MTA launches 2002-2004 strategic plan

The Malta Tourism Authority has launched its second strategic plan, which covers 2002-2004.

In his introductory message to the document, Tourism Minister Michael Refalo referred to 2002 as being a year of "significant and strategic importance to the Authority", particularly since 2002 concludes the first triennial strategic plan period and overlaps the beginning of the MTA's second strategic plan.

Dr Refalo refers to the "process of bonding" between the leisure industry's private and public sectors, a process that reached its peak with the setting up of the Malta Tourism Authority and the exclusive presence of private sector representatives on the MTA's boards.

Among the MTA's achievements over the past few years, the tourism minister mentions the fact that it "has sought and found the ways and means to engineer a process of cultural change and has improved the overall product offer and added value".

Moreover, it has "highlighted the positive and particular aspects of the Maltese Islands", primarily through its overseas promotional activities. According to Dr Refalo, "the most pivotal aspect of MTA's Strategic Plan is a recognition of the need for long-term continuing investment in all that Malta offers visitors", adding that the plan "presents and offers Maltese and Gozitans with the opportunity to play a role in the development and advance of the nation's largest industry".

In his message, MTA chairman Dr John C. Grech states that the Strategic Plan 2002-2004 seeks to address the major tasks and challenges that have been identified by the MTA, in consultation with the tourism industry's stakeholders.

Referring to the MTA's first Strategic Plan, Dr Grech says the Authority's mission and strategic objectives, as originally laid out in this document, "still stand and will continue to be firmly adhered to by the organisation.

"That plan was oriented towards building the organisation on solid foundations, addressing the wide remit of the MTA and the need to pursue aggressively the repositioning of the Malta product on the international market."

Since then, says Dr Grech, there has been a fundamental shift, "where the Malta product was redefined to rest on Malta's unique value proposition, away from the more traditional 'plain vanilla' sun and sea product to one which adds the ingredients of Maltese hospitality, our rich heritage and the natural attractiveness of our islands."

Specifically, "Malta was now portrayed as being a fun place that discerning travellers would choose rather than drift to after being lured by last-minute discounts".

The MTA chairman says that this "strategic journey" could not be complete without the Authority focusing on the fundamental challenges which had to be overcome for it to achieve its objectives. The five challenges that new strategic plan addresses are

¤ no repositioning can be addressed without a change in the product;

¤ no shifts in quality levels can be achieved without seeking to spread arrivals more evenly throughout the year, so that the full benefit of Malta's offer could be used without seeking to pile more pressure on the peak months;

¤ no repositioning could be sustainable without effective product delivery and a commitment to service quality, particularly in a "people industry" where hospitality is of essence;

¤ product-oriented efforts can only have a lasting effect if the relationship between the various interested parties and stakeholders is forged into a network of alliances where motivation, co-ordination and a sense of common achievement are promoted; and

¤ reaching out to the market, both through conventional and especially by new means of communications and distribution, is fundamental to ensure that international travellers are aware and well informed of Malta's offer, and can be lured to the destination by influencing their choice and affecting their purchase.

Dr Grech goes on to state that "the challenge faced by the MTA and the entire Maltese tourism industry is a formidable one. The Authority's commitment, however, is equally firm."

MTA chief executive Leslie Vella describes the extensive consultation that accompanied the formulation of the strategic plan, a continuous process which saw the participation of the industry's stakeholders at every stage.

Mr Vella focuses on the holistic approach the Authority will be adopting in implementing the new strategic plan, detailing the structure that has been put in place to tackle the key strategic issues identified.

He refers to the working groups, composed of MTA directorates' and divisions' staff members, which have been set up to focus on and implement action plans relevant to particular issues. These working groups will also monitor progress in the implementation of these plans.