Travel Reference
In-Depth Information
the course of tourism development is a far from
simple task (Selänniemi, 2001). Research shows
that some stakeholders still perceive tourism to
be composed of bed-nights and arrivals num-
bers rather than the holistic vision suggested
by the MTA. There is also an element of frustra-
tion since, while operators have started to shift
towards including more elements of Maltese
culture, visitor numbers have remained static,
with the resulting perception that no momentum
has been gained. Tour operators still emphasize
resorts and hotels, and Malta's image in the tour
operator brochures has remained rather stan-
dardized and dated, depicting concrete hotels,
sea and swimming pools.
In his opening speech at the 2003 MTA
annual conference, the organization's chairman
admitted that:
We have not yet managed to sufficiently
impress the strategic repositioning of the islands
on the way tour operators sell Malta. . . .
Another major challenge we are facing lies in
the mismatch between the brand promise and
the delivery of our own product.
(Grech, 2003, p. 1)
So what is missing? What needs to be
done? Primarily, Malta has needed to identify
the product and the image it would like to pro-
ject. Since July 2005, when a re-branding exer-
cise was launched by the MTA, this has been
under way. Major stakeholders were invited to
participate in a 2-day workshop in which the
re-branding exercise was initiated. Local stake-
holders identified the main aspects that they,
and not outsiders, would like to project.
Indeed, this chapter has emphasized that
destination images may be created and promoted
both by tour operators and tourism authorities,
but they may not correspond or be complemen-
tary. Recent changes within MTA's operations
have highlighted the pivotal role that local
actors need to establish in directing tourism
development (Selwyn, 2001). Looking at the
recent changes that have occurred in tourism
throughout the Mediterranean, it is becoming
increasingly evident that local players - whether
tourism authorities or providers - have been gain-
ing a more active role in tourism management
and development. Clearly the policy adopted
by the MTA is a step in this direction: towards
creating a type of tourism activity that fits within
the constraints of a small island that is rich
in cultural assets, yet poor in the availability
of space. This approach is not easy to digest espe-
cially for individuals who feel that there is safety
in numbers (Arrigo, 2004). Taking an active role
in the way tourism is developed is perhaps the
only answer to developing a competitive tourism
product. Education and awareness campaigns
by the MTA highlight the need for the Maltese
people to better appreciate the importance of
tourism quality. Moreover, the increase in the
number of students attending the degree pro-
gramme in tourism at the University of Malta is
helping towards creating a greater conscious-
ness that tourism is an activity that needs to be
harnessed and directed rather than allowing it
to take its own course of action and be directed
by outsiders. The challenge is for all stake-
holders involved to create sufficient interest in
what has to be offered. Malta's assets lie in its
high value product; but while clearly culture,
history, climate and landscape are all valuable,
Malta's strongest asset is its people.
Conclusions
This chapter has highlighted the major chal-
lenges facing the Malta Tourism Authority (MTA)
in trying to find a new course of direction for
tourism in Malta in the context of EU accession,
increasing competition, and continuing pressures,
both internal and external, to pursue low-value
mass tourism. By adopting a more proactive
marketing approach and by determining its own
image overseas, the MTA aims to shift Malta's
competitive advantage from one based on price
to high quality non-price factors. This chapter
has identified the need for improved consistency
within MTA for better coordination between
stakeholders. This reinforces that it is prerequisite
for local participation to be at the core of tourism
development in an economy where the industry
touches so many local people's lives.
Note
An earlier draft of this chapter was presented
at the 2004 'Tourism: State of the Art II' con-
ference at Strathclyde University, Glasgow
(Theuma, 2004). The material has been sub-
sequently updated, supplemented and sub-
stantially edited.
