social media, search engines or platforms reservation seems obvious. Today, for example, Facebook offers the ability to pay online, what is interesting to the extent that it can target benefit the local market (fan market this social media in particular). On the other hand, several "mobile" applications can be very profitable especially those that offer downloadable city guides, attractions or service providers nearby. The use of technology increased the usability of historical sites via mobile or tablet reality is also a considerable track to promote cultural tourism.
A Business Intelligence to support the change
Once this change is started, it must ensure proper monitoring of changes in the tourism market, the domestic and international environment, the advent of new technologies and especially anticipating crises.
The spell we are experiencing today is nothing but the result of a lack of political crisis management and business intelligence. Creating a standby management is a practice used in most locations, including tourism is an important sector of the economy (Canada, France, Spain ...). This direction may be responsible in part for monitoring developments in the international travel market, the behavior of our competitors and anticipating crises with a view of pre-determined scenarios. Moreover, this management can support the development of new technologies and modernization of the sector (m-tourism, e-tourism and tourism-i).
Clearly, the challenges to build a tourism industry meeting the requirements of professional, institutional and even tourists are enormous. This is largely dependent on the willingness of politicians and officials but also adherence to this vision professionals, at their respective levels, in his own abilities.
Moez Kacem
International Expert in Tourism
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