Critical success factors are factors that contribute to the success of tourism in the region in the long term. They are things that absolutely must be implemented in order to achieve the vision. The determination of critical success factors took into account the current situation and factors of future change. Similarly, critical success factors guided the planning of strategic objectives and operating policies so that the focus of operations is on the issues most important for achieving the vision.
The key success factors for achieving sustainable growth relate to competitiveness and the development of the capacity and willingness for reform, an innovative business environment and networks supporting reform as well as socially responsible business. Similarly, the critical success factors associated with internationalisation relate to improving accessibility and raising profile.
Competitive tourism ecosystem
Ecosystems can be described as networks of interdependence between partner enterprises, entrepreneurs, research, public administration and third-sector actors. Ecosystems are aimed at, for example, increasing the emergence of new innovations and knowledge. Cost-effectiveness is also an important driving value of ecosystem thinking. Ecosystem members share a common goal and seek to trade with each other to achieve it. By sharing information and services with partner companies, an individual company’s investment in such activities may be smaller than it would be without cooperation between partner companies. The common goal also reduces the risk to a single company.
The development of a competitive ecosystem and the strengthening of networks are critical success factors of an attractive region. They enable the creation of new products and services, the growth of business and the strengthening of the competitive position as a result of cooperation and development in parallel.
The amount of information in tourism has increased significantly as a result of digital transformation. Numerous studies, statistics, target market data and diverse other data available from different sources enable success and growth in the tourism and event markets. Combining and utilising different information helps make the right decisions and choices in the target market.
The environment and objectives for sustainable business and growth must be defined while taking into account economic, social, environmental and cultural sustainability and security. Long-term planning and ensuring continuity are essential to building an operating environment that supports sustainable growth. Knowledge, foresight and the identification and preservation of attraction factors are key to this.
Digitality is making rapid progress in the tourism and event sectors. The winners in the international competition are areas that can be found, compared and bought all year round. A company that is not available for reservation and purchase digitally is excluded from all electronic sales channels. That is why Visit Tampere is constantly training and informing partner companies to help them keep up.
A visitor arriving in Tampere can easily find Tampere’s products, services and various events in various digital channels in an uninterrupted chain of services. Companies have invested in digitality, allowing visitors to search, find and compare Tampere regardless of the time of day. In addition, products, services and events can be purchased quickly, and products are easy to compare.
Domestic and international attractiveness
Year after year, Tampere has been one of the most appealing domestic destinations. Tampere is recognised by strong growth and numerous investments (Tampere Deck Arena, Särkänniemi area, tram).
Internationally, the spotlight has been on ‘runner-up cities’, which are not yet well-known internationally. These cities are characterised by good, high-quality hotel capacity and constant investment in the adventure and tourism sectors.
Universities and the scientific community play an important role in the attractiveness of the city as a place to study, work and invest in. With its merger in January 2019, the new Tampere University has become even more competitive and internationally networked.