From now until 2050, New Zealand will be cementing it’s position as one of the premier visitor destinations globally, and we will operate this industry so it delivers deeply for our environment, our economy and the people of New Zealand.
Having an industry strategy is critical. It allows the industry to coalesce around a shared mission and vision and enables our efforts to be directed to those key actions that will shape the industry that we want and choose.
To assist Tourism Industry Aotearoa with this project to reset industry strategy, the Industry Development Group (IDG) was established and PwC was engaged to provide specialised strategy development expertise. As we continue to recover from the COVID-19 period, the future of tourism will be different, and we are calling this balanced growth.
This is a key shift that will ensure we can grow as an industry while instilling a regenerative future where people and nature thrive. This is looking beyond economics and includes cultural, social and environmental outcomes – always with emphasis on enriching the experience for our visitors.
At the same time, we want the industry to be healthy and prosperous, and we do not see any contradiction between this and those more holistic objectives. The future of tourism fundamentally lies in being successful across this wide set of objectives.
In the face of strong global growth trends and the various challenges that we face, how we manage the tourism system is critical. This is the essential proposition at the heart of this Blueprint: to grow and flourish in the long term, we must be effective at managing and operating tourism in a proactive, balanced and informed basis.
In order to take these important steps, we have identified a small number of critical areas that need to be actioned. Some of these are about the settings for tourism and how it is organised and funded, and some are actions that all operators in the tourism industry will contribute to.
We have consulted widely with the industry in preparing this Blueprint which has added to the input from both the IDG and the TIA Board. The feedback has been very supportive of the Vision and the Actions established, and the clear ambition and direction that is being set.
Feedback has allowed us to strengthen the vision and sharpen the strategic responses set out in the Blueprint to ensure that they cover the wider perspectives that exist within the tourism industry.
We are very proud of the contribution tourism makes to our economy and society and we are excited by the future of tourism and the growing contribution it will make.
We also look forward to working with all our partners and collaborators in advancing this Blueprint for the future we see for tourism in Aotearoa New Zealand.
From now until 2050, New Zealand will be cementing it’s position as one of the premier visitor destinations globally, and we will operate this industry so it delivers deeply for our environment, our economy and the people of New Zealand.
Having an industry strategy is critical. It allows the industry to coalesce around a shared mission and vision and enables our efforts to be directed to those key actions that will shape the industry that we want and choose.
To assist Tourism Industry Aotearoa with this project to reset industry strategy, the Industry Development Group (IDG) was established and PwC was engaged to provide specialised strategy development expertise. As we continue to recover from the COVID-19 period, the future of tourism will be different, and we are calling this balanced growth.
This is a key shift that will ensure we can grow as an industry while instilling a regenerative future where people and nature thrive. This is looking beyond economics and includes cultural, social and environmental outcomes – always with emphasis on enriching the experience for our visitors.
At the same time, we want the industry to be healthy and prosperous, and we do not see any contradiction between this and those more holistic objectives. The future of tourism fundamentally lies in being successful across this wide set of objectives.
In the face of strong global growth trends and the various challenges that we face, how we manage the tourism system is critical. This is the essential proposition at the heart of this Blueprint: to grow and flourish in the long term, we must be effective at managing and operating tourism in a proactive, balanced and informed basis.
In order to take these important steps, we have identified a small number of critical areas that need to be actioned. Some of these are about the settings for tourism and how it is organised and funded, and some are actions that all operators in the tourism industry will contribute to.
We have consulted widely with the industry in preparing this Blueprint which has added to the input from both the IDG and the TIA Board. The feedback has been very supportive of the Vision and the Actions established, and the clear ambition and direction that is being set.
Feedback has allowed us to strengthen the vision and sharpen the strategic responses set out in the Blueprint to ensure that they cover the wider perspectives that exist within the tourism industry.
We are very proud of the contribution tourism makes to our economy and society and we are excited by the future of tourism and the growing contribution it will make.
We also look forward to working with all our partners and collaborators in advancing this Blueprint for the future we see for tourism in Aotearoa New Zealand.
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