The Strategic Plan for Tourism was prepared by the Standing Committee on Tourism Promotion in Italy. With the technical support of INVITALIA, this work was coordinated by the Directorate General of Tourism of the MiBACT. The PST is the result of the work of thousands of operators, authorities and citizens who have contributed their ideas and proposals. To find out more: www.pst.beniculturali.it

1. Strategic Plan for Tourism
2017-2022 Executive Summary

2. Contents
STRATEGIC PLAN FOR TOURISM
PLAN METHODOLOGY
LOGICAL STRUCTURE
ITALY ON THE WORLD STAGE
OUTLOOK FOR ITALY
VISION
TARGETS AND OVERARCHING PRINCIPLES
TARGET A - DESTINATIONS AND
PRODUCTS
TARGET B - COMPETITIVENESS
TARGET C - DEMAND AND MARKETS
TARGET D - GOVERNANCE
A CONSTANTLY EVOLVING PLAN
CREDITS

3. Heading
for the future

4. Strategic Plan for
Tourism
The guiding principles
of Italy's tourism system
for the next 6 years are:
innovation, sustainability
and competitiveness
With the Strategic Plan for Tourism
(PST – Piano Strategico del Turismo), the
government is reshaping its plan for the
tourism economy, putting it at the heart
of national policies, and implementing a
strategy to create a standardised vision
for tourism and culture.
The PST serves to bring together under
one umbrella all tourism operators in
Italy with a consistent and coordinated
approach, improving policies in terms of
both the demand and supply. It aims to
provide a simple and clear framework
to improve the decisions made in the
sector and promote integration.
The document has a time horizon of
six years (2017-2022) and is based on
key drivers such as technological and
organisational innovation, skill building,
and quality services.
These aspects are integrated with the
need to have a lasting and sustainable
approach to our environmental and
cultural heritage.
The PST enhances previous planning
in this field, but takes on a new and
innovative approach based on an
open and participative method to
share strategies, targets and areas of

5. intervention, with the aim to become
a stable system of governance for the
sector.
To this end, the Plan drawn up by
the Standing Committee on Tourism
Promotion in Italy consists of an efficient
system of organised and ongoing
cooperation of all stakeholders – at
various levels (national, regional and
local) – to help boost the country's
competitiveness.
The operational tools of this strategy
are:
• launching inter-institutional joint
forums (set up at DG Tourism
of the MiBACT) between central
governments, local authorities and
stakeholders on topics of specific
interest for the sector
• enlarging the document/IT system to
support decision-making relating to
the "regulations-planning-promotion"
cycle of tourism, including creating a
specific dashboard to monitor Italy's
competitive positioning based on
select criteria
• implementing digital communication
and exchange systems to enable
ongoing consultation with
stakeholders
• adopting a system to monitor and
track the Plan, which serves as both
a "social report" for citizens and an
"ongoing improvement and update
tool" for the Plan itself
All of these steps allow joint strategies
to be set out for the medium-term as
well as yearly programmes to implement
priority and/or pilot activities.
The PSTis a system
of ongoing cooperation
between stakeholders in
the tourism sector

6. Taking part
to plan together

7. Plan methodology
An open and collaborative
process: meetings, round
tables and online tools
For the first time in Italy, the Strategic
Plan for Tourism was drawn up by
the Standing Committee on Tourism
Promotion and through joint working
sessions with a fully open and
participatory method.
The process was coordinated by the
Directorate General of Tourism of the
MiBACT and took place through direct
meetings, round tables and online
tools. These activities made it possible
to gather together a wide range of
thoughts, analyses and contributions
to the development of the Plan, which
serve as valuable core knowledge and
information for future work.
The Plan was developed through a
close exchange between the MiBACT,
the Regions, central government, local
authorities, economic actors and other
associations that share responsibility
and express a collective or corporate
interest in the area of tourism policy.
Great attention was devoted to
consulting economic operators and
associations, analysing the needs of the
tourism system, sharing the decision-
making process and collaborating to
implement the relevant actions.
The key moments of the process were
the States-General of Tourism of
Pietrarsa (October 2015 and especially
April 2016).
A
B
C
D
E
F
SESSIONS
OF THE
STANDING
COMMITTEE
STATES
GENERAL
OF TOURISM
(PIETRARSA)
PLATFORM,
WEBSITE AND
SOCIAL
NETWORKS
ACTIONS
FORUMS WITH
CENTRAL
GOVERNMENT
FORUMS
WITH OTHER
PUBLIC AND
PRIVATE
STAKEHOLDERS

8. Logical structure
COMPETITIVE SCENARIO
This is a summary of the key
external and internal factors guiding
Italy's tourism strategy.
VISION AND STRATEGY
These set out Italy's tourism
scenario, considering the factors
highlighted by the analysis.
The vision is based on four strategic approaches.
OVERALL TARGETS
These are based on the vision
and monitored through specific
targets.
SPECIFIC TARGETS
These help to achieve the
Overall Targets.
AREAS OF INTERVENTION
These are the areas of operation
to achieve each specific target.
OVERARCHING PRINCIPLES
Sustainability, accessibility and
innovation are the principles
underpinning the Plan.
ACTIONS
These are the key strategic initiatives in line with the Plan, which will be part of a yearly
implementation programme, specifying its costs, financial sources and organisational and
management methods.

9. A world
on the move

10. Tourism today
The key role of the web in
the growth of the tourism
demand. Holidaymakers
plan and share their own
experiences first-hand
In 2015, world tourism saw international
arrivals up 4.4% (1.19 billion) compared
to the previous year, generating a
turnover of approximately 6,500 billion
euro (approximately 10% of global GDP)
with direct employment covering around
108 million jobs (amounting to around
5% of overall employment).
Europe is the macro-area with the
largest share of arrivals (51.3%) while
Italy registered around 110 million
arrivals. The tourists who travel abroad
the most are the Chinese, Americans
and Germans.
The forecasts for 2016 - although not
definitive - seem to confirm the previous
year’s growth trend, and global arrivals
in Italy show a 4.3% increase, with
approx. 62.3 million incoming tourists
and a significant boost from Non-
European Countries (+ 4.1%), primarily
USA (+ 6.5%).
Modern travellers
Similarly to other sectors, tourism is
undergoing an increase in demand
that no longer focuses only on the
destination, but seeks out unique and
sensational trips to transform a holiday
into an experience to be shared and
remembered. The approach to the
market has also seen profound changes,

11. just think that only one international
tourist out of ten comes to Italy as part
of an organised tour and that, besides
planning their own trip, tourists use
social networks to become reviewers
and, in turn, influence the choices of
other travellers.
The digital revolution has brought about
a change in consumer behaviour, from
the decision stage through to pursuing
authentic experiences.
Of all web browsers:
• 91% have booked online at least
one product or service in 2015 and
use search engines as their primary
source when planning a holiday
• 42% use a smartphone or tablet to
book and get information
During the consumption stage (once at
the destination):
• 58% use online sources to look up
activities and services
• 40% directly create new content and
share it
Future planning must also consider the
fact that by 2025, "Millennial" consumers
will make up half of all travellers
worldwide.
The impact of the sharing economy
Another important aspect is the growth
of the sharing economy, a trend that
requires careful consideration to
seize opportunities and curb potential
problems.
It is estimated that by 2025, global
transactions relating to the sharing
economy in the five key areas
(collaborative finance; private
accommodation; private transport;
domestic services on demand;
professional services on demand) will be
worth an estimated 570 billion euro.
Companies in this sector with the
highest turnover are those relating to
tourism, making up 1% of the global
value. Yet the most important data is the
growth rate, which is over 50% per year.
50%The annual growth rate of the
sharing economy

12. Living up
to our excellence

13. Italy on the world
stage
A destination of excellence
that can strive for better
positioning
Italy is well-established as a destination
of excellence, but can still strive to
improve its positioning in terms of
competitiveness compared to countries
that lack the same level of cultural,
historical and environmental heritage.
Italy's competitiveness – despite
remaining extremely high in terms of the
attractiveness of its resources – is less
solid in terms of its prices, infrastructure
and business environment. It also
appears to be struggling to gain ground
with respect to emerging markets and
demand in general, despite the fact that
in surveys ranking countries in terms of
"Global Reputation", Italy excels in the
tourism-culture duo.
Added to this is the major issue of
tourism sustainability in our country, as
visits are still too concentrated in a few
key sites of exceptional value.
Tourism is key to Italy's development
In 2015, the total contribution of the
entire tourism sector to the Italian
economy was 171 billion euro,
amounting to 11.8% of GDP and 12.8% in
terms of employment.
Spending generated by international
arrivals on the rise
The data on overall arrivals in Italy (both
Italian and international arrivals) rose
by 11% between 2010 and 2015. As for
international arrivals, more than 60%
head to four regions: Veneto, Lombardy,
Tuscany and Lazio. From 2001 to 2015,
the average length of stay fell from 4.1
days to 3.6.
11.8%The percentage of GDP generated
by tourism in Italy in 2015

14. Culture is the strong point of Italy's
tourism supply
The Travel and Tourism Competitiveness
Index (TTCI) of the WEF includes
market prices, infrastructure and
circumstances to promote businesses
among the aspects to be improved. The
main strengths of Italy indicated by the
WEF are its unique cities in general, its
monuments, as well as its numerous
world heritage sites (number one in
the world rankings). The cultural and
tourism experience puts Italy in 1st
place
on FutureBrand's Country Brand Index
2014-2015. With this in mind, the data on
the growth of the number of visitors and
the revenues of government museums
confirm these aspects to be key
strengths for Italy, allowing it to compete
internationally.
Source: Mara Manente/States-General of Tourism, Pietrarsa 2016
Flows and profitability trends of certain tourist products in 2020

15. Getting familiar
with tourism

16. Outlook for Italy
Good flow from countries
outside Europe over the
next two years
Macroareas 2016 2017 2018
MEDITERRANEAN AREA 1,5 1,4 1,5
CENTRAL EUROPE 2,0 1,4 1,4
NORTHERN EUROPE 2,8 2,1 2,8
OUTSIDE EUROPE 5,3 5,0 5,8
World total 3,3 3,6 3,9
Austria
2016 2017 2018
+2,9% +2,1% +1,8%
Germany
2016 2017 2018
+1,9% +1,3% +1,3%
Netherlands
2016 2017 2018
+2,2% +2,1% +1,9%
United Kingdom
2016 2017 2018
+2,1% +1,4% +2,2%
Spain
2016 2017 2018
+3,2% +2,6% +2,2%
Switzerland
2016 2017 2018
+1,7% +1,2% +1,6%
France
2016 2017 2018
+1,0% +1,0% +1,2%
USA
2016 2017 2018
+8,4% +7,0% +7,9%
Japan
2016 2017 2018
+0,7% +1,0% +1,3%
International tourism in Italy in 2018
In the three years from 2016 to 2018, arrivals in Italy are expected to grow by over 3%,
mainly thanks to movement outside Europe (+5%): the positive trends from the emerging
Asian markets have been confirmed, as has the excellent upturn in the tendency to travel
abroad from the traditional overseas markets.
Source: Confturismo-CISET/TRIP forecasts

17. Letting Italy
win us over

18. Vision
Reviving Italy's leadership
in the tourism market
The Strategic Plan for Tourism is the
result of an analytical and participative
process that outlines a scenario of
renewed impetus for the attractiveness
of Italian tourism.
With this direction, Italy is striving to
reassert its leadership in the tourism
market, making the beauty of its heritage
and land a unique and distinguishing factor
to achieve competitiveness and appeal.
Tourism, which is at the heart of the
development model, can contribute to
the sustainable management of natural
and cultural resources, while generating
economic and social benefits for the
local area.
This vision is inspired by a completely
new approach to tourism supply
models, which are geared towards
sustainability, digital innovation, quality
accommodation/services and adaptation
to the new trends of the demand.
Starting with mature destinations,
the Plan aims to broaden the supply,
thanks to its enormous potential, and
to encourage the emergence of new
models to add value.

19. The PST's vision is to:
TERRITORY AND HERITAGE
Italy's cultural and territorial heritage
is also fully enhanced through the
sustainable management and innovative
use of its territory.
COMPETITIVENESS AND EMPLOYMENT
The national tourism system is boosting
its competitiveness, while generating
further added value and increasing the
quantity and quality of employment in
tourism.
PUTTING THE TOURIST AT THE CENTRE
The Italian travel experience adheres
fully to the tourists' demands and
expectations.
INTEGRATION AND INTEROPERABILITY
The system of tourism associations
and operators is fully integrated.
It encourages interoperability
and promotes joint decisions and
responsibilities.
Revive Italy's leadership in the
tourism market and boost its
contribution to the economic, social
and sustainable development of its
local areas.
PST'S VISION
Reviving
Italy
TERRITORY AND
HERITAGE
COMPETITIVENESS
AND EMPLOYMENT
INTEGRATION AND
INTEROPERABILITY
PUTTINGTHETOURIST
AT THE CENTRE

20. Targets and
overarching
principles
Efficient governance to
invest in sustainability,
innovation and
accessibility
TARGETS
To achieve its vision, the PST has set out
four broad targets:
A. To innovate, specialise and integrate
the country's amenities
B. To boost the tourism system's
competitiveness
C. To create effective and innovative
marketing
D. To achieve efficient and participatory
governance when drawing up and
establishing the Plan.
Each of these overall targets is broken
down into specific targets. The areas of
intervention are the operational tools to
achieve each specific target.
OVERARCHING PRINCIPLES
The PST identifies three strategic
principles that cut across all of the
Plan's targets and measures:
sustainability, innovation and
accessibility meaning physical and
cultural permeability.
To innovate, specialise and integrate
the country's ameniƟes
To boost the tourism system's
compeƟƟveness
To create effecƟve and
innovaƟve markeƟng
To achieve efficient and parƟcipatory
governance in the process of draŌing and
establishing the Plan and tourism Policies
SUSTAINABILITY
INNOVATION
ACCESSIBILITY

21. SUSTAINABILITY
The PST highlights sustainability not only
in environmental terms, but also with
respect to economic development, mobility,
accessibility, using heritage, using financial
resources and enhancing identities.
Sustainability in tourism is a key element
of competitiveness and must therefore
help to maintain the natural resources
and landscape, and attract investment
for their protection.
A sustainable vision for tourism is
geared towards sharing opportunities
among the country's central and inland
areas throughout the year, bringing
employment not only to already well-
established destinations.
INNOVATION
The topic of innovation covers tourist
destinations, business models,
professional profiles, marketing,
communication, pricing and the quality
of services and products.
Innovating the organisational and
product process entails the challenge of
digitisation – the real frontier of change.
More than ever before, the viral
distribution of information, decision-
making by travellers, and the expansion
of informational tools are the new key
features.
The abundance of data and tools
available helps us better understand the
direction the market is taking, and fine
tune our marketing techniques.
ACCESSIBILITY
Accessibility, in terms of physical and
cultural permeability, means:
• gaining access to places using
sustainable mobility systems, which
break the isolation of marginalised or
under-served areas
• giving all people the chance to benefit
from tourism, regardless of age or
state of health
• giving tourists the opportunity to fully
appreciate the beauty and uniqueness
of the heritage they are visiting
Especially in a country like Italy – where
the travel experience is characterised
by its rich offer of culture, landscape,
art and traditions – access to the area's
resources must be fully guaranteed.

22. En route
to our targets

23. TARGET A
Putting the area at
the centre
To innovate, specialise
and integrate the country's
amenities
The Plan aims to broaden Italy's tourism
supply and make it more sustainable
and competitive. To this end, starting
with major attractions, tourist flows are
promoted by:
• redefining the great Italian seaside
"landmarks" and main cities of art as
"gateways" to other emerging areas.
• creating alternative modes of travel
(e.g. roads and paths) as tools to
reinforce knowledge of Italy's far-
reaching history and heritage
• boosting the attractiveness of
UNESCO sites and cities of culture,
to place Italy among the European
leaders in terms of cities
• making responsible use of natural
settings such as nature parks and
marine parks, mountains and rural
areas.
The Plan also aims to ensure a broad,
integrated and complementary supply in
terms of Italy's major destinations and
tourist products (seaside, mountains,
business, outdoors, spas, food and
wine).
In this sense, actions will aim to enrich
the existing supply and ensure that
the appeal of major sites becomes an
opportunity to spread out tourists among
lesser-known areas.
The overall target is broken down into
three specific targets corresponding to
three levels of development for mature,
emerging and new destinations, which
can be enhanced and promoted.
Specific targets
A.1 – MATURE DESTINATIONS
To enhance strategic tourist sites
and their respective products with an
integrated approach
In areas with a strong tourist appeal
(mature destinations), the PST aims
to increase the quality of governance,
cooperation between the institutions,
and public-private partnerships to make
the tourism supply more sustainable,
innovative and diverse.

24. The Plan will also help to upgrade
destinations where – as a result of
excessive use – there has been a major
impact on the environment, landscape
and cultural heritage.
In collaboration with the Regions,
the PST intends to acknowledge
destinations that present a collection of
attractive resources and certain tourism
products. This work – in line with the
Plan's open and iterative method – will
make it possible to set out guidelines
for national policies on destinations
and products and to develop targeted
promotion activities based on an analysis
of the demand.
A.2 – EMERGING DESTINATIONS
To enhance emerging tourist
destinations with an integrated
approach
Destinations with high potential, but
still not fully recognised as "tourist
spots", can benefit from action to better
distribute flows of visitors by broadening
the supply and providing a "newer"
tourism experience.
The PST is therefore aiming to support
and strengthen emerging destinations –
cities of art, towns, parks, mountainous
and rural areas as well as protected
zones – where tourism products can
be created or reinforced based on
responsible use and innovation, while
promoting and enhancing the quality of
other local resources.
In carrying out this target, particular
emphasis is placed on the cities involved
in the "European Capital of Culture"
initiative and "Italian Capital of Culture"
of the 2019 Italy Programme of the
MiBACT. The attractiveness of these
cities lies in their status as places that
produce culture, express Italian style and
craftsmanship, and disseminate cultural
and creative industries.
Moreover, an important role will be
played by minor areas where cultural
and tourism development (particularly
in the 2014-2020 territorial cohesion
policies) is one of the strategic
guidelines to revive local development
processes, tackle depopulation and
ensure the public has adequate services.
The PST encourages a targeted
approach to identifying emerging
destinations in line with a clear
development principle based on the
individual resources of each local area.
Under this specific Target, applying the
methods and processes of the European
Charter for Sustainable Tourism in
Protected Areas (ECST) is key to the
overarching principle of sustainability.

25. A.3 – NEW DESTINATIONS AND
PRODUCTS
To expand, innovate and diversify the
supply
The PST aims to increase the capacity
of the Italian tourist system to develop
new destinations and new products.
In particular, it supports planning
itineraries between regions as a bridge
between specific types of tourist
experiences, connecting top tourist spots
to less visited areas. The itineraries will
form closer ties between tourism and
other activities (food and wine, Italian
craftsmanship, culture, etc.).
In this regard, museums can play a role
to connect with their surrounding areas,
contribute to cultural permeability,
and look ahead by providing a forum to
generate new culture. A new approach
to tourism as a "generator of culture"
– and not just as something to be
consumed – will lead to a new type of
supply that helps to show, convey and
share the vitality of our cultural heritage.
The Plan also aims to integrate the
tourism supply with products and
services from Cultural and Creative
Industries, and bring about a major
innovation to local tourist information.
ATo innovate, specialise and integrate the country’s amenities
A.1.1 - A.2.1 - A.3.1
Ongoing mapping of regional tourist destinations and their products
A.1.2
Support for public/private governance and
consolidation processes for destinations and
products
A.2.2
Enhancing regional intervention and Tourism
Districts
A.3.2
Creating inter-regional tourism itineraries
A.1.3
Support for upgrading amenities of major
attractions and mature tourist destinations,
with a view to sustainability
A.2.3
Support for tourism development in emerging
destinations, such as cities of art and villages
A.3.3
Revival and reuse of government property for
tourism purposes
A.2.4
Support for the national strategy for parks and
protected areas, rural and inland areas
A.3.4
Harmonisation of tourist information offices
and reception standards
A.2.5
Upgrading the ECST method and processes
(European Charter for Sustainable Tourism in
Protected Areas), including the tourist-cultural
supply
A.3.5
Support for innovative and creative businesses
to develop new products
AREASOFINTERVENTION

26. TARGET B
Competitiveness
To boost the tourism
system's competitiveness
This target aims to create favourable
conditions to revive the tourism sector
and specifically:
• to promote innovation, digitisation and
creativity
• to adapt infrastructure to improve
accessibility and inter-modality
• to increase the quantity and quality of
employment
• to ease legal, bureaucratic and tax
burdens
• to strengthen business networks and
supply chains
Specific targets
B.1 DIGITAL DEVELOPMENT
To digitise the Italian tourism
system
The Plan's actions will primarily be
geared towards developing new network
services by full engaging regional and
local businesses. With the participation
of all stakeholders, the creation of
a "digital ecosystem of culture and
tourism" aims to create the necessary
conditions to bridge the digital divide.
Indeed, priority will be given to systemic
actions, such as the management
of open data and interoperability of
databases, in order to produce effective
collaborations between stakeholders
through the use of new technologies.
B.2 – MOBILITY
To adapt the infrastructure network to
improve accessibility and inter-modality
In collaboration with the Special Plan
for Tourist Mobility of the Ministry of
Infrastructures and Transport, the
government is committed to improving
mobility for tourism by setting common
goals with sector operators and key
stakeholders, and implementing
strategic-pilot projects to develop a
"network of soft mobility" (e.g. cycle
tracks, tourist rail services and paths).
It will also encourage inter-modality,
starting with the main "gateways"
of international flows, to ensure the
areas' "permeability" and to enhance
infrastructural heritage as part of the
overall strategy to make the areas
attractive and promote their sustainable
development.

27. B.3 – SKILLS
To enhance hospitality skills and
develop know-how in line with market
developments
Building hospitality skills also
means developing new abilities and
professionalism based on the changing
demand. As such, innovative training
methods dedicated to operators must
be disseminated both in the segment
of vocational schools and in higher
education and post-university training.
The perceived image and quality of the
occupation must also be improved, for
example by reassessing the rules of
alternating school-work and reviewing
work placements with the involvement
of associations and businesses in the
sector.
B.4 – BUSINESSES
To develop and distinguish tourism
businesses
This specific target is divided into two
different strategies:
• to reward progress in terms of quality
in the tourism sector through financial
and tax incentives and by providing
organisational and cultural support
for enterprises.
• to encourage integration
between businesses and develop
accommodation network models and
partnerships between business and
public operators to develop a local
systemic supply and reposition Italy's
tourism industry on the international
stage
B.5 - REGULATIONS
To develop a regulatory and
organisational framework that
promotes development
To improve the competitiveness of the
sector, it is key to have a regulatory
framework that can cope with rapid
changes in the market, as well as ease
the burden on businesses in terms of
tax and social security contributions. At
the same time, incentives are needed to
tackle undeclared work and casual work,
and effectively counteract all illegal
practices.

28. BTo boost the tourism system’s competitiveness
B.1.1
Creating a digital
Ecosystem of Culture and
Tourism
B.2.1
Special Tourist Mobility
Plan
B.3.1
Developing new
professional skills
in tourism to boost
employability
B.4.1
Setting out measures
to support tourism
businesses and reduce
their tax and social
security burden to boost
the competitiveness of
the supply, productive
investments, sustainability
and seasonal adjustment
B.5.1
Establishing regulatory
coordination and
creating operational links
between financial support
mechanisms for tourism
businesses and tax
treatment
B.1.2
Infrastructure for “on the
go” services (broadband,
ultra-broadband, Wi-Fi,
single access)
B.2.2
Strategic mobility projects
for tourism purposes
(national cycle routes,
paths, tourist rail services,
slow mobility)
B.3.2
Upgrading training
activities, both in
secondary education and
management training
B.4.2
Incentives to group
together tourism operators
and integrate services to
develop and consolidate
business networks
B.5.2
Tools aimed at tackling
illegal and undeclared work
and the evasion of social
security requirements
B.1.3
DMS digital interoperability
B.2.3
Mobility in tourist
destinations with a view to
sustainability
B.3.3
Integrating skills and
knowledge for an
integrated promotion of
the area
B.4.3
Incentives for tourism
business to develop
specific segments of the
demand
B.5.3
Establishing unique
national regulations on
“sharing” activities, jobs
in tourism, brokerage,
government property and
tourist tax
B.4.4
Developing public-private
cooperation to improve and
expand the range of tourist
products
B.5.4
Tourist visa facilitation
B.4.5
Upgrading the system
of incentives to digitalise
tourism businesses
B.5.5
Setting up a national
classification system of
accommodation
B.5.6
Regulations and checks to
tackle improper activities
and unfair competition
AREASOFINTERVENTION

29. TARGET C
Demand and
markets
To create effective and
innovative marketing
The third overall target of the PST is to
adopt a standardised approach to convey
the Italian brand and all its distinguishing
values. The Plan prioritises the use of
online tools to attract demand, while
encouraging dynamic management of
target markets, products and strategies.
The marketing Italy adopts must be
differentiated and specialised, based on a
portfolio of products and their respective
targets, as well as an innovative collection
and analysis of tourism data.
Specific targets
C.1 – BRAND
To strengthen the Italian brand's
positioning and attractiveness, and
facilitate promotion measures on the
domestic market
To achieve the effective and innovative
marketing set out under the PST, it is
essential to operate with robust national
coordination, using actions and tools
that will improve the brand's market
penetration. Promotional activity will have
a multimedia approach, differentiated
by market and geographical area, with
a strong international presence. At the
same time, it will be firmly committed
towards development and differentiation
with regard to the domestic market.
C.2 – MARKETS
To expand and diversify the supply and
markets
Destination marketing will focus
on markets and products with high
potential for development in the medium
to long term, and on those that can
reduce seasonality and geographic
concentration most effectively. Setting
out shared strategies and inter-
institutional partnerships makes it
possible to implement effective joint
activities on 'win-win' terms.
C.3 – WEB MARKETING
To boost the digitisation of promotion
and marketing services
The marketing approach set out under
the PST must prioritise digital tools to
promote the brand and local areas and
to market shared products. Advanced
destination management tools will be
put in place.

30. CTo create effective and innovative marketing
C.1.1
An Italian brand, standardised promotion and
image coordination
C.2.1
Reorganisation of the system for monitoring
the supply and demand by developing joint
MAECI-ENIT reports
C.3.1
Setting out common guidelines on publishing
rules for digital conversations on destinations
with a view to improving interoperability
C.1.2
Integrated promotion of Italian craftsmanship
and its sectors of excellence
C.2.2
Three-year ENIT marketing programme
C.3.2
Differentiating digital tools in line with individual
markets
C.1.3
Reinforcing the Italian brand by promoting
intangible cultural heritage
C.2.3
Programme for promoting mature tourist
destinations and integrated experiences in
areas in line with Overall Target A
C.3.3
Coordinating local social media strategies
C.1.4
Harmonisation of regional promotion plans in
line with inter-regional projects
C.2.4
Promoting the MICE sector
C.3.4
Digital infrastructure to market the supply
C.1.5
DMO Forum
AREASOFINTERVENTION

31. TARGET D
Governance
To achieve efficient and
participatory governance
when drawing up the Plan
The Plan's governance is based on a
dynamic, multi-level process, whose
key elements are: the Standing
Committee on Tourism Promotion
in Italy; the participatory platform;
inter-institutional forums and tools to
monitor the Plan's progress. Governance
ensures an ongoing dialogue between
operators, stakeholders and government
authorities at various levels.
Specific targets
D.1. - OPERATIONS
To promote integrated and participative
management, while constantly updating
the Plan and encouraging operators
to make choices with a view to
sustainability and innovation
Close collaboration between institutions
and participation tools open to
stakeholders in the tourism sector are
required both when drawing up the Plan,
and in the subsequent implementation
and monitoring phases to ensure
ongoing inter-institutional forums with
the Regions and the central Government.
D.2 – DATA
To expand the information and
availability of data on tourism in Italy
In terms of governance, the Plan must
have reliable statistical data that it
can quickly draw upon to help ensure
efficient decision-making and effectively
address the global trends of the tourism
system. Information on tourism in Italy
is being reorganised using innovative
technological architecture, an expansion
of statistical data, the creation of
a specific "competitive dashboard"
powered by key indicators, as well as
the relaunch of the National Tourism
Observatory overseen by the Italian
National Tourist Board - ENIT.
D.3 – MONITORING
To monitor policies and tourism
development plans
Monitoring will take place through a
"PST monitoring dashboard" which
uses specific performance indicators
to assess the effectiveness and
efficiency of the strategies and actions
implemented. This target also serves as
a "social report" for both stakeholders
and citizens, as well as an "ongoing
improvement and update tool" for the
Plan itself.

32. DTo achieve efficient and participatory governance in the process of drafting and establishing the Plan and
tourism Policies
D.1.1
Permanent inter-institutional forums at DG
Turismo
D.2.1
Expanding and developing systems to produce
and disseminate tourism-related data
D.3.1
Creating a surveillance system on PST’s results
and impacts
D.1.2
Creation of a document/IT system on tourism
for government bodies
D.2.2
Identifying and implementing relevant indicator
systems
D.1.3
Digital communication and exchange systems
to provide guidance and information to
operators
AREASOF
INTERVENTION
Indicators of the redistribution of flows in areas to be made more attractive through specific activities and programmes
(such as inland Areas or those which Paths cross through)
Change indicators of well-being, quality of life, attractiveness and specialisation of the main Italian tourist destinations
Change indicators of costs for administrative formalities
Change indicators of the proportion of high-end and luxury accommodation
Change indicators of groupings of tourism businesses (consortia, networks, central purchasing groups, etc.) to boost their efficiency and
improve the quality of the services on offer
Change and start-up consolidation indicators for new entrepreneurship in tourism
Training adaptation indicators to develop new skills and professionalism
Number of inter-modal initiatives launched/funded
Change indicators of initiatives to digitalise public tourism promotion services
Change indicators of Italy's tourism brand positioning in major markets and new markets
Change indicators in relation to trends of arrivals/stays for different areas of origin and promotion and marketing policies
Change indicators of Italy's competitive position in the destinations using digital tools, social media and networking
Change indicators of the adoption of stages 1, 2 and 3 of the ECST by protected areas.
Change indicators of average tourist spending in protected areas
Change indicators of green jobs in the tourism sector in protected areas
TABLE D.3.1 – QUANTITATIVE TARGETS (*)
(*) Non-exhaustive list of the first
set of performance indicators
used during the observation
period to monitor and assess
the overall effectiveness of
future actions of the PST.

33. All onboard
towards one Plan

34. A constantly
evolving Plan
The ideas and suggestions
do not end here: the PST is
a "living" document that is
constantly updated.
The implementation of the strategy
described in the PST and the
achievement of the targets lie with
those who have contributed to the Plan
according to their specific role and
responsibilities.
The Plan is published under "ongoing
review" on a participatory platform
where it has reached its current state,
and where ideas and suggestions can be
put forward to update and implement it.
The standing committee sessions and
forums are continuing their work to
update the PST and transform it into
yearly implementation programmes.

35. Credits
The Strategic Plan for Tourism was
prepared by the Standing Committee on
Tourism Promotion in Italy.
With the technical support of INVITALIA,
this work was coordinated by the
Directorate General of Tourism of the
MiBACT.
The PST is the result of the work of
thousands of operators, authorities and
citizens who have contributed their ideas
and proposals.
To find out more:
www.pst.beniculturali.it

36. MiBACT - Ministero dei Beni e delle Attività Culturali e del Turismo
Direzione Generale Turismo
Via del Collegio Romano, 27 - 00186 Rome, Italy
www.beniculturali.it