Sustainable and City-Compatible Berlin Tourism Plan 2018+
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Tasks 1 Sustainable and City-Compatible Berlin Tourism Plan 2018+
Introduction 2 Introduction The development of Berlin’s tourism sector This plan also aims to lay out a roadmap for since 1990 has been a major success story. long-term moderate growth in tourism. In The German capital has become one of the doing so, it is committed both to continuity top travel destinations in international city and change: continuity in brand positio- tourism. With tourism spending contribu- ning and marketing for Berlin’s core target ting €11.6 billion to the capital and provi- groups, and change in the sense of sustaina- ding 235,000 full-time jobs in purely statis- bility and city-compatible policies as basic tical terms, tourism has long been one of the principles in ensuring long-term acceptan- main pillars of the city’s economy. Today, ce and preserving resources. The present tourism in Berlin is a major influence on the Tourism Plan focuses on the requirements cityscape and urban culture, so much so that for city-compatible tourism in Berlin, and this sector is also strategically importance hence is not a market-oriented tourism plan for the entire city’s development and the in the classic sense. quality of life of its residents. However, for some time now the global development of tourism has been caught up in an increa- singly dynamic process of change, and this also impacts the future of Berlin’s tourism sector. The Berlin Senate has recognised these signs of the times and is responding with the ap- propriate measures to meet the changing global and local situation. With this tourism plan, it is creating the requisite framework conditions for a sustainable, city-compatible and socially fair tourism – since, after all, the city belongs to all those using it.
Analysis and Perspectives 3
Berlin Tourism:
Analysis and
Perspectives
To gain an overview of Berlin tourism in 2017 The analysis can be summarised as seven
and describe it as fully as possible, the anal- key insights:
ysis combined information from various
data sources. 1. The tourism sector in Berlin is a major
source of revenue and a driver for jobs,
1. 60 expert discussions with actors and is set to continue its track-record
from all fields in Berlin tourism – pol- of growth.
icy-makers, the Senate and borough
2. Berlin has positioned itself as a top
authorities, associations and interest
international location, and has to meet
organisations, tourist service
the challenge of adjusting to trends
providers, etc.
and framework conditions.
2. Extensive data analysis on Berlin tour-
3. The existing monitoring instruments
ism, incl. special analyses of tourism
can only partially provide the knowl-
as an economic factor as well as ‘tour-
edge required on old and new forms of
ism for Berliners’ and key competing
tourism and tourist activities in Berlin.
destinations.
4. Tourism in Berlin is strongly concen-
3. Evaluating literature to review the
trated in particular areas, yet all 12
scholarly debate on city tourism in
boroughs have potential to attract
Germany and Europe, focusing in par-
tourists.
ticular on such trends as digitisation,
new urban tourism, etc. 5. Urban space is increasingly used for
tourist activities – and Berlin, as a
4. Pilot study taking four selected
growing city, is facing new challenges.
locations in Berlin as examples
of the formation and change in 6. Visitors want to experience real life in
urban locations attracting tour- Berlin.
ists as must-see places to visit.
7. The key challenges for quality
tourism in Berlin are low prices
and visitor satisfaction.Goals 4
The goals for
city-compatible,
sustainable
tourism in Berlin
Berlin’s policy-makers have set the goals 3. A differentiated view of tourism is
for the city’s tourism in future. Under the needed for different urban areas; the
coalition agreement between the ruling special attractions, features and
political parties in the Berlin Senate gov- requirements in the individual bor-
ernment for the legislature period 2016- oughs need to be clearly elaborated,
2021, Berlin is to be positioned for long-term and then taken as the basis for deriv-
city-compatible and sustainable tourism. In ing the requisite measures for develop-
this process, the diversity in city districts ing tourism (steering and marketing)
and neighbourhoods is to be preserved, and
measures taken to ensure the interests of 4. Sustainability as a maxim for
residents, businesses and visitors are suit- action to ensure Berlin tourism
ably balanced. continues to develop in a way
compatible for the city (economically,
1. Making Berlin an even more attractive ecologically and socially)
and enjoyable experience for visitors
goes hand in hand with increasing the
quality of life for residents
2. Further developing Berlin tourism
qualitatively, with the aim of
achieving moderate and stable
qualitative growthStrategic Guidelines 5
Strategic Guidelines
for the Berlin
Tourism Plan 2018+
The parameters described here are intended objectives, the previous emphasis on ef-
as continuous guidelines for action. They forts primarily directed at quantitative
need to be implemented in tourism policy growth (more visitors) has to be replaced
to facilitate the successful realisation of all with goals formulated to foster quality
further operative measures. and value added. By implication, this also
means that tourism’s influence on sales
Governance and incomes will, in future, have to be
Recognising tourism as a cross-sectional task. secured more through enhanced quality
City-compatible and sustainable tourism is and less through quantitative increases.
a cross-sectional task. For this reason, tour- Until now, behavioural segmentation has
ism policy must be regarded in future as an only been partial applied to target groups
essential component of a holistic, integrative for Berlin tourism, and focused almost ex-
and spatially differentiated urban devel- clusively on the domestic market. Moreover,
opment policy. This perspective entails an the indicators and instruments to select and
expanded view, not merely seeing the poli- address city-compatible visitor groups are
cies steering tourism as business promotion still largely lacking as yet.
alone, but as part of urban development. These first need to be defined and data on
them collected in addition to the existing,
Qualitative Value Added classic key indicators (above all from offi-
Redefining quality tourism. For Berlin, sus- cial statistics on accommodation). Berlin’s
tainable growth in tourism stands, first tourism needs a target group segmentation
and foremost, for two things: more quality taking all aspects of city compatibility into
and more value added. To achieve these account.Strategic Guidelines 6
Participation patibility and sustainability (e.g., spatial
Shaping city compatibility together. City com- differentiation, early identification of signs
patibility can only be successful with the of tourism overload), a completely new set
participation of Berlin’s residents. Working of KPIs will also be relevant for develop-
on city-compatible tourism presupposes the ing tourism in Berlin. Rather than calling
involvement of Berlin’s residents. They, after for the replacement of all previous indica-
all, are the ones creating that Berlin life so tors, this approach is focused more on the
much in demand with tourists. The Berlin- need for continuity in and expansion of
ers also use their city’s own tourist services the instruments for monitoring tourism.
in their leisure time, are directly affected These include, for example, the degree of
by tourism, and know where services and acceptance of tourism among Berlin’s res-
infrastructures can be improved to increase idents, their own evaluation of life quali-
the quality of life and experience. The aim is ty, guest satisfaction, or the distribution of
to permanently integrate this valuable local tourist activities across the city’s districts,
expertise in developing Berlin’s tourism – and the activity patterns of visitors. In fu-
and do so, on the one hand, as a source of ture, it will be important to ensure an even
inspiration for opening up new potential stronger compilation of the qualitative and
(Berliners as pioneers for new urban tour- quantitative indicators and insights from
ism) and, on the other, as an early warning various sources.
system for the first signs of tourist overload.
Managing tourism on the
Monitoring neighbourhood level
Enhancing our understanding of Berlin tour- Taking spatial differentiation seriously. New
ism. We can only shape what we understand. urban tourism is flowing ever further into
The changed nature of tourism in Berlin and the city’s residential districts. This develop-
the goal of city compatibility requires clearly ment presents opportunities and challeng-
expanding our perspective – and for this, the es for a new city-compatible tourism poli-
former classic focus on tourism analysis and cy for Berlin. Here, evolving an approach
steering tourist flows is no longer sufficient. to managing and developing tourism on
The familiar key performance indicators the neighbourhood level offers an impor-
(KPIs) are simply no longer adequate as tools tant instrument for a spatial differentia-
to respond to the changing market trends in tion in tourism services. The foundation
tourism. This is only too evident, for exam- for this comes from gathering data on the
ple, in the data collected on overnight stays. differentiated demands within the city,
individual districts and boroughs, taking
As yet, the figures here are unable to ad- jointly developed target brands as a basis.
equately reflect new forms of tourist ac-
commodation (e.g., sharing economy), which From the potentials, conflicts and resources
represent such an important growth seg- ascertained in this process, it can then be
ment. Given the latest trends (e.g., new determined which formats are best suit-
urban tourism) and the goal of city com- ed to managing tourism on the particularStrategic Guidelines 7
neighbourhood levels. These might be, for next years primarily driven by artificial
example, round tables on tourism or work- intelligence), this area represents one of
ing groups on the special needs of tourists, the largest challenges for Berlin tourism.
or the use of responsible figures on the lo- Digitisation can be used to drive forwards
cal level, volunteers and cooperations with city-compatible, sustainable tourism in
associations or specialist players. Berlin. Digital solutions can be utilised
for innovative approaches to managing
While some tourist hotspots may primar- tasks.
ily need moderation and mediation, the
exploitation of potentials in those neigh- ●● Inclusion/ Accessibility
bourhoods less visited by tourists as yet For city-compatible tourism in Berlin,
may require steering mechanisms, product inclusion and accessibility are essential
development and/or location management. goals. Not only do they open up possibil-
In developing future measures, it is essen- ities for all visitors to participate, but all
tial to take this difference in demands and residents as well. In addition, they repre-
challenges in the individual boroughs into sent a key quality benchmark for various
account. It is crucial that all the boroughs target groups. Accessible services and
are viewed with their specific requirements infrastructures are not just important
and that the overarching marketing pre- for people with a disability. Seniors with
sents and communicates the diversity of limited mobility, families with children,
Berlin’s boroughs / neighbourhoods. foreign visitors, guests with luggage and
many other groups also benefit from
Digitisation and inclusion/ these measures. Systematic inclusion is
accessibility as a cross-cutting issue far less about establishing individual
Accessibility and digitisation have been services at certain places. Instead, the
defined as cross-cutting issues for all task goal must be to establish accessibility
fields. As a result, these two issues will not as a basic principle down the service
be dealt with individually here, since they chain – from accommodation to leisure
must be an integral part of all measures. activities and mobility.
●● Digitisation
In city tourism especially, digitisation
has a decisive role to play in competi-
tion. A fully digitised range of services,
bookable online (from accommodation
and restaurants to city tours and theatre
tickets) or as digital visitor guidance (via
a guidance system, app or smart weara-
bles) are already standard in most major
cities. With the dynamics of digital devel-
opment constantly increasing (over theTasks 8
Tasks for
Berlin Tourism 2018+
The spectrum of tasks for Berlin’s destina- patterns of use of the tourism infrastruc-
tion management is significantly increasing ture. This monitoring system provides
on the operative level. On the one hand, the basis for developing a spatial model
the aim is to continue activities in the es- for tourism.
tablished work fields (e.g., destination mar-
keting) and – where sensible and feasible ●● Compiling data on demand on the bor-
– to relate these to city-compatible tourism. ough and neighbourhood level, as well
as establishing needs-based strategic
On the other hand, the new strategic direc- tourism representatives depending on
tion and goals also involve new fields. In the situation and goals in each borough;
these, the aim of city-compatible tourism is in addition, the boroughs are to support
to be worked on in concrete projects. tourist-sector businesses and attractions
(points of interest = POIs) in the outer
Scope of tasks
districts.
and measures
●● Introducing an integrated, city-wide
unified system for monitoring visitor
information and channelling flows by
Actively channelling the flow of the systematic implementation of the
tourists to improve distribution and planned information columns, and ex-
open up potentials pansion to other locations across the
entire urban area (also beyond the model
●● Developing a differentiated system for phase), including the integration of sus-
monitoring the development of tourism tainable and accessible mobility services
in Berlin. This includes mapping and (e.g., local transport network, bike tours).
monitoring the existing commercial
structures including the accommoda- ●● Continuing and expanding marketing
tion sector; using real-time information activities to strategically promote servic-
at specific locations to document flows es and attractions in outer districts (e.g.,
of visitors within the city and analyse Going Local by visitBerlin), developingTasks 9
and expanding, for instance, themed ●● Drafting a position paper on ‘Rethinking
routes, and connecting activities and City/Tourism’ on the tourist practices in-
services in the inner city and outer dis- fluencing the city, and the urban and eco-
tricts as well as in the neighbouring fed- nomic importance of tourism in Berlin.
eral state of Brandenburg (e.g., Industrial
Heritage Route, Bauhaus, sports, gardens ●● Developing and implementing project
and parks). ideas on the topic of a ‘culture of welcom-
ing tourists’ through Service in the City, a
Cultivate and expand a network-based initiative, e.g., developing
culture of hospitality joint campaigns with sharing platforms
to encourage an awareness in new urban
●● Promoting events where locals and vis- tourists of their responsibilities (visitors
itors can meet and talk. looking for an authentic experience of
the city in Berlin’s neighbourhoods).
●● Developing campaigns to create greater
awareness of such topics as friendliness ●● Reinforcing the topic of the ‘city’s added
and consideration in public space, will- value’ at major sports events: one focus is
ingness to help others using public trans- to be on networking with sporting activ-
port, respecting the customs of other ities for Berlin’s residents, for example,
cultures, paying more attention to the the ‘Berlin turnt bunt!’ campaign for
needs of others, etc. locals during the International German
Gymnastics Festival in 2017.
Increasing acceptance through
heightened awareness Preserving a diverse neighbourhood
and participation culture and maintaining
public space
●● Continuing visitBerlin’s HIER IN BERLIN
project, including the HIER mobile stand ●● Regular cleaning of parks which attract
touring Berlin’s neighbourhoods to en- large numbers of tourists; this could be
courage dialogue and local participation. arranged, for instance, by consolidating
the successful park cleaning pilot pro-
●● Establishing a permanent citizens’ ject launched by the BSR City Cleaning
advisory council to enable the direct Services (at present in 12 of Berlin’s
experience of on-site tourism from the parks, including Görlitzer Park and in
perspective of the city’s residents to flow front of the TV Tower) and expanding
back into the sector and policies, and to the project to other parks and gardens
play an active part in developing project with high visitor numbers.
ideas for city-compatible tourism.
●● Continuing regular surveys of the accept-
ance of tourism among Berlin’s residents.Tasks 10
●● Increasing the promotion of projects at hotels in the city on a fixed date, in-
and programmes for urban cleanliness tegrating other tourist services where
and waste prevention and advertising appropriate.
them in the city, continuing and expand-
ing activities under the Service in the Brand management for
City initiative and the BSR project to city-compatible tourism
improve cleanliness.
●● Continuing the brand process for the
●● Implementing the plan for creating pub- Berlin brand with the participation of
lic toilet facilities in Berlin, taking into the Berlin Senate Chancellery and all
account those hotspots with especially marketing organisations (in particular
high tourist numbers and the corre- visitBerlin, Berlin Partner, and cultural
sponding higher need for facilities there. projects) as one of the tasks of the Brand
To realise this aim, the possibility of Steering Committee.
funding from the Joint Federal Govern-
ment/Länder Scheme for the Improve- ●● Practically-oriented preparation and op-
ment of Regional Economic Structures erationalisation of the previous funda-
(GWR) is to be assessed and individual mentals (brand essence) for all players
solutions developed where necessary. in Berlin tourism (boroughs, businesses,
etc.), e.g., by transforming them into brand
●● Working in close cooperation with the principles and guidelines, as well as draft-
citizens’ advisory council to derive ap- ing internal communication measures
propriate measures to sustain the diverse for Berlin as a tourist brand (e.g., brand
and unique neighbourhood culture in handbook, workshops).
Berlin (building on mapping the exist-
ing commercial structures in districts ●● Drafting a central, cross-borough plan
especially strained by tourism to enable for (major) events in Berlin, taking
an early identification of a concentration into account city-compatible aspects
of commercial tourist service structures (e.g., compatible with the life quality of
and launch the requisite measures to Berlin’s residents) as well as halo effects
counter such a development). on Berlin as a tourist brand (e.g., image
and quality of events).
●● Additional personnel for public order
offices in the boroughs to take firm ac- ●● Expanding marketing activities on ac-
tion in cases of breaches of noise control cessibility by further developing the Ac-
measures, to monitor cleanliness and cess Berlin digital services; extending
provide security. them to include other user groups (e.g.,
not only people with limited mobility, but
●● Further developing the ‘Experience Your also people who are partially sighted or
City’ (Erlebe Deine Stadt) project, which hard of hearing).
gives Berlin residents favourable ratesTasks 11
●● Developing accessibility as a sign of in neighbouring European countries.
quality. Creating incentives (above all (Senate Department of Culture and Eu-
financial support as well as marketing) rope (SenKultEu))
for businesses down the entire service
chain to obtain certification under the Accommodation regulation
Reisen für Alle (Tourism for All) nation-
wide scheme; expanding the require- ●● Checking whether a hotel development
ments for accessibility defined under plan under applicable law could utilise
the provisions on restaurants and pubs the possibility of urban location manage-
(Gaststättenverordnung) to accommoda- ment and taxation of the accommodation
tion services as well (at present the provi- market to achieve better spatial distri-
sions only apply to restaurants and pubs); bution and an improved price structure.
intensifying checks on those engaged
in business to lend greater weight to the ●● Transferring the relevant rights and du-
need to adhere to existing regulations ties of commercial providers to holiday
(e.g., provisions on restaurants and pubs, flats and sharing accommodation, e.g.,
width of free pavement for restaurants levying the city tax, application of the
with tables outside). provisions on fire safety and accessibility.
Better exploiting the potential Supporting tourism infrastructure
for cultural tourism and mobility
●● Developing and strengthening the visi- ●● Aligning tourism and the airport strate-
bility of decentralised cultural services gy (targeted acquisition of air routes and
provided by museums, theatres and fes- airlines with the aim of city-compatible
tivals, as well as the independent arts, tourism).
music and club scene.
●● Upgrading the Central Coach Station
●● Intensify the networking of cultural ser- Berlin (ZOB) as the gateway to the city
vice providers with other tourist ser- for intercity coach passengers.
vices through appropriate formats in a
dialogue with all stakeholders from the ●● Drafting a plan to distribute the coach
business, cultural, and policy sectors traffic more evenly in the inner city,
as well as representatives of the city’s above all by creating new coach parking
residents. outside the busiest areas.
●● Developing and supporting cooperation ●● Integrating other mobility services into
projects on a partnership basis between the tourist passes (e.g., hire bikes and
players in a central location and cultur- bikes on public transport).
al services in decentralised locations,
following models of similar projectsTasks 12
●● Adapting/converting the hop-on-hop-off ●● Expanding the MEET+CHANGE project
fleet of buses to ensure fuel consumption run by the Berlin Convention Office of
is as low as possible and emissions are visitBerlin.
reduced as far as possible.
Plans for enhanced security
●● Creating mobility services for people
with disabilities, e.g., accessible ‘Inclusion ●● Drafting individual security plans, e.g.,
Taxis’, hire bikes for people with disa- for individual, busy city districts and
bilities, such as handcycles, tricycles or quarters as part of managing tourism
tandems for people who are blind (with on neighbourhood levels, at rail and tube
this system integrated, as appropriate, stations much frequented by tourists,
into the public bike hire system). and at major events.
●● Plan for the supplementary infrastruc- ●● Lighting plan for main tourist centres
ture to support cycle tourism in Berlin and major events.
(e.g., signage, bike parking and lock boxes
at main sights, stops for guided bike tours
at busy places) as well as intensifying
the cooperation on cycle routes between
the federal states (Länder) of Branden-
burg and Berlin.
●● Highlighting the Berlin Wall Trail’s value
as a lighthouse project for cycle tourism
in Berlin and systematically expanding
it (further).
●● Launching a website to market Berlin’s
(cross-borough) water trails.
More effectively exploiting
potentials in the meetings and
conventions sector
●● Repositioning and expanding the Sus-
tainable Meetings Berlin project to create
sustainable offers in the conference and
congress sector.
●● Acquiring congresses from the medical,
scientific and business sectors.The Sustainable and City-Compatible Berlin Tourism Plan 2018+ has been developed by the Senate Department for Economics, Energy and Public Enterprises in cooperation with visitBerlin/Berlin Tourismus & Kongress GmbH with specialist services provided by dwif-Consulting GmbH and Humboldt- Innovation GmbH. July 2018
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