Strengths Politically stable and financially secure Safe, clean and hassle-free destination Accessibility for market Great beaches World class diving Range of water sports Friendliness of the people Diverse, high quality product Relaxed pace of life/ appeal Exclusive image Loyal market English speaking Unspoiled Unspoiled east Grand Cayman Nature interest Unique heritage attractions Good range of restaurants Good physical infrastructure Fixed dollar exchange rate Weaknesses Reliance on market Airlift from key points of origins Congested airport Congested port Congestion and conflict in and key sites; poor visitor management Limited range of accommodation Management/marketing of condos for tourism Limited attractions Perceived poor value for money Sense of over-development and lack of open space on Poor environment in Lack of Caymanian distinctiveness Limited promotion of public transport Low profile/limited access to arts and culture Poor access to beaches and countryside Lack of information Lack of information about and rest of Small pool of local labour Shortage of relevant skills/training Lack of interest by Caymanians in tourism industry Opportunities World growth in tourism Growth in family travel Growth in conference/meetings/incentive market Interest in distinctive cultures Interest in environmental destinations New media for communications Growth in destination weddings Growth in worldwide population of ‘wealthy’ individuals Threats Global/US economy downturn Competition from new destinations/products Softening cruise market in up Global warming and impact on environment Growth in environmental concern Global security/environmental disasters US passport regulations Growing congestion in Cayman Declining appeal/erosion of exclusive image Increasing infrastructure costs Homogenisation of culture/lack of distinctiveness Moving down market with lower economic return Environmental damage to beach and reefs Poor development/environmental control Lack of investment in the quality of the experience Continuing imbalance in labour supply Lack of policy co-ordination Any decline in internal safety and security Lack of industry co-operation Hurricane season 6. A STRATEGY FOR THE FUTURE _____________________________________________________
7.3 PROVIDE A HIGH QUALITY, SUSTAINABLE, CAYMANIAN TOURISM PRODUCT The policy objective To offer a range of high quality visitor accommodation, attractions and activities and a level of service that is distinctively Caymanian to attract the discerning, affluent visitor, encouraging them to return and promote the to others. Policy priority areas To become a leader in sustainable practices To upgrade accommodation To enhance local attractions To provide access to arts and culture To enhance interpretation of heritage and culture To establish a Cayman Pride initiative Action point Priority Responsibility Timescale 1 Encourage tourism operators to adopt enhanced environmental management systems and promote environmental messages to guests. Require operators to submit their environmental policy as part of the licensing applications. 1 Plan, CIDOT, DOE, DEH, utility companies 1-5 2 Consider fiscal incentives for ‘greening’ visitor accommodation along with appropriate advisory services. 1 Ministry, CIDOT, DoE 1-2 3 Lobby for enhanced access to sustainable energy sources. 1 CIDOT, DoE, CUC, Ministry 1-2 4 Support local agricultural and other relevant produce initiatives and help promote links with the tourism sector. 1 CIDOT, MAg, 1-5 5 Pro-actively seek out and incentivise appropriate developers and site opportunities for high quality, scale-appropriate accommodation development, particularly for the Go East area and Cayman Brac. 1 CIDOT, CIIB, ChC 1-5 6 Amend regulations and introduce new minimum standards for licensing visitor accommodation to raise overall standards. This should include an environmental policy, provision for the disabled, a contingency disaster plan and an approved staff training scheme. 1 CIDOT/HLB, PSTA, ChC 1-3 7 Consider, with the private sector, the concept of a (voluntary) accommodation classification and grading scheme for the tied into a regional scheme, if appropriate; and institute an annual award scheme for different classes of accommodation. 2 CIDOT, PSTA, ChC, HLB 1-5 8 Institute visitor audits at all attractions including public beaches. Specific attention should be paid to staff training, retailing and the opportunity for the sale of local produce, interpretation of local heritage, provision for those with disabilities etc. 1 CIDOT, TAB, NT et al 1-3 9 Investigate opportunities for indigenous, new high quality attractions and events and prepare feasibility studies. 2 CIDOT, , NCF, TAB 1-5
ChC, DoER 7.6 ATTRACT A MORE DISCERNING AND HIGHER SPENDING VISITOR The policy objective To identify and target specific groups of visitors that will appreciate the particular advantages of the and who are prepared to pay a premium for a high quality, distinctive Cayman holiday. Policy priority areas To attract high value stayover visitors To work with the cruise sector To work with the accommodation sector To develop the domestic market Action point Priority Responsibility Timescale 1 Initiate the new marketing plan bearing in mind the airlift and product development requirements e.g. enhanced accommodation. 1 CIDOT, 1 2 Seek to develop niche markets and consider necessary product development issues e.g. wedding and function facilities. 1 CIDOT, PSTA 1-2 3 Prepare a marketing plan for the cruise sector following negotiations with relevant parties. 1 CIDOT, PSTA, ChC 1 4 Within the stayover market, support the condo sector to review and develop appropriate marketing strategies. 1 CIDOT, PSTA, ChC 1-3 5 Develop the domestic tourism campaign working with CAL, the media and local operators. 2 CIDOT, 1-3 7.7 RESEARCH AND MONITOR TOURISM MORE EFFECTIVELY The policy objective To improve the monitoring of tourism in the and research capabilities so that key decisions are founded on sound information and the outcomes measured rationally. Policy priority areas To review data requirements, data gathering and analysis procedures To develop and broaden market research To develop a tourism impact model for the Action point Priority Responsibility Timescale