The challenge

Background

At the beginning of this century, Cyprus’ tourism demand stagnated at 2.6 million international tourists. According to World Bank statistics, Cyprus was the lowest performing destination among its EU competitors at the time. However, a promising increase in demand has been observed in recent years, opening up new opportunities. To take advantage of this opportunity, the Government of Cyprus decided to define a new National Tourism Strategy.

Lorem ipsum dolor sit amet consectetur. Vitae just nulla interdum morbi at rhoncus ultrices posuere. Morbi aliquet imperdiet sed facilisi. In felis hendrerit auctor gravida.

Key Objectives

Restore tourism growth and income by improving the value proposition, repositioning your tourism brand and making a strategic change towards an updated, enriched and diversified tourism product. Attract more visitors, get them to spend more and penetrate new niches and markets.

“Lorem ipsum dolor sit amet consectetur. Vitae just nulla interdum morbi at rhoncus ultrices posuere. Morbi aliquet imperdiet sed facilisi. “In felis hendrerit auctor gravida dictum diam amet.”

Lorem ipsum dolor sit amet, consectetur adipiscing elit

focus

THR developed a comprehensive development strategy that was converted into 8 specific action plans and organized into an implementation program. Additionally, the methodology included:

+
0
years creating value for our clients

+
0
projects in the public and private sector
+
0
years creating value for our clients

Lorem ipsum dolor sit amet, consectetur adipiscing elit

Created value

  • A clear national strategy that will guide tourism development for the next 15 years, approved by the government and accepted by the main stakeholders.
  • New branding and marketing strategies, defined to achieve a differentiating positioning for Cyprus and a plan to attract more flexible and less seasonal tourism.
  • An action plan to increase Cyprus’ air connectivity and to reduce seasonality.
  • A spatial growth model, which identifies new areas for tourism development.
  • Main tourism projects and opportunities identified, as well as a plan to attract local and foreign investment.
  • Business models and value proposition for the 7 main tourism products, defined.
  • A new government model that involves public and private stakeholders.
  • A new operating model and training sessions aimed at officials to support the alignment of strategy and organization.

Kenya’s strategies for tourism marketing, coastal development and air travel growth

Cliente: Ministerio de Energía, Comercio, Industria y Turismo de Chipre

Ubicación: Chipre

The Challenge

Background

Kenya had lost its leadership in its core tourism asset, the safari industry, due to a lack of differentiation and an unclear product development strategy. In addition, its beaches, one of its complementary assets, had also lost competitiveness to the emergence of other African coastal destinations. The situation was aggravated by the lack of strong air connectivity with important outbound markets. However, the country’s rich culture and stunning nature held untapped potential that, with the right approach, could enhance its perceived value.

The development of a three-fold strategy succeeded in transforming tourism in Kenya, strengthening its attractiveness, and positioning it as a premier destination in the African continent.
Key objectives

Drive Kenya’s tourism transformation by assessing and ideating strategies to mitigate the challenges faced. Key objectives included:

  • Improve access to and increase air capacity in major outbound tourism markets.
  • Diversify tourism offerings to include new experiences and activities.
  • Revitalize the coastal zone
  • Improve marketing performance to bridge brand awareness gaps
Location: Kenya Airways. Image retrieved from Getty Images.

The Approach

THR developed a strategy and implementation plan comprising three key focus areas, each addressing one of the identified challenges, to attain the targeted visitor arrivals and revenue goals outlined in the Kenya Tourism Vision 2030.

The methodology included:

  • Analysis of and alignment with priority markets and emerging trends.
  • Conducting brand perception studies of Kenya’s brand in key markets
  • Analysis of Kenya’s current tourism product
  • Evaluation of marketing content and channels used, and their outreach
  • Assessment of KTB structure and identification of organizational changes required
  • Evaluation of air routes and their performance
  • Identification of partnership opportunities
Location: Kargi, Kenya. Image retrieved from Unsplash.

Value Created

increase in arrivals during the first year of implementation
0 %
En route to reach 6M tourists by 2030
0 M
surveys to travelers from different source markets
0
  • Reorganization of the KTB in line with the new strategy and objectives.
  • Restored confidence in the Kenya Tourism Board (KTB) by the tourism industry.
  • Establishment of an appropriate engagement framework for all stakeholders.
  • Definition of clear priorities for tourism product development in Kenya.
  • Design and implementation of targeted initiatives to increase the competitiveness of Kenya’s tourism sector.
  • Implementation of a plan to revitalize existing tourism assets and identify new sustainable opportunities.
  • Government support in the implementation of initiatives for air travel expansion.
kenya-tourism-board

Client: Kenya Tourism Board

Cliente: Ministerio de Energía, Comercio, Industria y Turismo de Chipre

Location: Kenya

Related Featured Projects

At THR, we are proud of our clients' success in global tourism. Their achievements stand as a testimony of our commitment to providing strategic insights, innovative solutions and tailored support through close collaboration.