OVERVIEW Tourism In Africa - World Bank
OVERVIEWTourism in Africa:Harnessing Tourism for Growthand Improved LivelihoodsTHE WORLD BANKIain Christie, Eneida Fernandes,Hannah Messerli, and Louise Twining-Ward
Why Tourism?Tourism is a powerful vehicle for economic growth and job creationall over the world. The tourism sector is directly and indirectlyresponsible (WTTC 2011) for 8.8 percent of the world’s jobs (258million); 9.1 percent of the world’s GDP (US 6 trillion); 5.8 percentof the world’s exports (US 1.1 trillion); and 4.5 percent of theworld’s investment (US 652 billion). The World Travel & TourismCouncil estimates that 3.8 million jobs (including 2.4 millionindirect jobs) could be created by the tourism industry in SubSaharan Africa (SSA) over the next 10 years.Tourism’s main comparative advantage over other sectors is thatvisitor expenditures have a “flow-through” or catalytic effect acrossthe economy in terms of production and employment creation. Duringthe construction phase of tourist accommodation and services, tourismcreates jobs in that sector. If the country is sufficiently developed, theinvestment can generate demand locally for furniture and furnishings,and even for capital equipment. Tourism also generates a demandfor transport, telecommunications and financial services. Throughconsumption of local products in tourist accommodation, restaurantsand food markets, and through the additional expenditures outside theaccommodation, tourists stimulate demand for agriculture, fisheries,food processing, and light manufacturing products, such as thegarment industry, as well as for handicrafts and the goods and servicesof the informal sector. Estimates of such expenditures vary accordingto the local circumstances but can range from half to nearly doubleexpenditures in tourist accommodation. Similarly, tourism can act asa catalyst for the development of small businesses in related productionand service sectors. Notably, tourism can provide an economic basefor a region whose only development options are its cultural andnatural resources, whether coastal, mountain, or wildlife or acombination of these.Vicki Brown, Solimar InternationalHowever, tourism’s catalytic effect on an economy and its multisectorial nature is also a reason for its complexity. Tourism isdependent for its success on numerous actors, both domestic andinternational, with very different interests in the sector, including,in most cases, the international visitors that determine its success.2
Tourism Product Development Opportunities SSAAfrica RisingThis more than any other time is the moment forpursuing tourism as a dynamic development optionin SSA. Although Africa was badly hit by the globalcrisis, the continent avoided an even worse growthshortfall in 2009, thanks to prudent macroeconomicpolicies by governments and financial support frommultilateral agencies, and rebounded in 2010. Africa’sprivate sector is increasingly attracting investmentfrom the United States and Europe, with China, Indiaand others also investing heavily in the region. Privatecapital flows are higher than official developmentassistance and foreign direct investment is higher thanin India. Returns to investment in Africa are amongthe highest in the world. The public sector has set theconditions for the exponential growth of informationand communications technology (ICT), which couldalso help to transform the continent. With incomesrising, SSA countries’ poverty rate declined from 59%in 1995 to 50% in 2005. Given this scenario, theWorld Bank concludes that SSA could be on the cuspof an economic takeoff, much like China was 30 yearsago, and India was 20 years ago.Tourism is one of the key industries driving the currentchange and tourism could be a transformative toolwithin this takeoff. From a small base of just 6.7 millionvisitors in 1990, SSA attracted 33.8 millions visitorsin 2012. Receipts from tourism in 2012 amounted toover US 36 billion and directly contributed 2.8.% tothe region’s GDP (total contribution, including direct,indirect and induced, stood at 7.3% of GDP). (WTTC,2013)Tourism as an EconomicDevelopment ToolManaged sustainably, tourism is an effectivedevelopment tool. When tourism’s environmental,social, and economic and other constraints areaddressed, tourism energizes economies. With thefull knowledge that tourism is a complex sector withtentacles into a myriad of other economic activities, allof which require careful management, countries withtourism assets are fully justified in deciding to prioritizetourism as a development tool.Several entities are primarily responsible for thesuccess of the sector. The government’s politicalsupport at the highest level for tourism is essential.The government’s role is to initiate the formulation of astrategy for the sector and then play the crucialcoordinating role among the different public sectoragencies involved, the relevant private profit andcultural smbeachtourismSource: World Bank, AFTFP 2011.non-profit entities, and local communities. Thegovernment must also address market failures thataffect the tourism sector and should create anenabling environment for private investment and,above all, must provide political and social stability.The government will also have to supply basicinfrastructure and assist in the promotion of thecountry for marketing and investment. Without theprivate sector’s investment in accommodation,attractions, and tourism services and facilities, and itsknowledge transfer, there can be no tourism sector.Local communities must be receptive to the touriststhat intrude into their communities and, to be so, theymust participate in the benefits of tourism. Externaldonors can provide the critical capital and technicalassistance to support the sector and help raise it fromone development level to another. Without any one ofthese active participants, the sector cannot grow to itsfull potential—or even, in the early stages, begin to puttogether a tourism package for visitors.The potential for tourism growth in SSA is significant.The region has abundant assets, with expansivebeaches, plentiful wildlife, extensive natural andcultural attractions, and adventure opportunities.Considerable opportunities for expansion exist in safari,beach, business, and diaspora tourism, includingTourism in Africa: Harnessing Tourism for Growth and Improved Livelihoods3
From a smallbase of just6.7 millionvisitors in1990, SSAattracted33.8millionvisitorsin 2012.33.86.71990in regions of destination countries that have not yetbenefited from tourism. Furthermore, SSA has greatpotential to expand products that are more recently ingreater demand, such as nature/adventure tourism,cultural heritage tourism, and travel for wellness,health and retirement purposes.ConstraintsTo achieve its tourism potential SSA will have toaddress a number of existing constraints: landavailability, investor access to finance, taxes on tourisminvestments, low levels of tourism skills, lack of security,safety and high crime, public health, visa requirements,and red tape and bureaucracy. Fortunately, individualcountries can provide successful examples of policiesand actions that have resolved these issues; mostdepend on the political will of governments for theirresolution. Other critical constraints, where theresolution is dependent on the actions of governmentand of external service providers include:Air transport. SSA’s distance from source marketscreates an acute need for higher quality and morecompetitive air access. Despite having 15% of theworld’s population, the continent is served by only 4%of the world’s scheduled air service seats. Nevertheless,this seat supply grew by 6.5% between 1998 and2009, and Cape Verde, Ethiopia, Mozambique andTanzania experienced double-digit growth. A fewforeign carriers dominate long-haul connections; onlya few national carriers continue to operate, some incooperation with international carriers.2012Studies commissioned by the Africa Region of theWorld Bank found that airfares were almost 50% moreexpensive to SSA, and charter tours were 20-30%more expensive than to comparable destinationselsewhere. The irregularity or non-availability ofintra-regional air connections and of internal airtransport constrains access to internal destinationsand also prevents progress with multi-country tourismpackages. The private sector has invested in somelocal airlines to compensate for specific deficiencies inrouting and the high costs of internal and intraregionaltravel. Aviation has been slower to liberalize thanother sectors in SSA but further liberalization of allforms of air transport will be essential to improvethe accessibility of the region for tour operators.Liberalization will have to be accompanied by majorinvestments in infrastructure, training and safetyequipment.Road transport is notoriously poor in much of Africa,so it cannot compensate in most countries for theinadequacy of internal air transport. Yet, both Namibia4and South Africa are examples of destinations thatthrough consistent investment in infrastructure arenow able to attract large numbers of self-drive tourists.Tour operators. UK and US tour operators reportthat a higher proportion of tourists to SSA use touroperators (some 50-70%) than in other parts of theworld (10-15%) because of the greater complexitiesof obtaining visas, booking accommodation andmaking tour arrangements when travelling to SSA. Thetour operators considered that the countries with thehighest potential for tours during the next five years tobe: Botswana, Cape Verde, Namibia, South Africa andTanzania, plus ten other emerging destinations.Accommodation. Just 10% of the region’s 390,000hotel rooms are estimated to meet internationalstandards, and South Africa has about half ofthis stock. Kenya, Mauritius and Seychelles haveestablished hotel investment/development markets;maturing hospitality markets are in Nigeria, Senegal,Tanzania and Zambia. Unbranded guesthouses andlodges comprise the largest share of accommodationfacilities. High hotel costs are primarily due to highhotel development costs and the cost of debt financing.In Nigeria, hotel construction costs are upwards ofUS 400,000 per room for a mid-market hotel; inGhana the cost is US 250,000 per room. Medianhotel development costs elsewhere in the world areUS 200,000 per room for a full-service hotel. Theoccupancy rates and profitability of hotels in SSAshow great disparities. Yet, despite these concerns,23 international hotel corporations currently operatein SSA and the accommodation sector is expandingrapidly with several large hotel projects by major hotelchains in the planning or construction stage.The Competitivenessof TourismIn today’s globalized market, every tourism productcompetes with every other at its price point. Althoughthe prime decision maker is the individual traveler, thesize of the flow of tourists to a particular destinationis to a considerable extent determined by the worldtourism industry, represented by tour operators, travelagents and transport services in the countries oftourist origin. Destinations can influence these externalindustry managers through effective and continuingpromotion and marketing campaigns but will besuccessful only if there is a high-quality product to sellthat is competitive in value and not just in price.
SSA tourism sectors must maintain competitivenessthrough: The quality of their tourism assets High standards in visitor accommodation Efficiency and safety in transport to, from andwithin the country Adequacy of a variety of infrastructurecomponents The receptiveness of local populations to tourists The skills of the range of officials and employeeswith which tourists come in contact The safety and security the destinations offervisitors.As already noted, the limited and costly access to SSAdestinations from major tourism supplier markets andthe infrequent, irregular and inadequate transportaccess within countries both have major implicationsfor the competitiveness of SSA countries with otherdestinations worldwide. Furthermore, tourism is highlydependent on a range of infrastructure facilities,which are often lacking or inadequate in many SSAcountries. The absence of any one of the infrastructurecomponents, e.g., potable water, can seriously hampertourism development or cause heavy capital andoperating costs for the private sector managers of thetourism product.Potential. These fifteen countries initiating tourismhave shown some interest in tourism but lackadequate governance of the sector. They have somebasic infrastructure for tourism but still face marketfailures, such as with regulation, resources, andinstitutions, which also affect the macro economy.Emerging. These ten countries are scaling-uptourism. They have solid institutions, are prioritizingtourism, and are performing reasonably well in termsof quality and competitiveness. The market failuresthat are evident (e.g., the high costs of access to thedestination, financing, and hotel construction costs,together with continuing difficulties in land access) aremostly related to government market failures, thoughthe small scale of tourism contributes to the highaccess costs.Consolidating. These eight countries are workingon deepening and sustaining tourism success, haverelatively mature tourism sectors, are committed totourism, and have the highest economic and tourismperformance in SSA. The management quality andcapability of the private sector is reflected in theaccolades that selected hotels receive.Countries at lower levels of tourism performanceshould be encouraged to note that success in tourismis not dependent on income level. As the table belowshows, two low-income countries are among thehighest tourism performers in SSA and nine are in the“Emerging/Scaling up” category.Tourism PerformanceTo understand better which SSA destinations arethe highest performers and why, the Tourism Teamin the Africa Region Financial and Private SectorDevelopment (AFTFP) of the World Bank, developeda typology of SSA destinations, which ranked the47 SSA countries by level of tourism development.The methodology entailed an analysis of the currentsituation and future prospects of the tourism sectorand of its macroeconomic setting, using five keyindicators. The typology produced four distinct groupsof countries in SSA. The characteristics of the fourgroups are:Pre-emergent. These fourteen countries have not yetdeveloped their tourism sectors. The 14 SSA countriesclassified as having pre-emergent tourism sectorsrepresent countries where market failure is almostcomplete. They have little governance or security, haveshown low interest in tourism, and have poor short- tomedium-term tourism growth prospects. This groupalso includes three countries with little or no tourismdata: Equatorial Guinea, Liberia, and Somalia.Tourism’s Contribution to GDP in SSAKEY 8%4-8%2-3.9%1-1.9% 1%DATA NOT AVAILABLELatest data available sourced from UNWTO and national governments.Tourism in Africa: Harnessing Tourism for Growth and Improved Livelihoods5
Table 1 SSA Countries by Tourism Development Level and World Bank Income RankingTourismdevelopment levelLow incomeLower-middle incomeUpper-middle incomePre-emergingCentral African Republic,Chad, Comoros, DemocraticRepublic of Congo, Eritrea,Guinea, Guinea-Bissau,Liberia, Niger, Somalia, TogoRepublic of Congo,Equatorial Guinea, SudanN/APotential/InitiatingBenin, Burundi, Ethiopia,Madagascar, Mali,Mauritania, São Tomé andPríncipe, Sierra LeoneAngola, Cameroon Côted’Ivoire, Lesotho, Nigeria,SwazilandGabonEmerging/Scaling upBurkina Faso, The Gambia,Malawi, Mozambique,Rwanda, Senegal, Uganda,Zambia, ZimbabweN/AThe SeychellesConsolidating/ Maintainingand deepening successKenya, TanzaniaCape Verde, GhanaBotswana, Mauritius,Namibia, South AfricaSources: World Bank Country Income Classifications 2009; World Bank 2010a.Tourism could potentially create millions of jobs,among other economic benefits, if it is developedsuccessfully. Yet, so far, just eight of SSA’s 47 nationshave achieved significant tourism success and employ4% or more of their workforce in tourism. Ten othercountries could achieve that same success in theforeseeable future, with fifteen others lined up behind.Strategic DecisionsGovernments that are contemplating initiatingtourism or moving tourism from one developmentstage to another need to make strategic decisions onmain issues from the outset in consultation with allstakeholders at the national and regional levels. Theseissues include: the scale of tourism development, thesustainability of the sector and financing of tourismand economic rents.The Scale of Tourism DevelopmentBefore embarking on a program to initiate or scale-uptourism, governments must decide what the scaleof the development should be. One of the mostsignificant planning decisions is size: whether to buildlarge resorts, boutique hotels, mid-sized projects,ecolodges, or some combination of the above. Thescale of the development will determine the extent ofthe transformation that the investment can achieve,6Note: N/A not applicable. Income ranking from GNI per capita.but, as noted below, if the development exceedsthe absorptive capacity of the assets and resourcesavailable to manage the sector, negative consequenceswill ensue. Related issues are the income market thatthe destination should target.Planners will also have to decide, if there are severalparts of the country suitable for tourism development,whether they want to consolidate their efforts in onelocation or disperse tourism developments to severalregions. Starting with an anchor project in one locationwas the choice of countries that are now very large,successful destinations, such as Dominican Republic,Indonesia and Mexico. A government—or a publicprivate tourism authority or statutory body –will alsohave to decide whether tourism development shouldbe treated as an immediate once-and-for–all activity oras a continuing program with investments scheduledover a series of five- to ten-year periods.SustainabilityThe four pillars of successful tourism developmentare financial, economic, environmental and socialsustainability. Without any one of these four conditionsthe sector will falter.Financial sustainability: Financial sustainabilityof the investments in accommodation and tourism
Economic sustainability: The range of products andservices that can be developed for tourism demandmakes tourism a catalyst for entrepreneurial activity.Sound government policies will help to extract themaximum economic benefits from tourism. There maybe sources of financing available to governments, suchas economic rents, to help them maintain a healthyand productive sector.Environmental sustainability: Though often referredto as a ‘smokeless’ industry, the dependence oftourism on natural resources makes any negativeimpacts more conspicuous. Tourism can only besustainable if the natural assets on which it is basedare protected from degradation. This is particularlytrue in Africa, which is variously marketed as a nature,wildlife, resort and cultural heritage destination.Consequently, a well-managed tourism sector willprotect its natural resource base in new developmentsand mitigate negative impacts on the environmentfrom previous developments and from externalsources. Carefully management tourism can becomea tool for environmental protection and for financingconservation. The costs of regulation, preservationand monitoring can be high not just financially buttechnically for governments. Multilateral and regionalagencies, as also bilateral agencies, NGOs andfoundations can provide both financial and technicalassistance to SSA governments to assist them tomanage their environments.Social sustainability: A critical concern for tourismmanagers everywhere is how to extend the benefits tothe poor and to local communities. Hotel managersor owners, in such varied destinations as the EasternCape in South Africa and Fiji, have deliberately involvedthe local community in their activities, sometimes withoutside technical assistance. Interdependence betweenthe local community and the tourist accommodationgenerally improves relations between the two and thebenefits are mutual. Sustainability considerations havegraduated from being a minor additional component toa central concern for corporate risk management, withthe specific objective being to gain the support of thelocal community for the business that is occurring ontheir doorsteps.The Financing of TourismThe main sources of finance for tourism are: thegovernment’s budgetary resources and the privatesector through its investments in accommodationand tourism services, promotion and marketinginternationally, and, where the government hasfailed to provide it within its project area, through itsinvestments in infrastructure, sometimes by publicprivate partnerships. Additional financing comes fromlocal communities and the NGOs that represent them,which can contribute land and labor in a partnershipwith the private sector, donors or NGOs to add value totheir land and donors, which can assist governments,the private sector, and local communities with a myriadof supporting services for the sector.Receiptsfrom tourismin 2012amountedto overUS 36billionandcontributedjust over2.8% tothe region’sGDP.A neglected source of government funding may wellbe the economic rents that tourism generates. In thetourism context, an economic rent is created by thevalue that natural or cultural assets add to man-madestructures. Economic rent is defined as a profit abovenormal market rates of return that is obtained from anasset that is in fixed supply and scarce. The public goodis served when the economic rents are used to ensurethe sustainability of the asset. User fees, taxes andauctions are among the ways to monetize and capturepart of the value added by natural and cultural assets.Tourism in Africa: Harnessing Tourism for Growth and Improved Livelihoods7The World Bankservices depends on the competence of the privatesector, together with the creation of a supportingpolicy environment and provision of infrastructure bygovernment, and the acceptance of tourism by thelocal population.
Recommendations forTourism Developmentin SSA CountriesThe particular recommendations appropriate forcountries at each stage of tourism developmentfollow the typology already discussed: pre-emergent,potential/initiating tourism, emerging/scaling-uptourism, and consolidating /deepening and sustainingsuccess. The one stage of development for which norecommendations can be made is the pre-emergent.In most cases these fourteen pre-emergent countriesTourism Destination Pyramid3Deepeningand SustainingSuccess2Scaling-up Tourism1Initiating TourismSource: Authors, Twining-Ward.are either war-torn, suffering civil strife or haverecently emerged from these situations but have notyet reached stability. Little can be done by externalagencies until responsible, democratic governmentsare empowered to establish stable political regimesand ensure the safety and security of local populations.Initiating Tourism: Making land available for tourismdevelopment and improving transport policies andinfrastructure in countries at the beginning of theirtourism journey requires a practical approach, whichrequires a focus on the tourism asset with the highestpotential. Countries such as Dominican Republic,Indonesia, Mexico, and Turkey, focused scarceresources on the locations and market segmentswith highest growth potential. This effective strategyremoved, in each location, some critical constraints,such as infrastructure, security, and lack of skills,and from the outset attracted world-class investors.These “first movers” played a critical role in launchingthe destination. Targeting areas of high potential alsoenables destinations to focus promotion activities on8one or two iconic attractions, to pilot key and delicatepolicy reforms for land and air transport, and createappropriate institutions with coordinating mechanismsin a contained setting. The success of these firstdevelopments, which had public sector and donorsupport, encourages new investors to finance projectsin other areas and carried these countries to the nextstage of development.Scaling-up: At the next stage, with political support,airline access, and land availability for tourismdevelopment assured, investment and destinationpromotion becomes critical for attracting investors.Destination promotion involves marketing campaigns,source-market awareness building, and positive imageenhancement. Investor promotion involves providinginformation that will build confidence and streamlinethe process of investment. Some countries haveopted for a one-stop-shop where investors can finda centralized source of information and guidance forinvesting in a country.Professional investment conferences are held aroundthe world, at which investors, lenders, insurancecompanies, real estate agencies, and financialinstitutions meet, network, and discuss topics ofinterest. In Tanzania, for example, an investmentpromotion forum and an outreach program organizedby MIGA in 2002 resulted in over 100 million ininvestment in the following two years. The maincomponents were an investment forum and afollow-up investor outreach program. Investors canbe attracted by direct financial assistance, such asbonds or special-purpose taxes, indirect assistance(e.g., zoning), and fiscal measures such as taxbreaks. Although these may not be necessary forviable projects, tourism is replete with incentives andinvestors are not shy to seek them.Sustaining and Deepening Tourism Successes: Asgrowth increases, strategies are needed to dispersetourists to different areas and, where possible, todistribute arrivals more evenly during the calendaryear. Tanzania’s northern circuit is overloaded andthe country is trying to create new areas for tourismgrowth in the south, in the Pemba and Mafia Islands,the Selous Reserve, and Zanzibar. Clearly, sun andsand destinations may be easier to replicate than thoseinvolving wildlife, cultural or historic sites.If growth is not managed the viability of resorts isthreatened. Costa Rica best illustrates the successfulmanagement of higher tourism numbers throughan escalation of already high standards and byfocusing on its brand image of nature conservation,complemented by the introduction of “green”certification for hoteliers and service providers.
Cribb Visuals, istockphoto.comIncreasing visitor arrivals in the non-peak season orseasons can best be achieved by pricing incentives, bydiversifying the tourism product, and by the schedulingof special events, such as film or music festivals, in theoff-season. The benefits of non-peak tourism accrue tothe providers of accommodation and their employees,who might otherwise be released or work part-time,but also to the many beneficiaries of the tourists’considerable discretionary spending.areas, such as infrastructure, training, andpro-poor tourism. Understanding the needs of investors forinformation and the value of setting up“one-stop” shops for such information. Addressing the critical role of air transportand the necessity to liberalize air policies. Addressing the poor connectivity within countriesand regions, and the need to improve road andinternal air access to these; whether throughprivate sector entrepreneurship or governmentinvestments or a combination of both, Understanding the current constraints to tourismand illustrations of solutions by other countries tothe issues of: land availability, investor access tofinance, taxes on tourism investments, low levelsof tourism skills, lack of security, safety and highcrime, public health, visa requirements and redtape and bureaucracy. Assessing the scale of development thatis appropriate to the country’s assets andmanagement resources and determiningwhere and when development will take place. Noting the four pillars of sustainability fortourism: financial, economic, social andenvironmental, all of which are essentialfor sustained tourism growth. Understanding the potential for financing tourismby appropriating to government the economicrents that tourism generates.Implementing ChangeIn order to implement the specific recommendationsnoted above, all countries must also address issuesof political support and capacity building for tourism.Specifically, the private and public sectors mustaddress the following: Encouraging tourism managers to focus on thevalue of their product to be competitive in theinternational market. Garnering strong political support for tourism ata high level in government. It is essential for thegovernment to take the lead in creating effectiveinstitutions and coordinating mechanisms tomaintain a dialogue with all stakeholders. Understanding the vital role played by the privatesector and the need for government to create anenabling environment for investments, as wellas to provide supporting infrastructure for thoseinvestments.Alreadyone intwentyjobs in SSAis in traveland tourism.Engaging with donors and leveraging theircapacity to assist the tourism sector in many vitalTourism in Africa: Harnessing Tourism for Growth and Improved Livelihoods9
Africa, the study also includes cases from outsideof the region. The countries with advanced tourismpotential need to look beyond their regional bordersfor examples and lessons from destinations with moreexperience in tourism development.Case StudiesThe Tourism in Africa: Harnessing Tourism for Growthand Improved Livelihoods book includes 24 casestudies which illustrate good practice and lessonslearned from experience in tourism as a source ofgrowth and poverty alleviation in developing andemerging countries around the world. Some of themalso reveal certain failures. The cases date from the1970s to the mid-2000s. The older cases have hadplenty of time to demo
Tourism in Africa: Harnessing Tourism for Growth and Improved Livelihoods 5 SSA tourism sectors must maintain competitiveness through: The quality of their tourism assets High standards in visitor accommodation Efficiency and safety in transport to, from and within the country Adequacy of a variety of infrastructure components The receptiveness of local populations to tourists
excessively promoted safari programmes 74 Africa: The importance of Tourism SMEs for sustainable tourism development in Africa 77 Kenya: Protecting livelihoods and enhancing the visitor experience on Mombasa’s north coast 80 Africa: The sustainable tourism certification Alliance Africa (The Alliance) 83
2 Destination Geography World geography Tourism regions Cultural and social attributes 3 Advanced Tourism and Hospitality Tourism Tourism and the Tourist (Unit Three of T&T S4-5 syllabus) The Travel and Tourism Industry (Unit Four of T&T S4-5 syllabus) Attractions development Social tourism issues Food and Beverage Division
5. Tourism and the UK economy 17 5.1 Economic output 17 5.2 Employment 18 5.3 International comparisons of tourism employment 19 6. Brexit and tourism 20 6.1 Opportunities 20 6.2 Challenges 21 7. Tourism policy 23 7.1 Tourism Sector Deal 23 8. The ‘tourism landscape’ in England 26 VisitEngland and VisitBritain 26File Size: 492KB
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