EDINBURGH, the capital of choice for more than 13 million visitors a year, recently became the first UK city to come out shining in a poll of the world's top cities.
Accolades like that show Edinburgh has grown far beyond its reputation for spect
acular showpiece events, such as the Fringe and Hogmanay. This exciting city, rich in history and culture, is beginning to attract the luxury traveller. This is something we must capitalise on.
To boost its pole position and draw interest from such visitors, Edinburgh – and the rest of Scotland – must be passionate and ambitious when it comes to developing its tourism industry. Not only has VisitScotland set its sights on a 50 per cent growth target by 2015, but Jim Mather, the tourism minister, seems to have brought a spirit of business enterprise to his remit. We have to harness that confidence and focus it on raising our game.
By wholeheartedly embracing the luxury traveller, there are wider economic benefits to be had. They bring with them far greater business opportunities for local golf courses, restaurants and sporting organisations. They spend in our shops and draw on local services, from whisky through to kilt-makers, from providers of outdoor sports to helicopter services.
Five-star venues are gearing up to receive these visitors, welcoming guests from the US and Russia. But while success in international polls and glossy marketing can entice tourists to spend time and money, we want them to return again and again; this can be achieved only by providing outstanding levels of service. We have to surpass all expectations of all visitors.
Last month, I met Klaus Kobjoll, who runs the remarkable Schindlerhof Hotel in Nuremberg. Exceptional levels of service have wealthy travellers flocking back. I was impressed to learn the secret of his success did not rest in some magical formula, but was based on a transparent reporting system and procedures created under the European Quality Standard. Staff are given guidelines for every aspect of their job; though this may seem restrictive, it does empower them. They are encouraged to make any decisions necessary to make the customer experience an excellent one.
What it comes down to is having the right staff, with the right "can do" attitude, which, in Kobjoll's experience, transcends all training or theoretical knowledge. Staff are expected to work hard, but are rewarded well (not just salary, but other benefits), and are expected to come up with ideas on how to improve service on a weekly basis. Is this something we can embed in Edinburgh's tourism industry?
Much is said about us not having the "service culture" here. I believe with standards such as Hospitality Scotland and European Quality awards, we can achieve our own unique service culture. We're known for our friendliness, and by introducing guidelines, staff know what's expected of them.
While Edinburgh sits in the top ten of international city destinations, this should be a reason to look even more closely at how we do things and to ensure we genuinely impress the visitors now looking our way.
