The Hindu Business Line : A brand for `India Tourism'

TOURISM will arguably be one of the drivers of India's economy into the 21st Century. Many realise its potential but none has yet come out with an integrated strategy that would make India one of the top tourist destinations in the world.

Tourism is a service industry that creates, packages and delivers a whole set of unique experiences to its customers. It draws its strength from an amalgam of diverse public and private enterprises.

Tourism as an apex brand can grow only if all its parts work in unison. What are the determinants of an appropriate brand strategy for promoting this vital segment of the industry? The views of the experts are disparate, and there is no concrete strategy to tap the huge dormant potential of tourism, its inherent capacity to create new jobs and boost economic growth.

Tourism promos have generally been ad hoc, fragmented and routinely focussed on individual subsets than on the end product itself. An integrated blueprint that can deliver the big picture is needed. The intricacy of the product with inconsistencies in its linkages make matters worse.

Tourism works at many levels — the big picture that is India; the States that govern places of tourist interest and are empowered to grow and develop the industry; the host of government agencies that are expected to provide infrastructure, public transport, communication, security, health and hygiene; and last, but most important, hospitality and travel groups that put together the tourism package.

These organisations, together with government tourism agencies, own responsibility for matching brand perception with delivery for the proper growth of the industry. The brand strategy has to be endorsed by all units involved in the process. This involves a meeting of minds of Central and State governments as well as private sector groups.

There is a need for a selective approach in identifying key products for allocating funds that will improve the final delivery of the experience to the tourist.

Success lies in creating as much visibility as may be required. India has huge tourism potential, especially in two segments — leisure and pilgrimage. No big-ticket infrastructure investment is required for promoting leisure and pilgrimage tourism. Small improvements that will make the tourist experience more comfortable, enjoyable and secure will work wonders.

Even airlines have realised the massive potential of India's domestic tourism and started offering dream fares.

Once the India brand is effectively marketed, sub-brands and niche segments will follow depending on the relevant competitive strengths. One such niche area could be medical tourism, though it may not provide enough volumes. Increased numbers of domestic tourists will bring higher revenues for all, create wealth and jobs and contribute to regional development. This, in turn, will exert pressure on the system to improve overall quality of infrastructure.

The government's allocation for the development of rural and urban infrastructure and tourism through SPVs (special purpose vehicle) is likely to pep up domestic tourism.

It is hoped the Government will use the right agencies for deployment of funds and monitor closely the results. Companies dealing in domestic travel, tours and budget hospitality segment will have to reengineer their business through consolidation and economies of scale.

A successful integrated package should support the central tourist destination theme with the entire gamut of services comprising rail and road connectivity, water supply, communication, hospitality and all that goes into making the tourist experience worthwhile.

The packaging in each case has to be unique, realistic and appealing.

Tourists do not come to India to see replicas of urban monstrosities. They come to experience its rich culture, its hospitality and varied landscape. To feel this wonderful experience the tourist is prepared to put up with a few inconveniences.

This is where our promos have failed. They have hyped up the veneer and not the really worthwhile features. Projecting the brand without backing it up with substance has let tourists down. A tourism roadmap with detailed activity planned will be the beginning of a mature and focussed tourism policy.

Whether macro, regional or thematic, the brand strategy has to be customised in each case and at various levels. `Incredible India' is an example of the macro brand promotion where the strategy is to showcase the `tourism richness' of India.

The sustainability and effectiveness of such promotion will depend on how well it can complement the regional and thematic product promotions. For example, a visit to the Taj Mahal can be both a tourist's delight and a nightmare.

If the actual Taj Mahal experience is disappointing for the tourists due to irritants, all its breathtaking beauty and romance as portrayed in the India brand promotion, will not help. Such irritants may arise out of poor logistics, connectivity infrastructure, health, hygiene, security and so forth.

Satisfied tourists are our true brand ambassadors. Therefore, small improvements at tourist sites will radically alter the picture. Incremental investments will upgrade tourist spots and make them more appealing.

The potential of promoting theme-based domestic and in-bound tourism is large. For this, product brand strategy has to focus on customised theme based leisure options.

For example, Kerala can be thematically divided into sub- brands derived from its macro promo — `God's own Country'. There could thus be packages for backwaters, beaches, plantations, wildlife, the monsoon, cuisine, pilgrimages and others.

Each must have a specific brand message linked with the value package it offers. Thematic options can be interlinked with similar ones in other parts of the country. An example of this would be to connect selective beach resorts in the country for beach tourists, and similarly for hill resorts, pilgrimage, heritage health and ayurveda, wildlife and others. Some of these theme-based packages could be offered in various combinations.

Tourism in India lacks identity and direction. It suffers for want of an integrated strategy for its development. The policy formulation and governance of tourism should be brought under one roof for the industry to prosper.

The Central Government must take the lead to bring about this integration. The action plan should define clear goals and accountability; and take responsibility for the packaging and delivery.

Brand promotion is a combination of art and science blended in the right proportion.

The science involves looking at logic, analysis, evaluation and the delivery aspects of the product whereas the art has to do with creativity, innovation and presentation. Its effectiveness will be judged by its ability to deliver tangible results and not just by the hype.

(The author is Chairman of the All India Resort Development Association. He can be contacted at anil_rathor@vsnl.net.)

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