DESTINATION Global Cities’

2030 Readiness For

Tourism Growth
 Destination 2030: Global Cities’ Readiness For Tourism Growth

Contents
Foreword 4

Executive Summary 5

Introduction 6

Destination 2030 – City Readiness Framework: Our Methodology 9

Tourism Readiness – City Typologies Explained 10

How to Get Ready? - Finding the Right Balance – Strategy for Sustainable Tourism Growth 13

Step 1: Understand a city’s DNA 13

Step 2: Assess the current state of the city’s tourism ecosystem 13

Step 3: Set sustainable end goals and develop a plan with policies to achieve the goals 16

Step 4: Implement, monitor, evaluate and communicate 24

Examples of Policies for the City Typologies 27

Appendix 29

Performance of 50 cities across key tourism readiness indicators 29

Sources for key indicators 31

Endnotes 32

Contributors 34

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Destination 2030: Global Cities’ Readiness For Tourism Growth

Foreword
The Travel & Tourism sector, which accounts for 10.4% of global GDP, is a cornerstone of the global economy; creating jobs,
driving exports, and generating prosperity across the globe. As the world urbanises and cities cement their roles as global
economic hubs that catalyse innovation and business growth, so the share of city Travel & Tourism rises. Nearly half of the 1.4
billion international visitors today, and many billions more domestic travellers, visit cities every year.

Thanks to increasing disposable incomes from the growing middle classes, improved physical and digital connectivity, and
an increasing desire to see the world, forecasts of the future growth of Travel & Tourism, at nearly 4% per year for each of the
next ten years, are strong. The money generated by tourists helps cities not only pay for infrastructure projects and essential
workers such as police, but also for services to improve the quality of life for residents - clean roads and beaches, festivals and
outdoor art, for example.

Over the past few years, however, several destinations, and cities in particular, have been criticised in the media for the under-
management of Travel & Tourism and the stresses that visitor numbers have put on urban systems and residents. As a result,
the World Travel & Tourism Council (WTTC) and JLL set out to study the extent to which global cities have the necessary urban
and tourism infrastructure and policies to support the sustainable growth of the sector at the city level.

For a city to truly thrive and for Travel & Tourism to develop in a sustainable manner, city planning authorities, developers,
investors, legislators and community groups need to understand how ready the city is for future expected growth in tourism
and the resulting challenges and opportunities that it may face. It is important for decision-makers to create long-term plans
involving all stakeholders, considering the needs of visitors, but putting residents at the heart of plans for investment and
infrastructure developments. Investors should also consider this broad spectrum of indicators when making investment
decisions, as they are linked to the future potential of the investment market.

To provide a holistic view, our work therefore covers the current physical and natural assets, social capital and existence of
specific Travel & Tourism-related policies for 50 global cities. Our hope is that by sharing examples of the experiences and best
practice policies of cities, this work will help other cities to make effective decisions that support thriving destinations and
provide actionable investment solutions that foster sustainable growth in future tourism activity.

Gloria Guevara Manzo Mark Wynne Smith

President & CEO Global CEO, Hotels & Hospitality Group
World Travel & Tourism Council JLL

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 Destination 2030: Global Cities’ Readiness For Tourism Growth

Executive Summary
The World Travel & Tourism Council (WTTC) and JLL have teamed up to launch the first assessment of cities’ readiness for tourism
growth, through the development of a unique methodology to evaluate and deliver on solutions to foster sustainable growth in
tourism activity. Destination 2030 is a comprehensive index based on the evaluation of more than 75 indicators in 50 global markets,
and it addresses the question of what makes a city ready for Travel & Tourism growth.

This research takes the novel approach of assessing ‘readiness’, through which it aims to help city governments and tourism bodies
better understand how well cities are positioned for future growth, and learn about other cities’ best practices, while identifying gaps
and opportunities that should be considered in future tourism strategy planning.

The newly-created index brings together a broad spectrum of destination practices and community attributes to determine a level and
type of readiness. The levels range from emerging to established market tourism hubs with varying levels of infrastructure. Five city
typologies were defined on the basis of the level of readiness.

1. Dawning Developers: Cities have an emerging tourism infrastructure, gradual tourism growth and lower visitor
concentration but with potential to grow; such as Manila, Moscow and Riyadh.

2. Emerging Performers: Cities have an emerging tourism infrastructure, growing tourism momentum and the start of
increasing pressures related to tourism growth; including Delhi, Istanbul and Mexico City.

3. Balanced Dynamics: Cities are often business centres with a lower share of leisure compared to business travel, but they
also have an established tourism infrastructure and potential for Travel & Tourism growth. Examples include Chicago,
Munich and Tokyo.

4. Mature Performers: Cities have strong leisure and/or business travel dynamics and an established tourism
infrastructure, but there is a risk of future strains related to visitor volume, infrastructure or activity that is testing
readiness for additional growth. Such cities include New York, Berlin, London and Sydney.

5. Managing Momentum: Cities have high growth momentum driven by leisure travel and an established tourism
infrastructure. Yet, these cities face pressures to ensure that the volume of travellers is matched with the required urban
infrastructure and tourism product diversity. Examples include Amsterdam, Barcelona and Prague.

With this novel framework, city planning authorities and legislators, investors and real estate developers, tourism
organisations and Travel & Tourism companies alike can evaluate global cities’ readiness for expected tourism volumes
by 2030, and thereby shape tourism and investment policies which benefit the city.

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Destination 2030: Global Cities’ Readiness For Tourism Growth

Introduction
Travel & Tourism is one of the world’s largest
economic sectors, creating jobs, driving exports,
and generating prosperity across the world. The
sector comprises a wide range of industries, from
hospitality and transport to visitor attractions,
and it incorporates visitors travelling for
business and leisure, travelling domestically and
internationally. In 2018, the sector accounted for
10.4% of global GDP and supported 319 million
jobs, or 10% of the world’s total employment.

In addition to direct and indirect economic

benefits, Travel & Tourism also generates valuable
spin-off benefits by providing infrastructure that
other industries can use, and by boosting trade,
skills, and investments. For example, money
raised from visitors is reinvested into tourism
development in Paris, and into culture, parks and
recreation in Toronto, and pays for nearly one
third of public transportation costs in Amsterdam.
What’s more, the sector plays a key role in
preserving cultures, protecting monuments and
heritage attractions, and building local pride.

MANAGING MOMENTUM: PARIS

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 Destination 2030: Global Cities’ Readiness For Tourism Growth

The Rise of City Tourism

Cities and city tourism drive both country and sector growth on a significant scale. Cities
are global hubs accelerating business, innovation and job creation all around the world.
Today, over half (55%) of the world’s population lives in urban areas and this proportion
is expected to rise to 68% by 2050, with China, India and Nigeria expected to account for
35% of projected growth. Forecasts show that urbanisation combined with population
growth could add another 2.5 billion people to urban areas by 20501.

Together with this great population exodus from rural areas to cities comes a rise in city
tourism – often at a higher rate of Travel & Tourism growth than in countries as a whole2.
Of the 1.4 billion international visitors crossing borders in 2018 for tourism purposes, 45%
of them are travelling to visit cities. In fact, international arrivals to the 300 largest city
travel destinations accounted for over half a billion trips last year3.

In the past decade, there has been a clear shift from north to south and west to east, as
the rise of middle-class income earners, particularly those from China and India, have
provided many with enough disposable income to support domestic and international
travel. All of the ten global cities with the highest direct Travel & Tourism GDP growth over
the past decade are in emerging and developing economies, while all but one of the ten
cities with the fastest growing Travel & Tourism GDP in the coming decade are forecast to
be in Asia-Pacific.

As growth in the dominant emerging markets continues apace, so too will the numbers of
international visitors that these cities both welcome and ‘export’ as outbound travellers.

Sustainable Tourism Growth

For a city to truly thrive and for Travel & Tourism to develop in a sustainable manner,
governments need to provide and promote a supportive, physical, regulatory and social
environment. This requires official policy that prioritises the liveability of cities, ensures
there is clean air and water, excellent education, affordable housing, good transport
connectivity, and access to parks and green spaces for residents. It requires the right
financial incentives for private sector investment to support necessary infrastructure and
to attract companies providing quality jobs, and it requires Travel & Tourism and its future
growth to be fully integrated into these wider city policies.

This analysis on city readiness prepared by WTTC and JLL attempts to determine how
future-ready 50 global cities are for the challenges of growth. It aims to provide policy
makers with comparative data to learn from other cities’ experiences to support better
decision-making, develop more effective policies and, ultimately, enhance private sector
co-operation. This report does not intend to give a prescriptive roadmap. Every
destination is unique with its own specialisms, and needs to adapt to its particular
requirements.

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Destination 2030: Global Cities’ Readiness For Tourism Growth

DAWNING DEVELOPER: CHENGDU

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 Destination 2030: Global Cities’ Readiness For Tourism Growth

Destination 2030 – City Readiness Framework: Our Methodology

The JLL and WTTC research framework employed a two-step approach in analysing city readiness. To start, the current status, size and
offerings of the city’s tourism market were analysed– by i) scale vs. concentration and ii) leisure vs. business drivers. The second step
involved looking into the urban readiness which includes the economic fundamentals, city infrastructure and business environment
which impact the travel and tourism economy, as well as assessing the level of tourism pressure the city is currently experiencing and
assessing the extent of policies that relate to tourism management.

This approach culminated in the creation of five city typologies – which represent different levels of tourism readiness – into which the
50 cities were grouped.

FIGURE 1: FRAMEWORK | CITY READINESS FOR TOURISM GROWTH

STATUS
SCALE VS. LEISURE VS.
CONCENTRATION BUSINESS DRIVERS

Visitor Activity | Visitor Attractions | Connectivity Visitor Activity | Corporate Environment |

| Tourism Economy | Accommodations | Visitor Attractions | Connectivity | Wealth |

50 75+
Convention Space Accommodations | Convention Space

CITIES INDICATORS
READINESS AND ENGAGEMENT
URBAN POLICY
READINESS ENGAGEMENT CRUNCH

Labour | Infrastructure Tourism/Economic Tourist Density

Environment | Stability Development Policy Share of Negative Reviews
Citizen Engagement Growth Imbalance
Sustainability of Growth Rhetoric about Home Sharing
Home Sharing Policy
Tourism Development Tax

Source: JLL

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Destination 2030: Global Cities’ Readiness For Tourism Growth

Tourism Readiness – City Typologies Explained

5) Managing Momentum
Where does
High growth momentum driven by leisure travel
Visitor volumes and activities with potential to
cause strain on the city

my city rank?
Amsterdam Prague Stockholm
Es
t Barcelona Rome Toronto

ab
Paris San Francisco Vancouver

lis
h
ed
urb
5 Levels

an r
ea
diness and touris
of City 4) Mature Performers
tures

Strong leisure and/or business travel

Readiness
truc

Visitor volumes and activity increasingly

ras

mi
testing cities’ readiness for additional growth
inf

nfr
as
m
ris

Auckland Lisbon Madrid Seoul

tru
ou

ct
t ur
nd a
e
Berlin London Miami Seville
ss
adi
ne Dublin Los Angeles New York Sydney
Emerging urban re
Las Vegas

1) Dawning Developers
Slower tourism growth, and lower visitor concentration—for now
Bogota Kuala Lumpur Mumbai
3) Balanced Dynamics
Buenos Aires Lima Rio de Janeiro
Cairo Manila Riyadh leisure travel
Chengdu Moscow Additional runway for visitor growth without straining
cities’ urban landscape
2) Emerging Performers Beijing Munich Singapore
Growing tourism momentum and increased pressures Chicago Osaka Tokyo
Bangkok Istanbul Dubai Shanghai Washington, DC
Cape Town Jakarta Hong Kong
Delhi Mexico City
Ho Chi Minh City

Source: JLL, WTTC

Overview of Typologies
Our analysis revealed that cities in three clusters (Managing Momentum, Mature Performers and Balanced Dynamics) are established
tourism markets with a relatively high level of urban readiness—meaning they generally offer more developed infrastructure,
comparatively higher political stability and more airport capacity. These tourism economies are well positioned to attract both leisure
and business travellers but face different degrees of tourism pressure. Cities in the other clusters have a less established tourism
market and therefore have huge potential for growth. Each destination has its unique characteristic and the purpose of the research is
to help identify future opportunities for sustainable growth.

DAWNING DEVELOPERS AND EMERGING PERFORMERS

Cities in these categories tend to be in emerging countries, with a lower level of urban readiness. Examples include Bogota, Cairo,
Delhi, and Istanbul.
To improve their readiness, efforts should be focused on developing and enhancing urban infrastructure such as airport connectivity,
accommodation stock and addressing environmental issues such as waste and water quality. These cities can also harness
opportunities to develop and improve existing tourism policies which foster growth at a pace that the city can afford. One example
is Istanbul, which recently opened a new airport, in turn increasing its capacity to handle more than 200 million passengers per year.
Buenos Aires also improved its connectivity by increasing the number of direct flights, in turn enabling more national and international
arrivals to the city. Mexico City still has to define how to manage and increase capacity to maximise potential.

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 Destination 2030: Global Cities’ Readiness For Tourism Growth

BALANCED DYNAMICS AND MATURE PERFORMERS

The two categories where cities are more at equilibrium are Mature Performers and Balanced Dynamics. These represent international
cosmopolitan cities with an established urban readiness and tourism infrastructure, but which are not yet seeing many overt signs
of tourism pressure in the comparable data. Based on findings of the research, cities in these two categories are most favourable
and ready to manage the current levels of growth. However, they will still need to continuously evolve for these dynamics to remain
balanced, especially as new markets of inbound travellers arise. Cities like New York have done an excellent job at creating a balance
of domestic and international visitors and engaging its many local communities in tourism development.
Balanced Dynamics
Over half of the cities in this category are located in the Asia-Pacific region, notably including Singapore, Beijing, Osaka and
Hong Kong. These cities are centers of business with a dynamic corporate presence which accounts for a significant amount of the
tourism market demand. In addition, cities in this category benefit from a strong urban infrastructure and relative political stability,
placing them in a good position to expand their tourism industry.
Underpinned by government support in the sector, several large-scale infrastructure projects have significantly improved
connectivity and the cities’ image as travel destinations. Such examples are the 2018 opening of the world’s largest sea bridge in
Hong Kong connecting Macau and Zhuhai, and the planned expansion of Singapore’s Changi airport. While these cities may have a
lower concentration of tourism activities compared to their North American and European counterparts, they are expected to see
significant tourism growth in the coming decade.
Munich and Chicago are also grouped in this category. To drive tourism growth, Munich, for instance is focused on positioning
itself as the ‘most attractive European city’ for those seeking culture and enjoyment. Its tourism strategy goals include ‘the
sustainable promotion of moderate tourism growth’, incorporating measures such as attracting travellers with high spending
habits and promoting off-season travel4. Chicago also has plans to enhance the city’s visitor friendliness through improving its
transportation system and tourism marketing activities5.
Mature Performers
Auckland and Berlin sit in this category. Both cities possess a well-developed city infrastructure with a balanced proportion of
leisure and business travel demand. While the forecasted growth in tourism volumes over the next ten years stand to add pressure
on the local economy, each city has developed a comprehensive tourism plan that aims to attract tourists while achieving a
balance between the domestic and tourism economy.
Local residents are invited to play an active role in tourism planning and their feedback is reviewed by the government. Strategies
to divert tourists away from popular city centre locations to avoid overcrowding and to reduce seasonality have also been
implemented. The combination of the above proactive approaches puts the cities in a strategic position to deal with future growth.

MANAGING MOMENTUM
European and North American cities such as Amsterdam, Barcelona, and San Francisco occupy the whole ‘Managing Momentum’
category. These cities have, in recent years, seen high tourism growth momentum but at the same time have either experienced
tourism pressures or are at the risk of facing potential issues.
They are grappling with challenges related to the implementation of tourism management policies such as around visitors crowding
in a central area. These include regulations on home sharing or creating new tourism attractions and products or experiences to help
move people away from congested areas. To date, their actions have tended to be reactive in some cases, yet the policies that these
cities have put in place often serve as best practices for others who wish to proactively manage their tourism industry.
What’s more, their tourism stories are also enabling the sector to redefine the measurement of tourism success. It is no longer about
the number of tourists but also the social and economic impact of the sector on the community. City government and policy makers
alike are increasingly realising the need to shift from just destination marketing to take a more proactive and holistic destination
management approach. They also need to plan their growth; defining where they want to grow and assign priority to tourism planning
at the highest levels.
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Destination 2030: Global Cities’ Readiness For Tourism Growth

MATURE PERFORMER: LISBON

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 Destination 2030: Global Cities’ Readiness For Tourism Growth

How to Get Ready? - Finding the Right Balance –

Strategy for Sustainable Tourism Growth
Achieving tourism readiness involves more than just focusing on the Travel & Tourism sector. Success requires a range of other
considerations to support the visitor economy including city infrastructure, and the availability of labour and safety, among others. It
is essential to integrate tourism into the broader urban agenda, which means involving a variety of stakeholders – ranging from city
planning authorities, developers, investors and legislators to community groups – from the start of the planning process.

For cities to improve their readiness for tourism growth and enhance their positioning for the future, a four-step framework has been
developed to provide guidance on key considerations and policy recommendations that help achieve sustainable tourism growth.

Step 1: Understand a city’s DNA

As a first step, it is essential to understand the clear essence or DNA of the city. What are its assets and unique features that make
people want to live in, invest in, and visit it? How does the city’s history and culture affect the community’s values, beliefs and ways of
living? How does the outside world perceive the place and is that an accurate view?

These insights should help shape the vision for the strategic plan and set the parameters by which the destination could develop into
the future. For example, Amsterdam is known for the progressive outlook of its residents, and this, along with its geography draws
people to live and work there.

Step 2: Assess the current state of the city’s tourism ecosystem

It is then key to have a holistic overview of the tourism economy, as well as the city’s infrastructure which supports it. In the context
of this research, this included the review of over 75 indicators. What’s more, stakeholders should have a thorough understanding of
the level of tourist concentration, the overall scale of the Travel & Tourism sector, and the driving factors behind it. The two go hand in
hand in enabling cities to identify gaps and growth opportunities.

For instance, cities with low tourist concentration and a smaller Travel & Tourism market may have potential room to grow. Seoul,
Singapore and Osaka are representative examples (see Figure 2).

Understanding the composition of the Travel & Tourism market is also central in determining which tourist segment the city should
pursue to achieve maximum benefit. Coincidentally, those three Asian cities all have a higher proportion of business travellers than
many others in the study. Each of them may want to consider putting greater emphasis on developing the leisure element, so as to
diversify their tourism dynamics and increase the scale of their respective tourism economy.

For cities which have a high concentration of tourist activities and a disproportionate focus on leisure travel, such as Prague,
Barcelona, Rome (see Figure 3), the development of a larger corporate traveller base could be beneficial, as this segment generally
generates more revenue and travels out of high season and during weekdays. What’s more, business travellers spend less time in key
tourist attractions, thus relieving some of the pressure from a crowded city centre.

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 Destination 2030: Global Cities’ Readiness For Tourism Growth

Once the scale, concentration and segment mix have been identified, a city’s broader urban-readiness should be examined, especially
as it relates to labour, infrastructure, environment and stability. This will provide another level of insight, enabling cities to better
establish opportunities for the sustainable growth of the sector. Singapore, for instance, has a high score in overall readiness. However,
its labour score is relatively low (see Figure 4), largely due to limited workforce availability; this is something the government is
attempting to address through its many enabling labour policies.

While urban readiness tends to be highest in developed economies, developing cities such as Bogota, Cairo, Kuala Lumpur and Manila
that are in the Dawning Developers category tend to require a longer time frame to develop the urban characteristics that will support
significant future tourism growth.

FIGURE 2: TRAVEL AND TOURISM SCALE VS. CONCENTRATION

0.8

Shanghai

0.7

Beijing

0.6
Market

London New York

Market
and Tourism

0.5

Paris
and Tourism

Tokyo Las Vegas

0.4
Chicago Bangkok
Mexico City
of Travel

Los Angeles
Dubai
Chengdu
Istanbul Rome
of Travel

0.3 Washington Barcelona

Hong Kong
Moscow Madrid
Scale

Jakarta Singapore Berlin Miami

Seoul Osaka Amsterdam
Kuala Lumpur
Scale

0.2 San Francisco

Delhi
Rio De Janeiro Sydney
Manila Toronto Munich
Lisbon Prague
Mumbai Vancouver Ho Chi Minh City
0.1 Buenos Aires
Bogota
Seville Stockholm Dublin
Riyadh Cairo Cape Town
Lima Auckland

0.0
0.0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8
3
Concentration and Density of Tourist and Visitor Activity Source: JLL, WTTC
Concentration and Density of Tourist and Visitor Activity

The above matrix demonstrates the scale of the tourism markets vs. the concentration and density of tourist activities in the 50 global
cities we studied. Las Vegas, Amsterdam and Prague have the strongest level of concentration due mainly to the high level of tourist
arrivals compared to local population. The Travel & Tourism sector also accounts for a high proportion of GDP and employment. In
terms of scale, it is not surprising that global gateway markets such as New York, London and Paris are high up on the list due to their
popularity as a tourism destinations. Shanghai and Beijing also have a sizable tourism market. Domestic tourism is very prominent in
both cities; the level of domestic overnight stays is the highest of the markets studied. They also have a strong supply of conference
spaces and hotel inventory.

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 Destination 2030: Global Cities’ Readiness For Tourism Growth

FIGURE 3: SCALEWhat
OF LEISURE VS. BUSINESS DRIVERS
drives visitors? Ratio
0.6
Tokyo

New York
Higher business draw
0.5 Lower leisure draw

Stockholm Chicago
London
Shanghai Beijing
0.4 Balanced drivers Paris
Scale of Business Drivers

Washington Toronto
Scale of Business Drivers

Riyadh
Singapore
Kuala Lumpur San Francisco
Seoul Moscow
Jakarta Los Angeles Higher leisure draw
0.3 Munich Lower business draw
Cape Town Berlin Madrid
Hong Kong Dublin
Dubai Barcelona
Osaka Vancouver Amsterdam Prague
Buenos Aires Bogota Sydney
0.2 Chengdu Bangkok Las Vegas Mexico City Rome
Cairo Mumbai Istanbul
Manila Lima Delhi Lisbon
Auckland Miami

0.1 Ho Chi Minh City Rio De Janeiro

Seville

0.0
0.0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9
Scale Scale of Leisure
of Leisure Drivers
Drivers Source: JLL, WTTC

Figure 3 shows the key tourism demand drivers for 50 global cities. New York and London, two of the largest Travel & Tourism markets
in the world, are supported by a good balance of leisure and business demand. The two cities are in the Mature Performer category
which suggests that for a destination to achieve long term success, it is crucial to diversify its tourism offerings.

FIGURE 4: OVERALL URBAN READINESS FOR TOURISM GROWTH

0.8 6.0%
High visitor growth
Lower urban readiness
0.7

Visitor Growth CAGR 2017 - 2027

5.0%

Visitor Growth CAGR 2017 - 2027

Urban Readiness Score

0.6
Urban Readiness Score

4.0%
0.5
Average Visitor Growth
0.4 3.0%

0.3
2.0%
0.2
1.0%
0.1

0 0.0%
Madrid

Dublin

Chengdu
Kuala Lumpur
Vancouver

Barcelona

Lima
Bogota
Osaka

Jakarta
Istanbul
Paris

Hong Kong

Los Angeles

Las Vegas

Buenos Aires
Dubai
Seville

Prague

Shanghai
Singapore

New York

Bangkok

Mumbai
Delhi
Miami
Rome
Auckland

Moscow
Sydney

Mexico City

Ho Chi Minh City

Berlin

Washington

London

Lisbon

Cape Town
Munich
Chicago

San Francisco
Tokyo

Rio De Janeiro

Riyadh

Cairo
Toronto

Manila
Seoul

Beijing
Stockholm

Amsterdam

Labour Infrastructure Environment Stability Visitor Growth CAGR 2017 - 2027

Source: JLL, WTTC

The urban readiness score measures how well cities are positioned to accommodate future tourism growth based on four key factors
- Labour availability, urban infrastructure, environment and stability. The graph demonstrates the areas of the urban landscape where
a city leads or lags, which can help the creation of a growth plan. Overall urban readiness for tourism growth is highest in developed
economies, whereas emerging markets lag, especially outside of Asian gateway cities.

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Destination 2030: Global Cities’ Readiness For Tourism Growth

Step 3: Set sustainable end goals and develop a plan with policies to achieve the goals
Once a thorough assessment of the city is completed, key stakeholders should collectively decide the end goal and develop a detailed
roadmap to achieve it. It is crucial that this process involves all stakeholders in order to determine what success should look like for
the city. All elements involving citizen satisfaction should be considered, particularly the views of communities living in the city centre.

Cities are on the frontline of major global and societal changes. In fact, some cities are just as important as the overall country in terms
of their influence and the responsibility for their citizens and the sustainable growth of the economy.

Though the size and context of governance vary widely, these cities face many common challenges. As mayors gain greater influence
in policy-making and tax-raising powers, they also face ever-growing resident numbers and sustainability challenges, straining budgets
and priorities.

It has already been widely noted that Travel & Tourism can bring significant financial and employment benefits to cities around the
world. In embracing the value from the sector, the authorities and destination management (and marketing) organisations must be
proactive in embracing tourism policies that take into consideration the needs of both visitors and the local population.

The policy areas set out below are just some of those that JLL and WTTC have identified that, if done well, will stand a city in good
stead in terms of their readiness for future growth. These considerations will also help support destinations in their planning and
tourism management.

A) CITIZEN ENGAGEMENT

Does the city have a process for measuring local residents’ perception and views related to tourism impact?

While a city’s strategy for tourism growth may appear perfect on paper, in the medium to long term it will only work if key stakeholders
feel engaged in the process. To ensure that residents buy in to the approach taken, it is important to invite them to take part and
contribute to any consultations. Similarly, city councils and tourism authorities should include neighbourhood representatives on
committees to discuss problems and help devise solutions, as well as offering online forums for citizens to give suggestions and
provide feedback. Communicate to the community the value and contribution of Travel & Tourism to the city and they are far more
likely to support it.

City in Action: Sydney (Mature Performer)

Sydney has active citizen and community engagement – through online platforms or meetings – which continues to help shape the
strategic direction of the city. When developing its 2030 Tourism Action Plan6, the city referred to the most comprehensive community
consultation in its history, where residents, workers, visitors, industry associations and community organisations spoke about their
vision, goals and aspiration for the future of the city.

City in Action: Paris (Managing Momentum)

The Parisian government regularly encourages the participation of the city’s community in strategic decisions. In fact, the 2022 Tourism
Strategy7 was drawn up in close collaboration with nearly 400 stakeholders from across the Travel & Tourism sector. The government’s
website paris.fr prominently invites residents to participate in many communal areas of city life, such as joining consultations on plans
to develop public spaces.

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 Destination 2030: Global Cities’ Readiness For Tourism Growth

MATURE PERFORMER: NEW YORK

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Destination 2030: Global Cities’ Readiness For Tourism Growth

B) ECONOMIC DEVELOPMENT PLAN

Does the city’s economic development plan

reference tourism?

Travel & Tourism directly contributes, on average, 7% of a

city’s total GDP8. Given the continued growth in the number
of travellers to cities, it is essential for city-level authorities to
consider the potential impacts of this growth when designing
the economic Masterplan. Incorporating strategy objectives
that specifically support managed tourism growth should
also lead to success in other areas of the development plan.
In particular, investing in infrastructure improvements will
support growth. At the same time, it is important for joined-up
thinking and collaboration not just between the public and
private sectors and local communities, but also between city
government departments.

City in Action: Osaka (Balanced Dynamics)

Tourism is one of the key priority areas in Osaka’s economic

development strategy. It plans to boost urban appeal
by coordinating with local businesses to provide unified
language on signage around the stations; promoting a
‘city of water’ identity, with efforts to revitalise waterways
transportation; and transforming the Osaka Castle Park Area
into a tourism hub9.

City in Action: Chicago (Balanced Dynamics)

One of Chicago’s ten strategies in the Plan for Economic

Growth and Jobs10, specifically addresses Travel & Tourism.
Entitled ‘Make Chicago a Premier Destination for Tourism
and Entertainment’, the strategy focuses on increasing
coordination of investments in tourism promotion,
governance and marketing; enhancing transportation
systems, including their appearance and overall ‘visitor-
friendliness’; and improving the convention and business
travel experience with more competitive and improved
services.

BALANCED DYNAMICS: CHICAGO

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 Destination 2030: Global Cities’ Readiness For Tourism Growth

C) SUSTAINABLE TOURISM GROWTH PLAN

Does the city government or tourism body have a

policy on fostering sustainable growth levels?

The continued growth of urban populations, both in terms of

residents and visitors, is not only leading to traffic congestion
and pressure on infrastructure and services in many cities, but
is also creating problems with carbon emissions, waste, water
supply and other social or environmental degradation.

Forward-thinking city authorities have initiated sustainable

growth plans with an enduring, balanced approach, considering
not only the needs of the city’s economy but of its ecology, its
residents and of the people who visit, now and in the future.
Tourists help to protect the city’s assets in destinations when
they are included in the plans and kept informed.

City in Action: Berlin (Mature Performer)

Berlin has issued a tourism plan (2018) focusing on sustainable

levels of growth, with an objective for tourism to develop
moderately in a long-term way that is compatible for the
city economically, ecologically and socially. Implemented
measures include planning for added infrastructure to support
cycle tourism; regular cleaning of parks and advertising waste
prevention projects; and further developing the ‘Experience Your
City’ (Erlebe Deine Stadt) project, which gives Berlin residents
favourable rates at hotels in the city on a fixed date.

City in Action: Vancouver (Managing Momentum)

The mission of the Vancouver Tourism Master Plan11 is to

‘ensure that the tourism industry grows in a manner that is
economically, socially and environmentally sustainable and thus
able to meet the future needs of residents, visitors, investors and
other stakeholders’. In this context, one of its key goals is for the
tourism industry to make its own operations sustainable, and
develop and promote Vancouver as a world-leading sustainable
community and tourism destination. It pledges to embrace the
vision of the city’s Greenest City 2020 Action Plan12 which has
the ambition of becoming the most ecologically sustainable
city in the world by 2020 and that it is powered completely by
renewable energy before 2050.

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Destination 2030: Global Cities’ Readiness For Tourism Growth

D) TOURISM FLOWS MANAGEMENT POLICY

Does the city have a policy to manage visitor flows in

response to increased strains on the city?

With the world getting richer and travel becoming increasingly accessible,
it is expected that the Travel & Tourism sector will continue to flourish.
However, without proper management, destinations and cities alike could
be increasingly threatened by their own popularity in environmental,
social, or aesthetic terms.

While there is no easy fix to overcrowding, authorities and destination

marketing offices should identify hotspots and consider implementing
strategies to mitigate bottlenecks, such as offering incentives to come at
‘off-peak’ days, weeks or months, online advance bookings, promoting
stays in or visits to outer districts, and other product developments and
new experiences in keeping with the DNA of the city13.

City in Action: Auckland (Mature Performer)

The main emphasis of Auckland’s Destination AKL 202514 plan is to address

issues of destination management. One of the six key focus areas under
this is ‘Connectivity and dispersal’. The objectives are to help smooth
flows of visitors by improving connectivity in and around the city with
effective public transport, and by reducing seasonality with a calendar of
events spread evenly across the year and a new, and compelling ‘off peak’
domestic marketing programme.

City in Action: New York (Mature Performer)

NYC & Company15 and other travel businesses have introduced several
measures aimed at dispersing visitors. These include creating the ‘True
York City’ marketing campaign – the predecessor to the current ‘Famous
Original New York City’ campaign – to entice visitors to stay longer and
explore beyond the centre, across the city’s ‘real’ five boroughs and their
small businesses and arts communities. NYC & Company’s ‘Tourism
Ready’ programme provides education to businesses throughout the
five boroughs, equipping them with the necessary tools to accelerate
successful engagement with the Travel & Tourism sector.

A ‘See your city’ campaign was also developed to encourage New Yorkers
across the five boroughs to share experiences in their local neighbourhood
on social media, so attracting visitors to explore other districts. New York
City also worked to entice visitors to discover the city in the quieter winter
season of 2019 with a series of ‘Winter Outing’ promotions such as 2-for-1
admission to New York’s top attractions and Broadway shows.
EMERGING PERFORMER: BANGKOK
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 Destination 2030: Global Cities’ Readiness For Tourism Growth

E) SHARING ECONOMY POLICIES

Has the city government passed legislation to regulate home

sharing?

An increasing number of residents are taking advantage of high tourist

demand for city accommodation and the easy access of online home-
sharing platforms to rent their properties. In addition to providing
residents with increased income and maximising under utilised resources,
home sharing can be beneficial if there is a shortage of hotel rooms and
can encourage more visitors to stay in residential areas, in turn reducing
pressure on numbers in the city centre. The challenges for residents lie
when rooms or entire properties are taken off the market to cater mainly
for tourists, resulting in less choice and/or increased rental rates for
residents.

Established hoteliers also indicate that they have to operate under

stricter regulations, particularly around health and safety. Fair and
proactive regulation, based on data and an understanding of the issues
in the market, can help Travel & Tourism grow in a balanced way. Each
destination needs its own solution, whether that means a more relaxed
or restrictive policy on rentals, but it is important that authorities consult
with neighbourhood residents, home-sharing platforms and other
stakeholders before determining the most appropriate measures.

City in Action: Los Angeles (Mature Performer)

The City of Los Angeles council passed an ordinance16 in December 2018 to

legalise home sharing. This means that from 1 July 2019, locals can legally
rent their primary residence to short-term visitors, albeit with restrictions.
The regulations are ‘intended to curb the negative effects of short-term
rentals on neighbourhoods and the housing stock, while establishing a
legal framework for responsible home sharing. Hosts can rent out their
entire home while they are out of town for up to 120 nights per year, or
for longer via a more detailed approval process. Accommodation-sharing
company Airbnb, which has voluntarily collected the city’s 14% lodging tax
from guests on behalf of hosts since 2016, has welcomed the legalisation.

City in Action: Singapore (Balanced Dynamics)

For several years, the city-state has permitted use of private residential
properties for short-term accommodation of up to three consecutive
months. After extensive consultations with the public, neighbourhood
committees, the industry and home-sharing platform operators on a new
regulatory framework for short-term accommodation, the government in
May 2019 decided to retain the current law.
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Destination 2030: Global Cities’ Readiness For Tourism Growth

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 Destination 2030: Global Cities’ Readiness For Tourism Growth

F) TOURISM DEVELOPMENT TAX LEGISLATION AND

PROMOTION

Has the city passed legislation for a tourism

development tax (or similar)?

Taxes should be used to stimulate and promote, not hinder,

economic growth and job creation. As a labour-intensive sector,
Travel & Tourism has a large, indirect impact on the wider
economy. Taxes on the sector should be hypothecated, with
revenues put back into tourism promotion and development
linked to the goals and essence of the destination. Relevant
infrastructure projects could also be given funding from Travel
& Tourism revenue and ultimately enhance growth potential,
attracting investment and subsequent employment.

City in Action: Barcelona (Managing Momentum)

In Barcelona, a tax is charged on all overnight stays in the city’s

tourist accommodation. The local government, which directly
administers 50% of the funds raised, reinvests this amount
into many tourism-related projects. A badge has been created
so residents and visitors can see which projects are funded by
the tourist tax. In addition, €4.5 million raised from the tourist
tax was given to the Barcelona Tourism Consortium in 2017
to help set up a joint work plan for Barcelona as a sustainable
destination. Meanwhile, in 2018, €9.6 million was spent on
projects such as remodelling pedestrian areas and other
infrastructure upgrades, the promotion of culture and the fight
against illegal accommodation.

City in Action: Dubai (Balanced Dynamics)

Dubai started levying a tax, named the ‘Tourism Dirham’, on all

tourist accommodation in 2014. The fee varies depending on
the type of lodging, the maximum is Dh20 (just over US$5) and
the revenue raised will support international promotion of the
emirate, fund Expo 2020 projects and help to drive growth of
tourism and trade.

BALANCED DYNAMICS: DUBAI

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Destination 2030: Global Cities’ Readiness For Tourism Growth

EMERGING PERFORMER: JAKARTA

Step 4: Implement, monitor, evaluate and communicate

Once the strategic direction of the city and its policies for the sustainable growth of the Travel & Tourism sector have been decided
and implemented, it is essential for the government and tourism bodies to monitor and evaluate the impact on the sector. This can be
done from both a qualitative and quantitative perspective.

On the qualitative side, a satisfaction survey of tourists and local residents can reveal the general sentiment towards the Travel &
Tourism sector. On the other hand, a comparison of indicators such as visitor density and size of the tourism economy can provide
supporting and measurable data on the status of the sector. To guarantee long-term success, it is key to create a local committee with
representation from all stakeholders (public and private sectors and the community). This relatively small group (maximum 15 people)
should hold joint responsibility to execute the plan, monitor progress and communicate this regularly. Including representation from
all stakeholders in these groups has empowered communities and been a recipe for success in many destinations.

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 Destination 2030: Global Cities’ Readiness For Tourism Growth

In Conclusion
Determining a city’s future readiness for tourism growth requires a holistic view that accounts not only for
its current physical and natural assets, but also for its social capital and the impact of its policies. Whether a
city is looking to grow its Travel & Tourism sector or manage rising visitor numbers, business and city leaders
must balance all the dynamics that make up a city’s fabric.

Tourism has to be good for tourists and residents alike, and its growth must be organised and well planned.
Tourism has a positive social impact, helping to pay for infrastructure, schools, hospitals and public
transportation. If leaders manage this well and consider this sector as part of their plans, they can maximise
the opportunity. The Travel & Tourism sector is an increasingly important contributor to the economy of
cities. In the past decade, travel to city destinations has grown more rapidly than to countries as a whole,
and 45% of all international travel today is to cities. The sector creates one in five jobs globally; jobs that
can’t be outsourced and transferred to other countries.

With this comes the opportunity for greater investment at the urban level, along with supporting the tourism
sector’s role in preserving cultures, protecting monuments and heritage attractions, and building local pride.

The current pace of growth makes proactive tourism destination management critically important for
cities today. To most effectively harness the positive impact from tourism activity, and to manage potential
pressure points, Travel & Tourism should be integrated into government urban planning.

This requires engagement from the government to recognize the importance of Travel & Tourism in its
overall economic planning and to provide and promote a supportive, physical, regulatory and social
environment. There are already powerful examples and case studies of cities excelling in these areas today,
and these cities are setting new standards for other cities to follow.

The dataset created for this research initiative and the definition of the various city typologies gives Travel &
Tourism stakeholders a new framework to assess where their cities are positioned, and what opportunities
and best practices can be pursued for the future. Solutions abound as to how to manage and continue to
benefit from tourism growth expected over the next ten years alongside city growth.

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Destination 2030: Global Cities’ Readiness For Tourism Growth

DAWNING DEVELOPER: RIO DE JANEIRO

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 Destination 2030: Global Cities’ Readiness For Tourism Growth

Examples of Policies for the City Typologies

1) Managing Momentum
AMSTERDAM, BARCELONA, PARIS, PRAGUE, ROME, SAN FRANCISCO, STOCKHOLM, TORONTO, VANCOUVER

Description Policy Response Examples of policies

• Established urban readiness and Important to focus on policies Amsterdam – “City in balance” which aims to achieve a
tourism infrastructure that drive sustainable tourism balance between visitors and residents. Key initiatives
• High growth momentum driven by growth, including managing include apps and projects promoting less-visited areas,
leisure travel tourism flows, home- widening the target market, and managing access to the
sharing policies and citizen city centre.
• Visitor volumes and activities with
engagement.
potential to cause strain on the city

2) Mature Performers
AUCKLAND, BERLIN, DUBLIN, LAS VEGAS, LISBON, LONDON, LOS ANGELES, MADRID, MIAMI, NEW YORK, SEOUL, SEVILLE,
SYDNEY

Description Policy Response Examples of policies

• Established urban readiness and Focus on monitoring Sydney – The city has an active citizen and community
tourism infrastructure growing pressure points and engagement plan – through online platforms or meetings,
• Strong leisure and/or business embracing policies to ensure to help shape tourism strategy.
travel citizen engagement and
Berlin – issued a sustainable and city-compatible tourism
managing potential growth.
• Visitor volumes and activity plan. Actions include planning for added infrastructure to
increasingly testing cities’ support cycle tourism.
readiness for additional growth
New York – A “True York City” – marketing campaign to
encourage visitors to explore beyond the city centre and
community engagement.

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Destination 2030: Global Cities’ Readiness For Tourism Growth

3) Balanced Dynamics
BEIJING, CHICAGO, DUBAI, HONG KONG, MUNICH, OSAKA, SHANGHAI, SINGAPORE, TOKYO, WASHINGTON, DC.

Description Policy Response Examples of policies

• Established urban readiness and Take advantage of the relative Singapore – As part of the government’s strategy to
tourism infrastructure balance between volume of spread tourism offerings across different areas of the city,
• Cities often are financial hubs with visitors and lesser strain on it announced in April 2019 plans to transform the Jurong
higher share of business travel the city; develop policies to district into a major tourist destination.
than average promote sustainable growth;
Dubai – Dubai Department of Tourism and Commerce
seek opportunities to attract
• Additional runway for visitor Marketing has developed a sustainability strategy to
a greater proportion of leisure
growth without straining cities’ ensure the continual development of sustainable tourism,
travel by investing in leisure
urban landscape along with a Dubai Green Tourism Awards scheme.
attractions.

4) Emerging Performers
BANGKOK, CAPE TOWN, DELHI, HO CHI MINH CITY, ISTANBUL, JAKARTA, MEXICO CITY

Description Policy Response Examples of policies

• Emerging urban readiness and Invest in infrastructure Istanbul – improvement in infrastructure and air
tourism infrastructure development to support connectivity with the construction of one of the world’s
• Growing tourism momentum and sustainable tourism growth; biggest airports.
increased pressures monitor potential crunch
points and implement
progressive policies as
needed.

5) Dawning Developers
BOGOTA, BUENOS AIRES, CAIRO, CHENGDU, KUALA LUMPUR, LIMA, MANILA, MOSCOW, MUMBAI, RIO DE JANEIRO, RIYADH

Description Policy Response Examples of policies

• Emerging urban readiness and Address areas for Buenos Aires – improvement in air connectivity, with
tourism infrastructure development to further more direct flights to the city after the government
• Slower tourism growth, and lower enhance urban readiness, liberalised the aviation industry.
visitor concentration—for now achieve incremental wins
Cairo – planning to make greater use of the River Nile
by focusing on and evolving
by creating landing and docking areas and water-borne
tourism policies that enable
public and tourist transport.
tourism growth at a pace that
the city can support.

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 Destination 2030: Global Cities’ Readiness For Tourism Growth

Appendix
Performance of 50 cities across key tourism readiness indicators
The table that follows presents the positioning of each of the 50 cities across seven of the key focus areas analysed in quartiles.

URBAN POLICY
CATEGORY SCALE CONCENTRATION LEISURE BUSINESS CRUNCH
READINESS ENGAGEMENT
Supportiveness of Level of strain/
Concentration and Overall urban
Scale of Travel & Scale of leisure Scale of business policies in terms of pressure that
Description density of tourist readiness for
Tourism market drivers drivers fostering a sustainable tourism economy
and visitor activity tourism growth
pace of tourism growth places on city overall
Amsterdam
Auckland
Bangkok
Barcelona
Beijing
Berlin
Bogota
Buenos Aires
Cairo
Cape Town
Chengdu
Chicago
Dubai
Dublin
Delhi
Ho Chi Minh City
Hong Kong
Istanbul
Jakarta
Kuala Lumpur
Las Vegas
Lima
Lisbon
London
Los Angeles
Madrid
Manila
Mexico City
Miami
Moscow
Munbai
Munich
New York
Osaka
Paris
Prague
Rio De Janeiro
Riyadh
Rome
San Francisco
Seoul
Seville
Shanghai
Singapore
Stockholm
Sydney
Tokyo
Toronto
Washington D.C.
Vancouver

Lowest Quartile Highest Quartile 29

Destination 2030: Global Cities’ Readiness For Tourism Growth

Indicators indexed
The table that follows depicts the indicators included in each of the seven categories indexed on the previous page.

SCALE CONCENTRATION LEISURE BUSINESS

Total Visitor Arrivals Visitor Arrivals / Population Leisure Travel Spend Business Travel Spend
(% of total spend) (% of total spend)
Total Air Passengers Volume of Visitor Attractions
Volume of Visitor Attraction GDP per Capita
Airline Seat Capacity Ratings / Visitor Arrivals Ratings
Size of Workforce
Number of Destinations Seasonality of Airline Seats Status as Heritage City
Served by Airport Corporate Presence Score
Importance of Tourism Seasonality of Airport Arrivals
Volume of Visitor Attraction Office Space
Ratings Concentration of Tourists Cruise Passenger Arrivals
Throughout City Convention Center Exhibit Space
Convention Center Exhibit Space Number of Airbnb Listings
Visitors per Square km
Total Hotel Meeting Space
Hotel Occupancy
Number of Hotel Rooms
Airbnb Listings as % of Hotel
Number of Airbnb Listings Rooms

URBAN READINESS POLICY ENGAGEMENT CRUNCH

Size of Workforce Citizen Engagement Growth in Visitor Arrivals vs. Hotel

Accommodations Stock
Cost of Living Economic Development Plan
Concentration of Tourist Activity
Healthcare Index Sustainable Tourism Growth Plan
Hotel Occupancy
Infrastructure Index Tourism Flows Management Policy
Rhetoric Surrounding Home Sharing
Airline Seat Capacity Home Sharing Policy
Share of Negative Visitor Attractions Reviews
Traffic Congestion Tourism Development Tax Legislation

Disability Readiness

Temperature Extremes

Air Quality Index

Water Availabiltiy and Quality

Risk Level of a Natural Disaster

Stability

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 Destination 2030: Global Cities’ Readiness For Tourism Growth

Sources for key indicators

The table that follows lists the key indicators which were tabulated for this analysis and which formed the foundation of the 75+
indicators utilized in the report.

Category Indicators Source(s)

Economic Indicators City GDP Oxford Economics
Economic Indicators GDP per Capita Oxford Economics
Economic Indicators City Population Oxford Economics
Economic Indicators Size of Workforce Oxford Economics
Economic Indicators Employment Rate Oxford Economics
Economic Indicators Tourism GDP WTTC / Oxford Economics
Economic Indicators Tourism Employment WTTC / Oxford Economics
Economic Indicators Cost of Living Cost of Living Ranking, Mercer
Travel and Tourism Indicators Total Air Passengers CAPA - Centre for Aviation
Travel and Tourism Indicators Airline Seat Capacity CAPA - Centre for Aviation
Travel and Tourism Indicators Number of Destinations Served by Airport CAPA - Centre for Aviation
Travel and Tourism Indicators Seasonality of Airline Seats CAPA - Centre for Aviation
Travel and Tourism Indicators Arrivals as a % of Population WTTC / Oxford Economics
Travel and Tourism Indicators Total Visitor Arrivals (International and Domestic) WTTC / Oxford Economics
Travel and Tourism Indicators Cruise Passenger Arrivals WTTC / Oxford Economics
Travel and Tourism Indicators Business Travel Spend WTTC / Oxford Economics
Travel and Tourism Indicators Leisure Travel Spend WTTC / Oxford Economics
Travel and Tourism Indicators Number of Hotel Rooms STR
Travel and Tourism Indicators Hotel Occupancy STR
Travel and Tourism Indicators Convention Centre Exhibit Space Convention centre websites
Travel and Tourism Indicators Total Hotel Meeting Space STR
Travel and Tourism Indicators Number of Airbnb Listings Airdna
Travel and Tourism Indicators Status as Heritage City WTTC
Travel and Tourism Indicators Tourist Attractions JLL
Travel and Tourism Indicators Visitors per Square km WTTC / McKinsey & Company
Travel and Tourism Indicators Concentration of Tourists throughout the City WTTC / McKinsey & Company
Travel and Tourism Indicators Volume of Visitor Attractions Ratings TripAdvisor
Travel and Tourism Indicators Share of Negative Visitor Attractions Reviews WTTC / McKinsey & Company; TripAdvisor
Urban Indicators Corporate Presence Score Globalization and World Cities Research Network
Urban Indicators Number of Company Headquarters Forbes
Urban Indicators Office Space in Square Feet JLL
Urban Indicators Traffic Congestion TomTom Traffic Index
Urban Indicators Infrastructure (Liveability Survey) Economic Intelligence Unit
Urban Indicators Healthcare (Liveability Survey) Economic Intelligence Unit
Urban Indicators Disability Readiness (Wheelchair accessibility) Arcadis Sustainable Cities Mobility Index
Urban Indicators Air Quality Index World Health Organization
Urban Indicators Risk Level of a Natural Disaster World Bank
Urban Indicators Temperature Extremes World Meteorological Organization
Urban Indicators Water Availability and Quality Aqueduct from World Resources Institute
Urban Indicators Stability (Liveability Survey) Economic Intelligence Unit
Policy Indicators Citizen Engagement WTTC and JLL online research
Policy Indicators Economic Development Plan WTTC and JLL online research
Policy Indicators Sustainable Tourism Growth Plan WTTC and JLL online research
Policy Indicators Tourism Flows Management Policy WTTC and JLL online research
Policy Indicators Home Sharing Policy WTTC and JLL online research
Policy Indicators Tourism Development Tax Legislation WTTC and JLL online research

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Destination 2030: Global Cities’ Readiness For Tourism Growth

Endnotes

1. United Nations Department of Economic and Social Affairs. 2018 Revision of World
Urbanization Prospects, May 2018.

2. 50 of the 72 cities studied in WTTC’s report “City Travel & Tourism Economic Impact
2018” boasted larger contribution to GDP from Travel & Tourism than the global
average. When combined, an estimated US$625 billion was directly generated by the
sector across the 72 cities, amounting to 6.7% of their total GDP.

3. Oxford Economics’ Global City Travel (GCT)

4. https://www.munich.travel/en-gb/topics/about-us/tourism-strategy

5. Plan for Economic Growth and Jobs, World Business Chicago, 2012

6. ‘Sydney 2030 Tourism Action Plan’, 2013

7. Paris 2022 Tourism Strategy Development Plan, 2016

8. WTTC ‘City Travel & Tourism Impact 2018’ report

9. Osaka City Government Economic Strategy

10. Plan for Economic Growth and Jobs, World Business Chicago, 2012

11. Vancouver Tourism Master Plan, 2013

12. City of Vancouver Greenest City 2020 Action Plan, 2015-2020

13. ‘Coping With Success: Managing Overcrowding in Tourism Destinations’, WTTC/

McKinsey & Company, 2017

14. Destination AKL 2025 report, Auckland Council

15. NYC & Company 2017-2018 annual summary

16. Department of City Planning, City of Los Angeles

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MANAGING MOMENTUM: PRAGUE
Destination 2030: Global Cities’ Readiness For Tourism Growth

Contributors

ROCHELLE TURNER DAN FENTON

Research Vice President Director of Global Tourism and
World Travel & Tourism Council Destination Development Services
JLL

TIFFANY MISRAHI
LAURO FERRONI
Policy Vice President
Head of Hotels & Hospitality
World Travel & Tourism Council Group Research
JLL

JONATHAN MITCHAM

Research Analyst EVA CHAN

World Travel & Tourism Council Vice President, Global Research
JLL

NEJC JUS

Economic Research Manager

World Travel & Tourism Council

34