12011-2014strategic marketing planfor turismo de lisboasummaryjanuary 2011
2ContentsThink of Lisbon 03Shared responsibility 04 A strategic vision for Turismo de Lisboa 05 Ambition 06 Vision 07 Objectives 08 Positioning 11 Lisbon in foreign markets 15 An evolving strategy (TLx10 vs TLx14) 20Strategic guidelines 23Strategic programmes 27 The rebirth of a meeting place in a capital city square: The Terreiro do Paço 29 Belém: The cultural icon, a museum district 30 A new standard for the meetings industry 33 A family destination 35 A closer relationship with the river and the ocean 36 A region focused on tourism: Lisbon for all 39 Bringing Lisbon closer 41 A very personal customer experience 43 A new approach to the brand 44 Promoting tourism 47Projecting Lisbon 48Nunocoimbra
3Think of LisbonLisbon is one of the most beautiful cities in the world. It is a blend of the pastand the future, celebration and nostalgia, origins and voyages, modernity andmemory, the traditional and the cosmopolitan, unity and diversity – all ofwhich make it unique.Its river, its light, its neighbourhoods, streets, monuments, people, fado, gastronomy,cultural life and economic activity are some of the city’s other “faces” with which itreveals and seduces. Those who have not visited Lisbon want to visit and those whohave visited want to return.Today, Lisbon is a destination that is increasingly in vogue. We must respond to thisdemand by improving – every day – the quality, innovation, degree and diversity ofour tourism offering.We want tourism to be one of the primary aims of the city. We know that planning,strategy, coordination and action are required to achieve this aim. The 2011-2014Strategic Marketing Plan follows the guidelines defined in the previous Plan, thusensuring the achievement of the objectives and sustained growth of this destination.It also identifies the new challenges facing this activity in a global market that iscontinually evolving and highly competitive.Increasing quantity and value, upgrading the experience of visitors and generatingmore awareness of the destination are the objectives identified in this new Plan,which we will pursue with determination in order to place Lisbon “top of mind”among European capitals.With ambition and vision, we must affirm the Lisbon Region as an unrivalled touristdestination, where every visitor can enjoy a personalised experience that matches theirexpectations, desires and tastes. Among the capital cities of Europe, the Lisbon Regionseeks to be ranked among those with the greatest tourist flows. Domestically, it aimsto consolidate its market share and help make Portuguese tourism more competitive.Bearing in mind the various competencies of Turismo de Lisboa, this new Planhas been designed according to three approaches: City, Greater Lisbon and Pro-motional Area. At the “City” level, in which Turismo de Lisboa has a cooperationagreement with the Lisbon City Council, its implementation is more comprehen-sive and developed. In the territory comprising the municipalities of Lisbon, Cas-cais, Sintra, Mafra and Oeiras (Greater Lisbon), where its duties and competenciesare similar to those of the regional tourism authorities, its responsibilities arefulfilled in accordance with the interests of those entities. As regards the LisbonPromotional Area (a larger territory extending from Setúbal to Fátima) Turismo deLisboa’s competencies include the international promotion of tourism, under theaegis of the Agência Regional de Promoção Turística.Reinforcing the positive aspects addressed by its predecessor, the 2011-2014Strategic Marketing Plan continues the strategy of sustainability while also plan-ning for the future, looking to new paths and ways to think of Lisbon and theLisbon Region.As Chairman of Turismo de Lisboa, I would like to confirm our commitment to thisnew phase of action and to the achievement of these great objectives.Twenty-first century Lisbon must continue to open itself up to the world, its pat-terns, its flows, its changes, its surprises and its demands. The citizens of Lisbonmust be citizens of the world, and the citizens of the world must feel like citizensof Lisbon.António CostaMayor of Lisbon
4Shared responsibilityDynamism, a strategic focus and the ability for innova-tion are key factors in the development of any sector,especially ours, recognised in its own right as the majordriving force behind the Portuguese economy.In order to follow market trends and create distinctive initiatives,the key players in tourism – especially those in the private sec-tor – must adopt a position that is aimed at tourists and meetingtheir expectations.Through greater creativity and by developing the city’s tourismoffering, hotels, restaurants, shopping and services, they willhave what the tourist of the 21stcentury wants, going far beyonda mere visit: personalised experiences that cannot be replicatedin any other part of the world.This kind of work can only be carried out in conjunction with pro-fessional training and awareness-raising activities in the differ-ent subsectors of our business. Nowadays, these activities are aregular occurrence and have been shown to have a very positiveimpact on the performance of the economy driven by regionaland national tourism.That is why the future of tourism is a shared responsibility, onewhich we must all assume in our drive to achieve individual andcollective success.Mário MachadoVice-Chairman of Turismo de Lisboa
5A STRATEGIC VISIONFOR TURISMO DE LISBOASTRATEGICGUIDELINESSTRATEGICprogrammesA STRATEGIC VISION FORTURISMO DE LISBOA
6AmbitionThe strategic ambition of the Lisbon Region is to affirm its position among themost popular European capitals for tourists.Within the context of national tourism, it seeks to increase its market share inthe domestic market and help make Portuguese tourism more competitive.The 2011-2014 Strategic Marketing Plan for Turismo de Lisboa takes into accountthe “Strategic ambition” and the “Vision and value proposal for the destina-tion”. These form the basis of the strategic objectives that have been defined.With these objectives in mind, we have defined strategies for Markets, Segments,Products and Brand. The TLx14 identifies ten strategic programmes which incorpo-ratestrategicinitiativesformarketing–whenrelatedtoimageandcommunications– and for operations and support – when aimed at infrastructures, access, touristresources, cultural resources and human resources.2011-2014 Strategic Marketing Plan for Turismo de LisboaStrategic ambitionVision and value proposalStrategic objectivesMarketstrategySegmentstrategyProductstrategyBrandstrategyStrategic programmesStrategic ambition for the Lisbon Region as a tourist destinationHelp make Portugalmore competitivein the contextof internationaltourismStrengthen itsposition in terms ofattracting touristsand generatingovernights,particularly whencompared to identified“benchmark”regions/citiesIncrease itsmarket sharein the domestictourismmarket
7VisionLisbon’s value proposal (vision) should be enhanced through elements that reflect the incentives and at-tractiveness that characterise the region and set it apart as a tourist destination. The areas that make upthis value proposal are: Authenticity, Capital Status, Attractiveness, Sensations, Sophistication and Moder-nity, the Human Element, Unique Historical Importance and Diversity of Experiences.Capital StatusThe HumanElementSophisticationand ModernityAttractivenessSensationsUnique HistoricalImportanceAuthenticityDiversity ofExperiencesVisionAreas to be developedThe Lisbon Region should therefore be: The indisputable seaside capital city, bordered by the river, unique in itsway of welcoming, to be discovered as you wish. A cosmopolitan, open-minded, trendy and authentic capitalcity for the qualities of its light and its scenic views. Traditional, contemporary, romantic and spiritual.A STRATEGIC VISIONFOR TURISMO DE LISBOASTRATEGICGUIDELINESSTRATEGICprogrammes
8ObjectivesThe strategic objectives defined in the TLx14 are in-tended to bring the city’s performance in the area oftourism closer to European best practices while en-couraging tourism in the rest of the Promotional Area.They are also designed to reaffirm the value proposalof this destination.The strategic objectives fall within three areas of de-velopment in the tourism sector: increase quantity andvalue, upgrade the experience of visitors and generatemore awareness of the destination.Increase quantity and valueIncrease the number of visitors (first-time andrepeat visitors) from traditional and emergingmarkets, thereby maximising the value theycreate for the sector.Upgrade the experienceof visitors Improve the experience of visitors (touristsand day-trippers) and their impressions ofa destination with a very diverse offering(ranging from budget to luxury).Generate more awarenessof the destinationPlace Lisbon “top of mind” in the list of themust-see European capitals by increasing awarenessof the city in the strategically relevant outboundmarkets and demand segments.Clear objectivesFor every strategic objective, there are differenttypes of scenario for the city of Lisbon, GreaterLisbon (the area comprising the municipalitiesof Lisbon, Oeiras, Cascais, Sintra and Mafra)and the Promotional Area.
9Objectives for the city of Lisbon: Increase quantity and valueAn increase in quantity and value can be measured by the number of tourist overnights and their average expenditure.2005 2006 2007 2008 2009 2014e5.109,25.742,06.113,6 5.980,7 5.736,01The accumulated estimates presented include the estimates for 2010.Source: ATL. Analysis: DeloitteIncrease the number of overnightsby Portuguese and international touristsEvolution in the number of overnights1in the city of Lisbon(2005-2014e; thousands)1.004,4 -377,6628,12007 2008 2009 2014e125,03135,14131,41Increase the average expenditure of Portugueseand international visitors (tourists and day-trippers)Evolution of the average daily expenditure1(excl udingtransport) in the city of Lisbon (2007-2014e; thousands)137,15A STRATEGIC VISIONFOR TURISMO DE LISBOASTRATEGICGUIDELINESSTRATEGICprogrammes
10Upgrade the experienceof visitorsUpgrading visitors’ experience can bemeasured according to satisfaction levels.Generate more awarenessof the destinationIncreased awareness of Lisbon can bemeasured by the number of news articlespublished in the international mediaand the evolution in the total numberof hits on the Turismo de Lisboa website.Fonte ATL Análise DeloitteMaintain satisfaction levels of Portuguese and international visitors (tourists and day-trippers)2008 2009 2014e83,2%90,7%Evolution in satisfaction levels in the city of LisbonFirst-time visitors (“Confirmed my expectations” +“Exceeded my expectations”) (2008-2014e; %)90,7%2008 2009 2014e69,2%62,7%Evolution in satisfaction levels in the city of LisbonRepeat visitors (“Confirmed my expectations” +“Exceeded my expectations”) (2008-2014e; %)62,7%Strengthen the international image of the region as a tourist destination among target markets (tourists and day-trippers)2005 2006 2007 2008 2009 2014e2.5763.118 3.366Evolution in the number of news articles appearingin international publications (2005-2014e)2.2002.1622.9332005 2006 2007 2008 2009 2014e477,81.243,4 1.401,6Evolution in the number of hits on the Turismode Lisboa website (2005-2014e; thousands)2.5000,02.206,1 2.154,5IncreasequantityandvalueIncrease the number of overnights by Portugueseand international touristsIncrease the number of overnights by Portugueseand international touristsIncrease the average expenditure of Portugueseand international visitors (tourists and day-trippers)795,700overnights1,063,700overnightsAAGR09-14e=0.9%EUR 114.78Municipalities of Lisbon, Cascais, Oeiras, Sintra and MafraLisbon Promotional Area
11PositioningThe strategic position adopted by Turismode Lisboa is organised into four sequential phases:Markets, Segments, Products and Brand.MarketsSegmentsProductsBrandNunocoimbraA STRATEGIC VISIONFOR TURISMO DE LISBOASTRATEGICGUIDELINESSTRATEGICprogrammes
12MarketsThe analysis of the different markets has defined thefollowing strategic positioning:SegmentsThe strategy to be followed regarding Segmentsshould be based on the following analysis:Age groups from 26 to 55 years whotravel with a partner or with friends are theones who contribute the most to generatingovernights in the city of Lisbon for theidentified outbound markets.StrategyGrowthGrowthMaintenanceGrowthStrategic marketsPriority marketsSecondary marketsMature marketsSpainGermany,FranceIItaly, United Kingdomand IrelandMedium and high--potential marketsBrazil and Spain (niche)USA, Scandinavia(Sweden, Norway, Finlandand Denmark)The Netherlandsand BelgiumRussiaEmerging marketsPoland, CzechRepublic, HungaryKey: Mature markets-Leading markets in international tourism expenditure (only foreign markets) and generation of overnights in Lisbon Promotional Area.Medium and high-potential markets-Markets with high international tourism expenditure which do not represent a significant number of overnights in the Lisbon Promotional Area.Emerging markets-Markets with high international tourism expenditure and a significant increase, in recent years, in the generation of overnights in the Lisbon Promotional Area.Analysis: DeloitteMarket strategy1Groups - Includes persons travelling with family or with friends.NB: The segments identified have been taken from the Turismo de Lisboa Motivational Survey.Key: Mature segments - Leading segments in average net disposable income and generation of overnights in the Lisbon Promotional Area.Medium and high-potential segments - Segments with a lower average net disposable income than in mature segments and which do not represent a significant numberof overnights in the Lisbon Promotional Area.Analysis: DeloitteSegmentsStrategic segmentsPriority segmentsSecondary segmentsSegmentsStrategic segmentsPriority segmentsSecondary segmentsStrategyGrowthAttraction/growthMaintenanceMaintenanceStrategyGrowthAttraction/growthMaintenanceMaintenanceMature segments26-35 years36-45 years46-55 years56-65 yearsMature segmentsWith partner/With friendsMedium and high-potential segments> 65 years18-25 years< 18 yearsMedium and high-potential segmentsHouseholds without childrenHouseholds with childrenIndividualWork colleaguesGroups1
13ProductsThe strategy for products should bedefined according to the followingtable and summary.“Gastronomy and Wine”applies to all productsThe following table summarises thestrategy for products in the LisbonPromotional Area (LPA) in each out-bound market along with the degreeof intensity that the promotion ofeach tourism product should have inthe various markets.Strategic products Priority productsCity Breaks Meetings Industry Touring Golfe CruisesProducts/SupplementalMotivationsGastronomy and WineNautical Tourism (watersports and maritime-tourism activities)Nautical Tourism (watersports and maritime-tourism activities)Touring TouringCity BreaksSun and SeaHealth and Well-beingReligious TourismGolfHealth and Well-beingGolfResidential TourismKey: Strategic products - Leading products as regards degree of maturity, potential for tourism development and generation of overnights in the LisbonPromotional Area. Priority products- Products with a degree of maturity and/or potential for tourism development which is lower than that of strategicproducts, but still significant, and which have not generated a significant number of overnights. Analysis: DeloitteGGMGStrategicmarketsPrioritymarketsSecondarymarketsMarketstrategyStrategyCityBreaksMeetingsIndustryTouring Golf Cruises Gastronomyand wineSun andSeaNauticalTourismNatureTourismReligiousTourismResidentialTourismHealth andWell-BeingStrategicproductsPriorityproductsSupplemental products/motivationsNB: The products of Touring and Golf may be supplementary motivations for strategic products.1Includes nautical sports and maritime-tourism activitiesAnalysis: DeloitteKey:G = Growth; M = MaintenancePromotion effort: High Reduced or NoneSpainBrazil GermanyFranceUSASwedenNorway FinlandDenmarkUnited KingdomIrelandItaly The NetherlandsBelgiumRussiaPolandCzechRepublicHungaryA STRATEGIC VISIONFOR TURISMO DE LISBOASTRATEGICGUIDELINESSTRATEGICprogrammes
14BrandsBesides the three international brands already included in the Pro-motional AreaLisbon, Estoril and FátimaSintra must also be recog-nised as an international brand for the unique qualities that havedefined its status as the “Capital of Romanticism”.The Lisbon brand is the main brand, but not necessarily an umbrellabrand. In certain contexts, tactical brands could be created and jus-tified, based on the specific nature of initiatives associated withtourism clusters, products or resources.Because of its qualities and competencies, Turismo de Lisboa shouldbe responsible for the joint management of the Lisbon PromotionalArea brands and for all promotional activities abroad.The Estoril brand should develop its own international promotionalplan to promote the brand and, in terms of tourism products, itshould form part of the plans designed for the LPA.“Estoril. One place.A thousand sensations.”“The altarof the world”“Sintra, Capitalof Romanticism”LisbonTLx14Current LPA brandsEstoril Fátima SintraInternational brands
15Lisbon inthe foreignmarketsAchieving the strategic objectives defined – increasequantity and value, upgrade the experience of visi-tors and generate more awareness of the destination– requires adopting a distinctive position based on out-bound markets, demand segments, their preferences,intrinsic characteristics and the products that will bepromoted.The segmentation and adaptation of a strategic posi-tion based on the market is designed to achieve themost effective approach possible by Turismo de Lisboaand maximise the return on effort and investmentwhen promoting tourism in the targeted outboundmarkets.What follows is a recommended strategy for eachmarket according to its relevance to tourism in theregion. A proposal of value is presented, basedon an analysis of the tourist profile and the at-tributes most valued by each market, along withthe factors that should be communicated in eachoutbound market.A STRATEGIC VISIONFOR TURISMO DE LISBOASTRATEGICGUIDELINESSTRATEGICprogrammes
16Map showing the interaction between the strategic objectives and the areas of Markets, Segments and Products: Strategic and priority marketsStrategic marketsGrowthSpain BrazilPriority marketsGrowthGermany France USA Sweden Norway Finland DenmarkMarket strategyKey: Promotion effort: High Reduced or NoneCity BreaksMeetings IndustryTouringGolfCruisesNautical Tourism1Gastronomy and WineSun and SeaNature TourismReligious TourismResidential TourismHealth and Well-being< 18 years18-25 years26-35 years36-45 years46-55 years56-65 years> 65 yearsIndividualWith partnerHouseholds without childrenHouseholds with childrenWith friendsGroupsWork colleagues1Includes nautical sports and maritime-tourism activitiesAnalysis: DeloitteSegmentstrategyAgegroupTypeProductstrategy
17Map showing the interaction between the strategic objectives and the areas of Markets, Segments and Products: Priority and secondary marketsPriority markets (cont.)Maintenanceuk IrelandSecondary marketsGrowthItaly Netherlands Belgium Russia Poland Czech Republic HungaryMarket strategyCity BreaksMeetings IndustryTouringGolfCruisesNautical Tourism1Gastronomy and WineSun and SeaNature TourismReligious TourismResidential TourismHealth and Well-being< 18 years18-25 years26-35 years36-45 years46-55 years56-65 years> 65 yearsIndividualWith partnerHouseholds without childrenHouseholds with childrenWith friendsGroupsWork colleaguesSegmentstrategyAgegroupTypeProductstrategyKey: Promotion effort: High Reduced or None1Includes nautical sports and maritime-tourism activitiesAnalysis: DeloitteA STRATEGIC VISIONFOR TURISMO DE LISBOASTRATEGICGUIDELINESSTRATEGICprogrammes
18Map showing the interaction between the strategic objectives and the areas of Markets, Segments and Products: Proposal of value (1/2)Having identified the product and segment strategy for each market, we should now identify the elements of the value proposal to be communicated in each market according tothe tourism products to be promoted and the targeted segments.Strategic marketsGrowthSpain BrazilPriority marketsGrowthGermany France USA Sweden Norway Finland DenmarkMarket strategyPromotion effort: High Reduced or None Analysis: DeloitteThe Lisbon Region: “The indisputable seaside capitalcity, bordered by the river, unique in its wayof welcoming, to be discovered as you wish”Lisbon, a cosmopolitan and open-minded capitalcity, shaped by the discovery of new worlds andunique for its hospitality and multiculturalismLisbon, a trendy capital city, with its creativity andimaginative ways of adapting to the latest trendsLisbon, an authentic capital city for the qualitiesof its light and its scenic viewsLisbon, a traditional and contemporary capital cityfor its fusion of cultures and flavours that offersa variety of unique, personal experiencesLisbon, a romantic capital city for its delightfulretreats, legends and secretsLisbon, a capital city of spirituality,peace, and human warmth
19Map showing the interaction between the strategic objectives and the areas of markets, segments and products: Proposal of value (2/2)Priority markets (cont.)MaintenanceItaly UKSecondary marketsGrowthIreland Netherlands Belgium Russia Poland Czech Republic HungaryMarket strategyThe Lisbon Region: “The indisputable seasidecapital city, bordered by the river, unique in its wayof welcoming, to be discovered as you wish”Lisbon, a cosmopolitan and open-minded capitalcity, shaped by the discovery of new worlds andunique for its hospitality and multiculturalismLisbon, a trendy capital city, with its creativity andimaginative ways of adapting to the latest trendsLisbon, an authentic capital city for its sensationsof light and scenic viewsLisbon, a traditional and contemporary capital cityfor its fusion of cultures and flavours that offersa variety of unique, personal experiencesLisbon, a romantic capital city for its delightfulretreats, legends and secretsLisbon, a capital city of spirituality, peace,and human warmthA STRATEGIC VISIONFOR TURISMO DE LISBOASTRATEGICGUIDELINESSTRATEGICprogrammesPromotion effort: High Reduced or None Analysis: Deloitte
20An evolvingstrategyAnalysis: DeloitteTLx10According to the TLx10, the marketsto target should be:Strategic markets: SpainPriority markets: United Kingdom,Germany, France, Italy, USA and BrazilMedium and high-potentialmarkets: The Netherlands, Belgium,Ireland, Denmark, Sweden, Norway,Finland, Russia, Japan, China and otherEastern European countriesTLx14The 2011-2014 Strategic Marketing Plan for Turismode Lisboa considers the following markets:Strategic markets (growth): Spain and BrazilPriority markets- Growth: Germany, France, USA, Finland,Denmark, Norway and Sweden- Maintenance: Italy, United Kingdom, Ireland,The Netherlands, BelgiumSecondary markets (growth): Russia, Poland,Czech Republic and HungaryMain implicationsAlthough the segmentation used in thestrategic marketing plans cannot be compareddirectly, it can be shown that for the 2011-2014period Turismo de Lisboa should considerthe existence of two strategic markets(Spain and Brazil) rather than one. As regardspriority markets, Turismo de Lisboa may findit necessary to readjust and/or direct its actionsaccording to new segmentation (the degreeof importance that markets have inthe strategy).TLx10No targeted demand segments havebeen specified.TLx14According to the 2011-2014 StrategicMarketing Plan, Turismo de Lisboa’s activitiesshould focus on the tourist segments betweenthe ages of 26 and 55 and who travel witha partner or friends.Main implicationsTurismo de Lisboa should focus its activity not onlyaccording to the new market strategy, but alsoaccording to demand segments with greater relevanceand/or potential for growth at the destination.Demand segmentsOutbound marketsChanges to the previous Strategic Marketing PlanIn broad terms, a new strategic marketing plan requires strategic changes and/or readjustments at various levels.What follows are key areas of the TLx10 and TLx14, along with needs for change resulting from possible differencesin the strategic drivers of the two plans.
21A STRATEGIC VISIONFOR TURISMO DE LISBOASTRATEGICGUIDELINESSTRATEGICprogrammes
22Principal needs for changeto the TLx10 with respect to tourismproducts and brandAnalysis: DeloitteTLx10According to the TLx10, the planof action for tourism products shouldalign with the National StrategicPlan for Tourism, with a specialfocus on City Breaks, the Meetings In-dustry, Golf and Nautical Tourism(including cruises).TLx14The 2011-2014 Strategic MarketingPlan should view the products of City Breaks,Meetings Industry and Tourism as strategic.Golf and Nautical Tourism should be viewedas priority.Main implicationsTurismo de Lisboa may have to readjust itsactivities according to the new priority that hasbeen established and to the appearance of newinfrastructures planned for the destination.These include support for nautical sports,the new cruise terminal and changes in theconsumer patterns of tourists.TLx10According to the TLx10, the Lisbonbrand strategy should be based onsix fundamental areas and seek tointroduce the concepts of Modernity,Authenticity and Experience as asupplement to the features of Resorts,History and Human Scale.TLx14Turismo de Lisboa’s 2011-2014 brand strategyis based on the value proposal of “Theindisputable seaside capital city, borderedby the river, unique in its way of welcoming,to be discovered as you wish.” Five elementswhich make up this proposal of value havealso been defined, aimed at specific marketsegments and intended to highlight thequalities that can set the destination apartfrom the competition.Principais implicações“Brand” may be the area in which Turismode Lisboa’s efforts should involve moresubstantial changes. Broadly speaking, thestrategy shall focus more on each marketand demand segment by appealing to theirmotivations and communicating the mostattractive and distinctive elements.BrandTourism products
23strategicguidelinesA STRATEGIC VISIONFOR TURISMO DE LISBOASTRATEGICGUIDELINESSTRATEGICprogrammes
24Geographic areas wherethe strategic initiativesshould be appliedFátimaTempláriosLezíriaOesteCosta AzulSintraOeirasMafra/EriceiraCidadede LisboaEstoril/CascaisMicro-centresTLx10• Historic Centre• Belém• Parque das Nações• Eixo Ribeirinho (Riverfront axis)• Baixa-Chiado• Alfama/Castelo/Mouraria• Av. Liberdade• Bairro Alto/SantosKey: TLx10 macro-centre Geographic perspectives of the TLx14Description of the strategic guidelinesIn order to achieve the strategic objectives of the TLx14,strategic guidelines have been defined for the areasof Markets/Segments, Products and Brand, which shouldguide Turismo de Lisboa’s actions.
251.1 Capture outbound markets and demand segments with more disposable incomeand a greater tendency to travel to international destinations.1.2 Attract visitors by applying communication and customer loyalty strategiesaimed at targeted markets and segments.1.3 Maximise repeat visits by providing distinctive experiences for Portuguese and internationaltourists and conveying the idea that there is more to be discovered at the destination.1.4 Extend tourists’ average length of stay through cross-selling among the various tourism productsavailable in the Lisbon Promotional Area and other supplemental services which add valueto their experience and ensure their satisfaction.1.5 Develop tourist programmes and products that reduce the seasonal nature of the destination.Markets/SegmentsProductsStrategic guidelinesStrategic guidelinesStrategic objective:Increase the number of visitors (tourists and day-trippers), both first-time and repeat visitors, from current and emerging markets,thereby maximising the value they create for the sector.Objective: Increase quantity and valueIn order to increase the number of visitors and maximisethe value they create, the strategy should be aimed attargeted markets and segments while bearing in mindthe importance defined for each one by seeking to adaptthe offer and organise tourism promotion according to theprofile and preferences of each market and segment.At the same time, we must try to capture the markets andsegments with the greatest purchasing power and maximisecross-selling among the various tourism products in the region.With a view to the sector’s economic, financial and socialsustainability, Turismo de Lisboa should also develop arange of initiatives that guarantee an increase in averagerevenue for the sector, especially in hotels. This would beachieved through an increase in the occupancy rate and/or average selling price per room.A STRATEGIC VISIONFOR TURISMO DE LISBOASTRATEGICGUIDELINESSTRATEGICprogrammes
26Objective: Generate more awareness of the destinationStrategic guidelinesStrategic objective:Improve the experience of visitors (tourists and day-trippers) and their impressions of a destination with avery diverse offering (ranging from budget to luxury).ProductsBrandMarkets/Segments2.1 Increase knowledge about the entire value chain concerning the profile of visitors fromthe various outbound markets and demand segments.2.2 Provide an organised tourism offering that ensures a level of service that meetsthe requirements of the various markets and demand segments.2.3 Provide credible information and a constant and hospitable welcome/support tovisitors so that each one feels like a citizen of Lisbon.Strategic guidelinesStrategic objective:Place Lisbon “top of mind” in the list of the must-see European capitals by increasing awareness of the city in outboundmarkets and strategically relevant demand segments.3.1 Promote the main distinctive elements of the destination according to target markets andsegments by presenting an innovative proposal of value that cannot be replicated elsewhere.3.2 Define innovative communication strategies by using channels of communicationthat are appropriate to the preferences of current and potential visitors.3.3 Create partnerships among institutional/private entities and players in the sector that allow broaderand deeper knowledge about the destination and the availability of personalised tourist programmesBrandObjective: Upgrade the experience of visitorsUpgrading the experience of visitors, or rather, improving theirexperience and impressions of a destination with a vast anddiverse offering (from budget to luxury) will help increase:— Tourist loyalty to the destination by encouraging repeat visits— Awareness of the destination through word-of-mouthThe sector should therefore increase knowledge of the profileof visitors from the different markets and segments in order toadapt its offering to their preferences and demands. The tourismoffering (infrastructures, services, tourist entertainment, etc.) atthe destination should aim to satisfy visitors by giving them theinformation they need, a model welcome and internationallyrenowned service.The region should consolidate its image as a tourist destina-tion par excellence, arousing curiosity about visits and creatingawareness of the Lisbon brand.Turismo de Lisboa should focus on a tourism promotionstrategy based on the main distinctive elements of the des-tination while presenting an innovative, attractive valueproposal. The choice of communication channels is essentialin order to ensure its effectiveness and adaptation to thetarget segment profile.Generating more publicity about the destination also requiresthat partnerships be created among institutional/private enti-ties and players in the sector so that they know more about thedestination and act as a means of promoting the region.
27strategicprogrammesA STRATEGIC VISIONFOR TURISMO DE LISBOASTRATEGICGUIDELINESSTRATEGICprogrammes
28A unique experienceContinuing the development andgrowth objectives of the Lisbondestination, the TLx14 presents tenstrategic programmes. The mostappealing area (Markets/Segments,Products and Brand) has beenidentified for each.The strategic initiatives couldand should be developed withinone to four years, i.e., between2011 and 2014.2011-2014 Strategic marketing programmes for Turismo de LisboaProgramme 1 | The rebirth of a meeting place in a capital city square: “The Terreiro do Paço”Programme 2 | Belém: The cultural icon, a museum districtProgramme 3 | A new standard for the meetings industryProgramme 4 | A family destinationProgramme 5 | A closer relationship with the river and the oceanProgramme 6 | A region focused on tourism: Lisbon for allProgramme 7 | Bringing Lisbon closerProgramme 8 | A very personal customer experienceProgramme 9 | A new approach to the brandProgramme 10 | Promoting tourismThe objective of the ten strategic programmes of the TLx14 is tomaximise the awareness and complementary nature of tourismin the region, where every tourist can enjoy an experience thatmeets their expectations.From the rebirth of the Terreiro do Paço as a meeting point ina capital city square to Belém, a cultural icon, the region alsodemonstrates enormous development potential for the meet-ings industry. In order to enhance its offer and leverage its posi-tion, we must implement and ensure the marketing of micro-destinations (such as Estoril, Tróia and Oeiras) located near thecity of Lisbon. The region, also a destination for families, couldexpand with the construction of a fun and leisure park.The relationship with the Tagus River and the Atlantic Coast mustalso be improved by creating the conditions necessary to prac-tise water sports and by developing a water sports complex inAlgés. Setting up a base for budget airline companies is alsoimportant: this will boost competitiveness and bring the regioncloser to outbound markets; it will also provide visitors with ex-periences, rather than a simple visit to the destination.The new approach to the brand involves monitoring brandawareness and tactical brands of the destination. This will bedone by conducting studies to determine the destination’s val-ue and the motivations of the various market segments. Theagreed promotion strategy will be followed and the promotionalfocus should be aimed at strategic markets (Spain and Brazil)and priority markets.
29Programme 1The rebirth of a meeting place in a capital city square: The Terreiro do PaçoObjectives• Reinforce the destination’s status as a capital city• Upgrade the Baixa and Frente Ribeirinha districts (Terreiro do Paço Ribeira das Naus)• Increase the offering of maritime-tourist activities and “cruise line” productsThe symbol of a capitalUpgrading our tourism offering is the objective of Programme 1, entitledThe rebirth of a meeting place in a capital city square: The Terreiro do Paço.One of the most beautiful squares in Europe,the Terreiro do Paço is a symbol of the cityscapital status and a testament to the defin-ing moments in Portuguese history. In orderto better enjoy this square and its relationshipwith the Tagus River, we should encourageurban regeneration in the surrounding areas,Avenida Ribeira das Naus, Cais do Sodré andCampo das Cebolas.Its arcade should also be the object of interven-tion, with a focus on developing tourist activities.Investing in cultural spaces, restaurants, es-planades and other commercial areas andorganising events are also essential to thedevelopment of the Baixa district’s potentialfor tourism.Providing a full range of offers required for thesuccessful operation of the new Lisbon CruiseTerminal and encouraging the development ofmaritime-tourism activities, such as boat cruiseson the Tagus River, are also important. A shipsberth located next to the Terreiro do Paço wouldencourage these activities while also serving asa point where tourists and the river meet.A STRATEGIC VISIONFOR TURISMO DE LISBOASTRATEGICGUIDELINESSTRATEGICprogrammes
30Programme 2Belém: The cultural icon, a museum districtObjectives• Maximise the destination’s cultural offering• Upgrade the Belém micro-centreCulture and museumsProgramme 2, dedicated to Belém: The cultural icon,a museum district, is focused on upgrading its tourismoffering, similar to Programme 1.With its many monuments, majestic Belém maintains a close connection tothe Tagus River, which gives it the perfect backdrop.In order to increase awareness of this micro-centre even more, we mustrefurbish, upgrade and/or expand its existing cultural facilities, such as theMuseu da Marinha (Maritime Museum) and the Museu de Arte Popular (Mu-seum of Popular Art). We must also ensure the development of the newMuseu dos Coches (Coach Museum), Museu de Arqueologia (ArchaeologyMuseum), Fundação EDP Centre for the Arts and the Belém Cultural Centre,along with other facilities that come together and help make Belém thecultural icon of the city.With a view to promoting Belém as the “Museum District of the Capital” acomprehensive plan must be developed which includes the creation of abrand, signage, public areas, transport and the inclusion of various culturalfacilities.
31A STRATEGIC VISIONFOR TURISMO DE LISBOASTRATEGICGUIDELINESSTRATEGICprogrammes
33Programme 3A new standard for the meetings industryObjectives• Maximise the offering for the meetings industry at the destinationA destination for conferencesGrowth, upgrading and awareness are the targets defined for Programme 3,entitled “A new standard for the meetings industry”.Growth of the meetings industry (MI) product shouldbe based on the competitive advantages of the des-tination – a mild climate, diversity of experiences, thequalities of its light, picturesque settings and gastro-nomy, just to name a handful. It should also be basedon the price-quality ratio of its hotels and the qualityof its facilities.In order to achieve a new standard, we must promotethe construction of a new multipurpose conferencecentre capable of hosting large conferences (up to8000 people) and smaller events. It should comple-ment the region’s existing infrastructures and positionLisbon as one of the key MI destinations in Europe.If the destination is to continue to develop, it is es-sential that a privileged location be chosen, such asthe Praça de Espanha with its excellent range of ho-tels (4500 rooms), so that a second, larger conferencecentre may be built, while maintaining the existingcentre.Another offer enhancement strategy would be to le-verage the this products positioning and the creationand marketing of MI micro-destinations located closeto the city of Lisbon, such as Estoril, Tróia and Oeiras. Itis also important to create supplemental leisure-busi-ness programmes that encourage tourists to prolongtheir stay or return for leisure trips.A STRATEGIC VISIONFOR TURISMO DE LISBOASTRATEGICGUIDELINESSTRATEGICprogrammes
35Programme 4A family destinationObjectives• Maximise the offering for entertainmentand leisure at the destination• Encourage the offering aimed at familiesTogether in LisbonPromoting a theme park with a distinctiveoffering is the strategy defined for Programme 4:“A family destination”.The creation of a multipurpose entertainment park capable of wel-coming up to four million visitors per year will be a major factor ofattraction that is worth promoting.We should present distinctive, high-quality attractions and providecomplementary facilities that will generate overnights and encou-rage tourists to extend their average length of stay in the region. Itis also important to have good road and rail access, car parks andservice areas.A STRATEGIC VISIONFOR TURISMO DE LISBOASTRATEGICGUIDELINESSTRATEGICprogrammes
36Programme 5A closer relationship with the river and the oceanObjectives• Increase the offering of Nautical Tourism (water sports and maritime-tourism)at the destination• Bring the river and the ocean closerCloser to the river and the oceanThe focus on growth and upgrading defines the strategy for Programme 5,“A closer relationship with the river and the ocean”.The Tagus River and the Atlantic Coast should be equipped with the conditions to practice water sports.This initiative involves the upgrading of the Frente Ribeirinha (riverfront area) and the coastal strip, de-veloping support infrastructures and establishing schools for sailing, kite surfing, wind surfing and more.Multipurpose nautical facilities must also be developed which, in addition to meeting the sectorsneeds, act as poles of attraction for maritime-tourism activities and water sports. The develop-ment of a water sports complex in Algés is one such example, along with the installation of moremooring posts along the Tagus River.Improving the offering will be an added value in the attraction, promotion and hosting of inter-nationally renowned events that increase publicity about the destination in the leading targetmarkets and segments.In addition, a networked system should be created which will ensure connections between therecreational marinas and docks in the region. We must also, among other things, encourage thesimplification and “debureaucratisation” of certification for navigators, legalisation of vessels andlicensing of maritime-tourism activities.
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39Programme 6A region focused on tourism: Lisbon for allObjectives• Improve accessibility to the main sites of tourist interest• Maximise usage of tourist resources with outstanding heritage value• Upgrade all aspects of the destination’s tourism offeringLisbon for allProgramme 6, “A region focused on tourism: Lisbon for all”, should be developedaccording to the areas of growth, upgrading and awareness.The wealth of tourism offered in the region will reach new levels of pro-jection by making use of its historical and cultural heritage for tourist ac-tivities, whether through event hosting or the reconversion of structuresinto charm hotels, museums or exhibition spaces. In addition to highlight-ing their importance in the affirmation of tourism at the destination, thiswill maximise the enjoyment of unique experiences, the diversification ofvenues and the generation of revenue for their upkeep and conservation.It is essential to raise awareness among those in charge by issuinglicences for commercial activities at tourist sites and adopting a tourist-focused position with respect to hours of operation, quality standardsand differentiation of products.It is equally essential to expand the range of high-quality, distinc-tive, traditional and authentic products by encouraging the creation ofclusters in historical and/or tourist areas, which would position Lisbonas a destination with its own brands and products. The creation ofclusters of art galleries, antiques shops, shops of regional products,delicatessens, old-fashioned chemists, hundred year-old restaurants,goldsmiths and outdoor markets, among others, would be a factor ofattraction for tourists, visitors and residents alike.The creation of new themed itineraries and routes, which would includea wide range of complementary services, is also important.We must also increase investment in the so-called “soft mobility” tokey tourist sites by developing tourist routes. Examples include assistedaccess from various tourist points to São Jorge Castle, or from the Largodo Corpo Santo to the Largo da Academia Nacional de Belas Artes bymeans of a panoramic lift/cable car.A STRATEGIC VISIONFOR TURISMO DE LISBOASTRATEGICGUIDELINESSTRATEGICprogrammes
41Programme 7Bringing Lisbon closerObjectives• Improve air and rail access to the capitalA closer LisbonThe strategy of “Bringing Lisbon closer”, whichcorresponds to Programme 7, is focused on growth.It is essential to attract a base for budget airline companiesat Lisbon Airport or at a regional air base, which serves theinterests of the destination and increases its competitiveness.We must also focus our efforts on increasing the number andfrequency of connections between Lisbon and the main out-bound markets by developing partnerships to capture newroutes to the destination.The terminal station of the Lisbon-Madrid high-speed rail net-work should be located in the heart of the Portuguese capi-tal, preferably at Estação de Oriente. In order for this modeof transport to be successful when compared to air travel, themaximum duration of the trip should not exceed two hoursand 45 minutes. Lisbon will therefore benefit from the competi-tive advantage offered by this connection to Spain, a strategicoutbound market.A STRATEGIC VISIONFOR TURISMO DE LISBOASTRATEGICGUIDELINESSTRATEGICprogrammes
43Programme 8A very personal customer experienceObjectives• Encourage a more organised offering and greater creativity on the part of players in the sector• Raise awareness and mobilise the population with respect to the importance of tourism at the destination• Upgrade the tourism offering and urban areasAn unrivalled experienceImproving the experience of visitors is the objective of Programme 8, “A very personal customer experience”.We are all hosts of Lisbon. Each one of us must therefore contrib-ute to a culture of excellence in tourism, helping to satisfy thosewho visit us, recommend the destination to potential touristsand increase international awareness.Besides encouraging responsibility and pride among city resi-dents regarding the image that visitors form of Lisbon, we mustmake the various players aware of the importance of their par-ticipation in the process, along with the resulting benefits andreturns.Improving the reception of tourists therefore requires joint ef-fort and focus by a range of players, including residents, hotels,restaurants, shops, transport, travel agents, cultural facilities andsafety authorities, among others.Given that we are known for our warmth and a willingness tointeract with tourists, our efforts should continue to focus onservice, quality and creating a brand that provides benefits.Examples of strategies that could be implemented include thedevelopment of a standard customer service programme in vari-ous tourism subsectors and encouraging the implementation ofa project that guarantees a friendly welcome to all tourists in allparts of the region.Great experiences require small details. This is why we mustdo our best when welcoming tourists and showing them thatLisbon knows how to receive and how to operate, that it givesits all, that it is a destination of excellence offering personalisedservice.tl/gustavofigueiredoA STRATEGIC VISIONFOR TURISMO DE LISBOASTRATEGICGUIDELINESSTRATEGICprogrammes
44Programme 9A new approach to the brandObjectives• Generate more brand awareness• Organise a marketing and communication strategy• Jointly manage the destination’s brands and promotional effortsA cutting-edge destinationProgramme 9, “A new approach to the brand”, is linked to a strategy based on growth,upgrading and publicity.This programme’s strategy involves monitoringthe awareness of international brands and tacticalbrands of the destination by conducting studies todiscover the destination’s value and the motivationsof the various market segments. Determining theimpact and return on investment of promotionalmarketing campaigns is essential, as is a strategicmanagement of the image aimed at markets andsegments while considering the products and im-age to be promoted.The destination should be promoted on the basis of aprimary brandLisbonand three additional internationalbrands: Estoril, Sintra and Fátima. Tactical brands forprogrammes, products or clusters should be developedwhich set them apart and add value in a given context(such as GolfeOeste, EriceiraSurf, Belém, Oeiras Workand After Work, Fernando Pessoa and Santo António).We must invest in distinguishing the main brand,Lisbon, by focusing on intangible factors such as thecity’s qualities of light, its capital status, the sophisti-cation of an old city (but not antiquated), culture, sea,authenticity and gastronomy.The strength of the brand should be guaranteedthrough a comprehensive management of the LisbonPromotional Area brands and all associated promo-tional activities. This will be based on a coherent, flex-ible system that allows and ensures unified actionswhile bearing in mind the specific qualities associatedwith Estoril.Marketing programmes should also be developedwhich promote specific tourism products in a compre-hensive fashion.
45A STRATEGIC VISIONFOR TURISMO DE LISBOASTRATEGICGUIDELINESSTRATEGICprogrammes
47Programme 10Promoting tourismObjectives• Increase promotion of the destination• Maintain/increase forms of promotion with a view to sustainability• Organise the marketing and communication strategyPromoting the destinationGrowth and generating more awareness are the main objectives outlinedin Programme 10 for the promotion of tourism.The regional promotion strategy will be followed, which willcontinue to ensure that human, material and financial resourcesare maintained.Promoting tourism should focus on the strategic markets, Spainand Brazil, and the priority markets, directing investment to theregions with greater population density, purchasing power andtendency to travel abroad.In practical terms, in order to generate more awareness of Lis-bon and more news articles about the destination, it will benecessary to increase investment in personalised promotionalactivities, specifically in public relations, “fam trips” and presstrips. Particularly in the two strategic markets, the promotionalstrategy must be intensified through new distribution channels.It is also important to increase promotion of the destinationthrough electronic and social networking channels whichwill allow direct contact with the tourist.Developing partnerships with the general and specialised press,airlines and tour operators, among others, is fundamental in or-der to take advantage of synergies in tourism promotion andaccess to niche markets with high potential.Strengthening the image of Lisbon is also based on the promotionof tourism products and resources according to the motivationsand demands of the targeted markets and segments. However,we must also maintain the degree of investment in image andpromotional material – while adapting it to a new reality – andreduce investment in traditional media and “offline” publicity.Demand in the various outbound markets should besegmented. Priority should be given to investment in promo-tion aimed at target segments, taking their motivations andpreferences into consideration.A STRATEGIC VISIONFOR TURISMO DE LISBOASTRATEGICGUIDELINESSTRATEGICprogrammes
48Projecting LisbonA tourist destination’s growth and consolidation are pro-cesses that are as difficult as its creation, if not more so.A forward-looking vision, strategy, sustainability and theability to innovate are determining factors in its success.Lisbon is no exception to this.In a global society where information travels at the speed oflight and supply exceeds demand, it is as important to havea distinctive tourism offering as it is to define a strategicvision that matches the profile of the tourists we seek toattract, one that is based on their preferences and motiva-tions.Lisbon’s continued recognition as a tourist destination parexcellence is both a source of pride and a sign that, in orderto do more and do better, it is essential to possess creativity,strategy and a strong focus.Now that we have presented this new plan, we must makethe necessary efforts to have, in 2014, a Lisbon that is betterknown and better promoted on an international level.Lisbon has reached a very high level of recognition. For thatreason, any new step taken to promote the destination willindeed be a great one.
50The 2011-2014 Strategic Marketing Plan for Turismo de Lisboa can be viewed in its entirety at www.visitlisboa.comTURISMO DE LISBOA • RUA DO ARSENAL, 23 • 1100-038 LISBON • PORTUGAL • TEL. +351 210 312 700 • ATL@VISITLISBOA.COM Jannuary 2011Summary of the 2011-2014 Strategic Marketing Plan for Turismo de LisboaStudy conducted by Deloitte ConsultoresParticipantsAHP – Associação da Hotelaria de PortugalAHRESP – Associação da Hotelaria, Restauração e Similares de PortugalATL – Lisboa Convention Bureau/ Gastronomia/ Cultura & Eventos/ Marca/ Lisboa Visitor Bureau/ Touring/ GolfeAPAVT – Associação Portuguesa das Agências de Viagens e TurismoAIP – Associação Industrial de PortugalCiturIntervisa Travel ServiceTop AtlânticoTeam QuatroNetviagens (ES Viagens)Turismo EstorilEntidade Regional de Turismo de Lisboa e Vale do TejoCâmara Municipal de SintraParques de Sintra – Monte da LuaCâmara Municipal de LisboaEntidade Regional do Pólo de Desenvolvimento Turístico do OesteEntidade Regional do Pólo de Desenvolvimento Turístico de Leiria/FátimaCâmara Municipal de MafraHotéis VIPHotéis AltisAccor HotéisSONAE TurismoHotéis HeritageContinental GroupHotéis Vila GaléHotéis RealHotel Dom GonçaloGrupo Lena Hotéis - Termas de Monte RealHotel SheratonHotel MundialANA – Aeroportos de PortugalTAP PortugalAPL – Administração do Porto de LisboaCarris/Carris TurUACS – União das Associações do Comércio e ServiçosGrupo Estoril Sol – Casino Lisboa e Casino EstorilFIL – Feira Internacional de LisboaParque ExpoCCB – Centro Cultural de BelémIGESPAR – Instituto de Gestão do Património Arquitectónico e ArqueológicoIMC – Instituto dos Museus e da ConservaçãoFundação EDP – Museu da ElectricidadeACISO – Associação Empresarial Ourém-FátimaEGEAC – Empresa de Gestão de Equipamentos e Animação CulturalComissão Vitivinícola da Região de LisboaCulturgestMarina Parque das NaçõesDavid Lopes RamosJosé AvillezPadre Vítor Melícias
51AWARDS AND COMMENDATIONSAWARDS2010European Best Event AwardsOceanic Festival judged the 2ndBest Cultural Event in Europe(November)Prémio Nacional de Opinião Pública (Brazil)The communications initiative “Lisboa Convida”, developedby Turismo de Lisboa in Brazil, was recognised in the 30thedition of the National Public Opinion Award by the RegionalCouncil of Public Relations Professionals (November)World Travel AwardsWinner, Europe’s Leading City Break DestinationNominee, World’s Leading DestinationNominee, World’s Leading Cruise DestinationEuropean Consumers’ Choice(European Consumers’ Association)Best European Destination 2010: Consumers’ Choice2009World Travel AwardsWinner, Europe’s Leading DestinationWinner, Europe’s Leading City Break DestinationWinner, Europe’s Leading Cruise DestinationBusiness Destination Awards 2009(by British magazine, Business Destination)Lisbon Convention Bureau voted best EuropeanConvention BureauICCA (International Congress and Conference Association)Lisbon ranked in 8thplace2008ICCA (International Congress and Convention Association)Lisbon ranks 6thamong the most popular citiesto hold congresses2007IAGTO (International Association of Golf Tour Operators)Best European Golf DestinationREFERENCES2010Trivago (price comparison and booking website)Lisbon was the third most popular city among Spanishusers between March and AprilLastminute.com (booking website)Lisbon ranks among top 20 destinations for bookingsbetween January and MayThe Telegraph (April barometer)Lisbon is one of the three best European citiesfor price-quality ratioThe Guardian Online (Travel section, June)Lisbon, Recommended CityGoogleTurismo de Lisboa website, www.visitlisboa.com, is featuredas a success story in terms of Internet-based promotion2009Condé Nast Traveller (British magazine)Awarded 12thplace in its annual world rankingMonocle (British magazine)Lisbon among the world’s 25 best cities to live inFinancial Times (newspaper supplement, “How to SpendIt”, February)Lisbon recommended as a tourist destinationTripAdvisor.com (American survey)Lisbon identified as one of five European cities withthe best price-quality ratioCondé Nast Traveller (Spanish edition, April)Lisbon recommended as one of the three best touristdestinationsGo Voyage (French travel website, May, survey of travelagents and other specialists)Lisbon ranked at the top of the list of preferencesTravelvideo.com (American website)Lisbon cited as the destination with the bestprice-quality ratioLonely Planet Magazine (July)Lisbon cited as the most interesting capital city in EuropeAssociated Press (American news agency, January)Recommends taking holidays in LisbonParis Match magazineSuggests visiting Lisbon2008ShermansTravel & Yahoo TravelLisbon ranks third among the top ten places to visitin the world (February 2008)IgoUgo travel websiteLisbon ranks second among the top ten cities to visit (June)Best in Travel 2009 (Lonely Planet)Lisbon is listed among the top ten cities to visit for 2009(November 2008)Virtuoso Life Magazine (February)Recommends visiting LisbonThe New York TimesDedicates a supplement to travels to Lisbon (July)L’Express StylesFrench magazine suggests Lisbon as a getawayfor couples (March)Le Figaro MagazineLisbon voted as its winter destination (October)2007The New York TimesLisbon voted as the second best destination in the world(December)Since the TLx10 went into effect, Lisbon’s status as a tourist destination of choice has continued to grow and be reinforced.Recognition of this trend is evident in the various prizes awarded by the most prestigious international entities in the tourismsector and through the countless references that the international media have dedicated and continue to dedicate to Lisbon.The following are some such examples.